Canadian Restaurant & Foodservice News

Canadian

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11 16

Restaurant Foodservice News Official Magazine of the Canadian Culinary Federation

THE CONNECTED

RESTAURANT

Publication Agreement #40033126

TECHNOLOGY AND THE FUTURE OF FOODSERVICE

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| Canadian Trailblazer King Street Food Company | The Real Story | | Lagers in the Limelight | Growing Leaders | Saucy Secrets |

contents October/November 2016 VOL. 7 NO. 5

FEATURES 33 Saucy Secrets Dressing up menus with specialty sauces

By Kristen Menas

42 Let Them Eat Cake Tradition with a twist to please discerning diners

By Sean Moon

52 COVER STORY

COLUMNS

28 The Connected Restaurant How technology is enabling the future of foodservice

10 Business Operations Growing Leaders

By Ziv Schierau

12 Consumer Trends Digital Doors

DEPARTMENTS

By Matt Rolfe

By Tyler Baks

4 Editor's Note The Future Is Now

16 Social Media The Real Story

6 Canadian Trailblazer King Street Food Company

By Sean Beckingham

8 Chef Q&A Vittorio Colacitti 54 Crunching Numbers Opportunities for Growth

20 In the Brews Lagers in the Limelight

By Roger Mittag

24 Business Brokering Knowing Your Why

By Greg Kells

26 Allergy Awareness Working Together

By Laurie Harada and Carla Da Silva

52 Finance The Cost of Technology

By John Clausen

46 Cooking Up Innovation Kitchen equipment to boost efficiency 50 Tantalizing Toppers Condiments get an international makeover

EDITOR'S NOTE

THE FUTURE

IS NOW

&

Canadian

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

PUBLISHER: Chuck Nervick chuckn@mediaedge.ca

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

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

ONLINE EDITOR: Kavita Sabharwal kavitas@mediaedge.ca

T

hink back to just 10 years ago and imagine what a typical Canadian restaurant might have been like when compared to a lot of foodservice businesses today.

There would have been no tablet-based menu or POS system employed by the serving staff, no mobile app for ordering or delivering take-out food and diners would have actually been conversing with one another rather than being mesmerized by the online glow of their smartphones, posting images of their latest restaurant meal to their Instagram, Snapchat or Facebook account. Meanwhile, in the back of the house, cooks and kitchen staff would have been preparing food with equipment that today would be considered slow, cumbersome and difficult to operate.

I think it is safe to say that no other single factor has had a bigger impact on the foodservice industry over the last 10 to 25 years than technology.

From mobile apps and social media marketing to incredible innovations in kitchen equipment and state-of-the-art POS systems, technology has taken on an increasingly important role for today’s restaurant operator. And, for the most part, it has been either keep up with the Joneses or find yourself struggling to make ends meet.

In this issue of Canadian Restaurant & Foodservice News, our team of editorial contributors and industry experts has produced a comprehensive lineup of articles, columns and features to help you navigate this world of rapid technological change. From our cover story on how restaurants are using technology to become evermore connected to the customers they serve, to enlightening columns on the technological impact on everything from marketing and cost control to equipment development and new opportunities to help build your business.

In addition to our extensive technology themed coverage, here are a few of the other wide-ranging topics you’ll find discussed in the following pages of CRFN: • How to grow your business by first learning how to grow your leaders • What kinds of saucy secrets restaurants are using to dress up their menu offerings • The many ways pastry chefs are putting a new spin on traditional cake recipes • Why what’s old is becoming new again in the world of beer • How ketchup and mustard are no longer the only kids on the block for topping your favourite burger or taco As always, we hope you enjoy this latest issue as much as we did producing it.

If you have any comments, suggestions or article ideas, please feel free to contact me at seanm@mediaedge.ca.

Sean Moon Managing Editor

4 October/November 2016 | Canadian Restaurant & Foodservice News

ART DIRECTOR: Annette Carlucci

DESIGNER: Jen Carter

WEB DESIGNER: Rick Evangelista PRODUCTION MANAGER: Rachel Selbie

MARKETING COORDINATOR: Zoya Zajac CIRCULATION INQUIRIES: Maria Siassina

416.512.8186 ext. 234

marias@mediaedge.ca

Magazine Editorial Advisory Board Donna Bottrell, RD

John Lettieri

Owner, Donna Bottrell Food Consulting

President and CEO Hero Certified Burgers

Andrea Carlson Chef/Owner, Burdock and Co.

Ryan Marquis

Steve Chase

Corporate Chef, CW Shasky

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

Gary McBlain

Connie DeSousa and John Jackson

Roger Mittag

Regional Director of Culinary, Baybridge Senior Living

Co-owners/chefs, Charcut/Charbar

Owner/Consultant, Thirst for Knowledge

Jeff Dover

Brent Poulton

Principal, fsSTRATEGY

CEO, St. Louis Bar and Grill

Matt Rolfe CEO and Hospitality Leadership Coach/Speaker, Barmetrix

PRESIDENT: Kevin Brown

SENIOR VICE PRESIDENT:

Chuck Nervick

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

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

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Harnessing History

KING STREET FOOD COMPANY BUCA, JACOBS & CO., JAMIE’S ITALIAN

By Sean Moon

CANADIAN TRAILBLAZER

For the King Street Food Company, the recipe for success has been a unique combination of three equal parts Mediterranean heritage, a companywide commitment to sourcing only the best local, sustainable ingredients and a passionate interest in people.

As the three principals of an ever-growing presence on Toronto’s critically acclaimed food scene, Managing Director Peter Tsebelis, Managing Director Gus Giazitzidis and Chef Director Rob Gentile have together played a pivotal role in the revitalization of one of the city’s most historically significant neighbourhoods — King Street West.

“When we opened Brassaii back in 2003, King Street looked like urban Detroit, nothing like it does now,” recalls Tsebelis.

“When (landlord) Allied Properties first showed us the plans for the future home of Brassaii and the other buildings in the neighbourhood, we knew we were working at the right time with the right people and we could see the potential for what this part of the city could be.”

FROM EAST TO WEST

After establishing themselves as successful restaurateurs with their original neighbourhood hotspot called The Myth on the Danforth in east Toronto, Tsebelis and his business partner Giazitzidis were looking at the opportunity to take their “upscale but accessible” restaurant concept further west and past the more traditionally trendy areas of Yorkville and Yonge and Eglinton.

“We believed that King Street was becoming that kind of a neighbourhood where people live and work within walking distance of one another,” says Tsebelis. “We thought that with Jacobs and Buca coming along we could potentially tap into the growing community that was there.”

After finding the perfect location for their new Italian concept Buca, Tsebelis and Giazitzidis began the search for the perfect chef to take the reigns of the new kitchen. Fortunately, they were introduced by a mutual friend to a celebrated chef named Rob Gentile, who had been honing his considerable skills for the previous 10 years under the tutelage of renowned chef and restaurateur Mark McEwan at locations such as North 44.

traditional Italian ingredients and recipes.

His experience with Italian flavours and techniques pushed him away from opportunities in French cuisine and towards a new career as the head chef at the new Buca project.

“As a kid growing up, I loved eating and trying different things,” says Gentile. “It seems like the interest in food was always in me, while at the same time I got showered with it from my surroundings. For me, it all starts with using the best ingredients you can find. Going to the fish market with my grandmother, going into the back garden to see what we had growing, knowing what a ripe tomato tastes like in the summertime

“There’s so much more to being a chef than standing in front of a stove. There is so much more learning involved, more to the process of becoming a chef that the kids need to be able to grow into in order to be successful.”

— Rob Gentile — these are the experiences that drive me and what makes it interesting to me.”

Today, as the executive chef at Buca — often cited as one of Canada’s best restaurants with one of the country’s top chefs — who also leads the culinary vision at other King Street Food Company properties, Gentile says a key part of his role with the company is to instill a love for creativity and innovation on his team while staying connected to where ingredients come from, whether through monthly foraging trips with staff in the summer or meeting with local farmers and suppliers.

“I am continuously trying to be inspired and to inspire others,” says Gentile. “The creative side of cooking is so important.

There’s so much more to being a chef than standing in front of a stove. There is so much more learning involved, more to the process of becoming a chef that the kids need to be able to grow into in order to be successful.”

ALL IN THE FAMILY

Gentile, who grew up as the youngest of three kids, was raised by his Italian Mom and grandmother to appreciate the use of

the opening of Buca in 2006, the King Street Food Company has grown to include over 600 employees at eight restaurants, including the new Jamie’s Italian locations at Yorkdale Shopping Centre and Mississauga’s Square One, in partnership with famed TV chef and culinary activist Jamie Oliver.

“What’s not to be exited about with Jamie’s Italian,” says Giazitzidis. “Not only is he extremely talented, but he is also a wonderful man. During our early conversations with him and his team, we found that we are very like-minded, with them same ethos and feelings about hospitality, people and food. So it was very

THE NEXT EVOLUTION

Although Tsebelis, Giazitzidis and Gentile started out as a three person operation with

easy for us to go to the next step with him to create this arrangement with him and for us to be able to grow his brand together across Canada.”

In addition to the recent partnership with Oliver, Tsebelis, Giazitzidis and Gentile are also looking forward to other developments that allow them to share their passion for people and food, including the opening this fall of a new French bistro called La Banane with another successful young chef, Brandon Olsen.

“We’re passionate about a lot of different things,” says Giazitzidis. “When it comes to food, sustainability and education for us is paramount. We are also very passionate about people, as well as developing our industry and growing that industry as professionals. But one of our biggest commitments is to the development of people and us being able to touch as many people as possible, to be really able to pay attention to our staff and develop the teams around us. As we continue to grow we need to empower more and more people, to give them the tools to be able to do their jobs and to really care about what they are doing.” www.restobiz.ca | October/November 2016 7

CHEF Q&A

VITTORIO COLACITTI Born and Raised, Hamilton; The Good Son, Toronto Education: Bachelor of Commerce in Hotel and Tourism Management, University of Guelph Career Path: George, Lucien, Didier, Via Mercanti, Stagiaire at Thomas Keller’s Bouchon Years of experience as a chef: 12 What are your earliest memories of cooking?

Q&A

I have really vivid memories of my Nonna making gnocchi in her home in Toronto. She had an incredible garden in her backyard with figs, tomatoes, peppers and herbs. She made gnocchi every week, which were probably my favourite, and straciatella soup. On my mom's side, our family farm was on an acre of land where the Lowville Golf Course is now. My grandma would take me out to pick wild blueberries, blackberries and raspberries to make preserves and jams. My mom would pickle vegetables during harvest time at the farm too.

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

My mom went to culinary school in Thailand and starting taking me there when I was six years old. She didn’t hold back on exposing my palate to bold flavours. Growing up near farms and animals really connected me to the earth and evolved my beliefs around food being respected, raised and grown versus “bought.” I started taking a serious interest in cooking professionally in my early 20’s. I watched Iron Chef Japan late at night and I loved it! I wanted to emulate Iron Chef Morimoto because he was innovative but refined at the same time. It was an amazing honour to cook for Chef Morimoto while I was on Top Chef Canada and a full-circle career moment. Being around food has always felt very natural. I never tire of it.

8 October/November 2016 | Canadian Restaurant & Foodservice News

How would you describe your restaurant(s) or foodservice operation?

The vision for The Good Son in Toronto was to create a vibe that would be like walking into someone's fancy house in the early 1900's with all the rooms combined into one space. Warm, eclectic and welcoming. Antique clocks, books and vintage plates adorn the walls and the bar is well stocked with a wide variety of unique spirits and barrel-aged cocktails. The layout is unique; there are nooks and crannies around the perimeter that allow for intimate dinners with friends or dates. The middle is more open and has a more communal energy. In Hamilton, Born and Raised is really a mashup of old and new. We wanted it to represent Hamilton's evolution from a hard-working steel town to an arts-and-culture hub that’s being driven by creativity and a vibrant, youthful energy. There are replicas of old pictures my grandma donated to the local Historical Society and antiques throughout the space we now proudly display alongside local art which is a nod to Hamilton's exciting arts, music and cultural scene. At both properties, the service is casual and attentive. We hire front-of-house staff that are seasoned and professional. My teams in both kitchens take a lot of pride in preparing housemade breads and pastas, while our bars are focused on craft cocktails and again, I'm a fan of old world cooking techniques so the wood-fire ovens from Bologna in both of my restaurants are focal points.

CHEF Q&A What is your philosophy about food?

My philosophy is creating well balanced, flavourful global dishes utilizing fresh, seasonal local ingredients. I've had the good fortune of experiencing extensive travel since I was a child and was able to taste dishes in the countries they originated.

Learning traditional cooking techniques from locals has been pivotal in what I create and serve at my restaurants each day.

What is your favourite ingredient?

My dad travels to Abruzzo each year to help friends and family harvest olives in Sylvi Paese. Using the ancient traditional method of stone grinding then cold pressing olives, “Olio Vittorio" is produced and shipped to Toronto for me to use at my restaurants. This amazing olive oil is in every dish I make and it's a way for me to honour tradition, food and family each day.

Who were your biggest influences for becoming a chef?

My parents loved to entertain. At our house or at the family farm, there were always people gathered to eat and drink with us. My mom makes amazing pastries and desserts, while dad brought back unique and exotic ingredients from all over the world. We seemed to be celebrating something all the time and I love that energy. My dear friend Ana in Rome makes an incredible bucatini all'amatriciana and it taught me the elegance of simplicity and fresh ingredients. My cousin Joe Brancatella owns the Grazie Ristorante locations in Toronto and Vaughan.

Joe showed me consistency and well-made products will lead to success. My cousins Michael and Shelley Grudgeon own Il Tettrazzo in Victoria, B.C. and they taught me how a career in hospitality is a lot of hard work but is very rewarding.

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

Organic garlic, oyster mushrooms, De Cecco spaghetti. (I'd make my own salt from the ocean!)

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

I'm intrigued by the complexity of Mexican cuisine. The ingredients, flavour balance, traditional preparations and regional influences combined with such a rich history is enticing.

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

A strong focus on the financial side of operating a restaurant is so important (and I'm happy to admit that I've learned this the hard way). Being transparent and honest about costs, wages, inflation and progression should be a top priority. As a chef and leader, having respect for employees, vendors and suppliers is also key. Building relationships with farmers and the local food community is important to staying connected with peers and finding opportunities for collaboration.

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

Finding a balance between work and personal time is often challenging. Relationships haven't been easy over the years.

Finding the necessary time to be innovative while maintaining high standards for service is also a constant

challenge. Being a chef is often perceived as a glamorous profession but it’s a very strenuous job that requires a lot of hours. I spend a lot of late nights at the restaurant and early mornings at the market, but I live for it.

How did your experience on Top Chef Canada affect your career as a chef and what did you learn?

The experience gave me the opportunity to cook for highly opinionated culinary stars and experts who provided constructive feedback I could learn from and become better with. Getting as far as I did was really validating for me as a chef. From a business perspective, the show gave me the opportunity to find great business partners to open a beautiful restaurant.

Talk a bit about the challenges of opening your new restaurant and returning to your roots in Hamilton.

Opening new restaurants is always challenging but build out was expensive and took a lot longer than anticipated because we restored a very old building on historic James St. North. Integrating ourselves into the growing culinary community is high on our list of priorities.

I am humbled by the positive response towards our team and what we’re doing at Born and Raised and want my fellow chefs/ restaurateurs who have paved the way in Hamilton to know we will support food community in everyway we can.

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

There's no job beneath you. If you're being asked to do a task that seems mundane, it's to teach you skill and commitment to the craft.

Before you can be a great chef you've got to be an exceptional cook, so get ready to work. There is so much that can be gained through being a chef and working in the hospitality industry. Cooking is one of the only artistic expressions that captures all of the five senses so creating a brand of hospitality or a style that becomes synonymous with your cooking can be very fulfilling. Once you embrace the reality of committing to a very laborious profession, if you really have a passion for it – it doesn’t feel like work. It is truly the best job in the world. www.restobiz.ca | October/November 2016 9

BUSINESS OPERATIONS

GROWING LEADERS The most important investment you’ll make this year

By Matt Rolfe

æ

Technology and innovation have dramatically changed our industry over the last decade and the reality is that the rate of change is accelerating faster than ever before. Whether it is ordering from a touch screen at a McDonald’s, the rapid expansion of online reservation systems, or opting to train and induct staff using videos and smartphone technology, the one thing we know for sure is that rapid continuous change is here. My question for you is: Are you “personally” ready for it?

Personally, I know that I am not yet the leader I need to be in order to support the rate of change in my own company over the next 6-12 months. To succeed I need to study, innovate and put into to action what I learn. From spending 15 years studying and working with top performing hospitality leaders and companies, I know that the top performers in every industry are those who are constantly growing themselves and their team, while also growing their business.

LEADING BY EXAMPLE

We know that personal development and growth is not a new concept, but we see it in a variety of forms. Mark Cuban reads three hours every day in an effort to grow himself, while Bill Gates has taken weeks away from his business every year without technology to invest in his personal development. I can share with you dozens more examples of how the best leaders in the world spend an incredible amount of time growing their businesses in addition

10 October/November 2016 | Canadian Restaurant & Foodservice News

to growing themselves. The undeniable fact is if you want to improve your business or your performance in your role, then you need to make a significant and strong investment in yourself.

I spend every day supporting the growth and development of leaders in our industry; forcing them to take the time and space to invest in themselves so that they can grow their team and their people. When I think about hospitality ownership and management, I truly see that our job is to grow leaders. Studies have shown that up to 80 per cent of hospitality owners and managers joined the industry in a front-line position and have limited to no formal leadership training. These people have become masters of their craft, but over time their positions became less about doing the work and more about coaching others to do the work. This is not an easy task, as every day I hear from people that their partner, manager or staff will not do what they are asked or that they’re unsure their team has

BUSINESS OPERATIONS the technology or “tools” to do their job right. Sound familiar?

I want you to consider one question: What is the annual budget you have set aside for your personal development and for the development of your managers and staff? When I ask owners and managers what their budget is, the answer I hear most often is zero, nothing, zilch! Some answer that they do have a budget which is centered largely around a conference or event. As I’ve stated before, leadership development has to be an ongoing and consistent process, not an isolated event.

QUESTIONS YOU NEED TO ANSWER How Will You Invest In Yourself This Year

— First let’s start with you. Regardless of your position in our industry, you are a leader. The very fact that you’re taking the time to read this article proves it. What books are you going to read, what conference will you attend, what peer groups will you join, what coaching will you engage in? Remember, we are not looking for environments that allow us to become better at our craft; we need tools to become better leaders.

— After you invest in your own development, how will you invest in your team? Do you see your duties as being a developer of leaders? How much easier would your job be if your team had the knowledge and experience to truly l e a d yo u r b u s i n e s s , s t a f f a n d customers? Can you take the lessons you have learned and pay it forward?

Can you start a leadership-focused book club? Can you invest in leadership coaching for your team? There are so many options here and one of them is doing nothing. In today’s competitive market, I can speak from experience that that is not the road you want to go down. Consider what expense item you could cut that would allow you the funds to invest in your team.

How Will You Invest in Your People

How Will You Invest In Your Community

— Think of this as investing in your local restaurant community or the actual

community around your location. It has been proven that once people’s basic financial needs are met, their primary goal in the workplace shifts to growth and development. Your next manager is out there, and your next host or server could be eating in your restaurant this weekend. Investing in your community is the right thing to do while being a great source of recruiting and sharing your love for your industry.

I love the direction and path that technology and innovation is taking our industry, but I challenge you not to invest in another simple tool or solution without investing in yourself and your team first. If you want to know where to start, email me at mrolfe@barmetrix.com. I would be happy to send your team and yourself tools from the top books to read as well as a list of other resources that can support your journey.

Invest in yourself and your team and you will never see a stronger ROI!

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

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CONSUMER TRENDS

DIGITAL DOORS Technology opens new opportunities for operators

By Tyler Baks

æ

Today’s foodservice consumers are looking beyond food. They are looking at more than just innovative meals and menu items, past healthy alternatives, and the ambiance and the environment – all of which have become the norm, the standard cost of entry for any operator within the Canadian commercial foodservice marketplace. In today’s digital age, consumers expect excellent service, a great experience, short wait times, and they want this to be as convenient as possible.

With a heavy reliance on technology and efficiency – in the way people shop, communicate, manage relationships, and spend their leisure time – consumers want to be able to use technology within the foodservice marketplace. This means using mobile apps for quick restaurant reservations, browsing menus online, checking the nutritional and health information of a dish before

even stepping foot in the door, and having delivery options right at their f ingertips. Consumers want what technology of fers – convenience, information, and access – and they want it for their food.

GOING MOBILE

The ubiquity of technology and mobile apps is the new reality, and people are

12 October/November 2016 | Canadian Restaurant & Foodservice News

spending more and more time glued to their smartphones. This shift in consumer behaviour means that mobile apps are moving beyond being an innovative novelty and are becoming a must-have for operators looking to increase customer satisfaction, traffic, and spend.

The “digital door” is a term coined by the NPD Group to describe any customer who accesses a restaurant through the Internet or with a mobile device. Currently in the Canadian commercial foodservice industry, the digital door accounts for a mere two per cent of restaurant traffic, yet this has tripled over the last four years, and is still on the rise, up f ive per cent compared to a year ago. Mobile technology alone within the foodservice industry is growing at more than 10 per

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CONSUMER TRENDS cent annually. Technology within the Canadian foodservice industry is only going to continue to get bigger, more advanced, and more synergistic, as evident by the fact that entering through the digital door represents $1.1 billion annually.

NEW MARKETING OPPORTUNITIES

An increase in mobile app usage has created many new marketing opportunities for operators and restaurateurs to improve customer experience, attract new clientele, drive traffic, and boost sales. Operators who are willing to invest in mobile technology must of fer seamless experiences for those customers who either wish to order their meal on their smartphone and have it ready for carry out — thereby effectively cutting down on their wait time — or those customers who are looking to order online and have their customized meal delivered right to their door. Digital ordering for delivery is a growing trend amongst consumers; especially those consumers who are constantly on the go but still expect the same great service and experience.

Delivery accounts for 55 per cent of digital orders, compared to 30 per cent for carry out. Ordering through a mobile app for delivery is up 14 per cent on the year, and will likely continue to drive strong growth in the coming years.

Digital technology has previously been utilized by FSR operators, but now inroads are being made within QSR. Think of three foodservice brands that you know of who utilize digital technology.

Would Starbucks, Domino’s, or Boston Pizza come to mind? What about Papa John’s, Swiss Chalet, or Pizza Pizza?

Whichever brands you listed, did you effectively name more Quick Service Restaurants (QSR) than Full Service Restaurants (FSR)? That’s the new wave of technology in foodservice. Digital has been adopted by many QSR operators and has successfully helped to drive more traffic and boost sales.

PIZZA AT YOUR FINGERTIPS

Companies who are investing in and embracing digital platforms are growing in spades. One example is Papa John’s, who recently announced to Business Insider Intelligence that in its firstquarter 2016 earnings, 55 per cent of their total sales are now coming from digital means, and 60 per cent of those are through mobile ordering. What we know to be true is exactly what is happening –

consumers are pulling out their smartphones more frequently when ordering, and this convenience and efficiency is encouraging more digitallydriven traffic.

Papa John’s, like many other pizza operators, is marketing their digital platforms in order to drive customers to their available offerings. With continued focus on digital and smartphone usage, mobile will become even more prominent amongst pizza operators and continue to spur their growth. Pizza operators have been early adopters in the mobile marketing space and have invested heavily in mobile technologies, platforms, and campaigns, but their venture into digital has, in some cases, stemmed from declining traffic and sales.

CREATING A DIGITAL PRESENCE

Over the past few years, the QSR pizza category experienced continuous losses in traffic, with an average loss of one-percent traffic decline year over year.

However, due to the adoption of mobile technology, traffic to QSR pizza has finally seen gains in the latest year, growing visits to the category in Canada by half a million versus last year. While this number may not seem substantial, it is a notable feat to a category that has seen continuous declines for the past five years.

Foodservice is now noticing a trend of other heavy-hitting pizza restaurants focusing on their digital presence and beginning to heavily fund their mobile strategies, with very profitable ROIs. Domino’s is a perfect example. Domino’s has had many tech surges within the last few years, winning both new and old customers with their easy and simple taptap-order process. With their latest technological breakthrough, the brand has consumers one step closer to munching on their piping hot pizza with their “Zero Click ” ordering app. This newest innovation follows on the coattails of their other consumer-friendly and efficient mobile ordering modes, such as voice, smartwatch, AnyWare, car, TV, and tweet-and-text ordering with a pizza emoji. While all these digital modes may seem extensive, this is certainly not for nothing. In the latest year, a significant portion of Domino’s traffic was driven by digital, which continues to drive strong growth at a fast pace. Even more impressive is that orders through digital platforms garner higher cheques.

So, how can a digital door strategy help today’s restaurateurs? In a challenged

foodservice market where consumers continue to cut back on dining out of home, focusing on areas of the market that are growing is a simple strategy to increase sales and engage sought-after younger consumers. Enticing consumers to enter through the digital door provides new innovative platforms for payment methods and garners interaction with a restaurant brand.

STRATEGY IS KEY

To successfully launch a digital door strategy, operators must be aware of how consumers will engage with their digital platforms. Consumers want multiple touch points with today’s restaurant brands, and they want to be able to share their experiences with others. This is why digital and mobile have become so relevant in today’s interconnected world.

While creating a digital door seems like a complex undertaking and requires large investments, it is now the harsh reality and cost of entry for quick service operators that want to win with young, tech-savvy consumers. Realistically speaking, it is simply the most current and innovative tactic to increase the consumer experience with a brand.

Going digital will help a brand to engage with their consumers in a convenient, flexible manner; it is a way to provide faster service, enhance the consumer experience, and ensure satisfaction and accuracy. The digital door gives today’s restaurant brands the opportunity to drive more engagement via loyalty and rewards while giving you an opportunity to harness and leverage key data and informational insight.

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

For more information, visit www.npd.com or contact Tyler at Tyler.Baks@npd.com.

For the latest data on consumer restaurant trends, visit

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14 October/November 2016 | Canadian Restaurant & Foodservice News

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SOCIAL MEDIA

THE REAL STORY

Why the latest social media trends may not benefit your business

By Sean Beckingham

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Social media applications today have a very similar story to the smartphones they find themselves downloaded onto: You finally learn how use it, you get used to its features and then three months later, a shiny newer version comes out with features both new and old.

Meanwhile, popular photo sharing application Instagram has added an interesting yet familiar feature to their application, Instagram Stories.

An Instagram story is a separate entity from the app’s regular photo and video feed as it allows users to share moments in real-time which will also disappear after 24 hours. Within the application, these stories are shown in a slideshow format upon the user’s profile picture being tapped in the new header area, as opposed to being shown in the main news feed we’ve been scrolling through. This is the biggest news update from Instagram in recent memory since their $1-billion sale to Facebook in April of 2012, back

when it was a 13-person photo filter start-up just shy of its second birthday.

If the concept of Instagram Stories sounds familiar, that’s because it is. This is a near-perfect replication of a service Snapchat has been offering for the past five years. The impact of this similarity now shared by these apps could not be more different however. If a typical everyday Millennial has been a heavy user of both Instagram and Snapchat, having Snapchat’s only valuable use suddenly integrated into Instagram may cause this user to cut their digital workload in half by opting for the sole app that offers both the vanishing uploads and the regular news feed

16 October/November 2016 | Canadian Restaurant & Foodservice News

postings, Instagram. This person may also eventually get bored of the Stories feature, experiencing the feeling of been there, done that, and go in search of the next best or newest thing, like we do with many digital or product trends.

What can the food service industry take from this? We are under ZERO obligation to jump on every new trend that rolls into the station unless we have the time and the resources to invest in the ride for the long run. However, with any new technology or digital marketing tool, there can be more cons than pros, depending on the strategies and goals of your business. Here are some examples you may want to take into account.

FOLLOWING AND BEING FOLLOWED

Within Snapchat, finding new people to follow, and be followed by, can be the most difficult aspect of using this social application. The only two convenient

SOCIAL MEDIA

Stories By The Numbers

adding options are by entering a username you already know or selecting active users from your address book who have synchronized their accounts with their phone numbers. This can be detrimental to your time and efforts if part of your social media strategy is discovery of, and by, users and customers. It is also very unlikely you’ll see guest experiences posted to Snapchat unless they’ve added and shared these snaps and stories with you.

Meanwhile, Instagram has more potential for discovery and engagement.

You can still easily add Facebook and device contacts but you can also find customers and other users by exploring public posts and tagging (username tags, hashtags and geotags).

FINDING THE RIGHT STORY

One advantage Snapchat has over Instagram Stories is accessibility and the overall layout of their stories’ feeds. In

Snapchat (as of May 2016) • Daily active users: 100 million worldwide.

• Video views per day: 10 billion.

• Snaps sent per day: 400 million.

• Majority age group: Under 24.

Instagram (as of May 2016) • Daily active users: 300 million.

• Photos and videos shared per day: 95 million.

• Content “liked” per day: 4.2 billion.

• Majority age group: Under 35.

Snapchat, you have two separate feeds; one for snaps sent directly to you and from you, the other for the publicly submitted stories of people you follow.

Instagram Stories has been given that one row header above the main feed and finding a particular person’s story isn’t as simple as clicking their readable printed name. You have to scroll, which is time consuming when following large amounts of people, and eventually find the small bubble with their profile photo inside and their username underneath. They’re not alphabetical order or in any type of order based on activity or engagement.

A main issue here regardless is that there is no guarantee you’ll find a story about you or your business after spending all this time scrolling and watching, unless you find out beforehand, “Hey, I posted a story / photo / video of you” which is very unlikely in most cases.

YOUR WEBSITE WON’T BENEFIT

If you’re logged into Snapchat and you send a fun snap of your latest dish or a hero moment at your place of business, once it has been watched, there is no clear next step for the viewing user. They’re most likely going to move on to watching the next snap in their feed or will just close the app all together. The problem is that there is no place within your snap or your profile to provide a working link to your website, or any website in general.

On Instagram, there is no link integration with their storytelling feature either, although there is a space on your IG profile to provide one. Overall, with no link-tostory integration or analytic connection to go by, there is no easy way of knowing if any of your website traffic was driven by proper use of storytelling application marketing, unless a user is somehow able, and willing, to provide such feedback or proof. www.restobiz.ca | October/November 2016 17

SOCIAL MEDIA One of the original reasons for Snapchat’s existence was the ability to share content with others without risking the content being shared externally. Today, through both Snapchat and Instagram Stories, unless your marketing segments are captured via screenshots and posted, there is no commended method for users to actively share your content with other people. They’ll be able to watch and re-watch over 24 hours and then it’ll be gone.

BIG BRANDS, BIG INVESTMENTS, BIG RETURNS

Despite the setbacks mentioned, they are not to say brands can’t benefit at all from these stories; bigger brands just benefit better. These brands can afford the time, money and other forms of assistance needed to produce great storytelling content while making sure this content is in line with their brand. The bigger the investment, the bigger the advantage, thus the improvement in likeliness for a return on said investment.

Recently, famous burger franchise A&W chose to incorporate Snapchat into their “Burgers to Beat MS” marketing initiatives. Knowing their Millennial targets were still into Snapchat, the franchise not only invested time into Snapchat but also purchased their own custom snap filter, allowing users to impose branded burger stacks over their photographs and videos.

“We’re not telling them something, we’re just being in the space they’re in,” explained Ruth Murray, account director at Vizeum Canada, A&W’s media agency.

Murray believed that Snapchat would be the least intrusive method of connecting with the 18 -30 -year- old consumer demographic they’d desired for a number of years.

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Big brands and bucks aside, one would never say a smaller business couldn’t benefit from the use of either of these storytelling applications. Both Instagram Stories and Snapchat, when used properly, could still increase awareness of your restaurant’s brand, products and services in real time. They can also allow other users to inadvertently market for you via on-location snaps, videos and photo posts to their feeds and/or friends, especially when official brand name tags, hashtags or filters are included. You might not always know when you’ve been posted or snapped about, but by being open to it, and by being social back, you’re in your demographic’s digital territory which is still a beneficial place to be, with or without trackable analytics.

Keep in mind that not everyone who logs in daily is actually posting or sharing something. Many users are simply invisible without being inactive, swiping through stories whether out of boredom, entertainment or interest in finding out what’s current or trending at a given moment. These lurkers are still important to consider as they can still influence, and be influenced by, the subjects and users at hand.

In the end, whether you’re using these stories to highlight products, staff, events or other aspects of your business, be sure your efforts are in line with your marketing and branding on other social networks like Facebook and Twitter. Consistency is key, but so is experimentation and fun.

Sean Beckingham is president of Branding & Buzzing, a social marketing agency established in 2011 that specializes in the food and beverage category. For more information, visit www.brandingandbuzzing.com.

18 October/November 2016 | Canadian Restaurant & Foodservice News Kitchenaid_CRFN_OctoberNovember_2016.indd 1

2016-10-07 10:46 AM

IN THE BREWS

LAGERS IN THE LIMELIGHT In the world of beer, what’s old is new again

By Roger Mittag

20 October/November 2016 | Canadian Restaurant & Foodservice News

IN THE BREWS

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It seems that we are all on the fast track, trying to keep up with the latest trends and fads and ensuring that we are driving new customers into our locations. There is, however, a fine line between being innovative and imitative. It is very difficult to be leading edge enough to be the ultimate trendsetter.

The beer industry has been a fascinating study in the past two or three decades. If we compare the industry to a clock, the beer world has been seriously lacking a second hand. Time stood still for us for almost a hundred years. By that, I am suggesting that the consumer’s and brewer’s passion for easy drinking lagers left us in a position that some would argue was debilitating.

“No taste, no choice, no style,” were all the negatives we heard for years.

THE PENDULUM SWINGS

Then the 80’s decade came along and with it, the onset of what has come to be known as craft brewing, where we were enticed by new brewers, new beers and a whole new perspective on beer. In the past 10 years, the pendulum has swung completely to one side. Hospitality providers flocked to the newest darling of the beer world – IPA (India Pale Ale). It was no longer

enough to have just one IPA on tap; bars were completely revamping their line-up to reflect this new direction.

This may have seemed like a good idea but it came with a minor chink in the armour. First of all, IPAs are intense and bold with a mouthful of bitterness and aromas that don’t stop screaming “ hops.” Just how many of these a customer can consume is an excellent debate but I am going to suggest it is substantially less than our previously mentioned lager friend. Secondly, when you shift your beer portfolio to such an extreme, you are bound to drive away people who just want a lighter tasting refreshing beer.

WHAT’S THE NEXT ‘NEW’ TREND?

A few years ago, I noticed that more and more craft brewers were adding a variety of “sessionable” beers into their

brand line-up. A session is a colloquial term from England which denotes the time you might spend down at the pub with your mates. It’s pretty easy to understand that lighter flavours and lower alcohol are key contributors to keeping you in the pub for a longer time.

Lagering as a technique was first mentioned in Germanic history as far back as 1420 when beers were stored and rested in cooler caves in order to eliminate the characteristic diacetyl and sulphur that naturally occurred during fermentation. Of course, the world of beer was set on its head when Pilsners arrived courtesy of Josef Groll. I often wonder what these early pioneers would think if they could take a glimpse into modern brewing and see how much lager is actually produced and consumed globally.

These new sessionable beers swept the world. It is, to me and many others, the most important discovery or invention in brewing. We are starting to see this trend make a small return, even though some will say it never left.

While completely unsubstantiated, it is believed that approximately 90 per cent

THE LAGER FAMILY EUROPEAN

NORTH AMERICAN

Light

Pale

Amber

Dark

Bock

Dry

Pilsner

Vienna

Dunkel

Dobblebock

Lager

Helles

Marzen

Schwarz

Eisbock

Amber

Dortmunder Export

Oktoberfest

Amber

Pilsner Style Dark Black Bock Strong

www.restobiz.ca | October/November 2016 21

IN THE BREWS of the beer consumed around the world is lager and of that large volume, 60 per cent are lighter lagers like Munich Helles, North American lagers, light beers etc.

THE FOLLOWING IS A GUIDELINE TO UNDERSTANDING THE WORLD OF LAGERS.

is a German word, meaning to store. These beers take longer to ferment and longer to age, making them far more expensive to produce but far

Lager

easier to enjoy. A well-made lager is difficult to do. These beers hide behind nothing and a poorly produced lager will show all of its flaws very quickly and very easily. Lager producers should be revered in their perseverance of quality and consistency. were created in the United States and while many lack intense flavour profiles, they appeal to a wide audience who prefer lighter, easier drinking beers with less alcohol.

Light Beers

Standard Lagers are the mainstay of beer production. Many of these beers are considered to be mainstream but serve to satisfy the vast majority of beer drinkers.

are the new darling of the beer community. Easy drinking and thirst quenching but with a healthy dose of flavour and aroma. These beers may be unfiltered leaving them with slightly more flavour and mouth feel.

Craft Lagers

is a term that started in Munich.

These beers are lighter in colour and flavour than traditional Pilsners but they still have some depth. Most of these beers are European in origin.

Helles

Pilsners are relatively complex in some ways

but still quite simple. German Pilsners are crisp and clean with moderate bitterness and a refreshing, quick finish. Czech Pilsners are more robust with more bready flavours and a good dose of hop bitterness at the end.

(Vienna Lagers) are fantastic bridges to fuller flavours. They are amber, burnt orange in colour and have flavours and aromas that are easily matched to foods.

While they have significantly more flavour, they are also very easy on the palate.

Amber Lagers

Dark Lagers (Dunkels) are the next step up in

complexity. They are ruby red, dark brown in colour and have wonderful aromas of chocolate, coffee and dark breads. The body of these beers is miraculous in that it does not mirror the colour. The finish is quick and refreshing and once again, they work so well with most restaurant foods, it will amaze the average person.

Black Lagers (Schwarzbier) are the end of the

road for most lagers. While still crisp, clean and refreshing, they have aromas of dark chocolate, robust coffee and burnt grain.

Bock Beer is the lager answer to higher alcohol content. A decent bock will have darker colours tending toward reddish brown but will also be highly complex, soothing and warming.

It’s time for lagers to be taken seriously again. There’s a lot to choose from and it will take some time to understand which one is right for you.

Roger Mittag is the owner of Thirst For Knowledge Inc® (www.thirstforknowledge. ca) and the founder of Prud’homme Beer Certification® (www.tfkbeer.com), can be reached at rmittag@thirstforknowledge.ca. and will gladly consult on helping you to create a great beer portfolio.

22 October/November 2016 | Canadian Restaurant & Foodservice News

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BUSINESS BROKERING

KNOWING YOUR WHY Should you become a restaurant owner?

By Greg Kells

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It requires long hours, passion, commitment and determination to run a restaurant, especially in the first few years. So, if you are thinking of buying a restaurant, do you know your reasons why?

As business brokers specializing in the foodservice industry, we have helped many prospective business owners to make the right choice by minimizing risk, helping to secure financing, developing a training and transition program and guiding them through the process of making a successful acquisition.

Based on our many years of experience, following are some of the top reasons you may choose to purchase a restaurant: The freedom that comes with operating a restaurant lures many people. You don’t need to convince your boss – you are the boss.

You choose the market niche you want to serve. You develop the menu you believe in, the food quality, the staff, systems, processes, technology, décor, lighting, music and ambiance, so you can offer the experience your clients want. You apply your creativity and energy to build something inspirational that provides a high level of satisfaction.

1. Independence:

You have the opportunity to express yourself – your vision, your values.

Every restaurant owner is a problem solver. You have a solution that others don’t. Whether the solution relatestomarketingandcommunications, ambiance, food, or service, you know that your solution can be a driving factor in creating the best experience for your customers and generating a great bottom line. As a good operator you get to put order to chaos.

2. Solutions:

3. Lifestyle: Restaurant owners ultimately

decide on their work schedule and work style. As a restaurant owner, you determine how you want to run your business and how you want to live. If driving your kids to school is a priority, your day starts after the bell. Some restaurant owners are so committed to the lifestyle that they have developed new business models to accommodate their priorities.

24 October/November 2016 | Canadian Restaurant & Foodservice News

This may include such situations as buying a restaurant because you have retired or been downsized. Someone with no experience who sees running a restaurant as a new career option is usually setting themselves up for a very difficult journey. At Sunbelt we discourage people who do not have suitable experience and skills.

4. External Circumstances:

Have you ever spoken to a restaurant owner who sums up their reason for starting their own business as, “I can do it differently or better.” Restaurant ownership is tough. It is f illed with great a c c ompl i sh m e nt s a n d bit t e r disappointments. It can be a tremendous source of pride and satisfaction and a pit of frustration.

Engaging in ownership for the right reasons ca n be tremendously fulfilling.

5. Ego:

BUSINESS BROKERING

Here are just a few more of the many reasons people might decide to buy a restaurant: To recreate your favourite restaurant where you live

Sentiment:

To give people an experience that they cannot currently get nearby

Benevolence :

Entrepreneurism: To make money

To capitalize on your experience and express yourself Challenge:

To capitalize on a trend that has not reached your current market Opportunism:

Because you get joy from serving others or cooking or both

Love:

People in the hospitality business are outgoing and fun to work with

Fun:

Vision: You have a great idea

You have access to niche food or beverage products

Distribution:

It worked the first time:

restaurant was a success

Your previous

Leadership: You like leading a team Variety: There is a restaurant concept to

suit every work style

Job Security:

yourself

You are not likely to fire

Developing, training, and mentoring staff

Helping Others:

Creating new dishes and drinks, introducing new concepts

Creativity:

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

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

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

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www.restobiz.ca | October/November 2016 25

ALLERGY AWARENESS

WORKING TOGETHER

Food allergies and restaurants: It is a public health issue

By Laurie Harada and Carla Da Silva

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The arrest of a waiter at a Sherbrooke, Que. restaurant earlier this year, prompted by a customer’s severe allergic reaction, has triggered a spirited public discussion into where responsibility lies in protecting Canadians with food allergies.

For individuals with food allergies and their families, stories like this hit home.

Having children with multiple food allergies, we know the anxiety that can accompany the simple act of eating. One mistake, one miscommunication, or one unguarded moment can be the difference between enjoying a meal and enduring a life-threatening reaction, a heartwrenching event for anyone to witness.

SHARED RESPONSIBILITY

Food Allergy Canada has long advanced the idea that the safe management of food allergies is a shared responsibility.

Individuals – for their own protection – must strive to take ownership of their a llergies. This mea ns following important strategies to minimize the risk of an allergic reaction, including when di ni ng out. A mong these preventat ive st rateg ies a re

For the latest food and beverage trends, visit

RESTOBIZ THE OFFICIAL WEBSITE OF CANADIAN RESTAURANT & FOODSERVICE NEWS

communicating your allergies to restaurant staff, ensuring friends and dining companions know about your a l lerg ies, a lways ca r ry i ng your epinephrine auto-injector – an EpiPen® – and knowing when and how to use it.

Yet less-than-perfect adherence to this advice does not lessen the community’s role, including that of restaurants to know what is in the food served to its customers.

The reality is that a large number of the 2.5 million Canadians with food allergies have and will continue to dine safely and enjoyably in restaurants ac r o s s t he c ou nt r y. Nu m er ous restaurants, from big chains to small establishments, make great efforts to be allergy-aware.

Still, if we are to reduce the risk of incidents like the one that occurred in Sherbrooke – and these incidents do occur although they are not always reported on – it is time we begin treating food allergies in restaurants as a public health issue. We take for

granted many measures that help ensure consumer sa fety in restaura nts.

Processes that support reducing the risk of allergic reactions is a natural evolution.

EDUCATION IS KEY

To achieve this, education and training on food allergies and the implementation of clear processes and procedures should be universally applied throughout the foodservice industry.

This idea is not a novel concept. In fact these strategies – education and training – have been used effectively in other domains as part of public policy mea su res t hat have fostere d understanding and saved lives. Think of the requirements for schools to have measures in place, such as staff training, to protect students at risk of anaphylaxis, and federal food labelling rules which require clear ingredient lists and allergen warnings.

We have an opportunity to transform what was a negative – and could have been tragic – event, into a positive outcome which bri ngs together Canadians with food allergies and the foodservice industry in a spirit of understanding and cooperation for the public good. Let’s seize the moment.

Laurie Harada is Executive Director of Food Allergy Canada. Carla Da Silva is a Quebecbased consultant for Food Allergy Canada. Both are mothers of sons with multiple food allergies. For more information, visit www.foodallergycanada.ca.

26 October/November 2016 | Canadian Restaurant & Foodservice News

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

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

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

of

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

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

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

brewery that had belonged to his ancestors.

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

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

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

AndrewKohnen AndrewKohnen Brewmaster

Brewmaster

HOCKLEYBEER.CA

hoCKLeYbeer.Ca

COVER STORY

THE CONNECTE How technology is enabling the future of the foodservice industry

By Ziv Schierau

28 October/November 2016 | Canadian Restaurant & Foodservice News

COVER STORY

ED RESTAURANT Discussing the intersection of technology and dining lends itself easily to extremes. For example, you might imagine ‘The Restaurant of the Future’ — a Jestons-like scenario — where automation has completely taken over every aspect of the dining experience, where meals are served using 3D-printers and each meal comes out perfect, every time. While specific applications of this kind of automation may be helpful in some situations, it’s not completely realistic.

www.restobiz.ca | October/November 2016 29

COVER STORY

Today, restaurants are still heavily focused on person-to-person interaction and building relationships between diners and staff.

Restaurants rely on maintaining those strong relationships, and creating unforgettable experiences for their guests in order to turn one-time diners into regular customers. Technology cannot replace the interactions diners have with staff, but it can dramatically enhance hospitality and guest experiences beginning well before someone even gets seated at a table.

ENHANCES RELATIONSHIPS

The integration of technology in the restaurant industry should, in most cases, not be seen as an attempt to replace those all-important person-to-person interactions. Using it in subtle ways can enhance and elevate a restaurant's ability to make every diner feel special.

To some detractors, the idea of integrating technology with their business can sound daunting. Even having a website with a current menu and online reservation system may be enough to discourage them from fully embracing technology in a way that can truly help their business. Nevertheless, technology has become a gamechanger in the foodservice industry, and those who choose not to adopt new innovations risk getting left behind.

Technology now affects nearly every aspect of a restaurant business, from the dining room to the kitchen, both before a guest arrives and after they leave. Restaurants looking to make the most of the tools available to them can touch any part of the diner's experience. The reality is, enhancing an area of a restaurant’s business through the use of technology — for example, adopting a social media promotion strategy — can be the difference between success and failure.

Technology in the restaurant and foodservice industry should be seen as an enabler, letting staff from the front-of-house to the kitchen focus on what they do best.

30 October/November 2016 | Canadian Restaurant & Foodservice News

SOCIAL MEDIA RULES

There may be no technology that has shaped the restaurant industry more profoundly in recent years than social media. From Instagram to Twitter, Snapchat to Facebook and everything in between, social media users are sharing their dining photos, restaurant reviews and recommendations online in a public space.

It has never been easier for customers and potential diners to get information on the type of restaurants in their local area and learn what other people have to say about their experiences. Depending on your point-of-view, the prevalence of social media can be a positive or a negative.

COVER STORY Those who squirm at the idea of a social media strategy are denying themselves and their business access to a tremendous pool of potential patrons, while those who embrace it stand to gain tremendously, and not only in attracting new diners, but engaging with returning customers when they post messages about their experiences. Whether or not you like it, diners are having a discussion about your business online — sharing positive and sometimes negative comments about their meal — so it is important for your business to be listening for all types of feedback on social media.

In an industry as competitive as the restaurant and foodservice industry, no business can afford to ignore feedback from customers, no matter where it comes from. Social media has become so integral to how restaurants operate, some have dedicated social media community managers so they can be constantly in tune with what their customers and fans are saying about them online.

BETTER FEEDBACK

Social media is not only about reviews. It allows businesses better access to customers’ feedback, and it’s giving diners more access to the inner workings of the favourite restaurants, with some kitchens using platforms like Instagram to give their fans behind-thescenes access to how meals are prepared, how food is sourced and how the kitchen works. In this way, social media has the power to positively affect any restaurant. It doesn’t have to come down to how many fans, followers or likes your business has (although, more never hurts!) — it’s about showcasing your restaurant as an active and engaged member of the community and building a unique voice and brand.

We’re living in the big data era. Companies large and small are using the data they’ve accumulated over years of being in business to be more attentive to their customers’ needs and also to be more savvy marketers. For example, a recent survey by OpenTable uncovered that 25 per cent of restaurant bookings through OpenTable in Canada were for special occasions such as birthdays, while 13 per cent were for date nights. Astute restaurants can use that information to craft special promotions, menus and events that specifically target those diners.

LEVERAGES DATA

But changing menus and creating targeted promotions only begins to scratch the surface of where data can help a restaurant. In fact, leveraging data is about creating a more efficient business, and restaurant groups that track data meticulously are reaping the benefits. They’re able to discern with incredible accuracy times of the day, week, month and year they are not only the busiest, but most profitable, and plan accordingly. Increasing reliability and predictability around everyday tasks such as placing orders or scheduling staff members helps these businesses stand out in a highly competitive industry. Whereas traditionally, knowledge about customers’ tastes, favourite dishes, and where they prefer to sit is retained on an individual level, using tools such as restaurant management software means the data you and your staff collect about customers can be shared with the entire team, and be as detailed as it needs to be. For example, making note that a regular patron may have a specific table she enjoys and usually orders her favourite burger without tomatoes — this kind of attention to detail can not only help retain existing customers but also turn new diners into regulars.

Customer data can be an extremely powerful ally but as restaurants begin to use that data in creative new ways, it’s important to conduct trials, set goals and review their progress to see how their changes are coming and make adjustments if necessary. The extreme competition in the foodservice industry means that even the smallest advantage can be a difference-maker.

INCREASES EFFICIENCY

Likewise, using technology such as restaurant management software to handle reservations, keep waitlists and help staff seat guests is also about improving restaurant efficiency. There is a two-fold effect when restaurant management systems are used: Customers gain increased flexibility and choice, through a convenient way to book their table online using a web browser or mobile app; and restaurants gain increased insight into their guests, their habits and how each service will play out.

Restaurant management software offers a new level of awareness to front-of-house staff, allowing them to share details with one another about each table such as special occasions like anniversaries www.restobiz.ca | October/November 2016 31

COVER STORY

or important notes, including dietary preferences or that patron’s favourite bottle of wine. The ability to easily share information with staff without the worry it will be lost or miscommunicated means tighter shifts with fewer mistakes, and more satisfied diners than ever before.

Technology’s benefits are not only reserved for patrons. By coupling restaurant management software with a mobile device such as a tablet, staff can gain increased mobility, flexibility and knowledge. Table management is no longer about messy dry erase boards or confusing reservation books — instead tables are filled quickly and easily on a visual interface, decreasing errors and stress. Waitlists can be entered digitally with automatic notifications to guests when their tables are ready, reducing the anxiety of missing your place in line and also reducing interruptions at the host stand. Overall, it can serve to improve the quality of the guest experiences.

EASILY INTEGRATED

It can be easier to see the benefits of technology used by customerfacing staff but improvements to back-of-house operations can be just as important to the overall efficiency of a restaurant. Tools like scheduling software can easily integrate with payroll and provide restaurant managers and owners increased visibility, predictability and control over tasks like managing inventory for their businesses.

Automating certain processes is not about taking tasks away from staff, but creating more streamlined workflows so staff have more time to interact with customers in positive ways or creating memorable dishes and experiences that turn firsttime diners into regulars.

Just as staff have more information about their regulars, customers are now coming to restaurants equipped with more than their appetites. Diners research menus before they even make a reservation — browsing online reviews to read what others are saying about popular dishes. It highlights the importance of small things like having an up-to-date, mobileready website, with an easy-to-change menu section so customers are not surprised (or worse, disappointed) when they are greeted with a different menu when they arrive for their reservation. It also helps to have current social media, 32 October/November 2016 | Canadian Restaurant & Foodservice News

contact and location information available online and linked to a map so guests can easily get the proper directions and so fast web searches can turn up the information diners look for most.

THE FUTURE OF TECHNOLOGY AND THE RESTAURANT INDUSTRY

The pace of consumer technology, in part, drives how quickly the foodservice industry must adopt new systems. An example of this is the trend towards wearable technology such as smartwatches, which can easily send diners reminders about reservations, notifications when their tables are ready, or even provide customized directions to the restaurant.

Other examples of recent technology changing how diners pick and choose restaurants are voice-activated personal assistants such as Siri and Cortana. These tools give recommendations based on numerous factors including current location, the type of cuisine a user is searching for and whether the restaurant has a website or online presence. Some of these services also go a step further, giving diners the ability to book tables at the restaurants they have been recommended.

With online reservation systems and apps, users can browse local restaurants by cuisine, by popularity and newness, and even by the type of meal they’re requesting, such as a business lunch or for restaurants that offer gluten-free and vegan meals. It’s not difficult to see that consumers are using all the means at their disposal to make more informed decisions about their dining choices. In turn, restaurants must adjust their tactics to meet customers on new platforms, online and in social media.

Luckily, restaurants are now better able to compile and act on the droves of customer data they’ve been collecting to create exceptional experiences for guests and run their businesses more efficiently.

In an industry that is so heavily focused on personal connections and relationships, technology must not be seen as an intruder but an enabler. Those able to use it to its fullest are already reaping the rewards.

Ziv Schierau is Head of National Accounts for OpenTable Canada.

For more information, visit www.opentable.com.

SAUCY SECRETS

Dressing up menus with specialty sauces

By Kristin Menas

SAUCES

As chefs experiment with new ways to surprise diners, they should look no further than the sauces and dressings adorning their dishes. By continually creating unique and bold sauces, operators are able to appeal to consumers’ shifting preferences and set their menus apart from competitors.

Overall, 42 per cent of diners prefer that restaurants carry a mix of sauces, ranging from the well known to the inventive. As a result, we are seeing more emphasis placed on the flavours and preparations of sauces and dressings, resulti ng i n new va rieties that incorporate emerging ethnic influences, alcohol infusions, customizability and creative name callouts on menus. Here we will take a closer look at some of these popular sauce trends currently impacting menus.

ETHNIC INSPIRATIONS

Global cuisines are influencing nearly all aspects of the menu, especially sauces. Operators are imparting ethnicinspired flavours and preparations into dishes using dressings and sauces as vehicles for innovation. Technomic MenuMonitor data shows that global varieties are appearing among both the leading and fastest-growing sauces on Canadian menus. As diners become increasingly familiar with particular ethnic cuisines, however, operators are

34 October/November 2016 | Canadian Restaurant & Foodservice News

reaching out to new areas of the world for culinary inspiration.

Asia has been a hotbed of inspiration for the Canadian restaurant industry as of late. Looking at the leading types of sauces, both sweet-and-sour and red curry are among the top five varieties on menus. Additionally, chili oil, sriracha and curry are three of the fastest-growing sauces. But, as diners become increasingly familiar w it h cla ssic A sia n i ng re d ient s , operators will need to get more creative with the types of Asian f lavours they choose to spotlight in dishes. As a result, we will begin to see emerging Asian cuisines and regionally specific f lavours inspire sauc e exp er i ment at ion. A sia n authenticity will be key as trendfor wa rd t astes such as Fi l ipi no banana ketchup, Taiwanese nam pla fish sauce and Japanese tamari make their mark on menus.

Latin fare is also inspiring sauce creativity. Beyond well-known Mexican flavours, emerging sauces common to both South and Central American cuisines are bringing excitement to menus. Looking at fastest-growing sauce varieties, chimichurri mentions are up 90 per cent on Canadian menus in the latest year-over-year period. As we observe the growing popularity of chimichurri, this may act as a gateway for other less familiar Latin sauces to enter the scene, such as Venezuelan guasacaca and Bolivian llajwa hot sauce.

Further, salsa has increased by 7.1 per cent overall on menus in the most recent year- over-year period. Operators looking to further differentiate their menus may consider looking beyond

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SAUCES

Mexican-inspired salsas to other salsalike options, ranging from Peruvian salsa criolla to Colombian aji.

BOOZY SAUCES

In recent months, many restaurant menus have been spotlighting alcoholinfused sauces, topping everything from grilled meats to pastas to desserts. In fact, alcohol-based sauces are up 18.6

per cent on Canadian menus since 2015, according to MenuMonitor. Operators are utilizing a variety of spirits in housemade sauces, ranging from whiskey to beer to wine, to create specialty dishes with unique flavour combinations. Some popular iterations of this trend include bourbon-infused barbecue sauce, champagne vinaigrette and beer-based cheese sauces. However,

Leading Sauce Varieties on Menus 0.8%

0.7%

Tomato Sauce

Gravy

0.6% Sweet and Sour

0.5%

0.4%

Red Curry

Barbeque Sauce

Base: 121,610 items on 1,138 menus Source: Technomic Inc., MenuMonitor

operators looking to go above and beyond with this trend may want to turn to other trendy types of alcohol for inspiration. Sauces made with alcohol varieties like rum, tequila or cider may stand out more than those spiked with oft-used bourbon, red wine or ale.

Further, the previously mentioned ethnic inspirations trend can also inspire creativity within boozy sauces.

Emerging exotic spirits from around the world are a relatively untapped resource for sauce development ideas.

Spirits like Brazilian cachaca, Mexican mezca l, Chinese baiju and South American pisco are all picking up stea m on adu lt b everage menus, indicating a possibi lity for experimentation within food a nd sauce preparations.

Spiked sauces are also an opportunity to appeal to consumer preference for locally sourced ingredients by using and calling out alcohol from distilleries, cideries and breweries in Canada.

Overall, 62 per cent of consumers say that when they see the term “local” on a menu, it enhances their opinion of an item’s flavour. Highlighting the source not only impacts diners’ f lavour perceptions, but it also shows support for local alcohol producers and creates further differentiation on the menu.

CHOOSE YOUR OWN ADVENTURE

Fastest-Growing Sauces on Menus 114.3% Chili Oil

90.0%

77.8%

68.6%

58.9%

Chimichurri Sauce

Blue Cheese Sauce

Sriracha Sauce

Curry Sauce

Base: Q2 2016—112,544 items on 984 menus; Q2 2015—101,180 items on 984 menus Source: Technomic Inc., MenuMonitor

36 October/November 2016 | Canadian Restaurant & Foodservice News

Customization is still very important to consumers. Of fering customizable f lavour options, especially through sauces, is key to reaching a broad audience with wide-ranging preferences.

When it comes to sauces specifically, roughly four out of 10 consumers find it important that they can customize or choose from a variety of sauces or condiments at both limited-service and full-service restaurants. Further, younger diners, aged 18–34, who drive

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1.This offer form must be completed with all information and submitted by the operator claiming payment. The offer must be postmarked within 31 days after the promotional period (postmarked by December 31, 2016). This offer may not be purchased, traded, or sold. Any other use constitutes fraud. 2. This offer cannot be combined with any other rebate from The French’s Food Company offered at the same time. 3. Only full-case purchases can be redeemed on this offer. Cannot combine individual units on different invoices to equal a full case. 4. For product purchased through a Foodservice Distributor, the following rules must be followed: FOR DISTRIBUTOR TRACKING REPORTS: will be accepted and must include: operator name and address, invoice numbers, dates and purchase price. FOR DISTRIBUTOR INVOICES: no handwritten invoices will be accepted. Copies of original invoices must be submitted with the completed offer form. All invoices must be clearly dated during the promotional period with the business name and address clearly visible. 5. For product purchased through a cash & carry location only full-case purchases can be redeemed on this offer. No handwritten invoices will be accepted. Copies of original receipts must be submitted with the completed offer form. All receipts must be clearly dated during the promotional period. The business name and address and phone number must be clearly written on the receipt. 6. ONLY ONE redemption form per Foodservice location (based on name and address) may be submitted from January 1, 2016– December 31, 2016. Maximum value of this offer is $50. Foodservice operators only. Chains or franchise groups must participate on an individual store basis. Chains participating in The French’s Food Company National Account Program on these products ARE NOT ELIGIBLE for this offer. 7. Void if restricted, taxed, or forbidden by law. 8. Offer good only in Canada. 9. Please allow 8–10 weeks for processing request and delivery. 10. Offer on qualifying purchases from January 1, 2016–December 31, 2016.

For more information on French’s® Tomato Ketchup, visit www.frenchsfoodservice.ca or call 1-866-428-0119.

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SAUCES

much of this interest in sauce variety, are a lso more likely than their counterparts to pay for customization.

Operators with the capability to do so may want to consider offering sauce custom ization options, a l lowi ng customers to craft their preferred flavours, especially for items like pizzas, sandwiches and salads. Offering sauces that range from well-executed classics to bold and nontraditional varieties creates a menu that can easily adapt to traditional diners, adventurous diners and everyone in-between.

with a unique or flavourful name can pique their interest in ordering a particular item. As a result, increasing focus on sauce name creation is becoming key to sparking initial interest, especially among younger consumers looking for a signature menu item. Operators should consider spotlighting the originality of their sauce creations by putting thought into a name that will make an item stand out on the menu. Calling out attributes of the sauce within a name, such as the use of natural ingredients, unique f lavour combinations or authentic

ethnic spices, can make a dish particularly appealing as well.

Sauces are an essential way to impart flavours on a menu offering. To stay ahead of the curve, operators will need to place more emphasis on sauces as a way to distinguish their menus as original, flavourful and on trend. Expect to see sauce innovation that incorporates a growing concern for variety and customization, as wel l as draws inspiration from emerging ethnic cuisines and trendy global spirits.

SAUCY NAME CALLOUTS

What’s in a name? Well, according to Kristin Menas is the Associate Editor, Canada & Adult Beverage at Technomic Inc. in Chicago. consumer data, 40 per cent of diners Technomic provides clients with the facts, insights and consulting support they need to enhance overall, compared to 50 per cent of their business strategies, decisions and results. Its services include publications and digital as proprietary studies and ongoing research on all aspects of the food industry.

HillsFoods_CRFN_OctoberNovember_2016_FINAL.pdf 1:27 PM diners aged 18–34, agree that a sauce products, as1well2016-09-26 Visit technomic.com.

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DESSERTS

LET THEM EAT CAKE Tradition with a twist really takes the cake when trying to please discriminating diners

By Sean Moon

42 October/November 2016 | Canadian Restaurant & Foodservice News

DESSERTS

As a dessert staple, cakes have been a favourite on restaurant menus and family dining tables for generations. While the basic ingredients and traditional recipes have not changed much over the years, for those looking for exciting new flavours, health-conscious options and valueadded dessert offerings, many diners and foodservice operators are finding that they can have their cake and eat (or profit from) it too.

Let’s face it, who doesn’t love a big, thick slice of decadent chocolate cake or the silky smooth sweetness of cheesecake?

But for people tired of even those timetested favourites, there are many new intense and unique flavours to be found on Canadian dessert menus. From tasty and tempting small bites to ethnically inspired variations, cakes remain one of the most popular dessert items among diners in this country. Several other trends that have taken shape when it comes to cakes include a back-to-basics return to simple ingredients as well as an emphasis on presentation and variety in portion size, according to dessert industry experts.

“What we’re really seeing is interest in unique or more intense flavors in dessert cakes, a trend that mirrors what’s going on in other food categories,” says David Grandell, assistant marketing manager of The Original Cakerie, based in B.C. and Ontario. “Fruit flavors go beyond tradition, too, as we’re noting demand for things like pear, mango and blood orange. And yes, bacon is in cakes, too, along with other savory ingredients.”

KEEPING IT SIMPLE

Clean, simple ingredient decks are also on the minds of both consumers and pastry chefs, says Michael Givens, president of La Rocca Creative Cakes of Richmond Hill, Ont. Givens believes the simplification of ingredient declarations has been a trend in the retail trade for some time that is crossing over to the foodservice business.

“Using real ingredients that consumers recognize is a core tenet of the La Rocca business model and our talented team of

pastry chefs pursue dessert classics and new innovative items made with whole ingredients to deliver on the consumer need for real food,” says Givens. “The La Rocca team is responding to an ongoing demand for real ingredients and recipes that are baked without compromise.

Consumers overwhelmingly say that when they chose to indulge, they want the experience to be satiating and rewarding.”

PRESENTATION IS KEY

Creative presentation ideas and offering a variety of portion sizes are also major considerations when designing dessert and cake menus, says Dufflet Rosenberg, CEO of Dufflet Pastries in Toronto.

“The most important trend is towards small desserts suitable for sharing and sampling,” says Rosenberg. “Plating simple combinations with rustic arrangements and an appeal to comfort are also popular. Presentation is a simple and cost-efficient way to stay on trend.

Attention-grabbing china and cutlery and found objects like mason jars and flower pots are easy ways to express a restaurant's personality. Finally, deconstructed dessert plating and adding broken or crumbled cookies to add texture is increasingly popular right now.”

Despite the continued popularity of simple ingredients and traditional flavours, there is a great deal of innovation to be found in the world of cakes. From ethnically influenced recipes to health considerations such as providing gluten-free options, pastry chefs and desser t suppliers are addressing both the preferences of customers and the latest global trends.

BETTER-FOR-YOU OPTIONS

Creating cake recipes that cater to diners’ health and wellness desires is a major factor for businesses such as The Original Cakerie.

“More people are looking to balance their craving for indulgence and flavor with better-for-you desserts,” says Grandell. “It doesn’t have to be just one or the other, but depends on the occasion.

So adding cakes that fall into the health, wellness or ‘free-from’ spectrum is another way to build interest and sales.

Convenience and portability are other factors driving innovation, and we see that in miniature dessert portions and grab-and-go desserts.”

Rosenberg agrees, adding that not only are health concerns playing a role in the development of cake recipes, but so too are issues such as sustainability and local ingredient sourcing.

“Foods that come from obviously local sources are driving innovation with unusual pairings,” says Rosenberg. “Very attractive is produce from a nearby farmer's market — be sure to mention the locale as part of the dessert's name on your menu. There is also increasing demand for products suitable for specific dietary needs such as gluten-free or vegan, as well as culture and ethnicity (such alcohol-free for Muslim diets).

There's a growing need to source flour types other than wheat (like rice flour) and ancient grains (like amaranth and quinoa).”

GLOBAL FLAVOUR TRENDS

Meanwhile, in an ethnically diverse countr y such as Canada, it is understandable that global flavours and internationally inspired recipes have come to the forefront. Whether it is using ingredients that appeal to a certain ethnic demographic, infusing desserts with ingredients such as teas or developing variations of traditional recipes from around the world, dessert lovers have more than ever to choose from.

“Dulce de leche is a rich, sweet profile of Latin American origin that has been on the www.restobiz.ca | October/November 2016 43

DESSERTS

cakes,” says Grandell. “Other varieties that have multicultural and ethnic appeal might be a limoncello cake from Italy, Mexican chocolate cake, Cuban coffee cake, chai tea cake, or cakes with Indian flavors like saffron and cardamom.

While Latin and Hispanic flavors have been finding a place on menus for some time now, there is an ever-increasing demand for new mass marketed dessert menu items that have a Hispanic influence. To help meet these new operator needs, The Original Cakerie will be releasing at least one new item with an ethnic taste profile for our customers within the next year.”

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scene for a couple years but is still growing,” says La Rocca’s Givens. “More recently, many players have launched items that are infused with teas, Matcha and Earl Grey being the most popular. Florals such as lavender continue to be in vogue with high-end pastry chefs but have yet to resonate with the mainstream guest.”

Not only are Latin flavours popular, says Grandell, but other regions are also having an impact on cake creativity.

“Tres leches and Italian cream cakes have been around for a while now, but are still a good fit for operators who want to offer internationally influenced

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44 October/November 2016 | Canadian Restaurant & Foodservice News

Rosenberg says that ethnic influences also come into play when taking into consideration the cultural preferences of various demographic segments.

“For example, for our Japanese and South Asian customers, we've added recipes that contain passion fruit, mango, and coconut to appeal to a clientele looking for less chocolate and more fruit-based desserts,” says Rosenberg.

With customers focused on flavour, presentation and the chance to try something new and exciting, operators and suppliers also see cakes as a great way to boost business. By adding value to their menus, capitalizing on major trends and appealing to customer preferences, cakes can become a true profit centre and not just an end-of-meal afterthought.

“The dessert segment should be of highest importance to operators as they easily increase cheque averages and make room for high profit margins,” says Grandell. “At The Original Cakerie, for example, our line of premium products often have over 200 per cent profit per portion, making them a deliciously sweet and profitable menu item for operators.”

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EQUIPMENT

COOKING UP INNOVATION The latest in kitchen equipment to boost back-ofhouse efficiency

Nowhere in a restaurant operation is the full effect of technology and innovation more acutely experienced than in the kitchen. From fryers, steamers and grills to the latest in warewashing equipment, manufacturers are employing advances in technology to make a chef’s job easier and more efficient. We recently talked to several leading equipment manufacturers about some of the most recent developments in innovative back-of-house equipment. Read on to hear what they had to say.

“taught” our equipment how to cook and have the only built-in “self-cooking” capability. Much like using a GPS navigation system, you just set your desired end result. Choose how you want your product done in the end, and the SelfCookingCenter® will automatically detect the amount of food, set the right temperatures, humidity, airspeed, etc. It will give you the perfect cooking results every time, and with any level of cook using it.

Participants: Louis-Philippe Audette, President, RATIONAL Canada Phil Beauvais, Market Manager, Warewash Food Machines, Bakery and Cooking, Hobart Canada and Meghan Hurst, Marketing Manager, Fryers/Griddles/Broilers, Vulcan Claude Millette, National Sales Manager, Moyer Diebell Phil Beauvais and Meghan Hurst: Vulcan has Kathy Veder, CFSP, VP Strategic National Accounts, Duke Manufacturing designed energy saving equipment

What are some of the most recent developments when it comes to new and innovative equipment for restaurants in Canada?

Louis-Philippe Audette: The continued

search for versatile and flexible cooking equipment and energy savings will continue to drive trends in kitchen design. Especially in the big cities like Vancouver and Toronto, where the cost of space is rising at an alarming rate, the design of foodservice operations must maximize the revenue generation potential by adding more seats. By doing so, this squeezes the kitchen space availability even more, and only versatile and flexible cooking equipment will resolve this challenge. The RATIONAL

combi-steamer can bake, roast, grill, steam, poach and sear, all on a onesquare-metre footprint. It can replace multiple pieces of traditional equipment, thereby saving on energy costs. Another important space-saving request is to have smaller and smaller Combi Steamers, and this is why we are also launching our new line of RATIONAL XS units. It is the only true countertop Extra Small RATIONAL unit. It is built with a steam generator and offers maximum use for the tightest of kitchens. In addition, one of the biggest challenges now and for the foreseeable future for restaurant operators remains the lack of available or qualified staff in the kitchens. This is why we have

46 October/November 2016 | Canadian Restaurant & Foodservice News

without sacrificing productivity in fryers, steamers and griddles. The have also engineered more flexibility into the fryer and griddle categories to help chain store operators meet their unique needs.

Powerfry fryers, using a patented heat exchanger design, put the heat into the oil and, in turn, the fried products use far less gas than a traditional fryer and increase productivity. The LWE (Low Water Energy) steamer uses 90 per cent less water and 50 per cent less energy than a traditional steamer while maintaining the production capabilities of an a la carte steamer. It does this by monitoring the temperature inside the steam chamber and, when needed, adds steam to the chamber. By monitoring the temperature of the chamber the steamer keeps waste down to a minimum and reduces water consumption and, in turn,

EQUIPMENT

heating this water in the process. The output hot water from the coil is then fed to the machine’s booster, eliminating the need for a hot water supply to the machine. Utility cost reductions for the heating of water represent yet another rather significant benefit.

It’s all about space and efficiency in the kitchen, making the most out of a small footprint. Many of our customers are reconfiguring their kitchen to work for them, utilize modular pieces that maximize their production throughput. Our new Modular Production Center combines holding and storage with advanced ergonomics in a compact footprint, allowing for the most optimal modular production cente on the market. Even the smallest of spaces can see improved speed, increased efficiency in labor, reduced waste and ensure food temper atures in hot kitchen environments within one self-contained design. We’ve developed a proprietary process, F lowMetrix that helps customers identify and unblock workflow bottlenecks in the kitchen by mapping the current state of their kitchen and reconfiguring workstation to increase throughput, the speed of service, food quality and consistency.

These developments are leading to increased profits and customer satisfaction, both of which benefit chefs and operators.

Kathy Veder:

the energy required to heat the water drops.

Ventless dishwashing is certainly the most exciting trend in commercial warewashing. It first appeared on the Canadian market a number of years ago. As the name suggests, it allows for door or hood type machines to be installed without any type of capture canopy above them to collect and exhaust the steam normally produced by the machine. The first obvious benefit is a decrease in installation cost resulting from the absence of ductwork, steam extraction fan, etc. Also, the steam and heat produced by the machine are drawn by a fan, across a coil containing cold water,

Claude Millette:

In what ways are the above developments reflective of current consumer behaviors and preferences?

LPA: Chefs in the kitchen understand the

challenges of getting many things done at once, in a short amount of time, but with no compromise of quality. We have had to also adopt this thinking in developing our products. One of our biggest customer solutions came out in 2011, with the invention of Intelligent Level Control. This enables chefs to multitask with our equipment. For example, at the same time you can be searing shrimp on one level, grilling steaks on the next, and baking a hearthstone pizza on the level under that one! And again, the SelfCookingCenter® oversees each level and will even add time to the cooking if it is needed. Our unique and patented accessories enable even more versatility of the RATIONAL.

www.restobiz.ca | October/November 2016 47

EQUIPMENT

KV: Consumers demand high-quality taste, individualized according to their preferences, and quick service. The demands of chefs, owners and operators increases as food safety and healthy eating concer ns g row within the marketplace. A kitchen or workspace that flows seamlessly, decreasing waste and effort is making a huge difference in the way we are able to serve customers while remaining nimble and adaptable in the market.

What are the major factors for restaurant operators to keep in mind when selecting equipment?

PB & MH: What’s on my menu today and

how might it change in the future? Will potential additions to the menu resonate with my patrons? Are the menu additions appropriate for my concept? How many meals will I need to deliver and how will this vary by day of the week and time of day?

CM: We recommend you do your research. For instance, undercounters and door type machines using cold water have only been available for a relatively short time. Many installers Seacore_CRFN_OctoberNovember_2016_FINAL.pdf 1 2016-09-19 don’t even think such as thing exists. Ask questions.

C

M

Y

Understand the benefits. Manufacturers or manufacturers’ representatives are more than happy to assist in providing the information.

Quality, durability, and flexibility for the future are all just as important as increasing profit and customer satisfaction.

Make sure your equipment works for you.

KV:

What are some creative ways chefs and operators can use this new equipment?

PB & MH: One piece of equipment many

operators have recently considered adding to their operation is dual-sided grills. For example, the Vulcan Manual Clamshell (VMCS) enables kitchen staff to prepare large batches of product easily and efficiently and thus is ideal for quick serve, fast casual and sport/recreation operations.

In these settings, consumer s are particularly looking for speed of service and the ability to customize their order to their tastes. In terms of developing new recipe options, Vulcan’s countertop smoker base accessory is designed to complement Vulcan’s VACB or VCCB charbroilers and allows operators to infuse fish, meat, chicken, and more with a rich, smoky flavour.

11:15 The AM LPA:

biggest trend in the last five years is without a doubt Sous Vide cooking, which demands precision in maintaining low and precise steam temperatures. This enables chefs to get perfect tenderness of product (like braised meats), with very little shrinkage. Also, the overnight roasting capability gives tremendous savings on food costs due to better yields of roasts, and also means your RATIONAL can work 24 hours a day for you. Another way that has helped chefs develop menu new recipes is to look on-line and download them for free, onto your RATIONAL device. RATIONAL has a free after sales service called Club RATIONAL. Here the Chefs can get thousands of local Canadian recipes, as well as international recipes and cooking procedures for their devices. They can also upload and share any of their favourites as well, or ask for tips and tricks, through this interactive and community chef platform.

CM: Simply purchasing a hood type ventless heat recovery machine or a rack conveyor machine with a heat recovery system will improve operational efficiency significantly. The booster on a dishwasher is the machine’s highest consumer of hot water. Feeding it with cold instead of hot water will dramatically reduce electrical costs and allow you to allocate hot water for use in other areas.

CM

MY

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CMY

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For the latest in restaurant equipment innovation and products, visit

RESTOBIZ THE OFFICIAL WEBSITE OF CANADIAN RESTAURANT & FOODSERVICE NEWS

48 October/November 2016 | Canadian Restaurant & Foodservice News

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CONDIMENTS

TANTALIZING TOPPERS Ketchup and mustard get a makeover with international flavours

Whether your like to top your hot dog with ketchup (in Chicago it’s a no-go!) or Why are the above trends important and what mustard, be prepared for some new kids on the condiment block. As our panel of can chefs and restaurant operators do to industry experts recently told CRFN, topping your favourite foods with old standbys capitalize on them?

GH: As a chef or operator I believe this is a just isn’t going to cut it anymore. Read on to hear what they had to say about what’s great time to use the power of the consumer new in Canadian condiments. and branding to help grow restaurant awareness and profits. Using a brand that is strong will give people confidence in your operation. In turn that will translate to more Participants: return visits and more profit. Also, people Graham Hayes, The French’s Food Company, Corporate Chef like to enjoy foods in restaurants that they Ryan Marquis, Corporate Chef, CW Shasky & Associates do not cook at home, but they still like to Jon Stewart, The French’s Food Company, Key Account Manager – Food Service have the same condiments. So taking fall-offthe-bone ribs and glazing them with a Memphis sweet BBQ sauce is something that can cover this.

What are some of the most interesting current trends with condiments in Canadian commercial foodservice?

Graham Hayes: A trend that seems to have

grown over the past year is that people want real food, which means items on the label that they can read and understand and want to put in their body. Also people want to know where this real food is coming from, which in turn is leading back to locally sourced and produced product. A great example of that was French’s ketchup which has been a great success this year.

Ryan Marquis: One of the most interesting trends in the spicy sector is a “normalizing” of heat in the Hot Sauce

category. Last year, it was all about heat — people were looking for the hottest sauces. Now, consumers are still craving heat, but are looking for more complex flavours in their hot sauce.

Jon Stewart: One of

the biggest trends in condiments was consumers becoming more vocal about where ingredients are sourced from. It was dubbed, “The Ketchup Wars,” but what it boiled down to is Canadians caring that products are sourced where possible with local ingredients, and if not local then Canadian. Canadians are letting restaurateurs know that they are paying attention to what goes into what they eat.

50 October/November 2016 | Canadian Restaurant & Foodservice News

This trend is important for chefs because it indicates that the consumer’s pallet is changing, becoming more mature, and indicates a shift to a more flavour-enlightened’ audience. Chefs and operators can capitalize on this by providing a wider variety of spicy flavours that their customers can experiment with.

RM:

I believe that Canadians are starting to hone in on a distinct sense of patriotism that has not been experienced in a few generations: Sourcing products with local, sustainable ingredients, where possible, and being transparent with your purchases. This will not only gain the trust of your guests, but support local communities as well.

JS:

CONDIMENTS

What are the key factors currently driving menu innovation and the creative use of condiments?

GH: Global flavour is a word that we

hear a lot and sometimes brush off. You cannot really do that now. We have such a diverse palate. The flavours that were at one time too far out are now the norm.

The chefs and innovators of today will blend culture and flavours to create flavour bursts, like an Asian Caesar wing sauce with sweet chili and Caesar dressing, or a maple sriracha BBQ sauce.

The customer is the driving force for this — they know these flavours are out there and want them.

Health and ethnic flavours are d r i v i n g c o n d i m e n t i n n ovat i o n .

Consumers want unique, all-natural flavours and want to be able to “taste the world” at the same time. This will impact commercial foodservice as demand rises for more exotic style flavours to keep customers engaged and happy.

RM:

Menu innovation will always be driven by the creativity in the back-ofthe-house. Using a BBQ sauce, ketchup or mustard as a base to create your own signature flavour is something more chefs are working with. It is one thing to serve ketchup on your Local Antibiotic Free Slider burger, it is quite another to serve a “Maple bacon infused ketchup.”

Using what operators already have in

JS:

the pantry and creating new flavours with “+ 1” or “+ 2” recipes makes sense to differentiate yourself from other establishments, without breaking the bank or bringing additional products into your pantry.

What ethnically inspired condiments would be a good fit for chefs looking to expand their menus and why?

GH: Today we have so many flavours.

Some of my favourites are sriracha, sweet chili, mustard-based BBQ sauce (Carolina style), rich sweet tomatobased BBQ sauce (Memphis sweet) and peri peri. All of these item can be blended with a few items to create a new flavour, such as blending a jerk spice with Memphis Sweet BBQ to create sweet jerk sauce.

Sriracha is the obvious, mostrecent, example of an ethnically influenced condiment that has seen a huge rise in popularity. However, staying a head of the curve will be vital once the flavour hits its threshold.

Look out for an expansion of Southeast Asian condiments as people’s pallets look to explore the region further.

RM:

Consumers are more savvy than ever, the food network, the Internet, and even talking with friends with diverse ethnic backgrounds, have created an age of the foodie that is

JS:

unprecedented. People are looking for authenticity in their dining experience.

If you are an English Pub, where bangers and mash are your staple, I would not recommend having a Bibimbap with Kimchi. However, if you are a “fusion maison” or gastro pub who pushes the boundaries of traditional cuisine, then Korean inspired flavours are really hot right now. Adding citrus to a BBQ sauce base, or infusing a ketchup with a sriracha are simple ways to add in ethnic flavours to a fusion-inspired menu.

What new condiment products are you developing?

GH: We are always looking at new

trends and flavours and how we can introduce them to our line up whether it’s a flavoured mustard or a globally influenced BBQ sauce, or a new twist on the hot sauce. With ketchup we married the Frank’s® and French’s® brands to create a buffalo ketchup.

RM: The TABASCO ® brand always strives to stay ahead of the curve in terms of ethnic and cultural flavours – this keeps the brand fresh and topof-mind to customers, operators, and chefs knowing they can always trust our brand when they are looking new, innovative, and bold flavours for menus and recipes. www.restobiz.ca | October/November 2016 51

FINANCE

THE COST OF TECHNOLOGY Financing technology upgrades for your foodservice business

By John Clausen

In order to stay ahead of your competitors and continuously improve, you need to examine all aspects of your business, from staffing to menu pricing to the technology used in your business to enhance decision making, service and customer satisfaction.

52 October/November 2016 | Canadian Restaurant & Foodservice News

Unfortunately, technolog y can be expensive. For a foodservice business, the upfront cost can be almost prohibitive to convert from an existing technology or implement a new technolog y enhancement which may include hardware and software upgrades, systems, local infrastructure (including building enhancements, electrical and communication services), cloud-based solutions and others.

You must match your cash inflows and outflows to keep your business afloat and usually, unless you are a large

FINANCE

successful enterprise with plenty of cash reserves or bank credit facilities available, matching a significant upfront technology capital expenditure with current cash inflows is often impossible.

Let’s examine how we can do this and match future cash inflows to the business with cash outflows. Here are some of the best options for financing your technology and equipment investment: — For a growing business or for a constrained business it is difficult to do this. In any case your first call should be to your bank representative to see if a credit line increase is possible. These may be currently fully drawn or needed for other working capital based purposes.

Usually not the best way to match cash flows for large technology outlays that may have future financial benefits but large up front costs.

1. Currently available bank lines of credit

2. New Bank Credit Facilities — Usually this takes time to negotiate, must be heavily documented and plans and forecasts presented and can be difficult for a foodservice business to do from a credit perspective. If you have a good banking relationship by all means go to your banker and with vendor support and data, request a term loan or other such debt instrument that is repayable over a fixed term and attempts to match the benefits of the new technology from a revenue and cash gener ation perspective to the payments required to finance the purchase. Your banker will need data and evidence that this is of benefit to your business. An updated business plan may be requested and current financial statements.

3. Vendor Financing — The supplier who may be providing a full-service installed technology solution with training quite often will provide some form of vendor financing. This can be via the vendor themselves or sometimes through a

third party lender and/or leasing company where significant physical equipment costs are part of the package.

Be careful that you do not breach current banking agreements when signing to purchase and finance with a vendor. It does make perfect sense to ask the seller of an expensive technology upgrade to demonstrate their belief in the benefits of what they are selling by financing it. Make sure the interest rates and terms are acceptable. You could even tie the payments on vendor financing to the performance of their technology solution if it is measurable and their claims in this regard call for substantial cost savings.

— They provide higher-risk financing and are usually secured directly against the equipment being financed. This may require the signoff of your banker to permit the equipment to be financed and debt secured by someone other than your existing banker. Check your loan agreements and, if necessary, call your commercial banking representative.

Ensure that you understand the payment terms and what the implicit APR (or annual percentage rate) is that they built into the lease. Also look at the end of lease buyout. Is there a market value buyout determined by the leasing company at end of lease or a nominal sum of say $1 to buy out the lease? The difference may affect your lease payments but also can impact the cost of the financing if the end of lease buyout is substantial, the lessor may have already recovered most or all of the value of the goods plus interest and the buyout amount is all bonus for the lessor.

4. External Leasing Companies

5. Government Agency Guaranteed or Secured Financing — Either directly

through your bank or through the agency itself such as Business Development Bank of Canada (BDC).

My experience with certain of these agencies is that the foodservice industry is not well supported by them and this may be difficult to obtain. that draws on your personal lines of credit and available resources. This may be an option but can leave you very constrained financially.

6. Personally Guaranteed Debt

— The latest new tool to use when funding expansion, growth or new business start-ups in general. As a member of the Crowd Funding Association of Canada and an attendee at their annual conference in Toronto, I would suggest that for some of you this may be a good source to tap into for a number of business expansionrelated opportunities. There are now approved Equity based Crowd Funding guidelines in place for some provinces including Ontario.

To summarize the above financing alternatives, I believe they represent the best range of options although there are some other higher-risk options available in terms of lenders and venture capital financing that I think are out scope for this discussion.

7. Crowd Sourced Funding

For more restaurant business-building tips, visit

RESTOBIZ THE OFFICIAL WEBSITE OF CANADIAN RESTAURANT & FOODSERVICE NEWS

John Clausen CPA, CMA, Acc. Dir. is Senior Vice President, Collins Barrow Durham Consultants Inc. and has over 30 years’ experience working with businesses of all sizes. For more information, email JEClausen@collinsbarrow.com. www.restobiz.ca | October/November 2016 53

CRUNCHING NUMBERS

Key Opportunities in the Foodservice Industry – Menu Innovation, Millennials and Outlet Location Each year, fsSTRATEGY conducts a C-Suite survey of senior executives in the Canadian chain restaurant industry. Results are presented at the Canadian Restaurant Industry Summit. C-Suite Survey participants were asked indicate the three key opportunities for 2016.

GROWTH OPPORTUNITY

23%

11%

11%

9%

8%

8%

8%

Markets Millennials, Day Part Growth, Small Markets, Universities/ Colleges, Hospitals

Location Real Estate Opportunities, Suburban, Strong Regional Economies, International

Competition Consolidation, Leveraging Competitor Failures

Market Growth - Sales, Growth, Increased Traffic

Marketing Building Loyalty/ Repeat Business, Social Media

Technology Online Sales, Mobile Apps

6%

4%

4%

4%

4%

2%

0%

Service Consistency and Quality

Concept - Fast Casual, Premium, NonTraditional, Differentiation, Take-Out, Delivery

The Economy - Oil/Gas Prices, Changing Canadian Dollar, Cost of Goods Sold

Cost Efficiencies Improved Systems

Catering and Special Events

Sustainability

Beverage (Alcohol) - Bar and Beverage Programs, Craft Distilled Spirits, Happy Hour

Menu - Innovation, More Choice, Healthy Options, Improved Ingredient Quality, Flavour

Like 2015, menu innovation and development remains the single greatest

0%

0%

0%

Financing Availability, Low Interest Rates

Procurement Bulk Purchasing Initiatives

Facilities Smaller Footprints, Construction

opportunity identified by Canadian chain executives; however, the importance of menu innovation and development has declined slightly from 27% to 23% in the past year. Seeking out new target markets, especially Millennials, and optimizing selection of locations have gained significantly in terms of importance to chain executives in 2016. Other opportunities growing in importance include marketing to build repeat business, use of technology, and service consistency and quality. Chain executives see industry consolidation and taking advantage of failing competitors as less of an opportunity this year than last.

Source: fsSTRATEGY Inc. 2016 C-Suite Survey

54 October/November 2016 | Canadian Restaurant & Foodservice News

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