Washington Restaurant Magazine May 2014

WA S H I N GTO N

RESTAURANT

May 2014

M

MEGA

TRENDS

Anatomy of a perfect menu

PLUS: Dispelling compliance check myths Is your restaurant summer-ready?

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Inside

www.warestaurant.org

Features

12 10

18

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Dispelling compliance check myths Find out what LCB officers are really trying to achieve in compliance checks. Hint: They’re not out to get you!

18

Menu engineering for maximum profit Learn how to take advantage of your suppliers’ expertise and knowledge when it comes to building your menu. They want you to succeed!

29

Is your restaurant summer-ready?

With summer a little more than a month away, it’s time to get prepped for your busiest season. We’ll show you how.

Other stories

29

WA S H I N GTO N

RESTAURANT

May 2014

M

A

G

A

Z

I

N

E

MEGA

TRENDS

Anatomy of a perfect menu

PLUS: Dispelling compliance check myths Is your restaurant summer-ready?

May_2014.indd 1

6

Lex on Tech: How “tech-friendly” clothing can help busy restaurateurs

7

News Briefs

9

Board Member Nominations

10

A 60-day legislative session that stayed on schedule

11

Seattle Restaurant Alliance provides strong voice in minimum wage debate

14

Menu trends: local to national

22

Do you know what Retro can do for you?

23

Teaching next generation of restaurateurs key to industry’s longevity

26

Calendar/New Members

28

Marketplace

30

Optimize busy season profitability

On the cover

Working closely with suppliers on your menu can translate to improved sales and repeat customers. Do you know what else they can do for you?

Find out!

4/24/2014 11:46:16 AM

May 2014 | 5

EDITORIAL STAFF Publisher, Anthony Anton Executive Editor, Lex Nepomuceno Managing Editor, Heather Donahoe Contributing Editor, David Faro Contributing Editor, Paul Schlienz Research Editor, Sheryl Jackson Art Director, Lisa Ellefson WRA EXECUTIVE COMMITTEE Chair, Jim Rowe Consolidated Restaurants, Inc. Vice Chair, Phil Costello Stop n’ Go Family Drive In Secretary/Treasurer, Mark Chriest Oki Developments, Inc. Immediate Past Chair, Bret Stewart CenterTwist, Inc. WRAEF President, Gary Sutter Northern Quest Resort & Casino WRA EXECUTIVE TEAM President and CEO, Anthony Anton Vice President, Teran Petrina Director of Government Affairs, Bruce Beckett Director of Communications & Technology, Lex Nepomuceno Director of Education, Lyle Hildahl Director of Internal Operations, Bekah Caldwell 510 Plum St. SE, Ste. 200 Olympia, WA 98501-1587 T 360.956.7279 | F 360.357.9232 www.warestaurant.org

Letters are welcomed, but must be signed to be considered for publication. Please include contact information for verification.

Reproduction of articles appearing in Washington Restaurant Magazine are authorized for personal use only, with credit given to Washington Restaurant Magazine and/or the Washington Restaurant Association.

Articles written by outside authors do not necessarily reflect the views or positions of the Washington Restaurant Association, its Board of Directors, staff or members.

Products and services advertised in Washington Restaurant Magazine are not necessarily endorsed by the WRA, and do not necessarily reflect the opinions of the WRA, its Board of Directors, staff or members.

ADVERTISING INQUIRIES MAY BE DIRECTED TO: Ken Wells Allied Relations Manager 425.457.1458 kenw@warestaurant.org Washington Restaurant Magazine is published monthly for Association members. We welcome your comments and suggestions. email: news@warestaurant.org, phone: 800.225.7166. Circulation: 6,310.

Lex on Tech How “tech-friendly” clothing can help busy restaurateurs

By Lex Nepomuceno, executive editor When we hear the phrase “dress for success,” the first thing that comes to mind is a sharp business suit for a sales meeting or a job interview. But how about for people who just need to get the job done, like business owners and restaurant managers? The daily grind of leaders working in the restaurant industry often involves working remotely and staying connected. Of course looking professional is important, but so is staying functional.

During the 2014 Northwest Foodservice Show I had an opportunity to put the newly released 42-pocket QUEST Vest to the test. It is the latest in the line of “technology-enabled” clothing from Idaho-based Scottevest (http://www. scottevest.com/). We implemented a number of “firsts” for the 2014 show, including the first-ever Google Glass live stream for a foodservice industry trade show, the first full-time Google On-Air live stream for the industry and the first remote video studio-based exhibitor booth for the NWFSS. With all of these pioneering efforts, I needed something to help me keep all of the supporting technologies together and well organized. So, I looked to Scottevest to provide us with a solution.

I first became aware of tech-enabled clothing when I was an executive for a 58-store restaurant chain with locations throughout the state and country.

As the person in charge of all of the marketing and technology, I needed to be connected at all times. My day typically included everything from online franchisee management, to dealing with important digital assets, such as video files for commercials and contracts – it was important to have all of these things be easily accessible. Meeting with multiple locations and vendors required me to be as efficient as possible with what I carried throughout the day. I never felt comfortable leaving a laptop bag with thousands of dollars in equipment unattended in an office while I toured a site.

Currently, restaurateurs have to deal with and carry around more technology than ever before. Here is a partial list of common items carried daily: phone, tablet, camera, keyboard or other Bluetooth attachment, laptop, back-up power supply, several adapter cords, mouse, pen, notepad, sunglasses, tablet screen cleaner, headphone and/or speaker (for conference calls or music), mobile hotspot, etc. Granted, not every business owner carries around all of the above – some carry more and some carry less. However, it is not uncommon for business owners to essentially have a mobile office available to them at all times.

Technology-enabled clothing allows restaurateurs to have everything they need with them at all times. Everything is securely stored and nicely organized.

Scottevest features such as their patented “Personal Area Network” allows for internal wiring of headphones and power supplies without being visible externally. The company’s weight management system provides nice balancing when you’re carrying multiple devices throughout your vest or jacket. In all, this type of clothing allows busy professionals to have one less thing to worry about. It also augments carry-on baggage on flights, so you don’t have to worry about checking in luggage for business trips.

If you would like to check out my video review of Scottevest’s QUEST Vest, go to http://wra.cc/questvest2014. ■

6 | |www.warestaurant.org warestaurant.org

Primary Source of Information | News Briefs 2014 Northwest Foodservice Show – a big success The Pacific Northwest’s largest food and beverage trade expo ended on a high note this week after two action packed days full of learning and networking opportunities, and lots of great food. By the time the doors closed, more than 4,000 people had attended the 2014 Northwest Foodservice Show. This amazing expo, produced by the Washington Restaurant Association and the Oregon Restaurant & Lodging Association, was held, April 13 through 14, at Seattle’s Washington Trade & Convention Center. Heartland Payment Systems was this year’s presenting sponsor.

With great features like the Interactive Kitchen, the New Product Showcase, educational seminars and an amazing Technology Pavilion, there was something for everyone who attended. For the full article, go to http://wra.cc/0514b. ■ Poll: Public opinion shifting on $15/hour The OneSeattle Coalition announced late April the results of a public opinion poll that showed a sharp decline in support for an immediate increase of the minimum wage. The poll, conducted by DHM Research between April 10 and 13, showed support for increasing the minimum wage to $15 per hour in 2015, with a phase for non-profits and businesses with 10 or fewer employees at 47 percent, with 48 percent opposed. A previously released poll by EMC Research, in January 2014, reported 68 percent support and 25 percent opposed. DHM Research conducted a telephone survey of 400 likely voters in the city of Seattle.

“This city is in the middle of an important debate about wages and how to address income inequality,” said Louise Chernin, president and CEO of the Greater Seattle Business Association. “What these numbers show is that opinions are changing as more facts and analysis comes to light. We look forward to continuing the conversation and finding a way forward that works for Seattle.” ■ WRA releases highlights from the Wage, Benefit and Operational Survey The data contained in the Wage, Benefit and Operational Summary comes from a survey completed by more than 400 restaurant locations inside the city of Seattle. It was conducted by the Washington Restaurant Association during the first quarter of 2014. There were more than 200 full service and 200 quick service restaurants that responded. The purpose of the survey was to respond to the mayor’s office and many city councilmembers who requested Seattle-specific information about the restaurant industry and its workers. To download the entire summary, go to http://wra.cc/0414minwage. ■

Feds Serve Notice: Menu Labeling in Final Review After several postponements and delays, the federal government said it moved the menu labeling piece of the Patient Protection and Affordable Care Act to the final step in the review process.

According to the U.S. Food and Drug Administration, it moved the regulation, which calls for chain restaurants with 20 or more locations to list calorie information on menus and menu boards, and provide certain other nutrition data upon request, to the White House’s Office of Management and Budget for review. For more information, go to http://wra.cc/0514a. ■ Education Foundation remembers inspiring ProStart teacher The Washington Restaurant Association Education Foundation (WRAEF) was saddened to learn of the death of former Shadle Park High School ProStart teacher, Gordon “Gordy” Nelson, in March.

Ferris High School ProStart mentor, Louis Huang, remembered Nelson as someone who wanted to “learn and share everything,” citing his “intoxicating” dedication to the students with whom he worked. “Even through major illness, one of his highest priorities was to be there for his students,” Huang said. “He reminded me that the more I learn, the more I can teach.” The WRAEF is grateful to educators like Nelson, who continually inspire and challenge students and professionals alike.

His contribution to the future of Washington’s hospitality industry is a lasting one. ■

May 2014 | 7

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2014 Washington Restaurant Association

Board Member Nominations To complete your ballot, mark the boxes to the left of the names of those candidates you are voting for. Write-in nominations are also accepted.

BOARD NOMINEES

q Randy Irvine – Food Services of America, Allied (seat #3) q Zach Shelton – General Biodiesel, Inc., Allied (seat #4) q Victor Mena – Nevada Gold Washington LLC, Gambling Licensee q Write-in nomination ________________________________________

________________________________ ____________________________ ________________________ Signature

Restaurant or Firm Date

Fax this ballot back to Shannon Garland at 360.357.9232 by Monday, May 27, 2014.

May 2014 | 9

A 60-day legislative session that stayed on schedule

By Bruce Beckett, WRA director of government affairs

For the first time in the better half of a decade, the Legislature adjourned on time. This year’s 60-day legislative session focused on passing a supplemental budget that appropriated additional funds the state collected beyond what was anticipated last year.

The final product, negotiated in the last 48 hours of the session, appropriated $155 million, approximately half to account for basic maintenance level items. The other half went, most notably, to K-12 education for materials, facilities and supplies. In order to reach the final agreement, proposed tax incentives in the Senate budget, including an R&D tax credit extension, clarifying the “opportunity to dance” tax and removing the 17 percent liquor fee, were eliminated. In turn, tax increases proposed in the House budget, including adding a sales tax to bottled water, removing the out-of-state sales tax exemption and taxing recycled fuel, also were eliminated.

The result was a supplemental state budget that increased funding for K-12 education with no tax breaks or tax incentives.

House adjourned without removing 17 percent surcharge on spirit sales While the WRA was thankful the Legislature refrained from increasing the tax burden on the restaurant industry and small businesses across the state, the Government Affairs team regrets that the House did not act on Engrossed Senate Bill 6220, sponsored by Sen. John Braun, R-Centralia.

This measure, which was the WRA’s priority legislation for 2014, would have removed the 17 percent surcharge on 10 | warestaurant.org

spirit sales by grocers. The WRA worked hard to pass this bill, and it was our biggest disappointment of the session that the House adjourned for the session before acting on this important piece of legislation.

Three WRA-supported bills made the cut Although the House’s inaction on Engrossed Senate Bill 6220 was unfortunate, other bills supported by the WRA were approved by the Legislature. Among the most important were: House Bill 2229 – This measure, sponsored by Rep. Jeff Morris, D-Mount Vernon, provides long term funding for tourism. It will authorize the Washington Tourism Alliance board to work with several state agencies to discover possible funding sources and collection methods to fund a private, statewide tourism program.

House Bill 2680 – A catering liquor license will be created as a result of this bill, sponsored by Rep. Larry Springer, D-Kirkland. Businesses that offer catering services, but do not operate a full restaurant, will be able receive a liquor license.

Senate Bill 6442 – This bill, sponsored by Sen. Sharon Brown, R-Kennewick, allows sales of growlers of cider.

Restaurants and taverns that are currently permitted to sell growlers of beer will now be permitted to also sell growlers of cider.

A full, detailed report on this year’s legislative session will be included in the 2014 Legislative Review—coming your way in July. ■ For more information on WRA Government Affairs, contact Shannon Garland at shannong@warestaurant.org.

Seattle Restaurant Alliance provides strong voice in minimum wage debate

By Josh McDonald, WRA local government affairs manager The Seattle Restaurant Alliance (SRA), a chapter of the WRA, is working hard on behalf of the hospitality industry to promote its interests and develop a smart, reasonable solution to the Seattle minimum wage issue.

The SRA has also helped organize with the Seattle Metropolitan Chamber of Commerce and other Seattle industries to form the OneSeattle Coalition. This effort is united around four principles: 1. An increase to minimum compensation must be phased in.

2. Minimum compensation must take into account all reportable income and include a credit for benefits such as health care, retirement and education.

3. A temporary training wage is essential to preserve opportunities for new entrants to the workforce.

4. A good policy is good for everyone, no exceptions.

Seattle Mayor Ed Murray formed an Income Inequality Advisory Committee (IIAC) last December. This committee was tasked with working together to create policy solutions addressing a new Seattle minimum wage. Seven of the business committee’s members are restaurant, hotel and hospitality-related. The SRA fought hard to have these

individuals on the committee to ensure that the hospitality industry’s voice was leading the negotiations.

As of press time, the IIAC was in the middle of negotiating a set of recommendations to the mayor.

The mayor is now crafting an ordinance that the city council will consider during May and June. The council will consider what they would like the final ordinance to contain, which may or may not be based off of the IIAC’s recommendations.

If the mayor approves of their final ordinance, he will most likely sign it into law.

On the other side of these efforts is councilmember Kshama Sawant and the grassroots socialist group $15 Now. They are now gathering signatures for a charter amendment that would carve their demands for a $15 minimum wage into law.

The WRA Government Affairs team is working hard to make sure that what passes is a smart, responsible approach to a new Seattle wage policy. We want to help lift those up who are truly in poverty while minimizing unintended consequences that will negatively impact restaurants, hotels and other Seattle businesses. ■ For more information on the SRA and this issue, contact Morgan Hickel at seattlerestaurantalliance@gmail.com May 2014 | 11

WSLCB compliance checks: Fact and Fiction

By Justin T. Nordhorn, Chief of enforcement, Washington State Liquor Control Board

The mission of the Washington State Liquor Control Board (LCB) focuses on public safety and compliance. Preventing youth access to alcohol is a major priority for the LCB, and officers conduct many activities to ensure businesses are selling legally and responsibly. These activities include providing training classes, conducting unannounced premises visits and unannounced compliance checks.

The subject of compliance checks draws many questions for our enforcement officers, and there are many misperceptions of the laws, rules and procedures associated with them. A common misconception is that the LCB is trying to trick licensees into getting violations.

Contrary to popular belief, the LCB is very transparent on how compliance checks are conducted. Our goal is to gain and maintain compliance; the LCB wants to see refusals to sell to minors, not sales.

Fiction: State law requires the identification (ID) to be checked of anyone purchasing alcohol.

Fact: There is no state law that requires licensees to check every patron’s ID. However, state law does prohibit licensees/

12 | warestaurant.org

employees from selling alcohol to anyone under the age of 21. In order to ensure alcohol is only being furnished to people over 21 years of age, ID should be checked for age verification of anyone appearing youthful.

Remember, a person’s age can be difficult to assess. If you are not sure check their ID. To be safe many businesses require everyone’s ID to be checked; those policies are at the discretion of the liquor licensee.

Fiction: Minors working for the LCB can use a fake ID during compliance checks.

Fact: Minors working for the LCB are only allowed to carry their true ID showing their true date of birth. If an ID is presented for an alcohol purchase by an underage LCB investigative aide, it must be their real ID. In Washington state, anyone who receives their stateissued ID or driver’s license before their 21st birthday will have an ID in a vertical format. After a person turns 21, and they get a new ID that is horizontal. Any vertical ID presented for proof of age should be closely scrutinized because the ID holder received it prior to turning 21.

Fiction: LCB investigative aides cannot lie during a compliance check.

Fact: We allow investigative aides to provide a positive answer if someone asks if they are 21 years of age. The LCB allows this because it provides integrity to the checks. Checks are designed to assess how employees and licensees will respond in the event a minor is trying to purchase alcohol.

Since any minor (not working with the LCB) will tell a clerk they are of legal age, the LCB allows investigative aides to respond in the same manner.

This is the only deception the LCB allows the investigative aides to conduct. Remember, if you ask for an ID you

Fiction: LCB investigative aides are disguised to look older than their true age.

matter of prevention. The best practices for improving youth access compliance have been identified as conducting three compliance checks per location per year. Given current resource levels, three checks per location per year is not common. Ensuring your employees have the training, tools and understanding is critical to successful compliance.

Fact: The LCB does not use investigative aides who are deceptively mature. Investigative aides are allowed to wear their normal clothes and what is considered common attire for youth in their age group. Using deceptively mature youth would not provide a true assessment of compliance.

Enforcement officers frequently teach classes on responsible sales, which include checking IDs and understanding over-service laws. If you would like to host a free training for employees, our officers will be happy to attend and provide training to groups of 10 or more for an onsite class. Please contact your local officer for further details.

The purpose of a compliance check is to assess compliance at a given location. Sometimes the need arises from citizen and/or police department allegations of selling alcohol to minors. Other reasons could include officer observations of a high volume of youthful appearing patrons, or as a

Other resources available for a better understanding of compliance checks may be found in Washington Administrative Codes (WAC) 314-11-31, and for in-house compliance check approval protocol and approval, in WAC 314-11-21. â–

will receive the minor’s true ID for proof of age—an ID showing them to be under 21 years of age. Simply asking someone how old they are is not proof of age.

May 2014 | 13

Menu trends: local to national

By Sheryl Jackson, research editor A restaurant’s menu is continually evolving. The WRA keeps abreast of industry trends, both locally and nationally in order to help members understand how their businesses compare to those of their peers. The diversity of Washington restaurant’s menu concepts is amazing, with more than 30 percent of Washington’s menu with an ethnic theme.

7.30

10.10

Delis, Sandwiches & Subs

6.40

Mexican Cuisine

8.40

Italian

8.10

American General Cuisine

2.60

American/Other Specific

3.40

Coffee & Desserts 15.40

Asian Cuisine Other Ethnic Cuisine

15.50

Pizza 5.40

Pub, Sports Bar & Pub

15.60

Burgers

Of particular note this year, looking at state trends, Asian menu concepts increased +1 percentage point over the previous year. For the first time, it surpassed American/General in market share. Meanwhile, restaurants in the Quick/ Limited service category had a +2-point increase over the previous year.

Asian Menu Concepts 22.0

25 20

15.5

15

21.5

14.2

12.1

10

2014 10.1

2013

5 0

ALL RESTAURANTS

FULL SERVICE

QUICK/LIMITED

On a national level, according to National Restaurant Association’s 2014 Culinary What’s Hot, 17 of the top 20 trends are either healthy or environmentally friendly. The industry continues to align with overall health and environmental trends, something for which the Northwest is known for being a leader.

Another common aspect of the menu is how often and what changes occur within it. More family and casual dining operators plan to add a new food item in 2014 over 2013, with fewer quickservice operators indicating they will be adding new menu items.

Menu Renewal

Restaurant operators who added or plan to add new menu items Family dining

Casual dining

New food item in 2013

93%

93%

99%

88%

89%

New non-alcoholic beverage item in 2013

37%

52%

49%

62%

45%

New alcoholic bevearage item in 2013 (of those serving alcohol)

83%

87%

91%

25%

55%

New food item in 2014

95%

96%

99%

85%

89%

New non-alcoholic beverage item in 2014

38%

51%

52%

63%

53%

New alcoholic beverage item in 2014 (of those serving alcohol)

85%

88%

94%

21%

60%

Source: National Restaurant Association, Restaurant Trends Survey, 2013

14 | warestaurant.org

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Menu engineering for maximum profit

By Heather Donahoe, managing editor

Eva Sutherland is really good at what she does. And the roughly 1,500 restaurant operators she has helped in the past five years would probably agree.

As solutions program manager for Foodservices of America (FSA) in Seattle, Eva is charged with helping FSA’s restaurant clients run profitable operations. She accomplishes this by offering marketing solutions, menu engineering, staff training and various operational aids designed to help operators maximize efficiency and profit.

Menu engineering has proven to be a particularly important tool in Sutherland’s arsenal of resources. Most importantly, she teaches operators the basics of menu engineering, so they’re not dependent on her expertise.

“If customers know how to engineer their own menus, then they can redo their daily special or their fresh sheet or their 16 | warestaurant.org

happy hour menu whenever they want,” Sutherland said.

“It’s sort of the ‘teach a man to fish’ philosophy.’ We want our customers to be successful, because if they succeed, so do we.”

So what is menu engineering, anyway? Though it may sound complicated, it’s really just evaluating menu items based on their sales and profit-generating potential.

Beyond that, a menu is designed in such a way that customers are driven to the items that yield maximum profit. By knowing a few simple techniques, operators can construct a menu that compels customers to order based on the item they really want—not its price.

The first step, Sutherland says, is to focus on high profit items—not food cost percentages. In other words, resist the urge to bury the 22.99 steak on a menu, while giving the prime real estate to an 8.99 French dip.

“Sometimes after I’ve redone a menu, an operator will call me, panicked about a jump in food cost,” Sutherland said.

“I always have to say, ‘Don’t worry. It’s just a barometer.

You’re going to be selling higher dollar items now, but you’re going to be making a higher profit.”

When it comes to playing up the item—not the price— Sutherland strongly discourages operators from listing prices in a single column down the side of the menu. While most restaurants have caught on to this design tip, plenty of menus still make it easy for customers to skim up and down, looking for the dollar amount that seems right.

Instead, the menu designer should concentrate on attracting diners’ eyes to the menu items themselves. This is easily accomplished by considering the individual design principles.

The end game to a well-designed menu is, of course, bolstered profits. While all restaurants can appreciate a jump in sales, Sutherland remembers one client in particular who enjoyed significant benefits from her work on his menu.

“He has a restaurant in a seasonal area off of I-90, where he has lots of traffic and sales for about three months, but is pretty dead for the rest of the year,” Sutherland recalled.

“He wrote me a thank you note, letting me know that because of the changes we made, this was the first year in more than 40 years of business that he didn’t have to borrow money to get through the slow season.”

Restaurant operators looking to refresh their menu offerings can also benefit from working with their vendors.

FSA, for example, employs Chef Tracey Stephenson, who works with customers on new menu ideas, cross-utilizing multiple menu items, integrating trends into the menu lineup, controlling costs and improving kitchen flow and efficiency.

Restaurants that haven’t had a menu update in years should consider reaching out to suppliers and vendors.

Routinely ordering the same items every week, offering the same menu month after month may work well in some isolated situations, but ultimately customers will return again and again to a restaurant that has achieved the delicate balance of menu consistency and innovation.

Menu design principles and strategies Purposeful color: When developing colors for a restaurant brand and the menu, research what different colors represent. Colors have a psychological effect.

The right ones create a mood, convey a personality, fire up the appetite and draw attention to food items. For example, red and yellow stimulate the appetite, while blue tends to suppress it.

Enticing graphics and photography: A strong menu will engage with professional graphics, illustrations and photography. Use these elements to attract attention to food items you really want to sell. A photo or an icon next or close to a description is one of the most effective tools for promoting highly profitable food items.

Strategic font: Always think of the audience when choosing a font; seniors, for example, will appreciate larger type. The font should be no smaller than 12 points. Sans serif fonts – those without “feet” – are popular choices for menus. As a rule, don’t use more than three different styles of type. Avoid or be sparing with exotic typefaces, script fonts and italics.

Deliberate placement and positioning: Menu design draws some inspiration from newspaper layout, which puts the most important articles at the top right of the front page. Some restaurants will place their most profitable items or specials in that spot. Elsewhere in the menu, items you want to sell the most should be shown in first and last position. These are typically your biggest sellers, so put careful thought into which items provide your greatest return. Another “power position” is the inside right page above the center.

Categorization: Research reveals that customers appreciate and prefer variety in a restaurant menu. The menu design should subdivide all food choices into smaller, specific categories to give the impression of choice. The greater the categorization, the greater the perception of variety will be.

National Restaurant Association

See next page for menu engineering step by step!

May 2014 | 17

Menu Engineering Step by Step Courtesy of Food Services of America Name: Seattle Burger

Step 1: Recipe Costing

Break down recipe costs on your best sellers (at the very least) and update them regularly to monitor your gross profit.

WATCH PRODUCT YIELD: Accurate product yields are critical to an accurate costing. For help, use the product yield worksheet.

Ingredients

Amount

Unit

Cost

1/3 lb Beef Patty

1

each

$0.53

American Cheese

1

slice

$0.15

Sesame Bun

1

each

$0.16

Tomato

2

slices

$0.20

Lettuce

1

leaf

$0.06

Red Onion

2

oz

$0.04

Mayonnaise

2

oz

$0.11

Pickle

1

spear

$0.06

Fries

5

oz

$0.20

Condiments

1

each

$0.03

Seasoning/Oils

1

each

$0.02

Paper Products/Linens

1

each

$0.01

FOOD COST IS PLATE COST DIVIDED BY SELL PRICE.

$1.57

Plate Cost

$5.59

Sell Price

$4.02

Margin/Gross Profit

28.1%

Food Cost

Step 2: Point of Sale Information

Using your Point of Sale report for a 6 or 12 month period, review your profit for each category to see if you need to change placement of categories on your menu or delete slow moving items.

Cost Items

# Sold Unit Cost

Sell

Total

Total

Price

Total

Margin

F.C.%

GP$

Macadamia Tuna

65

$5.08

$330.20

$17.99

$1,169.35

$12.92

28.2%

$839.15

Teriyaki Salmon

25

$4.02

$100.50

$14.99

$374.75

$10.97

26.8%

$274.25

Broiled Tuna

5

$5.04

$25.20

$15.99

$79.95

$10.95

31.5%

$54.75

Ginger Prawns

3

$4.50

$13.50

$13.99

$41.97

$9.45

32.2%

$28.47

Piccata Cod

100

$3.76

$376.00

$11.99

$1,199.00

$8.23

31.4%

$823.00

Crab Cakes

45

$6.55

$294.74

$13.99

$629.55

$7.44

46.8%

$334.80

Category Total

243

32.8%

$2,354.42

$1,140.15

$3,494.57

CATEGORY GROSS PROFIT

Step 3: Menu Gaze Pattern

Place your highest profit items in the locations your customers see first! People only spend about one minute reading a menu, so it’s important they see your high profit items before anything else!

2

3

7

1 3 18 | warestaurant.org

2

4

1

1

2

3

5 7

6

4

1

5

6

Step 4. Menu Item Selection

Item placement in each category should be based on profit dollars generated for each item.

Seafood Specialties

Appetizers

Crab & Artichoke Dip 8.99 Potato Skins 6.99 Prawns 8.99 Nachos 6.99 Chicken Quesadillas 7.99 Chips & Salsa 4.99 Spicy Chicken Wings 5.99

HIGHEST

SELECTION

BY GUESTS

Macadamia Tuna - Our specialty! 17.99 Ginger Prawns 13.99 LOWEST Broiled Tuna 15.99 PROFIT MARGIN Piccata Cod 11.99 Dungeness Crab Cakes 13.99 Teriyaki Salmon 14.99 Poached Salmon 14.99

HIGHEST

PROFIT MARGIN

TIP Don’t line up your prices. It is too easy for customers to “price shop.” Put prices at the end of your descriptions (in the same font) and you will sell more high profit items!

Step 5. Menu Merchandising

Draw attention to your highest profit items in each category. Try one of these ideas: Shading: Macadamia Tuna Grilled Tuna Fillet lightly dusted with Macadamia nuts and topped with Pineapple Salsa 17.99 Ginger Prawns 13.99 Broiled Tuna 15.99

Restaurant logo or other Icon: Macadamia Tuna 17.99 Ginger Prawns 13.99 Broiled Tuna 15.99

Different Fonts:

Macadamia Tuna 17.99 Ginger Prawns 13.99 Broiled Tuna 15.99

TIP Yellow, orange and red are “hunger colors.”

Step 6. Star Chart Plotting for Maximum Profits

Use the Star Chart Excel Program to determine item placement and use these tips for a successful menu.

Plow Horses:

High Popularity/Low Profit Options 1. Change product or portion in recipe without changing perception of value 2. Check plates coming back for over-portioning 3. Use promotions and/or incentives to raise ticket average with high profit desserts, appetizers and specialty drinks 4. Raise menu price

Dogs:

Low Popularity/Low profit Options: 1. Delete from menu and replace with new products or higher profit items

7

Stars:

High Popularity/High Profit This is your #1 high profits zone to make more $$!

1. Keep these items 2. Raise prices as needed

Puzzles:

Low Popularity/High Profit Options 1. Taste item, have servers taste & comment 2. Is the prep time too long?

3. Should item be “jazzed up”?

4. Is the item over priced?

5. Rework menu description to increase sales 6. Offer incentives for servers 7. Relocate or change appearance on the menu

Step 7. Rounding Strategies Increase Profit and Maintain Consistency For items under $5: Use no more than 3 price points (example: 3.29, 3.59, 3.99) For items between $5 and $10: Use just two price points (example: 6.59, 6.99) For items over $10: Round up to the next dollar; 12.99, 13.99, etc.

End prices with 9 - even 4 cents on every item adds thousands of dollars to your bottom line!

Be consistent Don’t use dollar signs on prices Tip: if you sell 200 items/day and raise prices just 25¢, you’ll make over $18,000 in extra profit! Imagine the possibilities!

May 2014 | 19

THE LARGEST FOOD AND BEVERAGE

EXHIBITION IN THE PACIFIC NORTHWEST

Thank You to All Our Sponsors,

Attendees and Exhibitors for Another Great Show!

The Northwest Foodservice Show would not be possible without the generous support of the following organizations.

Thanks to their substantial contributions, the Show remains the prime food and beverage exhibition in the region and is able to provide valuable learning and networking opportunities for industry professionals year after year.

Thank you for your continuing commitment to the foodservice and hospitality industry in the Pacific Northwest!

SHOW PRESENTING SPONSOR:

INTERACTIVE KITCHEN SPONSOR:

SHOW BAGS SPONSOR:

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INTERACTIVE KITCHEN SEGMENT SPONSOR:

The Northwest Foodservice Show is produced by the Washington Restaurant Association and the Oregon Restaurant & Lodging Association.

Join Us Next Year:

APRIL 26-27, 2015 • PORTLAND, OR OREGON CONVENTION CENTER

PRESENTING SPONSOR:

SHOW INFORMATION, CONTACT: Orran Greiner, Tradeshow Manager at 503.582.9482 or OrranG@NWFoodserviceShow.com

EXHIBITING & SPONSORSHIPS, CONTACT: Ken Wells, Allied Relations Manager at 425.457.1458 or KenW@WaRestaurant.org

VISIT NWFoodserviceShow.com

to:

• See More 2014 Show Photos • Discover Exhibiting and Sponsorship Opportunities • Get 2015 Show Information March 2014 | 21

Do you know what Retro can do for you?

By David Faro, contributing editor

This year at the Northwest Foodservice Show, the Washington Restaurant Association broadcast live interviews from the tradeshow floor using cutting edge technology called RETRO CAM. The WRA streamed the event live through Google Glass and received a fair amount of attention from the tech community around the country.

The RETRO CAM was covered from Boston to Seattle, and viewers from all over the country were able to have a virtual view of the tradeshow, as if they were walking the booths and tasting the food. But what is the “RETRO” in RETRO CAM, and why should restaurants know about it?

The mission of the WRA is to help members succeed, and the WRA RETRO program is a powerful tool that assists them in improving workplace safety and potentially earning significant money back on their workers’ compensation premiums. Simply put, any WRA member who is not a RETRO participant could be leaving thousands of dollars on the table that might otherwise be in their bank account.

RETRO is a program that takes a commitment. It requires a pledge to safety and an adherence to best practices when it comes to managing a workplace. For restaurants that follow through, the savings can be immense. In 2013, the RETRO program delivered millions of dollars back to restaurants—dollars that went back into the economy, dollars that allowed additional staff to be hired, dollars that allowed for capital improvements and dollars that kept doors open.

How to enroll

The first step in discovering if you are a right fit for the RETRO program is to fill out a RETRO release.

Go to: http://wra.cc/wraretro2014a Once the release is completed, the WRA will check with L&I to see if the program would be advantageous to your business and if you are in fact eligible. The next deadline is June 16, 2014, so be sure to get that release to us early so you may be on your way to significant savings in the future.

There are other benefits to RETRO participation as well. The WRA Education Foundation, in collaboration with member services, has created a comprehensive hospitality online safety program that is FREE to RETRO participants. It is extremely easy to use and virtually maps out a safety program for individual restaurants. The Hospitality Workplace Safety Program is also available by DVD and print form. Another benefit of the program – it keeps a restaurant’s staff up-to-date regarding all of the latest safety rules and requirements.

The WRA RETRO program also offers workers’ compensation expertise. Managing liability and claims

22 | warestaurant.org

can be difficult. The WRA, in tandem with ERNwest, offers knowledgeable claims management services that will also reduce the impact to the company when claims arise.

So that’s really what the RETRO CAM at the Northwest Foodservice show was all about. It was about bringing the RETRO program off the shelf to as many hospitality professionals as possible in the state. ■ If you have any questions about the program, please contact Jessica Woods at 800.225.7166, ext. 115, email jessicaw@warestaurant.org or visit www.wraretro.com, and keep your eyes open for the RETRO CAM at WRA events in the future!

Teaching next generation of restaurateurs key to industry’s longevity During the past decade, the Coca-Cola Company has donated more than $7.5 million to the foundation, including $2 million in scholarships that have benefited nearly 1,000 students and educators around the country.

Carlton Curtis, vice president of industry affairs for CocaCola FoodService as well as a key fundraiser for and past chair of the National Restaurant Association’s Educational Foundation, recently discussed the importance of the NRAEF’s ProStart program, which trains high-school students for careers in the restaurant industry.

What is the impetus for Coca-Cola’s generous support for the NRAEF and its ProStart program?

The Coca-Cola Company’s support for the ProStart program is, perhaps, the most significant thing we do around the foodservice industry and has been for a number of years. The reason for that is pretty simple: we at Coca Cola don’t have our own agenda about what programs should be supported within the foodservice industry, but we do listen very closely to what our customers tell us. And what do the leaders of the restaurant industry say is important? They tell us ProStart is important. You know, many wonderful things go on in our industry and Coca Cola is supportive of many of them, but ProStart is the one program that consistently is ranked at the highest priority level among our customers. Therefore, it’s a privilege for us to be able to be supportive of it.

Why do you think operators value the ProStart program?

Because of its reach and scope; ProStart reaches across all segments of the industry -- from QSR to fine dining -- and it reaches virtually every geography in the United States, certainly almost every state at this point and soon every state. There is no other program that has the appeal that ProStart does, based on those characteristics. Also, it is a proven success story, a program that has enough history where you can make very specific judgments about it based on the facts. And the facts are that this is a program that not only impacts the attitudes of young people and their families about the restaurant industry in a favorable way, but also provides wonderful youth development attributes in a number of areas relative to team building, discipline and understanding the value of work. That’s why operators in this industry rank it so highly.

Why should students seek out participation in ProStart?

All of us were this age at one time, and some of us, when we were 14, 15, 16 or 17, were very focused on our futures.

We knew for any number of reasons what we wanted to do as young adults and, maybe, for our entire careers. But as we know, young people can sometimes be a little rudderless regarding their futures during this time. ProStart has been a very valuable program for so many young people. It’s given them a sense of purpose about their professional lives as well as a window into the world of work in a way nothing else we do can. Many of them have used ProStart over the years to find their calling. In fact, a high percentage of them go on to continue working in the foodservice industry and still do to this day. Others have used the skills and values they’ve learned in the program to propel them into other successful areas after their high school years, whether directly into the world of work or post-secondary education. That’s why I suggest that every young person at least look at the ProStart program available to them to accomplish some of those same things.

What do you hope the program ultimately achieves?

As we all know, and we talked about it often, the restaurant industry is right behind the health care industry as the largest private employment industry in the country. It is a vital part of the U.S. economy and it’s going to continue to grow in the years ahead. We’ve seen all the projections on the number of additional employees this industry will need over the next 10 or 15 years and it is important we have as many effective initiatives as possible to attract young people to the industry, to have them give it a fair look for the opportunities it offers. We obviously believe those opportunities are extraordinary; young people can start even at the lowest rung of a restaurant and rise as high as their talent and effort will take them. That is really the long-term vision for ProStart—to have it be as significant and impactful with as much reach as the restaurant industry itself. If we don’t do that, we are cannot create an environment for the industry to attract the next generation of chefs, managers and entrepreneurs we know we will need in the future. ■ Originally published by the National Restaurant Association, reprinted with permission.

May 2014 | 23

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INDUSTRY CALENDAR May/June 2014 Training June 3

ServSafe® Manager, Tacoma

June 9

ServSafe® Manager, Everett

June 10 ServSafe® Manager, Kent June 24 ServSafe® Manager, Fife June 26 ServSafe® Manager, Olympia

Meetings

NEW ALLIED MEMBERS Experience Tea Studio Roberta Fuhr 195 Front St N Studio C Issaquah, WA 98027-3262 206.406.9838 Roberta@experience-tea.com http://experience-tea.com Experience Tea Studio is a learning center and resource for good quality loose-leaf tea. We teach food service professionals how to differentiate themselves with good quality tea offerings and more importantly, how to engage patrons in trying and loving your tea. Roberta, the owner, is a Certified Tea Specialist through the Tea Association of the USA.

May 13, June 10

Spokane Chapter Board Meeting

May 20

MSC Meeting

June 3

HIHIT Board Meeting

June 3

Executive Committee Meeting

June 4

Seattle Restaurant Alliance Chapter Meeting (Restaurants only)

June 10

Board Orientation

June 17

Board Development Committee

Select Information Services, LLC Michael Howe 25 W Nora Ste 102 Spokane, WA 99205-4800 509.327.7373 x 202 amwmhowe@aol.com www.selectinfoservices.com

June 24

Government Affairs Committee Meeting

We are a mystery shopping company.

Events May 14

Hospitality Breakfast Forum, Kent

May 28

Sip & Savor, Seattle

June 3

Spokane Golf Tournament

June 11

Hospitality Breakfast Forum, Seattle

26 | warestaurant.org

ViableWare Jeff Durrell 12220 113th Ave NE Ste 210 Kirkland, WA 98034-6950 206.516.6100 JDurrell@viableware.com www.viableware.com We specialize in pay at the table technology for full service restaurants.

We created a product to mimic the look and feel of the traditional checkbook folder. The guest drives the transaction and are able to pay and leave at own convenience. It offers guest feedback, provides highest level of security for guests cards, keeps servers in their system.

NEW RESTAURANTS Amante Pizza & Pasta, Kent Angelica’s, Federal Way Babs, Lakewood Baren Haus Restaurant, Wenatchee Berry Land Cafe, Sumner Black Forest Inc., Bellingham Blazing Bagels & Bakery Inc., Redmond Blu Grouse, The, Seattle Brews & Cue’s, Yakima British Bites, Puyallup Cask, The, Seattle Cassis, Seattle Columbia City Bakery, Seattle Costa Vida, Spokane Couzin’s Cafe, Kirkland Dairy Queen, Pullman Duvall Tavern, The, Duvall Froyo Ventures LLC, Puyallup Fuji Sushi Japanese Restaurant, Seattle Goat Mountain Pizza Co., Bellingham Gordon’s On Blueberry Hill, Freeland Great Harvest Bread Company, Spokane GWE Washington LLC, Chatsworth Hana Trading Co, Mercer Island Harman Foods Inc., Seattle Hideout Restaurant, Wapato Irene’s Thai Cuisine, Woodinville Issian Japanese Stonegrill, Seattle Jacob’s Java, Spokane Kerry’s Caribbean Take Out, LLC, Tacoma Kozue, Seattle La Creme Brulee, Steilacoom Liquid Kitchen, Seattle MaryMary’s Cafe, Spanaway Mecca Cafe, Seattle Momiji, Seattle Monitor Hot Rod Cafe, Wenatchee Percys & Co., Seattle Porch Light Pizza, Pullman Rainbow Cafe, The, Auburn Rocket Foods, Bellingham Sam’s Tavern, Seattle Semiahmoo Resort, Blaine Shanghai Garden Restaurant Inc., Issaquah Soul, Tacoma Star Club, The, Bellingham Sushi Joa, Mercer Island Taylor Shellfish Restaurants, Shelton Terra Plata LLC, Seattle The Forum, Tacoma Three Magnets Brewing Co., Olympia Tilth, Seattle TRC Entertainment LLC, Yakima Triangle Pub, Seattle Uisce Irish Pub, Bellingham Vintage Valley Inn, Zillah West Seattle Bowl, Seattle Wing Stop, Spokane XR Foods, Inc., Bellingham

Serving Washington Don’t Lose Your Cool...Call the Gasket Guy!

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WRA has it’s

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Listen from noon until 1:00 p.m. every Wednesday on KLAY Radio, 1180 A.M.

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Marketplace HOSPITALITY BREAKFAST FORUMS Join us for valuable information on saving time, money, and staying in compliance for your business! Enjoy breakfast and networking with industry colleagues along with a State of the Industry discussion with Anthony Anton, WRA CEO. Attend two addional seminars, led by knowledgeable industry professionals. COST: $20 per person. For more information, contact Jennifer Dixon at 877.695.9733 x127 or jenniferd@ warestaurant.org.

Location: FSA Kent 18430 E Valley Hwy, Kent, WA 98032 Date: 05/14/2014 Time: 08:15 to 12:00 Location: Wednesday, June 11 - Wild Ginger 1401 3rd Ave, Seattle, WA 98101 Date: 06/11/2014 Time: 08:15 to 12:00

INTERESTED IN ADVERTISING? Washington Restaurant Magazine reaches nearly 6,000 decision makers and key personnel in the foodservice industry throughout Washington state. Contact Ken Wells at 425.457.1458 or email kenw@warestaurant.org.

EMPLOYEE BACKGROUND CHECK A reported $4 billion is lost annually to embezzlement and a violent employee incident costs employers, on average, an incredible$250,000. According to Airfactz Screening & Reporting Services,a WRA endorsed employee background screening partner,one-third of job applicants lie on their applications and another five percent falsify their social security number. In today’s economically challenging times, employers are more likely to see a rise in embezzlement and other potentially harmful behaviors. Protect yourself with an employee background screening for a mere $19 investment for peace of mind with Airfactz.

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11/6/2013 11:57:29 AM

It’s the time of the season: summer planning 101

By Paul Schlienz, contributing editor

Spring may be in full bloom, but smart restaurateurs already have their minds on those crucial summer months just around the corner.

Summer is often the most prosperous time of the year for restaurants. With warmer temperatures and much less precipitation even in places like rainy Western Washington, both locals and visitors are more likely to venture outdoors. Once out of their houses or lodgings, chances are good that the same people who are basking in the newfound sun may also be in the market for a restaurant meal.

Never forget that labor is your biggest expense. I’m not a fan of understaffing, but you can get by with fewer people if they’re well-trained.

When you’re cranking and really busy, having a fully trained staff is essential.”

Supplies/maintenance Although it seems very basic, restaurant operators overlook the need to maintain their inventory at their own peril. Restaurateurs should ensure they have sufficient supplies of linens, silverware, paper towels and other items to meet their customers’ expectations for the summer season.

“Take advantage of the season,” said Arnold Shain, founder of Restaurant Group, Inc., a Seattle consulting firm. “Just do it! Don’t be inactive. You need to start planning 60 days out. If the summer starts June 22, then you should be well into it by now. Too many operators don’t do anything to take advantage of seasonal changes.”

Shain also emphasizes the importance of basic maintenance.

Kathy Chaffee Groff, founder of Restaurant Solutions, also a Seattle consulting firm, believes there are some major areas that restaurateurs need to keep in mind when planning for the summer. These considerations include: 1) understanding historical data, 2) hiring and training and 3) making sure you have ample supplies.

Selling yourself Many restaurateurs, according to Shain, are at a disadvantage, especially during seasonal transitions, because they fail to see themselves as retailers, thus missing out on many important marketing opportunities.

The past predicts the future “When you start planning for the summer, you need to look at how you handled the season in the past,” said Groff.

Groff stresses that restaurateurs should examine past data on summer staffing levels, cleaning programs that were utilized, what competitors did during the summer and what the weather was like – although past data on weather can sometimes be a faulty predictive tool.

“Generally, you really need to think about everything you could expect during the season,” said Groff.

Above all, carefully analyze your income and sales from years past. This can help you stay within your planned budget during the summer season.

Hiring and training Staff-related issues are probably the most important factor in seasonal planning, according to Groff.

“Understaffing is the biggest problem I see during the summer,” said Groff. “You have to anticipate your need for personnel, and the biggest thing is managing them.

“If a restaurant hasn’t done a spring cleaning, it would be good to do a summer cleaning whether it’s touch up paint, bringing in new plantings or other things like that,” said Shain.

“Whenever retailers have a seasonal change, they certainly tell the public about it,” observed Shain. “I don’t think restaurants do that to the same extent. They need to start taking advantage of the season.”

Shain urges restaurants to take a proactive approach in marketing their seasonal changes through vehicles as diverse as menus, e-mail, Facebook or even employee uniforms.

“If your employees wear a special uniform during the summer, maybe on the shirt you’d want to have something about the summertime specials,” suggested Shain. “In today’s very competitive environment, it’s better to do more marketing than less. No matter what, however, you need to make sure your staff is well tuned into whatever it is you’re doing that’s new so they can inform the guests.”

One last thought on seasonal planning: It’s a never ending cycle that doesn’t stop with the summer.

“All season planning is the way to go,” Shain concluded.

“Each time the season changes, four times a year, be sure and take advantage of it.” ■ May 2014 | 29

Ask the Expert | Restaurant Profit Coach

Optimize busy season profitability

By Rick Braa, CHAE

Q:

We’re coming into our busiest season. I know we can do more business during this time of year, how can we get more people through the restaurant to make the most of this opportunity?

A:

Many seasonal businesses are fortunate to have a massive opportunity with local and non-local tourists crowding their restaurants during certain times of the year. Some restaurants will generate 50 percent-plus from tourism and could drive more sales with the proper strategy. Here are four ways to ensure higher sales and better profitability.

Engineer the menu for speed and profitability. In most restaurants +-80 percent of food sales come from +-20 percent of the food items sold. To determine what sells, run a Product Mix Report out of the POS, limit it to food sales and isolate the top 20 percent of items sold. Evaluate the remaining 80 percent of items and determine if there are any items that require intense prep or execution time on the line (“line killer”). Eliminate those items for busy season. Next, take the top 20 percent of items and determine if there are any line killers in the mix. If any exist, eliminate them or streamline processes on the line for speed and execution. This may take additional prep dollars, but the extra money spent will more than pay for itself with one more table turn. After isolating what is going to sell, determine the profitability on each item of the top 20 percent. Consider a small price increase and work with the team and vendors to decrease the cost of those recipes. Focus on the main cost structure of the dish, not every ingredient. Examine the center of the plate and the accompaniments. If the center of the plate is costly, reduce the cost of the accompaniments and vice versa.

Minimize ticket times. Restaurant consumers spend little time eating and drinking and disproportionate time waiting and watching. Set standards at 35 to 45 minutes for lunch and 75 to 90 minutes for dinner with proper pacing for table turns. Time and set clear expectations for each step of the guest experience. Make it clear with the front desk, servers, bussers, bartenders, expos and cooks the timings required to maximize seating. Measure productivity of every person against standard, and actively coach and share successful behaviors. Reduce section sizes for servers at least one table each to ensure proper engagement of the guest and maintain a good flow through the kitchen. With too many tables, servers slam the kitchen with too many tickets at once increasing ticket times.

30 | warestaurant.org

Post results daily and summarize weekly. Provide information frequently to keep employees engaged and reduce anxiety. Employees appreciate being part of a team executing at a high level. One of the 12 keys to great management, according to Gallup, is, “My associates or fellow employees are committed to doing quality work.”

Provide performance metrics on a central communication board such as drinks per hour per bartender, plates out of the kitchen, guests served by FOH staff and guest comments. Performance is contagious. Teach daily the importance of improvement and track and post the statistics showing improvement and high quality work.

Move the squatters. Guest squatting is an age old problem in the industry. These guests have a great time, overstay their estimated time slot and seem oblivious to others waiting for their table. They don’t seem to care one bit.

Counterintuitively, it’s important to keep squatters feeling great even though their behavior is causing issues with a running a smooth shift. Make it seem like it’s no problem at all. Plan ahead for squatters and equip the team with tools to rescue their experience. Never embarrass a guest in front of another guest. The approach to squatters needs to be customized to each table. Some will get the hint by removing every item on the table and checking on them frequently. Others will need more of a direct approach. Use less busy sections of the restaurant, usually the bar, to relocate the squatters. Start the conversation with a question such as, “I’m sorry, the guests arrived for their 8:00 p.m. reservation on time and they’re waiting for this table, may I buy you a dessert in the bar?” Lastly, don’t forget about those that were inconvenienced, buy them something and let them know you appreciate their patience.

Focus on efficiency, throughput and speed in every area alongside awesome hospitality, and this busy season will be the most successful yet. ■ For more information on improving profitability and driving sales, contact AMP Services at rbraa@ampservices.com. Rick Braa is the co-founder of AMP Services, an accounting and consulting firm specializing in helping companies grow profitability.

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32 | warestaurant.org