Washington Restaurant Magazine September 2011 Issue

WA S H I N GTO N

RESTAURANT

September 2011

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Inside

www.WRAhome.com

Features

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Lt. Gov. shares Washington with the world Lt. Gov. Brad Owen’s frequent trade and goodwill missions across the globe are a great way to expose the rest of the world to this great state.

Learn how why these trips are important to the industry.

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How to catch tourists’ attention Does your restaurant make the ‘must eats’ list in travel guides and on consumer opinion websites? Here are some ideas for making a solid impression on the people who will attract tourist business to your restaurant.

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The future of Washington tourism Find out how Washington stacks up to its peer states in the tourism department and what is being done to up the ante.

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Restaurants taking a more prominent role at local markets Restaurants and farmers’ markets can make for a natural pairing.

Learn how restaurants throughout Washington have become a growing presence at these popular outdoor markets and whether there might be a place for your business at a market in your community.

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This article is worth sharing with your managers, chefs, bartenders or other restaurant staff.

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Tourism and restaurants make a great combo

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News Briefs

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Industry Outlook: Pushing away from the trough

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The unknowns of social media

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Liquor Control Board reconsiders rules on entertainer alcohol consumption

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Got questions about I-1183? We’ve got answers

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Safety, our first responsibility

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NLRB overrides employer concerns, mandates new workplace poster

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Calendar/New Members

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Marketplace

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Ask the Expert: Getting your lunch rush down to a science

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Other stories

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On the cover Tourism is the fourth largest industry in Washington state. In 16 2010, tourists spent an estimated $3.3 billion in restaurants.

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EDITORIAL STAFF Anthony Anton, Publisher Lex Nepomuceno, Executive Editor Heather Donahoe, Managing Editor Shawn Sullivan, Contributing Editor Lisa Ellefson, Art Director WRA BOARD OF DIRECTORS Bret Stewart, President Center Twist Jim Rowe, Vice Chair Consolidated Restaurants Robert Bonina, Secretary/Treasurer Washington Athletic Club Steve Simmons, Past Chair S & S Hospitality, Inc. Naja Hogander, WRAEF President Daniel’s Catering WRA EXECUTIVE TEAM Anthony Anton President and CEO Teran Petrina VP Internal Operations Bob Decker Director of Membership Bruce Beckett Director of Government Affairs Lex Nepomuceno Director of Member Info & Resources Lyle Hildahl Director of Education Victoria Olson Director of Business Development 510 Plum St. SE, Ste. 200 Olympia, WA 98501-1587 T 360.956.7279 | F 360.357.9232 www.WRAhome.com

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: The Silver Agency 109 North Tower, Ste. 200, Centralia, WA 98531 T 360.736.8065 F 360.330.7960 www.silveragency.com

Tourism and restaurants make a great combo

By Lex Nepomuceno, Executive Editor With Washington state pulling the plug on the state tourism office this year, there has been much emphasis within the hospitality industry on ways to sustain and even grow tourism in the state.

Local tourist destinations understand that the health of restaurants, retailers and other businesses relies heavily on visitors coming into the community. A great example of this is the “Taste of Tourism” put on Whatcom County earlier this year. The event provided tourism partners and the public an opportunity to meet with restaurateurs and sample their menus.

There are, of course, much larger events that leverage the restaurant community to attract visitors, such as Bite of Seattle and Spokane’s Pig Out in the Park, which are targeted at consumers. These largescale local food attractions bring in tourists from all over the region and provide restaurants the unique opportunity for mass exposure in a short period of time. Bite of Seattle brings in more than 450,000 people and features more than 60 restaurants. Even smaller events, such as Taste of Tacoma, bring in more than 250,000 people and feature 30+ restaurants. Pig Out in the Park, which features nearly 50 local eateries, reportedly generates more than $4.7 million annually for the Spokane area.

This issue of Washington Restaurant Magazine dives right into tourism and its relationship with the state’s restaurant industry. Managing Editor Heather Donahoe covers the best ways restaurants can attract their share of tourism dollars (page 14-15). Additionally, staff writer Shawn Sullivan takes an in-depth look at the future of tourism in Washington and potential effects on the restaurant industry (pages 16-18).

Related articles in this issue of the magazine include a piece on the Washington Tourism Alliance and a one-on-one interview with Lt. Governor Brad Owen to discuss his trade missions’ impact on attracting visitors and commerce into the state.

Enjoy this tourism edition of the magazine! We are always looking for member feedback and letters to the editor. Please be sure to send your comments or letters to lex@wrahome.com.

Washington Restaurant Magazine is published monthly for Association members. We welcome your comments and suggestions. email: news@WRAhome.com, phone: 800.225.7166. Readership: 6,310.

September 2011 | 5

Primary Source of Information | News Briefs Washington’s top-tier restaurant industry pros recognized The WRA honored industry leaders in August at Toasting the Finest, our annual awards ceremony. WRA members in the full service, quick service, allied member and lifetime achievement categories were lauded for their leadership and innovation.

The winners were selected based on their community involvement, participation in the WRA’s organizational endeavors and their innovation as business leaders. The WRA congratulates each of these winners for leading the way in this industry!

Golf FORE! Education a big hit in 2011 WRA’s Education Foundation received a big boost in August with the overflowing success of the annual Golf FORE! Education tournament.

Washington National Golf Club in Auburn was packed with WRA members and sponsors wanting to take advantage of the ideal weather.

Ben Goldie, Cottage Cafe/Fireside Lounge Full Service Restaurant of the Year: Travis Rosenthal, Tango Restaurant, Inc. Quick Service Restaurant of the Year: Bob Donegan, Ivar’s/Kidd Valley Allied Member of the Year: Randy Irvine, Food Services of America Devere Jerry Burtenshaw Lifetime Achievement Award: Ben Goldie, Cottage Cafe/Fireside Lounge September is National Food Safety Education Month Restaurants and foodservice operators are encouraged to participate in the 17th annual National Food Safety Education Month. This month-long campaign is held every September and focuses on the importance of food safety education for the restaurant and foodservice industry, while raising the awareness of the industry’s commitment to food safety. This year’s theme is “Lessons Learned from the Health Inspection.” The free National Food Safety Education Month materials are based on the ServSafe® food safety training and certification program. The materials communicate concepts clearly and quickly to employees, and activities can be completed in less than 10 minutes. For more information, go to http://wra.cc/nfsem2001.

Seattle event aims to bring cigar bars back to restaurants The first ever Seattle Cigar Expo took place in late August and featured several Washington Restaurant Association members such as El Gaucho, The Ram, Via Tribunali and Caffe Vita. “(Cigar bars) were so important for our operations because that was one of the ways we structured our business model around,” said MacKay Restaurant Group CEO Paul MacKay, which operates El Gaucho. “We have a lot of supporters and I look at this as a good event to show the press that we aren’t bad people.” For the rest of the story, go to http://wra.cc/cigarexpo2011.

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Golf FORE! Education supports ProStart, the culinary arts program, and scholarships. ProStart touches the lives of students throughout Washington, many of whom are at-risk teens. ProStart is a nationally accredited technical training program that is taught in more than 70 public high schools in Washington. To see this year’s highlights, go to http://wra.cc/ fore2011.

IRS announces decrease in interest rates for 4Q The Internal Revenue Service announced that interest rates will decrease for the calendar quarter beginning Oct. 1, 2011. Under the Internal Revenue Code, the rate of interest is determined on a quarterly basis. For taxpayers other than corporations, the overpayment and underpayment rate is the federal shortterm rate plus 3 percentage points. See the rates at http://wra.cc/irsq42011.

Industry Outlook | WRA President & CEO

Pushing away from the trough Anthony Anton, president and CEO It is a new day in government. The average taxpayer is tired of mismanaged budgets, poor prioritizing and government growth that outpaces economic growth. And, with Initiative 1053, voters have effectively handcuffed lawmakers from any new revenue, forcing changes in what government does or can do.

The left and the right can blame each other for this situation, but we know that if someone just sat down at the counter of any of our diners in Washington for 30 minutes, they would quickly understand that the average person has hit/exceeded their limit on what they think is a fair tax burden. So, the reality is that sometime in 2007-2008, state government likely grew to its largest allowable level and is now “right-sizing”.

Like any business or home budget, right-sizing means prioritizing and that some things you would really love to do, you just can’t. New disciplines have to be established, feelings get bruised and new realities take shape.

The impact of this new world is that industry, too, needs to adapt to new realities, including us. For years, the job of attracting visitors to our great state—customers who will likely stop and eat at your restaurant—has been a state function. No more. Effective earlier this summer, Washington state’s tourism office closed its doors.

Closure of the office is expected to save roughly $1.8 million annually. And, while we can debate the intelligence of this move for hours, our new reality is that the responsibility for encouraging visitors from outside our state to visit and spend their money now rests with us and the other industries that benefit from tourism dollars.

I know that a percentage of you are reading this and probably shrugging your shoulders thinking, “No biggie.”

But tourism dollars are big dollars, in 2010, the bean counters estimated that tourists spent around $15.2 billion in Washington state—with restaurants being the biggest recipient of those greenbacks.

The possible closure of the tourism bureau had been on the radar for at least a year, and a private group of tourism industry stakeholders formed the Washington Tourism Alliance in March, with the goal of sustaining statewide

destination marketing campaigns and communications.

The Washington Restaurant Association is a founding member.

A primary goal of the WTA is to help protect and preserve ongoing state tourism programs and valuable marketing assets accrued by the Washington State Tourism office over many years of operation. Before closing, the state tourism office received permission from the Legislature to turn over its assets: the state’s tourism website, visitor guides, photo and video libraries and other valuable marketing collateral to the Washington Tourism Alliance in order to ensure destination marketing momentum.

“We cannot assume that tourists will just show up on our doorsteps. Tourism is a highly competitive landscape,” said George Schweitzer, Executive Vice President and Chief Operating Officer of Red Lion Hotels Corporation. “In 1993, Coloradans cut some $12 million in public funding which effectively closed their state tourism office. Within two years, Colorado lost a third of its U.S. market share, which constituted a loss of $1.4 billion in visitor spending initially and some $2 billion during the following seven years.”

Mr. Schweitzer is right, but the reality is that the path to replace the state’s tourism efforts will not return to state government. Nor should it. Contrary to what others think, I believe our government is great, including our state government. Like everything on earth, improvement could be made, but most government workers I have met or dealt with have impressed me with their skill, hard work and passion. However, there are many jobs that probably just don’t belong to the government. In dealing with tourism, it is up to those who benefit to lead the way.

There are HUGE questions in front of us. How much do we need to invest to get a good return on tourism dollars?

Who should pay? Who should make the decisions on where and how to spend in an ever changing world? But, probably the biggest question of all is whether we are up to the challenge of a new day.

To learn more about the Washington Tourism Alliance go to www.watourismalliance.com.

September 2011 | 7

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The unknowns of social media

By Jack Goldberg, WRA Consulting Network

The use of social media is ubiquitous and, as with anything that comes on fast and is widely adopted, the implications of its use are unforeseen. It seems every day I receive new information about how best to handle the use of social media by employees and how to use it effectively as a business. Recent articles highlight just a few of the issues that confront employers: “Social Media Research May Expose Discrimination Claims” “Employer Social Media Policies: The Dangers of Too Much or Not Enough” “Employee Privacy and the Use of Social Media” Once I sort through the myriad issues and abundant articles pertaining to social media and employment, and given the business I am in, I focus on one question: What policies and procedures should I have in place to protect my company?

I don’t have a definitive answer. Whatever an organization chooses to do must be considered in balance with the organization’s needs, comfort with risk, and work environment. Given that disclaimer, here are my practical suggestions - balanced with the very real benefits of these tools in promoting your business and searching out quality applicants.

If you use social networking tools or Internet search engines such as Google as a screening and hiring tool, be deliberate and consistent. Use of social networking tools or search engines exposes you to risk because they may reveal information about applicants that should not be considered in the hiring decision. For example, an applicant may disclose his religion or political views on his Facebook profile; this information should not be considered in the hiring process.

If you feel you must use these tools, do it consistently and have a neutral party who is not involved in the hiring decision filter out any protected class information that is inappropriate for hiring managers to consider. While some networking tools (such as LinkedIn) are set up specifically for business networking, they carry similar risks. Balancing the risks and rewards though, we certainly use LinkedIn and would have a difficult time telling others to stay away from it. We hope, though, that given the intent of the tool those with accounts will be judicious in what they put on the site.

Know your position on accessing social sites while at work.

Such a policy must take into account your work environment and your company’s own use of social media. If you encourage the use of it for business development purposes, a ban on accessing such sites during the workday would be ridiculous.

However, as with the personal use of any company asset, you

can prohibit employees from posting or blogging during business hours, unless it is for a business purpose authorized by the company.

Give your employees guidance on the problems and liabilities that may result from their social networking entries. It’s common for employees who use social network tools to post about their life in general, including their work life. The reach of social networking adds risk to employers from these posts such as disclosure of confidential information, injury to the company’s reputation, and responsibility for comments made about competitors. Employees can have personal responsibility as well for the content of their posts. Education on the risks of irresponsible social networking helps both employers and employees.

Consider a written policy. A simply worded social media policy with practical guidelines can help your employees avoid problems. Your policy could be as simple as a warning about the consequences of misuse to something more detailed addressing key concerns of your business (such as the disclosure of confidential information). Be cautious of reaching too far; recently, the NLRB ruled that overly restrictive social media polices may be construed as a violation of the National Labor Relations Act. Employers may not interfere with or restrain employees’ rights to engage in concerted activity. The NLRB recently took the position that a social media policy which broadly prohibits employees from disparaging their employers and coworkers violates the NLRA. The provisions in the policy that caused the problems were 1) one that prohibited employees from making disparaging remarks when discussing the company or supervisors; and 2) one that prohibited employees from depicting the company in any way over the Internet without company permission.

Recommend to your managers that they not friend their subordinates. Not only does a request to friend a subordinate put employees in an awkward position (what if they don’t want to friend their boss), if accepted it also allows supervisors to access the employees’ potentially inappropriate profile.

This is not a comprehensive article on the pros and cons of social media; the benefits are widespread, and I can’t now imagine business without it. Don’t ignore this topic because it is confusing. Instead, make some decisions, put a policy in place, and train your employees and managers.

Jack Goldberg, founder and president of Personnel Management Systems, Inc., is part of the WRA Consulting Network. He is an expert in the area of human resources. Call 800.225.7166 for your free 30-minute consultation.

September 2011 | 9

POLITICAL REPRESENTATION

Liquor Control Board reconsiders rules on entertainer alcohol consumption

By Julia Clark

Under current rule, any entertainer— whether it be a comedian, a DJ or a live music band—is considered the liquor licensee’s employee for the purposes of liquor enforcement. In addition to being responsible for the activities and the conduct of these entertainers while on the licensed establishment, licensees also are tasked with ensuring that entertainers do not consume alcohol.

It may seem like standard protocol for a band member or performer to order a beer or drink during their performance; but if this happens, licensees are risking a citation.

In fact, a WRA member was recently cited for this.

The member’s business then petitioned the Board, and asked them to review this rule, and the Liquor Control Board agreed.

The first step of the rulemaking process – the process in which the LCB would review this rule and determine what, if any, changes would be made— is to hold a stakeholder meeting. A few weeks ago, the Washington Restaurant Association reached out to the Seattle Nightlife Association so the Liquor Control Board would be able to hear from the businesses this rule impacted. The meeting was very successful. We were able to hear concerns from the enforcement division, and we were able to come up with a proposal

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everyone agreed to. The proposal, which was submitted to the Board last month, specifies: Entertainers will still be considered employees for purposes of liquor enforcement, but will be allowed to consume alcohol as long as:

Alcohol is consumed in non-descript containers Served by a MAST trained employee The entertainer is not promoting any manufacturer Drink specials are not advertised or promoted The Board unanimously approved this pre-proposal, and the new language will now be transmitted to the code reviser’s office. A 30-day comment period begins now, and a public hearing will be held Sept. 28. If the Board chooses to approve the new language, it will become effective 31 days later or sometime in mid-late November.

In the comments given during the report to the Liquor Control Board, staff thanked the businesses who participated in the process, as well as the city of Seattle.

Changes in the Liquor Control Board enforcement division Recently, the Liquor Control Board announced Chief of Enforcement Pat Parmer will be leaving his position in midSeptember.

The Washington Restaurant Association would like to thank Chief Parmer for his tireless service and partnership with our industry. During his time as Chief of Enforcement, Parmer brought a high level of professionalism and integrity to the Liquor Control Board.

In the transition, Justin Nordhorn will be acting chief until Parmer’s departure. The Washington Restaurant Association works closely with Justin on a number of issues, and are very pleased to see him move into this new role.

We are very excited to continue and grow our working relationship with the LCB on enforcement and industry issues.

Got questions about I-1183?

We’ve got answers Courtesy of Yes on I-1183 Campaign

Initiative 1183 aims to give businesses and consumers greater choice and convenience in liquor purchasing, while offering regulatory safeguards and updating several laws pertaining to wholesale wine distribution. Still not sure about the benefits of liquor privatization? Read on.

Q: What does Initiative 1183 do?

Initiative 1183 will remove state government from the business of distributing and selling liquor and allowing the state to focus on enforcement of liquor laws. It will privatize liquor sales and distribution in our state in a way that benefits taxpayers, consumers and Washington businesses, while generating hundreds of millions in new revenues for state and local services. I-1183 also maintains and strengthens strict regulations on the sale and distribution of liquor in our state.

Q: What limits will there be on the number of retail stores that can sell liquor?

Under the initiative, a limited number of retail stores will be allowed to sell liquor if they meet certain strict requirements. Eligible stores will be required to have 10,000 square feet or more of retail space or, in areas where larger stores are absent, meet other requirements set by the Liquor Control Board. Additionally, stores must demonstrate they can effectively prevent sales of alcohol to minors. Gas stations and small convenience stores will not be eligible to sell liquor.

get involved in the effort?

Want to

Visit: http://yeson1183.com/join.html

Q: Will Initiative 1183 generate more revenue for state and local government services?

Yes. Initiative 1183 will provide over $200 million in additional revenue for education, health care, public safety and other services in the first two years, and will continue to generate tens of millions more per year than the current system in the years ahead. I-1183 also dedicates an additional distribution of $10 million per year specifically for local public safety programs, including local police, fire and emergency services throughout the state.

Q: What will happen to existing state-owned liquor stores and distribution facilities?

Under this initiative, the state would auction off existing state-owned liquor distribution and liquor store facilities.

Retail stores that currently have a contract with the state to sell liquor would be eligible to apply for liquor licenses under the initiative. Liquor would be distributed to stores by qualified private distributors who are approved by the State Liquor Control Board.

Q. Will local communities have a say in where new liquor stores can be located?

Yes. Under 1183, local communities will have input before a liquor license can be issued to a retailer, while also maintaining all local zoning requirements and authority related to the location of liquor stores.

Q: Does 1183 impact the distribution of wine or beer?

Initiative 1183 does not affect the sale or distribution of beer. There are provisions in I-1183 that will update certain laws dealing with wine distribution. I-1183 will allow wine distributors and wineries to offer volume discounts and to sell directly to retail stores and restaurants if they choose.

These changes will benefit many small Washington wineries, increase competition and help reduce the prices consumers pay for wine.

Q: How is 1183 different from previous privatization initiatives we voted on last year?

Initiative 1183 improves upon previous liquor privatization proposals in significant ways. Unlike previous proposals, I-1183 will generate hundreds of millions more in revenue for the state than the current system. It also prohibits liquor from being sold at gas stations or small convenience stores, and dedicates millions of dollars in additional revenues for local public safety programs, while protecting the funds that cities and towns already receive under the current system.

September 2011 | 11

Lt. Governor Brad Owen, representing Washington at home and abroad

By Shawn Sullivan, contributing editor

It’s mid-morning at the Lt. Governor’s Office. Lieutenant Governor Brad Owen enters the room in his casual pre-flight wear. He apologizes for the attire as he sits down, grabs a cup of coffee and begins with fond memories of past Washington Restaurant Association (WRA) events.

Lt. Governor Owen is no stranger to international travel.

In fact, he travels across the globe to represent Washington state on trade and goodwill missions several times a year. Despite the frequency of these trips—and they are frequent—Lt. Gov. Owen wants to make sure taxpayers know they are not footing the bill. “[I started going on trade missions] right after I got elected because it had been done in the past by [former] Lt. Governor Cherberg,” Lt. Gov. Owen said. “When he started getting ill and left, Ralph Munro picked up on it as he was leaving, and when I came in it naturally came back to this office.”

He thinks of these missions as a means to accomplish several goals at the same time. “Each [mission] has its own personality and issues,” Owen said. “When you go, you learn a lot about a country, about the people, and about an area that you otherwise may not know. The other value is that it dispels myths and stereotypes.”

One of the notable outcomes from his trade missions was the development of sister state status with Jalisco, Mexico.

As a result of his efforts, Seattle is now home multiple Jalisco-themed Mexican restaurants. One very successful example of a Jalisco restaurant is WRA member, Pesos Kitchen & Lounge.

So how else do these trade missions help the restaurant industry? By attracting new restaurant options and menu items. “If there is food that is not here, but I want it— cherimoya,” Owen said. “Without doing anything to it, it tastes like desert.”

Cherimoya is native to South America, but recently growers in California have started to cultivate these delectable fruits. People and farmers claim it tastes like a combination of banana, papaya, peach, pineapple and strawberry.

Seattle is home to one the most diversified restaurant industries in the nation. Just last year, WRA member Din Tai Fung, a major international institution primarily located in China, decided to open its newest location in Bellevue.

Other internationally themed restaurants are also starting to sprout up. Restaurants like Brazilian Churrascaria—pronounced shoehoss-korea, Ecuadorian, Ethiopian, and Jalisco (just to name a few) are becoming more prominent in the local scene.

Lt. Gov. Owen visiting a school in Chengdu, China in April 2006. Chengdu is the capital city of Sichuan Province. Sichuan and Washington state have had a friendship relationship since 1982.

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International trade missions grew from a combination of increased demand and a short supply of government officials with the time and ability to travel. “This has become the office to go to for international trade missions,” Owen said. “It has just been a progression— they almost came on simultaneously,

but we did it because we had a demand.”

The Lt. Governor’s Office is the best fit for such a demand given the recent economic troubles our governor and Legislature have endured. Gov. Christine Gregoire is often tied up attempting to balance significant budget shortfalls, and Lt. Gov. Owen has seen an increase in the number of requests to travel abroad.

“A lot of companies find a value in having an elected official involved in helping when you are visiting— particularly Asian countries and South American countries,” Owen said. Having an esteemed public official along for the ride helps local business owners facilitate deals with international companies, and sometimes with local governments.

Ugandan Orphans Choir before performing on the Senate floor on March 23, 2011 With so much at stake, Lt. Gov. Owen is With global competition steadily increasing, Owen feels happy to oblige as often as his schedule it is imperative that Washington state continue these permits. “It’s all about creating jobs and developing international expeditions. “India has this population that relationships that are mutually beneficial,” Owen said. “We will probably exceed China in the not near future, and is certainly need to continue to develop and maintain strong putting effort and money in diversifying education so they ties with our largest trading partners.” are not just training physicians and engineers,” Owen said.

“You have the same dynamic in India as China. You better Lt. Gov. Owen also keeps an eye on potential competition be aggressive, better be visionary to compete in the future to Washington-based companies like Boeing. “[I saw] a markets in the world.” plane company [in China] rapidly growing,” Owen said.

“We needed to watch what they are doing because one day “Everywhere in the world is a potential market place for they would be competing with the 737.” us—you just can’t ignore them. They are all trying to be the next biotech, next leader in technology. Anything we are A few years later, Commercial Aircraft Corporation of trying to do, they are trying to do.”

China launched its bid to manufacture large passenger planes to reduce its dependence on Boeing and Airbus.

So what does Lt. Governor Owen see for the future of They currently register 19 billion Chinese yuan ($2.5 trade missions? “We want the world to know Washington billion) in capital, which makes them a new contender considers them important and a friend,” Owen said. within the aviation industry.

“We have created that image, reputation for the state of Washington.”

“We [also] need to be looking at promising markets in countries like Brazil and Turkey—the entire continent Lt. Gov. Owen will continue trade missions as long as he of Africa, which has seen relatively strong growth and remains in office. His passion about the success of our local weathered the recession quite well, as well as smaller economy and the productivity of his missions were obvious countries around the world,” Owen said. “Especially in these lean economic times, we need to be both creative and the entire time during the interview. Owen is well-suited for his role as the state’s chief international advocate, and his resourceful.” missions continue to prove beneficial to Washington state.

Despite the emergence of new companies designed to Anyone interested in attending an upcoming trade mission compete with the United States, Lt. Gov. Owen is often should contact the Lt. Governor’s Office via their website amazed by the economic disparity in China. “One of the www.ltgov.wa.gov. If any WRA member offers cherimoya on things that was real dramatic, you can be in Shenzhen, the menu, contact Lt. Governor Owen right away—he will Shanghai, one of the major cities, and you go ten miles out venture to your restaurant for dinner. of town and they are working the rice patties with water buffalo,” Owen said. “We were at a state-of-the-art port and [the longshoremen were] loading with state-of-the-art equipment—and on the other side of the port they were using wheelbarrows” September 2011 | 13

How to get your restaurant noticed

By Heather Donahoe, managing editor

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“It’s important to ask yourself what makes your specific area unique and then build from there,” said Brice Gosnell, vice president of publishing, Americas, at Lonely Planet—a travel guide publisher. “Figure out how you can offer customers an experience that is unique to the area. Focus on that, and do it really well.”

With a 14,000-foot volcano, a world class metropolitan city and a thriving wine region, it’s easy to understand why tourism is the fourth largest industry in Washington state. Travelers flock from across the globe each year to experience the evergreen state’s natural attractions and sophisticated urban areas.

In 2010, tourists spent roughly $15.2 billion in the state, $3.3 billion of which was exchanged in Washington’s more than 12,000 foodservice establishments, according to the state Department of Commerce.

Did your restaurant see its share of those dollars? As a major national hub for agricultural products, seafood and wine, Washington offers up a unique experience for tourists eager to sample the region’s bounty. Tourists want to enjoy meals that represent the region they are visiting.

Does a portion of your menu reflect that?

While some of the state’s restaurants are too far from beaten path to attract significant tourist traffic, quite a few of those remote locations enjoy the advantage of being located near the state’s popular national parks, coastlines and forested areas. The beauty of being a restaurant in Washington state is that you don’t necessarily have to be in a large city to attract tourists. Many travelers will discover those rural restaurants en route to one of the area’s natural attractions.

14 | www.WRAhome.com

Plenty of tourists make their restaurant selections based on recommendations from books such as the Lonely Planet guides, as well as those from other travel brands, including Fodor’s, Frommer’s or Rick Steves. So, how do the contributing writers in those publications decide where to eat, and what compels them to recommend a restaurant?

Eat where the locals eat This is a cardinal rule that good travelers follow.

Experiencing a new place through the eyes, ears and taste buds of the locals almost always provides the truest impression of a destination’s character. Travel writers know this, and they frequently rely on locals to steer them in the right direction.

“If one of our writers isn’t from the area, we ask them to talk to the people who live there,” Gosnell explained.

“If a restaurant is making a name for itself locally, that information will trickle down.”

While some iconic restaurants will always be included in guide books, travel writers are often looking for those places that represent the flavor of an area. Decide what makes your restaurant special and why the people in your community eat there. Are you known for a specific menu item? Do you make the best breakfast in your area? Are you really proud of your happy hour program? Once you know what your trademark is, cultivate it. It won’t take long for the word to spread.

Don’t be modest With 22 million smartphone users in the U.S., travelers now have a nearly exhaustive resource for restaurant recommendations at their disposal. Popular consumer review websites such as TripAdvisor, Yelp and Urbanspoon give consumers immediate access to your menus, reviews of your restaurant alongside message boards with lively debate around which businesses are the best at what they do. Make sure your restaurant is part of these discussions.

Once you’ve successfully created a customer experience you feel great about, don’t be shy about asking customers to share their experience online. On those particularly rewarding occasions when customer is delighted with their experience, have the server make a simple request: “Don’t forget to give us a review online.”

“More than just about anything else, travelers love getting recommendations from other travelers,” Gosnell said.

“That’s why it’s so important to encourage your customers to share their experiences online.”

Obviously: good food, good service Concentrate on creating a menu and an experience that garners attention. This may sound really basic, but its importance cannot be overemphasized. Lori Magaro, director of marketing and PR at Seattle’s famous Ray’s Boathouse, said “this is a fundamental of the business that is not taken for granted at Ray’s.”

“The hard work and dedication of our service and culinary staff is really what brings people back, encourages guests to review us and puts us top of mind for professional writers,” Magaro said. “And, it may seem so simple, but the most powerful ways to get mentioned in a write-up is to reply quickly when (a writer) requests information, needs to fact check or wants to set up a photo shoot. Often these folks are on deadline and the sooner you get back to them and respect their time, the more likely they are to include you in their story.”

Where do restaurant employees eat?

While the restaurants in a given area are natural competitors, it is mutually beneficial to create a community

with your peers. Fostering that kinship can strengthen the reputations of individual restaurants and generate new business within a given restaurant community “Many times, writers will ask their servers where they like to eat,” Gosnell said. “A restaurant recommendation from an employee of another restaurant is one of the most honest endorsements you’ll find. The important thing is for restaurants to differentiate themselves within the crowd.”

Reach out Don’t see your restaurant listed in the guide books or online review sites? There’s no reason why you can’t contact one of the major travel brands and let them know what you’re doing and why travelers should go out of their way to eat at your establishment.

Gosnell said that while many press releases get overlooked or lost in the shuffle, a compelling email or bit of information can easily find its way into the hands of the right editor or writer.

Again, it is important to explain what makes your restaurant unique.

Travel writers, guide book publishers, bloggers and reporters have reputations to protect when making recommendations.

As such, they want to ensure their advice will pay off for the people who use it. Make sure you’re pitching ideas on which you can deliver.

“Ultimately, we have to have a good reason for telling travelers they should go out of their way to eat somewhere,” Gosnell said. “If a restaurant figures out that reason, customers will, too.”

State tourism

dollars

There were an estimated 5.66 million domestic air passenger arrivals to Washington in 2010.

International visitors accounted for $1.5 billion in visitor spending in 2010.

Residents from other states accounted for $6.8 billion in visitor spending in Washington in 2010.

September 2011 | 15

Tourism in Washington Where do we go from here?

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By Shawn Sullivan, contributing editor

In February of 2011, the state announced it officially will terminate all marketing efforts for Washington’s tourism industry. Their argument? The state had to decide between funding marketing for tourism or children’s health care.

With no real plan in place and no assistance from the state, Washington’s tourism industry is in a state of flux. No one really knows what to expect, or where we will go next. What we do know is the private sector is now left holding the proverbial bag.

Last year, tourism generated nearly $1 billion in local and state tax revenue, and accounted for 143,800 jobs.

International visitors spent $6.8 billion on tourist activities in 2010, and overnight travelers in Washington spent $6.5 billion on lodging.

With such a heavy reliance on tourism, it is difficult to imagine the state’s decision to abandon all spending on tourism marketing. In fact, Washington is the only state to cut all funding for statewide campaigns. Most other states reduced the level of funding, while others (such as Michigan) are seeing this as an opportunity to capture markets abandoned by the states that cut funding.

Connecticut made a decision similar to Washington’s when they eliminated most of the state’s tourism budget in 2009, but kept the staff. Fast forward two years later, and Connecticut now spends $15 million on marketing efforts. This is an apparent attempt to reclaim the tourism 16 | www.WRAhome.com

spending it lost during the period when it did not fund any marketing efforts.

Some states are investigating public private partnerships as possible solutions to their tourism budgetary woes.

California created the California Travel & Tourism Commission (CTTC), a partnership between industry leaders and state government. More than 98 percent of its $50 million budget comes from approximately 5,400 private industry businesses in the form of annual assessments. However, based on the recent revenue declines, California also cut state tourism funding for the upcoming year—down from $900,000 to $200,000.

California’s system is very unique in regards to its revenue calculations. The state appropriates funds to CTTC based on revenue generated by the tourism industry.

“The current assessment rate is $650.00 per one million dollars of travel and tourism revenue for businesses in the Accommodations, Restaurants and Retail, Attractions and Recreation, plus Transportation industries,” CTTC Public Relations Manager, Jennifer Sweeney said.

“To compute, the business provides the gross receipts reported on their most recently filed tax return, then

multiplies the figure by the percentage of revenue derived from travel and tourism at the location.

The result is multiplied by .065 percent to determine the assessment fee. For the Passenger Car industry (rental cars), the assessment rate is currently 3.5 percent of monthly revenue. With the exception of the Passenger Car industry, businesses that report less than 1 percent of travel and tourism related revenue are exempt from paying,” Sweeney said.

Michigan has drastically increased its spending on tourism to $25 million this year, while Arizona has decreased state spending from $19 million in 2009 down to $8.6 million in 2011. Cutting back has caused Arizona to refocus its advertising efforts, relying primarily on ads in Chicago and Los Angeles.

According to the New York Economic Development Commission, the state no longer has enough money for television advertisements. Their tourism marketing budget was cut 39 percent to $7.4 million over the past two years.

tourism gap? As of the date of this publication, one industry-led organization has emerged to meet the challenge head on. Companies including Red Lion Hotels, Adriatic Grill and organizations such as the Washington Restaurant Association (WRA) have formed the Washington Tourism Alliance (WTA), a state-wide nonprofit organization with the sole mission of sustaining destination tourism marketing.

A new Executive Director took the reins of WTA in August, but the organization will not take control of the state’s assets and assume ownership of the state’s tourism advertising until January 1, 2012. Relying entirely on private contributions, WTA raised $300,000 from the private sector (as of this date), but hopes to have $15 million in the bank by year’s end.

With state spending at a standstill, and limited resources for the newly created WTA, a long, hard road lies ahead.

Washington’s restaurants, hotels and parks need tourist dollars now more than ever. The steady decline in business and the fear of a double-dip recession have hit the hospitality sector hard.

How will Washington bridge the Tourism needs all the help it can get to remain strong, and right now WTA is leading the fight to keep it alive and well. “If no one is out there saying come to Washington, no one is there to say Spokane,” said Spokane Regional Convention & Visitors Bureau CEO Cheryl Kilday. “We have to sell Washington and Spokane—we have to represent all of what Washington can be.”

Only one month into the transition from the Department of Commerce to the WTA, you can already see drastic changes in the works. “The financial crisis has unified and got everyone into the room to get some solutions,” President and CEO of Seattle’s Convention and Visitors September 2011 | 17

Bureau Tom Norwalk said. “We now have an enormous sense of urgency to create a funding model driven by industry.”

Also in the hands of WTA is the statewide visitor’s guide, which desperately needs revamping. In 2011, within the first 13 pages of the state’s most recent tour guide, there is a two-page, full color spread for tourism in Alaska. The spread is followed by non-specific information that might describe travel in Washington or Alaska.

What is the biggest item missing from the current visitor’s guide? Food. Despite a few casino advertisements, there is no concerted effort to provide travelers with information regarding places to eat. When people are deciding where to go on vacation, a main consideration is having restaurant options.

“I think clearly one of the unique parts of our region is the excellence of our food and beverage options—not only in Seattle, but in all areas of the state,” Norwalk said.

“In addition to our state’s natural beauty and adventure lifestyle, it needs to focus on food and wine—from the

18 | www.WRAhome.com

pasture to the table. That way it will have a direct benefit to WRA members.”

Washington state is home to the best and most unique restaurants in the world. The Washington State Visitor’s Guide should highlight our rich food culture instead of the 200 word, generic description travelers are reading now.

Washington’s restaurant industry relies heavily on tourism.

It is imperative for the state and private industry to plan an effective advertising strategy, and do it quickly. As other states have discovered, the longer you go without advertising, the more money it takes to catch up.

What does the future hold?

“Our newly appointed Executive Director is going around the state of Washington to see what things we need,” Kilday said. “WTA intends to hit the ground running.”

Let’s hope, for the sake of our industry and the thousands of people it employs, that WTA will succeed. 

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Restaurants taking a more prominent role at local markets Does your restaurant have what it takes to set up shop outdoors?

By Shawn Sullivan, contributing editor

American farmers markets trace back to July 1934 when a contingent of local farmers pulled their trucks onto the corner of Third and Fairfax in Los Angeles. With their freshly harvested produce displayed on their tailgates, customers quickly arrived to purchase fruit, vegetables and flowers.

Almost 70 years later, farmers’ markets now appear in almost every major city in the United States. What started as a way for local farmers to sell their products has evolved into large bazaars that include arts and crafts, fresh meat and seafood, baked goods and local restaurants.

Restaurants now engage these communities in one of two ways—sourcing menu items or direct sales. Restaurateurs who currently take part in direct sales at local farmers’ markets are reaping the benefits of higher sales volumes.

Todd Wagner, owner of Olympia-based Wagner’s European Bakery & Café, has maintained a booth at the Olympia Farmers’ Market for more than 10 years. “It’s not like running my regular business,” Wagner said. “I don’t have to draw in customers—the market does that. I just have to capture the customers’ attention when they are at the market.”

Having a booth at a local market has some potential issues depending on how it calculates the daily rent. “I pay rent based off a fee structure,” Wagner said. “It is based off of a flat, plus interest model. Once you meet minimum sales, it is based entirely on percentage. It is important to remember that business here is very different than operating a store front. ” Farmers’ markets across Washington also are seeing more restaurants source products from local vendors.

Restaurateurs are buying produce and meats from local markets to diversify their menu. As the cost of protein continues to skyrocket, finding an alternative source may be a way to keep restaurants from increasing their menu prices.

Almost all of the restaurants using locally sourced menu items, including WRA member Duke’s Chowder House, now cite the source of ingredients on the menu. It is a creative way to separate the company from its competition.

While featured items such as “Local Washington Coast Manila Clams”, “Alaska Bering Sea Cod”, and “NW Coast Dungeness” are currently on Duke’s menu, other restaurants such as Le Gourmand specify, “All of our produce, meats, game, poultry & fish are organically grown or sustainably wild-harvested & sourced locally.”

Wagner’s Marketplace Bakery is busy at lunchtime at the Olympia Farmers Market.

20 | www.WRAhome.com

Le Gourmand’s website discusses their reasons for offering locally sourced food. “We source only locally & organically raised ingredients for our kitchen,” Chefs Bruce and Sara Naftaly say on their website. “We enjoy the rewards of many years spent building ties with local farmers, foragers

and growers in order to bring to your table the very best, most flavorful ingredients the Pacific Northwest has to offer.”

According to one market vendor, seafood is the ingredient chefs source most often. Loki Fish Company bases its operations at local farmers’ markets or off their boat in a Seattle marina. Like most vendors at the market, they do not operate a store front.

“We have been in the local farmers’ markets ten or eleven years now,” Loki Fish manager Dylan Knutson said. “We would have to have a different business model if we did not have the farmers’ market. It is a big, core part of what our business is built around.”

Loki Fish Co. offers a variety of fresh caught fish from Washington and Southern Alaska. “We sell a lot of our Sockeye and Coho salmon to local restaurants, especially in the summer,” Knutson said. “A lot of our connections we’ve made are through chefs who have come by the farmers’ market and tried our salmon.”

Knowing when, where and how your protein got from the farm to your restaurant is another benefit of sourcing locally. “We have total control from when we get the fish to when it hits the market,” Knutson said. “You are seeing what you are buying, and meeting who you are buying it from. If there is a quality issue, you know where to go, what questions to ask, and know they are going to be accountable to their products.”

Restaurants are also starting to sell hot food. Any restaurateur interested in selling food at the local farmers’ market should talk to existing operators. Owners that have successfully navigated the tedious and problematic approval process are great sources for information.

Restaurants such as Gateway to India, Rolling Fire Artisan Wood-Fired Pizza and Lone Pierogi are located at various markets around the Puget Sound every week, and will gladly talk to you about their experiences.

While restaurants have sold hot food at farmers’ markets for several years, there is opportunity for growth. However, it is important to note several market managers restrict the quantity and type of restaurants. In Olympia, Wash., restaurant operators agree to five-year contracts, and all current vendors must sell the rights to a contract before another restaurant can open shop.

Managers at every market separate local restaurant menus into categories such as Mexican or Italian, then place a strict restriction of one category at each market. This is an attempt to ensure that every restaurant at the market can sustain profits and to limit competition.

If you are interested in offering your menu at a local hotspot, there are a few things to consider:

Make sure to offer a more streamlined menu that continued on page 23 September 2011 | 21

Safety, our first responsibility

By Lyle Hildahl, WRA Education Foundation director

As hospitality professionals, we have an obligation to provide safe food in a safe environment to the public we serve. Most operators take that responsibility seriously and make it a top priority. I would argue that safety “is” our number one priority. An injury or a food outbreak could shut us down.

My challenge to you is to make food and workplace safety front of mind. It starts with management serving as role models to the rest of the team.

As a former restaurant owner, I required my entire management team to take the ServSafe advanced food safety course. I framed their certificates and placed them in the lobby of the restaurant. I was marketing my restaurant as a safe place to eat. It also provided incentive for my managers to make safety front of mind. Many restaurant companies today require their managers to be ServSafe certified.

This is an excellent practice.

The WRA Education Foundation has provided ServSafe advance food safety training for many years. A majority of our ProStart high schools are teaching ServSafe, and all of the colleges and universities that have hospitality programs teach ServSafe. It’s very encouraging for our future leaders to have the knowledge and commitment to providing safe food right out of school.

The NRA ServSafe program is in its fifth edition, with new information to match the federal food code updates.

The commitment cannot stop, however, with a class and a certificate. The real work is making the principles of food safety habit-forming— to know and practice them without thought. That takes daily practice. Understanding the micro world of pathogens, viruses, bacteria, parasites and toxins; understanding contaminants 22 | www.WRAhome.com

2011

PASS IT ON

Toasting the Finest A CelebrAtion of SuCCeSS Lyle Hildahl, WRA Education Foundation director

and food allergens; understanding hazards in the flow of food through the operation; monitoring time and temperature; facilities and equipment; cleaning and sanitizing; integrated pest management; food safety regulations and management. There is a lot to know and practice, but it’s worth it.

One area of recent concern regarding food safety is the understanding of food allergies. I was having breakfast at a well-known restaurant last week and observed a family had mentioned to the server that their children could not have anything with eggs, milk or cheese. “Will that be a problem?” the mother asked the server. “I don’t think so, but I will check with management,” the server responded. The manager came out and assured the guests that many items on the menu would be safe, and he would be sure to personally follow up with the chef.

The WRA Education Foundation has partnered with Spot Check to provide an advanced food allergy certification program that is designed to train individuals on the primary food allergies and how to prepare foods with the proper equipment to ensure public safety. The training also covers how to train your staff on appropriate responses to a guest’s request for information on recipes and food preparation related to their food allergy. This training program should be available in the Fall of 2011.

We work in a great industry providing food, beverage and hospitality to our quests. Their confidence in us and willingness to spend money in our operations depends on knowing we will provide a safe and enjoyable experience. Make safety front of mind for all of your team members. 

A big thank you to all our sponsors and silent auction item donations. We couldn’t have done it without your contributions.

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Auction item donations Anthony D’Agnese, Bill Marvin, The Restaurant Doctor, Burgerclaim, Butler Valet, Cake the Bakery of Chaps, CI Shenanigans, Clothier and Head, Consolidated Restaurants, David Vail & Associates, Dexter Knives, DeLille Cellars, Duck Delivery of Washington, Elliott’s Oyster House, Elk Public House, Emerald Downs, Everett Golf & Country Club, Food Services of America, Garage, Gourmet Latte, Great Wolf Lodge, Green Mountain Coffee Co., Guy Fieri, Hill’s Restaurant and Lounge, Hotel Sierra, Kat Mayer, Libbey Glass, Mercer Tool, Metropolitan Grill, Moet Hennessey, North City Lumber, Nostalgia Captured, Oneida, Patterson Cellars, Pepper Bridge Winery, Picabu Bistro, Portland Trailblazers, Purple Café & Wine Bar, Rainier Golf & Country Club, RAM International, Ray’s Boathouse, Red Lion Hotel Pasco, Redmond Inn, Ride the Ducks Seattle, Rival Rubs, Santiago’s, Seattle Seahawks, Seattle Sounders, Silver Cloud Hotel, Silverwood Theme Park, South Fork Public House, TableCraft Products, Tacoma Rainiers, Tutta Bella Neapolitan Pizzeria, Waddell’s Pub, Washington Athletic Club, WSU College of Business, School of Hospitality Business Management, Wing Dome, Vollrath

continued from page 21 will allow for heavy volumes and quick turnaround.

Customers at farmers’ markets have a lot less patience and demand faster service.

The price of admission is typically a set fee or percentage of sales (typically six to 10 percent of gross receipts), whichever is higher. That fee can range from $7 to $25 per day, which may not include an annual membership fee. It is important to understand the margins based on these fees. The fee assessed on your restaurant depends entirely on sales, so prices at the market will most likely be higher than in the storefront.

If you sell less than a certain dollar amount, you still owe the minimum daily fee. “I have been lucky to never have experienced the other side,” Wagner said.

Make sure to talk to current restaurateurs operating at the local market. Your restaurant must fit into a different category than any existing booth at that particular location. You must also provide a detailed list of ingredients to the market manager. This needs to include all menu items you intend to sell because failure to list every ingredient may result in fines or lead to the revocation of your space.

Lastly, remember to think about the equipment

necessary to offer your menu. Several locations—in fact, most—do not offer power or running water.

You must have an external power source to operate refrigerators or freezers. You may also need different equipment for cooking, which may require additional power generation or gas. Grills, ovens and deep fryers must meet market standards prior to use, so make sure to understand the requirements before purchasing any equipment.

Setting up shop at your local farmers’ market comes with some risk. You will most likely need additional equipment and labor, and bad weather may drastically impact sales.

However, the rewards of offering a modified version of your menu could potentially generate considerable revenue.

Contact your local farmers’ market today and investigate your options—you may find they need your restaurant. If so, ask them to help you get started. 

Golf FORE! Education Thank You to all our sponsors for making this event a success!

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September 2011PM| 23 8/30/2011 6:40:00

NLRB overrides employer concerns, mandates new workplace poster

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Restaurant Association reports Despite strong and widespread concerns from the business community, the National Labor Relations Board announced in late August that beginning in mid-November it will require nearly all private sector employers to post a new federal workplace notice detailing employees’ rights under the National Labor Relations Act to organize unions.

The mandate to post the new 11” x 17” poster will take effect Nov. 14, 2011, the agency says. Failure to post the notice could constitute an “unfair labor practice” under

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the National Labor Relations Act. The NLRB says it will not initiate enforcement action on its own for an employer’s failure to post a notice but could investigate cases based on complaints by employees or other parties.

The National Restaurant Association and more than 30 state restaurant associations filed comments with the NLRB in February objecting to the proposed poster mandate, noting that the mandate was another example of how an activist NLRB was taking steps to make it easier for unions to organize businesses. The proposed mandate would also create a new source of litigation for trial attorneys, the NRA noted in February.

The NLRB says it will make posters available starting Nov. 1, 2011. Employers will be able to download the poster from the NLRB site or order it from an NLRB office.

Read the NLRB’s here http://wra.cc/nrlb082511 and Q&A on the new mandate. Stay tuned for further analysis from the NRA on the poster requirement.  24 | www.WRAhome.com

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INDUSTRY CALENDAR

Visit www.WRAhome.com/calendar for a full list of events.

Training | Meetings | Events | August & September Events

Meetings

Oct. 5

Sept. 13

Member Services Committee Meeting

Oct. 11

Spokane Chapter Meeting

Sept. 13

Spokane Chapter Meeting

Oct. 12

MSC Sub-Committee Meeting

Sept. 20

Finance Committee Meeting

Oct. 18

Finance Committee Meeting

Sept. 27

Board Development Meeting

Oct. 25

WRA Board of Director’s Meeting

Sept. 27

Government Affairs Committee Meeting

Oct. 26

EF Board of Director’s Meeting

Oct. 4

Executive Committee Meeting

Seattle Restaurant Alliance Morning Mixer

Training Sept. 13 Sept. 15 Oct. 4 Oct. 10 Oct. 17 Oct. 17

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Pepsi Beverages Company Kristen Snider 2300 26th Ave S Seattle, WA 98144-5339 714.240.6649 kristen.snider@pepsico.com Pepsi provides products, platform and service to support its category of beverages.

Restaurant Tech, Inc. Todd Edman 132 E Broadway Ste 536 Eugene, OR 97401-3176 541.430.6861 todd@waitrainer.com www.waitrainer.com

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CONSULTING AND BUY/SELL SERVICES 25 Year CPA and former restaurant owner can help you increase your bottom line, improve efficiency, plan an exit strategy and provide selling or buying services. Affiliated with business brokerage/intermediary firm of William E. Pearsall, P.S. Excellent references. Certified QuickBooks ProAdvisor. Call Jean Klein (206)795-4443. www. smallrestaurantspecialist.com

SELLING OR BUYING?

Thinking about selling or buying an existing restaurant, or adding a new location? Call Allan Boden, Sunbelt restaurant specialist at 206.229.4717, or email a.boden@sunbeltnetwork.com. Sunbelt has been serving clients since 1982 with offices nationwide. http://seattle1.sunbeltnetwork.com

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CONSULTATION, PLANNING, AND CONCEPT DEVELOPMENT

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The National Restaurant Association, Council of State Restaurant Associations, 40 state restaurant associations — including the Washington Restaurant Association — and Heartland Payment Systems® have joined forces to upgrade the crucial business services of every restaurateur. Full Course Business SolutionsSM — an exclusively endorsed suite of payments products and services — does just that, helping you reduce expenses, enhance operations and increase profitability. Our offering will grow as the industry — and your needs — evolve.

Full Course Business Solutions Card Processing • Gift Marketing • Payroll Services • Check Management To learn more about how this movement can help revolutionize your restaurant, visit GoFullCourse.com and call 866.941.1HPS (1477) x150. © Copyright 2010 National Restaurant Association. All rights reserved. © 2010 Heartland Payment Systems, Inc.

Ask the Expert | Restaurant Profit Coach

By the minute: Getting your lunch rush down to a science

By Rick Braa, CHAE

Q:

In the past I would fill my dining room twice through lunch.

Now, I’m lucky to get one full turn per day. What can I do differently to rebuild those lost sales?

A:

Unless you’re a destination restaurant, lunch is dependent on speed, “crave”, value and convenience.

Focus on speed first, the others we’ll address in a future column.

The guest may spend 15-20 minutes consuming the meal.

Add approximately 20 minutes for the restaurant to perform and the guest experience will be 35-40 minutes.

Let the guest ask you to slow down not hurry up.

In analyzing door-to-door lunch sales, those that perform at the highest level are those with swift service in every area.

The guest is typically on a schedule during lunch so it is important to keep the guest moving, but not rushed, unless they are coming to the restaurant for a leisurely lunch.

Follow and measure these standards for the guest:

The leadership team of your restaurant should measure every one of these timings. Post the expectations for each area and make sure the staff is held accountable to meeting standards. If you don’t hold the staff accountable every single time you grant “silent approval”. Actively managing the floor and the guest experience is the #1 job of management including metrics and the staff of the kitchen, front desk, bar, bus and servers. Providing and collecting ongoing feedback is the goal of all management interaction.

Seated within one minute.

Greeted at the table and solicited with drinks within two minutes of being seated.

Food order taken two minutes later when the drink is

delivered. The average consumer spends 109 seconds with the menu, so they will have had the proper amount of time.

Food order placed in less than one minute from taking the order.

Food delivered in 10-12 minutes from ordering (apps should be 5-8 minutes, soup/salad within two minutes).

Check back with the table one minute later (two minutes is too long).

Ensure the item tastes great with the proper temperature and makes the guest SMILE. It’s way too easy to catch a guest with a mouthful and not measure the level of enjoyment. After all, ecstatic satisfaction is ALL that matters.

After the entrée, and hopefully a quickly served dessert, the guest check is presented within one minute of meal completion.

Check is closed out within one minute of the presenting payment. This is the Achilles heel of the industry. Way too often the guest is held hostage to the server completing the transaction. Finish every table with the same vigor as it starts.

The table is cleaned and reset within two minutes.

There is nothing less attractive than dining in a restaurant full of dirty tables.

I spent time on a road trip traveling with the former COO of a 2,000 unit chain and we visited several locations. The restaurants were using a kitchen display system. Average ticket times per order were displayed on a digital sign above the kitchen line for all the staff to see. At one location she noticed the average timings were running about 12 minutes and 35 seconds, the COO offered to step back on the line and get the timings back to the company internal standard of 12 minutes. Of course, the kitchen staff was aghast and promised to bring the timings into line and by the end of lunch had done so into the 11 minute range.

Tolerating ticket times beyond standard is unacceptable for a leader. The lesson learned from this COO was speed kills competition and lack of speed kills business.

Let the guest ask you to slow down not hurry up.

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Provided your food creates “crave”—that is, the restaurant is known for something fantastic, your price/value is properly aligned where the guest feels the price charged matches the value of the product served, and the location is convenient, improving speed will build lunch sales to desired levels. 

“A delicate, well-balanced Prosecco, showing a good blend of baked apple, sour lemon and grapefruit, with a lightly creamy mineral texture on the palate.

Medium froth, with some body and a pleasant lemon and mineral finish.�

Wine Spectator

90 Points

Proudly sponsored by: TM

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