FSR February 2024 by WTWH Media LLC

NO. 122

FULL-SERVICE RESTAURANTS : SETTING AMERICA’S TABLE

NEXTGEN STEAKHOUSES

DRINKS AND A SHOW

SIMPLIFYING FOOD COSTS

SNOOZE’S BREAKFAST DREAM ®

THREE-TIME

CHOPPED

CHAMPION CHEF REENVISIONS A KEY CULINARY EXPERIENCE

the

WALK-ON’S WAY BRANDON LANDRY & CHRIS DAWSON ARE PROPELLING THE NEXTGEN BRAND TO NEW HORIZONS

IDAHO® RED POTATOES

IT ALL STARTS WITH AN

IDAHO POTATO ®

ROSAS DEL CAMPO Chef Micole Rivera Suarez | Nova Southeastern University - Chartwells

CONTENTS 26

FSR February 2024 No. 122

WALK-ON’S HAS GROWN ITS FOOTPRINT TO MORE THAN 80 LOCATIONS WITH A ROBUST DEVELOPMENT PIPELINE AND AVERAGE UNIT VOLUMES OF NEARLY $5 MILLION.

26 The Walk-On’s Way Founder Brandon Landry and CEO Chris Dawson are propelling WalkOn’s Sports Bistreaux to new horizons while staying true to the NextGen Casual concept’s team player mentality and Louisiana roots. C HEF S & IN G R ED IEN T S

11 Reimagining the Staging Experience Three-time “Chopped” Champion chef Evan Hennessey is reenvisioning the way internships work for young chefs, starting at his restaurant, Stages at One Washington, while also challenging traditional tasting menus.

16 The NextGen Steakhouse of the Future Contemporary steakhouses like Carversteak, Miami’s Prime 54, and EPIC Brands’ Son of a Butcher are blending tradition and innovation while cutting any pretentiousness, thanks to a growing emphasis on evolved design elements and more diverse menus. L I Q U ID IN T EL L I G EN C E

TAYLOR OLIVER / ANTHONY MAIR

21 Drinks and a Show

16 F S R M AG A Z I N E .CO M

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From smoke-filled bubbles to shareable cocktails served in a mini Ferris wheel with sparklers, restaurants like Farmer’s Table, The Goat, Bourbon Steak Nashville, and 618 Restaurant are creating over-thetop, show-stopping beverages that offer guests an element of entertainment, interaction, or surprise.

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CONTENTS

FSRmagazine.com February 2024 No. 122

EDITORIAL EDITORIAL DIRECTOR

Danny Klein

dklein@wtwhmedia.com

40 FIR S T CO U R SE

7 Shaping a Steakhouse Empire Industry icon George McKerrow, who opened the first LongHorn Steakhouse in 1981 and co-founded Ted’s Montana Grill in 2002, shares insights on cultivating a pioneer mindset.

8 The Power of LTOs

A new study from Circana shows the impact of limitedtime offerings on consumers’ desire to visit or return to restaurants, plus the long-term value for brand perception.

SNOOZE, AN A.M. EATERY / PINSTRIPES

FSR EDITOR

37 A Guide to Simplifying Food Cost YOUR TAKE Your restaurant

will always have a new obstacle for you to overcome, but food cost is something you can conquer with the right formula, price, and timing.

ON THE RISE What started

as a stack of pancakes and a dream from brothers Jon and Adam Schlegel has transformed into nearly 70 locations of upscale breakfast and brunch concept Snooze, an AM Eatery.

QSR EDITOR

Ben Coley

bcoley@wtwhmedia.com

ASSOCIATE EDITOR

Sam Danley

sdanley@wtwhmedia.com

B R A N D E D CO N T E N T S T U D I O DIRECTOR OF THE BRANDED CONTENT STUDIO, FOOD AND HOSPITALIT Y

Peggy Carouthers

NATIONAL SALES DIRECTOR

Eugene Drezner

919-945-0705 edrezner@wtwhmedia.com NATIONAL SALES MANAGER

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919-945-0712 adobsovic@wtwhmedia.com NATIONAL SALES MANAGER

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ASSISTANT EDITOR, BRANDED CONTENT

CUSTOMER SERVICE REPRESENTATIVE

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BEHIND THE SCENES Christine

ART DIRECTOR

DESIGN Erica Naftolowitz

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LinkedIn.com/company/ FSR-magazine Instagram.com/FSRmagazine Facebook.com/FSRmag Twitter.com/FSRmag

A L S O IN T HI S I S SU E 4E ditor’s Welcome 39 Advertising Index

Greg Sanders

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919-945-0714 erichards@wtwhmedia.com

40 Making Power Moves Ferris, former director of marketing for True Food Kitchen, is bringing her expertise to Pinstripes—a growing ItalianAmerican bistro concept with bowling and bocce that recently went public.

GROUP PUBLISHER

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B AC K O F H O USE

35 Two Brothers’ Breakfast Dream

Callie Evergreen

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SALES & BUSINESS DEVELOPMENT

2023 NATIONAL GOLD AWARDS: FRONT COVER (PHOTO), BEST USE OF COLOR NATIONAL SILVER AWARD: BEST USE OF TYPOGRAPHY 2016 MAGAZINE OF THE YEAR TOP 10 AWARD 2015 MAGAZINE OF THE YEAR

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2017 BEST FULL ISSUE FOOD & BEVERAGE 2013 BEST DESIGN, NEW MAGAZINE 2013 BEST FULL ISSUE, FOOD SERVICE/HOTEL

F S R M AG A Z I N E .CO M

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Welcome

Shoot Your Shot

Callie Evergreen EDITOR

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cevergreen@wtwhmedia.com FSRmag @FSRmagazine

On the Cover This month’s cover of Walk-On’s Sports Bistreaux’s Brandon Landry and Chris Dawson was captured by commercial and food photographer Taylor Oliver. Taylor focuses on building a strong brand identity for clients through true-to-color and vivid images. She has a passion for food, portrait, and lifestyle photography and understands the importance of dynamic images for social media and digital marketing. To learn more about Taylor, visit tayrexcreative.com and follow @tayrex.creative on Instagram.

CALLIE: HOLLY FRITZ / TAYLOR OLIVER

I’VE ALWAYS LOVED SAMPLING, whether I was trying out different sports, college majors, or small plates at restaurants. My dad made sure I had decent hand-eye coordination, and I sampled softball, soccer, and basketball before realizing that singing and dancing in my high school’s competitive showchoir was more my speed. Looking back, I admire my boldness in trying basketball for the first time my freshman year when most of my peers had been playing for quite a while by then. Like in sixth grade soccer where I scored on my own team by accident, basketball also proved to be harder than playing the HORSE game with friends. Yet, there’s something to be said for the notion of just trying something, even if you end up being bad. It’s a similar mentality that spurred Brandon Landry, a former Louisiana State University walk-on basketball player, to open the first Walk-On’s Sports Bistreaux in September 2003 in a 9,500-square-foot space with 300 seats, and a menu with over 100 items. “We were not good operationally in the beginning,” Landry admits. But now, the concept has grown to more than 80 locations with a robust development pipeline and average unit volumes of nearly $5 million. Read how Landry, CEO Chris Dawson, and the rest of the Walk-On’s team are expanding while staying true to the NextGen Casual’s team player values and Louisiana roots on PAGE 26. In this issue, you’ll find stories of how restaurants are creating showstopping cocktails to appeal to consumers’ desire for entertainment while dining (plus something worthy of TikTok or Instagram) on PAGE 21. Chef Evan Hennessey, a three-time “Chopped” champion, walks readers through his journey of dropping out of art school and becoming a dishwasher, to graduating Le Cordon Bleu top of his class and eventually owning his own restaurant, Stages at One Washington, where he’s revamping the classic internship experience most young chefs go through at the start of their careers (PAGE 11). And, speaking of changing the game, learn how NextGen steakhouses are blending tradition with innovation while cutting pretentiousness and the “boring atmosphere” on PAGE 16. On PAGE 35, read how two brothers grew tired of Denver’s breakfast scene, so they set out to create what became Snooze, an AM Eatery—which has grown to nearly 70 locations and counting. Meanwhile, former True Food Kitchen executive Christine Ferris is bringing her restaurant expertise to Pinstripes, the 15-unit bowling and bocce Italian-American bistro concept that recently went public (PAGE 40). Sticking with the sports theme, Michael Jordan once said: “I can accept failure; everyone fails at something. But I can’t accept not trying.” He also said, “I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games ... I’ve failed over and over and over again in my life. And that is why I succeed.” In other words—keep shooting your shot.

F S R M AG A Z I N E .CO M

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First Course

ADOBE STOCK

George McKerrow opened the first LongHorn Steakhouse in Atlanta in 1981 at a time when the city had few choices in casual dining.

Shaping a Steakhouse Empire BY CALLIE EVERGREEN

Industry icon George McKerrow shares insights on cultivating a pioneer mindset. F S R M AG A Z I N E .CO M

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LIKE SO MANY IN THE RESTAURANT BIZ, George McKerrow got his start washing dishes and bussing tables at 16 years old. He was supposed to go to law school following his college graduation, but he got another restaurant job instead. “My father came down and said, ‘what do you think you’re

doing?’ I said, 'I’m making a lot of money, having fun, and I’ll go to law school next year.' Well, 50 years later, I’m still in the [restaurant] business,” McKerrow said at the inaugural FSR NextGen Restaurant Summit. McKerrow cut his professional teeth at Victoria Station, a California-

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First Course based steakhouse chain that shuttered after financial difficulties. He became a regional manager there in 1981 before he was introduced to a “honky tonk saloon” in Texas called Hoffbrau Steak & Grill House. “We brought a similar concept [to Atlanta] and called it LongHorn Steaks on Peachtree Road, on a 40-mile-anhour curve with a one-way drive lane and a yellow front bookstore. It took off from there,” he says. “We took the company public in 1992, and I retired in 2001.” What was once just an idea in McKerrow’s mind has grown to more than 560 locations. As of 2023, LongHorn Steakhouse generated more than $2.5 billion in sales, and is now owned and operated by Darden Restaurants, which is also the parent company of Olive Garden, Yard House, and more. “I’m really proud of the brand. Darden has had it since 2007,” he says. “It has become really an insti-

tution in the casual-dining steakhouse business.” But McKerrow’s retirement didn’t last long. Soon enough, he was cofounding another Old West-style steakhouse chain—this time known for its burgers and chops made from sustainably sourced bison. It started because McKerrow followed the journey of CNN founder Ted Turner, who purchased his first ranch in Toston, Montana, in 1986. “They tried to launch the bison business and frankly, it failed," McKerrow said. "Great ranching, but never came to market successfully, so bison ranchers were going broke left and right.” That’s where his industry expertise came into play. McKerrow approached Turner and said, “I think if you want to introduce it to America's table, you're gonna have to do it through a restaurant that features high-quality preparation of bison. It's a difficult product, cooks slow

and low, and a lot of people had bad experiences with it.” The idea was a gourmet, upscale bison burger place, so the duo designed and opened the first Ted’s Montana Grill in January 2002 in Columbus, Ohio. Today, the Atlanta-based concept has expanded its footprint to nearly 40 restaurants across 16 states. The Turner bison herd now spans 14 ranches comprising about 45,000 bison, and the worldwide bison count has nearly doubled. “Twenty-two years later, I’m proud to say we accomplished our four goals,” McKerrow added. “One was to save the great American bison, two was to help the bison ranchers be successful, three was to create a market for Ted's family and future generations to own these beautiful pieces of property that he'd acquired, and number four was to create a restaurant company that was profitable.”

THE POWER OF LTOs W restaurant concepts looking to grow, the human desire for novelty

hile having a clear consistent brand identity is vitally important for

shouldn’t be underestimated. A new study found that 91 percent of consumers say they’re more likely to visit a restaurant chain if they provide limited-time offers (ltos) or new items, according to Circana, which analyzed more than 30 unique LTOs across its database.

OTHER KEY FINDINGS INCLUDE:

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» LTOs generate enthusiasm across all consumer segments and foster interaction among existing, more frequent buyers » As heavy buyers naturally fade, LTOs emerge as tactical approaches to maintain engagement and boost spending » Leveraging nostalgia by bringing back menu items that were once discontinued is a key element in the success of LTOs » While LTOs are temporary, the impact they make on brand perception lasts long after the offer concludes

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CULINARY INSPIRATION AND STORIES FROM INDUSTRY TRAILBLAZERS MENTIONED IN THIS SECTION STAGES AT ONE WASHINGTON SOB STEAKHOUSE CARVERSTEAK PRIME 54 • • •

• • •

Chefs & Ingredients

Reimagining the Staging Experience

DANI SYKES PHOTOGRAPHY

CHEF EVAN HENNESSEY LIKES TO COOK OUTSIDE THE BOX, LIKE A SAVORY-STYLE BROWN BUTTER MISO ICE CREAM COMPLEMENTED WITH CAVIAR, WHICH SURPRISED GUESTS WITH LAYERS OF SWEET, SAVORY, SALT, AND ACID.

BY CALLIE EVERGREEN

Three-time “Chopped” Champion chef Evan Hennessey is reenvisioning culinary internships. F S R M AG A Z I N E .CO M

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EVAN HENNESSEY NEVER CARED MUCH for following notions of a “correct” life path or traditional norms. Though he once wanted to be an animator for Disney and went to art school after high school, he changed directions once he realized everything was going digital and he couldn’t simply draw with a pencil or pen, so he ended up as a prep cook and dishwasher. “If you’re a chef and haven’t been a dishwasher at some point,

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CHE F S & ING RE DIE N T S CHE F PROFILE

VINNY MARINO OF ETHOS , ABLE CREATIVE

then you shouldn’t probably go back and which is how his art background blends Though he wanted it to be a tastinglearn to crawl again,” Hennessey quips. into the mix. menu-only establishment, to ease guests “I really enjoyed the adrenaline of A native of Dover, New Hampshire, into the experience, he began with a prix the kitchen; I really loved the camara- Hennessey started as an intern at a res- fixe menu so people would still have a derie of it,” he continues. “I decided that taurant 10 minutes away from his home- couple choices. “You have to get them I wanted to go to culinary school because town. “In a year and a half, I was their used to where choices are restricted, and I wanted to make it a career, not just a chef, so that’s kind of a little nod to the the food style is very different,” he notes. job, and that was kind of a defining sen- cap of, put your head down and work Hennessey and his brother, Jared, tence for me.” hard, which is definitely one of my big- opened Stages at One Washington in Hennessey graduated at the top of gest mantras,” he adds. “Work as hard as Dover in March of 2012, serving prohis class at Le Cordon Bleu at the Atlan- you can, soak up as much as is possibly gressive New England cuisine featuring tic Culinary Academy in 2001, then out there, and you will succeed.” an array of locally foraged ingredients went looking for restaurants that were When it came time for Hennessey to while drawing inspiration from around “extremely creative, their plating style was create his own restaurant concept, he the world. Today, the 11-course tasting very artistic, their creativity was more wanted to break down the wall between menu serves 36 guests on Thursdays, cutting edge and less traditional,” he says, the dining room and the kitchen, so he Fridays, and Saturdays, with an avercreated a chef’s counter to serve guests age guest check of $250 per person. more intimately, with the elements of Hennessey also likes to cook outside home cooking but with higher refinement. the box; for example, he made a savorystyle brown butter miso ice cream complemented with caviar and candied celery leaves, which surprised and delighted guests with “layers of sweet and savory and salt and acid, and it’s like the progression of food just contin-

CHEF EVAN HENNESSEY

“CHOPPED” EXPERIENCE IN THREE WORDS? Intense, amazing,

and humbling.

MUSIC TO COOK TO? Vivaldi, Chopin, and funky beatcentric digital DJing. VINNY MARINO OF ETHOS , ABLE CREATIVE / STAGES AT ONE WASHINGTON

FAVORITE CULINARY LOCATION?

Italy.

WHAT WOULD YOU BE IF YOU WEREN’T A CHEF? Mountain

guide or working at a wolf sanctuary. FAVORITE INGREDIENTS AT THE MOMENT? Oysters, seaweed,

wild herbs, and mushrooms. WHAT ARE YOUR DOGS’ NAMES?

Isa, Ellie, and Huck (short for Huckleberry). 12

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IN HENNESSEY’S REIMAGINED STAGING PROGRAM, CHOSEN CHEFS WILL WALK AWAY WITH 50 PERCENT OF THE PROFITS MADE ON THE EVENING THEIR MENU IS SERVED TO GUESTS.

F S R M AG A Z I N E .CO M

1/12/24 11:38 AM

DANI SYKES PHOTOGRAPHY

“A lot of traditional tasting menus are this gigantic build up, this crescendo going up to the apex of the entree, the big heavy course, and then they just drop you in the world of sugar. And I hate that. I’ve always been against that lack of connection between those two sections of the menu.” F S R M AG A Z I N E .CO M

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CHE F S & ING RE DIE N T S CHE F PROFILE two sections of the menu.” vado of trying to do all this, and so we “We were trying a food style-wise that were able to start initiating that trust nobody around here had done, so we are factor right at the beginning.” indeed asking a lot of our guests and our That bravado and back-and-forth community to trust us,” he says. “I was experience with guests helped when very lucky that I did walk into this with Hennessey appeared on “Chopped” for a bit of a resume that backed up my bra- the first time in 2018, and walked away with $10,000. Within two weeks of the episode airing in May, Stages was booked for the next few months. “It just went boom, and it was insane,” he recalls. Since then, the chef has become a three-time “Chopped” champion, and seeks to leave a lasting impact on the next generation of chefs—which is why he’s reimagining the staging or internship experience. “A lot of times as a stage, you get to watch service or pick herbs or chop whatever the most meaningless thing is, so your role in the organization is quite small, if not insignificant,” Hennessey explains. “This program is going to flip that and I want to empower this person and show them how important they are to us as a little team at Stages.” Chefs will apply via an online form WHEN IT CAME TIME FOR HENNESSEY TO CREATE HIS OWN RESTAURANT CONCEPT, HE and four chefs will be selected to particWANTED TO BREAK DOWN THE WALL BETWEEN THE DINING ROOM AND THE KITCHEN, ipate in each quarter in 2024 to develop SO HE CREATED A CHEF’S COUNTER TO SERVE GUESTS MORE INTIMATELY. and execute a multi-course tasting menu with Hennessey, which will then be presented to guests. Similar to a typical staging program, the experience will be unpaid, however, the select chefs will receive a fully complementary menu tasting at Stages on the very first day of the program and will walk away with 50 percent of the profits made on the evening where the guest chef’s menu is available to the general public. “Not only does the stage not (usually) have that opportunity, but most cooks and chefs don’t have that opportunity to actually sit down with the guests and discuss and talk about their idea, how they arrived at that, what they thought their challenges and successes were, and then to hear the immediate feedback and watch the reactions of our guests,” he says. “The drive and the want to learn for younger cooks is absolutely out there, 100 percent,” Hennessey adds. “That’s my job as the mentor, to find and cultivate that young, hopeful prodigy.”

VINNY MARINO OF ETHOS , ABLE CREATIVE (2)

ues,” he says. “A lot of traditional tasting menus are this gigantic build up, this crescendo going up to the apex of the entree, the big heavy course, and then they just drop you in the world of sugar. And I hate that. I’ve always been against that lack of connection between those

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CHE FS & ING RE DIE N T S NOW SE RV ING

Beyond the T-Bone BY SAM DANLEY

CARVERSTEAK BREAKS DOWN BARRIERS WITH A PLAYFUL SPIRIT, LIKE PRESENTING AKNIFE BOX TO STEAK EATERS EMBELLISHED WITH “CHOOSE YOUR WEAPON.”

WITH WHITE TABLECLOTHS, tuxedo-

clad waiters, and small menus that never changed, steakhouses were once the epitome of formality. They were reserved for those special occasions where guests dressed up and enjoyed a T-bone steak and their choice of baked or mashed potato. That experience is evolving into something more lively and engaging, thanks to a growing emphasis on innovative design elements and more diverse menus. “There’s been a trend over the past few

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years, across all restaurants, but especially in steakhouses, to move away from what people would consider pretentious,” says Yavonne Sarber, founder of Epic Brands, parent company of Son of a Butcher (sob) steakhouse. “That means being forced to act a certain way, look a certain way, say certain things, and spend a certain amount of money.” SOB offers USDA prime cuts, wagyu, caviar, and shaved truffles along with fresh seafood and scratch pasta—everything you’d find in a traditional steak-

ANTHONY MAIR

NextGen steakhouses are blending tradition and innovation while cutting any pretentiousness.

house, minus the “boring atmosphere,” she says. The north Cincinnati restaurant doesn’t hold back on decor. Eclectic murals and museum-worthy artwork cover every inch of the walls, chandeliers hang from the ceiling, and faux animal fur drapes the back of chairs. Guests can even climb up on saddles at the bar or strike a pose in a bathtub at the entrance for that perfect Instagram moment. “The consumer wants to be part of the experience now, so taking pictures and F S R M AG A Z I N E .CO M

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Our Bavarian Pretzel Bites are on track to be one of the most profitable products for menus everywhere. A delightful taste, these bites have the versatility to fit on any menu and be served in every daypart. Oh, and they’re good at making customers smile.

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ANTHONY MAIR

NEXTGEN STEAKHOUSES HAVE A LIVELIER VIBE THAN GUESTS MIGHT EXPECT, AND THAT’S ON PURPOSE. THE TREND IS MOVING AWAY FROM STUFFY PRETENTIOUSNESS.

F S R M AG A Z I N E .CO M

1/17/24 12:56 PM

NOW SE RV ING CHE FS & ING RE DIE N T S

ANTHONY MAIR / JEFF GREEN PHOTOGRAPHY

posting to social media is one way to mesan cream instead of the usual heavy strategize around that. How can we take encourage that,” Sarber says. “Ultimately, potatoes and creamy cheddar sauce. At something familiar and make it better? it’s about making it fun for people.” SOB, playful appetizers like the “Mil- What ingredients are we using? How are Carversteak at Resorts World in Las lion $ Deviled Eggs” with sweet and spicy we preparing it? How can we play with Vegas doesn’t take itself too seriously, bacon, pickle, and gold leaf add a touch those classic flavors?” either. Whether it’s the wine list embel- of whimsy. When it comes to the center of the lished with rap lyrics and quotes from Miami’s Prime 54 steakhouse is put- plate, Prime 54 encourages guests to famous comedians, or the knife box pre- ting a contemporary spin on steakhouse share steaks with their table and explore sented to steak eaters embellished with staples, too. Executive chef Michael the different cuts of meat that are cooked the words “choose your weapon,” the restaurant offers a livelier vibe than guests might expect from a high-end steakhouse. “It’s definitely not pretentious, and it’s definitely not stuffy,” says Steve Geddes, vice president of food and beverage operations at Carver Road Hospitality, the group behind Carversteak. “The playful, funny wine list helps people relax and go, ‘Okay, it’s just wine. I don’t need to feel intimidated.’ The ‘choose your weapon’ tableside presentation is a cool way to have a little bit of theatrics, while also giving guests a better steak knife than they’re going to get anywhere else. We get a lot of comments about little details like that, because they really help break down barriers for people.” The menu features dry-aged American steaks from artisan beef producers and Japanese-certified wagyu steaks, alongside some classic preparations of other steakhouse staples. “It can be easy to get a “It can be easy to get a little too crelittle too creative and end ative and end up losing the connection up losing the connection with your guests, so we started with with your guests, so we the iconic dishes that you’d expect in a started with the iconic steakhouse environment,” Geddes says. dishes that you’d expect in “The culinary creativity comes in with some of the more unique entrees that a steakhouse environment.” give the restaurant a more diverse, international feel.” He points to lobster en croûte, a whole Maine lobster with a puff pastry Paley says dishes like the grilled Japa- on a wood-burning grill in the restaushell accompanied by red pepper cognac nese sweet potato with charred jalapeno rant’s open exhibition kitchen. cream, as an example. There’s also a sour cream—his riff on a baked potato— “We want to push toward sharing variety of raw bar selections, like scal- and jumbo lump crab cake with tarra- instead of just coming in and having lop crudo and yellowtail sashimi, and gon beurre blanc showcase the kitchen’s your individual filet,” Paley says. “We like a handful of vegan-friendly selections. commitment to updating classic flavors. to offer larger cuts that people can share, Sides and appetizers also provide “I think there’s an opportunity for and then they can explore some more an opportunity to break from tradi- chefs to create a unique experience just appetizers and sides. The cost of meat tion. Highlights at Carversteak include by reimagining what’s on the menu with is high, and menu prices are high, so I wagyu cheese steak bites and Korean fresh ingredients,” he says. “I came up in think there’s something to be said about glazed pork belly, plus potato gratin à la minute kitchens, where everything menu design and how you absorb the made with thin-sliced potatoes and par- was made to order, so we really try to sticker shock of what you’re charging.” F S R M AG A Z I N E .CO M

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TRENDS AND CREATIVE APPROACHES TO SPIRITS, WINE, AND BEER. MENTIONED IN THIS STORY BOURBON STEAK NASHVILLE 618 RESTAURANT FARMER’S TABLE THE GOAT • • •

• • •

Liquid Intelligence MIXING INNOVATION WITH ENTERTAINMENT, RESTAURANTS ARE CREATING OVER-THETOP COCKTAILS TO DELIGHT CUSTOMERS, FROM SMOKEFILLED BUBBLES TO DRINKS SERVED ON A ROTATING FERRIS WHEEL WITH SPARKLERS.

Drinks

Show ADOBE STOCK

AND A

BY KRISTEN KUCHAR

Show-stopping cocktails are taking center stage to indulge guests. F S R M AG A Z I N E .CO M

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IT’S NO SECRET that having a thoughtful, carefully curated cocktail menu can greatly enhance the restaurant dining experience. Lately, many restaurants are kicking it up a notch and creating over-the-top, show-stopping cocktails

that not only offer a delicious drink, but an element of entertainment, interaction, or surprise. At Bourbon Steak Nashville, the most popular cocktail is an engaging spectacle for guests: a tableside smoked Old

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LIQ U ID IN T E LLIG E NCE

BOURBON STEAK BY MICHAEL MINA

Fashioned. This distinctive offering was bartenders to talk about bourbon and famous duck fat fries, and Johnston crafted to add an element of novelty to also explain the preparation process; finds guests come in knowing they just the menu. The decision to present this the cocktail is fat washed with trimmed have to order the tableside Old Fashclassic cocktail in a fresh, interactive fat from A5 Wagyu steaks. Johnston ioned they heard a friend talk about. manner stems from the restaurant’s says this adds a smokey, beefy, juicy “People come for the experience, the emphasis on bourbon and the Old Fash- element to the Old Fashioned. A5 Fat show, that’s part of it,” he says. ioned’s status as the favorite cocktail Washed Blanton’s Bourbon is combined The establishment also features other among patrons. And this one brings with sugar and Angostura bitters, then dynamic tableside cocktails, like a sinthe bar experience directly to the din- smoked with hickory smoke. gle-barrel Mint Julep accompanied by flamed cinnamon, or a Manhattan BOURBON STEAK enhanced with a flaming orange zest. NASHVILLE’S TOPThe team of cocktail enthusiasts SELLING DRINK IS THE TABLESIDE SMOKED at 618 Restaurant located in New JerOLD FASHIONED, sey are also giving people a show when WHICH IS FAT WASHED FROM A5 WAGYU it comes to cocktails. It’s about being STEAKS. memorable and exceeding expectations, says hospitality manager Corinne Miller. Guests are entertained by various cocktails with unique presentations, like drinks topped with a smoke-filled bubble mimicking scoops of an ice cream cone, served in a skull topped with a flamed orange, or shareable cocktails served in a rotating Ferris wheel with lit sparklers. These over-the-top cocktails offer an element of surprise. “We want to engage our guests and give a one-of-a-kind experience that is unique to them,” Miller says. “The reactions we elicit are what fuel the creative flame for us to continue to find more new and innovative ways to ‘wow’ our guests,” she continues. Besides “wowing” customers in-person, 618 Restaurant is captivating social media with their creative concoctions, with 17,000 followers on Instagram. “The reality is we taste with our eyes “It’s the interaction...The ability to entertain the guest not first, and social media gives us the opportunity to draw more followers and only visually, but talk through what the process is, what fans into our establishment,” she adds. makes it unique, flavor profiles, textures.” Restaurants across the country are also opting to entertain guests with an over-the-top Bloody Mary cocktail. ers with the cocktail prepared tableside Johnston notes that this educa- The simple celery sticks and olives have and then smoked live, says AJ John- tional aspect, combined with the enjoy- evolved to elaborate garnishes piled high ston, general manager at Bourbon Steak ment it brings, adds a layer of value to in glasses—grilled cheese, donuts, tater Nashville. the experience (the cocktail is priced at tots, sliders, shrimp, and more inven“It’s the interaction,” Johnston $45). Guests benefit from the additional tive toppers. explains. “The ability to entertain the experience of engaging with the mixoloTake the Barnyard Bloody Mary at guest not only visually, but talk through gist, rather than merely having a drink Farmer’s Table in San Diego, Califorwhat the process is, what makes it placed before them. nia, for example, where a giant pitcher unique, flavor profiles, textures.” The drink is one of the most men- of Bloody Mary that serves four is loaded The experience allows knowledgeable tioned items in reviews, along with the with enough food to be a meal itself. The

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FARMER’S TABLE

LIQ U ID IN T E LLIG E NCE drink is adorned with more than 15 lic relations for Formula Marketing ple are always searching for the newest ingredients including barbeque-drizzled (which represents Farmer’s Table), says thing that stands out. bacon, Andouille sausage, grilled corn, the exaggerated number of good restauFarmer’s Table’s Barnyard Bloody mozzarella, bacon-wrapped shrimp, rants across the county has raised the Mary “provides guests with that enterpickled vegetables (jalapeno, cauliflower, bar and elevated guests’ expectations for tainment and memorable experience,” carrot), blue-cheese stuffed olive, toma- when they go out to eat. “People go out, says Urteaga. “We strived to create a toes, chorizo, lemon slices, celery, lettuce, not only to satisfy their hunger, but to drink that was visually shocking in order and, not to be missed, an entire whole- walk away with a positive and memora- to provide the wow-factor, while still creroasted chicken. ble experience; to be well-fed and enter- ating a blend of flavors so extreme that Fernando Urteaga, director of pub- tained,” Urteaga says, adding that peo- harmoniously work together.” The drink was rated by The Food NetTHE BARNYARD BLOODY work as one of the “Most Over the Top MARY AT FARMER’S TABLE Bloody Marys in America,” and has garIS LOADED WITH MORE THAN 15 INGREDIENTS nered similarly positive media praise. INCLUDING BARBEQUE“The exposure has been a game-changer DRIZZLED BACON, ANDOUILLE SAUSAGE, for us,” Urteaga says, noting that the resGRILLED CORN, PICKLED taurant has become a “must-visit” for VEGGIES, AND MORE. both locals and tourists when visiting San Diego. The drink has also attracted a lot of attention on social media, with guests often excited to post the eyecatching concoction to their feeds. “That initial exposure piques guests’ interest, and their curiosity prompts them to check out our menu and the rest of our selection of unique dishes and drinks,” Urteaga says. The color-changing cocktail at The Goat in Ohio is the one appearing most on social media. A mix of vodka, housemade simple syrup, and butterfly pea tea is the base drink, but guests are given a shot of freshly squeezed lemon juice on the side, giving the experience of pouring it in and watching the color change. “Guests really enjoy trying something they can engage with; even though the ingredients are super simple, it is very refreshing and tasty,” says Haley Wagner, business development manager at The Goat. “Once one person orders it, it will be ordered by other guests around them who see the cocktail in action.” Guests have come in before even looking at the menu, asking if the color-changing cocktail is available. A show-stopping cocktail offers multiple advantages; it generates interest and buzz on social media, captivates patrons in the restaurant, and spreads through word-of-mouth. It also provides extra value for the customer and, most importantly, delivers a memorable and entertaining experience for guests.

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WA LK- ON ’ S FORMER NFL QUARTERBACK DREW BREES BECAME A PARTNER IN WALK-ON’S IN 2015 AFTER VISITING THE NEW ORLEANS LOCATION AND FALLING IN LOVE WITH THE BRAND. SINCE THEN, THE CONCEPT HAS ATTRACTED MORE INVESTMENTS FROM NOTABLE ATHLETES.

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WA LK- ON ’ S

WALK-ON’S WAY

the

BRANDON LANDRY

CHRIS DAWSON

CHRIS DAWSON TALKS ABOUT JOINING WALK-ON’S SPORTS BISTREAUX like someone finding religion. Everyone loves an underdog story, and that’s one reason the sports bar intrigued Dawson—because he had never heard of the brand before. “When I looked at all the components that Brandon had put together, I could not believe or understand why, for somebody who had been in the hospitality industry, how did I not know about something as incredible as what Brandon founded,” says Dawson, who became CEO in June 2023. “I dug more into the story, and it attracted me to want to join the brand to share this news with more people.” It all started when Brandon Landry and Jack Warner decided to earn their spots on the Louisiana State University

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WALK-ON'S SPORTS BISTREAUX / TAYLOR OLIVER (2)

BY CALLIE EVERGREEN

Walk-On’s founder Brandon Landry and CEO Chris Dawson are propelling the sports bar brand to new horizons while staying true to the NextGen Casual’s team player mentality and Louisiana roots.

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WA LK- ON ’ S basketball team, trying out without a scholarship or any guarantee in the late ‘90s. “I played seven minutes my senior year, so I figured I probably wouldn’t go play in the NBA making money playing basketball,” Landry explains, but he didn’t think of it as a setback. Doodling on a plane napkin on the way home from a game, Landry and Warner began dreaming up a plan for a sports bar with upscale food made from scratch inspired by Louisiana and Cajun roots, with an extensive bar program featuring unique cocktails and beer selections, and, most

ness, nor did he,” Landry admits. “He ber seven; an SBA banker out of Lafayand I started waiting tables and grill- ette, Louisiana,” he continues. “I’ll never ing and frying, bartending, you name forget it.” it—everything we possibly could over The first Walk-On’s opened over those few years.” 20 years ago in September 2003 in a The next tricky part was securing 9,500-square-foot space with 300 seats, funding. Banks turned the dreamy-eyed and a menu with over 100 items. “We pair away at first, only seeing two kids didn’t buy a franchise, we didn’t buy and figuring they’d probably fail to pay systems or processes … everything was back a loan. “Everybody loved the idea, thrown against the wall to see what but the restaurant business in itself is sticks,” Landry says. “So we were not risky and [especially] to young, inexpe- good operationally in the beginning. rienced operators, that just wasn’t going We were your prototypical college bar.” to work,” he says. The quality of food and consistency

WALK-ON'S SPORTS BISTREAUX (2)

WALK-ON’S MENU HAS SOMETHING FOR EVERYONE, FROM CLASSIC BAR STAPLES TO SOUTHERNINSPIRED EATS AND HEALTHIER OPTIONS.

“People down here, they don’t eat to live, they literally live to eat... We just started really concentrating on the products we bought, how we produce them, and how we execute them … that was really a turning point for us.” importantly, a “walk-on mentality.” “Thinking about being a walk-on, it’s a Barely out of their teenage years, the player that plays for the true love of the duo pitched the idea in an entrepreneur- game; you’re not rewarded a scholarship, ship class at LSU, where a supportive you’re probably not going to see much professor helped them develop the con- playing time, but you’re an integral part cept and form a realistic business plan. of the team, and being a walk-on is knowIn the meantime, Landry and Warner ing your role and understanding that just started working in different restaurants because you don’t play in the game, you in the area, trying to get as much hands- can still help the team win,” Landry says. on experience as possible in preparation That mindset is what pushed them for launching a restaurant of their own. to keep trying until the seventh bank “I didn’t grow up in the restaurant busi- they approached said yes. “Lucky num-

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of service struggled in the beginning, and they quickly learned they needed to make improvements if they wanted any chance of paying back their debt. They began implementing changes to the system with the helpful advice of consultants, with the goal of trying to incrementally get 1 to 2 percent better. “All of a sudden 10 years in, you’re 20 percent better,” he says. While the “walk-on mentality” is at the core of the brand’s philosophy, its point of differentiation became attention to detail when it came to food. “People down here, they don’t eat to live, they literally live to eat,” Landry adds. “We just started really concentrating on the products we bought, how we produce them, and how we execute them … that was really a turning point for us.” F S R M AG A Z I N E .CO M

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WA LK- ON ’ S

“Walk-On’s will be a 500-plus unit brand. The next few years are about leadership and building a world-class infrastructure to support our franchisees as we scale.”

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only to the franchise, but to the city and what he did for that city after Katrina,” Landry says. “I think what Drew did at a pivotal time for us as we decided to grow is he gave us instant credibility.” Brees’ investment in the parent company spurred interest from other athletes who lined up to be a part of the Walk-On’s brand, like NFL Dallas Cowboys quarterback Dak Prescott, Jacksonville Jaguars running back Travis Etienne, sports commentator Scott Van Pelt, and more. “These bigger names out there that have just fell in love with our brand by being a guest and being friends of ours, it really helped spark our growth and interest as we grow throughout the country,” Landry adds.

ment pipeline and average unit volumes of nearly $5 million. Since receiving an investment from private equity firm 10 Point Capital in 2020, the brand has almost doubled in size, and is on pace to open 20 to 25 new locations per year. “Walk-On’s will be a 500-plus unit brand. The next few years are about leadership and building a world-class infrastructure to support our franchisees as we scale,” shared Scott Pressly, Managing Director of 10 Point Capital, when Dawson was appointed as CEO. “Chris joining the brand underscores our commitment to investing in support of this growth.” Formerly of Driven Brands, Dawson initially helped establish the Take 5 Oil Change brand before rising to his most recent role of multi-brand president, leading the more than 1,500-unit ENTERING A NEW ERA OF GROWTH Paint & Collision vertical. Prior to that, What started as the classic business he was a CiCi’s Pizza franchisee, then the dream on a napkin has evolved to more director of new unit growth at Denny’s. than 80 locations with a robust develop“I love to entertain people inside my

WHILE INTERNATIONAL INTEREST IS GROWING, WALK-ON’S IS FOCUSED ON FILLING OUT THE REST OF THE U.S. AND ENSURING FRANCHISEES ARE HAPPY AND PROFITABLE FIRST.

TAYLOR OLIVER

They opened a second Walk-On’s in 2008, then a third in 2011 in Lafayette, which became their highest-volume restaurant yet, garnering $7 million per year. But it was the next store in New Orleans that really changed the game, because that was the location where former New Orleans Saints quarterback Drew Brees walked in and decided he wanted to become a partner and invest in the emerging brand in 2015. “We weren’t actively searching for a celebrity or athlete,” Landry says. “He called me one day and of course growing up a Saints fan, I was pretty shocked that I’m on the phone with Drew Brees … he said, ‘If I were ever to create my own [sports bar], I don’t think I would change a thing. You’ve already done it. I love the story.’” Brees joined the Saints after Hurricane Katrina hit, “and there’s a reason why they call him ‘Breesus Christ’— because he was kind of a savior, not

F S R M AG A Z I N E .CO M

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WA LK- ON ’ S

WALK-ON'S SPORTS BISTREAUX

“We have prided ourselves on being a very food-forward concept...Sports bars don’t have the type of cuisine that we have, and that’s been a point of differentiation for us, so it’s a fine line.”

WALK-ON’S ORIGINAL MENU HAD OVER 100 DISHES, WHICH HAS SINCE BEEN NARROWED DOWN TO ABOUT 60.

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WA LK- ON ’ S

WALK-ON'S SPORTS BISTREAUX (2)

home and inside restaurants, so to be there’s great operators out there, but onions, bell peppers, jalapenos, sweet back in the hospitality world and have they don’t always know each other,” adds chili glaze, and an Asian sesame vinaiaccess to be able to take care of so many Landry. “A big point of emphasis with our grette; sweet chili Atlantic salmon with people across the world—it’s been in my team right now is developing a match- green beans; or the lemon butter chicken blood and my DNA, and I’m invigorated maker program that we can marry the with grilled chicken breast, lemon butto be back in this industry,” Dawson says, two and form great partnerships so we ter, corn grits, and broccoli. Walk-On’s adding his insights and learnings from can grow the right way.” also pays homage to its Southern roots the automotive world will translate to Dawson also plans on using guest with dishes like chicken and sausage leading Walk-On’s because both lean so insights to help value engineer the menu, gumbo over rice; fried catfish; Bayou heavily into using data to drive decisions. which has gone from over 100 items to Pasta with crawfish cream sauce and Dawson’s experience as a franchisee about 60 offerings. “We’re going to rely fried shrimp; Cajun Ribeye with handhelps him think from a prospective own- far more on consumer research and cut 12-ounce blackened ribeye and garer’s perspective. Though, his current pri- data, and we’re going to remove our- lic butter, loaded mashed potatoes, and ority is building out the c-suite to sup- selves from the opinion-based busi- green beans; and Crawfish Etouffee port current and new franchise growth, ness and use the data including roles in marketing, IT, devel- to educate us on what opment, and finance. “Today, the most our guests want from important aspect of my job is building us and provide that,”

THE BRAND HAS ALMOST DOUBLED IN SIZE TO 80 LOCATIONS AFTER A PRIVATE EQUITY INVESTMENT IN 2020.

out the right leadership team around me to ensure that we’re moving this business forward and properly and taking care of our franchisees to the best of our ability,” he says. Yet, he clarifies they won’t rush to fill positions with the wrong candidate. “We’re going to make sure that it’s somebody who understands our Walk-On’s culture is a franchisee-first mentality,” says Dawson, which also applies to prospective franchise owners. “It’s the matchmaker program we’re trying to implement now. What we’ve seen over the years is there’s plenty of money and money guys out there, and

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Dawson notes, “but under no circumstances will we ever sacrifice the quality or the roots of this menu and what got us to where we are today.” Walk-On’s serves classic bar staples like boneless wings in a variety of sauces, and hand-battered fried pickle chips, but also more unique starter bites like waffle cheese fries with jack cheddar, bacon, and banana peppers; Boudin Balls, a fried spicy pork sausage and rice blend; and farm-raised fried alligator. Guests wanting healthier options can order the seared ahi tuna salad features mixed greens with cabbage, tortilla strips, avocado, edamame, carrots, red

smothered in a butter roux over rice. “We have prided ourselves on being a very food-forward concept,” Landry adds. “Sports bars don’t have the type of cuisine that we have, and that’s been a point of differentiation for us, so it’s a fine line. You have an understanding of what got you here, but also, as you welcome multiple franchisees out there, we’re making sure we’re supporting them the best way that we possibly can so they can be profitable.” While international interest for the concept continues to grow, the team is focused on filling out the U.S. and ensuring franchisees are happy. “We’re always going to be open to all conversations. At the end of the day, our goal is to have a Walk-On’s available to anybody that wants to visit,” Dawson says. “But today, right now, we’re domestically focused. We have plenty of white space to fill in the upcoming months and years … we’ll open as many as we can, but we’ll do it in a manner that’s smart and healthy.” F S R M AG A Z I N E .CO M

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On the Rise BY SATYNE DONER

Two Brothers’ Breakfast Dream

SNOOZE, AN A.M. EATERY

What started as a stack of pancakes and sheer belief has transformed into nearly 70 locations of Snooze, an AM Eatery. JON AND ADAM SCHLEGEL have built a reputation for big breakfasts and a clear conscience. Since 2006, brunch spot Snooze, an AM Eatery, and its “Snoozers”—an affecESTABLISHED: tionate name for its staff— 2006 have been growing from coast COFOUNDERS: to coast with its eccentric menu Jon and Adam offerings and acts of commuSchlegel nity service. HQ: Denver, It all started with a pancake CO in 2006. Jon and Adam SchleTHE SCHLEGEL BROTHERS ELEVATED CLASSIC BREAKFAST WITH A ROBUST UNITS: 67 gel grew tired of the Denver SPREAD OF COCKTAILS, BENEDICTS, OMELETS, TOSTADAS, AND MORE. breakfast scene; legacy players like Denny’s and IHOP offered a quint- crafting dishes with a creative flair, Jon goes towards something greater than essential menu, but they envisioned and Adam took their brunch concept a just pancakes or profit. something unique and more person- step further with high sourcing stan“A lot of those [core values] took root able. Adam genuinely believed he could dards, community programs, and sus- with the founders back in 2006,” says Bill change the world through a stack of pan- tainability initiatives. These “breakfast Long, chief financial officer at Snooze. cakes, and thus, Snooze A.M. was born. beliefs” take the form of donating 1 per- “Today, we’re alive and well, and continuThe Schlegel brothers took a clas- cent of sales back to the community, coming to improve upon them every day.” sic breakfast menu and flipped it on its posting and recycling 90 percent of waste, Long has seen the brand grow from head with a robust spread of cocktails, and responsibly sourcing ingredients. 13 locations to 67 and counting. One of pancakes, benedicts, omelets, tostadas, The rising chain’s “Snooze Approved the things he loves most about Snooze is and “plant power” vegan offerings. To Food Guidelines” set its own standards, its commitment to going beyond a transthis day, fan favorites include the signa- going above and beyond to ensure meals actional dining experience, something ture pancake flight and pancake of the are made with cage-free eggs, antibiotic that brings people joy and excitement. week, as well as rotating seasonal offer- and hormone-free meats, and made He says he wears his Snooze t-shirt ings like the vanilla cranberry cosmopol- without over 86 “offenders” including everywhere—the airport, around the itan and carbonara breakfast pasta. The artificial flavors, sweeteners, and syn- town, and in cities where there are no chain is also known for its extensive non- thetic dyes. locations open yet. alcoholic mocktails and barista counter, Throughout the years, Snooze has “People just walk up to me, and they boasting a little something for everybody. donated millions of dollars to charitable always want to tell me a story of when While Snooze differentiates itself by causes, ensuring its nationwide growth they visited Snooze,” Long says. “You can F S R M AG A Z I N E .CO M

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On the Rise to encourage a family-like atmosphere. Since 2006, Snooze has carved itself into a niche where it can roll out three to four menus a year on a seasonal basis, tapping into the trends of both the season and the broader food space. The brand has been playing around with its drink menus, particularly in the nonalcoholic drink area. “We like to be innovating on both the food and drink side, but even in terms of coffee and lattes,” Long says. “It helps our seasonal menus and gives people something to gravitate towards … and another reason to visit.” At 67 locations, 3,000 employees, 10 states and growing, Snooze is located from coast to coast and moving full steam ahead. As it expands, the internal company mantra is to “grow together,” creating a platform for community servitude and being an employer of choice for underrepresented communities who cannot find what they are looking for in the restaurant space. This platform allows Snooze to actively make a difference in the markets it moves into. For example, in a market like San Antonio where composting is not readily available, the brand is committed to making strategic partnerships to lead those initiatives and become a pioneer within those communities. As the brand expands into more cities, managers are given the option to transfer locations if they are looking to move closer to home or go on a new journey in their career. It is another testament to Snooze’s love for its Snoozers. Overall, Long believes the breakfast customer service that draws people in concept’s success is found in filling essento try a stack of pancakes (or two), Long tial gaps within the industry, from cresays. Once they are inside, guests begin ative menus to a sustainable ethos and to learn about the dedication the brunch responsible growth. And it shows; he says chain has to its people and community. every time a new location opens, hunThe eatery offers employees many dreds of people flock to the restaurant’s benefits, ranging from unlimited dance Instagram page to shout out cities where parties to discounts on pancakes. More- they wish a Snooze would open next. over, the Snooze Compass Foundation “What we bring is a different, fresh allows employees to consider donating view to growth within the industry,” a dollar or two from every paycheck to a Long says. “For us, it’s all about continucollective rainy-day fund. This fund aims ing to create a platform to meet people to help Snoozers if a family crisis occurs where they are and bring the Snooze or whenever they need it most, and helps experience to them.”

SNOOZE, AN A.M. EATERY (3)

AT 67 LOCATIONS, 3,000 EMPLOYEES, 10 STATES AND GROWING, SNOOZE IS LOCATED FROM COAST TO COAST AND MOVING FULL STEAM AHEAD.

sense there’s something special about the brand … people immediately light up when you ask them what they think about it.” Long believes guests may not seek out Snooze specifically for its sustainability or sourcing standards, but those points of differentiation allow the brand to attract and retain staff, who are truly dedicated to the brand. “Because our Snoozers are so attached to our brand, they’re creating an experience for our guests,” Long shares. “And then our beliefs become something in which our guests get to explore and understand as they become more avid users of Snooze.” Outside of Snooze’s four walls, it is the quirky ambience and exceptional

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Your Take BY RYAN GROMFIN

A Guide to Simplifying Food Cost

ADOBE STOCK

Your restaurant will always have a new obstacle for you to overcome, but food cost is something you can learn to conquer.

FOOD COST IN YOUR RESTAURANT is controllable. While running a restaurant is a constant whirlwind of variables and challenges; your food cost is something that you can directly influence and manage and that is going to have a direct impact on the health of your restaurant. Too many times, operators overcomplicate this straightforward process. You have a million things going on and trying to perfect your numbers down to the penny only adds to that stress. If your restaurant has enough cashflow to hire An even simpler way is to calculate prices to hit food costs. My favorite (and someone to work on this, go ahead, but your entire restaurant’s food cost on a easiest) way to know what to charge is to if you’re busy running around operating weekly and monthly basis. Apply the determine your plate cost and multiply your restaurant, I’m here to show you that same formula to all food-related pur- that by three or four. This quick calcuthis doesn’t need to take a lot of your time. chases and sales. lation serves as a starting point for setIf you’re in the green zone, you’re ting your menu prices. The Formula good to go. But if your costs are creeping Then comes the important question— Figuring out your food cost is a sim- up higher than you’d like, it’s time to dig is this a price that my guest is willing ple formula: Purchases divided by sales deeper into why that’s happening. There to pay? equals cost of goods sold. The real chal- are five things I have my clients look at This is where you gauge the value of lenge comes in when you try to apply in their restaurant when costs are higher your offerings from the customer’s perthis to individual plates. You’re trying than they’d like: waste or spoilage, pur- spective. If the answer is a resounding to get the actual cost of each plate, jug- chasing, theft, design, and portioning. yes, that’s fantastic. Your job is done, and gling multiple recipes, dealing with flucA word of warning, if you try to attack you’ve found a price point that aligns tuating vendor prices, and compensat- all five of these problems at once you with your customers’ expectations. ing for inconsistent yields. won’t make enough of an impact on your But if it’s a no, it’s a cue to go back You don’t need a complicated spread- food costs because you won’t be able to go to the drawing board and work on the sheet or software to do this. I used to do deep enough. Choose one to start with. product, not the price. Perhaps you can it on scratch paper in my own restaurefine the dish, improve the quality, or rants. There is a free tool you can access The Right Price add extra value to make it more appealonline that will do that quick calcula- Some people ask about pricing menu ing to your guests. By focusing on the tion for you. items and whether they should raise product, you not only meet your food cost F S R M AG A Z I N E .CO M

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IF YOUR COSTS ARE CREEPING UP HIGHER THAN YOU’D LIKE, IT’S TIME TO DIG DEEPER INTO WHY THAT’S HAPPENING. LOOK AT WASTE, PURCHASING, THEFT, DESIGN, AND PORTIONING.

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1/12/24 11:23 AM

Your Take

ADOBE STOCK / THE RESTAURANT BOSS

BEFORE YOU CONSIDER RAISING PRICES, FOCUS ON REFINING YOUR PRODUCT BY IMPROVING THE QUALITY, OR ADDING EXTRA VALUE TO MAKE IT MORE APPEALING TO YOUR GUESTS TO ALIGN WITH CUSTOMER EXPECTATIONS AND WHAT THEY’RE WILLING TO PAY.

objectives but also keep your customers satisfied, ensuring their return and continued support of your restaurant. Don’t Make These Food Cost Mistakes Let’s clear up some common misconceptions that often trip up restaurant owners: 1. Labor is not part of food cost. It’s a separate labor cost. It does factor into your prime cost but it is NOT part of calculating your food cost. 2. Make sure you are not looking at your total sales or your total purchases. You must compare your food purchases to food sales. 3. Timing is everything—make sure you are comparing the right period. You might receive food on November 1, but pay the invoice 30 days

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there are tools available to simplify things, like clickBACON, which automates the process for you. But Aren’t I Supposed to Take Inventory? You’ve probably heard or concluded that taking inventory is essential for accurate food cost. Technically it’s true, but you have to determine if the juice is worth the squeeze. Even the simplest inventory systems are going to cost you at least $500 per month and add 30–40 hours a month onto your already busy schedule. Is it really worth the effort to discover that your food cost is 1 percent higher than you originally thought? If you’re a smaller independent restaurant (my rule of thumb is less than fove units doing less than 10 million per year) OR you’re wearing a lot of different hats as the operator, it’s just not going to be worth it. Taking Charge of Food Costs Your restaurant will always have a new obstacle for you to overcome, but food cost is something you can conquer. Remember, it’s not about complexity, RYAN it’s about control. GROMFIN Now you know the common pitfalls to avoid so you can focus on calculatlater. If you’re calculating last week’s ing your food cost, establishing the right food cost, you must use the invoices menu prices that guests are happy to pay, from the week it arrived, not when and you have a few tools at your disposal. the invoice was paid. It may not be the sole factor, but con4. Make sure you are only including trolling your food cost is critical to the food. Just because it came from your success of your restaurant. Keep striving main food supplier doesn’t automat- for excellence, streamlining your operaically classify it as food. Sauté pans, tions, and exceeding your guests’ expecchemicals, to-go containers, clean- tations. ing supplies—these are all examples of things that don’t belong in the food category of your purchases. Ryan Gromfin is a business coach, 5. There is no “right” or “good” food speaker, accomplished chef, restaurateur, cost number. There’s no one-size- and founder of TheRestaurantBoss.com, fits-all industry standard. While clickBACON.com, and ScaleMyRestaulower is better, you can’t just assume rant.com, and author of Make It Happen. that any food cost over 30 percent is He is the most followed restaurant coach bad. It all depends on your unique in the world helping restaurant owners circumstances. and operators increase profits, improve Calculating your numbers may seem operations, and scale and grow their confusing or challenging at times, but businesses. F S R M AG A Z I N E .CO M

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Advertising Index BelGioioso . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 877-863-2123 belgioioso.com/foodservice Ghirardelli . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 888-402-6262 www.ghirardelli.com/professional Idaho Potato Commission . . . . . . . . . . . . . inside front cover 208-334-2350 www.idahopotato.com J&J Snack Foods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 800-486-8533 ext. 6130 www.Churros.com/ideas-guide Jayshree Seasoning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 352-429-1000 www.Jayshree.com

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FSRmagazine.com F EB R UA R Y 2 0 24

1/17/24 1:09 PM

Behind the Scenes

CHRISTINE FERRIS

ROLE: VP of Marketing BRAND: Pinstripes UNIT COUNT: 15 HQ: Chicago FOUNDED: 2007

BY CALLIE EVERGREEN

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Making Power Moves What first attracted you to Pinstripes? While the eatertainment category is growing and competition is surfacing quickly, no other brand can boast such an elevated culinary experience alongside gaming. Pinstripes is a best-in-class experiential dining and entertainment brand that combines timeless games like bowling and bocce with a madefrom-scratch culinary offering. After spending seven years honing my craft as director of marketing for True Food Kitchen, I became inspired by brands with such a large runway for growth. I knew I wanted to stay in the restaurant and hospitality industry, but was also interested in pursuing something that would challenge me in new ways. Can you share how your past experiences will help you in your role at Pinstripes? Smashburger provided me a lot of experience working with a brand that was growing incredibly fast; I opened more than 150 restaurants during my time there and developed a dialed-in playbook for opening restaurants

and growing sales quickly. I also directed the PR and social media strategies which allowed me to develop a deep appreciation for storytelling and brand building. When I joined True Food in 2016, it was one of 16 brands under the Fox Restaurant Concepts umbrella. Learning how to manage and tailor marketing strategies for multiple brands was a key learning for me. Any challenges you foresee? Although we’re pioneers in the dining-meetsentertainment category, there are more competitors clamoring for a share of consumer’s time and wallet. Our unique offering and continuous innovation allows us to remain at the forefront, but we remain hyper aware of what everyone in the space is doing. Our public transaction will allow us to expand our footprint more rapidly and will hopefully bring more national attention to our growing brand. As everyone in the restaurant industry knows… you have to change the wheels on the bus while also keeping the engine running (and not crashing while you’re at it).

SARAH HOAG PHOTOGRAPHY / PINSTRIPES (3)

With more than a decade in the restaurant and hospitality industry, Christine Ferris is making major moves. Formerly the director of marketing for True Food Kitchen—a wellnessfocused restaurant brand with nearly 50 locations—Ferris is bringing her expertise to Pinstripes, an Italian-American bistro with bowling and bocce. As the brand’s new VP of marketing, Ferris will help position the emerging eatertainment brand (that recently went public) as it expands. Ferris shares details on her backstory and journey to Pinstripes, learnings from True Food Kitchen and Smashburger, and more.

F S R M AG A Z I N E .CO M

1/12/24 11:23 AM

FEBRUARY / 2024

ADOBE STOCK / ANON

The last few years have been a roller coaster for the franchising industry as a whole, but restaurants have bounced back

from supply chain issues and labor shortages. Now, franchise brands of all types are demonstrating massive successes and are looking for enterprising new owners and operators to help them expand their national footprints. Learn more about a few of these growing brands here. F S R M AG A Z I N E .CO M

42 ANOTHER BROKEN EGG

54 PEACH COBBLER FACTORY

44 bb.q CHICKEN

56 PEPPER LUNCH

46 BONCHON

58 SAVVY SLIDERS

48 CICIS

60 SIP FRESH

50 THE HUMAN BEAN

62 SLIM CHICKENS

52 IHOP

64 VITALITY BOWLS RESTAURANT FRANCHISING F EB R UA R Y 2 0 24 41 RESTAURANT FRANCHISING | FEBRUARY 2024