To Our Loyal Followers,

Today’s headlines include: DNA test prove that Tom Brady is really only 25. The Rutgers University Football team is Ranked Number 1 by the Bowl Selection Committee. The Kardashians’ have left social media for good.  Maine, Massachusetts, New York, Pennsylvania, & Virginia, secede from the United States based on the USA view of Global Warming. States claim they have zero evidence of this particular phenomenon! President Trump agrees this is nothing but Fake News. President Trump also tweets that his tariff plan was sent on the wrong day. It should have gone Today!! This can mean only one thing; Today is April Fool’s Day. You won’t be fooled as you read the latest edition of American Recruiters Global Foodservice News. It is loaded with Real stories and updates on the Foodservice industry and is a must read to keep on pace with our rapidly changing environment.  Since this is April, the Big Show is only some weeks away; so, if you have not yet made your plans to be in the Second City, don’t be a fool. Now, is the time to make your reservations. There will be lots of real updates as we get closer to the show.  Hope you have a great April and were the pranker NOT the pranked!!

Craig Wilson

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This Is the Best Restaurant Chain in America

America’s highway exits are littered with recognizable restaurants like Cracker Barrel, Denny’s and IHOP. But let’s face it: An awful lot of these so-called “casual dining” chains fail to deliver a tasty experience. Some are overpriced; others serve terrible food. So which of these chains are really a good deal? I set out to come up with some answers. To start, I identified the pool of contenders: I wanted chains with over 100 locations nationwide that serve moderately priced food in a sit-down dining experience, with a wait staff. For the resulting 40 restaurant chains, I asked my MONEY colleagues to rate their recent dining experiences—and then ranked the top 25 chains by factoring in both the average cost of a dinner entree and the level of customer experience. As it turns out, MONEY staffers are tough critics. Some well-known chains like Applebee’s, Olive Garden and Red Lobster failed to make the cut at all, simply because their customer scores were too low. (And one staff member is very disappointed about where the Cheesecake Factory landed.) Here are the results: the top 25 casual dining restaurants for your money.

1. Steak n Shake

Average cost of a dinner entree: $4.39
Average MONEY staff rating: 3.4 (out of 5)

Founded in 1934 in Illinois, the name of this retro style chain says it all: “steak” stands for the brand’s premium “steakburger,” and the “shake” is for the hand-dipped milkshakes.

2. Bob Evans

Average cost of a dinner entree: $6.65
Average MONEY staff rating: 3.38

Headquartered in Ohio, this family-friendly Midwest comfort food chain is known for farm classics like the “Sunshine Skillet” (an open-faced omelet filled with sausage, home fries and shredded cheddar) and biscuits and gravy.

3. Waffle House

Average cost of a dinner entree: $5.04
Average MONEY staff rating: 3.27

Open 24/7, this Southern chain has become a cultural icon. Breakfast reigns supreme here, with favorites like hash browns (smothered & covered) and pecan waffles served all day.

4. Red Robin Gourmet Burgers and Brews

Average cost of a dinner entree: $10.53
Average MONEY staff rating: 3.38

This gourmet burger chain’s menu featuring over 45 different burgers and bottomless steak fries. As the chain’s famous commercial goes: Yuuummm.

5. Johnny Rockets

Average cost of a dinner entree: $9.15
Average MONEY staff rating: 3.27

Still bringing its brand of California cool to guests, Johnny Rockets (founded in 1986) treats diners to 1950s-themed decor, complete with mini jukeboxes at the tables.

6. Buca di Beppo

Average cost of a dinner entree: $14.73
Average MONEY staff rating: 3.83

This classic Italian chain serves family-style meals on red-checked tablecloths.

7. Cici’s Pizza

Average cost of a dinner entree: $6.09
Average MONEY staff rating: 2.5

An all-you-can-eat pizza buffet, Cici’s has almost 450 locations in 33 states. Don’t forget to save room for their dessert pizza and rich brownies.

8. Buffalo Wild Wings

Average cost of a dinner entree: $11.43
Average MONEY staff rating: 3.6

Buffalo Wild Wings (also sometimes known as “BW3”) is the place for three things: wings, beer, and sports. The chain is famous for its Buffalo-style wings, in particular its “Blazin’ Challenge”: Eat a dozen extremely hot chicken wings in six minutes, and you’ll get a T-shirt and your photo on the Wall of Fame.

9. Friendly’s

Average cost of a dinner entree: $8.56
Average MONEY staff rating: 2.92

Known for its homemade ice cream and spectacular sundaes, Friendly’s started in Massachusetts and has been around since 1935.

10. Cracker Barrel Old Country Store
    
    Average cost of a dinner entree: $8.19
    Average MONEY staff rating: 2.9

Both a shopping and dining experience, Cracker Barrel specializes in American comfort food and nostalgia. Its menu is full of favorites like country-fried steak and chicken and dumplings.

11. Perkins Restaurant & Bakery

Average cost of a dinner entree: $9.72
Average MONEY staff rating: 2.89

Started as a pancake house, Perkins still serves breakfast all day long. The chain is also known for its baked goods, pies in particular. (On Pie Society Mondays, diners can get a free slice of pie with any purchase of an entree.)

12. IHOP

Average cost of a dinner entree: $7.86
Average MONEY staff rating: 2.86

The International House of Pancakes says it “welcomes Breakfastarians with open arms.” IHOP also runs National Pancake Day, where the chain gives out pancakes while encouraging donations to charity.

13. Fuddruckers

Average cost of a dinner entree: $7.90
Average MONEY staff rating: 2.8

Billed as the “World’s Greatest Hamburgers,” this Texas-based chain ups the burger game by grinding the meat and baking the buns on-site.

14. California Pizza Kitchen

Average cost of a dinner entree: $14.21
Average MONEY staff rating: 3.38

Known for its iconic Original BBQ Chicken Pizza, California Pizza Kitchen has dozens of varieties of pizza, including those with gluten-free and cauliflower pizza crusts.

15. Denny’s

Average cost of a dinner entree: $9.74
Average MONEY staff rating: 2.63

Generally found near freeway exits, Denny’s is a family-friendly chain of diners open 24/7. The chain’s all-day breakfasts include the ever-popular Grand Slam breakfast (typically a combo of bacon, eggs, toast and hash browns).

16. Mellow Mushroom

Average cost of a dinner entree: $14.88
Average MONEY staff rating: 3.25

Tie-dye decor is the norm for this Atlanta-based pizza chain, and pizza names like Kosmic Karma and Holy Shiitake. While waiting for your pizza, munch on pizza bites serves with Pabst Blue Ribbon beer cheese.

17. Romano’s Macaroni Grill

Average cost of a dinner entree: $14.31
Average MONEY staff rating: 3.25

In recent years, this Italian chain has focused on its direct-from-Italy ingredients. But most patrons come back for the tables covered in white butcher paper (kids are encouraged to create masterpieces) and the complimentary rosemary peasant bread, served with olive oil and cracked pepper.

18. P.F. Chang’s China Bistro

Average cost of a dinner entree: $13.96
Average MONEY staff rating: 3.09

An Asian-inspired sit-down restaurant, P.F. Chang’s has more than 200 locations nationwide. You may see their entrees in the freezer section, but they say everything at the restaurants is made from scratch when you order.

19. Carrabba’s Italian Grill

Average cost of a dinner entree: $15.43
Average MONEY staff rating: 3.67

Each Carrabba’s location has a wood-burning grill. Many of the chain’s signature dishes like Chicken Bryan (chicken in a lemon butter sauce, topped with goat cheese, sun-dried tomatoes, basil) and Pollo Rosa Maria (chicken stuffed with fontina cheese and prosciutto) get a spin in the oven before heading out to diners.

20. Bonefish Grill

Average cost of a dinner entree: $19.75
Average MONEY staff rating: 4.2

The highest-rated restaurant by MONEY staffers, Bonefish Grill is a upscale seafood chain featuring a large menu of seasonal specials.

21. Texas Roadhouse

Average cost of a dinner entree: $14.10
Average MONEY staff rating: 2.83

Hand-cut steaks are the bread-and-butter of the Texas Roadhouse chain. Many diners, however, may be more familiar with the bucket of peanuts offered at every table—though there’s some debate as to whether you’re actually supposed to toss the shells on the floor.

22. Big Boy

Average cost of a dinner entree: $10.12
Average MONEY staff rating: 2.14

This longtime chain is now technically two operations, Big Boy and Frisch’s. They have almost identical menus, and share the rights to the original chain’s name and signature mascot: a chubby boy in red-and-white checkered overalls.

23. The Cheesecake Factory

Average cost of a dinner entree: $15.56
Average MONEY staff rating: 3.33

This chain has the most extensive menu (by far) of the chains MONEY reviewed—over 250 items. But make sure to save room for dessert; as the name suggests, these restaurants offer more than 50 different varieties of cheesecake.

24. Ruby Tuesday

Average cost of a dinner entree: $13.64
Average MONEY staff rating: 2.6

Ruby Tuesday edged out out similar chains like Chili’s and Applebee’s with a slightly higher MONEY staff rating. The chain, which serves up modern American cuisine, also runs frequent specials like free kids meals on Tuesday nights.

25. Chili’s Grill & Bar

Average cost of a dinner entree:$11.97
Average MONEY staff rating: 2.57

It may come as no surprise that this ubiquitous Tex-Mex chain started in Texas. Its extensive footprint includes locations inside some of the nation’s largest airports, including Chicago, Dallas, Orlando and Newark. How We Did It: MONEY evaluated 45 of the biggest casual dining chains in the U.S.—brands that had over 100 locations nationwide. Using sample menus on Ownthemeal.com, MONEY calculated the average cost of a dinner entree. Breakfast meals were included at establishments that serve all-day breakfast, while pizza prices were included for personal, small and medium pizza prices. Finally, staffers rated each restaurant based upon their recent dining on overall experience, quality of the food, service, and perceived value. Among the chains that didn’t make the top 25: Applebee’s, BJ’s Restaurant & Brewhouse, Chevys Fresh Mex, Dave & Buster’s, Golden Corral, Hooters, Joe’s Crab Shack, Lone Star Steakhouse & Saloon, LongHorn Steakhouse, Old Country Buffet/HomeTown Buffet, Olive Garden, Outback Steakhouse, Pizza Hut, Red Lobster, and TGI Fridays. America’s highway exits are littered with recognizable restaurants like Cracker Barrel, Denny’s and IHOP. But let’s face it: An awful lot of these so-called “casual dining” chains fail to deliver a tasty experience. Some are overpriced; others serve terrible food. So which of these chains are really a good deal? I set out to come up with some answers. To start, I identified the pool of contenders: I wanted chains with over 100 locations nationwide that serve moderately priced food in a sit-down dining experience, with a wait staff. For the resulting 40 restaurant chains, I asked my MONEY colleagues to rate their recent dining experiences—and then ranked the top 25 chains by factoring in both the average cost of a dinner entree and the level of customer experience. As it turns out, MONEY staffers are tough critics. Some well-known chains like Applebee’s, Olive Garden and Red Lobster failed to make the cut at all, simply because their customer scores were too low. (And one staff member is very disappointed about where the Cheesecake Factory landed.) – Source: Money Magazine.

McDonald’s Begins Fresh Beef Rollout

McDonald’s USA has begun its rollout of fresh beef that is cooked when ordered in all its Quarter Pounder and Signature Crafted Recipe burgers. The fresh beef is now available in approximately 3,500 restaurants and is set to be served in all participating restaurants in the contiguous United Stated by early May, the company said. McDonald’s first announced its plan to switch to fresh beef from frozen in March 2017. “The switch to fresh beef quarter-pound burgers is the most significant change to our system and restaurant operations since All Day Breakfast,” said Chris Kempczinski, president of McDonald’s USA. “Over the past two years, we have been listening to our customers and evolving our business to build a better McDonald’s. We are proud to bring our customers a hotter and juicier quarter-pound burger at the speed and convenience they expect from us.” All McDonald’s fresh beef quarter-pound burgers consist of 100% beef with no fillers, additives or preservatives, McDonald’s said. Quarter-pound burgers include the Quarter Pounder, Quarter Pounder with Cheese, Double Quarter Pounder and Signature Crafted Recipe burgers. The fresh beef is now available in restaurants in Atlanta; Charlotte, N.C.; Memphis, Tenn.; Miami; Nashville, Tenn.; Orlando, Fla.; Raleigh, N.C.; and Salt Lake City. Over the next month, additional markets will include Denver, Houston, Los Angeles, San Francisco and Seattle, with full rollout by early May. Additionally, McDonald’s is adding a new Signature Crafted Recipes sandwich to its lineup next month. The new Garlic White Cheddar recipe is made with a fresh beef, quarter-pound burger or chicken (Buttermilk Crispy Chicken or Artisan Grilled Chicken) and features garlic aioli, crispy garlic chips, a tomato slice, iceberg lettuce and white cheddar cheese all on a toasted artisan roll. The company said it plans to add other new Signature Crafted Recipes later this year. – Source: Food Business News.

Coffee Plant Open to the Public

Starbucks is opening up the doors of one its coffee farms to give the public a chance to see how it sources its beans. About 45 minutes from the Costa Rican capital of San Jose sits a nearly 600-acre coffee farm called Hacienda Alsacia. Starbucks purchased it in 2013, and has used it as a global research and development facility. The coffee giant tests disease-resistant trees and soil management techniques at the farm, while gaining an understanding of the challenges that coffee farmers face when producing the crop.

For those unable to take the trip, here’s a peek: Hacienda Alsacia. In March 2017, the company said it planned to develop a visitor center at Hacienda Alsacia. On Wednesday, Starbucks said it would finally open the 46,000-square-foot center to the public. For $25, coffee lovers can take a 90-minute guided tour, which includes coffee tastings, parking and a Starbucks bandana. That’s a lot of land. The expansive coffee farm is a whopping 240 hectares, or about 600 acres. It was purchased by Starbucks so that the company could learn more about how to deal with rising production costs, weather changes and diseases like coffee rust, a fungus that can destroy an entire coffee crop. About 97 percent of the world’s specialty coffee farms own less than 12 hectares of land, or about 30 acres, and have limited resources, According to Starbcuks. Hacienda Alsacia gives Starbucks a chance to create best practices for growing coffee and share that knowledge. CEO Kevin Johnson said that this is in the company’s best interest because it needs to ensure the future supply of quality coffee. It starts in the field. When Starbucks first purchased the farm in Costa Rica, it was in bad shape. While the brand had the funds to revitalize the land, it chose not to. Instead, it hired Victor Trejos to manage the farm and renovate it with the same approach to investment and planning that a traditional farmer would be able to do. “I can show them how we have been doing things,” Trejos said in a statement last year. “How we have been planting, how we fertilize, soil tests … And how they can do the same.” A look at the seeds. Hacienda Alsacia is home to a number of agronomists, specialists that research the best ways to produce and use plants. At the farm, Starbucks researches and develops hybrid trees that are bred to be resistant to diseases like the coffee rust fungus. The company grows tree seedlings on location that it can donate to farms that have had their harvests ruined by pests or diseases. Starbucks has already donated 30 million rust-resistant coffee trees and plans to distribute 100 million by 2025. Touring the farm. Those that visit Hacienda Alsacia will get a chance to see how Starbucks sources its coffee from the seed all the way to the cup. “This visitor center allows us to create a connection between the people that grow the coffee, the role our farm plays in helping to ensure their economic stability, and the stores that roast and brew it for our customers every day,” said Cliff Burrows, group president of Siren Retail at Starbucks, when plans for the visitor center were first announced. Nursery to café. The 90-minute tour includes a look at greenhouse nurseries, coffee fields, the wet mill, the drying patio and ends at a Starbucks cafe. The Hacienda Alsacia is an extension of Starbucks’ premium retail experiences, like its Roasteries and Reserve Bars. Executive Chairman Howard Schultz stepped down from his post as CEO of Starbucks to focus on creating destinations for coffee consumers. Sipping time. At the cafe, visitors can sip the coffee they have been learning about all day, and take in views of the farm. – Source: CNBC.

Noah’s Pulls the Wraps off Redesign

Noah’s New York Bagels has officially pulled the wraps off its first new restaurant in several years, providing a blueprint for new units and design elements for an ongoing remodeling program, president Tyler Ricks said. Noah’s, a division of JAB Holding Co.’s Einstein Noah Restaurant Group, opened the new 2,300-square-foot restaurant in Oakland, Calif., and introduced such new elements as a tap coffee and tea system and modernized colors. Noah’s also streamlined operations by introducing a new customer flow and payment format. “We have implemented a pay-first flow to our stores,” Ricks told Nation’s Restaurant News. “We used to have a terminal for ordering and a terminal for payment.” The new customer flow allows ordering and payment at one terminal. Noah’s plans to open four units this year that incorporate the new design, Ricks said. We’d only opened five new stores in 20 years for Noah’s, and now we’ll do five new stores and 15 remodels in one year,” he said. “This is a tremendously exciting time for the Noah’s brand.” Noah’s has 54 restaurants, all in California.

The Oakland prototype, which opened in Temescal Plaza in a location that formerly housed an independent delicatessen, is about 30- to 40-percent larger than older Noah’s restaurants, Ricks said. Future units will cover 2,300-2,500 square feet, compared with an average size of older units at 1,750-1,800 square feet. Seating will accommodate 25 to 40 customers, compared with 12 to 15 at older locations. Newer units will also include more electrical outlets and robust Wi-Fi for customers. But still at the heart of the design is food preparation. “We probably have 70 percent of the space in the middle of house and back of house for food prep and equipment,” Ricks said. “We have ovens and proofers. We could reduce the size of the footprint if we wanted to reduce some of the quality. But that’s the hallmark of who we are, and that requires more equipment in the back of the house.” The new prototype features wood floors and more muted colors than in older units, but the design remembers the brand’s heritage. “We’ve incorporated a lot of the Noah’s historical design elements, like the subway tile and the blue and white colors,” Ricks said. A new feature is a coffee and tea tap system. The Oakland location has six coffees and teas on tap. “It’s a focal point,” Ricks said. “It’s like a tap system you would find in a bar, but it has two cold-brew coffees and four cold-brew teas. You can sit at the counter as if you were in front of a tap system at the bar.” The draught system offers tea lattes; kombucha; and cold-brew green, black and nitro teas. The paint colors, artwork and furniture updates have been added to 11 older Noah’s units, and Ricks expects four more remodels to be completed by year’s end. Ricks, who served as chief marketing officer of Peet’s Coffee & Tea, another JAB Holding brand, moved to Noah’s in early 2016.

JAB Holding acquired Lakewood, Colorado-based Einstein Noah Restaurant Group for $374 million in September 2014. “We spent the first 12 to 15 months when I came on looking at the consumer research and positioning and the new concept,” Ricks said. “We’re now at the point where we’re opening the stores and doing the remodels.” Noah’s, which debuted in Berkeley, Calif., in 1989, has moved into catering and has grown off-premise revenue to between 22 percent and 23 percent of sales, Ricks said.  “It’s growing at about three times the rate” of sales at the stores, Ricks said. “We’ve tried to design the prep space and customer pick-up areas in mind.” Ricks said Temescal Plaza is in a gentrifying, up-and-coming area. “It’s kind of a hipster area in Oakland,” he said. The new prototype was produced with San Francisco-based Tesser, a design and branding firm that has worked with restaurants and foodservice companies including Wendy’s, Ben & Jerry’s, Chili’s Grill & Bar, Popeyes Louisiana Kitchen, Chuck E. Cheese’s and Sheetz. Tré Musco, chief creative officer at Tesser, said in a statement that the new design’s baking “theater” was important to the branding.  “It was important to highlight Noah’s visually engaging art of baking to remind customers that Noah’s bakes fresh bagels on site throughout the day, so we designed a baking area that showcased the artisan baking process,” Musco said. “By making the ovens visible through a glass window, customers can see the baker seeding, proofing and baking fresh bagels at each location.” Noah’s has been pleased with the customer reaction to the new design and remodels. “I believe it elevates the brand and cleans up the concept and the design,” Ricks said. – Source: NRN.

The Caribbean-Style Brand is Set for the Orlando Airport

Darden Restaurants Inc. is building the first airport location of its Bahama Breeze Island Grille brand. The Orlando, Fla.-based company, which also owns the more widespread Olive Garden, LongHorn Steakhouse and Cheddar’s Scratch Kitchen concepts, is constructing the first airport version of the Caribbean-style concept in the Orlando International Airport’s Terminal B. “Bahama Breeze is delighted to bring a taste of the islands to Orlando airport,” said Kristin Colville, spokesman for the Darden division, in an email. “The location of this newest outpost requires unique operating capabilities, so we’re partnering with HMS Host, one of the leading airport food service operators.”

Darden has worked with HMS Host and Hojeij Branded Foods for franchised U.S. airport units of its LongHorn brand. Orlando’s airport was the busiest in the state of Florida in 2017, growing 6.4 percent over the prior year and accommodating 44.6 million passengers, OIA officials said. The addition of Bahama Breeze is part of the Orlando airport’s efforts to upgrade its food and beverage section, the Orlando Sentinel reported. While Bahama Breeze remains the second smallest of Darden’s concepts, at 39 units as of Nov. 26, it has been growing slowly. It added three units in the past year, including a smaller 8,000-square-foot version that opened last May in Kissimmee, Fla. Bahama Breeze units have traditionally been larger, clocking in at about 10,700 square feet and 360 seats.

Darden first launched Bahama Breeze in 1996 and grew it to 22 units by 2002. After remaining stable at between 23 and 26 units, the division began to expand again in 2012. Bahama Breeze had 39 restaurants at the end of Darden’s second quarter on Nov. 26, putting it right behind Darden’s 42-unit Seasons 52 at and ahead of the 19-unit Eddie V’s. The full-service Bahama Breeze concept is designed as a Caribbean escape, with food, drinks and atmosphere found in the islands. Most lunch and dinner menu entrée prices at Bahama Breeze range from $7.50 to $30. In fiscal 2017, the average Bahama Breeze check was $28.50 per person with alcoholic beverages account for 23.8 percent of the brand’s sales. For the second quarter, Bahama Breeze’s same-store sales were up 2.5 percent. Darden’s profit in the quarter increased 6.5 percent to $84.7 million, or 67 cents a share, up from $79.5 million, or 64 cents a share, in the same period last year. Darden’s second-quarter sales were up 14.6 percent to $1.88 billion from $1.642 billion in the prior-year period. The company is set to release third-quarter earnings before the market opens. Darden has more than 1,700 casual-dining restaurants, including Yard House and The Capital Grille. – Source: NRN.

Chipotle Names Chris Brandt CMO

Chipotle Mexican Grill Inc. has named Chris Brandt chief marketing officer, succeeding Mark Crumpacker, who resigned last week, the company said. The Denver-based fast-casual chain said the appointment of Brandt, who most recently was chief brand officer of Bloomin’ Brands’ Outback Steakhouse, Carrabba’s, Bonefish Grill and Fleming’s concepts, would be effective April 2. He will report to Brian Niccol, who became Chipotle’s CEO on March 5. “Chris is an extremely talented and effective marketing executive,” Niccol said in a statement. “Having worked with Chris in the past, I have seen firsthand his ability to generate sales overnight and build brands over time. His experience and expertise make him an ideal fit for our leadership team at Chipotle as we look to reinvigorate this exceptional brand and build sales, transactions and profitability.”

Prior to Bloomin’ Brands, Brandt served as chief brand and marketing officer at Yum! Brands Inc.’s Taco Bell, where he led marketing and food innovation. At Taco Ball, Brandt oversaw such successful new product introductions as Doritos Locos Tacos and the Quesalupa, and new dayparts such as Happier Hour and breakfast. efore joining Taco Bell, he held senior marketing and brand development positions with Odwalla/Coca Cola and General Mills. “I have admired the Chipotle brand both as a consumer and a marketer over the years,” Brandt said. “I’m excited to join the company during this pivotal time and to work with the rest of the leadership team to help reignite the brand and increase relevance with consumers.” For the fourth quarter ended Dec. 31, Chipotle’s same-store sales increased 0.9 percent, which the company partially attributed to menu price increases. Net income for the quarter was $43.8 million, or $1.55 per share, compared with $16 million, or 55 cents per share, the previous year. As of Dec. 31, Chipotle had 2,406 restaurants. – Source: NRN.

Steakhouse Brand Reduces Lunch at Some Locations

Del Frisco’s Restaurant Group Inc. continues to wrestle with options for its 14-unit Sullivan’s Steakhouse brand, again considering a potential sale after launching an effort at franchising last year, executives said. Executives at the Irving, Texas-based upscale-dining company, which has been discussing a sale of its third steakhouse brand for the past two years, said its board had authorized management to look at a potential sale. “While Sullivan’s Steakhouse has many compelling attributes,” said Norman Abdallah, Del Frisco’s CEO, said in its fourth-quarter earnings call last week, “we believe that Del Frisco’s Double Eagle Steakhouse and Del Frisco’s Grille provide us with far greater opportunities for expansion.” “We therefore think it is appropriate to consider strategic options for Sullivan’s Steakhouse but of course cannot provide any assurance that this process will lead to any specific course of action,” Abdallah said.  Neil Thompson, Del Frisco’s chief financial officer, said the company in the fourth quarter closed Sullivan’s units in Seattle, Wash., and Houston and in January closed the location in Austin, Texas, at a site that is redeveloping. Thompson said the company has secured a site for new construction in Austin, but it plans to close another Sullivan’s this year. In the fourth quarter, the company also stopped lunch service at several of the Sullivan’s units, which contributed to a decline in same-store sales of 10.8 percent at the division for the quarter ended Dec. 26. Same-store sales at the Del Frisco’s Double Eagle Steakhouse rose 1.2 percent in the quarter and at Del Frisco’s Grille they increased 0.9 percent. The Sullivan’s decline, Thompson said, consisted of a 15.5 percent decrease in traffic and a 4.7 increase  in average check. The traffic decline, he added, was “in part due to the elimination of lunch at seven select Sullivan’s locations beginning in the second quarter of 2017.” If the company were to sell Sullivan’s, Thompson said, Del Frisco’s anticipates a savings of $500,000 at the corporate level and in capital expenditures, as one Sullivan’s remodeling is planned. While it considers strategic options for Sullivan’s, Abdallah told analysts that the company had put it had put the franchising program announced last year on hold, returning “all the materials and agreements for Sullivan’s.” Del Frisco’s is “really looking at a parallel path” for the brand, he added, be it “a sale or the asset-light approach that we’ve talked on previous calls.” As for marketing of its brands, Abdallah said the company invested heavily in digital platforms in the fourth quarter. “Our approach in Q4 and on a go-forward basis is 70 percent digital,” he said, adding that was “an appropriate balance to getting the right message to the right people at the right time, driving visitation and increasing our relevance on social media.” For the fourth quarter ended Dec. 26, Del Frisco’s swung to a loss of $15.1 million, or 73 cents a share, from a profit of $7.1 million, or 30 cents a share, in the prior-year period. Revenues increased 2.3 percent to $121.9 million from $119.2 million in the same quarter last year. The company announced the opening of a new Del Frisco’s Grille at University Station in Westwood, Mass. On Thursday, Del Frisco’s announced two planned restaurant openings this year: a Del Frisco’s Double Eagle Steakhouse at Westfield Century City in Los Angeles and a Del Frisco’s Grille in the arts and entertainment district of Fort Lauderdale, Fla. Del Frisco’s Restaurant Group, which went public in 2012, has 53 restaurants in 23 states and Washington, D.C. – Source: NRN.

Danny Meyer’s North End Grill Is Closing at the End of 2018

Danny Meyer’s restaurant North End Grill is closing at the end of the year, more than six years after the American-French restaurant first opened in Battery Park City, the restaurant confirms. The Union Square Hospitality Group restaurant at 104 North End Avenue opened in 2012 with chef Floyd Cardoz at the helm, making it one of the few more ambitious restaurants to open in the neighborhood. Since then, more food options have popped up in the area, such as an outpost of Eataly and all the Brookfield Place food vendors. But despite Meyer’s heft, North End Grill largely remained a neighborhood restaurant for residents and business folk — never quite drawing the lasting citywide acclaim that many of Meyer’s other businesses have, even though the Times awarded it two stars under Cardoz and another two under succeeding executive chef Eric Korsh.

Most recently, the restaurant hit the spotlight for allegations of sexual misconduct against Korsh, who left the restaurant at the end of 2017. An Eater investigation found that since Korsh started at North End Grill in 2014, staffers had reported him to human resources for inappropriate behavior such as unwelcome massages for employees. Multiple staffers alleged that USHG kept the chef in spite of repeated complaints. Korsh denied the accusations. USHG declined to say why it is closing North End Grill, only noting in a statement that it’s come “after much thought and discussion.” Now — and for the rest of the year — new executive chef Emily Brekke is running the kitchen. With most of the year left, Brekke will “have some fun and take some risks” with the menu, which will shift in the coming weeks, though there are no details on what her version will look like, according to USHG. It’s not common for Meyer, who’s been in the business for more than 30 years, to completely close a restaurant. His first closure was Tabla, an Indian restaurant from Cardoz that ran for 12 years before ending service in 2010. Earlier this year, he also shuttered his Chicago restaurant. But beyond that, Meyer has either sold or relocated other businesses in the empire. North End Grill closes at the end of 2018. – Source: Eater NY

Vegan-friendly Belgian Brewpub Opening in LA

Angelenos can rejoice in the introduction of Belgian brewpub, Bluebird Brasserie, in Sherman Oaks, California on April 2. Brought to you by Artisanal Brewers Collective (ABC), the brasserie will offer beer connoisseurs and locals alike a quintessential Belgian pub experience including beer brewed on site, themed cocktails, and a traditional menu featuring delicacies like Beer Cheese Croquettes, Moules-Frites and Liege Waffles for dessert. “The beer culture in Belgium runs very deep and is something that we have always wanted to bring to Southern California,” says Tony Yanow, one of the founders of ABC. “Our goal with Bluebird Brasserie is to pay tribute to Belgian beer culture by creating our own version of a refined, yet casual Old World Belgian pub that is very much a gathering spot for locals.  From the brickwork, to the traditional beer styles and even the frites, we’ve worked hard to make sure every detail is perfect to help create the most authentic Belgian brewpub experience we can.” Noah Regnery, who brings nearly a decade of brewing expertise to Bluebird Brasserie, will oversee on-site brewing operations with production starting after opening.  Born and raised in San Diego’s rich craft beer culture, Noah honed his skills at the legendary Pizza Port Brewing, winning numerous local, national, and international awards from revered events such as the Great American Beer Festival and World Beer Cup. Bluebird Brasserie’s seven-barrel brewing system will brew a rotating selection of Belgian-style beers available on tap that pay homage to traditional Belgian brewing techniques, while the remainder of the tap list will be replete with 10 taps of Belgian-style beers from California breweries such as The Lost Abbey, The Bruery, Allagash, Ommegang and more. A curated bottle list rounds out the beer menu with Belgian offerings such as Duvel, St. Bernardus 12, Deus, as well as some Trappist beers such as Orval, Chimay Red and Westmalle Tripel. Culinary Director Trevor Faris has created a menu focused on fresh and bright ingredients with a comforting and traditional Belgian twist. Entrées include Steak Frites with green peppercorn sauce and compound butter, Moules-Frites with garlic, shallot and white wine, Moules Au Curry with garlic, coconut cream, green chilies, yellow curry and cilantro, and Moules Provençal with garlic, shallots, celery, fennel, tomato and white wine.  Guests can also enjoy Belgian appetizers like Beer Cheese Croquettes with gruyere, gouda and herb salad, and Boulettes and Stoemp, a traditional Belgian dish with meatballs, mashed root vegetables and leek relish.  A small, yet defined sandwich section of the menu will offer guests distinctive options such as the Brie Baguette with melted brie, herb butter, arugula, radish and lemon, the Veg Baguette with zesty sauce verte, roasted tomato, whipped almond ricotta and frisee, and a vegan Merguez Baguette with Merguez-spiced Impossible Foods meat, Belgian fries, pickled carrots and sauce andalouse. The restaurant’s liquor program will feature variations of classic cocktails that incorporate traditional Belgian elements such as Genever, considered to be the national spirit of Belgium and grandfather of gin, in cocktails such as Belgian 75 with No. 209 gin, Saison Dupont and lemon. In addition to the expansive cocktail list, the bar will also offer guests a unique Absinthe experience with several varieties such as Mata Hari Bohemian style absinthe, California based St. George Verte, Letherbee Brun absinthe finished in charred oak, and La Clandestine blanche absinthe, all with the option of being served from a traditional Absinthe fountain. Overseeing the restaurant will be General Manager Lauren O’Neill, who has been associated with the team for six years at Tony’s Darts Away and Mohawk Bend. Spacecraft designer Kris Keith brings the 104-seat, 4,215 square foot restaurant to life with a mix of traditional Belgian pub design elements. Striking arched ceilings, inspired by La Trappiste in Bruges, Belgium, are covered in red brick and give the space a cozy and rustic feel with warm tones and unique textures. Smaller, essential touches, like the pops of copper found in the bar foot rails and beer taps, call attention to the details that tie the entire space together. The 10-seat bar face is covered in oak paneling, intended to mimic the look of barrels, and topped with granite, a centerpiece of the restaurant where guests will place their orders before finding a seat at one of the large booths, high top tables or brewery-side seating. Candelabra style chandeliers dot the ceiling and give the restaurant a rustic yet authentic feel, and the collapsible glass doors open up to six patio seats, providing the indoor-outdoor space with a classic brewpub vibe during the day and into the evenings. – Source: fsrmagazine.

Promote your Restaurant’s Dedication to Food Safety

To successfully execute food safety measures and develop a culture of food safety in your restaurant, your entire team must diligently participate. One mistake, such as using a contaminated utensil to handle ready-to-eat food, can lead to foodborne illness and a tarnished business reputation. According to the Center for Disease Control, roughly one in six Americans gets sick from a foodborne illness annually. Just like you promote your latest and greatest menu items to your customers, take time to share how much your restaurant focuses on serving food safely. Here are three tips to help communicate your food safety commitment to customers: Teach employees the “how” and the “why.” When showing employees how to prepare food, clean and sanitize surfaces, and dispose of any waste, share all the reasons why following through every time is important. And that’s not just the back-of-house staff – it’s top-level management and front-of-house staff, too. Help keep each other accountable and informed, so if a customer or employee has a question, you’ll know how to respond. Show and tell. Develop a front-of-house cleaning schedule, and stick to it. To help reduce the spread of pathogens on a daily basis, incorporate the cleaning of front-of-house high-touch items, which could include laminated menus, condiment bottles, and salt and pepper shakers, into your cleaning schedule. If a customer asks employees a food safety question in the front-of-house, team members should feel confident in their food safety knowledge. If they do not, the next step is reaching out to a team member who can answer these questions and requesting a training refresher. Stay polished. If an employee’s clothing gets dirty, it should be replaced with a clean garment. Failing to do so can not only affect customer perception but also lead to cross-contamination. Dress for success! Nonverbal cues matter. When leaving a food prep area, remove aprons and single-use gloves. Food handlers must also keep their fingernails trimmed and hair covered in a hat or hairnet. –Source: The National Restaurant Association/This content was provided by National Food Safety Month sponsor P&G Professional.

Employees Have to Know Just How Important Hand-Washing Is in your Operation

Vigilant hand-washing is critical to preventing the spread of pathogens such as norovirus and Hepatitis A, which can negatively affect human and business health. According to the Centers for Disease Control and Prevention, norovirus is the leading cause of foodborne illness outbreaks in the United States. For employees to know just how important hand-washing is in your operation, embed it as a core pillar of your restaurant’s food safety culture.

Food handlers must wash their hands at your restaurant’s designated hand-washing sink before they start work and after the following activities: Using the restroom; Handling raw meat, poultry and seafood (before and after); Touching the hair, face or body; Sneezing, coughing or using a tissue; Eating, drinking, smoking or chewing gum or tobacco; Handling chemicals that might affect food safety; Taking out garbage; Clearing tables or busing dirty dishes; Touching clothing or aprons; Handling money; Leaving and returning to kitchen/prep areas; Handling service animals or aquatic animals; Touching anything that could contaminate hands, such as dirty equipment, work surfaces or wiping cloths One hand-washing demonstration during onboarding is typically not enough to make a lasting impression.

To keep this process top of mind, try the following: Model correct behaviors. All employees should consistently wash their hands. Hold each other accountable. When it’s apparent that all team members prioritize food safety, there is less of a chance that someone will forget to wash their hands. Give positive reinforcement. When employees wash their hands, continuously acknowledge it. Yes, your staff should know hand-washing is required, but keeping it as a line item of a successful work performance can help everyone stay attentive. Conduct training and retraining when necessary. Even if hand-washing is already a part of your restaurant’s food safety culture, discuss hand-washing frequently with your employees. If a new machine or menu item is introduced, include in instructions when the food handler should typically wash his or her hands. By the designated hand-washing sink, you can also hang eye-catching hand-washing posters. When bringing on new employees, take time to show them the designated hand-washing sink, and consider keeping the single-use paper towels and hands-free soap dispensers at eye level so they’re easy to locate. – Source: The National Restaurant Association/This content was provided by National Food Safety Month sponsor Tork.

AMCA International Holds First Air System Engineering and Technology Conference-US

Air Movement and Control Association (AMCA) International Inc. welcomed 90 consulting and application engineers, HVAC technicians, code officials, and product designers to San Antonio, Texas, March 6 and 7 for the inaugural Air System Engineering and Technology (ASET) Conference-US (ASET-US). Held at the Hyatt Regency San Antonio Riverwalk hotel, overlooking the historic Alamo mission, ASET-US kicked off with a luncheon featuring renowned commissioning and training expert and 2017 recipient of the Building Commissioning Association’s Benner Award David Sellers, PE, senior engineer, Facility Dynamics Engineering, who shared invaluable lessons commissioning has taught him about mentoring and building design.

The technical program was divided into two tracks–Air-Systems Design and Air Products & Technologies–with attendees free to attend sessions across tracks. In the Air-Systems Design track: Stephen Wiggins, PE, associate partner, Newcomb & Boyd, discussed ways to cost-effectively reduce static pressure, system leakage, and energy waste in existing air systems. Dan Int-Hout, chief engineer, Krueger, explained how to design overhead air-distribution systems that meet the requirements of ANSI/ASHRAE Standard 55, Thermal Environmental Conditions for Human Occupancy; ANSI/ASHRAE Standard 62.1, Ventilation for Acceptable Indoor Air Quality; and ANSI/ASHRAE/IES 90.1, Energy Standard for Buildings Except Low-Rise Residential Buildings. Jeff Boldt, PE, LEED AP, HBDP, principal and director of innovation and quality, IMEG Corp., shared ways to attain and document compliance with fan energy requirements in ANSI/ASHRAE/IES 90.1 and the International Energy Conservation Code. Steven T. Taylor, PE, principal, Taylor Engineering, provided expert tips for the design of variable-air-volume ducted air systems. Ron Wroblewski, PE, president, Productive Energy Solutions, provided expert guidance on assessing fan performance in the field and troubleshooting fans. Michael Ivanovich, senior director of industry relations, and Josh Parent, associate director–technical advisor, AMCA International, discussed the AMCA Certified Ratings Program and how to properly specify AMCA-certified products in construction documents.

In the Air Products & Technologies track: Mike Wolf, PE, director, regulatory business development, Greenheck, discussed sizing and selection of axial and centrifugal fans and explained the new Fan Energy Index (FEI) metric. Bill Koffel, PE, FSPE, president, Koffel Associates, discussed the impact of compartmentalization requirements on fire- and smoke-damper design and testing. Jim Smardo, director of louvers and architectural systems, Ruskin, discussed sizing, selection, and specification of rain- and hurricane-resistant louvers. Trinity Persful, vice president of marketing, Twin City Fan & Blower, discussed advances in motor, variable-speed-drive, and belt technologies and the newly published ANSI/AMCA Standard 208, Calculation of the Fan Energy Index. John Sofra, U.S. markets manager–airflow, industrial, environmental, Kinetics Noise Control, discussed noise and vibration attenuation in commercial air systems.  Mark Bublitz, vice president of engineering, and David Maletich, director of marketing, New York Blower, provided expert tips on minimizing system effect. ASET-US attendees had the opportunity to earn up to seven professional-development hours. “ASET-US provided an excellent venue for our staff to be exposed not only to air-system and fan fundamentals, but the greater expanse of air-system design,” Bublitz, who co-chaired the event with Ivanovich, said. “Working for a fan manufacturer, we rarely have an opportunity to become exposed to air-system design ‘beyond the fan.’ ASET-US assembled interesting speakers who are deeply knowledgeable about a variety of air-system components and abreast of current events, such as energy-efficiency regulation. David Sellers’ plenary talk was superbly crafted and delivered. We learned much and really enjoyed learning. The experience exceeded our expectations and delivered more than the typical ‘technical conference.’ “Kudos to Michael Ivanovich, (AMCA Meeting Manager) Janet Blanchfield, and all the AMCA staff who made this event a successful one,” Bublitz added. The launch of ASET-US followed that of the successful ASET-Europe, held Feb. 20 in Lyon, France. “AMCA International, which truly is a global organization, launched ASET in two regions–Europe and the U.S.–two weeks apart,” Ivanovich said. “At both events, thought leaders and veteran engineers delivered exceptionally detailed and useful instruction on topics vital to the air-systems industry. We look forward to doing these events again and expanding ASET to Asia and the Middle East.” – Source: The NEWS Magazine.

AMCA International Revises ANSI/AMCA Standard 210

The Air Movement and Control Association (AMCA) International  has announced the revision of ANSI/AMCA Standard 210, Laboratory Methods of Testing Fans for Certified Aerodynamic Performance. Standard 210 is co-published by ASHRAE as ASHRAE Standard 51, and is accredited by the American National Standards Institute (ANSI). The new designation for 210 is ANSI/AMCA Standard 210-16/ASHRAE Standard 51-16. ANSI/AMCA Standard 210-16/ASHRAE 51-16 is designed to establish uniform laboratory test methods for fans, and is the cornerstone of the AMCA Certified Ratings Program for most types of fans. Standard 210 also is being considered by the U.S. Department of Energy (DOE) as the foundation for fan testing in conjunction with a commercial and industrial fan and blower regulation that is being developed. AMCA 210 has a long history. 2016 marks the 12th revision of Standard 210; the previous revision occurred in 2007. It was first published in 1923 as the Fan Test Codes, and it was first published by AMCA in 1960 as Bulletin 210, AMCA Standard Test Code for Air Moving Devices. AMCA 210-16 is available at the AMCA bookstore at www.amca.org/store. AMCA members receive a 50 percent discount on this and all items in the store. A redline version showing what has changed since the 2007 edition is available. AMCA 210 is currently being translated into Chinese, Latin American Spanish, and European Spanish. – Source: The NEWS Magazine.

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