To Our Valued Subscribers:

Hard to believe that Labor Day is here and the summer of 2019 is gone. Where has the time gone? With Labor Day, schools are now in session and each year a college (use to be Beloit now Marist) puts out a list of the Mindset of the class of those students who are currently starting their freshman year. Since they will be entering the workforce in a few short years, I want to share with you a few items on the list which will assist you in planning for their joining your organizations in 2023. (For the complete list check out their website Marist.edu.)  Here are a few I found particularly thought provoking:

·     They were Born in 2001. (Do you feel as old as I do?)

·     The primary use of a phone has always been to take pictures.

·     They are as non-judgmental about sexual orientation as their parents were about smoking pot.

·     Snapchat has become their social media app of choice, thus relieving them of the dilemma of whether or not to friend Mom.

·     Blackboards have never been dumb.

·     By their sophomore year, their generation will constitute one-quarter of the U.S. population.

·     The Tech Big Four–Apple, Facebook, Amazon and Google — are to them what the Big Three automakers were to their grandparents. And Finally

·     They may well not have a younger sibling, as the birth rate in the U.S. has been dropping since they were in grammar school.

I hope this helps in your future planning. It has certainly opened my eyes about the future workforce. Enjoy the Labor Day Holiday and the latest edition of American Recruiters Global Foodservice Newsletter. Be safe and hope my Cubs can make a last run!!

Craig Wilson

President

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A Possible Recession Isn’t Spooking Restaurant CEOs Just Yet

Recession concerns have increasingly worried investors of late. But restaurant executives aren’t concerned about it at the moment, at least based on recent comments from the CEOs of some of the largest U.S. chains. Earlier this week, Starbucks CEO Kevin Johnson told Jim Cramer of CNBC that the company hasn’t seen any signs of looming economic weakness. He said that the company’s “customer connection” scores are at an all-time high, which suggests both that the chain is doing its job well but also that customers themselves are feeling good about things. “We have not seen signs in the U.S. of anything related to a slowdown,” Johnson said. “We’re firing on all cylinders and consumers seem to be doing well.” Restaurant CEOs have plenty of reason to be confident. The unemployment rate is 3.7%, and the economy continues to add jobs, with pay rates rising in the process. Indeed, Domino’s CEO Ritch Allison said that employed customers with disposable incomes are fueling a stronger restaurant business. “From where we sit, the consumer is really strong in the U.S.,” he said on CNBC last week. “The most important thing for driving demand for pizza is having employed customers that have disposable incomes to be able to afford to feed their families. We see a very strong consumer today.”

Recent same-store sales numbers bear that out. Starbucks generated 7% U.S. same-store sales last quarter, while McDonald’s generated 5.7% same-store sales growth. While Domino’s results slowed to 3%, much of that was attributed to competition from delivery and not any economic weakness. Broader indicators of restaurant sales appear to be relatively strong. Consumers also appear willing to spend. McDonald’s has generated its same-store sales based on convincing consumers to buy more premium items. Discounts, meanwhile, have become less important, suggesting that consumers are feeling good about their finances and are willing to spend when they eat out. Discounts are typically vital to getting customer growth during economic recessions. “The economy continues to be strong,” Gene Lee, CEO of Olive Garden owner Darden Restaurants, said back in June, according to a transcript on financial services site Sentieo. “Unemployment is at its lowest levels in nearly 50 years, wages are growing at a healthy rate, outpacing inflation, and consumer confidence remains high.” All that said, there are some indications that the confidence restaurant executives are expressing is increasingly unusual among CEOs. According to the publication Chief Executive, CEO confidence fell 6% in August to its lowest level in nearly three years. Nearly two-thirds of CEOs said the trade war is hurting their outlook. On Wednesday, stocks opened down sharply before recovering as recession concerns worried investors. Still, the S&P 500 index is down about 5% since July, due largely to trade worries and signs the economy is headed for a recession. What’s more, restaurant companies appear to be slowing their pace of hiring. Restaurants have been adding an average of 12,600 jobs a month since February, based on an analysis of federal data. Last year, they averaged another 22,600 jobs per month. That suggests the industry has quickened its pace of closures, slowed its rate of expansion or both. While the economy has been strong, industry traffic has not, and that has many believing that restaurants are oversupplied. All that said, lenders don’t seem worried. According to a study from small-business lending company Biz2Credit, restaurants have a 51% approval rate on small business loans—higher than any other type of business. – Source: Restaurant Business.

Here’s the Plan to Cut Food Waste by 2030

To feed nearly 10 billion people by the middle of the century without trashing the climate, the food system has to fundamentally change—and one major piece of that involves reducing the massive amount of food that’s never eaten. Around a third of all food produced, or 1.3 billion tons a year, is wasted. Cutting food waste in half by 2030 is one of the 17 Sustainable Development Goals, and a new report looks at just how we could reach that target—and why it matters. Doing so would reduce greenhouse gas emissions 1.5 gigs a year by 2050. It would make it possible to avoid converting a piece of nature roughly the size of Argentina into farms. It would also help get food to people who don’t have enough to eat now. For countries and food-related companies, the first step should involve setting targets, measuring how much food is being lost now, and then making a plan. “It helps you prioritize your strategies,” says Craig Hanson, vice president of food, forests, water, and ocean at the nonprofit World Resources Institute, which produced the report. Targeted plans do work: In the U.K., where the government started focusing on post-farm food waste in 2007, that waste dropped 19% over the next five years. In New Zealand, a campaign from 2015 to 2018 cut household food waste by 27%.

In Seoul, South Korea, where the government started charging people for the food that they threw out by weight, waste dropped 10%. Companies have also seen progress: Unilever, for example, cut food waste in its manufacturing operations by 37% between 2016 and 2017. Once targets are set, companies and countries can get creative about avenues for actually mitigating waste. This work is already gaining a foothold—here are just a few examples: Startups are finding new uses for imperfect produce that would otherwise be discarded on farms or excess ingredients that would normally be thrown out in factories, from snack bars made from waste grains in brewing beer to a probiotic tonic made from a by-product of making yogurt. In developing countries, where food often spoils before it gets to market, startups are working on solutions like solar-powered cold storage rooms, apps that tell farmers the fastest way to get the market, and a biogas-powered tricycle that can refrigerate produce. Restaurants and cafeterias are measuring food waste on scales to tweak menus and portion size and the amount of food that they order each day—Ikea, for example, has been doing this in an attempt to cut the food waste from its is-store restaurants in half. A growing number of apps connects unsold food from restaurants or supermarkets with food rescue organizations or customers looking for a discount. Brands are redesigning labels to make “use by,” “best by,” and “sell by” dates less confusing. Some hotels are rethinking buffets, which tend to generate a lot of food waste, to serve food differently. New tech helps food last longer—from innovations in packaging to an invisible, edible coating for fruit that helps it avoid rotting. All of these approaches, and many other tactics, could help reach the goal if they’re implemented broadly enough. As more companies step up—32 of the world’s largest food companies now have food-waste reduction targets in line with the 2030 goal—governments also need to act more quickly, Hanson says. The report also suggests that food brands ask their largest suppliers to adopt the same food-waste goals, helping the idea spread. Scaling up road maps and solutions like those outlined in WRI’s report could make it possible to cut food waste in half in a decade—a task that sounds daunting, but is more technically achievable than it currently seems. – Source: Fast Company.

Taco Bell is Killing the Wrong Taco

We’ve seen a number of fast food chains pare down their menu of late—most famously McDonald’s—and this seems like a smart idea, as we’re proponents of accentuating the positives and hiding the negatives. Now comes word via Nation’s Restaurant News that Taco Bell will be trimming down their menu in what the chain describes as “decluttering a closet.” Except: They’re making a critical error in eliminating one of its tacos. On Sept. 12, nine items will be excised into the Taco Bell menu graveyard, and one of those will be the Cool Ranch Doritos Locos Tacos. This is a mistake. Here at The Takeout it’s a subjective fact that Cool Ranch Doritos are the ne plus ultra of salty snacks. As I described lovingly: There are specks of green and red sprinkled onto the corn chip, and somehow, it seems to amplify its subtle sweetness and tang. It is vaguely reminiscent of Mexican elotes, which has grilled corn with lime juice acid and creaminess from the sour cream/mayonnaise. I’m not saying Cool Ranch Doritos are the equivalent to elotes you find on a Mexico City street corner, just that for a commercially produced snack, Cool Ranch Doritos are more sophisticated than initially thought. I’m not as devoted to Taco Bell as I am with other chains, but when I patronize the restaurant I’m usually getting a taco with the Cool Ranch Doritos shell. It does augment the genericness of a standard Taco Bell hard-shell taco into that sour cream-ranch-cheesy-tomato powder spectrum. Add some Diablo sauce and, in my humble opinion, it is (and soon, was) the best item on the Taco Bell menu. According NRN, the other dishes coming off the Taco Bell menu: the Fiery Doritos Tacos Loco, Double Decker Taco, Beefy Mini Quesadilla, chips and salsa, Chipotle Chicken Loaded Griller, Double Tostada, Power Menu Burrito, and XXL Grilled Stuft Burrito. At least we’ll have the Popeyes chicken sandw . . . wait what ?! – Source: NRN.

We Didn’t Anticipate it “Would Break the Internet” and Sell Out so Quickly

 Jose Cil, CEO of Restaurant Brands International which owns Popeyes, says the company planned for the national roll-out of their chicken sandwich, but didn’t anticipate it “would break the internet” and sell out so quickly. Well, if you didn’t jump on the Popeyes chicken sandwich craze and wait in hour-long lines to sink your teeth into the fried chicken fillet on a brioche bun then you’re too late. Popeyes is officially sold out — for now.

The company released a statement on Tuesday that “extraordinary demand” for the sandwich led the company to be sold out in just two weeks since its nationwide debut on August 12. Popeyes projected inventory would last till the end of September but the craze, fueled by social media, caused demand to exceed supply. “As a result, Popeyes restaurants across the country are expected to sell out of the Chicken Sandwich by the end of this week,” said the company in a statement. Many stores already have been without the product. The war for who has the best chicken sandwich was ignited on Twitter earlier this month with Popeyes, Error! Hyperlink reference not valid.and Error! Hyperlink reference not valid. all vying to be top dog. The demand for the Popeyes sandwich was so were reported at some locations and even someone tried to sell the sandwich on eBay for $7,000. Social media users weren’t having the news of Popeyes being sold out and responded to the company with GIFs of crying faces and responses of disbelief. Others commented they were heading over to Chick-fil-A. But don’t worry, these Popeyes sandwiches aren’t gone forever. “We, along with our suppliers, are working tirelessly to bring the new sandwich back to guests as soon as possible,” said Popeyes in a statement. The company said those who want to be notified when they return to stores should download the Popeyes app and “sign up for push notifications.” – Source: CNN Business.

Sanitation First

While sanitation tasks are performed at the end of production shifts, they should never be considered an afterthought when it comes to operations at meat and poultry processing facilities. Sanitation plays a crucial role in the safe production of food. The Food and Drug Administration (F.D.A.) and U.S. Department of Agriculture (U.S.D.A.) have developed guidances, Good Manufacturing Practices (G.M.P.s) and Sanitation Standard Operating Procedures (S.S.O.P.s) to help processors navigate the necessary tasks of cleaning and sanitizing food production facilities. Plants that produce ready-to-eat (R.-T.-E.) foods, specifically those containing meat, need to be wary of Listeria monocytogenes. The nature of these foods, which won’t be further cooked after leaving production, puts them at higher risk of staying contaminated with Listeria if exposed during production. The F.D.A.’s “Guidance for Industry: Control of Listeria monocytogenes in Ready-To-Eat Foods” outlines the current G.M.P.s regarding personnel, plant and grounds, sanitary operations, sanitary facilities and controls, equipment and utensils, processes and controls and warehousing and distribution. Given the increasing number of food production personnel working in meat processing environments, it’s important that sanitation practices include more than just cleaning equipment. When it comes to personnel, sanitation should start with hands, gloves and footwear.The F.D.A. recommends that all people who enter an area where R.-T.-E. foods are processed thoroughly wash their hands before entering. Personnel should use suitable utensils (such as spatulas or tongs), or wear gloves, when touching exposed R.-T.-E. foods, food-contact surfaces (F.C.S.s) and packaging materials. Gloves and footwear worn by personnel in R.-T.-E. processing facilities should be made of impermeable material and be easily cleanable or disposable. Employees need the right kind of outer clothing to wear in the production facility so there’s a barrier between them and the food. Clothing should include coats or smocks, aprons, plastic sleeves, hairnets, gloves or even full coveralls. Protective plant clothing should never be worn outside of the production area. Also, it’s important to have clean protective plant clothing on hand for visitors.

Periodic equipment cleaning

Daily sanitation procedures can remedy a number of sanitation issues, however, sanitation design flaws do naturally exist, so equipment must be periodically disassembled beyond what is required for daily cleaning. Periodic equipment cleaning (P.E.C.) is the process designed to manage this activity. The basic steps of the process include: Start with a clean line. Tear the line down to the most complete level that can be done on-site. Keep notes as to what is being done on each line so they can be repeated in the future. Be prepared to do clean equipment investigational swabbing on areas of the equipment that could contain harborage points. After disassembling equipment, look for potential harborage points to inspect and clean. During the P.E.C. process, never tear down the equipment beyond the point that local personnel can reassemble it and always follow lock out/tag out procedures on all equipment. Swab any identified flawed sites, and be sure to swab the same sites in the future to determine if the P.E.C. task is effective. Initiate any corrective actions if the equipment is found to be visually dirty, the sites have out-of-standard swab results or any sites are found to have sanitary design deficiencies. Periodic equipment cleaning is just one of the processes in an effective sanitation program for a food processing facility. Since every operation is different, G.M.P.s and S.S.O.P.s should be developed to fit the individual production environment.

Controlling pests

Pests are an ongoing threat to sanitation in any food processing facility. Developing an effective pest-control program is essential and should be worked into plant sanitation procedures. The program begins with an understanding of potential pests, their feeding habits, where and how they live and various methods of controlling and eliminating them. The most common pests in food-processing facilities are cockroaches, insects – including flies, ants and beetles – rodents and birds. The most common pests found in food-processing facilities are roaches, which have been shown to transmit diseases including bacteria – some in the insect’s gut and others on its exterior surface. A good way to detect cockroaches is to enter a darkened production or storage area, turn on the lights and look for scurrying roaches. They can also be found by inspecting inside electrical junction boxes, receptacles and control panels or by looking behind objects and in floor drains. The first step to prevent roaches is eliminating places where they may live, including cardboard boxes. It’s important to seal and fill cracks and crevices throughout the plant in production and nonproduction areas. Seal openings around conduits and pipes where they pass through walls and ceilings. Chemical control of cockroaches requires E.P.A.-approved insecticides that are generally formulated as sprays, aerosols and dusts. The most common flying insects are the housefly and fruit fly. A single housefly has been estimated to carry up to 3.6 million bacteria. The movement of flies from unwholesome food sources to fresh-food products, production equipment and other surfaces provide endless opportunities for them to transmit disease-causing bacteria. The most effective method of fly prevention is removing and eliminating breeding sites. This primarily means the availability of garbage. It must be located away from doors and removed frequently. Electrocution traps with blue fluorescent lights are effective in helping to reduce flying insects. Sticky traps, baited jug traps or sticky ribbons are another alternative, and insecticidal sprays or fogs can also be used to suppress flies. Pests are unavoidable in food-processing facilities, but proper monitoring, sanitation and control techniques can help stop pests from causing contamination and possibly spreading disease. Consulting an industrial pest control company to assess, monitor and control pests, rodents and birds around processing plants is recommended. – Source: Food Business News.

Papa John’s Appoints Rob Lynch as President and CEO

Papa John’s International Inc. announced the appointment of a new president and CEO. Rob Lynch comes to the pizza brand from Arby’s where he served as president since 2017. Lynch replaces Steve Ritchie who was on the job since July of 2015. “I am thrilled to welcome Rob to Papa John’s at this pivotal moment in the company’s history,” said Jeff Smith, chairman of the Papa John’s board of directors. “His proven record transforming organizations and realizing the growth potential of differentiated brands is ideally suited for Papa John’s as the company sets forth on its next chapter. I would also like to thank Steve Ritchie for his steady leadership as CEO over the past year and a half. Papa John’s is stronger today because of Steve’s good work stabilizing the company, and our business continues to perform on plan. We are all grateful for his dedication and contribution to the company for more than 20 years and wish him success in the future.”

In his new role, Lynch has his work cut out for him. John Schnatter, who had long been the face of Louisville, Ky.-based Papa John’s, had a very public fall from grace last year amid accusations of using a racial slur and making other inflammatory comments. Since then he has stepped down as CEO and the board, but the chain has continued to struggle. For the second quarter ended June 30, Papa John’s reported a same-store sales decrease of 5.7% for North America, and systemwide same-store sales drop of 3.8%. The brand’s turnaround efforts have included putting $80 million toward financial assistance for troubled domestic franchisees and naming. And a partnership with retired basketball star Shaquille O’Neal, which includes marketing deals and O’Neal investing in nine Atlanta-area Papa John’s restaurants in a joint venture. “I am humbled and excited by the opportunity to work with this outstanding team to help make Papa John’s the best pizza company in the world,” Lynch said in a statement. He played a leading role in turning around Arby’s when he was head of marketing before ascending to the role of president.

Jim Taylor has been promoted from chief marketing officer to president of Arby’s replacing Lynch. “Papa John’s has the most loved pizza in the industry, incredibly dedicated team members and franchisees that have proven their resilience and commitment, and a long history of innovation that puts the company at the front of where the foodservice industry is going. I look forward to building on these strengths, working with Papa John’s team members, franchisees and business partners. I absolutely believe that Papa John’s best days are ahead.” Papa John’s has over 5,000 locations worldwide. – Source: NRN

Larry Johnson is Retiring after 11 Years Guiding the Brand

After 11 years leading Fogo de Chão, chief executive officer Larry Johnson is retiring from the position on December 31, the company announced. At the beginning of 2020, the Brazilian steakhouse’s current president, Barry McGowan, will move into the CEO role and join the board of directors. Johnson’s involvement with the company will not end completely when he retires as he will become chairman of the board of directors at the beginning of 2020. Johnson believes his successor is the right choice to continue the company’s vision. He said in a statement, “It has been my privilege and honor to be a part of the Fogo family for the past 11 years. The time is right to pass the reins to Barry to continue to execute our shared strategic vision for this tremendous brand. Barry’s vast operating experience and deep understanding of Fogo and its people make him the ideal choice to lead Fogo into its next phase of growth.” During his time as CEO, Johnson helped take the company public in 2015 and broker the $ 560 million sale of Fogo to Rhône Capital earlier this year. Over the past 11 years, Johnson grew the brand from 11 locations to 51, “increasing revenue by a factor of two and one half times, from $132 million to more than $330 million,” the company said. “Larry Johnson is an exceptional leader who has guided Fogo through extraordinary growth from a local Brazilian steakhouse to a world-renowned restaurant brand,” added Eytan Tigay, board director and managing director and chief investment officer of Rhône Capital, whose affiliated funds acquired Fogo in 2018. “In that time, he also developed the foundation for long-term success, building an enduring brand and an outstanding leadership team that is poised to continue delivering superior performance. On behalf of the board of directors and everyone at Fogo, we want to thank Larry for his leadership and look forward to his continued contributions as chairman.” McGowan is “honored” to step into this new role with Fogo. “Fogo is a unique company unlike any other in the restaurant industry, and it has been my distinct pleasure these past five years to work alongside a high-performing team of people who care about delivering an authentic, Brazilian churrasco experience that makes Fogo what it is,” McGowan said in a statement. “I thank Larry for his leadership and our collaboration, and I am confident that we are going to build upon our existing accomplishments to further elevate this iconic brand.”

The 51-unit chain recently was named as one of the best restaurant chains in America by TripAdvisor. Over the last couple of years, Fogo broadened its brand to offer brunch on the weekends. It also rolled out a Bar Fogo menu to offer guests a chance to come in for a lighter-dining experience. There are small plates, like Braised Beef Rib Sliders and Brazilian Empanadas, and a Monday to Friday (4:30 to 6:30 p.m.) Happy Hour that offers $4 Brazilian Bites and Beers, $6 South American Wines, and $8 Brazilian Inspired Cocktails. – Source: fsrmagazine.com.

Jim Mizes Retires as Blaze Pizza CEO

Jim Mizes has retired as the CEO of Blaze Pizza, which named Amanda Shaw interim CEO as it looks for a permanent replacement. Mizes retired effective on Friday, the company said. Shaw has been the chief financial officer of the Pasadena, Calif.-based chain since 2018, and the company said she has worked with Mizes “to ensure a smooth transition for the business.” She had previously held several roles with Outback Steakhouse owner Bloomin’ Brands, including chief information officer and chief financial officer for its international division. Blaze said in a statement Tuesday that its board of directors has formed a committee to search for a permanent replacement “and will consider both internal and external candidates” for the job. The change in leadership comes as the fast-casual pizza chain continues its explosive growth. Blaze operates 341 locations in 42 states and features investors such as basketball star LeBron James, Maria Shriver and Boston Red Sox co-owner Tom Werner. System sales last year rose more than 20%, according to information from Restaurant Business sister company Technomic. System sales have grown from just $6 million in 2013 to more than $300 million last year. The company is working to bolster its technology and especially delivery as it prepares to take on larger pizza chains— it has tested larger pies in part to generate more take out sales. – Source: Restaurant Business.

Aramark CEO Eric Foss to Retire

Aramark announced that chairman, president, and CEO Eric Foss is retiring and lead independent director Stephen Sadove has been named non-executive chairman of the Board of Directors. Foss will remain in an advisory capacity until October 2. The company’s Board has established an Office of the Chairman, whose members will oversee the company’s day-to-day operations and engage with the Board on a regular basis until a successor to Foss is named.

The Office of the Chairman will consist of Sadove; Stephen Bramlage, Chief Financial Officer; Lynn McKee, Executive Vice President, Human Resources; and Lauren Harrington, Senior Vice President, General Counsel. The Board has commenced a search for a successor. “We thank Eric for his leadership and strategic contributions that position Aramark for future success. In addition to solid financial performance, Eric built a strong management team and advanced the Company’s efforts in diversity & inclusion, health & wellness and frontline education,” says Sadove. “As a Board, we are committed to conducting a comprehensive search, including seeking input, to identify the next Chief Executive Officer to execute on our growth strategy and lead our 270,000 team members, for the benefit of all of our shareholders.” “It has been an honor and privilege leading Aramark through a transformative journey, from a successful IPO to an impressive run as a public company,” Foss said. “I am enormously proud of the Aramark Service Stars around the world and what we have accomplished together. The Company’s future prospects are extremely encouraging and I look forward to a smooth transition.”

Aramark has delivered strong performance since its IPO in 2013.

Total shareholder returns of +111%;

Revenue growth from $13.9B to $15.8B;

Adjusted Operating Income growth from $788M to $1.11B;

Adjusted Earnings per share growth from $1.26 to $2.25;

Sadove, who has been an independent director on the Aramark Board since 2013, is the former Chairman and CEO of Saks Incorporated and former Chair of the National Retail Federation. A graduate of Hamilton College and Harvard University (MBA), Sadove currently serves on the Boards of Colgate-Palmolive Company, Park Hotels and Resorts and Movado Group, Inc. 1Operating Income increased from $514.5M to $826.1M from Fiscal 2013 to Fiscal 2018, and Earnings per share increased from $0.33 to $2.24 from Fiscal 2013 to Fiscal 2018. GAAP to Non-GAAP reconciliation for purposes of this release is provided on the Company’s investor relations website. – Source: Aramark

Kura Sushi Has the Makings of a Restaurant Giant

Kura Sushi USA bucked recent history when it hit the stock market August 1. The 23-unit revolving sushi-style restaurant raised $41 million in its initial public offering—the first for a restaurant chain since Wingstop and Fogo de Chao went public in 2015. Shares of Kura, a subsidiary of 400-unit Kura Japan, popped 40 percent that first day, and traded for $24.76 Tuesday morning, near its all-time high of $28.16. The brand sold $2.9 million shares of stock ($14 per share) to get going. The IPO was a big deal for restaurants considering past results. A few brands that went public from 2013–2015 have since returned to the private sector, including Papa Murphy’s (acquired by MTY Food Group for $190 million), the aforementioned Fogo de Chão ($560 million sale), and Zoes Kitchen ($300 million to Cava). Del Frisco’s is headed there soon, too, after being dealt to L Catterton for $650 million. Some others, like Potbelly, have struggled to generate consistent sales growth. But there are reasons, beyond simple stock optimism, to bet on Kura’s success. Peter Saleh, BTIG analyst, set a $30 price target for the company Monday in a note. He credited a “unique, technology-enabled concept,” and said it’s “demonstrated customer appeal and significant unit growth potential.” “We believe Kura’s high sales volumes, impressive new unit returns and sales productivity that rivals the strongest in the industry are all evidence the concept is resonating with consumers,” Saleh wrote. Kura is currently posting average-unit volumes of roughly $3.5 million. Its same-store sales have climbed in 10 of the past 11 quarters (only exception was Q3 2018). Comps rose 3.8 percent in 2017, 2.9 percent in 2019, and 4.9 percent year to date so far this year. The chain boasts an average check around $19 despite featuring a 140-dish menu that prices most of its items sub-$3. Saleh said Kura is only just approaching the runway. In the coming years, he sees the brand building a wider geographic footprint capable of boosting that AUV figure through a greater focus on off-premises and alcohol, “both of which are notably below peers,” he said. Thirteen of the brand’s locations are in California. Seven are in Texas. One each in Georgia, Illinois, and Nevada. “The concept is relatively young and geographically concentrated in the U.S. but is still able to generate industry-leading unit metrics and new unit returns,” Saleh said. “These strong unit metrics and consumer appeal should enable the concept to expand beyond its existing markets, providing significant unit potential across the country.” Proceeds from the public offering will approach $46.7 million. Net of an estimated $7.5 million in expenses, Kura should have about $39.2 million of available proceeds. The company said it plans to use $3.1 million of that to pay off its credit facility balance. The rest ($37.1 million) will go to unit growth and other corporate expenditures. Guests not only grab off the belt, but can also pick items from an established menu through tableside ordering screens. This helps build check and let customers control the experience.

And speaking of growth . . .

Kura has set a target of nearly 300 U.S. locations. Saleh said it has the unit economics to get there. If so, Kura would track a robust 20 percent-plus annual growth rate. BTIG estimated Kura’s sales per square foot and transactions per square foot to be close to $1,100 and 60x, respectively. That would slot the brand among the strongest in the business and close to double that of a typical casual-dining concept. Strong sales productivity and smaller unit sizes also translate to new unit returns in the 40–45 percent range, Saleh said—another top tier result. We’ll explore this further later. Building on the off-premises/alcohol whitespace, Kura currently only mixes off-premises as 1.5 percent of sales compared to the low-to-mid teens its casual-dining peers report (Olive Garden, for example, is 14.5 percent, Chili’s 13 percent, and Red Robin 12.5 percent). Alcohol mix is 2.3 percent, also well below most high-single digit competitors, and among the lowest in the industry. Saleh said Kura appears resistant to convenience trends. “While the concept is still young, we have noticed wait times of up to several hours at some of its oldest locations for lunch and dinner, suggesting consumers are willing to wait to have the Kura experience,” he wrote. “We believe this suggests strong demand for the concept, supporting the unit growth ambitions, but also limiting potential traffic growth at peak hours and making the focus on off-premises and alcohol attachment necessary for incremental sales.” “Given the concept’s authentic Japanese cuisine and heritage, we believe greater emphasis and promotion of its curated alcohol offering [sake, Asahi, etc.] could go a long way to increasing that mix,” he added.

Where could this go?

Kura is scheduled to report Q4 earnings in mid to late October, but Saleh offered up some base case assumptions. The brand is pacing to grow by six and seven units in 2020 and 2021, respectively. Same-store sales he pegged at 5 percent, year-over-year, in Q4, mostly driven by average check, leading to 6 percent for the full year. In 2020, he predicts 2.5 percent comps gains. However, there’s added upside if areas like New York, Seattle, and Boston prove comparable to or better than current restaurants, which would buoy investor confidence in expansion. On the cautious side, Saleh wrote, same-store sales could face kickback from traffic declines or pricing resistance. As always, costs might reduce earnings generations. Some of those new markets could underperform as well and stymie expansion ambitions.

Only time will tell on those notes.

Yet here’s a slice of why the arrow is pointing up for Kura. Saleh used the word “unique” 11 times during Monday’s note. In addition to being a revolving conveyor belt sushi concept, Kura has adopted differentiated technology developed by its sizable parent company. Guests not only grab off the belt, but can also pick items from an established menu through tableside ordering screens. Prices range from $2.25–$6.90 for that option, and include everything from gyoza to tempura to ramen and desserts. Prepared items on the revolving conveyor belt (where the $3 price point average comes into play) account for about 60 percent of sales. Items ordered from the menu makes up the rest. Kura is also entirely company owned and has no current intentions to franchise, “largely due to the complexity of operations and proprietary technology developed by its parent company,” Saleh said. The U.S. arm was established in 2008 and opened its first California locations in Irvine the following year. – fsrmagazine.com.

Caribou Coffee Launches new Tiny-Store Format Called ‘Cabins’

Energy drink introduced along with the new tiny-store format. Caribou Coffee is launching a new type of store that only has drive-through and walk-up windows. The tiny-store format, called Caribou Cabins, is aimed at on-the-go customers, or those who don’t mind sitting outside. The move is an attempt to stay relevant in the steep — and fast-moving — competition for America’s morning cup of coffee. “As the coffee-shop experience has evolved, speed and convenience have become really key,” said Kayleen Tecker, Caribou’s marketing and communications manager. “Whether making your coffee at home or getting it in a store, there are more and more options to get your morning coffee than ever before.” At just 600 square feet, the “cabins” won’t have any in-store seating. Tecker said “the experience of dining in, sitting down with family and friends, won’t ever go away, but these are locations where a more residential coffee shop didn’t make sense.”

Brooklyn Center-based Caribou also announced Monday that a new line of energy drinks, dubbed Caribou Bou-sted beverages, which include sparkling waters, sodas and juices made with caffeine from coffee beans, ginseng and guarana extract. These beverages will initially launch at the new Caribou Cabins, along with the traditional drink menu. The cabin stores will have a pared down food menu with select breakfast sandwiches and baked goods. The idea for the drive-through cabins came from John Butcher, Caribou’s new chief executive and former Target Corp. executive. Butcher, who took the helm two years ago, has been focusing on making more dramatic changes within the 26-year-old company, specifically around speed and convenience. To make the drive-through concept work, Butcher had the team explore every way — from the kitchen layout to steps taken in making a drink — that they could shorten the prep time. Tecker said the quality will be the same as a full-sized Caribou, but just faster. The first five Caribou Cabins, which will harness the company’s Northwoods vibe, will open this fall and early winter in Jordan, Burnsville, St. Peter, Big Lake and Willmar. Caribou picked these locations for their easy-on, easy-off highway access. The company said it plans to roll out several more in the next two years, including possible locations outside of Minnesota, where Caribou has lower brand recognition than in its home state and where competition for speed is fierce, Tecker said. Just don’t expect any Caribou Cabins in Minneapolis, which recently became the first U.S. city of its size to ban any new drive throughs for restaurants, banks or other businesses. “Caribou Coffee will continue to lean into the Northern roots that made our brand what it is today. We are confident that our new Cabin concept will differentiate us even more,” Butcher said in a statement. The news comes just weeks after the company unveiled a new line of ready-to-drink cold-brew coffee, which is another grab for on-the-go consumer dollars. JAB Holding Co. bought Caribou in 2014 for $340 million. The parent company owns an array of well-known chains, such as Panera Bread and Krispy Kreme. Caribou has more than 300 company-owned stores. – Source: Star Tribune, MN.

Starbucks Just Publicly Deconstructed its Brand – Here is Why

Whether you love or hate its coffee, there is no denying that the Starbucks brand is a juggernaut. The green siren logo—with her ingeniously asymmetrical face—is a universal beacon for a caffeine fix. And there is no mistaking one of the company’s hyperbolic beverages like the Tie-Dye Frappucino, which you can spot on the street from a block away, for a drink made by any other chain. With more than $24 billion in revenue, 31,000 locations worldwide, and countless promotions and menu items that vary regionally, keeping the brand operating at scale is a major job. But for the past year, Starbucks’s internal creative team has been updating the brand system that makes up everything from its in-store signage to its promotions on Instagram. And now, it’s published the brand’s full guidelines—complete with color codes and typographic weights—onto a public website for anyone to explore. “We were just proud of the work, and inspired by other brands being more transparent about their creative process,” says Ben Nelson, creative director at Starbucks. Brands like Uber and Netflix have taken similar approaches to pulling the curtain back on their brand identities through public microsites. Such sites also serve as a tool that anyone in the company, or agency partners, can access globally to quickly double check brand standards.

Some of the core elements of the new creative don’t look a whole lot different than what you’ll find inside of any Starbucks today: The logo is the same as it’s been for years, and employees still wear their green aprons. Using these details as an anchor, the design team redeveloped everything else. The result is an overall sharpening of the global Starbucks look. From my perspective, it’s not trying to be your neighborhood coffee shop in the way it has for the last decade or so. It’s trying to be your nearest Starbucks. It does this through a combination of changes focused around two themes: First, the design prioritizes legibility and conveying information as clearly as possible. The other half is about expressivity, emotion, and all the other intangibles Starbucks wants to spark in the consumer. Depending on the context, the brand system allows designers to dial up either trait as needed. The new menu board articulates the clarity the design team was going for. “We really cleaned it up and made it more functional for our occasional customers, for those who just want to come in and order their Caramel Macchiato,” says Nelson. “But then, on the other side of the spectrum, we have a lot of artfulness in our creative expression. You’ll see that in merchandise, like [gift] card packaging.” Starbucks is moving away from hand-lettering—a staple of coffeehouse culture it had used in the past—altogether. Instead, it collaborated with an unnamed external firm to develop two new typefaces. Sodo Sans is a streamlined typeface used for most of the company’s body copy. Lander is a serifed typeface with character that looks perfect for social media. And a third off-the-shelf typeface, condensed Trade Gothic LT, is a means to squeeze a lot of words into tight spaces. On the expressive end, the design team focused heavily on illustration and color—which the new branding uses to articulate a sense of time, cueing you into the changing seasons, and seasonal drinks, available at Starbucks. “We started with this kind of world of greens, building of course from our green apron,” says Nelson. “Then each season, we’re choosing colors that are on trend, inspired by our coffee craft or beverages, then building a cohesive campaign across channels as well.” So far, spring is defined by coral, turquoise, and goldenrod, while summer includes soft pink, along with a yellow and peach that resemble desaturated watercolors. In each case, foundational Starbucks greens ground it all. The way it all comes together feels quite poised. Starbucks’s drinks appear with a crystal clarity, their milky swirls frozen in time on top of sharp lettering. Sometimes the vibe is stoic, as three matcha drinks are lined up side by side with all of the excitement of a public transit sign. Sometimes it’s cheeky, like a meme-y Starbucks zodiac illustration. But broadly speaking, any bohemian aura that was lingering from the bygone, ’90s-era coffeeshop culture has been ironed out of the updated global brand. Of course, a few things remain the same. If you stare long enough, those Caramel Crunch Frappuccinos still start calling your name. – Source: Fast Company.

KFC Is Testing Plant-Based Fried Chicken

On Monday, Kentucky Fried Chicken announced that they have partnered with Beyond Meat, a Los Angeles-based producer of plant-based meat substitutes, to create a plant-based menu option for KFC customers — KFC Beyond Fried Chicken. The vegan KFC menu option will be sold as chicken nuggets with a customer’s choice of dipping sauces, or boneless wings tossed in either Nashville Hot, Buffalo or Honey BBQ sauce. Beyond Fried Chicken debuts on August 27, but will only be available in a limited test sample in one Atlanta, Georgia, location. Anyone who wants to try the plant-based KFC option can find it at the Cobb Parkway restaurant near SunTrust Park in Atlanta (2637 Cobb Pkwy South East, Smyrna, Ga.). “KFC Beyond Fried Chicken is so delicious, our customers will find it difficult to tell that it’s plant-based,” Kevin Hochman, president and chief concept officer of KFC U.S said in a statement. Customers can try it as a complimentary sample with a purchase of any other KFC menu item or can be purchased as one of the two meal options — until the test runs out. The nuggets will be available in six or 12-piece combo meals for $6.49 and $8.49, or four-piece à la carte for $1.99. Boneless Beyond Fried Chicken wings can be purchased in six or 12-piece options for $6 and $12. Beyond Meat was founded in 2009 and has introduced plant-based options across beef, pork and poultry products. Customer feedback from the Atlanta test will be considered when KFC evaluates bringing the plant-based option to other locations. Plant-based alternatives to meat have been growing in popularity over the past few years, with Burger King, White Castle, Umami Burger, and more chain restaurants offering meatless patties from Beyond Meat’s competitor, Impossible Foods. The California company even has its sights set on doing the same for seafood, according to a July report from the New York Times. The Times reported that Impossible has been working on developing alternatives to fish and other seafood through plant-based recipes or by growing cells in laboratories. – Source: People.

How Dave & Buster’s Modernized its Workforce Management Experience

As the digital revolution sweeps across the globe, impacting employees, organizations, and industries in its wake, restaurants have a unique opportunity to measure technology’s impact on not just the way work gets done, but the way people work. On one hand, the benefits of automation are endless, particularly in the restaurant and hospitality industry, where self-pay tablets, automated kitchens, and robotic food runners can mean speedier service, decreased employee burnout, and instant gratification for consumers. However, the slope from automated technology to an impersonal experience is a slippery one. While robots aren’t taking over all jobs—like many headlines might compel you to believe—the age of digitization is certainly hitting the restaurant workforce in a big way. In many ways, automation can lead to an impersonal interaction, like using an iPad to place an order at the airport or choosing your meal from an in-booth tabletop tablet. What if you’re looking for personal recommendations, or need to request a tricky substitution in your entrée? Or what if, in a vastly digital landscape, you’re just looking for a real-life, spoken “hello?” This is an especially tricky conversation when it comes to full-service restaurants. We all know that guests count on employees—not touchscreens —to deliver the incredible experiences the industry was built on. To continue to make good on the shared mission of providing exceptional customer experiences, restaurants across the board must engage their employees and empower them to do just that.

Embrace automation to empower—not eliminate—your most strategic advantage: your people. Organizations looking to further engage their workforce and deliver memorable guest experiences should ask themselves: “How can I enrich the employee experience so my people feel inspired at work?” Investing in new technology that automates routine tasks and surfaces business insights using machine learning and analytics is a great place to start. With the right technology, managers can be freed from the cumbersome or manual processes that, before, may have prevented them from fully engaging with the people in the restaurant. Likewise, this technology can leave frontline staff with the flexibility and bandwidth to foster an exceptional guest experience and boost customer loyalty as a result. The backbone of any organization’s success is its people, rather than its functionality. Therefore, investing in foundational workforce management tools is critical to ensure long-term, human-oriented success. Eatertainment giant Dave & Buster’s has made impressive strides in its journey to optimize employee engagement and productivity across its 110 restaurant locations by launching a modernized workforce management experience. According to Jeff Weiss, IT director of store systems at Dave & Buster’s, there’s no room for employee disengagement. “Our business is centered around creating uniquely fun guest experiences,” Weiss says. “It’s incumbent on us to implement technologies that empower our employees to delight customers with a friendly human touch—the kind many of us seek out or expect when interacting with a company or brand.”

“When we recently set out to reimagine and reinvest in our workforce management process,” Weiss continues, “we focused on untethering managers from the back office by streamlining basic tasks like approving employee timecards, forecasting and building schedules, and reviewing time-off requests. Once we automated the basics, we could then turn our efforts to empowering managers to spend more time interacting with employees and guests, with the goal of creating a consistently optimal customer and employee experience.” Cultivate an unforgettable guest experience by investing in resources to enrich the workplace for managers and employees. Because nearly half of employees wish their work technology were as easy to use as their personal technology, organizations can meet this need by adopting employee solutions that feature a modern user experience and reflect the ease of use their staff experiences when using everyday consumer applications. “We’ve seen first-hand how mobile-first and self-service solutions provide greater flexibility for our staff to address issues when and where they arise,” Weiss says. “This is saving our employees time while providing them with a level of convenience that aligns with the quality guest experience we pride ourselves on at Dave & Buster’s.” In addition to being easy to use, workplace technology should also tackle the tasks that take up the greatest amount of time and energy. Take staffing accuracy and scheduling: A whopping 90 percent of employees believe their organization can fundamentally improve scheduling processes. Particularly in the hospitality industry, where most employees work hourly shifts and expect their employer to provide fair and predictable schedules, workforce solutions that enable schedules to be built or customized based on employee preferences offer an enormous differentiator in both attracting and retaining great talent and advancing workforce engagement overall. Automation may be here to stay, but so are people. Whether they realize it or not, customers depend on engaged employees to foster those unforgettable experiences that keep them coming back for more. By leveraging high tech to wick away basic work, humans are left to do what only the high touch can do: engage, understand, and connect. – Source: ResTech.

Fazoli’s Launches New Store Design

Fazoli’s introduced a fresh new restaurant design in its hometown with plans to bring the new look to fans at every location across the country. The new modern design with communal seating is a nod to the family-friendly atmosphere Fazoli’s is known for. The new design also includes artwork that highlights the brand’s “made to order” and “made to share” philosophy, along with fresh ingredient cues emphasized by features like Fazoli’s signature red tomato, which greets guests right when they step through the doors. Every detail, down to the color scheme and rich wood tones, is a nod to the quality and innovation that fans have come to expect from the iconic brand. The new look also includes technology additions with new self-ordering Kiosks and a pickup counter for mobile app and online orders. “Our new restaurant design was built to showcase our premium menu and highlight the quality that comes from fresh ingredients made to order,” says president and CEO Carl Howard. “As a best-in-class brand, we’re dedicated to enhancing our guests’ experiences by offering variety, value and convenience. Our new remodel strategy is only the beginning.” The brand is developing two new smaller double drive-thru prototype designs – a new 2,200-square-foot double drive-thru and the option of a larger 2,500-square-foot prototype. These two new building options go along with the traditional 2,500-, 2,800- and 3,300-square-foot facilities being built today. ”Our two new double drive-thru prototype designs are the next piece of the value equation for the Fazoli’s brand,” Howard says. “We are focused on adding a friction-free experience and enhanced convenience for our guests, while reducing startup costs for our franchisees. The new prototype and remodel package will ensure that we remain a vibrant brand for years to come.”

With this new round of upgrades complete, Fazoli’s has a goal of completing a total system remodel by the end of 2021. With remodeled locations seeing close to an 11 percent sales and 9 percent traffic lift, turnover dropping by 11.6 percent, staffing up 6.4 percent and an increase in guest review scores, Fazoli’s franchisees are on board. The Fazoli’s team has worked tirelessly to bring down the current remodel expenditure, and it’s now 75 percent less than where it started in 2016, which is significantly below what Fazoli’s competitors are spending, and the results are unrivaled. Fazoli’s believes the new prototypes and brand refresh will be a game changer for potential franchisees looking to join a relevant brand with staying power. With Fazoli’s new look boosting sales, now is the time to join the Fazoli’s family. The brand is offering an impressive incentive plan to sweeten the deal for potential franchisees with a guaranteed savings of at least $125,000 for those developing at least three locations. Franchisees developing more than five locations will save more than $200,000. “We’ve been a leader in the industry for more than 30 years, and there’s a reason for that,” Howard says. “Our commitment to quality and delivering an unmatched experience keeps us on top. We’re just getting started.” – Source: Sapore.

Seven Restaurant Concepts are Under the Group’s Umbrella

A new Atlanta-based franchising company is looking to grow small, emerging restaurant brands. Empire Franchise Group is the new entity from the merger of holding companies operated by Dennis McKinley of Detroit Equities and Greg George of Rising Phoenix Group. The deal will pull seven restaurant brands under the Empire umbrella, including Buzzed Bull Creamery, Roll On In Sushi Burritos & Bowls, Mr. Bagel Meister, Berry’s Cheesesteaks, Burrito Shak, Thumbs Up Diner and Peño Grill. Co-founder McKinley, whose Detroit Equities also runs the restaurant concepts Cru Hookah Lounge and the Original Hot Dog Factory separately, will serve as CEO. McKinley is also somewhat of a celebrity in Atlanta as the fiancé of  “Real Housewives of Atlanta” star Porsha Williams. George said the goal is to invest in small, emerging brands with fewer than five locations, including possible acquisitions. In addition to growth through franchising, Empire is also considering acquisitions, he said. “We take brands that are on fire from two locations to 200,” he said. “Our specialty is identifying emerging brands that are not the average sandwich shop or pizza brand.” Thumbs Up Diner, for example, a 35-year-old Atlanta institution near the Martin Luther King Jr. historic district, has grown over the last year to 10 locations, he said. “They do $750,000 to $1.5 million in sales,” said George. One goal is to build a franchise company that welcomes diversity among its franchisees, George said.  “We want to open opportunity to everyone, all races,” said George. “Our passion is to help … maybe someone that someone else wouldn’t talk to, to help them realize the American dream.” George said the partners look for eight factors in a potential franchise brand: A great name; great food; an aesthetically pleasing/clean design; superior customer service; low food costs; low labor costs; great locations and savage marketers. “If you leave out any of those eight things, you’re dead,” he said. – Source: Restaurant Hospitality.

Landry’s Makes a $3M Bid for Restaurants Unlimited

The “Billion Dollar Buyer,” who built Landry’s in part by acquiring chains such as Morton’s The Steakhouse, Bubba Gump Shrimp Co. and Claim Jumper when their valuations were cheap or the companies were in bankruptcy, is on the prowl again, with a $37 million bid for Restaurants Unlimited. Landry’s is the “stalking horse,” or lead bidder, for the casual-dining restaurant operator, which is being sold through bankruptcy court. As the stalking horse, Landry’s has the initial bid. Anyone buying the company would have to outbid $37.2 million, plus pay Landry’s a breakage fee. Restaurants Unlimited filed for bankruptcy protection in July with $39 million in secured debt. The company operates 35 locations in several brands, including Kincaid’s and Palomino, and is owned by private-equity firm Sun Capital. It closed six locations before filing for bankruptcy. The company had been trying to find a buyer for years but could not generate enough interest. It then said in legal filings that rising minimum wages and poorly performing new openings led to financial problems and missed debt payments, and it ultimately had to declare bankruptcy. The Landry’s bid is not enough to pay all of the debt, but that could change during the auction if others enter the bidding. Secured debtors are paid first in a bankruptcy proceeding.  If Landry’s were to win the bidding, the Restaurants Unlimited brands would join a large list of chains under the company’s banner, which includes McCormick & Schmick’s, The Oceanaire, Rainforest Cafe, Mitchell’s Fish Market and several other brands. Not all of them have performed well of late, however. System sales declined 13.6% at McCormick in 2018, according to data from Restaurant Business sister company Technomic. Sales at Rainforest Cafe declined 8.9%, while sales at Claim Jumper declined 7.6%. Still, Fertitta has been in an acquiring mood recently. His Landcadia Holdings, a shell company, acquired delivery service Waitr last year, taking it public in the process. He earlier this year formed another “blank check” company sponsored by Landry’s with plans to buy a company and take it public. Source: Restaurant Business.

Seattle Loves its Ramen Restaurants

The third Momosan — there are also locations in New York City’s Murray Hill neighborhood, and in Honolulu — will open Sept. 5 in Seattle’s International District. We caught up with the busy chef to get some details. Why Seattle? It’s no secret Seattle loves its ramen restaurants, with dozens of almost always packed hot spots around the city. Top places to slurp include Japanese-based chains Betsutenjin, Santouka and Jinya. We’re also mighty impressed by Ooink, Yoroshiku and Ramen Danbo. Fans have been begging Morimoto to open a restaurant in Seatown for at least 10 years. “People would see that I was here and ask if I was going to open something,” he said, as the team in the kitchen presented him with various dishes during a menu run-through. He began coming to the city to see some of his favorite baseball players, including his good friend Ichiro Suzuki . The telegenic chef has even thrown out the first pitch at several Mariners games over the years. Little known fact: Morimoto played baseball in high school in his hometown of Hiroshima. He had dreams of making it to the big leagues until an injury sent him on the culinary career path where he became a superstar.

The Momosan Seattle project has been in the works for three years, built out on the ground floor of the Publix building. BLANK Deign is responsible for the sleek, sophisticated, yet casual look. It’s just across the street from Uwajimaya, one of the Northwest’s largest Asian supermarkets, whose owners are friends with Morimoto. The restaurant’s industrial chic interior features dramatic crystal chandeliers over a large communal table, and a cupboard filled with Japanese toys. Both were Morimoto’s inspiration. Chef Tommy Sao, right, who had worked in Momosan Honolulu will be in the kitchen at Momosan Seattle when it opens Sept. 5. The team was doing run throughs this week. The menu in Seattle will have a few items not found at the other locations. Pig’s feet and jellyfish are on the top of that list, chef said, a nod to the International District venue. Anchoring the expansive kitchen is a massive tilting kettle for cooking the ultra-rich ramen broth. Around the corner from the ramen hot line is the yakitori grill, which will feature a long list of meat and seafood, including a healthy dose of offal. A collaboration with Sun Noodles in Hawaii lead to the development of a sturdier variation on the classic ramen noodle, one that won’t go soggy if it sits a bit in the steamy bowl of soup. (Even so, Morimoto said ramen is best when eaten quickly.) The bar menu will feature Morimoto’s signature sake, wine and beers made in collaboration with Rogue Ales. The chef’s standing order when he dines at Momosan? Tonkatsu ramen, pig ear, grilled oysters, chicken gizzards and heart from the yakitori grill. Morimoto fans will be thrilled to learn he’ll be on site for the restaurant’s debut on Sept. 5. Iron Chef Morimoto’s a big baseball fan, and has thrown out the first pitch at several Seattle Mariners games. His newest restaurant, Momosan, is located near T-Mobile Park in Seattle’s International District. It opens Sept. 5.  When chef leaves Seattle in the capable hands of his kitchen crew in a couple of weeks, he’ll head to Japan to open his 18th restaurant. It’s located in Pontocho Alley, an area that is considered Kyoto’s top scenic dining destination. “Opening a restaurant in Kyoto is a meaningful and personal experience for me, especially in Pontocho Alley, an area rooted in centuries of history and tradition,” he said in a news release. It’s set to debut this fall, followed by Momosan Brooklyn in 2020. – Source: Forbes.

Teamwork Makes the Dream Work at Jon & Vinny’s

It’s been 20 years since Jon Shook and Vinny Dotolo met each other on the first day of culinary classes inside the Art Institute of Fort Lauderdale. The two have been inseparable ever since. The pair opened a catering company and several Los Angeles area restaurants, including their first, Animal, more than a decade ago, Son of a Gun in 2011, and Jon & Vinny’s in 2015. A second outpost of Jon & Vinny’s opened this past January. The duo share two major culinary awards: 2009 Food & Wine Best New Chef and 2016 James Beard Best Chef: West. In the early days, Shook and Dotolo even co-authored a book (Two Dudes, One Pan) and starred in a short-lived Food Network show (2 Dudes Catering). Culinary duos come and go, but Dotolo and Shook have proven that friends can be successful in business when they balance each other out. “I think No. 1 is that we have the same goals,” Dotolo says. “We may take different paths to get to the goal, but by being individuals with the same goal, it really moves us forward.”

Growing with the team

Over the years, Shook says, they’ve learned to lean on the people on their team—a group composed of hundreds of people under the Joint Venture Restaurant Group. “When our partnership first started, it was just us, and we did everything. Now, our team is really part of the reason we’re at where we’re at now,” Shook says. “There’s a group of people who are really professional, and they’re providing information for Vinny and I that helps steer the ship.”

Not only does the team help Dotolo and Shook do more work together, but they’re the driving force behind why the duo continues to open new restaurants. “There are guys who have been with the company for five or 10 years,” Shook says. “They’re maturing, and we have to mature their job; you have to be able to keep growing the organization.”

Pizzeria meets diner

Part of that growth includes the opening of new restaurants that help the team mature in their careers. Jon & Vinny’s, an approachable, all-day pizzeria, opened its Fairfax location in 2015, and a second location debuted in Brentwood earlier this year. Interestingly, before opening Animal, Shook says that he and Dotolo thought a pizzeria would be the first restaurant they opened. “When Vinny and I first started cooking together, I think Italian was a food we thought we would make,” Shook says. “But, at the time Animal started, we didn’t feel, personally or professionally, that doing Italian food would set us apart.” Dotolo agrees that Jon & Vinny’s would have been a lot different if they opened it in 2008 instead of Animal. “I think you accumulate all of the things you learn,” Dotolo says. “We had learned so much from previous restaurants, it allowed us to build Jon & Vinny’s the way we did.” “We wanted Jon & Vinny’s to be an all-day restaurant serving breakfast, lunch and dinner; it’s like a pizzeria slash Italian-American diner,” Dotolo says. “We love the breakfast culture in L.A., so we combined that with an old-school Italian restaurant with pizza, pasta, veal cutlets, and chicken parmesan.”

The breakfast menu is expansive at Jon & Vinny’s, offering six different pizzas (including a breakfast pizza with egg, potato and bacon); pancakes; porridge; avocado toast; spaghetti and pastries. Lunch and dinner highlights include five types of bruschetta; burrata salad; a dozen pizzas; meatballs; a wide variety of pastas; chicken cutlet and nearly 20 desserts to choose from. Both locations of the pizzeria have a wine store on site called Helen’s Wines, owned and operated by long-time Joint Venture beverage director and Jon & Vinny’s partner Helen Johannesen. “A lot of people use Helen’s as their neighborhood wine shop,” Shook says. “Helen also has a wine club where customers can sign up to get deliveries to their house.” Wine and pizza classes are also offered at Jon & Vinny’s, by appointment, with pizza classes held out back near the mobile pizza ovens and wine classes taking place inside Helen’s Wines loft. Having Jon & Vinny’s open all day, as opposed to dinner only, has given Shook and Dotolo an opportunity to see how consumers use restaurants as a public space, Dotolo says. “People come in and have a coffee and a bombolone (Italian filled doughnut) for breakfast, or a pasta by themselves for lunch at the counter before going back to work,” says Dotolo. “Others may come in for a birthday celebration and drink three bottles of wine with two pizzas, four pastas, salad and dessert to really get the full experience.” Naming the pizzeria after themselves was not a decision they took lightly, Shook says, who adds the original name of the restaurant was Cutlet. “We were really hesitant about naming the restaurant after ourselves,” he says. “The real reason we named it Jon & Vinny’s was because, in the Fairfax location, there are two legendary family businesses nearby—Canter’s Deli and Schwartz Bakery,” Shook says. “So, it just felt right to call it Jon & Vinny’s. What’s funny is, most people don’t even know who we are.” Shook says that Jon & Vinny’s brings in a diverse demographic, more so than Animal or Son of a Gun. He thinks it may have something to do with the pizza and pasta. “It’s amazing; we really get a range of people,” Shook says. “It feels really good as a chef and an operator to have so many people of so many ethnicities, financial brackets, ages and walks of life coming together in one restaurant to enjoy the food.” – Source: Sapore Magazine.

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