Red Robin Gourmet Burgers Adding more Tents for Outdoor Dining even as Indoor Dining Resumes at most Restaurants

Understanding the importance and popularity of outdoor dining during the COVID-19 crisis, Red Robin Gourmet Burgers said it plans to add tents to restaurants even as indoor dining resumes at most restaurants. The company plans to outfit restaurants with “all-weather tents and booth partitions” in the early part of the fourth quarter.  That along with indoor dining restarting in California, a core market, should help the company keep its momentum. Red Robin provided investors with a mid-quarter business update on Thursday. Preliminary figures show that the brand is seeing sequential same-store sales improvements, especially at restaurants open for on-premise dining. Restaurants, where outdoor seating has expanded, are also seeing improved sales results. For the week ended Sept. 6, company-operated restaurants reported a 21.9% drop in same-store sales. However, restaurants with limited indoor dining saw comps decline by 16.1%. That’s a huge swing when compared to a 41.4% plunge in same-store sales for the second quarter. “We are encouraged by our improving comparable sales trend over the past several weeks as we continue to expand our seating capacity primarily through outdoor dining,” CEO Paul Murphy said in a statement. Murphy said off-premise sales remain strong for both carryout and third-party delivery. For the quarter ended July 12, off-premise sales increased 208.7% and accounted for 63.8% of total sales. “As we navigate through the pandemic, our team members are doing an incredible job prioritizing health and safety protocols while delivering consistent, quality execution of our brand promise with continued, record guest satisfaction scores,” he said. As of Sept. 6, the company is operating approximately 349 indoor dining rooms with limited capacity, representing 85% of 412 currently open company-operated restaurants. In California, of the 54 locations open, 45 restaurants are open for limited dine-in services. The Greenwood Village, Colo.-based company will be part of a series of fireside chats organized by the J.P. Morgan Gaming, Lodging, Restaurant & Leisure Management Access Forum. Red Robin’s virtual discussion will be Sept. 14. – Source: NRN.

As part of the experiment in the U.K., you’ll be able to return the cup to McDonald’s when you’re done—or drop it off at a network of collection sites at places like supermarkets . . . .

McDonald’s is Testing a New System of Reusable, Returnable Coffee Cups

If you visit a McDonald’s in the U.K. early next year, you might notice a new option if you get a hot drink like coffee or hot chocolate: Instead of a typical disposable cup, you’ll have the choice to walk away with a reusable plastic cup and lid that you can later put in a special bin to be collected and sterilized for another customer. “Reuse is a really interesting, important tool in a suite of tools that we will need, and we’re exploring as we look to keep waste out of nature,” says Jenny McColloch, vice president of global sustainability at McDonald’s Corporation. The company is the first in the foodservice industry to partner with Loop, a company that also pioneered a new system of reusable packaging for mainstream consumer products like shampoo and ice cream from major brands. The pilot will test how Loop’s system could work in the context of fast food. In the U.K., most McDonald’s restaurants are already recycling paper cups, sending them to recycling centers that remove the plastic lining so the paper can be recycled. But a cup reused multiple times can have even less impact. The process is straightforward. Customers who choose the cup will pay a small deposit on it. If they stay in the store, they can drop it off in a Loop bin there and get their money back; if they take the cup to go, they can either bring it back the next time or drop it off at another Loop site later—like a Tesco supermarket, where Loop is also expanding. The cups are taken offsite to a Loop cleaning facility, where they are individually sterilized and hygienically sealed before they’re sent back to the restaurant. (If you don’t find a Loop site, the cup is also recyclable, but loses some of the benefits if it’s not reused multiple times.) “You can now leave the restaurant with it and deposit it anywhere,” says Tom Szaky, CEO of Loop. “So you get that sort of to-go experience fulfilled, and you don’t have to deal with anything other than depositing it back in the Loop ecosystem.” It’s easier for customers, he argues than lugging around their own reusable mug. “The key that always emanates from everything is how do we make reuse work for the most convenience-focused businesses and consumers, and really focus on that convenience of disposability while acting reusable.” It isn’t McDonald’s first experiment with alternatives for coffee cups. In Germany, the company gives discounts to customers who bring their own mugs and serves hot drinks in porcelain or glass mugs when customers are eating in the store. Of course, that’s how most full-service restaurants work. “Most traditional restaurants are entirely ‘reuse,’” Szaky says. “You order your meal and it comes with metal cutlery and washable plates and dishes, and so on.” But when most customers get their food to go, it’s not an option. In Germany, the chain started working with ReCup, another reusable cup platform. The new pilot with Loop will test the idea further. “We’re using this pilot as a test to think about how a reusable model could work for our system, both operationally in the restaurant, and from a customer perspective,” says McColloch. “So, similar to when we trial new menu items, we have to understand what this means for our franchisees, what it means operationally for the employees at the restaurant, and the overall customer experience, from placing the order to the experience of the cup and the beverage, and all the way through to that collection process. We have a number of evaluation criteria that we’re going to be putting in place for all of those pieces.” They’ll test, for example, different incentives that can be used to encourage customers to bring the cups back. The tests will also show how many times the cups can be reused before recycling, though the design aims for 100 cycles or more. It’s possible that the same system could also be used for other packaging. “If it works for hot beverages—and we’ve already talked to the team about this—[it could expand] to soda, or your McFlurry,” Szaky says. “And then from there expanding it to your hamburger, french fries. So that you can get everything from your chicken nuggets to your apple pie in a reusable alternative.” He also expects the system to expand to other restaurant chains. “The beauty is, the more players do it, the more convenient the recollection network becomes,” he says. The team at McDonald’s is hoping that others in the industry will also help the system move forward. “One of the things that we often see in sustainability, not just in packaging, is that the more aspects of society and the more different participants in any industry that are prioritizing sustainable solutions—and in this case, infrastructure and solutions to keep waste out of nature—the more it becomes easier for all of us to make progress,” says McColloch.  Source: Fast Company.

Parent Cosmoledo LLC reportedly taps Aurify Brands as stalking horse bidder . . . .

Maison Kayser Parent Declares Chap. 11 Bankruptcy

The owner of the Maison Kayser boulangerie chain has filed for Chapter 11 bankruptcy at its 16 U.S. locations with a reported arranged bid by Aurify Brands LLC for the company’s assets. Parent company Cosmoledo LLC, which filed its petition Thursday in Bankruptcy Court for the Southern District of New York, said its Maison Kayser’s locations, all in New York City, have been closed since the coronavirus pandemic was declared in March. Bloomberg reported New York-based Aurify Brands LLC was the arranged bidder for Cosmoledo’s assets. Aurify CEO Andrew Stern had not replied to questions by press time. In late May, Aurify Brands agreed to buy 98 U.S. locations of the Le Pain Quotidien for about $3million as part of PQ New York Inc’s Chapter 11 reorganization. Aurify has the New York operations of the Five Guys burger brand, Melt Shop and The Little Beet. Cosmoledo had been seeking restructuring alternatives since mid-July, according to filings by José Alcalay, the company’s CEO. “Business was devastated by the global COVID-19 pandemic,” Alcalay said in filings. He also noted that efforts last year to expand the brand beyond New York had encountered problems. “After analyzing the financial impact stemming from the macroeconomic factors impacting the restaurant industry, of the loss of in-store dining revenue and the continued overhead required to sustain even limited operations (take-out  and  delivery),” Alcalay said, “the company determined that there was too great a risk that future operations would fail to generate sufficient capital to repay its obligations in the ordinary course of its business and continue profitable operations.” Cosmoledo LLC is a wholly-owned subsidiary of Moussechoux Inc. Maison Kayser is an artisanal French boulangerie initially formed in Paris in 1996. Maison Kayser has about 150 locations in more 22 different countries. Cosmoledo was formed in December 2010 and opened its first restaurant on Third Avenue in New York in 2012. As part of the reorganization proceedings, Cosmoledo has transferred funds into escrow to cover part of a $6.7 million Paycheck Protection Program loan that the company received on April 20. The Chapter 11 petition lists the funding bank, Santander Bank of Reading, Pa., as the company’s largest creditor. Cosmoledo’s petition said the company has “sufficient funds to repay” the PPP loan. Cosmoledo listed liabilities or between $50 million and j$100 million and assets of between $10 million and $50 million. Before the Chapter 11 filing, Maison Kayser reportedly had been looking to exit leases in New York City since mid-July after closing all its Manhattan locations in March.  Source: NRN.

Papa John’s is expanding its footprint in the Northeast as sales surge during the coronavirus pandemic with more consumers staying in and ordering out . . . .

Papa John’s Agrees to Open 49 new Sites as Sales Surge During Pandemic

The company announced a deal in which franchisee HB Restaurant Group will open 49 new locations in Philadelphia and southern New Jersey by 2028. It’s one of Papa John’s biggest such deals in two decades. HB Restaurant Group currently owns 43 restaurants in the mid-Atlantic area and has been a Papa John’s franchisee since April 2019. The pizza chain has seen significant growth over the last few months. In August, it issued a preliminary estimate of North American same-store-sales growth of 24.2% from July 27 through Aug. 23. That followed a preliminary estimate of same-store-sales growth, a key industry metric, of 30.3% in July in the region. In the second quarter, North American same-store sales rose 28%. “It starts with sales and getting the positive momentum going. And the next part of that life cycle is real development,” said Amanda Clark, Papa John’s chief development officer. “We are still outnumbered by our key competition — for me, that is something very exciting. There’s a huge runway for our existing franchisees in the system and new franchisees that want the opportunity for growth.” With sales remaining strong and the business growing, Clark said the brand is in a place to help franchisees develop their businesses whether by providing financial tools or helping scout out locations to maximize profits. Opportunities also are starting to arise due to the pandemic’s impact on the real estate market. “We will probably have better location availability than we’ve had in the past because of COVID-19,” said Clark, a former executive vice president at Taco Bell overseeing the customer experience across retail. “That is something we can take advantage of and our franchisees will be able to benefit from.” Fortressing, or having locations in close proximity to one another, has been a tactic of pizza competitor Domino’s in recent years to shorten delivery times and boost carryout business. Clark said Papa John’s focus is to continue to accelerate growth with more locations in the years to come so that customers can easily access delivery and carryout orders. Nearly all of Papa John’s traditional restaurants are open and fully operational in North America, and just over 100 remain closed internationally, in accordance with government policies, the company said in its latest business update. The pizza chain operates in 47 countries.  Papa John’s is also looking to expand internationally as sales outside the U.S. are also gaining momentum, Clark said. Under CEO Rob Lynch, who took over in August 2019, menu innovation has been a key focus and driver of sales. Digital platforms also are performing well, with 3 million new customers added in the second quarter and 70% of orders coming in digitally. This growth has led to several hiring announcements in recent months, bringing its total to 30,000 workers hired throughout the pandemic to meet demand. The stock, which has a market value of $2.9 billion, is up some 40% year to date and is one of the best performers in the restaurant space this year.  Source: CNBC.

Popeyes’ much-hyped chicken sandwich will go on sale Canada-wide after trial launches in Edmonton and southern Ontario earlier this year . . . .

Popeyes to Roll Out Viral Chicken Sandwich Canada-Wide Amid Physical Distancing

The sandwich made headlines for rapidly selling out after it was released in the U.S. last year. Popeyes Canada general manager Rob Manuel says franchisees will add physical distancing stickers both inside and outside restaurants to better direct customers while complying with pandemic-related public health measures. Manuel says the sandwich will also be available through food delivery apps at its Sept. 14 launch. Popeyes has been expanding its menu and adding more locations in Canada in recent years amid competition from Chick-fil-A and KFC. Popeyes parent company Restaurant Brands International Inc. (RBI) also controls Tim Hortons and Burger King and is trying to recover sales after a steep decline during the first few months of the COVID-19 pandemic. The chicken sandwich has been a bright spot for RBI. The company earlier this year said it drove sales at Popeyes as the pandemic raged on. The strong sandwich sales have helped Popeyes outperform Tims and Burger King for several quarters.  Source: BNN Bloomberg.

The 28-unit, Florida-based chain has been acquired by Monroe Capital, an asset management firm . . . .

TooJay’s Deli has a new Owner, Emerges from Bankruptcy Protection

TooJay’s Deli, which filed for bankruptcy in April, has a new owner and has emerged from Chapter 11 protection, the chain announced. Asset management firm Monroe Capital has acquired the 28-unit, Florida-based chain. Details of the deal were not released, though TooJay’s estimated the company to be worth between $44 million and $50 million, according to its bankruptcy document. TooJay’s, which said it was profitable before the coronavirus pandemic impacted its dine-in business, completed a debt restructuring process and implemented its Chapter 11 reorganization plan, the company said in a statement. TooJay’s, a New York-style deli and bakery, was founded in 1981 and has locations around Florida. “For 39 years, TooJay’s has been an iconic, well-recognized brand serving many Florida communities,” CEO Maxwell Piet said in a statement. “Prior to COVID-19, the company’s revenue was ahead of last year, but the pandemic’s impact created difficulty for many industries.” Not long before seeking bankruptcy protection, TooJay’s received a $6.4 million federal Paycheck Protection Program (PPP) loan, according to bankruptcy documents. Companies that are in bankruptcy are forbidden from receiving PPP funds. At the time of the filing, the chain had $33 million in secured debt, in addition to the PPP loan. The pandemic has been cited as the reason for declaring bankruptcy by a number of restaurant operators, including Chuck E. Cheese parent CEC Entertainment, Pizza Hut franchisee NPC International and fast-casual chain Garbanzo Mediterranean Grill. – Source: Restaurant Business.

From immersive events to a new restaurant, Yorm Ackuaku’s work is redefining African food for a global audience . . . .

How a Banker Turned Podcaster Is Telling the Stories of Africa’s Cuisines

When co-workers would ask Yorm Ackuaku, “What is African food?” the question irked her, and she didn’t know how to answer. “At that point, I hadn’t traveled outside of West Africa, so I couldn’t speak for the rest of the continent,” she says. “There’s a wide variety of food in Ghana alone. I could only imagine what that meant across the continent, even when you think about European colonization.” To answer the question would take a lifetime. But she was willing to try. This was in 2015 when Ackuaku lived in Germany for her work in corporate banking. She created an Instagram page, Awo’s Kitchen, documenting her homemade Ghanaian meals with whatever she could find in German markets. However, she quickly found that “other food accounts were doing it more professionally, where I was just cooking from instinct and what my mother taught me,” she says. Ackuaku pivoted to amplifying people who already had a large canon of work, such as UK-based chef and blogger Ndudu by Fafa. Awo’s Kitchen was rebranded to esSense 13, a play on the word “Essen” (“to eat” in German). The project foreshadowed the work she wanted to do, amplifying food stories from the African diaspora and creating immersive experiences online and off.  “A lot of times we only focus on how good the food tastes,” she says. “But I wanted to focus on the other elements and the different senses that make a food experience great.” With a new name and a new mission, Ackuaku tapped into the continent’s booming tech scene during the Accra Food Hackathon in January 2016, which she planned for months. For three days, brands, chefs, and restaurant owners gathered for community-wide panel discussions and workshops, concluding with a hackathon, where participants brainstormed tech solutions to common issues.  “There was this energy from young people with tech experience, and I wanted to see how we can use technology as a bridge to elevate food tourism,” Ackuaku says. She was onto something. The first event she held—and the first food hackathon ever on the continent—was standing room only. Buzzing from the success of the event, Ackuaku was determined to sustain the momentum. When work moved her from Germany to London in 2018, she launched Accra Food Week. Set against a backdrop of vibrant Ankara prints and verdant tropical plants, the event mobilized bloggers, chefs, entrepreneurs, and the public for a week of panel discussions and pop-up dinners. For Ackuaku, the success of Accra Food Week confirmed the need for spaces she was creating. “It’s about amplifying the work of people and having space for these conversations to happen, where people can start collaborating,” she says. As Ackuaku continued to travel and work with chefs around the world, she wanted a way to preserve the stories she heard. Inspired by the “How I Built This” podcast chronicling entrepreneurs’ tales of developing well-known brands, she adopted a similar model to celebrate African food stories throughout the world. “When I go to a restaurant, they’re not just putting something together that I can make in my kitchen,” Ackuaku says. “That’s a dream behind that. There’s a struggle behind that. There’s a culture they’re trying to share with people.” Ackuaku got to work, naming her podcast Item 13 (a Ghanaian slang term for food after a party) and tapped on her network for guests. Ackuaku’s interviewing style is delightfully inquisitive and studied, “teasing out parts of their story that they may not think of right away,” she says. The conversations sometimes take unexpected but enlightening turns. In one episode, Ackuaku and chef DominiqueTolbert discussed her multiethnic Liberian heritage, the historical links between Liberia and the U.S., and the Black Lives Matter movement. Now in its fourth season, Item 13 has interviewed guests living in three continents and is part of Heritage Radio Network.  As Ackuaku continues to illuminate the textures and depth of the continent’s gastronomy, she’s including stories of the larger Black diaspora with upcoming guests like chef Alain Lemaire, exploring the link between Haitian and West African cuisines. “I’m pulling connections between the diaspora, the continent, and the States, which has been a learning experience,” she says. While Ackuaku is now based in Seattle, she’s also a founding owner of Dawadawa, an Accra-based restaurant named after the umami-rich, pungent spice used in Ghanaian cooking. “I wanted to have a flagship that embodies the ideals I want to share. It’s an example of what I think an African food experience should be like,” she says. “I think that it should be local. It should honor ingredients. It should create experience and community.”  Dawadawa’s menu celebrates local, seasonal ingredients, and showcases art and music from up-and-coming talent, along with a residency program hosting chefs throughout the continent and diaspora. Ackuaku is also building a website that will include an e-commerce shop, a worldwide directory for African businesses, and educational content. Ackuaku resigned from her banking job last year to devote herself full-time to the work of centering African food stories. She has no plans to slow down anytime soon, with speaking engagements and working with the UN General Assembly under her belt. While representation is a big part of her mission—recognizing the nuances of Africa’s cuisines, much like the recent (and long overdue) attention to Asian cuisines—it isn’t a goal unto itself. She wants to take representation further, as a throughway to creating wealth in and out of the continent. While Ackuaku never envisioned herself leaving corporate life, she knows this work is her purpose. “There’s so much missing from the global food story, even the American food story,” she says. “Nobody owns this land. We all came from somewhere else, and we need to represent that.” – Source: Food & Wine.

Top 10: Burger King’s Restaurant of Tomorrow, Jelly Belly Branches out into Chocolate

Grilling recipes and techniques were top-of-mind among readers of The Friday Feed as they headed into Labor Day weekend. Burger shaping best practices from The Kitchen, barbecue sauce wisdom from Food & Wine, and a roster of diverse cookout recipes from Bon Apetit and Taste of Home all fed readers’ cravings for one last taste of summer. Readers of the brief, which is a partnership between SmartBrief and the Culinary Institute of America, paid attention to what restaurants had on the menu for the long weekend as well and also read up on insights into the future of the industry from a group of chefs and restaurateurs. Readers also shared their thoughts on the poll question “Have you ever purchased a meal kit from a restaurant with ingredients you cooked (or finished cooking) at home? Check out the poll results and subscribe now. In restaurant news this week, stories about new quick-serve formats designed to meet the needs of consumers still grappling with the pandemic proved popular. Restaurant drive-thru visits soared 26% in April, May, and June, according to NPD Group data, and several chains unveiled new formats boasting smaller dining rooms and additional drive-thru lanes. Burger King’s two new “Restaurant of Tomorrow” designs feature multiple drive-thru lanes, covered areas for drive-in dining where customers can order from their cars via an app, curbside pickup spaces and lockers that allow for contactless pickup of mobile and delivery orders. Other chains including Taco Bell and Shake Shack are doing similar redesigns to meet changing customer needs. Bloomin’ Brands, the parent of Outback Steakhouse and Carrabba’s Italian Grill, is also catering to off-premise dining demand with the launch of Tender Shack, a delivery-only chicken concept created in partnership with DoorDash. Tender Shack’s food will be prepared in Carrabba’s restaurant kitchens. CPG news also made the Top 10 list, including a story about Coca-Cola’s new leadership team and its creation of five global business categories that ranked as the most-read food-and-beverage story of the week. Jellybean brand Jelly Belly’s launch of gourmet chocolates caught readers’ attention too. The brand has created Gourmet Milk Chocolate Truffles in nine flavors and Gourmet Milk Chocolate Bars in cherry and mint. The most-clicked story in grocery retail this week was the news of an expanded partnership between Amazon and Kohls. The e-commerce giant is opening a 37,000-square-foot grocery store inside an 88,000-square-foot Kohl’s store in La Verne, Calif. – Source: Smart Brief.

The Marketing Executive Group is launching a new series, MEG Talks, to help restaurateurs ramp up marketing efforts that keep customers dining on and off-premises . . . .

MEG Talks Keep Operators up on Latest Marketing Strategies

Starting this month, MEG will host a series of “TED Talk-like” presentations that address issues associated with the pandemic and how to market businesses effectively in the midst of the crisis. Without question, COVID-19 has changed the industry’s approach to marketing and the messaging operators use to communicate with customers. Customers’ dining needs have changed as well. The virtual talks are open to operator members and non-members, and the allied community at large. Each 30-minute MEG Talk will feature industry experts sharing tips, tools, and solutions that restaurateurs could apply at their respective operations. The first 20 minutes of the talk focuses on the topic, while the last 10 minutes invites listeners to join in an interactive Q&A. The MEG Talk series launches Sept. 15, on Zoom. In “Cocktails To Go,” presenter Ken Ruff, vice president of national accounts for Beam Suntory’s on-premise business, says the bar business changed dramatically this year, but cocktails are still selling. He’s learned a lot about “Cocktails To Go” during the pandemic — and the revenues they generate when handled right. Customers have been missing their cocktail occasions, and Ruff will share insights on how to capitalize on their willingness to order drinks “to go” with great marketing and irresistible deals. Beam Suntory was one of the first companies to offer a polished “Cocktails To Go” program, and Ruff will talk about the tools the company developed along with real-life examples of operators who hit home runs with them. – Source: National Restaurant Association.

Twin Peaks can now enjoy their favorites through online ordering, curbside pickup, delivery, contactless ordering and more . . . .

Twin Peaks Introduces New Tailgating Kits for Football Season

Whether you’re tailgating or watching the game on your couch with friends and family, Twin Peaks has these new kits available for delivery, online ordering, or curbside pickup at participating locations that will enhance your sports viewing experience: Twin Peaks Wing Packs – Boneless, bone-in naked, bone-in breaded or smoked and grilled wings, served in packs of 96 with choice of wing sauce or rub and dressing for dipping. Add on a side of French fries or sweet potato fries for a small upcharge. Twin Peaks Party Packs – Family-style packs that serve four to six. Each comes with a choice of protein, four side items, a family-size House Salad, six dinner rolls, and butter. Protein options include Sirloin Steak, Chargrilled Salmon, Sweet n’ Smoky Ribs, BBQ Combos, Chicken Tenders, Smoked Half Chickens, and more. To add to the excitement, now that Twin Peaks’ doors are back open, guests can enjoy these innovative items that feature carvable smoked meats from in-house smokers:

Smoked Half-Chicken – In-house smoked half-chicken brushed with garlic parsley butter, served with house-made garlic mashed potatoes and sautéed green beans.

Smoked Brisket Tacos – In-house smoked shredded brisket, chipotle mayo, avocado smash, an all-new salsa verde, pickled red onions, queso fresco, and cilantro, all in a flour tortilla, served with chips and choice of salsa.

The Smokestack – Burger topped with in-house smoked pulled pork, smoked mozzarella, pickled red onions, pickled jalapeños, tomato, pickles, cilantro, smoky-sweet BBQ sauce, and black pepper aioli, served with French fries.

Chicken Quesadillas – Modified to be made with in-house smoked pulled chicken.

Double Stacked Nachos – Modified to offer three protein choices, all smoked in-house: pulled chicken, brisket and pulled pork.

Along with its smoked sensations, the ultimate sports lodge also refreshed its extensive beverage menu with the addition of these handcrafted cocktails:

Aviation Gin Corpse Reviver – Aviation Gin, triple sec, Capano Antica Dry Vermouth,  Peychaud’s bitters, and lemon juice.

Buffalo Trace Sour–  Buffalo Trace, simple syrup and lemon juice, topped with a red wine float.

Martell Sidecar – Martell Cognac, Patrón Citrónge and lemon juice.

Tito’s Sparkling Lemon – Tito’s and Fever Tree Lemon.

Dobel Pineapple Paloma –  Maestro Dobel Diamante Tequila, agave nectar, fresh grapefruit, pineapple juice, and lime juice.

Smoky Herradura Margarita –  Herradura Silver, Sombra Mezcal, triple sec, agave nectar, and lime juice, served with a charred lime wheel.

Disaronno Amaretto Sour –  Knob Creel, Disaronno, lemon juice, and Luxardo cherry.

Knob Creek Blackberry Smash –  Knob Creek, Blackberry Mint Marmalade, lime juice, and mint.

The Godfather – Disaronno, Monkey Shoulder, and orange bitters.

“We are always looking for ways to ensure sports fans can root for their teams with mouthwatering food and delicious drinks in front of them,” says Twin Peaks Executive Chef Alex Sadowsky. “Twin Peaks continues to be the perfect place for watching the game, whether you’re watching it at home with our Tailgating Kits or enjoying tender smoked meats and tasty cocktails in one of our restaurants.” Guests at Twin Peaks can now enjoy their favorites through online ordering, curbside pickup, delivery, contactless ordering, and more. – Source: fsrmagazine.

New York City restaurants will be able to resume indoor dining at 25% capacity at the end of the month, New York Governor Andrew Cuomo said on Wednesday, relaxing one of the last big COVID-19 limitations in the nation’s most populous city . . . .

New York City Restaurants Can Resume Indoor Dining at one-Quarter Capacity this Month

New York City has been the only region in the state where indoor dining was not allowed during the third phase of its reopening plan, as health officials worried that people eating inside without masks could spread the novel coronavirus. Cuomo said the decision was made following compliance and rule enforcement improvements. He said the city’s coronavirus positivity rate, the proportion of daily tests with positive results, holding steady below 1% was another important factor. The city banned indoor dining in mid-March as the pandemic worsened. Hammered by the loss in business, restaurants looked to takeout and delivery orders to keep them afloat. In June, outdoor dining was approved, and restaurants got creative by putting tables on sidewalks, rooftops, and even boats, festooning them with lights, umbrellas, and festive decor. A plan to reopen indoor dining in July was delayed due to COVID-19 concerns. Restaurateurs cautiously welcomed the news. “Twenty-five percent is not that much, but it’s something where you can do some math and know, more or less, how many customers you can have every day,” said Giovanni Gelfini, the owner of Santa Panza, a restaurant in Brooklyn. Julie Lumia, co-owner of the venerable theater district restaurant Joe Allen, said she can rehire about 15% of the staff with the limited reopening, but will still lose money. “We’ll exist again, that’s the important thing,” she said. “But we really have to see how comfortable everybody feels about going inside. It’s a tricky one.” At a news conference, Cuomo acknowledged the risk of future outbreaks but also stressed the economic pain the restrictions have caused. He said capacity could be lifted to 50% by Nov. 1. “A restaurant is not just the restaurant owner. … There is a whole industry around restaurants,” Cuomo said. The state will expand its task force charged with enforcing restaurant compliance, and New York City will provide 400 additional inspectors to support that effort, he said. Restaurants will have to check the temperature of customers at the door and obtain contact information for contact tracing should there be an outbreak. Cuomo said the state would also establish a system encouraging customers to report restaurants, not in compliance. “This may not look like the indoor dining that we all know and love, but it is progress for restaurant workers and all New Yorkers,” Mayor Bill de Blasio said. – Source: Reuters.

U.S. Sen. Bob Menendez signed on to a bill providing $120 billion in federal aid to restaurants, bars and caterers impacted by the pandemic . . . .

Menendez Co-Sponsors Restaurant Bailout Bill

“New Jersey’s normally bustling restaurant and hospitality industry help drive the economy in our local communities,” Menendez said. “The Restaurants Act will help give them the financial relief many need to stay open, keep people employed and drive our economic recovery.” The bill, which has the backing of the National Restaurant Association and the Independent Restaurant Coalition, would provide such businesses with grants to cover worker salaries and benefits as well as expenses like rent, mortgage payments, and maintenance costs. Awards would be based on revenue losses between 2019 and 2020. “The social distancing and stay-at-home orders necessary to contain the spread of the virus helped flatten the curve and prevent our health system from being overrun, but the economic fallout has caused enormous pain all around,” Menendez said. “Many local restaurants, bars, and catering halls have been forced to close.  Workers have been laid off or furloughed. Even those establishments that were able to quickly shift to delivery, take-out, or outdoor dining, are still in the red.” – Source: New Jersey Globe.

Owner CEC Entertainment received the OK to get financing that will carry it through the bankruptcy process . . . .

Chuck E. Cheese’s Owner Gets a $200M Lifeline

The parent company of Chuck E. Cheese and Peter Piper Pizza has reached a deal that gives it $200 million in financing to get through the bankruptcy process and find a buyer. CEC Entertainment, which declared Chapter 11 bankruptcy in June as landlords began suing the company over leases, is receiving “debtor-in-possession” financing from some of its lenders. In a legal filing, advisors to the Irving, Texas-based company said it didn’t have the cash flow to fund operations during the bankruptcy process. What’s more, the company faces “ongoing uncertainty based on the current market conditions in the dining and entertainment industry” as a result of the COVID-19 pandemic. “Eatertainment” chains that blend food and games have been among the hardest hit during the pandemic, as they rely heaviest on games for their profits. Game playing, like other onsite entertainment options such as movie theaters and amusement parks, has been hit hard in recent months. CEC also entered the pandemic with about $1 billion in debt. CEC said it has an agreement with creditors holding more than two-thirds of its debt on terms of a financial restructuring, including a sale or reorganization, a credit bid to some of its lenders or a debt-for-equity exchange. The company said it plans to continue to look for buyers. As of Friday, 316 Chuck E. Cheese and Peter Piper Pizza locations have been opened and the company says it plans to continue opening restaurants “as it is safe to do so.” “’ This agreement and financing demonstrate our creditors’ confidence in our go-forward business plan and will enable CEC to complete this financial restructuring process in a timely manner,” CEO David McKillips said in a statement. – Source: Restaurant Business.

Co-founders of The H. Wood Group Brian Toll and John Terzian describe how they survived coronavirus by using their reservation platform to become a COVID testing center and creating four virtual brands . . . .

How to Market a Virtual Brand Effectively During the Coronavirus Pandemic

Virtual brands are plentiful now, as both brand-new concepts and pivots from existing companies to survive. The H.Wood Group, based in Los Angeles, has taken existing brands and transformed them to digital concepts while also creating new virtual brands. Oh, and they created a program to schedule and conduct COVID-19 tests. Easy pivots. “We really had to change who we are as a company. We went from 17 [dine-in] venues that all closed and now we’re just doing the delivery. So that was obviously a big change,” said Brian Toll, co-founder of The H.Wood Group, a restaurant group that owns The Nice Guy, Delilah and several new virtual brands. “We’ve pivoted where my brother is doctor, getting so many requests for COVID tests that he couldn’t handle the volume and said, ‘Hey, I know you have all these employees that handle reservations, do you think you can help me set up some testing?’” Toll continued. And that’s how The H.Wood Group became involved in scheduling COVID testing during the pandemic, keeping employees busy and their community organized. What began with his brother’s request turned into a complete scheduling system, similar to the front-of-house reservation system, where they could send people to nurses onsite and process results. There are now seven employees working on this initiative full-time. But The H.Wood Group didn’t stop selling and cooking food. “We launched the barbecue concept called Slab a couple of years ago that got a lot of buzz. Honestly, during COVID, we were able to really have that explode for a bunch of different reasons,” said co-founder John Terzian. “It was the type of food people were looking for that they couldn’t make at home.” This set off a lightbulb in their heads. Prior to COVID, The H.Wood Group didn’t have any fast-casual concepts. That changed once the pandemic swung into full gear and the group’s full-service restaurants were forced to shutter, which was the impetus behind all of the virtual brands.

As for their inspiration?

“We are very good at marketing and creating brand new ideas so we figured now would be the time to try it,” said Terzian Building off the success of their restaurants, Toll and Terzian took elements from their popular menus and created brand new concepts. Mama’s Guy is based on The Nice Guy, a full-service restaurant led by Chef David John and features “take-and-bake” lasagnas as well as already cooked Italian favorites made for delivery. Lilah’s is a fast-casual version of Delilah with traditional diner foods and American classics. Lilah’s and Mama’s Guy use the kitchens of their parent restaurants, where pickup and delivery is stationed. Additionally, two virtual concepts are completely new. Ela Ela is a Mediterranean cuisine-focused concept using local, California-grown products. And the upcoming Beautiful Foods will sell comfort vegan food. Yes, The H.Wood Group already had a strong foundation with name recognition, but that didn’t mean that they had to invest any less in marketing, one of the most crucial aspects of a virtual brand with no storefront. “On the marketing side, we did what we do best, and that creates a brand and the logo and story behind everything. We couldn’t just call it Brian’s Pizza,” said Toll. Part of that story and branding includes unique boxes and bags for each of the virtual concepts. And rather than following the trend of influencers posting about brands or, the newest virtual-brand trend, pairing rappers with chicken concepts, The H.Wood Group launched fast-casual Lilah’s like a traditional drive-thru from the ’50s. Customers remain in their cars and the food is brought to them. “The name of the game is the way you’re marketing and the way you’re separating yourself from everyone else in the market,” said Toll. Harkening back to a time of traditional Americana while maintaining the 21st-century coronavirus trend of a virtual brand, The H.Wood Group has found a way to survive during shutdowns and carve a path for the future. – Source: Restaurant Hospitality.

The National Restaurant Association Show has opened attendee registration for the 2021 event . . . .

Registration Now Open for 2021 National Restaurant Association Show

The National Restaurant Association Show has opened attendee registration for the 2021 event, to be held May 22-25 at McCormick Place in Chicago. Following the challenges brought on by COVID-19, the Show will provide attendees with exactly what they need—an in-person experience for discovering unique products, creating business connections with key suppliers, accessing education on today’s biggest topics, and peer-to-peer networking, while also diving into the emerging industry trends and innovation. The National Restaurant Association Show is the place to find creative new solutions to today’s challenges in the restaurant industry, from the latest food and beverage trends to emerging technologies to operational innovations that will boost your bottom line. The Show’s expert-led education program will feature timely sessions and deep-dive workshops to help the industry reinvent with focuses on employee retention, customer safety, off-premises solutions, menu trends, and more. Additional highlights of the 2021 Show will include:

Value: Attendees will maximize their time and funds by attending the one event that has it all—from experts that will help make sense of the latest industry projections to efficiency-boosting equipment. Innovations: On the Show floor, attendees will discover new solutions from current partners, discuss their needs with exciting up-and-comers in the restaurant tech space, get the scoop on delicious new ingredients and global flavor trends, find game-changing equipment, shop products to boost adult beverage programs, and so much more. Ideas & Information: Being in-the-know is essential to foodservice success, and that’s never been truer than it is now. Attendees will get up-to-date industry data from trusted sources, enhance their knowledge of pressing topics like off-premise sales, find inspiration, and learn new skills with the Show’s extensive education program, which includes deep-dive workshops, celebrity-led demos, and featured presentations. Relationships: Whether individuals are looking for new business partners, want to catch up with colleagues, or are looking to discuss exciting collaboration ideas with peers, they’ll find the right people and opportunities here. The 2021 National Restaurant Association Show offers a protected registration policy. Should plans or circumstances change, full refunds will be granted to attendees who cancel by May 3, 2021. – Source: fsrmagazine.

Levine Lichtman Acquires Tropical Smoothie Café . . . .

The private Equity Firm Partnered with Management on the Deal for the Fast-Growing Chain

Private equity firm Levine Leichtman said it has partnered with management to acquire Atlanta-based Tropical Smoothie Café. Terms of the deal were not disclosed, but the acquisition gives the Los Angeles-based Levine one of the industry’s fastest-growing concepts. Tropical Smoothie has averaged 23% system sales growth over the past five years, including 22% in 2019, according to data from Restaurant Business sister company Technomic. Existing management will continue to run Tropical Smoothie, including CEO Charles Watson. The deal represents something of a return to the restaurant industry for Levine Leichtman, which in the past has invested in Bertucci’s, Cici’s, and Wetzel’s Pretzels, among others. It takes over a rapidly growing franchise in Tropical Smoothie, which was founded in Florida in 1997 and sold to BIP Opportunities Fund in 2012. The chain currently has more than 870 locations in 44 states. “We look forward to working with them as they continue to increase systemwide sales, improve franchisee unit economics and expand unit count in the significant remaining white space,” Matthew Frankel, managing partner of Levine Leichtman, said in a statement. Kirkland & Ellis advised Levine Leichtman in the deal, while Golub Capital provided debt financing to complete the deal. Jamieson and Peter Klein P.A. advised Tropical Smoothie management, while Robert W. Baird Co. and Alston & Bird advised Tropical Smoothie. – Source: Restaurant Business.