3 Reasons Businesses Should Be Starting Now

The COVID-19 pandemic has not only changed the trajectory of people’s livelihoods and businesses’ bottom lines but society in general. As a result, many normalities from employment to public health to how we communicate, have been changed forever. Looking ahead, research unsurprisingly suggests that 2021 will be a year of transition. Apart from any catastrophes or unexpected turn of events, experts predict a strong finish for the economy this year with faster growth predicted in the second half. In fact, economists are confident we will see an uptick in business earnings, market activity, and employment numbers by fall. what will this look like and how are you preparing? The jury is still out, but that doesn’t mean businesses should slack on their strategic approach, especially when it comes to rebuilding their teams. Brilliant research indicates that more than a third of businesses surveyed have made significant reductions to their internal cost structure in some capacity over the past year. It made sense to right-size the business, but many are realizing they may have cut too deep and plan to boost their hiring. So, how are businesses supposed to plan for a healthy Q3 and Q4 with reduced teams and long-term plans to hire? Simple. They need to start adding to their workforce by hiring now.

Why is it a good idea to begin the hiring process when the economy is still months away from full throttle? Discover the 3 Reasons Businesses Should Start Hiring Now.

It takes time to select, onboard, and train.

Whether you are using a recruiting firm to handle your hiring needs or you are managing the process internally, it can take weeks or even months to find the best talent for your team. For most positions, the process of sourcing, vetting, interviewing and conducting background checks before making an offer takes time. After you have identified the right talent, you must consider the time it takes for the onboarding and training once they begin their role. No matter how skilled a professional is, be sure to plan for a ramp-up period. Ask yourself, how long does it take for the position you are hiring for to come up to full speed? For example, I have often found that most sales leaders underestimate what it takes for a new sales rep to learn the market or product while trying to build successful relationships. Plan on this taking at least 6 to 9 months. Guess what? If you hire now, do not count on them having an impact on your sales goals in 2021.

It costs time and money if you make the wrong hire.

The abovementioned timing assumes the new hire or contract resource selected is the right hire. However, what happens if the fit is not right, and the person resigns, or you have to let them go? Replacing a new hire can cost you tens of thousands of dollars and puts you back at square one. A lot has been written on this, so I will not dwell on the topic. But remember, it is imperative you look at the big picture when rebuilding your workforce and are realistic with the timeframe and your overall expectations. No one likes a setback, but they happen all the time.

Top talent could be gone if you wait.

Businesses that have a solid strategy and understand the length of time needed to plan for a late-year spike in production will scoop up top talent first. If you wait too long to begin your hiring, you may miss out on quality professionals who can make a real impact on your business. While unemployment numbers are higher than they have been pre-COVID times, many specialty roles in accounting, finance, sales and technology have lower unemployment rates. Many companies are trying to get ahead of the curve today. We are starting to see candidates getting second offers and spending less time in the market searching for a new role. In addition, with more flexible work models, begin thinking about pulling talent from outside your current market if you do not require your team to be in an office. Overall, the sooner you roll out your hiring strategy and begin the process, the more likely you are to find the high-quality talent you need.

Pay attention…the second half of 2021 is just around the corner. Are you ready?
What are some other reasons businesses should begin their hiring process now? Share your thoughts in the Comment section below.

Need help with your hiring process or determining your hiring strategy? Contact the Brilliant Team today and mention this blog! – Source: Brilliant.

Re-Branded as off-premises only, Bushi by Jinya will soon be franchised . . . .

JINYA Creates New Growth Vehicle to Meet COVID Times
On the cusp of a full-blown global crisis last year, JINYA Holdings knew major changes were ahead. Marketing Director Justin Bartek joined right before the shutdowns in March 2020, and so did the director of IT and director of training. The group was responsible for preparing the brand for COVID, which was quite the task considering JINYA—which operates JINYA Ramen Bar, bushi by JINYA, JINYA Ramen Express, and Robata JINYA—didn’t have online ordering or agreements with third-party delivery providers. But once JINYA struck a partnership with Aloha, a first-party ordering platform, pieces began falling into place. Ramen already travels well, so the company began seeing a significant uptick in off-premises orders. Every little piece of strategy helped, like using stickers to differentiate more than a dozen types of ramen. It also helped that JINYA’s roughly 40 stores are spread across regions that reopened early into the pandemic, such as Atlanta, Orlando, and Houston, which represent about 40 percent of the footprint. In 2021, sales outside the four walls remain elevated, and nearly all of JINYA’s dining rooms are available. That includes the home base of Los Angeles, which recently allowed restaurants to reopen with 25 percent capacity. “I would think we’re actually holding up very well compared to others in the industry, at least peers that I know,” Bartek says. “ … A lot of people were hit really hard with this. Sales are strong, and we’re in a really good place right now.” JINYA’s story, like countless others, was about pivoting. That’s what motivated the company to transform its bushi by JINYA store in L.A. into a new pickup and delivery-only concept.

The company completely remodeled the space by removing all tables and chairs and placing a counter in front. The rebranded restaurant leverages upgraded technology to keep labor costs low, such as customers using a QR code to order online. And to meet the demand for contactless transactions, bushi added shelves so guests or delivery drivers can pick up their orders without interaction. Bushi adopted a smaller menu that highlights five types of ramen, like The Bushi Soul Red, which comprises pork broth, pork chashu, green onion, kikurage, bean sprouts, and spicy chili sauce, served with bushi original noodle. The menu also includes a variety of hand rolls, karaage (Japanese fried chicken), rice bowls, and a $20 ramen, hand roll, and karaage combo. The brand, which began as a full-service concept in 2018, closed in March, but reopened in August. “We were looking ahead and trying to make something that people would want in this environment, and it’s worked out for us,” Bartek says. A couple of months later, a second bushi location opened in the Glendora Public Market in Glendora, California, —JINYA’s first food hall location. There were some delays with permitting and construction, but since its debut, the unit has performed well. Bartek explains that even though the concept is the same, it’s a totally different environment, so JINYA has been figuring out seating arrangements and how to streamline grab-and-go. The plan is to open another corporate unit in Southern California, which also has been delayed due to COVID. “That’s still in the works,” Bartek says. “So our hope is to have the three, and they’re all in sort of different environments where the original one is sort of in a strip mall in L.A. The next one, the food hall. And then this one will be sort of an outdoor mall kind of vibe. So kind of touching on all three and just taking the learnings. That’s really what it’s about is just learning. Which style can do best? Where do they go? Continually refine the menu, the processes, all that. There’s been a lot of learning, but it’s been good for us.” In total, JINYA opened six stores during 2020. JINYA Ramen Bar rolled out four of those in Denver; Athens, Georgia; Henderson, Nevada; and Reston, Virginia. The new bushi model accounted for the other two openings. Going forward, JINYA has franchising plans for both concepts. Mike LaRue, vice president of franchise sales, says interest in bushi has been organic; there hasn’t been much marketing behind the new brand, but existing operators have taken notice. For bushi specifically, JINYA is looking at nontraditional locations that are ideally between 400 and 1,000 square feet. “We’ve gotten a lot of interest from pretty high-traffic airports,” LaRue says. “We’re in the fortunate position from a JINYA Ramen Bar perspective, you’re planted all over the country. So it wouldn’t be too difficult to develop in other markets outside of Southern California. So we don’t necessarily have anything specific. However, if you look at the major metro markets, that’s generally an easy target.” “People know JINYA, so when they see bushi, they somewhat understand,” he continues. “And so I think once we actually start marketing the brand, I think we’ll expect to see a significant amount of traction. But right now, we’re very fortunate that all of the interest that we’ve seen, it’s been organic.” In 2020, JINYA inked deals with five new franchisees to add 14 restaurants to its pipeline.

This year, the company expects to open 15 domestic and international restaurants in Arizona, California, Georgia, North Carolina, South Carolina, Virginia, and Vancouver, Canada. LaRue notes that unlike other casual-dining brands that have been trying to survive, JINYA has been forwarding-thinking and has tried to map out the next five to 10 years. Operators in certain markets are starting to expand their current area development schedules. JINYA recently onboarded a new real estate partner that’s putting the company on the radar of some of the biggest developers in the country. LaRue says that across the board—from both an investor and landlord perspective—JINYA is gaining significant interest because of its unique menu offering and diverse concepts. It’s very [advantageous], obviously right now, especially with times changing, not just from a real estate perspective, but obviously from an off-premise dining perspective,” says LaRue, in reference to JINYA’s multiple brands. “We’re seeking multi-unit developers. And when they own a market and they have the ability to adapt to how to come into the trade area based off of what’s available, having that flexibility puts us and the franchisees in a very good position.” Before he joined JINYA in January, one of the things that excited LaRue the most was the fact that the brand earned a high amount of revenue per square foot pre-pandemic. And that was without the added boost of online ordering. In other words, the potential is clear cut. Bartek is just as bullish. As long as JINYA executes, he believes the brand can “knock it out of the park” with in-store dining, third-party delivery, and the new bushi concept. “Whatever it is, I think we have a spot,” Bartek says. “So we’re pursuing all angles, trying to learn as much as we can about all these things, and be there because I think this is the kind of brand that can really succeed in all those arenas. And with the different concepts, as well, there’s something for everyone.” – Source: fsr magazine.

Texas Roadhouse Names Jerry Morgan CEO
Texas Roadhouse Board of Directors announced Friday that president Jerry Morgan will also assume the title of Chief Executive Officer of the Louisville-based restaurant company. The promotion is effective immediately. Morgan’s appointment to CEO was part of the Company’s succession plan, which was enacted following the passing of Kent Taylor, the founder, CEO and Chairman of the Board on March 18, 2021. “While you never expect the loss of such a visionary as Kent, our succession plan, which Kent led, gives us great confidence. Jerry’s operational background and 20-plus years of Texas Roadhouse experience will be key in helping the Company and Roadies move forward after such a tragic loss,” says Greg Moore, Lead Texas Roadhouse Director. A 23-year veteran of Texas Roadhouse, Morgan has more than 35 years of restaurant management experience with Texas Roadhouse, Bennigan’s, and Burger King. Morgan started his Texas Roadhouse career in 1997 as Managing Partner of the Company’s first restaurant in Texas. He earned the Company’s most prestigious award, Managing Partner of the Year, in 2001 and was promoted to Market Partner later that year. He was promoted to Regional Market Partner in 2015 and was appointed President in 2020. – Source: fsrmagazine.

From technological advancements for vision-impaired guests to a rare shareholder vote against the executive pay plan, Starbucks had a busy week . . . .
4 Things you Should Know about Starbucks this Week
During the week of Starbucks’ biannual shareholders’ meeting on Wednesday, the Seattle-based coffee chain made multiple announcements regarding technological advancements for vision-impaired guests, a new beverage platform, and more. Here are four things you should know about Starbucks this week, including a rare shareholder vote against the proposed executive pay plan.
Shareholders voted against executive compensation
In a rare move, Starbucks shareholders voted against the proposed executive compensation package during the shareholders’ meeting Wednesday, which included a $1.86 million payouts for CEO Kevin Johnson and $50 million in retention pay first suggested in 2019 if he stays with the company through 2022. Though the vote is nonbinding, according to the Wall Journal have had shareholders reject pay resolutions over the past year. Starbucks noted that the company’s market value has grown by $39 billion since Johnson became CEO in 2017, replacing Starbucks founder Howard Schultz. “This award – which is earned through exceptional company performance over a period of time – is consistent with our commitment to shareholder value creation and ‘pay-for-performance philosophy,” board member and Ulta CEO Mary Dillon told CNBC in a statement. Comparatively, last year, 84% of shareholders voted for the compensation proposal.

Challenge Seattle with Starbucks is releasing a vaccine distribution handbook

In January, Washington Gov. Jay Inslee announced in an unusual move, that the state government would be working with multiple corporations, including to help implement and carry out a statewide COVID-19 vaccine distribution plan. As a corporate stakeholder, Starbucks helped with “operational efficiency, scalable modeling and human-centered design expertise and support.” Now, Challenge Seattle is releasing a playbook detailing best practices that the state has learned from this private-public partnership that can be used as a working model for other cities and states to try. The playbook includes an explanation of the partnerships, roles and responsibilities of each partner, station procedures, technology needed, and communication tactics to ensure safe and efficient vaccine distribution. For example, throughout the project, Starbucks helped with providing communication resources to the Department of Health, adding amazon Connect capability to increase capacity for scheduling vaccine appointments and developing a PSA video for a 15-minute post-vaccination observation period.
Cold-pressed espresso is being tested out this year

On Wednesday, Starbucks announced that the company would be testing out cold pressed espresso in a limited number of stores this year. The drink was initially introduced at the Starbucks Reserve Roastery in Seattle in 2017 and points to the growing popularity of the Starbucks cold drinks platform.
Starbucks is rolling out large-print and braille menus this summer
Starbucks announced Monday that the company would be introducing large-print and braille menus to all of its restaurants across the United States and Canada starting this summer. The company also introduced a new free service, Aira, that will connect blind and low-vision customers to live trained visual interpreters who will be able to help them make their purchase. – Source: NRN.

Ensuring Food Safety when Cleaning Conveyors
Production room sanitation is not as simple as pulling out a water hose. Food safety requires well-thought-out procedures that are understood and followed by the cleaning team. “In the food production environment, we often see dry cleaning with compressed air, sweeping up heavy debris and then completing a full wet clean with sanitizers and rinse,” said David White, chief executive officer of Quantum Technical Services. “Dry cleaning minimizes water needed for cleaning and reduces the amount of solids flushed down the drain.” Jeremy Shall, industry team leader of bakery/snack for Intralox North America, pointed out that wet versus dry cleaning is a complex topic. A combination of water, the correct detergent and brushing, scraping or other mechanical action will effectively remove soil, bacteria, mold, and allergens from surfaces. The difficulty, however, is determining how compatible wet cleaning is with the operation. “Bakery equipment is not always designed for wet cleaning, and when water and chemicals are introduced, equipment may degrade more quickly, causing corrosion and increased wear,” Mr. Shall said. Likewise, the production floor needs adequate draining, and it takes time for proper drying to ensure product quality and avoid such issues as molding and compromising shelf life.

Sometimes introducing water into certain parts of a bakery will create conditions that foster the growth of potentially harmful microbes. “Water helps bacteria grow at a rapid rate, and dry cleaning may be more appropriate,” said Bryan Hobbs, service director at Ashworth Bros. “Dry cleaning, however, leaves more residual dust that can be abrasive and can be detrimental to conveying systems.” Jonathan Lasecki, Ashworth’s director of engineering, prefers wet cleaning because it’s effective and allows bakers to minimize boiler use and compressed air that require a tremendous amount of energy. He emphasized, though, that it must be done the right way. “Wet cleaning is great, but if you don’t get all of the dried ingredients washed off, bacteria will continue to grow and you’re going to have more issues,” he explained. “Dry cleaning is good, but that’s like dusting at home. You are only moving the debris around, and not cleaning as effectively as you could, causing safety issues. You get dust on the floor that makes it slippery, or it’s contaminating your bearings, causing wear issues. It must be done correctly and efficiently.” Following baking, wet cleaning hot conveyors can cause some high-temperature materials to swell, noted Jake Wills, conveyor project manager for Stewart Systems, a Middleby Bakery company.

While it can be effective in removing baked-on products and excess oil, the process requires more dedicated downtime for proper cleaning, rinsing, and drying. Moreover, he said, sanitarians need to pay close attention to detergents to ensure they use the correct concentration to prevent damage. During wet cleaning, Adam Erickson, project manager at Axis Automation, advised that bakers use rust-resistant, stainless-steel components along with hard-coated or anodized aluminum that doesn’t oxidize. Overall, he prefers the advantages of dry cleaning. “Wet cleaning involves more caustics, acids, and bases, which are the real culprits instead of the water itself causing issues,” he said. Then again, Mr. Shall pointed out that dry cleaning also has challenges, especially with spreading allergens, but the process does allow for the strategic use of alternative technologies, such as steam, which some bakers may not know. “These systems can be effective but may not be as efficient as wet cleaning,” he said. When deciding on the best options, Mike Frazier, engineer for Axis Automation, said safety plays a factor in sanitation decisions. He noted that dry cleaning is most often done in-place over the line. Cleaning equipment that spans a process line typically requires personnel to reach over the line from one side or the other. Wet cleaning is most often done after the equipment has been transported to a washdown area where it’s accessible from all sides. – Source: Food Safety Monitor / Ashworth Bros. / Dan Malovany.

COVID’s Impact on Processed Meat, Prepared Foods Safety
CHICAGO – Buffets shuttered. Salad bars got covered. Deli-counter workers were reassigned jobs in the supermarket until protocol was in place to safely slice and scoop fresh foods portioned for customers’ in-person orders. These are some of the changes that occurred at the onset of the COVID-19 pandemic to ensure food safety. Further, ingredient technology had to evolve to provide food safety solutions for new or modified spots in the supply chain, including home delivery, ghost kitchens, commissaries and home stock ups. Meat and poultry processors need to understand the risks associated with their products and take the proper steps to keep them safe. “Consumers need to feel confident in the safety of the food supply, and as such, food producers should do everything they can to minimize food safety risks,” said Joseph Stanley, food protection group manager of North America for IFF, Nourish. “This especially holds true for products that are at higher risk of pathogenic outgrowth.” Michael Cropp, technical service associate at Kemin, said, “Food safety via ingredient technology is more important than ever due to COVID-19, which has resulted in more carryout and contactless delivery options for all aspects of consumers’ food purchasing. This shift in how consumers purchase and obtain food products on a global scale has raised concerns about how well the food items are handled in the interim.”

Before the pandemic, for example, a consumer would drive to their fast-food restaurant of choice, dine-in or pull through the drive-thru and then eat the purchased items in a timely fashion. With the rise of more third-party delivery services, the food items may not be consumed as quickly or held in a controlled temperature. “The unknowns of third-party handling could result in food safety concerns,” Mr. Cropp said. “In response, many restaurants have shifted their delivery menus to items that do not have as high of a risk for food safety issues or that have ingredients to help prevent spoilage before it gets to the customer.” Renetta Cooper, technical business development director of food protection and preservation at Kerry, said, “Early in the pandemic, many suppliers were operating on a reduced number of deliveries and seeking ingredient technologies that could help their products maintain appeal and quality through longer time spent in supply chains before consumption. Ingredient technology needed to evolve to allow for protecting food products longer, and in some cases, protecting the components or raw materials utilized in either meal kits for home consumption or new entries in the deli space.” One of the greatest points of concern for food safety, and one that processors, retailers and delivery services have no control over – unless ingredient technology is incorporated – is when the meat and poultry comes in the hands of the consumer. This is why it is paramount that processors do their part by formulating food safety ingredients into products. “After homebound consumers finished stocking up on toilet paper, they went after protein, filling their new home freezers with plenty of meat,” said Tom Katen, senior technical services specialist for Cargill. “In response, meat processors had to look at ingredients to help with freeze-thaw properties and longer shelf lives, adjusting as more foods were now held in packed home freezers. “Elsewhere in the industry, the seismic shift in prepared foods for home delivery had culinary chefs working overtime with food scientists, adding ingredients that helped maintain product integrity, food safety and provided a good eating experience,” Mr. Katen said.

Home delivery, especially in warmer climates where refrigerated and frozen temperatures may not be possible to maintain, presents another new food safety issue. “This is where food safety could be a huge issue for consumers,” Mr. Cropp said. “If groceries are not stored in the proper temperature or left out on the porch too long, there is a higher risk for contamination.” Home delivery of groceries and ready-to-eat/prepared meals are susceptible to food safety risks when foods are exposed to temperatures in the danger zone of 40°F to 140°F for a prolonged period of time. It is in this zone that harmful microorganisms can grow faster, according to Andrew Lee, research and development manager of food protection at Kalsec Inc. “Kalsec’s Food Protection Team conducts shelf-life studies at higher storage temperatures for certain groups of microorganisms and these approaches could help us to develop innovative solutions for food safety challenges that have risen from the COVID-19 pandemic,”Mr. Lee said.

Protect your brand
While many consumers are suffering from cooking fatigue, that does not change the fact that home cooking is at an all-time high. Unfortunately, many consumers do not know how to maintain proper food safety protocols in their home kitchens. “Consumers may be more prone to abuse meat products by not cooking them fully, not defrosting them properly and not storing them at the proper temperature,” Mr. Cropp said. “Ensuring products are free from pathogens helps eliminate any food-related illnesses that may occur.” Growth of spoilage and pathogenic microorganisms, and subsequent quality breakdown and even sickness, could hurt a brand’s reputation, even when the brand or delivery service is not at fault. Mr. Stanley emphasizes that brand protection should be front of mind with all food producers. A single recall can cost producers millions of dollars in lost product, revenue, legal fees and related recall expenses. “Meat and meat alternative producers really need to understand the risks associated with their products and processes and ensure that systems are put into place to minimize consumer and business risks,” Mr. Stanley said. “This includes both production processes, as well as microbial interventions.” John Wyatt, regional product line manager for food protection at IFF, Nourish, said, “High-pressure processing (HPP) or other kinds of post-processing pasteurization, steam, for example, are widely used and effective to extend shelf life and keep a product safe until the package is opened. When the package is open, though, all of these kinds of protection measures expire.” Indeed, good manufacturing practices and multiple process hurdles, such as temperature control and packaging conditions (e.g., vacuum and modified atmosphere packaging) may greatly reduce microbial contamination and growth in meat and poultry. There still are numerous groups of spoilage microorganisms and pathogens that can still overcome these hurdles and cause spoilage and foodborne illnesses. “Psychotropic bacteria such as Pseudomonas spp. and Listeria monocytogenes are examples that contaminate and grow in minimally processed and ready-to-eat meat products,” Mr. Lee said. That’s where food protection ingredients enter the picture. “Food manufacturers should revisit their food safety ingredients,” Mr. Cropp said. “For high-risk items such as meat and poultry, it is worth evaluating if a change in dosage levels of food safety ingredients or the addition of one to their product would help delay spoilage.”

Managing moisture
Most spoilage and pathogenic microorganisms thrive in the presence of free water. This is why meat and poultry processors are in the “moisture management” business. They are trying to control the natural moisture that’s found in lean meats and the added water in processed meat items. “Salts – both sodium chloride and potassium salt – are key to these efforts,” Mr. Katen said. “Salts help unfold animal proteins and enable them to hold both forms of water. We also look to water-holding compounds, like starches, non-meat proteins and hydrocolloids, to help tie up water during processing and in finished packaged form. “Salt acts as a preservative by altering the activity of water in foods, thereby depriving microbes from using available water as a nutrient. That means the growth of pathogens and spoilage organisms is impeded when salt is present.” In reduced-sodium applications, processors can replace salt (sodium chloride) with potassium salt by up to 50% in certain applications, without impacting food safety. Similar to sodium chloride, potassium salt also controls microbial growth by decreasing water activity, limiting the ability of microorganisms to grow and reproduce.
“Potassium salt can also be an additional source of potassium, an under-consumed nutrient that is known to counter the effect of sodium on blood pressure,” Mr. Katen said.

Adding antimicrobials
To help prevent microbial growth, meat and poultry processors often incorporate antimicrobials. There are traditional and clean label options, with selection influenced by marketing language, shelf-life goals, and of course, price. Organic acid salts, such as acetic acid, lactic acid and propionic acid are the most common traditional preservatives. They are often used in a buffered or neutralized format (with a conjugate base). Their mode of action is the same, but their effectiveness varies by the organic acid, specifically the amount of undissociated or non-ionized acid. It is the undissociated acid that penetrates microbial cell walls. Once inside the microorganism, where the pH is near or above neutral, the acid dissociates, lowering the pH. The pathogens and spoilage microorganisms encountered in the meat and poultry processing and distribution environment are pH-sensitive; thus, this change in pH impairs or stops growth. Further, the anionic parts of the organic acid, which are the negatively charged ions, remaining in the microorganism will accumulate, disrupting metabolic functions. This leads to an increase in osmotic pressure that eventually destroys the microorganism. Acetic acid, which is the primary component of vinegar, is recognized as a label-friendly food safety ingredient. Fermentation technology allows for the development of optimized-performance ingredients, such as buffered vinegar, which comes in dry and liquid formats and has a range of acetic acid concentrations and usage rates. There are low- and no-sodium options, too. Some suppliers include plant extracts to assist with shelf life extension. Bioprotective cultures are another clean-label approach to food safety. These added cultures, mainly lactic acid bacteria, reduce the acidity of the food, which in turn inhibits pathogens and spoilage microorganisms from growing. “Deli meats need food-safety ingredient solutions,” Mr. Cropp said. “The more a product is processed, the greater the opportunity for contamination to occur. Not only does deli meat have to go through all the regular processing to become deli meat, but then when it is sliced at the counter, there is more equipment that is coming into contact with the product that if not properly sanitized has the potential to be contaminated right before it is then packaged up and the consumer eats directly out of it.” The case for antimicrobials in hot dogs and other fully cooked sausages is also strong. That’s because while these encased meats are generally heated prior to eating, they may also be consumed right out of the package. “You cannot rely on consumers to apply a heat treatment, or a sufficient one,” Mr. Cropp said. “Listeria can grow on ready-to-eat meats if not handled and stored properly. By using an antimicrobial to delay the growth of pathogens, deli meat shelf life can increase, which allows the end consumer to open a fresh, flavorful and safe package of meat each time.” Mr. Katen concluded, “Ultimately, food safety requires a layered approach using various synergistic formula ingredients, clean animal harvest practices, proper kill steps in cooked meats, and packaging. When employed together, these strategies can help mitigate the effects of possible consumer mishandling, once meat products are out of processors’ control.” — Source: Food Safety Monitor.

Customer Success Manager at Chrane Foodservice Solutions
Mrs. Ashley Agnew has been promoted to the newly created role of Customer Success Manager at Chrane Foodservice Solutions. From a long career in the foodservice industry, including almost nine years as a Chraniac, Ashley joined the Chrane leadership team as of March 3, 2021. Per Meredith Mulliken, Chrane’s Marketing Coordinator, “Ashley has always been an integral part of the Chrane team. Simply put, she makes every individual around her motivated to accomplish Chrane’s Core Values. The passion and love for what she does shows through her strong character and the joy she brings to anyone she meets. Her promotion is well-deserved and only the beginning of great things to come. I am thrilled to see the incredible results that will come to fruition under her leadership.” Tasked with growing and developing Chrane’s Customer Success Team, as she works closely with Chrane’s General Manager, Nick Hughes, Ashley’s additional roles will reflect the following:

Act as the primary liaison between Chrane and our valued Manufacturer partners, providing a concierge-style experience for best-in-class support and communication.
Extrapolate and document KPI via analytics, to help provide Chrane Sales and Marketing Leadership ongoing direction.
“It is crazy how time flies when you work with such an awesome group of people. Come August, my time at Chrane will officially mark my nine-year work anniversary. I am very excited for this new chapter with Chrane because I could not ask for a better team to lead and work alongside. Wow, I cannot wait to see what the next nine years has in store!”, said Ashley Agnew.
We agree wholeheartedly and are proud of her success throughout the years, with endless possibilities for the future. Please give Ashley a warm welcome and congratulate her on her new role at Chrane. –Source: Chrane.

Has COVID-19 killed restaurants? Not by a long shot . . . .
Starting a Restaurant During a Pandemic

In the fiercely competitive world of restaurants, Danny Isaacs’ career took off like a rocket. Shortly after graduating from the Culinary Institute of America in 2018 at age 20, he landed a plum job as a sous-chef at a Long Island yacht club in Long Island, New York. Half a year later, Isaacs moved up to executive chef at another nearby yacht club. Then COVID-19 hit As the disease engulfed the state, the club closed. Isaacs was the first one laid off. “My options were very, very slim. The only things that were open were hospitals, other institutional facilities,” Isaacs recalled. So in late August of last year, just as the pandemic was shuttering restaurants across the U.S., he took a chance, maxed out his credit cards, and bought a food trailer. Within a few months the truck, dubbed “Bacon You Crazy,” had a regular circuit: barbershops on weekdays, feeding the overnight shift at a hospital a couple of weeknights, and bars and breweries on weekends, when they were desperate to serve food on the premises to meet state pandemic restrictions on alcohol sales. “I literally get phone calls from bars every single day, asking if I can spend a night there and sell food. Most of the time I have to turn it down,” Isaacs told CBS Money Watch. By the first weekend of March he bought a second food truck and started negotiating for a third, he moved the trucks from his parents’ driveway into an overnight lot, helped his parents move to Florida, and moved himself to a new apartment. Isaacs still works 12 hours a day, now with two former yacht club colleagues alongside him.

“It’s a dream come true but it’s so much work,” he said.
Danny Isaacs in his mobile food trailer, Bacon You Crazy. As remarkable as Isaacs’ story may seem, there are thousands like him. COVID-19 has decimated the food industry, closing more than 110,000 eateries, or 1 in 6 establishments, according to the National Restaurant Association. But thousands more are flocking into the field, according to data from Yelp and the Census Bureau. Yelp data show that while restaurant openings plummeted during the peak of the pandemic last year, they bounced back quickly. In the last three months of 2020, the food-ordering platform added more than 18,000 new food businesses, on par with the previous year. The surge has continued into 2021, with new food businesses launching at a much faster rate in January and February compared with the same period a year ago, according to Census Bureau figures. In the first two months of the year, Americans filed applications for 50,000 new food businesses, Census data show — nearly double the 10-year average. Some of these restaurant owners are industry veterans for whom a layoff became a springboard to starting a new venture. Others are laid-off workers who are turning to a side hustle to make ends meet. And still others are entrepreneurs who’ve managed to hang on and are using a down market to grow their businesses. “It’s never been easier to get high-quality locations,” said Dan Rowe, CEO of the franchise development company Fransmart. “We’re writing more franchise deals right now than we have in years.”

Retail apocalypse creates empty space
The biggest barrier to opening a brick-and-mortar restaurant is the cost: Building out the space and installing needed equipment can cost six or seven figures, not to mention still-hefty rent prices in major metro areas. During the pandemic, such costs coupled with customers’ continued aversion to indoor dining are driving a surge in mobile food businesses. Some 1,500 new food trucks have opened in the last three months of 2020, according to Yelp — 40% higher than the year-ago period. The wave of closures has also created a glut of restaurant-ready retail spaces, spawning opportunities for entrepreneurs who have managed to stay open and who have some cash on hand. “In the current environment, there are a lot of built-out restaurants where the heavy lifting is already done. So a lot of the infrastructure, which are the biggest costs of restaurants, is already there,” said Steven Zagor, a restaurant consultant based in New York. The excess of retail space has also softened up some landlords in formerly hypercompetitive areas, Zagor added. “Landlords have found themselves with empty spaces, some premium spaces, and are willing to negotiate.”

Old shell, new tenant
For some entrepreneurs, the crisis has meant an opportunity to expand. Rather than fronting hundreds of thousands of dollars to build a business from the ground up, they are essentially creating a new business in the shell of the old. Amelia Raley, who owns a vegan ice cream parlor in Austin, Texas, had been looking for a new restaurant space for about two years when she came across the perfect location across town — vacated by a pizza parlor that had closed in April. Raley and two business partners signed a lease in September and opened Big Nonna’s, a vegan pizza joint, two months later. – Source: CBS News.

Franchisees for Domino’s, Chick-fil-A, and McDonald’s share their stories and advice for other female business owners . . . .

Women business owners not only have to prove they’re up to the task, they also need to exude confidence and leadership ability, and make sure all their team members, male and female, buy into it. They have to be knowledgeable about every facet of the business: the financing, operations, purchasing, sales and marketing, supply chain processes, and team management and development. And theInc.’sy must know when to let go and trust their employees with their businesses. These are the realities shared by three quickservice franchisees in PRIME Strategy Inc.’s Women’s History Month webinar series, “A Conversation with HER.” The Multicultural Foodservice & Hospitality Alliance, a division of the National Restaurant Association, endorsed the series.

Bringing your ‘A’ game to the business
The latest webinar in the series engages three quickservice concept franchisees: Danica Anderson, Chick-fil-A; Emily Elwell, Domino’s Pizza; and Tanya Hill-Holliday of McDonald’s, who talk about how they’ve succeeded in a business typically dominated by men. The webinar, moderated by Microsoft’s Libby Saylor Wright, covers several topics, including mentoring, challenges during the pandemic, and preparing to finance your business opportunity. Elwell, who started at Domino’s as an assistant manager and today owns 11 franchised restaurants in Missouri, with her husband, says she never really saw herself as a female franchisee. “I just saw myself as a franchisee,” she says. “Sometimes that meant pushing myself out of my comfort zone. I’m naturally an introvert, but I knew that hiding in the back of the room taking notes wasn’t good enough for the business world. I had to push myself through the front door, shake everyone’s hands, and introduce myself. For me, it really was about stepping into the room and making sure I was seen.”

The lessons of mentoring and letting go
Anderson says the support she received from the owner of the Chick-fil-A franchise she originally worked for helped her become a better employee and fed her dreams of buying her own unit one day, which she did in 2016, in Oak Creek, Wis. “I am an example of women bringing other women along,” she explains. “Before I’d worked with my boss, Lauren, I’d never dreamed of owning my own business, never considered the idea of franchising. I knew I was a leader; I’d established myself in leadership roles since my very first job, but she created a platform for me to grow, trusted me with her business, and allowed me to dream things I hadn’t before. She became one of my closest allies and confidantes. That relationship shaped how I lead in my business, how I teach young people, particularly females, to dream bigger.”

Caring for ‘internal’ and ‘external’ customers
Hill-Holliday, a 10-unit McDonald’s franchisee in Philadelphia, talks about the importance of empathy, connecting with her team during the pandemic, and letting them know they were cared for and protected during these challenging times. She explains she had to take care of her “internal” customers so they could take care of her “external” customers—the guests. “We changed a lot of our processes, ramped up safety, sanitation and security,” she says. “But, at the end of the day, there absolutely was a silver lining; we made sure everyone felt safe, whether working in our business or as a patron. It was a challenge, but it paid off. “We made sure they knew we cared, that we were there to help them through this weird time,” she continues. “We had moments where our team would panic and wouldn’t want to come to work, but we talked them through it and tried to give the managers the presence of mind to think through everything. That brought us through to the other side.”

Spend or save? The answer’s easy
The panelists also address the issue of business financing. All advise operators to be prudent when it comes to saving money and judicious when spending it.
“Be disciplined,” Elwell says. “You have to be able to say no and grow your savings account. Make sure you have liquid capital. Also, whoever you’re talking to, whether it’s a lawyer, accountant, banker, or insurance person, make sure they’re someone you can have a conversation with, someone you’re comfortable with. We found that person at our local bank here, and the relationship has really grown. I’m confident that no matter what our financing needs are, we can pick up the phone and have a conversation.” “I’ve had this business for almost six years and have to say that Chick-fil-A, as a franchising model, is a bit different,” Anderson says. “It doesn’t require as much liquid capital, but we do pay a higher franchising fee. So, some things about our franchising model make it a little more accessible. At 25, when I started, I wasn’t independently wealthy, so I was really blessed to be able to navigate that. I have to say you must prepare for when the rainy day comes. I think all of us felt that way about COVID-19. When we first shut down dining rooms and were questioning if our businesses would stay open, I was really grateful for the discipline I’d developed before.” “Don’t wait until you get to the fourth leg of the relay race to start saving money,” Hill-Holliday adds. “Start saving right out of the starting blocks. If you have a vision of someday becoming an entrepreneur don’t spend all of your money. Start saving early. Spend a little, save more.”
Source: The National Restaurant Association.

Severe symptoms related to COVID caused the casual-dining leader to take his own life . . . .

Texas Roadhouse CEO Kent Taylor leaves a legacy of legendary generosity remembered throughout the industry.
The restaurant world on Friday mourned the loss of Texas Roadhouse founder and CEO Kent Taylor following the shock of his death. Company officials in a statement said Taylor took his own life after a battle with post-COVID-related symptoms that included severe tinnitus. “Kent battled and fought hard like the former track champion that he was, but the suffering that greatly intensified in recent days became unbearable,” the statement said. “But in true Kent fashion, he always found a silver lining to help others. Most recently, he committed to fund a clinical study to help members of the military who also suffer from tinnitus,” the company said. “Kent leaves an unmatched legacy as a people-first leader, which is why he often said that Texas Roadhouse was a people company that just happened to serve steaks,” the statement said. “He changed the lives of hundreds of millions of employees and guests over the past 28 years. He also impacted hundreds of thousands of people through his generous and often anonymous donations. “He leaves behind a legendary company led by his hand-picked Leadership Team fueled by the passion of Roadies in communities around the world,” the company statement said. “All who knew him will miss him greatly and Kent’s direction was always clear. Happy employees make happy guests. “We are saddened by the decision Kent felt he needed to make and want to emphasize more than ever the importance of reaching out for help if you or someone you love is suffering,” the statement continued. “As Kent would so often say, ‘Keep it legendary.’” Across the industry, restaurant executives expressed sorrow at his loss. “Kent was a visionary, a legend in the restaurant world that so many of us respected,” said Todd Graves, founder, and CEO of Raising Cane’s Chicken Fingers. “He succeeded at all levels of the business while always remaining an operator at heart. His accomplishments at Texas Roadhouse created a legacy that will not be forgotten.” – Source: NRN.

NRAEF partners with MOD Pizza to help justice-involved youth with employment and job training
The program, a result of a 2019 Department of Labor grant, will kick off in Chicago with a nationwide rollout later this year MOD Pizza on Friday announced a new partnership with the National Restaurant Association’s philanthropic arm — the NRA Educational Foundation (NRAEF) — to support justice-involved young adults with employment and job training. The new program is part of the HOPES (Hospitality Opportunities for People (Re)Entering Society) Program that was created as a result of a $4.5 million grant the NRAEF received from the Department of Labor in 2019. Seattle-based MOD Pizza said in a statement that of “650,000 people who exit the justice system each year, 52% will be reincarcerated within three years if they lack stable employment.” The new program aims to employ young adults aged 18-24 who have previously been incarcerated and to reduce recidivism by focusing on supportive job placement, retention, and career advancement. “Over the years, we have seen firsthand the incredible opportunity that exists for companies to make an impact by providing jobs to individuals with barriers to employment,” said Ally Svenson, co-founder and chief purpose officer of MOD Pizza, in a statement. “Now, through this collaboration, we can provide critical resources to help our squads on their journey to stability and economic mobility. We are grateful to the National Restaurant Association Educational Foundation for choosing MOD as their first national restaurant partner.” The HOPES Program will begin in the Chicago area, with plans for a nationwide rollout by the end of 2021. The original grant was targeted at three cities: Boston, Chicago and Hampton Roads/Richmond, Va., and the program will be run in conjunction with local corrections departments, community-based organizations and state restaurant associations in each city. Services provided by the program include personalized case management, ServSafe educational support, legal support, health services, mental health counseling, educational support to complete high school, temporary housing assistance, transportation assistance and substance abuse counseling. Scott and Ally Svenson, co-founders of MOD Pizza, have long been advocates of hiring young adults and the formerly incarcerated, as well as those with intellectual disabilities, and elevating them to positions of management.

MOD said the collaboration with the NRAEF, which has a program — Opportunity Youth — that aims to help the same subsets of the population, seemed like a perfect fit. “Ten years ago, when MOD opened their second store in Seattle, they gave me a second chance,” said Kory Harp, program manager of opportunity employment at MOD Pizza, in a statement. “As someone who has personally navigated this journey, I recognize that a job is just the beginning. This partnership gives us the tools we need to help ensure more employees succeed.” “MOD Pizza has set the standard for how restaurants can meaningfully and successfully work with justice-involved youth. This partnership will allow us to create pathways to long-term success for dedicated employees who are often overlooked by society,” said Susan Crystal-Mansour, Ph.D., vice president of program impact at NRAEF, in a statement. “We are honored to have MOD as our inaugural partner in our life-changing HOPES program. We believe this partnership can be the gold standard for the rest of the industry.” MOD Pizza is the first restaurant partner for this program and has almost 500 restaurants as of March 2021. – Source: The National Restaurant Association / NRN.

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