Restaurants are collaborating with CPG manufacturers to create co-branded menu items . . . .

New Menu Items from Pizza Hut, Krispy Kreme, Taco Bell

Pizza Hut partnered with Beyond Meat, Inc. to debut the Beyond Pepperoni Pizza, featuring a plant-based version of the popular pizza topping that marks a first for both brands. Co-developed by Beyond Meat and Pizza Hut’s culinary teams, Beyond Pepperoni is made from plant-based ingredients, including peas and rice and is formulated without GMOs, soy, gluten, hormones, antibiotics, or cholesterol. The pepperoni delivers a subtle heat, Beyond Meat said. “Pizza Hut’s new Beyond Pepperoni Pizza delivers the same iconic taste as our original pepperoni that fans know and love,” said Georgeanne Erickson, chief brand officer of Pizza Hut, a subsidiary of Yum! Brands, Inc. “With this new plant-based option, we’re giving customers more choices and more reasons to love Pizza Hut.” The Beyond Pepperoni may be served on two different crusts, original stuffed crust or original pan. “We know there is strong consumer demand for pepperoni, and we’re thrilled to unveil a game-changing plant-based pepperoni topping as the next chapter in our innovation-focused partnership with Pizza Hut,” said Dariush Ajami, chief innovation officer for Beyond Meat. “We’re confident fans will love Beyond Pepperoni as it delivers the crisped edges and savory flavor profile of Pizza Hut’s classic pepperoni with the added benefits of plant-based meat.” Beyond Pepperoni Pizza will be tested in nearly 70 locations across five US markets, for a limited time. The five cities chosen for the test are Albany, NY.; Columbus, Ga.; Macon, Ga.; Jacksonville, Fla.; and Houston. Krispy Kreme Doughnuts, Inc. joined forces with The Hershey Co. to introduce two S’mores donuts. The S’mores Classic Doughnut features a donut filled with marshmallow Kreme, dipped in Hershey’s chocolate icing, drizzled with marshmallow Kreme and chocolate icing, and topped with graham cracker crumbs. The S’mores Fudge Cake Doughnut features a Hershey’s fudge cake donut, dipped in marshmallow icing, decorated with Hershey’s chocolate icing, and topped with chocolate chips. ​“We’re teaming up with Hershey’s, one of the key ingredients for any s’more, to give fans donuts that satisfy their marshmallow-graham-cracker-chocolate desires in an amazing new way,” said Dave Skena, chief marketing officer for Krispy Kreme. Taco Bell teamed with Truff, a truffle hot sauce brand, to test new Loaded Truff Nacho Fries and the Loaded Truff Fries Burrito. The two menu items feature a combination of Taco Bell’s nacho cheese sauce and Truff’s blend of black truffles and red chili peppers. “We’re always looking for ways to serve up new innovations to our fans, and this partnership with Truff takes our beloved Nacho Fries to a new level,” said Rene Pisciotti, executive chef at Taco Bell, a subsidiary of Yum! Brands, Inc. “Truff is rapidly growing and becoming the go-to luxury hot sauce line, so it makes total sense for us to join forces and bring the world new spicy creations.” The Loaded Truff Nacho Fries feature seasoned fries topped with steak, Truff nacho cheese sauce, shredded cheddar cheese, tomato, and reduced-fat sour cream. The Loaded Truff Fries Burrito includes seasoned fries, steak, Truff nacho cheese sauce, shredded cheddar cheese, tomato, and reduced-fat sour cream wrapped in a warm tortilla. “We are constantly inspired by Taco Bell’s ability to evolve with pop culture and create conversation-generating experiences, which is why the brand immediately stood out as the perfect partner for our first-ever QSR offering,” said Nick Guillen, co-founder and co-chief executive officer at Truff. “Together, we’ve created an unexpected mashup of Truff and Taco Bell sauces that is distinctively delicious. We are excited to share this game-changing sauce and elevate the conventions of fast food.” Loaded Truff Nacho Fries and the Loaded Truff Fries Burrito are testing at one Taco Bell location in Newport Beach, Calif., until Aug. 31 while supplies last. Source: Food Business News.

New York City lawmakers passed a measure that will make temporary caps on third-party delivery fees permanent in a blow to companies like DoorDash Inc., Grubhub and Uber Technologies Inc.

New York City Council Passes Permanent Cap on Food Delivery Fee

The bill, proposed by Councilman Francisco Moya, a Queens Democrat, will prohibit food delivery companies from charging more than 15% per delivery order and more than 5% for marketing and other fees. “By limiting, without expiration, the fees charged to restaurants by third-party food delivery services, we are ensuring that mom-and-pop shops have a real opportunity to recover and thrive,” Moya said in a statement Thursday. The measure is part of a package of bills aimed at regulating the food-delivery industry. Another piece of legislation the council passed will require delivery companies to be licensed by the Department of Consumer and Worker Protection every two years. It will also give city lawmakers more power to enforce previously passed regulations including requiring food-delivery companies to share customer order data with restaurants, barring them from listing eateries on their platform without the businesses’ permission, and prohibiting charging restaurants for telephone orders when a transaction did not take place. The new bill will allow lawmakers to impose fines, revoke, suspend or decline the renewal of licenses for food-delivery companies that violate regulations. Both bills still have to be signed by Mayor Bill de Blasio and would take effect 120 days after becoming law. “DoorDash has always supported New York restaurants, and we remain committed to helping them grow sales, adapt to changes, and meet customers where they are,” the company said in a statement. “The fact is, permanent price controls are unnecessary and unconstitutional and will hurt small businesses, delivery workers, customers, and the local economy.” Uber did not immediately respond to requests for comment. Food delivery companies faced scrutiny during the pandemic for charging commissions that could reach as much as 30% of orders, squeezing small businesses’ already razor-thin margins — though they also enabled restaurants to cater to customers who didn’t want to leave their homes. Cities across the U.S. imposed temporary caps on the fees last year in an effort to help struggling eateries keep a larger slice of profits. New York City follows a resolution passed by San Francisco’s Board of Supervisors in June limiting all fees charged to restaurants from exceeding 15% of an order total. DoorDash and Grubhub, which is owned by Just Eat Takeaway.com NV, filed a lawsuit against the city challenging the price controls. For DoorDash, commission caps had a net negative impact of $26 million on revenue in the most recent quarter. – Source: Bloomberg L.P.

A new version of the brand’s No. 1 sales product is being rolled out now in the U.S. and Canada and will be in the system fully by September . . . .

Wendy’s Reformulates its French Fries

The Wendy’s Co. has reformulated its French fries, a project last undertaken in 2010, and the new products are rolling out to some markets now and are expected to be completed in September, the company’s culinary team said Thursday. Culinary leaders from the Dublin, Ohio-based burger chain said the process of reformulating the skin-on fries was a months-long journey. The new French fry was designed to retain heat and crispness for between 15 and 30 minutes to accommodate the brand’s growth in the drive-thru, carry-out, and other off-premises sales channels, said John Li, Wendy’s vice president of culinary innovation. “They are cut above, literally,” said Emily Kessler, Wendy’s senior specialist for culinary and innovation, in a Zoom press conference Thursday. “And that’s because these not-exactly-square French fries are by design. “One side is built with a thicker side, and it’s built for heat retention, while the other side is thinner and that’s really to enhance crispiness because we know our customers want hot and crispy fries every time,” Kessler said. The company last overhauled its fries in November 2010 when it moved to skin-on potatoes. Li said the new French fry formula has performed well in consumer research. “Emily and the whole cross-functional team have spent months and months and months on perfecting the best hot, crispy French fry,” Li said, “and we finally have it. … We put some really hard effort into this with a lot of blood, sweat and tears but to actually end up with a fry that is nearly two-to-one preference versus our primary competitor McDonald’s, it’s pretty exciting.” The new French fry formula fits into Wendy’s “Fast Food Done Right” motto, Li said. Li, who admitted to enjoying a squiggle of ketchup on each of his fries, said, “Soggy fries don’t make for a very good eating experience when you try to do that.” Besides specifying the unsquared cut, Wendy’s adds “a whisper” of coating to enhance the crispiness, Kessler said. While the fries are gluten-free, they are cooked in the same hot oil as the chicken, which is battered and does contain traces of gluten. The hold time of 15 to 30 minutes for the fries also helps address the off-premises challenge of moisture getting into the potatoes. “We know COVID changed the game when it comes to how our customers are getting their food,” Kessler said. “That accelerated the need to develop to make sure our fries are withstanding that delivery experience.” Fries are not only the best-selling item on Wendy’s menu, Li said, but they are the first product sampled by customers from the bag when they leave the drive-thru. “Our opportunity was to make sure that we were delivering our promise,” he said. Wendy’s culinary team also said that next week it will add a Big Bacon Cheddar Cheeseburger to the higher-end “Made to Crave” menu, at a suggested price of $5.59 at participating restaurants. The new cheeseburger boasts features a beef patty topped with Wendy’s signature Applewood smoked bacon, custom bacon sauce, crispy onions, American cheese, and creamy cheddar cheese spread in a new cheddar bun that is toasted. For the second quarter ended July 4 Wendy’s net income rose to $65.7 million, or 29 cents a share, from $24.9 million, or 11 cents a share, in the same period last year. Revenues rose to $493.3 million from $402.3 million in last year’s quarter. Same-store sales were up 16.1% in the United States, up 31.4% internationally, and up 17.4% systemwide. Wendy’s, founded in 1969, has more than 6,800 restaurants worldwide.  –Source: NRN.

The move comes as the coffee giant focuses on drive-thrus and convenience, rather than its higher-end offshoots . . . .

Starbucks is Closing its Princi Bakeries

Starbucks is closing its three standalone, high-end Princi bakeries in the U.S., a spokesman for the coffee giant confirmed Thursday. The last day of operations at Princi locations in Chicago and Seattle will be Sept. 3. The Princi bakery in New York City had never reopened since the start of the pandemic in March 2020. The closures are part of a “strategic look at the Starbucks Reserve business,” the spokesman said, adding that Princi products will continue to be sold in the six Starbucks Roastery locations around the world, as well as in the handful of Reserve units in the U.S. There are no current plans to build more roastery units, he said. “The Princi brand will still be alive and well,” the spokesman said. Starbucks has been an investor and global licensee of Princi since 2016. The brand was founded in Milan by artisan baker Rocco Princi in 1986. He expanded to five more bakery locations across Milan and London before joining forces with Starbucks. Starbucks opened its first standalone Princi store in Seattle in 2018, with a design modeled after the Milan locations. The Seattle Princi featured fresh baked goods throughout the day, including focaccia sandwiches, pizza, tarts, and other desserts. The Chicago and New York locations soon followed, all also serving alcoholic beverages from the on-site Bar Mixato. “The standalone Princi store makes Seattle the first city in the world to offer the full suite of experiences from Starbucks Siren Retail business, dedicated to its premium Reserve brand, which includes a Reserve Roastery, a Reserve store, Starbucks stores with a Reserve coffee bar, and now Princi standalone stores,” the Seattle-based chain said in 2018. The Princi openings came a year after the chain put an end to its “Starbucks Evenings” program, which served beer, wine, and small plates at hundreds of stores after dark. In 2017, Starbucks pulled the plug on its small Evolution Fresh cold-pressed juice chain, and in 2015, the company exited its La Boulange bakery business.  The pandemic has accelerated Starbucks’ focus on convenience, with a move toward more drive-thrus and less emphasis on its shops as a “third place” for community gatherings. Drive-thrus now represent 75% of total U.S. sales, the chain revealed last month.  – Source: Restaurant Business.

In a super-tight labor market, operators big and small are increasing pay, offering more days off and trying other perks to staff up . . . .

Restaurants get Creative to Attract and Keep Workers

Around the country, restaurants large and small are adding new tricks to their toolboxes when it comes to hiring and keeping workers. Creativity appears to be key in the industry’s ongoing labor market struggles. Operators are, of course, increasing wages, but they’re also experimenting with more days off, new operating models, and other perks to attract and retain employees. Here’s a look at some of those recent efforts to boost restaurant labor pools.

Higher wages

Riverside, Calif.-based fast-casual Farmer Boys on Wednesday announced it would raise its minimum pay at all California company-owned restaurants to $15 an hour at the end of the month. The chain had previously bumped all restaurant-level pay by $1 about a year ago. Currently, 62% of hourly Farmer Boys workers at company-owned locations make more than $15 an hour, the chain said. The breakfast-and-burger chain is also offering midyear, performance-based merit increases at all of its 32 corporate units in California and Nevada. That’s in addition to the bonus paid out in March. Multi-concept operator Atlas Restaurant Group, which has restaurants in Florida, Maryland, Texas, and Washington, D.C., will raise its minimum wage to $15 an hour starting next month—a move that will affect nearly 30% of its workforce, the company said. Atlas has about 1,200 employees. “We recognize the hardships that employees of the restaurant and hospitality industries have experienced as a result of the pandemic,” Atlas CEO and founder Alex Smith said in a statement. “With this in mind, we are working hard to implement solutions to offer our Atlas team members more financial stability and a greater sense of security for themselves and their families. Bottom line, it is the right thing to do.”

Four-day work week

In addition to increasing wages, Washington, D.C.-based Knead Hospitality + Design is currently testing a four-day workweek to see if it’s feasible for an operation of its size. Knead has about 700 employees, with plans to grow to more than 1,000 next year. “Our main goal in testing this program is that we want our employees to work to live, not live to work,” Knead said in a statement. The limited-work week trial will last six months before a decision is made whether to institute it company-wide. Similarly, Delaware-based restaurant Heirloom recently opted to close for two days each week, rather than one, to decrease burnout coming out of the pandemic and offer a better work-life balance.

New kitchen model

Meghan Lee, owner of Heirloom restaurant in Lewes, Del., lost her executive chef earlier this summer. She decided that, rather than searching for a new kitchen chief, she would create a “collective kitchen” that allows all of the cooks the opportunity to take the lead. Lee told The Washington Post earlier this month that she wanted to give her team “the tools for success and an opportunity to be creative.” She told the Post she plans to fly eight workers to Charleston, S.C. this fall for a culinary research tour. – Source: Restaurant Business.

Pandemic-inspired policies become permanent in 16 states and D.C.; another 14 pass temporary measures. . . .

Alcohol-to-Go is Here to Stay in Many Locales

When the pandemic temporarily shuttered dining rooms in 2020, more than 35 states issued emergency orders allowing to-go sales of cocktails and other alcoholic beverages—an important lifeline for struggling restaurants. At its pandemic high point, 39 states permitted cocktails to go in some way. In many locales, cocktails-to-go are here to stay—a decision that consumers and operators are toasting. Currently, 16 states and Washington, D.C. have made cocktails-to-go permanent; 14 passed temporary measures extending their policies, according to the National Restaurant Association’s State of the Restaurant Industry Mid-Year Report, which was released on Aug. 26. El Arroyo in Austin, Texas, is among those restaurants that embraced the change, selling margaritas to go accompanied by chips and salsa. “Alcohol-to-go is exactly what restaurants need and Texans want,” Ellis Winstanley, president of Cozumel Empresas, the holding company for El Arroyo, told the Texas Restaurant Association. “Restaurants are about experiences, and alcohol-to-go lets restaurants give their customers a more complete experience in the comfort of their home.” In states where alcohol-to-go is legal, 89% of operators who can serve alcohol are selling it, according to an Association survey last year. The high-margin drinks are boosting the bottom line for many operators. On average, 5% to 10% of off-premises sales can come from alcohol-to-go, the report states. Three tips on how to build an alcohol-to-go program with staying power:

1. Learn your local regulations. Find out which alcoholic beverages can be served to-go, including any limits on the alcohol content per drink and the number of drinks. Some states require food to be sold along with the order. Some allow only carryout. Others prohibit third-party delivery specifically. Be sure to comply with any packaging requirements. For example, Georgia requires that cocktails be in a sealed tamper-evident container with no openings or straw holes and with a label that identifies the business that made the cocktail. Be aware of when any temporary extensions expire, and check whether your local jurisdiction has any regulations that supersede state law.
2. Promote your portable potables. Use social media and email marketing to let the public know you offer one-stop shopping for their dining and drinking pleasure. A recent email from California Pizza Kitchen invites customers to “enjoy a happy hour to go” by adding wine or beer to their favorite takeout meals. Highlight your cocktails, beer selection, and wine list online, giving tips on food pairings. When the holidays roll around, consider offering package deals that include a bottle of champagne or a cocktail kit.
3. Serve responsibly. Train your staff to check customer IDs for pickup and delivery orders; verify that the purchaser is 21 or older. Never provide alcohol to anyone visibly intoxicated. If your local jurisdiction allows third-party delivery of alcohol, work closely with these delivery companies to ensure they follow proper procedures. The National Restaurant Association’s ServeSafe Alcohol program provides training on responsible alcohol service. – Source: National Restaurant Association.

   Powell will be responsible for the brand’s growth strategies, franchise operations and performance . . . .

   Yum Brands Names Aaron Powell as Pizza Hut Division CEO

Yum Brands announced Thursday the appointment of Aaron Powell to Pizza Hut division CEO — effective September 20 — replacing Artie Starrs, who left the company in April to become CEO of Topgolf Entertainment Group. Prior to joining Yum Brands, Powell was the president of consumer goods brand Kimberly-Clark Corporation’s Asia-Pacific consumer business and where he had 14 years of consumer retail leadership experience. Prior to that, he worked with a strategic management firm, Bain & Company, and also held management roles at Procter and Gamble. “The chance to join an iconic, powerhouse global brand like Pizza Hut, combined with the backing of a world-class and culture-rich company like Yum Brands, created an opportunity I knew I had to be a part of and simply couldn’t pass up,” Powell said in a statement. “I’m excited to work with Kevin [Hochman, interim president of Pizza Hut] and Vipul [Chawla, president of Pizza Hut International], and can’t wait to begin working alongside and building relationships with such a talented team of employees and franchisees around the world.” In his new position, Powell will be reporting to Yum Brands CEO David Gibbs and will oversee the brand’s growth strategies, franchise operations, and performance. “We couldn’t be happier to welcome Aaron to the Yum Brands and Pizza Hut family and believe this global brand division leadership structure will enable the Pizza Hut U.S. and international teams to further implement best practices worldwide and continue their growth trajectory for franchisees and shareholders,” Gibbs said in a statement. “Aaron brings more than 25 years of deep experience in the business-to-business and consumer packaged goods sectors and is known for driving breakthrough innovation and delivering strong performance for iconic household name brands operating in complex environments around the world.” Source: NRN.

The ultimate sports lodge has added two spicy meatball items . . . .

Twin Peaks Kicks Off Football Season with New Menu Lineup

Twin Peaks’ menu has gone through its own training camp this summer to prepare for the greatest time of year — football season. Twin Peaks’ culinary team huddled up and created fresh new menu items to fuel every fan through the highs and lows of each snap. In addition to its scenic views and 29-degree beers, Twin Peaks will be adding starters, sides, and entrées to its made-from-scratch menu. The shareable Loaded Fries will be offered in the following options:

Bacon & Cheese – Cheddar, pepper jack, bacon bits, green onions, and bacon ranch.

Hickory Smoked Pulled Pork – Hickory smoked pulled pork, cheddar, pepper jack, bacon bits, green onions, pico de gallo, cilantro, diced pickles, smoky-sweet BBQ drizzle, and bacon ranch.

Crispy Buffalo Chicken – Buffalo chicken tenders, cheddar, pepper jack, bacon bits, green onions, blue cheese crumbles, celery leaves, and bacon ranch.

Brisket Chili – Brisket chili, cheddar, pepper jack, bacon bits, green onions, red onions, cilantro, sour cream, and bacon ranch.

And, of course, it isn’t football season without new wing sauces. This year, Twin Peaks is unveiling two more sauce options – Bourbon Teriyaki and Pineapple Habanero. The Bourbon Teriyaki sauce is slightly sweet with garlic, soy sauce, and a shot of Wild Turkey 101 Bourbon. The Pineapple Habanero includes tropical pineapple, bright hot habanero peppers, secret spices, and sriracha, topped with crushed red pepper. For a delicious greens option, Twin Peaks’ new Caesar Salad is perfect as an entrée or a side. The salad comes with grilled chicken, romaine lettuce, parmesan, croutons, cracked black pepper, and Caesar dressing. Plus, guests have the option to swap out the protein for an additional cost with the two delicious options of chargrilled salmon or grilled shrimp. Finally, the ultimate sports lodge has added two delicious spicy meatball items:

Spicy Meatball Skillet – All-beef house-made meatballs, marinara, mozzarella, parmesan, parsley, and toasted garlic bread

Spicy Meatball Parmesan – All-beef house-made meatballs, hoagie roll, marinara, mozzarella, parmesan, and parsley, served with French fries.

On Sept. 13, guests are invited to watch the first Monday Night Football game of the season with a special offer of Bacon and Cheese Loaded Fries and a 22-ounce Coors Light or Miller Lite for just $10. This offer is only available in select markets.  – Source: fsr.

Cracker Barrel Old Country Store announced its menu innovations . . . .

Cracker Barrel Unveils New Bacon-Themed Products and Limited-Time Beverages

Cracker Barrel Old Country Store announced today that its menu innovation will continue this fall with new additions and limited-time seasonal beverages. Bacon is a breakfast, lunch, and dinner staple and will serve as the centerpiece of two new dishes – Bacon Mac n’ Cheese and Bacon n’ Egg Hashbrown Casserole – while for a limited time, guests also can enjoy the sweet and tangy flavor of Cracker Barrel’s Huckleberry Tea or get into the fall spirit with a hand-crafted Pumpkin Pie Latte. “Care is at the heart of all we do to make the guest experience unique at Cracker Barrel, and part of that is continuing to innovate and offer new menu additions like the flavorful Bacon Mac n’ Cheese,” says Cracker Barrel Senior Vice President and Chief Marketing Officer Jennifer Tate. “This fall, we look forward to our guests returning to our stores to enjoy these brand-new items as well as fan favorites that are all crafted with care – our secret ingredient.”

Cracker Barrel’s new menu additions and limited-time offerings, available in stores and online, include:

Bacon Mac n’ Cheese: There’s a new way to enjoy a classic favorite. Available as a premium side, guests can now enjoy Cracker Barrel’s creamy mac n’ cheese topped with crispy bacon bites, parsley, green onions, and parmesan cheese.

Bacon n’ Egg Hashbrown Casserole: For guests looking for a hearty start to their day, the Bacon n’ Egg Hashbrown Casserole begins with Cracker Barrel’s signature Hashbrown Casserole, griddled and layered with Colby cheese, scrambled eggs and hickory-smoked bacon, all topped with fried onions, diced tomatoes, and green onions. Served with buttermilk biscuits.

Huckleberry Tea: In need of a refreshing beverage? Cool down with a special blend of freshly brewed iced tea and the sweet and tangy flavor of wild berries. Available until Nov. 29.

Pumpkin Pie Latte: A returning favorite, the Pumpkin Pie Latte contains crafted coffee with sweet, seasonal pumpkin pie flavors, topped with whipped cream and a sprinkling of pumpkin pie spice. Enjoy iced or hot. Available until Nov. 29. — Source: fsr.

McDonald’s Corp. said on Thursday it has nearly achieved its goal of sourcing all of its paper food packaging in restaurants from the recycled or sustainable fiber . . . .

McDonald’s Says Nearly all its Paper Packaging from Sustainable Fiber

The Chicago-based global burger chain said in its annual sustainability report that in 2020 99.6% of the paper bags, food wrappers, napkins, cup carriers and other fiber-based materials it used to package meals for customers came from recycled or certified sustainable fiber sources, up from 92% in 2019. Many restaurant chains are working to reduce environmental harm from packaging, including using more recyclable or compostable materials and letting customers reuse cups or bowls. An Adweek-Harris Poll survey of U.S. adults in April about single-use fast-food packaging found that 62% of respondents said they would think more highly of a brand that switched to recyclable packaging, and 81% were concerned about litter and pollution from fast-food restaurants. Because McDonald’s has more than 39,000 restaurants globally, small changes can ripple into other companies and industries. McDonald’s has set a larger goal for all of its customer packagings to come from renewable, recycled, or certified sources by 2025. Currently, 80% of its packaging comes from such sources. It is also using paper straws and wooden cutlery in multiple markets, it said, and is exploring fiber lids and reusable cups.  – Source: Reuters.

For fans that like to skip right to dessert, Bakery by Perkins is popping up just for you . . . .

PerkinsV Debuts New Virtual Concept, Bakery by Perkins

Perkins Restaurant & Bakery is debuting its bakery-only delivery concept on DoorDash and Uber Eats, allowing consumers to order favorites from Perkins famous bakery with just the click of a button. The concept was tested at locations in Florida and Minnesota for several months and will be in all corporate-owned locations by the end of August. The first franchised locations are scheduled to launch in early September. The Bakery by Perkins menu offers all of Perkins core bakery items including whole pies, pie slices, cookies, Mammoth Muffins, brownies, and cinnamon rolls. The virtual concept allows for even more innovation, offering an expanded lineup of cakes and individual desserts including the new Chocolate Overload Cake, Raspberry Lemon Drop, and Chocolate Peanut Butter Drop.  “There’s tremendous upside in our Bakery platform, and Perkins has runway to grow this category, especially through digital channels,” says Joe Artime, Vice President of Marketing at Perkins.  “’Bakery is an expansive term – but even within the areas in which we have equity with the guest, such as desserts, pastries or breakfast, there is a lot of room for exciting innovation.” The Bakery by Perkins test yielded incremental sales and profit to each store’s Bakery, as well as a strong average check. The concept will continue to evolve in the coming months, both in products and accessibility, but a fall rollout ensures that Bakery by Perkins will be in place for the holiday season, typically a high-volume time for Perkins Bakery items, especially Whole Pies. – Source: fsr.

The casual dining concept will be positioned on the first floor of The Cherokee tower lobby which will allow for easy access for hotel and convention guests . .  .  .

Guy Fieri’s Cherokee Kitchen + Bar to Open Inside Harrah’s Cherokee Casino Resort

Harrah’s Cherokee Casino Resort announced the newest addition to their food and beverage roster from famed chef and restauranter, Guy Fieri. Opening in conjunction with the resort’s brand new 725-room hotel tower and 83,000 square foot convention space, Guy Fieri’s Cherokee Kitchen + Bar will begin taking guests to Flavortown with tasty twists on comfort food this fall. “From the first time I brought my live stage show to Harrah’s Cherokee, I knew I had to open a restaurant on the property,” says Guy Fieri. “I’ve been all over the great state of North Carolina shooting Diners, Drive-Ins, and Dives, and let me tell you, these folks know good food. So, I’m stoked to be able to make my contribution to the Smoky Mountain scene.” Serving lunch and dinner daily, the 200-seat restaurant will feature Guy Fieri’s “Real Deal” signature menu items and beloved favorites—including the multi-award-winning Bacon Mac-N-Cheese Burger served with crispy bacon, mac-n-cheese and donkey sauce on top of a garlic buttered brioche bun, the Signature Bourbon Brown Sugar BBQ Wings smothered in Guy’s famous sauce and served with crispy fried onion straws, and the “Diners, Drive-Ins and Dives” favorite, the Motley Que Pulled Pork on a toasted pretzel bun. The casual dining concept will be positioned on the first floor of The Cherokee tower, adjacent to the lobby, which will allow for easy access for hotel and convention guests. Inside the restaurant, diners will enjoy a rustic feel with design elements that include custom millwork and chandeliers, a stone bar top, and two-story ceiling heights. “We are incredibly excited for the opportunity to work with Guy Fieri and his team to bring a new dining concept to life at our property,” says Brooks Robinson, Regional Senior Vice President & General Manager of Harrah’s Cherokee Casinos. “We look forward to opening Guy Fieri’s Cherokee Kitchen + Bar this fall, as we know it will provide an exceptional dining experience for our guest to enjoy.” – Source: fsr.

Industry officials say the surge in COVID infections from the delta strain of coronavirus is already dampening traffic and raising the industry’s vulnerability . . . .

Warning of a New Crisis, the Restaurant Industry Presses Congress Again for More Aid

Armed with evidence the restaurant business is hurtling into another crisis, the industry’s political forces are amping up pressure on Congress to restart the federal aid program that channeled billions of dollars to small operators before running out of funds. In a letter to Congressional leadership, the National Restaurant Association and its state affiliates implored lawmakers to act on new indications the industry’s recovery is faltering. The communication cites findings that 19% of consumers have already stopped going to restaurants because of fears roused by the greater transmissibility of the delta strain of coronavirus. It also notes that 9% of restaurant patrons have recently canceled already-set plans to dine out. “For an industry that requires a ‘full house’ every evening to make a profit, this is a dangerous trend,” Sean Kennedy, the National Restaurant Association’s EVP of public affairs, writes in the letter. “This development comes on top of food and labor costs that are increasing at their fastest pace in several years, continued indoor capacity limits in 11 states, and crushing long-term debt loads for countless restaurant owners,” Kennedy says. The communication urges party leaders in both chambers of Congress to protect the industry by allocating funds for the Restaurant Revitalization Fund (RRF), the $28.6 billion aid pool that was depleted in about three weeks. Congress had intended the program to run for far longer, but demand for direct aid proved stronger than expected. Under the program, restaurant operators could apply for grants of up to $5 million per location, to a maximum of $10 million. The restaurant association notes that 177,000 applications are technically still pending. The aid program’s administrator, the Small Business Administration, has said that those requests will remain in limbo if more money isn’t allocated. Several bipartisan proposals to refund the RRF have been introduced, but none have found traction. Beltway insiders say Congress is loathe to restart a multi-billion-dollar program to aid an industry that suddenly seems to be humming, a beneficiary of pent-up demand and the relief governments have provided to consumers.  The letter sent Tuesday morning aims to counter that impression.  “The small gains that our industry has made toward financial security are in danger of being wiped out, dashing the hopes of communities, entrepreneurs, and consumers nationwide,” it reads. The senders include all 49 state restaurant associations and the trade group that represents restaurants in Puerto Rico. – Source: Restaurant Business.

Dave’s Hot Chicken specializes in the “Nashville hot chicken” concept, in which a mix of seasonings and spices are used to give the food a major spicy flavor . . . .

Popular Spicy Chicken Eatery Announces Huge Expansion Into N.J.

Dave’s Hot Chicken, a popular spicy chicken eatery based in California, has announced a huge expansion into New Jersey. The company said it will open 14 restaurants throughout Bergen, Essex, Hudson, Passaic, and Union counties. Exact locations and opening dates have yet to be announced. “The New Jersey-New York (area) is very important to our growth,” CEO Bill Phelps said in a statement. “I’m thrilled to introduce Dave’s Hot Chicken to more new customers throughout the East Coast.” The fast-casual chicken eatery specializes in the “Nashville hot chicken” concept, in which a mix of seasonings and spices are used to give the food a major spicy flavor. The menu features hot chicken tenders and sliders, with seven spice levels ranging from “No Spice” to “Reaper”. Fries, cheese fries, kale slaw, and mac and cheese also are on the menu. Dave’s Hot Chicken started as a parking lot pop-up in 2017 before opening a brick-and-mortar spot in East Hollywood. There are currently 212 restaurants in the United States and Canada, most of them in California. The company began franchising in 2019 and plans to open at least 30 more locations, including the 14 in New Jersey. – Source: NJ Advanced Media.

How Killer Burger’s new president John Dikos is bringing his experience at MOD Pizza to this growing restaurant chain . . . .

The Portland Burger Restaurant Named Dikos its President in Early August

“I want to fall in love again.” That’s what John Dikos, who was named president of Killer Burger in early August, told Nation’s Restaurant News. Dikos was ready to find a new founder-led concept to fall in love with after moving on from MOD Pizza. Enter Portland, Ore.-based Killer Burger and its founder, TJ Southard. Southard began the burger business in 2010 and grew it to 14 units before finding Dikos, but he wants to grow the brand at a much larger scale and bring the “party” of Killer Burger to the entire country. “We’re all students of this industry, and you know brands have to have something going for them to help them scale it, but in my estimation, it takes something really special to build something unique,” said Dikos of Southard’s passion. Dikos recently told the founder he had a “burger religion” and his “deep ingrained desire to build [an] entire business around the delivery of the perfect burger” was what drew him to both Southard and the company. Killer Burger’s culture is similar to the one Scott and Aly Svenson built at MOD, also a founder-led company. “There was exactly the same number of Killer Burger company locations [when I joined] as there were MOD company-owned locations when I started there, back in 2013,” Dikos said. As of the end of 2020, MOD had 499 units. Dikos, left, plans to build out Killer Burger using many of the skills he honed at MOD, where he was the franchising director during the chain’s massive growth. That company had four consecutive years of growth. Upon joining Killer Burger, Dikos said, “I thought, boy, I’d love to have that kind of a ride again with a small brand and help the organization grow.” And now, with his latest venture in the very busy burger space, Dikos hopes to grow this founder-led brand to new heights, including nationwide expansion. The Northwest seems to hold some magic for Dikos; MOD is based in Washington State. “There’s a curiosity, it’s like you have permission as a restaurant to try different things…from my experience,” said Dikos of what gives the Pacific Northwest this brand magic. “People are always willing to try something new, you give it a shot.” After his time at MOD ended in 2019, Dikos moved on to work with Guy Fieri at his virtual brand in collaboration with Robert Earl, Chicken Guy, where Dikos served as chief licensing and franchise officer. But what made Dikos take the plunge into burgers was ultimately the company’s founder and CEO Southard. Dikos was looking for a new opportunity and, having observed Southard for a year while serving on the board of directors, made the move to the company as its president. Southard lovingly calls Killer Burger the “garage band” of burger restaurants, which Dikos interprets to mean that the brand has a raw and edgy quality while also being inexpensive to build out. “There’s something about that bold, edgy, and very stripped-down nature of our stores and our store build-out that I think is refreshing primarily to investors and franchisees,” said Dikos. That includes a free beer for employees post-shift, a loud store environment with music blasting, and a “rebellious nature” that separates the company from other burger brands and regional concepts. “The reality is, Killer Burger is very bold and clear about the fact that we’re trying to build an oasis and we’re trying to bring our guests into our party,” Dikos said. And, while the brand currently has four franchised stores, Dikos’ main priority is growing the franchisee program as he did for MOD. The first six company-run locations were literally built with Southard’s own hands. This helped him determine that second-generation stores were a great way to enter new markets, which is why there’s no traditional layout for a Killer Burger location. They vary based on the space and what makes it easiest to move a new restaurant in. “Here we’re all about being scrappy, Dikos said. “Not that there is a design aesthetic but scrappy around using capital, and I’ll tell you, the economics are really compelling.” But there aren’t plans at this point to scale the way MOD did. Right now, Dikos is planning to open several company-owned stores in the next year and is looking into franchising to expand out of the Pacific Northwest. “I think there’s a way to do it here that’s really thoughtful, while being aggressive, meaning let’s aggressively build within our footprint but let’s expand our footprint out thoughtfully. I’m not interested in jumping to Florida tomorrow,” said Dikos. Killer Burger, as it expands, isn’t interested in promoting LTOs as much as it is in building the company ethos. Similar to &pizza, another founder-led company, Killer Burger wants to be known for the experience when you walk in. A recent LTO included a hatch green chili burger. The team at Killer Burger worked with a distributor to procure a small number of chilies to produce the menu item. The brand’s second-highest-selling menu item is the Peanut Butter Pickle Bacon Burger, so it’s clear to say that the menu isn’t an afterthought at Killer Burger — just not the selling point to a franchisee. Dikos and the team want people to know Killer Burger is a party with great food and a place to, ultimately, enjoy themselves at each unit. – Source: NRN.

A Q&A with Sheila Bennett, executive director of CORE (Children of Restaurant Employees)
How this Nonprofit is Raising Funds for Children of Restaurant Workers in Need . . . .

How this Nonprofit is Raising Funds for Children of Restaurant Workers in Need

Sheila Bennett is the executive director of CORE (Children of Restaurant Employees), a nonprofit organization dedicated to financially helping the families of restaurant workers that cannot work due to an illness or injury or have had other emergency life situations.

NRN: Can you tell me a bit about your organization for our readers who might not be familiar with it?

Bennett: CORE was founded by members of the beverage industry who recognized a need was not being met […] So they created CORE to help employees with children when either the parent who was the employee or their spouse undergoes a health crisis, injury, or death, or they lose their home or place of employment due to a geological or natural disaster. We’ve evolved over the years and are slowly expanding beyond the beverage space. We’re getting the word out that we’re here as a resource for any kind of foodservice operation that has employees with children.

Why is this such an important safety net?

So many times, Americans are just not prepared for when some crisis hits their family and they are now out of work. Many times, employees in this industry are living paycheck to paycheck. […] We wanted to make sure that we do provide that financial safety net, so when someone goes through a crisis, they can apply for a grant with us. And we may cover things like their rent or mortgage, utilities, some out-of-pocket medical costs, and even basic necessities for their families.

How has your organization evolved recently?

In 2019, before I came on board with CORE, they granted out roughly $300,000, to employees with children, and in 2020, we granted out close to $1.5 million. This year we’ve awarded about 500 grants on average about $2,500. At the same time, we improved our systems, the structure, the guidelines, and we put some new processes in place that were more efficient and can help families quicker. We now have an application in Spanish. […] We can now give out cobranded, trackable Visa gift cards as funds for families to use.

How do you determine eligibility for clients?

The applicant must be an employee in the food and beverage operations industry. Number two: they must have a child that they’re legally responsible or responsible for up to the age of 18, or it may be a child with special needs, or still, they’re falling under their insurance and they’re at college, etc. And then third, they must have a qualifying circumstance. We ask for documentation to prove all of that as well.

What are some examples of families you’ve helped?

We had a family in Dallas this past year that had a fire in their home and lost everything. Their company referred them to us, and we were able to provide a Visa gift card to them so they could buy necessities. I got another call from an organization, Hickory Tavern in North Carolina, and they had an employee who was a single mom and had a daughter diagnosed with leukemia. They called me and said, “well, we need CORE.” And we were able to help.

Can you tell me what this year’s Summer of Hope is?

It’s a personal giving campaign and we just extended it through Labor Day. We’re asking everyone in the industry to donate $5. We launched the first Week of Service where anyone can pick their day of service and distribute CORE posters and literature to the back of the house to restaurants in their community and specifically in underserved communities. […] Our goal is to raise $50,000 and so far, we have a long way to go and have raised just under $3,000.

We also heard you’ve launched a brand advocate program. Can you tell us more about that?

We just launched a brand advocate program for the entire industry, but it was inspired by a team member with Zaxby’s. […] Last year one of my friends who works with Zaxby’s realized that this is a valuable resource that can help some of their team members that were facing different medical events in their life. Two employees had premature births and their babies were in the NICU. One employee had a couple of brain surgeries. Another employee had a torn ACL and had had surgery. She realized that if she got the word out to them about CORE and helped them with their applications, we could provide a grant much faster.  We’ve been talking to companies around the country.

Can you give me examples?

We have our first official partner: Smokey Bones BBQ, who chose us as their charity of choice. Zaxby’s is rolling out their program, and we’ve also been in touch with Lou Malnoti’s and Checker’s and Rally’s. – Source: NRN.

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