In this recap, Alejandra Gonzalez, marketing director of Pizza Hut LATAM & Iberia, shares valuable advice for women leaders in business, broken down into five steps just for you. . . .

The annual Women in Business summit is an incredible experience

Alejandra Gonzalez is the Director of Marketing at Pizza Hut Latin America & Iberia. This seasoned businesswoman started her career journey 21 years ago while in the middle of her bachelor’s degree. Her father had just lost his job, so Alejandra paid for her own education by working at a bank in her home country of El Salvador. When she heard that Coca-Cola had a managerial position open, she decided to apply because the job had better benefits than her current role. “They wanted you to have a bachelor’s degree, and I was in the middle of my degree still. But I was like let me apply, and we’ll see if it works,” she said. Alejandra attended the interview equipped with minimal English and a positive attitude. She got the job. Fast forward 21 years and a lot of success later, she had some incredible advice to share on being a successful woman leader full of optimism and confidence at our 2021 Women in Business Summit.

Here are her tips on becoming a true leader in business.

Tip #1: Get your attitude right, and your mindset will follow.

I love this quote: “Everything can be taken from a man but one thing: the last of the human freedoms — to choose one’s attitude in any set of given circumstances, to choose one’s own way” (Viktor E. Frankl)

This is just powerful for me. And the reason why it’s powerful is nobody can take control of your attitude. You are the person who decides how you face a challenge… how you face life… how you keep going with things that you can control or not. Attitude comes also with a mindset. So attitude is the start of a mindset that you start building to success. And by success, I mean what is success for you. If you get your attitude right, or in the best possible way that works for you, it’s getting you on the right path for your own success.

Tip #2: Don’t let circumstances define you.

Don’t let circumstances define you. Being proactive means you shaped circumstances — they did not shape you. So, like a quote I saw: If life gives you lemons, make lemonade… or make a margarita! But try to make the best of it. Take to take the time to embrace the challenge.

Tip #3: Embrace yourself, but understand your audience.

As a Hispanic woman, I’ve always been afraid of showing my true self. We’re passionate… and that brings something different to the table. But you must make sure you adjust for your audience. This is not just for Latin women; it’s for anyone like you. You have to understand your audience where you are. Shape the way you show up to your to your audience. Don’t hold yourself back; believe in who you are, embrace who you are, and acknowledge who you are and what you bring to the table

Tip #4: A good corporate culture starts with you, so be kind.

When you have the freedom to show yourself the way you are without fear of being judged, that also encourages people to show their best selves. If you have to provide feedback, just be kind. Be tough with the problem itself, not with a person. Address the circumstance or the situation or the behavior in a tough way. But be soft with the person. You’re talking to a person, and every person has a journey. You don’t know what that person was going through that morning in their house. But just be kind. There’s nothing better than being yourself because that’s when you really unlock and you bring those unique sets of skills and talents that you have. But I think you also become an enabler; you also are an active part of developing culture. It’s every individual that makes a difference and builds that culture. Stay true to yourself, and make sure you’re always kind to people so that you can bring out that best version of themselves as well.

Tip #5: Take a break, then come back fresh.

Take a break. If you’re in meetings and if there’s something that is bothering or challenging you, sometimes you don’t have to answer it. Take your time, go take a break, have a minute and breathe. I can be very explosive sometimes, very emotional. And I like to take my time if I’m not ready to answer… and then come back with something. And that’s an ongoing journey. Sometimes, if you explode, you explode. Just make sure you acknowledge that and you keep going. But also don’t be afraid of taking time, or not jumping into the answer immediately, or reacting to everything. It’s good to take a minute or a couple of minutes, or a day to come back with an answer. Take a minute to take a break and ensure that you’re addressing that the way you think it should be. And if not, acknowledge, learn and move forward. – Source: IFA SmartBrief.

An early tech adopter, he revolutionized the foodservice design industry . . . .

KCL Co-Founder Ron Kochman Passes Away at 85

Kevin Kochman, KCL co-founder, and president, is sad to announce the passing of his father Ronald (Ron) Kochman. “Ron was a visionary who used technology to help make his foodservice design and consulting firm more productive. He and I founded KCL to help others do the same.” Kevin and Ron saw the potential for AutoCAD to enhance the foodservice industry. In 1985, the pair founded Kochman Consultants, Ltd. (KCL) to deliver computer-aided design (CAD) to the foodservice industry. They built their brand on the promise of helping designers, dealers, consultants, and architects save time and money. In addition to training industry professionals on computer basics like how to use a mouse, one of their early decisions was to standardize their symbol library on 5.25” floppy disks. The Kochman duo also worked with industry leaders to set CAD-based design standards.  Serving two audiences, manufacturers and designers, was not simple but Ron’s solid reputation as a food facilities consultant and passion for customer service attracted people to his unique symbol libraries and other newfangled tech products. “If you met Ron in person, you know his passion for and knowledge of the foodservice industry,” said Kevin. “He was sad to miss the 2019 NAFEM Show, and now the industry will miss him.” Ron is survived by his wife Judy, children Kevin (Eve), Kim (Brad) and many dear grandchildren and nephews. Donations in Ron’s honor may be made to the Greater Chicago Food Depository, or the Illinois Holocaust Museum.

The 100+-unit fondue chain is expanding its franchising footprint amid a menu overhaul . . . .

How the Melting Pot is re-Emerging from COVID-19 Stronger

Before the pandemic, Front Burner Brands’ the Melting Pot — the Tampa, Fla.-based fondue chain of fine dining restaurants —was supposed to launch a whole new streamlined menu, but that effort was put on hold due to the pandemic. Now, the Melting Pot has reopened all of its restaurants and sales are growing exponentially with 30 weeks of double-digit traffic growth over 2019 numbers. “It’s not just a restaurant, it’s an experience, and people are craving that since the pandemic,” CEO Bob Johnston said. “I think that’s why we are performing so well and frankly, a lot better than anybody I’ve been able to get numbers from or spoken with in the industry.” Moving forward, The Melting Pot is looking to expand franchising and add new franchisees to the team, with plans for the new Melting Pot Social spinoff: the “younger, hipper cousin” to the Melting Pot with shorter experience times (which originally could run up to 2-3 hours per table) and an emphasis on the bar program. “We’re addressing some of the challenges of the Melting Pot experience with the current service model,” Johnston said. “[…] This is probably the most significant undertaking that the Melting Pot will have done in decades in terms of improving the concept. All of that will be happening next year.” Think new menus, a more modern experience and shorter table times. “Our new restaurants will be more energetic and hipper,” Johnston said about a new store that recently opened in the Red Bank, N.J. area. – Source: NRN.

Looking  Forward, Looking Back

I can’t say that I’ve ever truly considered the benefits of working side by side with a Cobot, but then I don’t manage a commercial kitchen, I only write about them. Tim Smallwood FCSI creates a powerful argument for considering their worth in his look at the future of automation and robotics in the kitchen. According to Smallwood, Cobots – collaborative robots that can operate safely in conjunction with humans to perform equivalent tasks – will become increasingly prevalent in the past. A long-term investment, perhaps – although some automated solutions can be simple, flexible, and cost-effective – but also a very tangible answer to addressing the (very human) labor crisis in hospitality and foodservice. Cobots can replace tasks we can neatly summarize as “the four ‘Ds”: dirty, dangerous, dear (expensive), and dull (or demeaning). They certainly have their place and I have no doubt we’ll be seeing this trend increase apace this decade. Speaking of trends, this week also sees another regular columnist, Marius Zürcher, reviewing the hospitality industry trends he predicted one year ago to see which ones he got right (not an easy feat in the middle of a, well, unpredictable, pandemic). He also looks ahead to key 2022 trends. Zürcher also spoke cogently on this topic at this week’s FCSI EAME Autumn Summit. Meanwhile, if you haven’t caught our latest Innovation Spotlight panel on the changing demands of commercial kitchens, it’s an excellent watch and worth 34 minutes of your day. Otherwise, a final shout to ask all FCSI Professional members to please take five minutes to fill in this Foodservice Consultant survey Thanks so much in advance. Source: Foodservice Consultant.

The limited test of the iconic D.C. area product is designed to introduce more customers to the sauce around the country . . . .

KFC is Testing Mambo Sauce Select Markets

KFC is bringing Mambo Sauce to a bunch of its restaurants. The Louisville, Ky.-based chain said that it has started a limited test of Capital City Mambo Sauce in Atlanta, Dallas, and the Washington D.C. area. The test of “Sweet Hot Capital City” mambo sauce started on Monday and will run for a limited time. The company said that the test is to introduce more customers around the country to the sauce, which is popular in the Washington D.C. market. The sauce comes from Capital City, a Black woman-owned business operated by Arsha Jones, who developed her own recipe for the iconic sauce after moving to the suburbs years ago. Ten years later, Capital City sends its sauce to customers around the country. “KFC has given Capital City a huge opportunity to highlight a culture that many don’t get a chance to experience,” Jones said. “When visitors think of Washington D.C., they envision museums, government, and politics, but there’s a huge community just beyond those few blocks that have a rich history filled with styles, music, lingo, and food all our own.” Mambo sauce in general has been a kitchen staple in the D.C. area since the 1950s. It was made famous by Black-owned D.C.-area chicken wing restaurants and features a sweet and hot flavor profile somewhat similar to a Chinese sweet and sour sauce. Chinese and Korean carryout restaurants adopted the sauce in the 1970s and 1980s. The sauce can now be found in nearly every carryout restaurant in the city. Jones’ mission is to ensure the sauce’s legacy and taste are preserved. “Arsha has created a successful business with this ridiculously delicious sauce,” KFC U.S. President Kevin Hochman said. Customers can add the sauce at participating restaurants to any menu item for an additional cost.  Source: Restaurant Business.

Consumer demand for carry-out, drive-thru remains high, Acosta report finds

Restaurant traffic has begun to bounce back compared to the swift drop-off in early 2020, but the pandemic is having lasting effects on how consumers purchase and consume food away from home, according to Acosta’s The Why? Behind the Dine Report. Decreased motivation to cook at home is driving consumers to turn to foodservice outlets, and shoppers are purchasing takeout meals more often than they were before the pandemic. Concerns about safety paired with pent-up demand for unique dining experiences is creating a new landscape that restaurant operators must navigate on the road to recovery, which is made especially rough by staffing and supply chain issues. Read on for more insights from the report.

Demand for off-premises dining is strong

About half (51%) of consumers surveyed by Acosta said they go out to eat when they do not feel like making food at home, and the majority of those who dine out do so at least twice a month. Three out of four consumers said they have recently eaten carry-out, dined at a restaurant, and/or eaten prepared foods from the grocery store. Carry-out, delivery, and drive-thru options — which skyrocketed in popularity last year when many restaurants were forced to close their dining rooms — have remained popular with consumers even as dine-in traffic rebounds. Twenty-three percent of consumers said they are getting more meals from the drive-thru than they were before the pandemic, and 27% of consumers said the same about carry-out. Safety, quality are consumers’ top priorities
Continued concerns about health and safety are driving many diners to choose takeout options over dining at a restaurant. About half of consumers said they feel more at ease dining out now that vaccines are readily available, but when COVID-19 infections rise in their area, almost 50% of those surveyed said they will either stop going out to eat entirely or switch to carry-out or delivery. A survey conducted by The National Restaurant Association found similar results, with six in 10 adults saying they changed their restaurant use due to the rise in the Delta variant of the coronavirus, according to the Association’s Mid-Year State of the Restaurant Industry Update report released in August. Consumers are also giving more thought to safety precautions when choosing a restaurant, whether they are dining in or ordering takeout. More than half of diners said they want restaurants to continue with COVID-19 safety precautions, including mask requirements for kitchen staff and servers, while 75% of diners want tamper-proof packaging when ordering takeout or delivery. In addition to safety, food quality and variety are key considerations for consumers when choosing where to dine. Food quality was the most important factor among those surveyed by Acosta, beating out price, location, and service, regardless of whether they were selecting a quick-serve, casual dining, or upscale casual restaurant.

Restaurants are on the road to recovery

While safety and food quality are must-haves for consumers when choosing a restaurant, hunger for new and unique dining experiences is also influencing where people eat. Shoppers are increasingly interested in experiential dining options, Acosta found, with 28% of those surveyed saying they have recently ordered from a food truck, 23% saying they have recently ordered from a pop-up restaurant and 19% saying they have recently ordered from a ghost kitchen. These types of unique offerings have proliferated during the pandemic, and have helped keep many restaurants afloat during these challenging times. “It is no secret that COVID-19 upended foodservice, but the industry is expected to rebound within the next three to four years,” said John Goodman, CEO of Acosta’s CORE Foodservice division. “Research by Technomic indicates restaurants and bars are likely to recover as early as 2024, due in large part to diners’ increased interest in finding high quality, safe, and cost-efficient alternatives to home-cooked meals. The road to recovery will be difficult, however, as restaurants now face significant operational challenges caused by widespread labor shortages and rising food costs.” Restaurants and bars are still nearly 1 million jobs short of pre-pandemic employment levels, according to The National Restaurant Association, and supply chain delays are forcing many restaurants to raise prices. Forty-four percent of consumers surveyed by Acosta said they are noticing higher menu prices. For many foodservice operators, substitutions and new menu items are a common coping strategy for dealing with supply chain issues, but the move may actually have a silver lining since the majority of consumers are interested in trying new things when eating out. Creating specials based on ingredients that are available could be a way for eateries to make the most of a difficult situation since 81% of diners said they often choose items that are on special.  Source: Smart Brief.

The Brand Believes the Attraction Would Increase frequency and Duration of Visits . . . .

Dave & Buster’s Inches Closer to Sports Betting

Dave & Buster’s interim CEO Kevin Sheehan said the chain is going through a “new phase of innovation, growth, and value creation,” and part of that is the integration of sports betting and fantasy sports. former CEO Brian Jenkins hinted at this possibility in April, saying sports betting “could represent a mean accelerator to our appeal as a sports-watching destination and better leverage our watch assets.” At the time, Dave & Buster’s said it could offer online sports betting in roughly 13 locations, or three states. Grand View Research estimates the global sports betting market will reach $140.26 billion by 2028, good for a compound annual growth rate of 10.1 percent. Sheehan says that if Dave & Buster’s is successful with this endeavor, the frequency will increase and customers will stay longer. That allows for diversification of entertainment, like introducing a DJ, and traffic boosts on weekdays. “We’re working very hard in getting to an agreement on sports betting and fantasy sports,” Sheehan said during the brand’s Q3 earnings call. “And to me, there’s a great opportunity there first because of the economics that goes along with that agreement. But the other part of it—and that’s where the art is to make sure we get the best result—is in the promotional activities that we can create with the partner that we have in that agreement.” Major brands have already hopped onto this movement. In March, Buffalo Wild Wings unveiled an exclusive launch with BetMGM in which guests inside restaurants have access to better odds on select bets and custom promotions. The brand also created “OT Odds Powered by BetMGM,” an in-bar channel that delivers sports-betting content like live-game odds, as well as fantasy and betting advice from FantasyPros and BettingPros. In early 2020, Hooters activated KonekTV, which displays real-time game statistics, analytics, and odds from BetRivers Sportsbook and promotions from Hooters. “Once you get that deal done, then you start to roll it out,” Sheehan says. “You’re going to focus more in the states with sports betting already in place and test the concepts and constructs over a course of a couple of quarters. And then I see it quickly moving out across the brand, at least with the sports fantasy and the opportunities to talk about what our capabilities are.” Dave & Buster’s has spent months prepping for this future. The eatertainment chain cut its food offerings by 33 percent and pushed an “Inspired American Kitchen” culinary direction while also evolving its beverage lineup. The brand is combining the new menu with tablets and a mobile web platform that facilitates a contactless dining experience and lower labor costs. The company is taking it a step further by testing a completely self-serve, web-enabled ordering experience in two stores. These initiatives will be overseen by new blood at the top. CEO Brian Jenkins retired at the end of September after working at Dave & Buster’s for nearly 15 years, and CFO Scotty Bowman announced his resignation in November. As the brand worked through these changes in the third quarter, same-store sales increased 1.1 percent compared to 2019, excluding seven stores in markets with vaccine mandates. More specifically, a drop of 1.2 percent in August and lifts of 2.9 percent and 2.2 percent in September and October, respectively. Including those locations, comps decreased 0.4 percent. Walk-in sales grew 6 percent, but special events sank 64 percent versus two years ago, mostly impacted by fewer corporate events. For the first five weeks of Q4, comps rose 3.5 percent against 2019 and walk-in business lifted 14 percent. Dave & Buster’s expects continued softness in its special events business for the rest of the quarter, which will prove to be a bigger impact given the historically high penetration of holiday parties.

DAVE AND BUSTER’S

The keys to continuing growth in walk-in business, as well as accelerating the recovery of its special events sales, is opening more efficient locations and upgrading the existing fleet, Sheehan said. To set the scene, he described a hypothetical 75,000-square-foot legacy store built in a trade area that no longer attracts much traffic. The CEO said the better route is to replace that outlet as it nears the end of its lease with two strategically positioned locations in more relevant parts of the market. “As we find out that these new slightly smaller stores are significantly better returns and have a more optimal use of space, it is that new concept opens up a lot more markets for us to expand the brand,” Sheehan said. “So we have plenty of room to grow for years and years to come.” The other part of that discussion is reexamining the “exciting factor in each and every store” to make sure when customers return, they feel a “refreshing experience.” To accelerate this, Dave & Buster’s is ramping up a refresh and remodel program that features varying levels of transformation. A more formal, full remodel costs $2 million, and the refresh would be in the $500,000 range. Long-term, the plan is to look at all 143 locations, determine which option is best, and schedule what year they need it. “These stores come back almost like new and get a lot of people to come in and try it again,” Sheehan says. “And if we do it right, that then expands the traffic and the demand in those markets. I think we want to be balanced because I feel strongly that we need to make sure the existing stores are the right experience for our guests, and since we generate so much cash flow, we still have the ability to build a number of stores each year.” “And we have to be attentive to doing and balancing all of the capital allocations across all the uses of cash to make sure we’re being as thoughtful to our shareholders as possible,” he adds. In terms of macroeconomic headwinds, the chain is seeing commodity inflation in the high-single digits, but the brand has mostly offset those increases with its new menu and service model. Adjusted EBITDA for Q3 was $68.2 million, a 47 percent increase compared to 2019. That’s also up from 39 percent in the second quarter. Dave & Buster’s earned $318 million in revenue in Q3, versus $109.1 million in 2020 and $299.4 million in 2019. Net income totaled $10.6 million, or $0.21 per diluted share, compared with a net loss of $48 million, or $1.01 per share in Q3 2020, and net income of $500,000 or $0.02 per diluted share in Q3 2019.  Source: FSR.

CPK’s long-term franchise growth initiatives are led by Giorgio Minardi, executive vice president of global development and franchise operations . . . .

California Pizza Kitchen Launches U.S. Franchise Program

California Pizza Kitchen (CPK), the creator of California-style pizza, today announced the launch of its first-ever domestic franchise program. The internationally known brand, which launched 35 years ago in Beverly Hills, California Pizza Kitchen has always been synonymous with creative, California-inspired dishes using fresh, premium ingredients, starting with the famed Original BBQ Chicken Pizza and other global favorites including the Thai Crunch Salad and Garlic Cream Fettuccini. On the heels of a successful year of steady growth, the company has returned to 2019 performance levels, announced new international partnerships in Canada and Hong Kong, and looks forward to opening domestic markets for franchising. The long-awaited domestic expansion follows the brand’s successful international franchise program. CPK’s long-term franchise growth initiatives are led by Executive Vice President of Global Development & Franchise Operations, Giorgio Minardi, and include recruiting new domestic and international franchisee partners to continue the momentum to meet expansion targets. “For the first time in our 35-year history, we’re eager to engage new domestic franchisee partners that share a passion for creating memorable dining experiences and expand our reach to bring CPK to even more diners nationwide,” said Minardi. “In addition to our aggressive franchise growth overseas, we look forward to bringing on new partners here in the states who believe in our imaginative, California-forward menu and unmatched hospitality.” Giorgio Minardi joined CPK in 2019 with more than 35 years of experience as an international retail operating executive, holding leadership roles at Telepizza Group, Dunkin’ Brands, Autogrill Group, Burger King, and McDonald’s North Asia. “California Pizza Kitchen is a known leader in the global restaurant industry when it comes to innovative cuisine and friendly hospitality,” says Jim Hyatt, President, and CEO at California Pizza Kitchen. “With Giorgio at the helm of our extensive franchise expansion, we look forward to expanding our national and global footprint in 2022 and beyond.” The brand’s global presence includes nearly 200 locations in eight countries and U.S. territories, which includes 40 international franchise locations in addition to 16 domestic franchise locations in airports, casinos, and stadiums across the United States. In addition to its domestic expansion, CPK plans to sign franchisee partners in new global markets, including Abu Dhabi, Dubai, Honduras, Japan, Malaysia, Mexico, Singapore, The Caribbean, and more. CPK’s franchise program offers best-in-class training and development in all areas of the business and new franchisee partners are afforded flexibility in location, design layout, menu category, and daypart offering. All of the four footprint prototypes currently operating in international markets will be available domestically.  CPK is actively expanding in new markets and seeks ideal franchisee partners with extensive experience in foodservice and those who are interested in spreading its California state of mind. Source: FSR.

McDonald’s Corp. is promising to recruit and train a more diverse set of franchisees across the world, adding more Black and female owners in the U.S., according to an internal message viewed by Bloomberg News.

McDonald’s Pledges More Black and Female Franchisees in Diversity Push

McDonald’s will be more inclusive in finding and training possible franchisees both in its home market and in international markets such as Germany, the U.K., and France, Chief Executive Officer Chris Kempczinski said in the message Wednesday. The company will provide $250 million to help finance loans for underrepresented groups including Black, Hispanic and female potential restaurant owners over five years in the U.S., he said, noting that costs to buy a restaurant are often an especially difficult barrier for candidates with diverse backgrounds. Companies are increasingly being called to task following the murder of George Floyd Jr. last year that sparked nationwide protests and a closer look at inequities. Already, Chicago-based McDonald’s has said it’s boosting minority representation in leadership and tracking and sharing those efforts to improve equality. In July, the company pledged to boost spending with suppliers owned by women and minorities domestically. As of 2020, more than 29% of all U.S. franchisees were from underrepresented groups, including Asian, Black, and Hispanic owners, McDonald’s said. Meanwhile, women made up almost 29% of domestic store owners. In its U.S. efforts, McDonald’s is using community groups to identify and reach qualified candidates of different backgrounds. Internationally, the efforts are underway already, the company said. In recent years, the company has faced a number of lawsuits from Black McDonald’s store owners, including one where franchisees of Tennessee restaurants accused the company of discrimination and set them up to fail in crime-heavy locations. The company is defending itself against the allegations.  Source: Bloomberg L.P.

Domino’s Announces Senior Vice President Promotions

Domino’s Pizza Inc., the largest pizza company in the world, is announcing the promotions of Kate Trumbull, Christopher Thomas-Moore, and Juan Joachin to senior vice president, effective immediately. “These three individuals have been instrumental in bringing growth and innovation to Domino’s in their respective areas,” said Ritch Allison, Domino’s CEO. “Their promotions are well-deserved, and I can’t wait to see the positive impact they’ll continue bringing to the brand.” In Trumbull’s new role as senior vice president – brand and product innovation, she will oversee advertising, media, product innovation, and national sales. She was named vice president of advertising in 2017, after serving as director of digital marketing and director of loyalty. Trumbull joined Domino’s in 2011 from Procter & Gamble. She earned her bachelor’s degree from the University of Pennsylvania and her MBA from Indiana University’s Kelley School of Business. As Domino’s senior vice president – customer and store experience, Thomas-Moore will lead digital experience and loyalty, retail technology, delivery technology, operation innovations, and international digital marketing. He previously served as Domino’s vice president of digital marketing, media, and product innovation. Thomas-Moore joined the company in 2018 from Extended Stay America and holds a bachelor’s degree in political science from North Carolina Agricultural and Technical State University. As the newly named senior vice president – finance, Joachin will oversee financial support and business insights of Domino’s supply chain, corporate-owned store division, franchise operations, development, marketing, and analytics and insights functions. He previously served as Domino’s vice president of finance operations. Joachin joined Domino’s in 2018 from Dawn Foods LLC. He earned a bachelor’s degree in finance from Universidad del Valle de Mexico and an MBA from Universidad Autonoma de Queretaro in Mexico.

About Domino’s Pizza®

Founded in 1960, Domino’s Pizza is the largest pizza company in the world, with a significant business in both delivery and carryout pizza. It ranks among the world’s top public restaurant brands with a global enterprise of more than 18,300 stores in over 90 markets. Domino’s had global retail sales of over $16.1 billion in 2020, with nearly $8.3 billion in the U.S. and over $7.8 billion internationally. In the third quarter of 2021, Domino’s had global retail sales of nearly $4.1 billion, with nearly $2.0 billion in the U.S. and over $2.1 billion internationally. Its system is comprised of independent franchise owners who accounted for 98% of Domino’s stores as of the end of the third quarter of 2021. Emphasis on technology innovation helped Domino’s achieve more than half of all global retail sales in 2020 from digital channels. In the U.S., Domino’s generated more than 70% of sales in 2020 via digital channels and has developed several innovative ordering platforms, including those for Google Home, Facebook Messenger, Apple Watch, Amazon Echo, Twitter, and more. In 2019, Domino’s announced a partnership with Nuro to further its exploration and testing of autonomous pizza delivery. In mid-2020, Domino’s launched a new way to order contactless carry out nationwide – via Domino’s Carside Delivery®, which customers can choose when placing a prepaid online order.  Source: Domino’s.com.

Four of Famous Toastery’s franchised restaurants are owned by CFO Adam Gordon and executive chef Julio Heras . . . .

How Growth-Minded Famous Toastery Learned from Past Mistakes

When it comes to restaurant closures, Famous Toastery CEO Robert Maynard couldn’t be happier to talk about it. “I think a lot of folks like to avoid this stuff and like to tell you how they’re growing all the time and everything’s great and the truth is, especially in franchising, stuff happens and it’s how you handle them that makes the difference,” Maynard says. After reaching roughly 35 stores in 2018, the breakfast chain has slimmed to 26, including a franchise bankruptcy that resulted in the closure of three stores in North Carolina’s Triangle market. A franchise hasn’t been sold since before 2019, back when the chain first realized “things were getting a little weird.” That includes the opening of 14 restaurants in one year, which the CEO described as “just too much.” Maynard says one of his errors was he never fathomed an operator spending hundreds of thousands of dollars without listening to what the brand has to say, but that was the case with Famous Toastery. Then certain thoughts flowed through his head, such as “maybe these guys know more than me” and “they’ve owned restaurants before, so they don’t want to do as much training.” The CEO continued to convince himself that it all made sense. He started negotiating with what he believed needed to happen, and that was a mistake. The company realized operators “bit off more than they can chew,” they weren’t properly communicating when certain things weren’t going well and even paid themselves too much. “To be very honest, we didn’t do a great job when we first started opening locations of laying the law down,” Maynard says. “We were much looser. We were a new brand. We were learning as we went at the time. I wanted to make everybody happy, and at the end of the day, the way you make everybody happy is that everyone is doing well. So if you have a franchisee that’s new, that’s not following something or not going to want to follow something, he’s going to screw it up for the rest.” He promises those same issues won’t happen again as the brand looks to sell eight to 10 deals in 2022 and open about four or five restaurants next year. Long-term, the goal is to reach 50 locations by 2024. Of Famous Toastery’s 26 stores, 20 are owned by franchisees. Four of those franchised restaurants are operated by CFO Adam Gordon and executive chef Julio Heras. Maynard says several current franchisees are looking to open locations and sign leases, with multiple deals pending. The same is true for the pipeline of external operators. The strategy is to saturate the Carolinas, Virginia, and Tennessee. Despite the bankruptcy in 2019, North Carolina will be a priority, including Charlotte, the Triangle (Raleigh, Durham, and Chapel Hill), and the mountains. “The mistake we made was just not being tough on the way things were run and the brand standard,” Maynard says. “We’re not worried about re-entering the [Triangle] market. We got 110 percent confidence in the market, and we have a store that’s still [in the Triangle]. It does really well.” The approach to expansion, however, is much clearer and straightforward, Maynard says. The CEO refuses to meet with anyone who doesn’t align with the breakfast brand’s expectations, like requirements for training and how long an operator is expected to remain in a store. “If people are looking for me to tell them how great it is, how you can build all this wealth, which you can, we’re not that group,” Maynard says. “We’re going to tell you how you may get divorced and lose all your money because this is not an easy business.” The CEO emphasizes that he’s not a fan of just blaming a franchisee, and recognizes much responsibility comes from the top. To better address the situation from the company side, Famous Toastery recently hired Michael Mabry as president to take the reins on development and training.

The industry veteran has previously worked as director of franchise operations for Brinker International, director of franchise development for Boston Pizza, president and COO of MOOYAH Burgers, and chief development officer of Fuzzy’s Taco Shop. As for support on the ground, the brand is hiring franchise business consultants, or as the chain calls them, “Famous business consultants.” These workers will be tasked with spending time with franchisees and helping them own and understand their P&L statements. “You want to be obsessively supportive,” Maynard says. “And of course, some people will want more, some people will want less, but it’s just that when we first started all this it was good, but it wasn’t great. And the enemy of great is good.” Maynard says the improved infrastructure is part of a continued effort to place franchisees in the forefront, a mindset the company has maintained throughout COVID. Like most franchise-led restaurants, Famous Toastery forgave royalties for several months, and when it was time to pay again, dues restarted in small increments. In addition, the company, which foresaw oncoming labor shortages and inflation thanks to its involvement in real estate development and finance, advised operators to delay store openings. Maynard says he’d “rather people be successful tomorrow than get that royalty today.” Signing franchise development agreements come with a fiduciary responsibility to help operators reach profitability, the CEO says. That’s why he’s never seen the value in buying poor-performing franchises and reselling them. “We can’t just go and buy our way out of bad stores. All this stuff could have been kept quiet if we just said we’ll just go and we’ll buy it, sell it, buy it, sell it,” Maynard explains. “But you know what, what am I going to do? I’m going to buy a store that somebody beat up already, has horrible morale, and then what? Give that to somebody else? It’s just not the right thing to do.”

Maynard says Famous Toastery has been ready to “hit the button” for almost two years now. After cleaning the system, the first quarter of 2020 was the best in company history, but COVID occurred shortly afterward and the chain focused on pivoting to QR codes, online ordering, and limited menu items. The chain is now in a place where it can step forward, but the CEO is adamant about not going “through the bad to get to the good.” He will seek like-minded individuals, and on the simplest level, it’s those that recognize restaurants are a human-to-human business. “You’ve got to connect with your local people,” Maynard says. “You’ve got to see them in the local supermarket. You’re going to be seeing them at the soccer games with your kids. You’ve got to be community-driven. It’s not [quick-service restaurant]. It’s not fast-casual. It’s casual dining. Breakfast is habitual, and a lot of these folks come in three or four times a week. So you’ve got to be in, and that’s one of our things is that if you want to be out, that’s not going to work. And we tell people straight up—this isn’t for you. You’d be better off at another brand.”  Source: FSR.

Aramark Teams with Starr Restaurant Organization

Aramark announced it has entered into a strategic collaboration with the Philadelphia-based Starr Restaurant Organization (Starr Restaurants). Led by entrepreneur and James Beard Award-winning restaurateur, Stephen Starr, Starr Restaurants is one of the largest multi-concept and independent restaurant groups in the United States. Together, Aramark and Starr Restaurants will drive culinary innovation and excellence through a strategic collaboration designed to provide best-in-class hospitality experiences for Aramark clients, while enabling new growth for both companies. “Aramark and Starr Restaurants are both rooted in a passion for service and in providing unforgettable experiences for our clients and customers,” says Aramark Chief Operating Officer for U.S. Food and Facilities, Marc Bruno. “Being based in Philadelphia, we have had a front-row seat as Stephen Starr—one of the culinary pioneers of our city’s food scene—elevated the dining experience and helped make Philadelphia one of the best food cities in the country. Through this strategic collaboration, we look forward to furthering Aramark’s culinary authority by infusing our kitchens and concepts with the creativity and innovation that Starr Restaurants is famous for.”

The collaboration between Aramark and Starr Restaurants will positively impact both companies through:

An exclusive licensing agreement allowing Aramark to operate designated Starr concepts and brands within multiple lines of its business while providing national visibility to Starr concepts through Aramark’s extensive client base in higher education, business dining, sports and entertainment, convention centers, cultural attractions, and other foodservice divisions

Joint business development opportunities

Creative and operational knowledge exchanges among culinary teams and senior leadership

Aramark’s acquisition of a minority ownership position in Starr Restaurants

“This collaboration is a unique opportunity for both Starr Restaurants and Aramark,” says founder and CEO, Stephen Starr. “I began my career as a concert promoter in stadiums and major arenas and am eager to get back into large entertainment venues, but this time in the culinary space. It is an exciting opportunity to converge my two career passions alongside an industry leader like Aramark. The company’s impressive and consistent growth and its deep commitment to providing high-quality hospitality experiences make it the perfect food service company partner for Starr Restaurants. I look forward to developing innovative and cool concepts for many of Aramark’s clients and customers around the country, as well as a robust and beneficial knowledge exchange among our talented leaders.” The collaboration is a continuation of Aramark’s accelerated growth strategy to develop strategic relationships that will enhance the overall client and customer experience.  Source: FSR.

Emmitt’s Las Vegas will be a first-rate destination for fine dining, live concerts, watch parties, and other elite events . . . .

Football Great Emmitt Smith Unveils New Las Vegas Restaurant

Pro Football Hall of Famer Emmitt Smith announced the launching of Emmitt’s Las Vegas, a premier 30,000+ square foot dynamic restaurant and premier event venue overlooking the Las Vegas Strip and surrounded by numerous world-class resorts. Scheduled to open in spring 2022, Emmitt’s will be a first-rate destination for fine dining, live concerts, watch parties, and other elite events. “I am excited to be in partnership with such innovative business leaders to create an exceptional space that will bring excellent food, unforgettable events, and a high-spirited atmosphere to the legendary Las Vegas Strip,” says Emmitt Smith. “We are working diligently to ensure this extremely versatile venue will create lasting memories for all those who walk through our doors.” Jim Hensley, Director of Operations, comes to Emmitt’s like a seasoned Las Vegas professional in the Food and Beverage industry looking to fill Emmitt’s exceptional culinary team at all levels. This one-of-a-kind venue will hold large private and corporate events and will showcase Emmitt’s Pro Football Hall of Fame character and career throughout the locale. “We are thrilled to establish Emmitt’s as one of the most desired destinations in Las Vegas,” adds Hensley. “We are bringing the finest experts in food, dining, and entertainment to Emmitt’s that will emulate the energy Emmitt Smith brings to both his personal and professional lives. We’re looking to fulfill Emmitt’s culinary and management team at all levels.” Emmitt’s will offer a high-end, fine dining experience on the first level and a second level that will host a world-class, multi-function area called “The Deck,” which can accommodate watch parties, live concerts, and other private and corporate events. This second level will also house “The Player’s Lounge,” a luxurious viewing space to watch sports and events during the day with the ability to convert into Club 22 in the evenings as an exclusive Ultra Lounge. David Mosley, Partner of Trilogy Group F&B, LLC adds, “We’re excited for this venture in Las Vegas with our great team of professionals that share our same values along with having a marquee location on the Las Vegas Strip bringing an incredible team.” Emmitt’s team is actively entertaining a variety of sponsorship, liquor, signage, branding, crypto, and endorsement opportunities which are expected to be finalized within the next several weeks. Due to the venue’s visibility on the world-famous Las Vegas Strip, demand for additional endorsement opportunities continues to be very high. Chris Schroeder CEO of Experiential Ventures Hospitality and Managing Member of the ownership company, Trilogy Group F&B, LLC, “We have a history of working on legendary projects in Las Vegas and are excited to be back with an iconic project on The Strip that delivers the premiere mix of hospitality, food & beverage, branding, retail, design, entertainment and real estate disciplines all into one key destination.” Emmitt’s will be located within walking distance from numerous Las Vegas hot spots and the venue will also have access to some of the heaviest foot traffic in the city as it can be accessed via a unique pedestrian footbridge that spans high above the Las Vegas Strip.  Source: FSR.

The Bureau of Labor Statistics’ latest data shows that numbers in restaurant industry employment keep creeping up, but not by much . . . .

The Restaurant Industry Gained 11,000 Jobs in November, Still 750,000 Short of Pre-Pandemic Levels

The U.S. Department of Labor Bureau of Labor Statistics released its jobs data for the month of November, and jobs in the foodservice industry have crept up, but have not yet reached the level of pre-pandemic employment numbers. According to the BLS, the foodservice industry added 11,000 jobs last month, growing from approximately 11,540,000 industry employees nationally to 11,551,000 workers. The industry is more than 750,000 jobs short of March 2020 numbers.  The restaurant industry has added more than one million jobs since a year ago in Nov. 2020, but growth has significantly slowed since then. Last month, foodservice jobs GREW BY 2900, highlighting the growing labor challenge faced by restaurant operators. “Tens of thousands of restaurants are in danger of closing permanently leaving hundreds of thousands of jobs unfilled this winter,” Erika Polmar, executive director of the Independent Restaurant Coalition said in a statement. “Slow growth for restaurant and bar jobs in today’s employment report shows that we can’t build back better without a vibrant restaurant industry.” The Independent Restaurant Coalition is trying to raise awareness of the $48 billion Restaurant Revitalization Fund replenishment, which was proposed by Senators in August but blocked by passing by unanimous consent by Sen. Rand Paul. It has not been brought to the Senate floor since. “Restaurant owners around the country have been talking to their members of Congress every day and have secured widespread bipartisan support to replenish the Restaurant Revitalization Fund,” Polmar said in a statement. “Only a third of businesses that needed relief received it. Congress can’t leave the rest of the industry behind when it comes to pandemic relief — our elected officials need to get this done.” Last month, the U.S. House of Representatives passed President Biden’s Build Back Better Act, which included investments in transportation, water, power and energy, and broadband internet, but not extra aid for the restaurant industry, as was originally speculated.  Source. NRN.

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