The 2012 restaurant industry forecast projects total sales to reach a record $631.8 billion, a 3.5% increase over 2011. In real terms, sales are expected to grow 0.8%. Fullservice restaurants are projected to see sales increase 2.9% to $201.4 billion, while limited-service restaurants are expected to increase 3.1% to $173.8 billion. Managed services are projected to increase 4.3% to $44.4 billion. Overall, the restaurant industry is expected to see moderate sales growth in 2012 as the economy continues its gradual recovery.
AMBCC Restaurant Owners and Food Service Professionals1Michael Hill
Restaurant Owners and Food Service Professionals Council
The AMBCC Restaurant Owners and Food Service Professionals is comprised of restaurant owners, operators, caterers and food service providers and outlets. The ROAFSP works to represent, educate, and promote member food service owners and professional help to ensure them economic opportunities and market presence
AMBCC Restaurant Owners and Food Service Professionals1Michael Hill
Restaurant Owners and Food Service Professionals Council
The AMBCC Restaurant Owners and Food Service Professionals is comprised of restaurant owners, operators, caterers and food service providers and outlets. The ROAFSP works to represent, educate, and promote member food service owners and professional help to ensure them economic opportunities and market presence
elliotts insights: UK Trends 2015 (Global Restaurant Investment Forum)elliotts Agency
James Hacon, Managing Director of elliotts presents on the most successful UK restaurant groups/chains/brands from 2014 and trends for 2015. He talks about London restaurant launches, regional growth in the United Kingdom, size of the UK dining market and restaurants to look out for.
Dubai, United Arab Emirates - 10th February 2015
Restaurant Monthly Update - January 2017Duff & Phelps
December marked the ninth month out of the past ten with declining sales for the restaurant industry. Both same-store sales and traffic growth deteriorated from November’s results, officially marking 2016 as the worst year of industry performance since 2009. Despite challenges in the sector, private equity investors with significant dry powder and strong, relatively inexpensive credit, will likely continue to fuel investment in innovative and rapidly expanding restaurant concepts.
Chipotle Market Potential Analysis Part 1Mollye Peters
One of the projects in my International Marketing class was to take a domestic company and turn it into an international corporation. My group decided on Chipotle as our company. Everyone in the group worked on this project together but I was specifically focused on the criteria charts on slides 6-12.
Restaurants Industry: Social Media Benchmarks & Impact ReportTrackMaven
Who's serving up better social media: fast food or full-service restaurants? And which social strategies set today's leading restaurant brands apart?
We analyzed a year's worth of social media content from leading restaurant brands to find out. Learn which social networks drive the greatest impact for your peers, and see how your brand measures up against industry-specific benchmarks.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Zomato, a food discovery site that is transforming the global restaurant business and that is a member of the WSJ’s billion dollar startup club. Not only does it connect users and restaurants, it is also helping restaurants manage their finances, food and equipment orders, and design restaurants. Its core business is helping users find, book, and evaluate restaurants and helping restaurants advertise their services to users and accept bookings. However, the global network that Zomato is building of users and restaurants is enabling Zomato to extend its business into all aspects of F&B.
Gap analysis of Mc donalds with respect to fast food industryShashi Kumar
Gap analysis of Mc donalds with respect to fast food industry.
Gap analysis helps to identify the gap between the customers expectation and managment perception.
it help company under stand gaps internal and external
2014 Canadian Chain Restaurant Industry ReviewOrie Berlasso
GE CAPITAL PUBLISHES ANNUAL REVIEW OF CANADIAN CHAIN RESTAURANT INDUSTRY
The Canadian Chain Restaurant Industry Review is an extensive research report commissioned by GE Capital and compiled by fsSTRATEGY and The NPD Group Canada . Originally released MAY 2012, the annual publication can only be received in hard copy at the Canadian Restaurant Investment Summit.
The report is a comprehensive analysis and factual overview of the state of chain foodservice in Canada. Findings have implications for job growth, construction activity and other factors that impact the economic health of Canada for several years to come. The report also sheds light on consumer spending habits and trends from province to province.
As our economy keeps on improving, the 2014 Canadian Chain Restaurant Industry Review shows that Canadians continue to spend more and more at restaurants, with a year-over-year increase of 2%. In fact, total Canadian foodservice industry sales are expected to increase by 4.4%, or almost $3.2 billion, to $71.1 billion in 2014.
Only registered delegates of the Canadian Restaurant Investment Summit, produced by Big Picture Conferences, receive hard copy of this report. To attend, visit www.restaurantinvest.ca for more information
We created this presentation for our class ENBUS 640, Strategies for Sustainable Enterprises. In this presentation, we analyzed McDonald's current sustainability initiatives and provided recommendations on how to grow and differentiate the company. The presentation is text-heavy because it is written and delivered like a report, as opposed to a verbal presentation.
elliotts insights: UK Trends 2015 (Global Restaurant Investment Forum)elliotts Agency
James Hacon, Managing Director of elliotts presents on the most successful UK restaurant groups/chains/brands from 2014 and trends for 2015. He talks about London restaurant launches, regional growth in the United Kingdom, size of the UK dining market and restaurants to look out for.
Dubai, United Arab Emirates - 10th February 2015
Restaurant Monthly Update - January 2017Duff & Phelps
December marked the ninth month out of the past ten with declining sales for the restaurant industry. Both same-store sales and traffic growth deteriorated from November’s results, officially marking 2016 as the worst year of industry performance since 2009. Despite challenges in the sector, private equity investors with significant dry powder and strong, relatively inexpensive credit, will likely continue to fuel investment in innovative and rapidly expanding restaurant concepts.
Chipotle Market Potential Analysis Part 1Mollye Peters
One of the projects in my International Marketing class was to take a domestic company and turn it into an international corporation. My group decided on Chipotle as our company. Everyone in the group worked on this project together but I was specifically focused on the criteria charts on slides 6-12.
Restaurants Industry: Social Media Benchmarks & Impact ReportTrackMaven
Who's serving up better social media: fast food or full-service restaurants? And which social strategies set today's leading restaurant brands apart?
We analyzed a year's worth of social media content from leading restaurant brands to find out. Learn which social networks drive the greatest impact for your peers, and see how your brand measures up against industry-specific benchmarks.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Zomato, a food discovery site that is transforming the global restaurant business and that is a member of the WSJ’s billion dollar startup club. Not only does it connect users and restaurants, it is also helping restaurants manage their finances, food and equipment orders, and design restaurants. Its core business is helping users find, book, and evaluate restaurants and helping restaurants advertise their services to users and accept bookings. However, the global network that Zomato is building of users and restaurants is enabling Zomato to extend its business into all aspects of F&B.
Gap analysis of Mc donalds with respect to fast food industryShashi Kumar
Gap analysis of Mc donalds with respect to fast food industry.
Gap analysis helps to identify the gap between the customers expectation and managment perception.
it help company under stand gaps internal and external
2014 Canadian Chain Restaurant Industry ReviewOrie Berlasso
GE CAPITAL PUBLISHES ANNUAL REVIEW OF CANADIAN CHAIN RESTAURANT INDUSTRY
The Canadian Chain Restaurant Industry Review is an extensive research report commissioned by GE Capital and compiled by fsSTRATEGY and The NPD Group Canada . Originally released MAY 2012, the annual publication can only be received in hard copy at the Canadian Restaurant Investment Summit.
The report is a comprehensive analysis and factual overview of the state of chain foodservice in Canada. Findings have implications for job growth, construction activity and other factors that impact the economic health of Canada for several years to come. The report also sheds light on consumer spending habits and trends from province to province.
As our economy keeps on improving, the 2014 Canadian Chain Restaurant Industry Review shows that Canadians continue to spend more and more at restaurants, with a year-over-year increase of 2%. In fact, total Canadian foodservice industry sales are expected to increase by 4.4%, or almost $3.2 billion, to $71.1 billion in 2014.
Only registered delegates of the Canadian Restaurant Investment Summit, produced by Big Picture Conferences, receive hard copy of this report. To attend, visit www.restaurantinvest.ca for more information
We created this presentation for our class ENBUS 640, Strategies for Sustainable Enterprises. In this presentation, we analyzed McDonald's current sustainability initiatives and provided recommendations on how to grow and differentiate the company. The presentation is text-heavy because it is written and delivered like a report, as opposed to a verbal presentation.
Dining out these days is more casual than the earlier times where it was treated as a luxury or as a habit of the rich people. It’s very casual to eat outside more than once a month or most probably more than once a week.
The report, published by Grant Thornton and CII aims to examine the growth potential of the food processing industry, the scope for modernisation and the policies and regulations that govern the industry. The report also highlights the emerging trends, opportunities and challenges in the key segments of the sector.
2013 Canadian Chain Restaurant Industry Review (partial version)Orie Berlasso
GE CAPITAL PUBLISHES ANNUAL REVIEW OF CANADIAN CHAIN RESTAURANT INDUSTRY
The Canadian Chain Restaurant Industry Review is an extensive research report commissioned by GE Capital and compiled by fsSTRATEGY and The NPD Group Canada . Originally released MAY 2012, the annual publication can only be received in hard copy at the Canadian Restaurant Investment Summit.
The report is a comprehensive analysis and factual overview of the state of chain foodservice in Canada. Findings have implications for job growth, construction activity and other factors that impact the economic health of Canada for several years to come. The report also sheds light on consumer spending habits and trends from province to province.
Complete copies are only available to registered delegates of the Canadian Restaurant Investment Summit .
2013 Provincial Dining Trends
• Ontario has the highest commercial foodservice sales at $20.062 billion, followed by Quebec at $10.485 billion.
• Alberta has the highest per capita commercial foodservice sales ($1,991), as well as the country's fastest-growing commercial foodservice sales, up 8.9 percent in 2012.
• Ontario has the largest population but its per capita commercial foodservice sales total $1,485.
• Manitoba has the lowest per capita commercial foodservice sales at $1,214, followed by Quebec at $1,289.
• On average, diners in Alberta spend $777 or 64.0% more in commercial foodservice establishments than diners in Manitoba.
• Nationwide, 62.2% of restaurant expenditures are in chain restaurants; Quebec has the greatest percentage of foodservice expenditures at independent restaurants at 48.4 percent.
2012 Research Findings:
• Canadian foodservice industry sales are expected to increase by 3.1% to CAD$65.4 billion in 2012.
• Visits to Canada’s commercial foodservice industry remained relatively flat last year, growing just 1% over the prior year.
• Alberta was the fastest-growing market at 7.8%.
• British Columbia was the only province that experienced foodservice revenue declines.
The report includes insights from the C-suite executives of leading Canadian chains on important issues such as:
• The greatest opportunities and threats in the foodservice industry,
• Restaurant industry merger and acquisition opportunities,
• Expected changes in sales as well as labour and food costs, among other operating and occupancy costs, and
• The outlook on restaurant industry capital expenditures.
Food and beverage_services_global market report_2018_sampleGUDURUSRIKANTH1
The global food and beverage services market was valued at around $5 trillion in 2017. Asia Pacific was the largest region in the food and beverage services market in 2017, accounting for around 49% market share.
Full report: https://www.thebusinessresearchcompany.com/report/food-and-beverage-services-global-market-report-2018
Understanding the Different Kinds of Beef in the MarketplaceMark Moreno
The U.S. beef industry offers products that appeal to potential
customers. It accomplishes this through fresh beef identified
by different USDA quality grades (Prime, Choice and Select),
company brands and production methods (conventional, natural,
grass-finished and organic).
The taste, texture, tenderness and other properties of products
carrying these designations can vary, and marketers may
capitalize on the attributes that objectively describe their
products and their production methods. That’s the nature
of marketing.
It is important, though, that proponents of these types of
production methods not misrepresent their beef or beef from
animals raised conventionally. To claim conventional beef
is inferior because it contains minute additional quantities
of certain chemicals (e.g., hormones or pesticides), when the
amounts are insignificant and proven safe by science is not
appropriate. To say that grass-finished beef is superior because
it contains minute additional quantities of certain chemicals
(e.g., conjugated linoleic acid or vitamin E) when it is not
reasonably possible to eat enough to improve personal health,
also is not appropriate.
The U.S. beef industry has a wide variety of types of beef from
which consumers can choose, all of which are safe, wholesome
and nutritious. Conventional, natural, grass-finished and organic
beef are defined by production and marketing distinctions, not
by nutritional or safety differences.
http://www.beefresearch.org/CMDocs/BeefResearch/Beef%20Choices.pdf
The Facts; Busting the Grass-fed Beef MythsMark Moreno
Marketing claims that grass-fed beef is healthier or
more eco-friendly are a myth. Grain-fed and grassfed
beef are defined by production, marketing and
taste distinctions, not by nutritional or environmental
differences. The No. 1 reason consumers purchase beef
is taste. Grain-fed beef, like the Certified Angus Beef ®
brand, delivers the superior taste consumers desire.
Memorandum Opinion Sysco US Foods Merger / AcquisitionMark Moreno
Americans eat outside of their homes with incredible frequency. The U.S. Department of Commerce, for instance, recently reported, for the first time since it began tracking such data, that Americans spent more money per month at restaurants and bars than in grocery stores. 1 Of course,
Americans eat out at many other places, too-sports arenas, school and workplace cafeterias, hotels and resorts, hospitals, and nursing homes, just to name a few. The foodservice distribution industry supplies food and related products to all of these locations. Foodservice distribution is
big business. In 2013, the market grew to $231 billion. By some estimates, there are over 16, 000 companies that compete in the foodservice distribution marketplace.
The two largest foodservice distribution companies in the country are Defendants Sysco
Corporation ("Sysco") and US Foods, Inc. ("USF"). Both are primarily "broadline" foodservice distributors. As the name implies, a broadline foodservice distributor sells and delivers a "broad" array of food and related products to just about anywhere food is consumed outside the home.
In 2013, Sysco's broadline sales were over 40 billion and USF's were over 20 billion.
Order Granting Preliminary Injunction Sysco US FoodsMark Moreno
After considering the extensive record in this matter
and the parties’ legal arguments, the court finds that the FTC has carried its burden of showing that a preliminary injunction of the proposed merger between Sysco and US Foods is in the public interest. The FTC has shown that there is a reasonable probability that the proposed merger will
substantially impair competition in the national customer and local broadline markets and that the equities weigh in favor of injunctive relief. The court’s reasoning is set forth in the accompanying Memorandum Opinion. Because the Memorandum Opinion likely contains “competitively sensitive information” of Defendants and third parties, Protective Order Governing Confidential Material, ECF No. 87 ¶ 1, the court has issued the Memorandum Opinion under seal to allow the parties to propose redactions of competitively sensitive information. The parties shall meet and confer and present to the court proposed redactions to the Memorandum Opinion no later than 5:00 p.m. on June 25, 2015. After considering the proposed redactions, the court will issue a public version of the Memorandum Opinion on June 26, 2015.
Sysco - US Foods PROPOSED FINDINGS OF FACT AND CONCLUSIONS OF LAWMark Moreno
The evidence is overwhelming that the proposed merger is intended to capture the enormous efficiencies in excess of $1 billion in cost savings that will occur when Sysco and US
Foods combine These savings will enable the merged entity to compete more effectively including by lowering prices to the benefit of their customers. With the exception of handful of suspect customer and competitor declarations procured by the FTC speculating that prices might go up there is no evidence that prices will increase as result of the
Affordable Care Act - Next Steps for RestaurateursMark Moreno
Understanding the ACA and “operationalizing” it in a
restaurant business will be challenging. The Treasury
Department and Internal Revenue Service published final
regulations in February and March that provide the rules
by which employers will comply with the employer-mandate
and employer-reporting requirements.
Getting Out of PA-DSS Scope and Eliminating the High Cost of EMV: What you need to know
by Mike English
Executive Director, Product Development
Heartland Payment Systems
FTC Complaint Sysco US Foods AcquisitionMark Moreno
Respondents are—by a wide margin—the two largest broadline foodservice distributors in the United States and each other’s closest competitor. Sysco and US Foods are the
only two broadline distributors with nationwide networks of distribution centers, making them the best options for customers with facilities spread across the country.
Respondents also compete fiercely with one another in numerous local areas to serve independent restaurants and other foodservice customers.
MEET THE REVOLUTIONARY VENDING MACHINE WITH TOUCHSCREEN TECHNOLOGYMark Moreno
DIJI-TOUCH MAKES VENDING OPERATIONS A TOUCH MORE EXCITING. THIS INTERACTIVE MACHINE TURNS EVERYDAY SNACKING INTO A DYNAMIC VENDING EXPERIENCE.
Touchscreen Technology—Easy and fun to use.
Unique Engagement—Entertaining advertising and promotional content create memorable user experiences.
Remotely Monitor Machine Status and Inventory—Enjoy full analytics and reporting at your disposal.
Purchasing any technology can be confusing, and this applies to the purchase of a point-of-sale (POS) System. This document will provide you with a checklist of questions and information you should have discussed and/or documented before or as part of your purchasing process. The first document is a checklist of questions you should ask, and the second is a definition of terms for your purchase agreement. Both of these documents will help protect you and your business and help ensure that you make an appropriate
purchase from a qualified POS Systems provider. It is intended to clarify the terms of your agreement and avoid any misunderstanding on the scope or services and terms of the purchase agreement.
Bermar America Put a Sparkle into Wine by the Glass SalesMark Moreno
About
We believe that wine-by-the-glass should be served as the wine maker intended, freshly hand poured from the bottle with craft.
Mission
Have you ever been served a bad glass of wine ? Our mission is to help hospitality operators guarantee that they never serve that inferior experience, and to help them create 'moments of magic' in their wine service. We believe that the art and science of wine service should strive to elevate the wine experience to maximize enjoyment.
Description
At Bermar America we believe that wine-by-the-glass should be served fresh, and hand poured with craft just as a wine maker intended. We are committed to helping wine professionals create these ' moments of magic' with their wine service, and deliver the finest quality wine experience for their guests, . We provide our unique high precision wine preservation technology , Le Verre de Vin and Pod ...
General Information
Wine Preservation Systems and a company that stands for quality, service, education, and great wine!
a retrofit device developed by The
Madison Energy Group and a leading product
development company which reduces the energy
consumption of commercial grade coolers and
freezers.
Commercial refrigerators waste 15-30% of their
energy on up to 60% more cycles than necessary to
maintain food temperature at the appropriate
level.
Thermostats measure air temperature instead of
food temperature (air is less dense and fluctuates
significantly more
Reduced CO2 emissions
Reduced energy consumption
Endorsed by the Green Restaurant Association
@MadisonEnergy
Restaurant Trends 2014 by Restaurant BriefingMark Moreno
Hudson RieHle, Senior VP, Research & Knowledge Group, National Restaurant Association, predicts that the oPeRATinG enViRonMenT FoR ResTAuRAnTs in 2014 will continue on the same positive – but modest – growth path. “Overall, we’re certainly not looking at a rebound to prosperity, but things are headed in the right direction. Last year was the fourth consecutive year of growth for the restaurant industry, although modest. Moving into 2014, economic indicators such as real domestic product, real
disposable income, and employment growth remain positive.” Employment growth – which Hudson says shows signs of being somewhat higher in 2014 – is especially key for the industry because even a small uptick in employment translates into a greater ability for consumers to spend in restaurants.
Food & Water Watch Comment on Proposed Sysco US Foods MergerMark Moreno
Washington, D.C. — In response to the latest news of giant food corporations seeking to further consolidate, Food & Water Watch demanded that the U.S. Federal Trade Commission undertake a thorough and comprehensive analysis of the proposed merger between the two biggest U.S. foodservice distribution firms: Sysco Corp. and US Foods Holding Corp. These companies deliver food to restaurants, schools, hotels and other cafeteria and hospitality establishments.
In a letter sent yesterday to FTC Bureau of Competition Director Deborah Feinstein, Food & Water Watch outlines several antitrust concerns with the proposed corporate union that deserve close scrutiny; requests the agency to oppose the early termination of the antitrust review and urges federal regulators to extend the merger waiting period to thoroughly review the implications of the proposed merger. Food & Water Watch http://www.foodandwaterwatch.org/pressreleases/food-water-watch-slams-sysco-us-foods-merger/
Interesting mobile option to engage customers. Opt4Text™ is the premiere custom Mobile Marketing provider for your business. Text message marketing instantly connects your brand with your audience. The best part is that your message is as relevant as the moment you hit the send button.
You can link to a mobile website to utilize pictures, videos, songs or ringtones! No longer are the days of expired coupons or wishes that you were able to tell your audience about a emergency or special. It's time to call your audience into action!
HOUSTON, TX and ROSEMONT, IL – December 9, 2013 – Sysco Corporation [NYSE: SYY] and US Foods today announced an agreement to merge, creating a world-class foodservice company. The total enterprise value of the transaction is approximately $8.2 billion and the combination has been approved by the Board of Directors of each company.
One chef’s knife has been a champ in our kitchen for nearly two decades.
Can any other blade come close to offering what it does—and at a bargain price?
by Hannah Crowley
Therma-Tek Range Corporation may appear to be a new company in the market, but our tradition and combined experience spans more than 100 years. The owners are seasoned professionals in the design, development, manufacture and sale of commercial foodservice equipment. After selling and re-capitalizing their prior company; which was another well known and established manufacturer of residential and commercial cooking equipment, the owners decided to continue their tradition of success in manufacturing the highest quality foodservice cooking equipment with the formation of Therma-Tek Range Corporation. Our products carry this experience behind them, which sets them far ahead of our competition. The company represents quality, strength and performance, backed by unparalleled warranty and continued service. We carry a reputation in the marketplace for developing and delivering quality, value conscious, innovative products in a timely manner. We continuously emphasize research and development, as well as cutting edge product development, with a close understanding of market trends and needs.
Mercer—a company name highly regarded in the culinary
trade—is synonymous with quality, professional cutlery. A leader in the commercial market for more than 30 years, and the predominant supplier to more than 90% of culinary academies
in North America, Mercer brings you the finest tools used by
the industry.
World renowned commercially, Mercer historically supplied culinary education and professional chefs who have come to rely on the company for its distinct product offerings. Working closely with chef educators, chefs, and the leaders in this industry, Mercer constantly develops and expands its product lines to fulfill their needs. As the trend in the culinary arts continues to gain popularity, Mercer's new product offerings have allowed the company to expand its brand from the broadening professional base and to crossover into the consumer market. The ever-more-sophisticated home consumers are seeking those products used by the professionals. With a growing business in retail cutlery through gourmet, specialty, and department stores, Mercer's products are squarely positioned as high quality professional grade, but with a distinct value advantage.
The hallmark of Mercer's cutlery: exceptional quality in materials, unique design, and dedicated craftsmanship, honed to the exacting performance needs of the discriminating chef makes our products the undeniable choice for the professional and the enthusiast. Mercer is committed to delivering products and services that you can build on and
grow with.
Mercer Cutlery is a division of Mercer Tool Corp. This third generation family business which began as a small industrial company has evolved into a corporation with two distinct product ranges: Mercer Abrasives (www.mercerabrasives.com), the original industrial division offering bonded abrasives, coated abrasives and related products; and Mercer Cutlery, offering professional quality culinary tools and sets.
Today, Mercer's corporate commitment is summarized in these five words: Quality, Performance, Delivery, Service, and Price. The company will continue to offer products people know, use, and trust.
If you have comments, questions, or suggestions about Mercer, this website or any of our products, please e-mail us at: info@mercercutlery.com
Mercer—a company name highly regarded in the culinary
trade—is synonymous with quality, professional cutlery. A leader in the commercial market for more than 30 years, and the predominant supplier to more than 90% of culinary academies
in North America, Mercer brings you the finest tools used by
the industry.
World renowned commercially, Mercer historically supplied culinary education and professional chefs who have come to rely on the company for its distinct product offerings. Working closely with chef educators, chefs, and the leaders in this industry, Mercer constantly develops and expands its product lines to fulfill their needs. As the trend in the culinary arts continues to gain popularity, Mercer's new product offerings have allowed the company to expand its brand from the broadening professional base and to crossover into the consumer market. The ever-more-sophisticated home consumers are seeking those products used by the professionals. With a growing business in retail cutlery through gourmet, specialty, and department stores, Mercer's products are squarely positioned as high quality professional grade, but with a distinct value advantage.
The hallmark of Mercer's cutlery: exceptional quality in materials, unique design, and dedicated craftsmanship, honed to the exacting performance needs of the discriminating chef makes our products the undeniable choice for the professional and the enthusiast. Mercer is committed to delivering products and services that you can build on and
grow with.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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1. www.restaurant.org/forecast
FEATURED 2012 CONSUMER RESEARCH SECTION
Decoding
Consumers
in a
Challenging
ECONOMY
n
Hunkered-dow
Op
timistic
Cautious
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4. Sales Outlook 2012 Restaurant Industry Forecast
2012:
Achieving Growth
in a Challenging Environment
2012 Restaurant Industry Forecast
D
riven by the continued national choose one restaurant over another. To rants in the current environment.
economic recovery and consumers’ help operators better attract and retain The second segment looks at frequent
pent-up demand for the food, customers, the 2012 Forecast analyzes restaurant customers. These consumers are
service and social outlet that restaurants consumers by creating two segments. critical to the restaurant industry in good
provide, the U.S. restaurant industry is One segment looks at consumers by economic times, and are even more
projected to expand in 2012. According to their financial situation and spending important in the current environment. The
the National Restaurant Association’s 2012 patterns. The result is the creation of three three categories analyzed are: Frequent
Restaurant Industry Forecast, total distinct consumer categories: Optimistic Fullservice Customers, Frequent Quickser-
restaurant-industry sales are projected to Consumers, Cautious Consumers and vice Customers and Frequent Off-Premises
reach a record high of $631.8 billion in Hunkered-Down Consumers. Each group Dinner Customers. Each frequent customer
2012, a 3.5 percent increase over 2011 and has a different mindset about the econo- uses his or her respective segment more
the second consecutive year that industry my, and a different way of using restau- than once a week, on average.
sales topped the $600 billion level.
In inflation-adjusted terms, total
restaurant sales are projected to grow 0.8
percent in 2012, down slightly from a 1.3
percent gain in 2011. Although both the
Adding It All Up: $631.8 billion
nominal and real growth rates will be Projected restaurant-industry sales in 2012
somewhat below the 2011 gains, industry
growth will remain in positive territory for Commercial Restaurant Services $575.1 billion
the third consecutive year. This follows the
unprecedented two straight years of real Eating places*: $419.2 billion
sales declines in 2008 and 2009. Bars and taverns: $18.9 billion
Anticipating Consumers’ Managed services: $44.4 billion
Needs
In addition to revealing the Association’s Lodging places: $31.4 billion
sales and economic projections on the
national and state levels, the 2012 Forecast Retail, vending, recreation, mobile: $61.2 billion
also takes a detailed look at the mindset
and spending patterns of consumers. Noncommercial Restaurant Services $54.2 billion
To be successful in today’s challenging
business environment, restaurant opera- *Eating places include fullservice restaurants and limited-
tors need to understand what makes service (quickservice) restaurants, cafeterias and buffets, Military Restaurant Services $2.5 billion
social caterers, and snack and nonalcoholic beverage bars.
customers tick and what motivates them to
2 National Restaurant Association | www.restaurant.org
5. 2012 Restaurant Industry Forecast Sales Outlook
Restaurant-Industry Restaurant-Industry Restaurant-Industry
Share of the Food Dollar Sales Employment
$ $
(Billions of Current Dollars) 14.3 million
$631.8 12.9 million
11.4 million
25% 48% $379.0
$239.3
$119.6
$42.8
1955 Present 1970 1980 1990 2000 2012* 2002 2012* 2022*
*Projected *Projected
42 Years of Restaurant-Industry Sales
This chart shows sales growth for the restaurant industry since 1971, when the National Restaurant Association began issuing its annual
forecast. The chart shows growth in the number of dollars spent each year in restaurants as well as real (inflation-adjusted) sales growth.
12.8%
12.4%
11.8% 12.3%
11.6% 11.5%
9.9%
10.8%
2012
Current dollar growth: 3.5%
9.2% 8.0% 7.9%
8.3% Real (inflation-adjusted) growth: 0.8%
8.4% 7.2%
7.7% 6.6%
6.2%
6.9% 5.8%
6.1% 5.5%
5.8% 5.3% 5.3% 5.3%
5.1% 5.0% 5.0% 4.8%
4.7% 4.6%
4.4% 4.2% 5.3%
4.2% 4.0%
3.8% 3.8% 4.0% 4.6% 4.7%
4.4% 4.5%
3.2% 4.2% 3.5%
3.0% 3.0% 3.4% 2.9% 3.0% 2.9% 3.0% 3.0%
2.8% 2.7% 3.1% 3.5%
2.5% 2.3%
2.1% 2.1% 2.0% 2.1% 2.2%
1.6% 1.6% 1.5% 1.6%
1.2% 1.2% 1.2% 1.3%
1.0% 0.8%
0.8% 0.6%
0.5%
–0.2% –0.1% –0.2%
–0.9%–0.6%
–2.8%
1971 1975 1980 1985 1990 1995 2000 2005 2010 2012
Current dollar growth Real (inflation-adjusted) growth
Growth rates are estimated for 2008 to 2010 and projected for 2011 and 2012. Providing final estimates for restaurant-industry sales from previous years is an ongoing process.
The National Restaurant Association’s Restaurant TrendMapper offers updated sales estimates as they become available.
Visit www.restaurant.org/trendmapper to learn more.
Source: National Restaurant Association
www.restaurant.org | National Restaurant Association 3
6. Sales Outlook 2012 Restaurant Industry Forecast
What’s in Store for Footnotes:
Restaurant-Industry Sales
1 Data are given only
for establishments
with payroll.
2 Waiter/waitress
service is provided,
Restaurant-industry food-and-drink sales: Projections for 2012 and the order is taken
while the patron is
seated. Patrons pay
‘11–’12 % after they eat.
2011 Projected 2012 Projected ‘11–’12 % Real Growth 3 Patrons generally
order at a cash
F&D Sales ($000) F&D Sales ($000) Change Change register or select items
from a food bar and
pay before they eat.
GROUP I — COMMERCIAL RESTAURANT SERVICES1
4 Formerly commercial
EATING PLACES cafeterias.
Fullservice restaurants2 $195,711,168 $201,386,792 2.9% 0.2% 5 Food-and-drink sales
for non-payroll
Limited-service (quickservice) restaurants3 168,527,095 173,751,435 3.1% 0.4% establishments are
Cafeterias, grill-buffets and buffets4 8,249,697 8,472,439 2.7% 0.0% projected to total
$12,615,226,000.
Snack and nonalcoholic beverage bars 26,580,519 27,670,321 4.1% 1.4%
6 Also referred to as
Social caterers 7,513,666 7,934,432 5.6% 2.9% onsite food-service
TOTAL EATING PLACES $406,582,145 $419,215,419 3.1% 0.4% and food contractors.
Bars and taverns 18,359,387 18,910,169 3.0% 0.4% 7 Includes drug- and
proprietary-store
TOTAL EATING-AND-DRINKING PLACES $424,941,532 $438,125,588
5
3.1% 0.4% restaurants, general-
merchandise-store
MANAGED SERVICES6 restaurants, variety-
Manufacturing and industrial plants $7,007,302 $7,340,408 4.8% 2.1% store restaurants,
food-store
Commercial and office buildings 2,611,070 2,684,180 2.8% 0.1% restaurants and
Hospitals and nursing homes 5,170,569 5,460,121 5.6% 2.7% grocery-store
restaurants
Colleges and universities 13,889,332 14,418,786 3.8% 0.6% (including a portion
Primary and secondary schools 6,041,190 6,294,920 4.2% 1.4% of delis and all salad
bars), gasoline-
In-transit restaurant services (airlines) 2,263,753 2,342,985 3.5% 0.8% service-station
restaurants and
Recreation and sports centers 5,611,996 5,875,760 4.7% 2.0% miscellaneous
TOTAL MANAGED SERVICES $42,595,212 $44,417,160 4.3% 1.4% retailers.
LODGING PLACES 8 Includes movies,
bowling lanes,
Hotel restaurants $29,602,800 $30,994,132 4.7% 2.0% recreation and sport
Other accommodation restaurants 397,166 419,805 5.7% 3.0% centers.
TOTAL LODGING PLACES $29,999,966 $31,413,937 4.7% 2.0% 9 Includes sales of hot
food, sandwiches,
Retail-host restaurants7 33,152,723 35,111,790 5.9% 3.2% pastries, coffee and
other hot beverages.
Recreation and sports8 12,922,544 13,496,710 4.4% 1.7%
10 Business,
Mobile caterers 628,422 653,685 4.0% 1.3% educational,
Vending and nonstore retailers9 11,537,834 11,883,970 3.0% 0.7% governmental or
institutional
TOTAL — GROUP I $555,778,233 $575,102,840 3.5% 0.8% organizations that
operate their own
restaurant services.
GROUP II — NONCOMMERCIAL RESTAURANT SERVICES10 11 Includes industrial
Employee restaurant services11 $424,157 $440,942 4.0% 0.9% and commercial
organizations,
Public and parochial elementary, secondary schools 6,617,656 6,844,963 3.4% 0.6% seagoing and inland-
Colleges and universities 7,206,760 7,478,958 3.8% 0.6% waterway vessels.
12 Includes voluntary and
Transportation 2,069,914 2,175,955 5.1% 2.3% proprietary hospitals;
Hospitals12 15,755,054 16,375,645 3.9% 1.2% long-term general,
TB, nervous and
Nursing homes, homes for the aged, blind, orphans, mental hospitals; and
and the mentally and physically disabled13 7,908,212 8,192,908 3.6% 0.8% sales or commercial
equivalent to
Clubs, sporting and recreational camps 9,404,611 9,711,534 3.3% 0.6% employees in state
Community centers 2,901,663 3,006,123 3.6% 0.8% and local short-term
hospitals and federal
TOTAL — GROUP II $52,288,027 $54,227,028 3.7% 0.9% hospitals.
TOTAL — GROUPS I AND II $608,066,260 $629,329,868 3.5% 0.8% 13 Sales (commercial
equivalent) calculated
for nursing homes
GROUP III — MILITARY RESTAURANT SERVICES14 and homes for the
aged only. All others
Officers’ and NCO clubs (Open mess) $1,626,203 $1,722,149 5.9% 3.2% in this grouping make
Military exchanges 719,946 764,583 6.2% 3.5% no charge for food
served either in cash
TOTAL — GROUP III $2,346,149 $2,486,732 6.0% 3.3% or in kind.
14 Continental United
States only.
GRAND TOTAL $610,412,409 $631,816,600 3.5% 0.8%
4 National Restaurant Association | www.restaurant.org
7. 2012 Restaurant Industry Forecast Sales Outlook
Major Markets: Projected Sales, 2012
The chart on pages 5–6 provides more detail on the National Restaurant Association’s projections for sales in markets outside the “eating-
and-drinking places” category in 2012, including foodservice sales at schools, worksites, health-care facilities, lodging places and the military.
Educational Sales
What this category includes: Food-and-drink sales by foodservice companies that manage restaurant services in colleges, universities, primary and secondary
schools, as well as food-and-drink sales by schools that operate their own restaurant services.
2011 Projected 2012 Projected ‘11–’12 % ‘11–’12 % Real
2012 projected food-and-drink sales $35.0 billion
F&D Sales ($000) F&D Sales ($000) Change Growth Change
Colleges and universities
Managed services $13,889,332 $14,418,786 3.8% 0.6%
Noncommercial 7,206,760 7,478,958 3.8% 0.6%
Subtotal 21,096,092 21,897,744 3.8% 0.6%
Primary and secondary schools
Managed services 6,041,190 6,294,920 4.2% 1.4%
Noncommercial 6,617,656 6,844,963 3.4% 0.6%
Subtotal 12,658,846 13,139,883 3.8% 1.0%
TOTAL EDUCATIONAL $33,754,938 $35,037,627 3.8% 0.8%
Employee Sales
What this category includes: Food-and-drink sales by for-profit companies that manage restaurant services for employees at manufacturing and industrial plants
and in commercial office buildings, as well as food-and-drink sales by plants and companies that run their own noncommercial employee restaurant services.
2011 Projected 2012 Projected ‘11–’12 % ‘11–’12 % Real
2012 projected food-and-drink sales $10.5 billion
F&D Sales ($000) F&D Sales ($000) Change Growth Change
Managed services
Manufacturing and industrial plants $7,007,302 $7,340,408 4.8% 2.1%
Commercial and office buildings 2,611,070 2,684,180 2.8% 0.1%
Noncommercial employee restaurant services* 424,157 440,942 4.0% 0.9%
TOTAL EMPLOYEE $10,042,529 $10,465,530 4.2% 1.5%
*Includes sales for industrial plants and office buildings, seagoing ships, and inland-waterway vessels
Health-Care Sales
What this category includes: Food-and-drink sales by foodservice companies that manage restaurant services in hospitals and nursing homes, as well as
food-and-drink sales by hospitals and nursing homes that operate their own restaurant services.
2011 Projected 2012 Projected ‘11–’12 % ‘11–’12 % Real
2012 projected food-and-drink sales $30.0 billion
F&D Sales ($000) F&D Sales ($000) Change Growth Change
Managed services in hospitals and nursing homes $5,170,569 $5,460,121 5.6% 2.7%
Hospitals* 15,755,054 16,375,645 3.9% 1.2%
Nursing homes** 7,908,212 8,192,908 3.6% 0.8%
TOTAL HEALTH CARE $28,833,835 $30,028,674 4.1% 1.4%
*Includes voluntary and proprietary hospitals; long-term general, TB, mental hospitals; and sales or commercial equivalent to employees in state and local short-term hospitals and federal hospitals.
**Includes homes for the aged, blind, orphans, mentally and physically disabled; sales (commercial equivalent) calculated for nursing homes and homes for the aged only. All others in this
group make no charge — either in cash or in kind for food served.
Lodging-Place Sales
What this category includes: Food-and-drink sales at hotel restaurants and other accommodation restaurants.
2011 Projected 2012 Projected ‘11–’12 % ‘11–’12 % Real
2012 projected food-and-drink sales $31.4 billion
F&D Sales ($000) F&D Sales ($000) Change Growth Change
Hotel restaurants $29,602,800 $30,994,132 4.7% 2.0%
Other accommodation restaurants 397,166 419,805 5.7% 3.0%
TOTAL LODGING PLACES $29,999,966 $31,413,937 4.7% 2.0%
www.restaurant.org | National Restaurant Association 5
8. Sales Outlook 2012 Restaurant Industry Forecast
Major Markets Continued
Military Sales
What this category includes: Food-and-drink sales at military clubs and exchanges.
2011 Projected 2012 Projected ‘11–’12 % ‘11–’12 % Real
2012 projected food-and-drink sales $2.5 billion
F&D Sales ($000) F&D Sales ($000) Change Growth Change
Officers’ and NCO clubs (Open mess) $1,626,203 $1,722,149 5.9% 3.2%
Military exchanges 719,946 764,583 6.2% 3.5%
TOTAL MILITARY* $2,346,149 $2,486,732 6.0% 3.3%
*Continental United States only.
Recreational Sales
What this category includes: Food-and-drink sales at recreation and sports centers, such as movie theaters, sports arenas and bowling lanes.
2011 Projected 2012 Projected ‘11–’12 % ‘11–’12 % Real
2012 projected food-and-drink sales $29.1 billion
F&D Sales ($000) F&D Sales ($000) Change Growth Change
Recreation and sports centers
Managed services $5,611,996 $5,875,760 4.7% 2.0%
Noncontractors* 12,922,544 13,496,710 4.4% 1.7%
Subtotal 18,534,540 19,372,470 4.5% 1.8%
Clubs, sporting and recreational camps** 9,404,611 9,711,534 3.3% 0.6%
TOTAL RECREATIONAL $27,939,151 $29,084,004 4.1% 1.4%
*Includes sales at movies, bowling lanes, and recreation and sports centers.
**A portion of food-and-beverage sales in clubs is business-related.
Transportation Sales
What this category includes: Food-and-drink sales on airlines, passenger/cargo liners and railroads.
2011 Projected 2012 Projected ‘11–’12 % ‘11–’12 % Real
2012 projected food-and-drink sales $4.5 billion
F&D Sales ($000) F&D Sales ($000) Change Growth Change
Managed services, in-transit commercial airlines $2,263,753 $2,342,985 3.5% 0.8%
Noncommercial transportation 2,069,914 2,175,955 5.1% 2.3%
TOTAL TRANSPORTATION $4,333,667 $4,518,940 4.3% 1.5%
Other Sales
2011 Projected 2012 Projected ‘11–’12 % ‘11–’12 % Real
2012 projected food-and-drink sales $50.7 billion
F&D Sales ($000) F&D Sales ($000) Change Growth Change
Retail hosts* $33,152,723 $35,111,790 5.9% 3.2%
Mobile caterers 628,422 653,685 4.0% 1.3%
Vending and non-store retailers** 11,537,834 11,883,970 3.0% 0.7%
Community centers 2,901,663 3,006,123 3.6% 0.8%
*Includes drug- and proprietary-store, general-merchandise store, variety-store, food-store and grocery-store restaurants (including a portion of delis and all salad bars); gasoline/service-station
restaurants; and miscellaneous retailers.
**Includes sales of hot food, sandwiches, pastries, coffee and other hot beverages.
6 National Restaurant Association | www.restaurant.org
9. 2012 Restaurant Industry Forecast Sales Outlook
Restaurant-Industry Sales Over Five Years: 2008-2012
2008 2009 ‘08–’09 2010 ‘09–’10 2011 ‘10–’11 2012 ‘11–’12
Sales Sales Change Sales Change Sales Change Sales Change
COMMERCIAL RESTAURANT SERVICES $523,459,092 $519,554,791 –0.7% $535,106,004 3.0% $555,778,233 3.9% $575,102,840 3.5%
Eating Places 388,478,808 384,111,349 –1.1% 393,028,164 2.3% 406,582,145 3.4% 419,215,419 3.1%
Fullservice restaurants 191,470,223 186,109,057 –2.8% 189,459,020 1.8% 195,711,168 3.3% 201,386,792 2.9%
Limited-service restaurants 157,591,999 159,010,327 0.9% 162,985,585 2.5% 168,527,095 3.4% 173,751,435 3.1%
Cafeterias, grill-buffets and buffets 7,691,686 7,768,603 1.0% 8,017,198 3.2% 8,249,697 2.9% 8,472,439 2.7%
Snack and nonalcoholic beverage bars 24,652,412 24,504,498 –0.6% 25,484,678 4.0% 26,580,519 4.3% 27,670,321 4.1%
Social caterers 7,072,488 6,718,864 –5.0% 7,081,683 5.4% 7,513,666 6.1% 7,934,432 5.6%
Bars and taverns 17,117,259 17,305,549 1.1% 17,790,104 2.8% 18,359,387 3.2% 18,910,169 3.0%
TOTAL EATING-AND-DRINKING PLACES $405,596,067 $401,416,898 –1.0% $410,818,268 2.3% $424,941,532 3.4% $438,125,588 3.1%
NONCOMMERCIAL RESTAURANT SERVICES $47,509,488 $47,881,491 0.8% $49,823,416 4.1% $52,288,027 4.9% $54,227,028 3.7%
MILITARY RESTAURANT SERVICES $2,046,800 $2,149,353 5.0% $2,235,735 4.0% $2,346,149 4.9% $2,486,732 6.0%
TOTAL INDUSTRY SALES $573,015,380 $569,585,635 –0.6% $587,165,155 3.1% $610,412,409 4.0% $631,816,600 3.5%
Source: National Restaurant Association
Restaurant Sales by U.S. Census Region
Growth in the restaurant industry typically varies significantly by region of the country, and is most heavily influenced by gains in employment,
disposable income and population. (Note: The appendix on page 50 offers details on restaurant-sales growth in each state.)
Regional
Snapshots
East North Central East South Central Middle Atlantic Mountain
Restaurant sales1 2012 projected growth: 2012 projected growth: 2012 projected growth: 2012 projected growth:
and economic2 Regional National Regional National Regional National Regional National
growth projected • Jobs 0.6% 1.3% • Jobs 1.3% 1.3% • Jobs 1.0% 1.3% • Jobs 1.5% 1.3%
for 2012 in the • Income 0.9% 2.0% • Income 1.7% 2.0% • Income 1.6% 2.0% • Income 2.5% 2.0%
nine U.S. Census • Population 0.3% 1.0% • Population 0.8% 1.0% • Population 0.3% 1.0% • Population 1.9% 1.0%
regions Restaurant Restaurant Restaurant Restaurant
Sales 2.9% 3.2% Sales 3.0% 3.2% Sales 3.3% 3.2% Sales 3.4% 3.2%
New England Pacific South Atlantic West North Central West South Central
2012 projected growth: 2012 projected growth: 2012 projected growth: 2012 projected growth: 2012 projected growth:
Regional National Regional National Regional National Regional National Regional National
• Jobs 0.7% 1.3% • Jobs 1.1% 1.3% • Jobs 1.1% 1.3% • Jobs 1.1% 1.3% • Jobs 2.1% 1.3%
• Income 1.4% 2.0% • Income 1.7% 2.0% • Income 2.2% 2.0% • Income 2.2% 2.0% • Income 2.4% 2.0%
• Population 0.2% 1.0% • Population 1.2% 1.0% • Population 1.3% 1.0% • Population 0.7% 1.0% • Population 1.4% 1.0%
Restaurant Restaurant Restaurant Restaurant Restaurant
Sales 2.5% 3.2% Sales 3.0% 3.2% Sales 3.5% 3.2% Sales 2.8% 3.2% Sales 3.9% 3.2%
1 Regional restaurant-sales-growth figures are based on current dollars and not adjusted for menu price inflation. For definition of restaurant sales included in this grouping see page 50 footnote.
2 Economic indicators show growth in region’s total employment, real disposable personal income and total population.
www.restaurant.org | National Restaurant Association 7
10. Sales Outlook 2012 Restaurant Industry Forecast
Restaurant Sales Growth in 2012 (projected)
See state information appendix on page 50 for full sales projections for all states.
WA
3.3% NH
2.7% ME
VT
MT
ND 2.2% 2.7%
3.2% 4.1%
OR
3.1% MA
ID 2.4%
MN WI NY
3.2% SD
3.1% 2.8% 3.4% RI
WY 3.0%
MI 2.3%
3.7% 2.7% CT
NV IA PA 2.9%
3.4% NE 2.3% 3.2%
3.0% OH NJ
UT IL IN DE 3.3%
3.0% 3.1%
CA 3.6% CO 3.2% 2.6% WV
3.0% 3.5% KS 2.2% VA MD
2.7% MO KY 3.3% 3.7%
2.5% 3.3% DC
NC 3.3%
TN 3.3%
AZ OK
NM 2.8%
3.3% 3.4% AR
SC
3.3% 3.1% 3.6%
MS
2.8% AL GA
3.2% 3.1%
TX
4.1% LA
3.3%
AK
3.5% FL
3.9%
3.5% or higher
3.2% to 3.4%
HI
2.9% 2.8% to 3.1%
2.7% or less
*State restaurant-sales figures are in current dollars and not adjusted for menu price inflation. For definition of restaurant sales included in this grouping see page 50 footnote.
National sales for this group are projected to increase at a 3.2 percent rate in 2012.
Source: National Restaurant Association
2012 Restaurant 2012 Restaurant
Top 12 States Top 12 States
Sales Growth Sales Volume
Projected increase in restaurant sales Projected restaurant sales volume
in 2012 in 2012 ($000)
North Dakota 4.1% 1 California $63,837,084
Texas 4.1% 2 Texas $38,421,874
Florida 3.9% 3 New York $31,927,145
Wyoming 3.7% 4 Florida $31,463,913
Maryland 3.7% 5 Illinois $20,677,633
South Carolina 3.6% 6 Pennsylvania $17,084,489
Utah 3.6% 7 Ohio $16,619,422
Alaska 3.5% 8 Georgia $15,224,418
Colorado 3.5% 9 North Carolina $14,685,881
New York 3.4% 10 New Jersey $13,567,704
Oklahoma 3.4% 11 Virginia $13,263,834
Nevada 3.4% 12 Massachusetts $12,632,894
8 National Restaurant Association | www.restaurant.org
11. Hunkered-down
u s Optimistic
utio
Ca
FEATURED 2012 CONSUMER RESEARCH SECTION
Decoding
Consumers
in a
Challenging
Economy
W
ith the official end of the Great Recession now more than two years in the
past, most households expected things would be getting better. Sluggish job
growth, persistent high unemployment, stagnant incomes and falling home
prices were supposed to be in the rear view mirror by now. The good times should have
returned, giving consumer sentiment a much-needed boost.
Unfortunately, the reality is quite economy as either “fair” or “poor.” When
different from those expectations, accord- asked the same question in December 2010,
ing to new National Restaurant Association an identical 92 percent of adults gave the
research. In fact, from the perspective of same assessment of the economy.
many consumers, the economy didn’t It can even be argued that consumers’
improve at all in 2011. According to the view of the economy worsened over the
Association’s National Household Survey last year, as 65 percent gave the economy a
fielded in December 2011, 92 percent of “poor” rating in December 2011, an
adults described the current state of the increase from 58 percent just a year ago.
Continued …
www.restaurant.org | National Restaurant Association 9
12. Decoding Consumers 2012 Restaurant Industry Forecast
Although the general assessment of Consumers Still Not Confident in the Economy
the national economy remains negative, Consumers’ assessment of the economy, December 2011 versus December 2010
consumers are somewhat more positive
December 2011
about their personal financial situation.
65% 27% 7% 1%
Forty-three percent of adults described
their personal finances as “excellent” December 2010
58% 34% 8%
(10 percent) or “good” (33 percent),
while 56 percent gave a rating of “fair”
(38 percent) or “poor” (18 percent). Consumers More Optimistic About Their
This is generally on par with consumers’ Own Piggy Banks
sentiment a year ago, when four out of 10 Consumers’ assessment of their personal finances, December 2011 versus December 2010
assessed their personal financial situation
as “excellent” or “good,” and six out of 10
December 2011
18% 38% 33% 10%
said it was “fair” or “poor.”
December 2010
Outlook Remains Mixed 18% 41% 34% 7%
Consumers’ assessment of current Poor Fair Good Excellent
economic conditions is generally bleak,
Source: National Restaurant Association, National Household Survey, 2010 and 2011
but their outlook for the year ahead
56%
remains mixed. In fact, when compared
to December 2010, consumers are actually Same Old, Same Old
somewhat less optimistic about an Outlook for 2011 Outlook for 2012
improving economic environment in the (in December 2010) (in December 2011)
year ahead. Stay About
Stay About Don’t Know
Percent of adults
the Same Get Better
Three out of 10 adults (30 percent) said the Same
2% Get Better
who described their
54% 29% 44% personal finances
they think the nation’s economy will get 30%
as “fair” or “good”
better in 2012, while a solid majority
expect conditions to worsen (24 percent)
or stay the same (44 percent). This outlook
is similar to the view consumers held a year
ago, when 29 percent thought economic Get Worse 17% Get Worse 24%
conditions would improve in 2011 and Source: National Restaurant Association, National Household Survey, 2010 and 2011
17 percent thought the economy would
get worse.
On an individual level, consumers Glass Half Full or Half Empty?
are somewhat more bullish about the Consumers’ outlook for their household financial situation in 2012, by age group
prospects for their personal finances in the 70%
58% 57% 61%
year ahead. Thirty-three percent of adults 48% 49%
53%
expect their household financial situation 33% 34% 34%
to be better in 2012 than it was in 2011. 25%
13% 13% 16%
9% 11%
Meanwhile, just 9 percent said they think 2%
8%
their financial situation will get worse in
All Adults 18 to 34 35 to 44 45 to 54 55 to 64 65 or Older
2012.
Younger adults are much more optimis- Better Than 2011 About the Same as 2011 Worse Than 2011
tic about their personal economics in 2012. Source: National Restaurant Association, National Household Survey, 2011
Forty-eight percent of adults between the
ages of 18 and 34 said their household
financial situation will improve in 2012; Loss of Trust credit downgrade to Congress’s inability to
2 percent expect it to worsen. In contrast, Contributing to the general malaise in the reach a compromise on legislation, many
only 13 percent of adults age 65 and country is the overall lack of confidence in consumers have lost trust in the pillars of
older expect their household financial many of the entities and institutions that American society.
situation to get better in 2012, while a are expected to be working toward Moreover, research shows that the
higher 16 percent predicted it will get improving the common good. From the situation is getting worse. In the Associa-
worse. financial meltdown to the nation’s AAA tion’s 2010 and 2011 National Household
10 National Restaurant Association | www.restaurant.org
13. 2012 Restaurant Industry Forecast Decoding Consumers
Confidence in Nation’s Pillars Still Challenged Consumers’ Level of
The amount of confidence consumers have in the following institutions and entities Confidence in the
Congress National Economy:
33% 36% 24% 3%
December 2010
Federal Government Very Little
None at All
24% 31% 32% 8% 15% A Great Deal
26%
5%
National News Media Quite a Bit
25% 30% 31% 6% 6%
9%
Financial Industry Some
20% 31% 37% 5% 4% 45%
Large Corporations
20% 29% 36% 9% 5% December 2011
None at All
Very Little
Businesses in Community 18%
4% 10% 42% 27% 16%
33% A Great Deal
4%
None at All Very Little Some Quite a Bit A Great Deal Quite a Bit
Source: National Restaurant Association, National Household Survey, 2011
8%
69%
Some 36%
Percent of adults who said they had little or no confidence Source: National Restaurant Association, National Household
in Congress, up from 60 percent in December 2010. Survey, 2010 and 2011
Surveys, consumers were asked how much “very little” or “none at all.” In December most, while just 10 percent picked Congress
confidence they had in various American 2010, 14 percent of adults said they had “a as the biggest economic problem solver.
institutions and entities. Without fail, their great deal” or “quite a bit” of confidence in
responses showed that confidence in most the national economy, while 41 percent said A Head’s Up on Consumer
of the main institutions and entities is they had “very little” or “none at all.” Thinking
eroding across the board. Even during good economic times, one size
In December 2011, 69 percent of adults does not fit all for consumers. Restaurant
said they had little or no confidence in Local Business operators are well aware that they have
Congress, up from 60 percent in December Leading the Way to tailor their food, service and marketing
2010. Similarly, 55 percent of adults said Consumers’ view of who is doing the most to to the kind of consumer they want to
they had little or no confidence in the help get the economy back on track reach. In today’s challenging economic
federal government or national news Don’t Know 13% Businesses environment, it is even more important for
media, up from less than half of adults in Congress in Their operators to know their customers and
Community
2010. Roughly one-half of adults said they 10% how to appeal to them.
63%
had little or no confidence in large corpora- Large The Association’s 2012 Forecast takes a
tions or the financial industry, which also Corporations detailed look at the mindset, motivations
represented an increase from a year ago. 14% and spending patterns of today’s consumers
There is one exception to consumers’ to help restaurant operators create a
Source: National Restaurant Association, National Household
declining confidence — they still have faith forward-thinking business plan that will
Survey, 2011
in their communities’ businesses. Forty- enable them to effectively compete for
three percent of adults said they have “a consumers’ limited dollars.
great deal” or “quite a bit” of confidence in Searching for Problem Solvers Based on the Association’s 2011
businesses in their community, matching the With all the challenges facing the country, National Household Survey, consumers are
proportion that reported similarly in 2010. where are consumers looking for solutions? divided into the following three segments
Taken as a whole, the result is a shortage They are turning to their local businesses. based on their financial situation, current
in confidence in the overall economy — a Nearly two-thirds of adults (63 percent) said spending behavior and economic outlook:
trend that is worsening. Only 12 percent of they think businesses in their community • Optimistic Consumers: 21 percent of
adults said they had “a great deal” or are doing the most to get the economy adults said they are confident in their
“quite a bit” of confidence in the national moving again. Fourteen percent said they financial situation and have not cut back
economy, while 51 percent said they had think large corporations are doing the on spending.
www.restaurant.org | National Restaurant Association 11
14. Decoding Consumers 2012 Restaurant Industry Forecast
• Cautious Consumers: 42 percent of A Closer Look at Not surprisingly, Optimistic Consumers
adults said they are taking a wait-and-see Today’s Consumers have the highest average household
approach and have cut back somewhat on income out of the three groups. Sixty-three
Optimistic Cautious Hunkered-down
spending until the economy improves. Consumers Consumers Consumers percent of Optimistic Consumers have an
• Hunkered-Down Consumers: 37 annual household income of $50,000 or
21% 42% 37%
percent of adults said they are very more, and the average income for the
concerned about the economy and have Source: National Restaurant Association, National Household group is $72,600. Cautious Consumers have
Survey, 2011
cut back significantly on spending. an average household income of $63,800,
while Hunkered-Down Consumers have an
The Inside Scoop on Today’s Optimistic Consumers are age 65 or average income of $49,800.
Consumer older, higher than the other two groups. On the national level, Cautious
The demographic profiles of the three Conversely, 43 percent of Hunkered-Down Consumers are the largest category, with
consumer groups are quite diverse. Nearly Consumers are between the ages of 45 and 42 percent of adults identifying themselves
two-thirds of Optimistic Consumers (63 64, compared with 33 percent of Cautious with this group. The same holds true
percent) are men, while 57 percent of Consumers and 25 percent of Optimistic regionally—the Cautious group represents
Hunkered-Down Consumers are women. Consumers. the largest number of consumers in each
The Cautious group is almost evenly split A majority of individuals in each of the of the four U.S. regions.
between men and women. three consumer groups are employed, led by The Midwest region is home to the
Optimistic Consumers have the highest 56 percent of Cautious Consumers. Seven- highest proportion of Optimistic Consumers
representation of younger and older teen percent of Hunkered-Down Consumers (27 percent), well above this group’s share
adults. Fifty-three percent of Optimistic are currently not employed, compared with in the South (20 percent), West (20
Consumers are between the ages of 18 and 8 percent of individuals in the Optimistic and percent) and Northeast (18 percent). The
44, compared with 48 percent of Cautious Cautious groups. Optimistic Consumers are West (39 percent) and South (38 percent)
Consumers and 40 percent of Hunkered- slightly more likely to be retired than those regions have the highest proportion of
Down Consumers. Twenty-one percent of in the other two groups. Hunkered-Down Consumers.
Consumer
Consumption
Consumers who describe themselves as … OPTIMISTIC CAUTIOUS HUNKERED-DOWN
Percent of all consumers 21% 42% 37%
DEMOGRAPHIC CHARACTERISTICS
Gender Male...................... 63% Male...................... 49% Male......................43%
Female.................. 37% Female................... 51% Female...................57%
Age 18 to 44................. 53% 18 to 44................. 48% 18 to 44.................40%
45 to 64................. 25% 45 to 64 ................ 33% 45 to 64.................43%
65 and Older........ 21% 65 and Older......... 16% 65 and Older.........15%
Employment status Employed.............. 53% Employed.............. 56% Employed..............51%
Not Employed........ 8% Not Employed......... 8% Not Employed.......17%
Retired.................. 24% Retired.................. 20% Retired...................21%
Household income Less Than $50k..... 29% Less Than $50k...... 39% Less Than $50k......56%
$50k or More........ 63% $50k or More........ 53% $50k or More........37%
Avg. Income.....$72,600 Avg. Income.....$63,800 Avg. Income.... $49,800
Source: National Restaurant Association, National Household Survey, 2011
12 National Restaurant Association | www.restaurant.org
15. 2012 Restaurant Industry Forecast Decoding Consumers
An Economic Profile of Mapping Consumers’ Mindset
Today’s Consumer Regional breakdown of the three consumer categories Optimistic............. 18%
All three consumer groups share the same Cautious................ 45%
cloudy current assessment of the nation’s Optimistic............. 27% Hunkered-Down... 37%
economy, but Optimistic Consumers and Cautious................ 40%
Hunkered-Down... 33%
Cautious Consumers have a more optimis-
tic outlook for 2012. Forty-four percent of
Optimistic Consumers and 32 percent of
Optimistic............. 20%
Cautious Consumers expect the economy
Cautious................ 41%
to get better in 2012, while less than one Hunkered-Down... 39%
out of five think the economy will get
worse. Among Hunkered-Down Consumers,
only 20 percent expect the economy to get
Optimistic............. 20%
better in 2012, while 36 percent expect
Cautious................ 42%
economic conditions to worsen. Hunkered-Down... 38%
Optimistic Consumers also are much
more upbeat and optimistic than the other
two groups about their personal financial Source: National Restaurant Association, National Household Survey, 2011
situation. Seventy-three percent of Optimis-
tic Consumers describe their current
personal finances as “excellent” or “good,” financial situation will improve in 2012. Seventy-two percent of Optimistic Consum-
compared with 48 percent of Cautious The most striking economic difference ers said their current spending levels on
Consumers and just 20 percent of Hunkered- between the three consumer categories is things like restaurants, entertainment,
Down Consumers. All three groups are their discretionary spending levels com- clothing and travel are about the same as
generally optimistic that their personal pared with before the recession began. they were before the recession began. Only
Who’s Seeing Green:
An Economic Profile of Today’s Consumers
Consumers who describe themselves as … OPTIMISTIC CAUTIOUS HUNKERED-DOWN
Percent of all consumers 21% 42% 37%
ECONOMIC CHARACTERISTICS
Current state of the nation’s economy Excellent/Good..... 13% Excellent/Good....... 8% Excellent/Good........4%
Fair/Poor............... 87% Fair/Poor................ 92% Fair/Poor................96%
Outlook for economy in 2012 Get Better............. 44% Get Better............. 32% Get Better.............20%
Get Worse............. 19% Get Worse............. 18% Get Worse.............36%
Current state of personal finances Excellent/Good..... 73% Excellent/Good..... 48% Excellent/Good......20%
Fair/Poor............... 26% Fair/Poor................ 52% Fair/Poor................80%
Outlook for personal financial situation in 2012 Get Better............. 41% Get Better............. 30% Get Better.............31%
Get Worse............... 1% Get Worse............... 5% Get Worse.............17%
Current spending levels on things like restaurants, Higher................... 12% Higher..................... 8% Higher...................11%
entertainment, clothing and travel compared Lower.................... 16% Lower.................... 51% Lower....................67%
with before the recession About the Same.... 72% About the Same.... 40% About the Same....20%
Source: National Restaurant Association, National Household Survey, 2011
www.restaurant.org | National Restaurant Association 13
16. Decoding Consumers 2012 Restaurant Industry Forecast
16 percent of Optimistic Consumers said spending, Cautious Consumers still have This is reflected in the sizable propor-
their current spending levels are lower than restaurant patronage levels above the tion of consumers who said they would
they were before the recession began. overall average. In a typical month, like to patronize the restaurant industry
In contrast, 51 percent of Cautious Cautious Consumers average 7.8 quickser- more frequently — particularly in the
Consumers and 67 percent of Hunkered- vice occasions, 5.0 fullservice occasions and Hunkered-Down group. Fifty-six percent of
Down Consumers said their current 4.6 off-premises dinner occasions. Hunkered-Down Consumers said they are
spending levels on those discretionary Although their spending levels are not eating on premises at restaurants and
items are lower than they were before the reduced in the current economic environ- fast-food places as often as they would
recession began. ment, Hunkered-Down Consumers haven’t like, while 54 percent reported similarly
completely dropped off the restaurant radar. about ordering takeout or delivery.
Consumers Still Hungry to Hunkered-Down Consumers average 4.3 This pent-up demand for restaurant
Dine Out quickservice occasions, 2.8 fullservice services also extends to the better-positioned
The good news for restaurant operators is occasions and 2.8 off-premises dinner groups, with more than one-third of Cautious
that Optimistic Consumers are above-aver- occasions in a typical month, somewhat Consumers and roughly three out of 10
age restaurant customers across the three below the national average in each category. Optimistic Consumers saying they are not
major spending categories tracked in the Regardless of the economic challenges using on-premises or off-premises options as
2012 Forecast. In a typical month, Optimis- and their impact on restaurant behavior in often as they would like. In addition, nearly
tic Consumers average 7.9 quickservice the current environment, the most positive seven out of 10 Hunkered-Down Consumers
occasions, 6.2 fullservice occasions and 5.2 news is that the vast majority of consumers (68 percent) and 53 percent of Cautious
off-premises dinner occasions. In compari- across all categories have positive feelings Consumers said they would eat out more
son, the overall adult population reported toward the restaurant industry. Ninety- often if they were financially able.
averages of 6.0 quickservice occasions, 3.9 seven percent of Optimistic Consumers, These responses indicate that once the
fullservice occasions and 3.4 off-premises 93 percent of Cautious Consumers and 89 economic environment improves, individuals in
dinner occasions in a typical month. percent of Hunkered-Down Consumers these consumer groups will eagerly resume
Despite their partial pullback on said they enjoy going to restaurants. dining on premises, ordering in and taking out.
Most Consumers Still
Enjoy Going to Restaurants
Consumers who describe themselves as … OPTIMISTIC CAUTIOUS HUNKERED-DOWN
Percent of all consumers 21% 42% 37%
RESTAURANT BEHAVIOR
Average quickservice occasions per month 7.9 7.8 4.3
Average fullservice occasions per month 6.2 5.0 2.8
Average off-premises dinner occasions per month 5.2 4.6 2.8
Not eating on premises as often as they would like 28% 35% 56%
Not ordering takeout/delivery as often as they would like 29% 34% 54%
Would eat out more often if they were financially able 38% 53% 68%
Enjoy going to restaurants 97% 93% 89%
Source: National Restaurant Association, National Household Survey, 2011
14 National Restaurant Association | www.restaurant.org
17. SECTION 1
2012
Economic
Outlook
With many consumers remaining on the sidelines and other options for
economic engines limited, the road ahead will be one of moderate
growth.