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.
10 exciting dining trends to be served up in 2018DG Consulting
From the evolution of vegetable dishes and a new focus on botanicals, to a deeper need for personalised customer interactions and ownership of ethical responsibilities – here are 10 Dining and Drink Trends Expected to Make an Impact in 2018
Eatery Pulse News Media was created to increase restaurateurs’ access to news and insights, while promoting the excitement and relevance of the restaurant industry to the larger food community. Hospitality and culinary innovation are not enough to succeed in today’s foodservice environment. Restaurants need additional parts of the success equation found in what we call “the business of restaurants”—the economics and business best practices that drive results and revenue.
Culinary innovators, and the larger industry of restaurant owners and operators, deserve tools to succeed. Our flagship D.C. magazine, Eatery Pulse News, is here to build that toolkit for restaurateurs, providing information on best practices, industry news & events, online, on social media, and eventually on the air.
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
The Next Idea Food and Restaurant Forecast 2019 Robert Ancill
The Next Idea (TNI) anticipates 2019 to be a uniquely pivotal year as the restaurant and food terrain adjusts itself towards an increasingly confident, exploratory, and discerning consumer.
Trendystia MRC introduced the ConciergeVertical Labs solution for the benefit of emerging and established foodservice purveyors and technology vendors. ConciergeVertical™ provides content management, business support services, trade show marketing & administrative support and an idea vertical (lab), and . When industry purveyors want to sell, engage audiences and retain customers, they’ll look to ConciergeVertical (conciergevertical.com) for improved success rates.
Often, there isn’t enough time or headcount to keep the content engine going, to follow-up on all qualified leads, or to strategize outside-the-four-walls thinking around audience and customer engagement. This is particularly true with emerging and growing purveyors.
In addition to marketing and business-support solutions, as an idea vertical (lab), ConciergeVertical helps catalyze new opportunities and industry-born thinking around marketing programs, sales tactics and new methods of engaging restaurateur audiences.
ConciergeVertical makes boosting engagement simple:
ConciergeVertical Labs provides four main solution types, but is flexible as purveyor’s needs evolve:
Marketing solutions: content management, case studies, articles, blogs
Loyalty strategy and idea vertical: how to retain customers and better connect the dots between products, trends and application
Trade-show support: press releases, email campaigns, booth compliance, social selling
Business support: bookings, lead retrieval follow-up, temp marketing support
Contact concierge@trendystiamrc.com
What Will Restaurants Look Like After Covid You dont know what you.pdffelixhenrygeorge
What Will Restaurants Look Like After Covid? You don't know what you've got 'til it's gone.
Covid-19 revealed the everyday activities many people take for granted until they're no longer
for an option-like eating out in a restaurant. The pandemic has rocked the restaurant industry and
showed just how agile it isn't. Faced with challenges, more than 70,000 restaurants across the
U.S. have permanently closed. Restaurants had to quickly pivot to curb side pickup and delivery
and adjust their menus and staffing in hopes of staying afloat. Now, several months into the
pandemic, we can see how the restaurant industry will be permanently changed by Covid-19. In
many cases, the pandemic is a chance for restaurants to innovate and find new, creative ways to
serve customers. These five main changes show how restaurants must adapt to the Covid-19 era
and how they can leverage changes to improve the customer experience. Focus On Health and
Safety Restaurants have always had to pass health inspections, but a greater focus on cleanliness
and health is forcing restaurants to double-down on their efforts. Zagat's Future of Dining Study
found that 3 in 4 diners say health and safety concerns are their biggest deterrent to dining out in
person. Diners are looking for restaurants to be transparent about their cleanliness procedures, so
restaurants must use clear optics of what they are doing to keep diners safe. Customers are
looking for things like single-use menus, disposable silverware, signs placed on tables that have
been sanitized, hand sanitizing stations and employees wearing masks. How the food is served
will also be affected, with diners preferring individual or pre-packaged meals instead of family-
style dining. Restaurants will likely need to invest in new cleaning supplies and training to teach
employees new procedures, as well as marketing and signage to inform diners of the new
procedures. Increased Digital Offerings Like most other industries, restaurants have experienced
rapid digital acceleration. Throughout the pandemic, restaurants with a strong digital presence,
such as easy online or mobile ordering or a robust digital loyalty program, have seen increased
engagement with customers. Most signs point to customers staying digitally engaged after the
pandemic. Restaurants will continue to move to frictionless ordering and payment with an
increase in online and mobile orders for pickup and delivery. Even inside restaurants, diners will
order their own food on tablets or kiosks to limit their exposure to employees and payment
devices. The restaurant industry is ripe for technological innovation- anything from digital
menus to tableside ordering and guest engagement apps can transform the dining experience to
match new customer trends. But in order to accommodate these trends, restaurants must invest in
new technology, which can be costly. To preserve the safety of customers and employees and
stay relevant, however, it might be a required cost fo.
Cross Cultural Should Be Considered In Fast Food Restaurant OperationAfifah Nabilah
This is a research paper for course LE 4000 (English for Academic Writing). Te main purpose of this paper is to show the ability of the students to write an academic research paper where the topics are chosen randomly by the students.
WHAT’S ON THE MENU IN 2017: Global Food and Beverage TrendsEdelman
Look ahead to what’s next for food and drink around the world, and what it means for consumers and brands.
Prepared by Edelman's Global Food and Beverage sector.
The Forecast // Millennials & Food is the second edition of a series of consumer trends & insights reports. This sample is an overview of Millennial consumers' attitudes towards their food and what responses are offered by brands and companies to cater to these new needs.
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.
More Related Content
Similar to Restaurant Trends 2014 by Restaurant Briefing
10 exciting dining trends to be served up in 2018DG Consulting
From the evolution of vegetable dishes and a new focus on botanicals, to a deeper need for personalised customer interactions and ownership of ethical responsibilities – here are 10 Dining and Drink Trends Expected to Make an Impact in 2018
Eatery Pulse News Media was created to increase restaurateurs’ access to news and insights, while promoting the excitement and relevance of the restaurant industry to the larger food community. Hospitality and culinary innovation are not enough to succeed in today’s foodservice environment. Restaurants need additional parts of the success equation found in what we call “the business of restaurants”—the economics and business best practices that drive results and revenue.
Culinary innovators, and the larger industry of restaurant owners and operators, deserve tools to succeed. Our flagship D.C. magazine, Eatery Pulse News, is here to build that toolkit for restaurateurs, providing information on best practices, industry news & events, online, on social media, and eventually on the air.
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
The Next Idea Food and Restaurant Forecast 2019 Robert Ancill
The Next Idea (TNI) anticipates 2019 to be a uniquely pivotal year as the restaurant and food terrain adjusts itself towards an increasingly confident, exploratory, and discerning consumer.
Trendystia MRC introduced the ConciergeVertical Labs solution for the benefit of emerging and established foodservice purveyors and technology vendors. ConciergeVertical™ provides content management, business support services, trade show marketing & administrative support and an idea vertical (lab), and . When industry purveyors want to sell, engage audiences and retain customers, they’ll look to ConciergeVertical (conciergevertical.com) for improved success rates.
Often, there isn’t enough time or headcount to keep the content engine going, to follow-up on all qualified leads, or to strategize outside-the-four-walls thinking around audience and customer engagement. This is particularly true with emerging and growing purveyors.
In addition to marketing and business-support solutions, as an idea vertical (lab), ConciergeVertical helps catalyze new opportunities and industry-born thinking around marketing programs, sales tactics and new methods of engaging restaurateur audiences.
ConciergeVertical makes boosting engagement simple:
ConciergeVertical Labs provides four main solution types, but is flexible as purveyor’s needs evolve:
Marketing solutions: content management, case studies, articles, blogs
Loyalty strategy and idea vertical: how to retain customers and better connect the dots between products, trends and application
Trade-show support: press releases, email campaigns, booth compliance, social selling
Business support: bookings, lead retrieval follow-up, temp marketing support
Contact concierge@trendystiamrc.com
What Will Restaurants Look Like After Covid You dont know what you.pdffelixhenrygeorge
What Will Restaurants Look Like After Covid? You don't know what you've got 'til it's gone.
Covid-19 revealed the everyday activities many people take for granted until they're no longer
for an option-like eating out in a restaurant. The pandemic has rocked the restaurant industry and
showed just how agile it isn't. Faced with challenges, more than 70,000 restaurants across the
U.S. have permanently closed. Restaurants had to quickly pivot to curb side pickup and delivery
and adjust their menus and staffing in hopes of staying afloat. Now, several months into the
pandemic, we can see how the restaurant industry will be permanently changed by Covid-19. In
many cases, the pandemic is a chance for restaurants to innovate and find new, creative ways to
serve customers. These five main changes show how restaurants must adapt to the Covid-19 era
and how they can leverage changes to improve the customer experience. Focus On Health and
Safety Restaurants have always had to pass health inspections, but a greater focus on cleanliness
and health is forcing restaurants to double-down on their efforts. Zagat's Future of Dining Study
found that 3 in 4 diners say health and safety concerns are their biggest deterrent to dining out in
person. Diners are looking for restaurants to be transparent about their cleanliness procedures, so
restaurants must use clear optics of what they are doing to keep diners safe. Customers are
looking for things like single-use menus, disposable silverware, signs placed on tables that have
been sanitized, hand sanitizing stations and employees wearing masks. How the food is served
will also be affected, with diners preferring individual or pre-packaged meals instead of family-
style dining. Restaurants will likely need to invest in new cleaning supplies and training to teach
employees new procedures, as well as marketing and signage to inform diners of the new
procedures. Increased Digital Offerings Like most other industries, restaurants have experienced
rapid digital acceleration. Throughout the pandemic, restaurants with a strong digital presence,
such as easy online or mobile ordering or a robust digital loyalty program, have seen increased
engagement with customers. Most signs point to customers staying digitally engaged after the
pandemic. Restaurants will continue to move to frictionless ordering and payment with an
increase in online and mobile orders for pickup and delivery. Even inside restaurants, diners will
order their own food on tablets or kiosks to limit their exposure to employees and payment
devices. The restaurant industry is ripe for technological innovation- anything from digital
menus to tableside ordering and guest engagement apps can transform the dining experience to
match new customer trends. But in order to accommodate these trends, restaurants must invest in
new technology, which can be costly. To preserve the safety of customers and employees and
stay relevant, however, it might be a required cost fo.
Cross Cultural Should Be Considered In Fast Food Restaurant OperationAfifah Nabilah
This is a research paper for course LE 4000 (English for Academic Writing). Te main purpose of this paper is to show the ability of the students to write an academic research paper where the topics are chosen randomly by the students.
WHAT’S ON THE MENU IN 2017: Global Food and Beverage TrendsEdelman
Look ahead to what’s next for food and drink around the world, and what it means for consumers and brands.
Prepared by Edelman's Global Food and Beverage sector.
The Forecast // Millennials & Food is the second edition of a series of consumer trends & insights reports. This sample is an overview of Millennial consumers' attitudes towards their food and what responses are offered by brands and companies to cater to these new needs.
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
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.
Browne Foodservice Stainless Steel Can OpenerMark Moreno
Professional CAN OPENER STAINLESS STEEL SHAFT
*Stainless steel shaft
*Opens cans up to 27.9cm (11”)
*Handle has a comfortable free-spin grip
*Plated steel mounting platform with clamp
*Heat-treated gear for extra durability
*Reversible knife provides longer service;
*replacement gears & knives available
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
1. restaurantbriefing.com pg 1
INDUSTRY UPDATE
Jan/Feb 2014
In this edition
Technology on the Menu
Beverage Trends
Passive Consumers
restaurantbriefing.com Helping Restaurateurs Adapt to a Changing Marketplace
over35years
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.
Another important element in spending decisions is consumer confidence, which – while still “sub-
optimal,” Hudson cautions – is up compared to several years ago. “Operators will need to continue
to nudge consumers into decisions to patronize their restaurants.” And they will do so in a robust
competitive environment. “If you look at the number of units – points of access for customers – they
continue to grow, and the economic environment of the last few years has created a battle for market
share. One of the more important developments in 2014 and beyond is how operators view competition,
which, over the last couple of decades, has been defined as other operators in a specific trading
area. But it’s important to look at competition in terms of consumer spending in other categories – not
just other restaurants.” To be truly competitive, Hudson advises, operators must look at consumer
spending more holistically and take into consideration that over half is on housing and transportation.
“Only 13% of consumer spending is on food and it has gradually been edging downward; consumers
have been increasingly spending more in other areas.” To respond, Hudson counsels restaurateurs
to take a cue from the grocery store industry, which, he notes, has been much more proactive about
being relevant to consumers’ spending needs other than food – providing discounts on gas based
on grocery purchases, for example. “I think we’ll see more restaurant operators link spending in their
establishments to other areas which otherwise would provide competition for that spending.” For
example, Hudson says hypothetically he could see restaurants linking guest spending to discounts
on transportation, or on utilities, apparel, and entertainment. “This could provide nudges to patronize
restaurants on various occasions. Restaurateurs are only limited by their imaginations and by how they
can align with different businesses.”
MichaelWhiteman, President, Baum + Whiteman, sees agrowingappetiteforluxury in RESTAURANT
CONCEPTS and MENUS. In spite of a sluggish overall economy, but buoyed by Wall Street, Michael
notes, “A lot of people are throwing around wads of money.” As a result, he observes a shift in influence.
“In my opinion, a couple of years ago most of the movement in the restaurant world was ‘trickle up,’
in part from renegades – pushing combinations, clashing ethnicities, making disparate flavors work
together. These were the people running food trucks, opening hip joints, and their influence was
pushing into the upper reaches of fine dining.” Now, he concludes, “There’s enough money sloshing
around that luxury – in the form of things like costly tasting menus, chicken priced like steak, upscale
food halls, spare-no-expense tabletop, and technology-enabled custom environments – is thriving and
trickling down in lots of different ways.” For example, Michael cites a proliferation of upscale tasting-
only menus but says that we’ll see their influence in less elite settings with more tasting menu options
added to a la carte menus. Another example is the elite tier of restaurants creating opportunities for
the second tier. “The more the top restaurants charge these days, the more people want to be there.
But when they can’t get in, the second tier restaurants gain in popularity.” And he says that price de-
sensitivity by some also now means it’s possible for many to charge a lot of money for once humble
chicken. “You can pay $70 for chicken in a fancy restaurant or $70 for chicken in a warehouse,” albeit
an exclusive warehouse. And why has chicken gone haute? “Because chicken is something that can
be glorified. Plus a lot of restaurateurs have convinced people they have found ‘the way’ to prepare
chicken, but it’s a lot of mythology – the difference between a chicken with a small c and big C is
marginal.”
Trends to Watch 2014
INDUSTRY UPDATE
More trend resources and insights
for the year ahead and beyond
12 Hottest Food & Beverage Trends for
Restaurants and Hotel Dining for 2014
(baumwhiteman.com)
bit.ly/1bbgEic
AF&Co. Presents 2014 Trends: # Blurred Lines
(afandco.com)
bit.ly/IQgbvC
Technomic’s Take: 10 Trends for 2014
(technomic.com)
bit.ly/1hXkEeC
5 Restaurant Trends You Can’t Ignore
(restaurant-hospitality.com)
bit.ly/1ej8jRA
2020 Vision: The Future of Foodservice
(nrn.com)
bit.ly/1bbgGGW
2014 Food Trends: What You Should Expect
In The Year To Come
(FohBoh.com)
bit.ly/JzW0CQ
2014 Predictions: Branding & Social Culture
(foodabletv.com)
bit.ly/J0njF5
Food and Drink Predictions for 2014
(Details.com)
bit.ly/1gC6MWU
10 Food Trends to Watch
(HuffingtonPost.com)
huff.to/1c7FAgD
Consumers to Dine Out Less Often in 2014
(nrn.com)
bit.ly/18vqQre
7 Consumer Trends to Run With in 2014
(Trendwatching.com)
bit.ly/18vqW1P
>> continues on page 2
>> continues on page 2
2. restaurantbriefing.com pg 2
In a move to appeal to consumers who are
willing to spend, enter upscale “food halls,” as
a replacement for or in addition to food courts,
especially in shopping centers eager to attract
new consumers, keep existing ones, and
encourage them to linger. According to Michael,
the best will combine on-premise manufacturing,
dining, takeaway, and retail, and will feature
“artisan” food by local name-brand restaurants.
“Three, four, five upscale restaurants plus some
at the lower end becomes a real restaurant
destination. There are a lot of people who will
go to a food hall who wouldn’t go to a food
court, and it’s something you can’t experience
online. So if a landlord has to recycle the space
that was once Borders Books, he or she will
fill it full of food. It’s all part of a larger trend of
restaurants, with high sales per square foot and
repeat customers, becoming ‘anchors’ – not just in
shopping malls and department stores, but in hotels,
airports, and museums.” Michael sees another
trickle-down path – from restaurants in Saks,
Macy’s, or Nordstrom to the likes of cafes/bars/
juiceries/yogurt counters in bike shops.
Luxury is also extending into the neurosensory
arena. “Food is not enough at the high end.
Restaurants are enhancing the dining experience by
fiddling with our senses, redefining ‘eatertainment’.”
Michael uses terms like “psychotasting” and
“sensory integration,” referring to a growing
trend of restaurants playing to senses we
don’t normally use when eating. It could be
INDUSTRY UPDATE (continued)
meals in the dark or in silence; a multi-act,
multi-course banquet/opera; music and visuals
cued to courses; tactile tableware; diffusers
controlling temperature, humidity, and aromas.
“The places doing this experience game are
generally small, accommodating 10-15-20
diners willing to dump a lot of money. It’s the
equivalent of whitewater rafting with your own
guide, or climbing Mt. Everest with your own
Sherpa – part bragging rights and part the
experience itself.”
Speaking of money, Michael says the smart money
is placing bets on better-for-you dining. “It’s a
niche market that’s rolling into the mainstream,
from salad restaurants (many of which have
evolved from being hippie joints) to high-priced
vegetable tasting menus as part of upscale
menus – with fast feeders sure to follow if they
can figure out how to make healthy fit their
formats.” More than one factor propels this
momentum, he adds: “the gluten-rejecters,
Paleo people, diabetics, weight-challenged,
vegetarians, vegans, and two decades of
nudging by nutritionists, ‘food nazis,’ and
perhaps the First Lady.” He predicts we’ll see
more “plant-based ‘faux food’ with waiter service”
and more restaurants appealing to some consumers’
newfound protein obsessions. “Winners will be
those restaurants that can appeal to people
who don’t want to eat processed food and who
want evidence they are eating food that’s good
for them.”
>> Hudson Riehle continued from page 1
AROUND THE USA
Local topped the list again in the National Restaurant
Association’s “What’s Hot” chefs’ survey of food and
menu trends. Looking to 2014, locally-sourced meats
and seafood and locally-grown produce retained
their #1 and #2 rankings, respectively.
Otheritemsremaininginthespotlight are environmental
sustainability (#3) and healthful kids’ meals (#4.)
Moving up from last year are gluten-free cuisine
(from #8 to #5); hyperlocal sourcing (e.g., restaurant
gardens from #6 to #5); and wheat noodles/pasta
such as quinoa, rice, buckwheat (from #12 to #8).
It’s interesting to note that 10 food trends have
remained in the top 20 since 2009: locally-grown
produce, healthful kids’ meals, gluten-free cuisine,
sustainable seafood, health/nutrition, new cuts
of meat, ancient grains, ethnic-inspired breakfast
items, nontraditional fish, and fruit/vegetable sides
in kids’ meals. There are three new additions to the
top 20: nose to tail/root to stalk cooking (e.g., using
entire animal/plant) at #11; ancient grains (e.g.,
INDUSTRY INTELLIGENCE
kamut, spelt, amaranth) is #15; and grazing (e.g.,
small-plate sharing/snacking instead of traditional
meals) ranks #17. By contrast, moving out of the
top 20 are house-made/artisan ice cream (now
#45); black/forbidden rice (#31); and food trucks
(#41).
Also trending downward – considered “yesterday’s
news” by more than half of the chefs surveyed –
are foam/froth, bacon-flavored chocolate, fish
offal, gazpacho, fun-shaped children’s items,
mini-burgers/sliders, barnacles, flowers, dust,
and molecular gastronomy. Gelato, micro-greens,
tapas/meze/dim sum, and dessert flights are also
among the items that chefs report are cooling off.
The five newest – rated “hot trend” by 59% to 67% of those
surveyed – are grazing/small plate sharing, hybrid
desserts (e.g., cronut, townie, ice cream cupcake),
uncommon herbs (e.g., chervil, lovage, lemon
balm, papalo), natural sweeteners (e.g., agave,
honey, concentrated fruit juice, maple syrup), and
kale salads. Other preparations chefs cited as
being of the moment were pickling, fermenting,
smoking, sous vide, and liquid nitrogen chilling/
freezing. Fried chicken, Italian cuisine, frying, and
barbeque scored the most votes in the category of
perennial favorites.
Looking into the future, when asked which current
trend will be the hottest menu trend in 10 years,
38% answered environmental sustainability and
22% said local sourcing, indicating the staying
power that chefs believe these practices will have;
18% said health/nutrition; 10% children’s nutrition;
and only 8% gluten-free.
Note: The National Restaurant Association’s
“What’s Hot in 2014” is a survey of more than
1,300 professional chef members of the American
Culinary Federation (ACF). For more info, visit
restaurant.org/News-Research/Research/What-s-Hot.
Hot Menu Trends for 2014
Restaurants could also draw some inspiration
from the airline and hotel industries, Hudson
continues. “Another area we’ll see develop in
2014 and in coming years is ‘yield management’ –
making frequent adjustments in pricing in response
to market factors such as demand, competition, or
inventory. Technology now potentially gives
operators the ability to change menu prices
depending on the time of day, day of the week,
inventory levels, etc. For example, QSRs
used to have printed menu boards – now
digital screens allow them to change prices
quickly. Four out of five consumers say that if
a restaurant offered off-peak pricing, it would
incent them to use foodservice solutions more;
with the adoption of tablet menus in tableservice,
it’s not hard to imagine a scenario that would allow
operators to selectively price items. And many
already tweet special offers or menu items for a
specific day and time. Overall, it’s a new frontier
for the restaurant industry, but if you look at
airlines and hotels, for example, consumers
think nothing about sitting next to someone
on a plane or being in a hotel with those who
have paid a different price. It doesn’t mean that
every operator will go down this road, but for some
it will make sense to test and implement pricing
variations.” Overall Hudson says that while
technology isn’t a panacea, it’s a valuable tool
in operators’ tool belts. “Certainly the timing of
the evolution of technologies that enable these
kind of programs is fortuitous for the restaurant
industry in 2014 and beyond.”
>> Michael Whiteman continued from page 1
3. restaurantbriefing.com pg 3
Industry Update
According to recent National Restaurant
Association consumer research, well over half of
U.S. adults (63%) have used restaurant-related
technologies. When asked what they’d done in the
past month, those surveyed were most likely to
have looked for a restaurant location and directions
on a mobile device and also to have viewed
menus, ordered food, or made online reservations
on a computer. When it comes to the technologies
consumers would use if offered, the same two
top the list: looking up a restaurant location and
getting directions (underscoring the importance
of claiming listings in online directories); and
using a computer to view menus, order, or make
reservations (elements which should be part of a
restaurant’s online presence on its own website
and/or via third-party sites).
In almost all cases, the younger the consumer, the
stronger the attraction to the technologies included
in the study. For example, compared to the average
of all adults, Millennials (aged 18-34) would be
more likely to look up nutritional information on
a mobile device (70%), interact with a restaurant
on social media (56%), order takeout/delivery
on a mobile device (74%), and look up location/
directions on a mobile device (88%) if offered. But
don’t sell older customers short – almost a quarter
(23%) of those aged 65+ said they’d use a reward
or special deal on a mobile device.
NRAresearch also shows that while the consumer-
facing technologies in the study are presently
offered by a limited number of restaurants, 54%
of tableservice and 48% of quickservice operators
say they plan to invest to close the gap between
what they currently offer and what consumers say
they want. Some things to consider:
MOBILE TOOLS Abigail Lorden, Editor-in-Chief,
Hospitality Technology, says, “We’re seeing much
more interest in mobile tools, with the ultimate goal of
engaging customers, improving their experiences,
and streamlining operations. Mobile is becoming
the most important way to communicate with
customers.” Rocky Lucia, IT Director, BR Guest,
Inc., hq New York, NY, agrees. “With everyone using
smartphones and tablets, a mobile-friendly site is
a necessity today.” Chris Shirer, CEO, Madison &
Fifth, a digital agency specializing in restaurants,
hospitality, and retail, reports that 40% of Cameron
Mitchell Restaurants’ website viewership is now on
mobile devices. She says, “It’s also important that
emails be read easily on mobile devices, so we use
MailChimp.com which resizes emails automatically
to the recipients’screens.” Plus, she advises, it’s key
to support flash animation and HTML5 for video, so
that if a device doesn’t have flash, the video will be
automatically bumped to HTML5. “The challenge
continues to be third-party providers, such as those
who sell gift cards, that aren’t mobile friendly yet.”
TABLET TECHNOLOGIES It was recently reported
that Applebee’s intends to install 100,000
tablet computers in more than 1,800 locations
nationwide by the end of 2014. Julia Stewart,
CEO, DineEquity (Applebee’s’ parent company),
said customers had been telling them for some
time that they don’t like waiting for a check and
that tablets will present the company with a
unique opportunity and competitive advantage.
This technology will allow customers to pay at the
table, order, and play games, giving Applebee’s
another way to engage and communicate with
their guests. Similar devices are being used by
other casual dining restaurant chains, including
Chili’s, Red Robin, McDonald’s, and Buffalo
Wild Wings. While upscale and white tablecloth
operators are continuing to evaluate the use of
tablets, some are having success using tablets
for their wine lists. “Our Fleming’s WiNEPAD has
helped customers engage with wine, discover
new ones, and get advice on pairing with food,”
explains Craig Sheppard, National IT Training
Coordinator, Fleming’s Prime Steakhouse &
Wine Bar, hq Newport Beach, CA. “It’s helped
increase satisfaction and sales.” Rocky says BR
Guest has been looking at an iPad wine list but
is concerned that it might increase time between
table turns as guests become fascinated by it;
however this has not been an issue at Fleming’s,
according to Craig.
MOBILE PAYMENT While not in the pipeline
currently, Rocky says that BR Guest has been
looking at mobile payment options, even though
their guests are not screaming for it. “Right now
it’s like the ‘wild west’ – there is no standard
yet. There are some handhelds and a bunch of
apps, such as LevelUp and TabbedOut. Some
Look up restaurant location/directions
on a smartphone or tablet:
Use a computer to view menus, order
food, or make reservations online:
Order takeout or delivery
on a smartphone or tablet:
Use a restaurant reward or special
deal on a smartphone:
Place an order on a touch-screen
terminal in a restaurant:
Make a reservation using
a smartphone or tablet:
Look up nutritional information
on a smartphone or tablet:
Interact with a restaurant on social media
like Facebook, Twitter, or Instagram:
Pay for a meal with a smartphone:
%
of adults
who say they...
I’ll Have
Some More
Technology,
Please...
46 67
41 63
23 52
13 50
7 46
13 46
19 42
15 31
6 24
Have in the
last month
Would if offered
Technology on the Menu
Source: National Restaurant Association Consumer survey, 2013.
of these technologies interface directly with POS
systems and use the same credit card payment
‘pass thru’; some do not interface and are their
own credit card processors or use third-party
processors.”
Location Information “We recommend looking
at your restaurant listing on Google+ Places to
confirm the information listed is correct and that
you’ve added as much to the listing as possible
(menus, photos, etc.). Then use that same
information as a template for all other directories
such as Urbanspoon, Yelp, TripAdvisor, and
Bing,” advises Chris. Steve Brooks, Director
of Information Services/Business Analyst,
Tumbleweed, Louisville, KY, says they’ve hired
a company for about $65 per store to clean
up their online presence – checking maps and
addresses, opening and closing times, etc. “This
way we know customers are receiving correct
information when they’re searching for us.” Chris
says services like Yext update and sync geodata
and content automatically for $50-$100/month.
“If you’re doing a good job of regularly updating
menus and photos, that’s a great value.”
Advice Abigail says the biggest challenge with
new technologies is to sift through the options
and look for a solid company that has a good
track record. Steve advises, “Get three bids;
often you’ll be surprised how different they are.
And consult with people in your area who have
done a similar project – get pros and cons from
users, not just sales people. We’re part of the
Kentucky Restaurant Association and members
are always willing to talk about what works and
doesn’t work, as well as give advice, so you don’t
make a mistake.”
4. restaurantbriefing.com pg 4
In his annual look at the major forces shaping
the marketplace of the new year and beyond, J.
Walker Smith, Executive Chairman, The Futures
Co., describes a waning era of consumer control
– a “pivot to passive” in which consumers will step
back and assume a much less active role.
TREND There will be a shift away from a consumer-
centric, consumer-driven marketplace. This will be
the result of consumers gradually and willingly
relinquishing the major role they have come to
play in the marketplace (think user-generated
content, reviews and tips,
collaboration, co-creation,
crowdsourcing, wikis, etc.).
Walker puts this changing
of the guard in historical
context. “Consumers went
from being attentive to our
marketing – watching our
ads, paying attention to our
brands, and taking their
cues from marketers – to
actively taking the driver’s
seat in the 90s. We were
all going to create our own
content, collaborate with
one another; everybody was going to self-invent
everything for oneself. We presumed we’d all get
into the game, but we are seeing that a few people
are actually participating and controlling – not the
masses. That so many social media sites have
closed over the years or have lost their mojo shows
us how hard it is to get consumers actively involved
and to sustain that level of active engagement
in the marketplace.” Among the forces driving
consumers from active to passive engagement
is their increasing desire to unplug, to press the
pause button, to streamline their involvement,”
Walker notes. “In our Monitor data we are seeing
a decreasing percentage of people agree that they
can’t live without their cellphones. Overall, there is
a rising demand for ‘headspace,’ for some relief.
Consumers are saying, ‘I want some time off, a
moment to reflect, to be able to step back. I don’t
want to be actively engaged all the time.’”
OPPORTUNITY People use restaurants for a myriad
of reasons and one of them is for a change of
scene and “headspace.” Remember that in terms
of unplugging and escaping, one guest’s tranquil
ambiance is another’s crowded scene, so know
your audience (age is an important clue) and create
their kind of haven. Regardless of ambiance,
don’t overburden customers with an excessive
number of choices – options are important but
overload is easy when there are too many or they
are presented in a cluttered way. Consumers
are looking for someone to take the wheel, so to
speak. For example, well-trained servers can be
a huge advantage and chef’s recommendations
and/or set menus may be a welcome relief.
TREND Passive, not active, digital use will drive the
future. Walker also cites a fundamental change in
the way consumers will interact with technologies.
“We have thought that digital technologies are all
about total immersion – do it all, have access to
all, and have control over it all. But the future will
be about consumers’ passive engagement with
technology as well. Sensors are the future, not
screens. Screens require active engagement –
you have to touch a screen, you have to key into
it, you have to be involved in it. Sensors involve
passive monitoring – they will detect everything
and feed back information.” For example,
diabetics wear devices that monitor blood sugar
and automatically dispense insulin; many other
examples are already in the
marketplace or are being
tested – smart vending
machines will measure
temperature or use facial
recognition to determine
what kind of user is present
in order to vary what is
offered and how it’s priced;
sensors in clothing will
measure and monitor our
physical state; a headset
will monitor EEG levels and measure the user’s
mood, then tell their iPod what music to play to fit –
all by passive monitoring. “These kinds of devices
will contribute to a new era of information for
marketers who will have access to better data and
better analytics tools than ever before – enabling
them to predict the right fit/products for consumers
and, in real time, how to price or configure an offer.
This dynamic pricing based on real time analytics
will lead the charge.”
OPPORTUNITY Walker describes a sophisticated
scenario involving marketers tracking and
analyzing data from sensors in many forms. But
at the core is the value of information – information
you may have about consumers that they don’t
need to tell you, from their spending patterns in
your restaurant to their social media conversations.
It’s important to gather information and listen in
order to constantly refine what you offer. And a
restaurateur can be a kind of human sensor – don’t
forget the value of “reading” customers in your
dining room.
TREND Consumers are passive in their spending as well.
Another sign of diminishing consumer engagement
in the marketplace, he says, is that “money is not
circulating and consumers remain wary. Pew
Research found earlier this year that consumers
believe the economic system is no more secure
today than it was before the financial crisis.” While
Walker reports that the National Journal/Atlantic
Magazine research found 60% of the middle class
is concerned about falling out of the middle class,
he adds that in every income bracket there is some
The waning hold of consumer
control, consumers’ pivot to
passive, is the most important
thing we have seen occur in the
marketplace since the rise of
the Internet in the 1990s.
-J. Walker Smith, executive chairman,
The Futures Co.
Consumers’ “Pivot to Passive”
TODAY’S CONSUMER
degree of financial anxiety due to uncertainty in
the marketplace ahead. So, with confidence and
finances weakened, consumers have pulled back
and slowed spending as well.
OPPORTUNITY There is a market for “money-is-
no-object” luxury experiences, but the ongoing
challenge is to entice cautious consumers to spend
in restaurants, particularly those in the middle class
where a lot of uncertainty resides. Options can play
a role in price points as well – make sure there are
items with approachable pricing incorporated on
the menu to appeal to that audience.
TREND Control in the marketplace will revert back to
marketers, whose goal will be “conversion.” Consumers
are happy to step back from the energy drain of self-
invention, to relinquish control. “People are finding
ways to consume and live their lives in a more
passive way and that is transferring control back
to marketers,” says Walker – to those that offer
the goods and services that consumers consume.
Marketers will play a more active role and will
measure their successes differently. “We used to
think about ‘audience,’ ‘share of market,’ ‘brand
equity.’ Currently we think about and measure
‘engagement,’ which has become a buzzword in
the marketing profession. It has been about ‘active
engagement,’ about consumers doing something,
being engaged. It’s not as if that’s going to
disappear, but engagement becomes far less
important in an era where passive consumerism
is the name of the game. Moving forward, the
keystone metric will be ‘conversion,’ creating
and taking advantage of opportunities to turn
consumers into customers.”
OPPORTUNITY Passive consumers will require
marketers (including restaurateurs) to be more
active. Think about how to reach your target
market and how you can convert them into
customers. What situations should you be ready
to maximize? Working mothers heading home?
Cash-strapped Millennials looking for a place
to have a drink with friends? Relevant text and
email campaigns as well as targeted tweets can
grab their attention and convert them into action.
Another conversion opportunity for restaurants
is mobile- and location-based search, including
location-based mobile apps that help people
find restaurants, bars, happy hours, etc. around
them. It’s essential that your mobile site functions
well – that maps and directions are accurate and
that click-to-call/reserve/order functions work
seamlessly. Make sure restaurant locations are
correctly listed in all mobile directories and guides
(Google+, White Pages, Yelp, etc.) and investigate
location-based apps such as AroundMe.
For J. Walker Smith’s FutureView LIVE Replay, visit
thefuturescompany.com/