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TRENDING OUT John McNamara, Bluegrass Hospitality Group: The restaurant group has been around for a little over 20 years and all of our concepts originated in Lexington, Kentucky. We expanded out of the Lexington market about nine years ago, when we opened our second Drake’s location. It became a very viable option and a growth model for our company. Over the last nine years, we’ve grown that brand pretty cautiously and conservatively. We're up to 10 locations. We feel good about the direction. Our goal next year is to open five locations—four Drake’s and one Malone’s. If it goes well, we would have an opportunity to create a slower growth model for Malone’s as well. Next on our to-do list would be to finalize a couple scenarios we have with some possible franchisees. We’ve been very protective of the brand and I don’t know if we’ll ever be comfortable giving up control, which would stunt the growth, but we feel good about some people we’re in discussion with.

The good thing is that we can create the environment; we can develop it and make it better. This starts building a better company. – Kevin Bales, L2M Architects

Bluegrass Hospitality Group's McNamara: We recently went to a delivery model. Most people wouldn’t think that our Malone’s brand, a prime beef steakhouse, would have much of a carryout presence, but it’s massive; it has taken on a life of its own. Our biggest reason for getting into the deliver area is that we do not want to lose marketshare. We recognize that we're giving away money by getting into the delivery game, but the last thing we want to do is get left at the altar when we know the wind is shifting that way. The thing about UberEATS is that the delivery price is coming down. I believe they have the long-time staying power because they have the forthright to change the pricing. We all know they can deliver. I ran the numbers and found that we’re spending less money by having a delivery company take a percentage than us try to handle delivery ourselves. I will say that I think us paying the same percentage as someone who’s in the $9 check average doesn’t make sense. So I think UberEATS has the potential to be a long-term solution because you’re buying into a technology logistic transportation company. Flynn Restaurant Group Shotwell: For Taco Bell, when we started this roll out over the last 90 days and it just knock it out of the park. It’s amazing to have delivery from Taco Bell locations. Focus Brands' Cabrera: UberEATS is huge for us. We have some stores that hire somebody just to take care of UberEATS orders. That’s how big it is. I think it’s going to be even bigger in the winter when people don’t want to leave their house.

CCR: What type of trends are you seeing out there in the marketplace? One trend we're seeing is UberEATS. Anybody using something like that?

Which Wich Superior Sandwiches’ Thompson: We want people to be able to have our wiches in whatever way they choose to participate with the brand. Delivery and third party partnerships were big on our strategy this year. It is definitely driving sales for us. We’re still getting the typical lunch traffic, but our same-store sales have gone up since we’ve added those other platforms. Bubbakoo’s Bidinost: We didn’t add UberEATS because of the 33 percent fee. When you send food out, it’s going to cost you 33 percent of whatever your food is plus their tip. It’s just too much money for us. The other platforms that we use, GrubHub, is only 15 percent. We also use ChowNow, EatStreet and DoorDash, a hybrid of Uber. We also have a delivery component, which is a good 20-25 percent of our business. Catering is probably another 10-15 percent. So it’s a pretty big chunk of our business. We’ve learned to work with the platforms differently and have recently started testing a software program called Checkmate. This program takes all five of our platforms and runs them into a POS system.


The Beam Team's Hill: A trend on the construction side is what it costs to hire and keep a superintendent. Depending upon the market, it can be 10 percent, 20 percent or 25 percent higher than it was in January. It’s climbing dramatically. There just aren’t enough qualified superintendents to go around. As for subs-contractors, hired by GC’s, in some cases lesser quality is starting to become a trend. You used to have an A-team. Now, because sub-contractor’s seldom want to give up volume or margin, they have started to split up the A-teams. Due to this the quality is dropping. As we get busier, the sub quality is dropping, not because it’s a bad sub, but they can’t train people quick enough. We’re spending time training our own subs to prevent the quality from declining. Project Mates' Grieser: Project management has been a trend worth watching. We’re seeing the need for consistency, whether it’s brand consistency (corporate and franchise) or between shared resources. Solution-based software is one area that is trending. It makes communication, scheduling and tasks more efficient while helping to allocate your resources more effectively. There is also more focus on bridging the gap between Prototype and Brand consistency through sharing of specs and plans as well as cost metrics. The Little Gym's Biggs: There is a lack of urgency on the vendor side, which is causing a lower efficiency. You onboard a new company


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