October 2023 Digtial Issue

LET'S MAKE A DEAL Equipment dealers are still facing challenges

SINCE 1968

LESS IS MORE

Operators prove carbon reduction is good for business

MELTING POT

CA N A D I A N P U B L I CAT IO N M A I L P RO D UC T S A L E S AG R E E M E N T # 4 0 0 63 4 7 0

Global flavours are turning up on menus across all segments

EQUIPMENT & TECHNOLOGY REPORT 2023 Technology helps fill the labour gap for operators

OCTOBER 2023

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VOLUME 56, NO.7 | OCTOBER 2023

THE EQUIPMENT & TECHNOLOGY ISSUE 24

34

THE EQUIPMENT & TECHNOLOGY REPORT Operators embrace new technology to make ends meet

32

A BIG DEAL Foodservice equipment dealers and distributors continue to face challenges

16 FEATURES 12

STACKING UP Restaurants harness technology and adapt to customer preferences

37

CAREFUL CONSIDERATION Restaurateurs are implementing carbon-reduction programs

39

ALL ABOUT AGAVE

40

Tequila transforms into a sophisticated spirit

CHOOSING WISELY How to find the right franchisee and safeguard your brand

16

34

TASTE TESTING Canada embraces the diversity of global cuisines

26

39 DEPARTMENTS 2 5 9 40

FROM THE EDITOR FYI SERVING QUALITY IN FOODSERVICE CHEF'S CORNER Laura Petracca, Cibo Wine Bar, Toronto

FOODSERVICEANDHOSPITALITY.COM

OCTOBER 2023 FOODSERVICE AND HOSPITALITY

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FROM THE EDITOR

THE SILENT PARTNER

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2 FOODSERVICE AND HOSPITALITY OCTOBER 2023

ROSANNA CAIRA @foodservicemag facebook.com/foodservicehospitalitymagazine instagram.com/rosannacaira

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NICK WONG, LOCATION PROVIDED BY VIA CIBO

sk anyone to list two ingredients necessary in the successful operation of a restaurant business, and invariably they’ll respond with great food and service.

Few would list equipment as an ingredient to success. Yet, while equipment may not be viewed as sexy as food or service, its importance cannot be under-estimated (see stories starting on p.24). After all, without the right equipment and technology at play, success in the über competitive foodservice industry wouldn’t be possible, especially, these days, with the spectre of Artificial Intelligence looming large.

Certainly, technology is now an integral part of our daily lives. It’s revolutionized various sectors and it’s transforming the way we live, work, and connect with each other. And, while skeptics would argue that technology has its drawbacks, we’ve come to realize that its benefits far outweigh any potential downsides — as long as we continue to harness its potential while providing an exceptional experience for customers.

Consumers may fear the omnipotent threat of AI, worrying that it will cause the erosion of jobs and pose a pervasive threat to the world as we know it, but the reality proves otherwise. “The robots are coming,” is often a rallying cry to keep technology

at bay, serving to fuel fear in all of us. But we need to allay this fear and recognize the incredible power that comes from greater use of technology. Invariably, it will open the door to a reduction and/or elimination of mundane tasks, in the process, creating better service.

It also allows us to think creatively about the whole concept of work and to work smarter and more efficiently.

Clearly, the tentacles of technology are being felt in all sectors of the economy. As an example, the pandemic accelerated the use of technology in the restaurant space to allow for online ordering, online reservation systems and mobile apps, just to name just a few. On the education front, tech has helped transform the landscape by opening up a world of knowledge and opportunities for students of all ages, making institutions more accessible, flexible, and personalized.

It’s important to look at the subject through an objective lens. Think about what can be accomplished when you’re able to reduce the time you normally spend on repetitive tasks or about how your job might become more impactful and enjoyable, thereby allowing you to be a better leader or employee. Think about how technology and AI can transform the way we access information, and even engage with the world at large. The benefits are varied and impactful.

Still, despite the perceived benefits, it’s natural to fear what we don’t fully understand. The biggest caveat we can hope for is that those with the power to effect change on the technology front will use it as a tool for positive change, and not as a way to wreak havoc. Most of all, we need to remember, that in a people-forward business such as the foodservice and hospitality industry, while we can tap into the power of tech, we can never under-estimate the importance that the human touch plays in creating a better, more sustainable industry.

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Hospitality

Headlines

EDITOR & PUBLISHER ROSANNA CAIRA MANAGING EDITOR AMY BOSTOCK ASSISTANT EDITOR NICOLE DI TOMASSO EDITORIAL INTERN ROSELINE VICTORIA VIJAYAKUMAR ART DIRECTOR COURTNEY JENKINS PRODUCTION MANAGER JENNIFER O’NEILL SOCIAL MEDIA MANAGER JANINE MARAL WEBSITE MANAGER TYLER BECKSTEAD EVENTS MARKETING MANAGER JHANELLE PORTER DIRECTOR OF BUSINESS DEVELOPMENT WENDY GILCHRIST ACCOUNT MANAGER DANNA SMITH SALES & MARKETING ASSISTANT ZACK RUSSELL ACCOUNTING SERVICES DANIELA PRICOIU CIRCULATION PUBLICATION PARTNERS

ADVISORY BOARD ASCARI HOSPITALITY GROUP JOHN SINOPOLI BROWNS RESTAURANT GROUP BRUCE FOX BELLHOUSE HOSPITALITY INC. SCOTT BELLHOUSE CHARCUT RESTAURANT CONNIE DESOUSA, JOHN JACKSON LACTALIS CANADA IVEN ZANARDO MAPLE LEAF SPORTS & ENTERTAINMENT DAN MORROW MTY GROUP MARIE-LINE BEAUCHAMP CHEF NED BELL PARAMOUNT FINE FOODS MOHAMAD FAKIH SOTOS LLP ALLAN DICK THE HOUSE OF COMMONS JUDSON SIMPSON UNIVERSITY OF GUELPH, SCHOOL OF HOSPITALITY & TOURISM MANAGEMENT BRUCE MCADAMS GARLAND CANADA MARY CHIAROT

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M O N T H LY N E W S A N D U P D A T E S O N T H E F O O D S E R V I C E I N D U S T R Y

TOP SHELF

Jacob Martin crowned world’s best bartender

A

Canadian has topped the podium at the recent World’s Biggest Cocktail Festival, held last month in São Paulo, Brazil. Canada’s Jacob Martin of Toronto’s Bar Banane took home the coveted title of World Class Global Bartender of the Year for 2023, beating out more than 10,000 other elite bartenders who attempted this year’s Everest of bartending.

“It’s an unbelievable honour to win World Class. Not just because it’s the pinnacle of the industry, but also because of the giants I’ve had the privilege of competing with this week,” says Martin. “Bartending is an amazing community and this week has constantly reminded me of that. We have all pushed each other, learned from each other and fed off the amazing energy from this fantastic city. The standard of the competition was out of this world, but right now I’m just looking FOODSERVICEANDHOSPITALITY.COM

forward to enjoying a cocktail made by someone else.”

The four-day competition saw world-renowned bartenders, including Monica Berg (from London’s Tayer + Elementary), Giacomo Giannotti (from the World’s Best Bar, Paradiso in Barcelona) and Ago Perrone (from London’s The Connaught Bar), descend on the city to judge the event and host special ‘World-Class’ experiences in some of the city’s most iconic nightlife venues.

“Jacob has truly taken this competition to the next level — he excelled across the board and the feedback from the judges has been incredible,” says Marissa Johnston, global head of Diageo World Class.

“He’s such a deserving winner and I can’t wait to work with him over the next 12 months — he’ll go far.”

This year’s World Class also saw the inclusion of the Industry Forum, a chance to engage, educate and inspire the bartending community with seminars and panel discussions from World Class judges and guests.

Hghlights included “From Insta to IRL: trends and how to master them,” featuring World Class 2017 winner, Kaitlyn Stewart and Diageo Global Reserve Culture manager, Giuliana Pe Benito; and “Behind the Scenes of the World’s Best Bars” with bar owners including Monica Berg, Thiago Benares and Benjamin Padron.

Since its launch in 2009, Diageo World Class has played a significant role in inspiring better drinking and transforming cocktail culture around the world by supporting more than 450,000 bartenders worldwide through training and education. FH

The World Class Cocktail Festival extends to more than 1,000 venues across Brazil, giving hundreds of thousands of cocktail lovers unique experiences from the likes of Johnnie Walker, Tanqueray No. TEN and Don Julio.

OCTOBER 2023 FOODSERVICE AND HOSPITALITY

5

A FRESH START

SOLO VENTURE

Chef Joe Friday’s first solo restaurant venture, Friday Burger Company, is now open with two locations in Toronto – TABLE Fare + Social on the fourth floor of 81 Bay Street at CIBC Square and 2162 Danforth Ave. The gourmet comfort-food restaurant features Friday’s signature burger, a recipe that took him two decades to perfect. There are four burger choices including the Friday Burger, the Double Friday Burger, the Chili Cheeseburger and the Mushroom Burger (vegetarian).

The restaurant also serves up Southerninspired Buttermilk Fried Chicken Sandwiches and Nashville Hot Chicken Sandwiches, alongside other comfortfood classics, such as Grilled Chicken Sandwiches, Grilled Cheese Sandwiches, Fried Pickles, Friday Fries, Chili Cheese Fries, Poutine and Onion Rings. The menu also features a variety of handspun milkshakes, craft beverages and American-style pudding.

“Opening Friday Burger Company, a restaurant dedicated to the art of the classic burger and comfort food, has been a long-time dream of mine,” says Friday. “Every Friday Burger is handcrafted, fresh and made using only the highest quality and local ingredients.

I truly believe they’re good for the soul and I can’t wait for Torontonians to taste the new best burger in town.”

6 FOODSERVICE AND HOSPITALITY OCTOBER 2023

Subway has launched MVP Rewards, a refreshed loyalty program, in Canada, the U.S. and Puerto Rico. The improved program has made it easier for guests to sign up, earn and redeem points as they ascend from Pro to Captain to All-Star status tiers. MVP Rewards has replaced Subway MyWay Rewards, so all 30 million MyWay members across North America will be enrolled in the new program, and their unspent tokens will automatically be converted into points, giving them a head start on earning MVP Rewards’ best perks. New members will receive 250 bonus points when they join.

“Consumer input helped inform our refreshed loyalty program to create a best-in-class experience,” says Mike Kappitt, Chief Operating and Insights Officer at Subway.

“MVP Rewards gives our guests more of what they love from Subway, with a few hidden surprises baked in, so every guest feels like an MVP and comes back to Subway more often for their favourite subs.”

MAJOR MILESTONE

FALL FEELS Arby’s Canada has introduced new fall offerings, including its Roasted Garlic Roast Beef deal, deep-fried dill pickles (Frickles), White Chocolate Macadamia Nut and Turtle Double Chocolate Cookies and the Raspberry Shake.

Milestones Restaurants has expanded to Quebec with the opening of its first restaurant in Montreal. Situated in the west of Montreal in Pointe-Claire, the new Milestones restaurant boasts 600 sq. ft. of contemporary space, including a spacious patio area. With 220 guest accommodations inside and an additional 80 seats on the patio, this location offers ample space for diners to relax and indulge in a culinary experience.

The construction of this restaurant required a significant investment, with a total cost of $2.7 million.

The expansion plans for Milestones Restaurants in Quebec is just getting started, with a total of five additional openings planned for the province.

“The opening of our first Milestones restaurant in Montreal is a momentous occasion for us,” says Peter Mammas, CEO of Foodtastic. “We’re excited to bring our unique blend of delicious food, exceptional service and inviting atmosphere to la belle province. We look forward to becoming an integral part of the local community.”

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Chef’s Corner

NEW INSPIRATION

(l to r) Lucas Gurther. sous chef; Steven Fernandes, executive sous chef; Morgan Wilson; Gerald Tan, executive pastry chef; and Tyler Paquette, Q at the Empress restaurant chef

Fairmont Empress has welcomed four new culinary-leadership members to serve its award-winning food-andbeverage outlets, including Q Restaurant, Q Bar and the hotel’s pastry division.

Helmed by executive chef Morgan Wilson, the hotel’s culinary operation comprises more than 80 culinary professionals across its restaurants, bars and banquet venues and pastry kitchen, producing hyper-local and seasonal menus reflective of ingredients grown, harvested and found throughout Vancouver Island. The team welcomes Steven Fernandes as executive sous chef; Tyler Paquette as the Q at the Empress restaurant chef; Lucas Gurther as sous chef; and Gerald Tan as executive pastry chef.

Under the leadership of chef Wilson, Fernandes will oversee in-room dining, banquets, Q Restaurant, Q Bar and the ongoing development of the hotel’s afternoon tea. Fernandes has been a part of the Fairmont brand for the past 11 years, most recently serving as the executive sous chef at Fairmont Jasper Park Lodge.

Paquette will lead the culinary team and oversee the menu development of both Q Restaurant and Q Bar. Prior to

8 FOODSERVICE AND HOSPITALITY SEPTEMBER 2023

his role at Fairmont Empress, Paquette held the role of sous chef at Langdon Hall in Cambridge, Ont., where he managed a culinary brigade that saw the restaurant rise to one of the top restaurants on the coveted Canada’s 100 Best list.

Gurther began his career with an apprenticeship in 2008 and found himself at the Relais & Châteaux luxury Sonora Resort where he moved up the ranks from junior sous chef to executive chef and finally, as the resort’s Culinary and Beverage director, becoming the youngest executive chef in the Relais & Châteaux portfolio at the age of 27. He also spent time at Nimmo Bay Wilderness Resort.

Tan will oversee the preparation of desserts and pastries throughout the hotel, including an integral role in the execution of the hotel’s afternoon tea. Hailing from the Philippines, Tan studied Culinary Arts at De La Salle University. He eventually moved to Canada in 2009 where he started working as a first cook at the Hyatt Regency Calgary. He continued his work and most recently held the role of executive pastry chef at St. Regis Hotel in Toronto.

COMING SOON The Well, a new mixed-use development bordering Front, Spadina and Wellington in Toronto, will soon welcome three new chef-driven Oliver & Bonacini (O&B) restaurants.

Slated for opening in November, the 38th floor of Spadina Avenue will be Aera, a luxuriously appointed steak house, sushi counter, cocktail bar and rooftop terrace. Paying homage to 21st century American cooking, corporate executive chef Anthony Walsh and executive chef Binit Pandey have curated menus highlighting seasonal raw-bar delicacies, a handsome selection of steaks and chops and lavish takes on classic comfort food.

Downstairs facing onto Wellington Street West, Southern French fare will roost at La Plume, a two-level brasserie set to open in late November. Led by executive chef John Horne, La Plume’s menus will be largely inspired by his experience cooking in France, featuring a mix of timeless classics and fresh seaside flavours, along with a strong rotisserie program and tartare bar.

Additionally, a tucked away speakeasy will offer guests late-night cocktails and bottle service.

Coming in winter 2024, The Dorset will bring a taste of the British coastline and countryside to Wellington Street West. Driven by executive chef and British ex-pat Ryan Lister, The Dorset will feature a charming and welcoming main-floor bar, while the upstairs dining room will serve an elevated à la carte menu and chef ’s tasting experience.

FOODSERVICEANDHOSPITALITY.COM

SERVING QUALITY IN FOODSERVICE

COMMERCIAL

BREAK

Winning strategies still exist for non-commercial foodservice

FREEPIK.COM

C

ommercial foodservice traffic has reached 2019 levels over the past 12 months. Whether we deem this a recovery or not, it’s a psychological hurdle that will help as our industry continues to heal.

The key word in the opening statement is commercial. This part of the industry includes meals, snacks, and beverages purchased through quick-service and full-service restaurants, as well as retail foodservice purchases. However, we track a whole other segment of the industry in CREST, our continuous foodservice consumption tracking service. I’m referring to the non-commercial (non-comm) segment of the market. This includes foodservice establishments in captive-audience settings such as workplaces, hospitals, recreation, lodging, and educational facilities, plus vending.

For the year ending June 2023, CREST reported commercial visits were flat compared to 2019, while non-comm visits declined 25 per cent. This represents 12 per cent of total foodservice visits for the most recent year, down from 15 per cent pre-pandemic.

Looked at another way, about 400,000 visits have evaporated from non-comm, potentially contributing to the commercial-traffic recovery.

The reasons for the non-comm traffic declines echo those from commercial restaurants, only amplified. Most notable was the rapid ascent of home-centric lifestyles.

When Canadians were forced to shelter at home, they were unable to visit non-comm venues or the restaurants they hosted.

FOODSERVICEANDHOSPITALITY.COM

BY VINCE SGABELLONE

Unlike commercial restaurants, non-comm restaurants don’t have the option to pivot to an off-premises business model. Let’s face it, how many people would consider ordering a meal for delivery from a workplace cafeteria, even if it was open and served great food? As a result, many of these facilities have closed permanently, similar to what has happened with commercial restaurants.

Despite the persistent challenges, opportunities do exist in the non-comm space. Two of the fastest-growing channels this past year have been recreation and lodging. This reinforces our latest studies, in which consumers reported they plan to continue spending money on experiences rather than goods. Another opportunity is vending, the least-impacted channel over the past four years, as these devices helped to fill the void when staffed venues were shuttered.

“Interest in automation is growing,” says Andrew Waddington, principal of foodservice consultancy fsSTRATEGY. “Operators increasingly use tools such as self-pay micro markets, smart refrigerators, and enhanced vending that finishes food to order, to provide quality and variety to their customers when the business case doesn’t exist for traditional foodservice.”

Continuing the theme of technology, consider digital ordering, which represents eight per cent of non-comm visits. This is a few points lower than commercial digitalordering rates, but it’s more than twice the pre-pandemic rate. Consumers have embraced digital-ordering technologies, and non-comm restaurant operators risk being left behind if they don’t get on board.

Positive news for non-comm operators is the rise of the morning meal daypart. This is the largest and fastest-growing daypart across all of foodservice and represents more than one-third of all non-comm visits. Nothing goes better with a morning meal than a coffee (increasingly, a cold coffee), servings of which have rebounded nicely across foodservice. A winning coffee program can help to attract customers, build traffic, and generate habitual return visits, no matter the venue.

An increasing number of non-commercial visits are driven by food-based influences such as cravings, food quality, and variety. Similar to commercial restaurants, digital technology has lessened the need for convenient locations, allowing foodservice operators and customers to focus on what matters most — the food. This is true regardless of how captive the audience a restaurant is serving. FH

Vince Sgabellone is the director of Client Development and Foodservice Industry analyst at Circana. He can be reached at vince.sgabellone@circana.com OCTOBER 2023 FOODSERVICE AND HOSPITALITY

9

SPONSORED CONTENT

Agropur formulates its own recipe for success manufacturers. Our attention to quality enables them to deliver on their brand promise and customer experience,” says Bruneau.

Agropur considers many factors in its production processes, such as how the cheese will melt on a pizza or a cheeseburger. “Seeing the final product react exactly as intended and the dairy ingredient we provided doing the job it was designed for – that, to me, is what’s truly

S

ince Agropur began operations 85 years ago, it’s grown to become a worldwide industry leader. The company has built its success on a cooperative model, in which it’s owned by close to 3,000 dairy farmers. It is based on solidarity, democracy, and the pooling of resources, a powerful tool for generating and sharing wealth. Throughout the years, the Agropur cooperative has built a strong relationship of trust with its customers by embodying its promise, “Better Dairy. Better World.”

“Mutal aid and solidarity have been part of our DNA from the beginning,” says Alexandre Bruneau, Vice President, Foodservice & Industrial Sales.

“We’re proud of our business model and the fact that we’re owned by Canadian dairy farmers” says Alexandre Bruneau. “In a world that is questioning established economic models, we stand apart as a modern company with a modern vision.”

Today, Agropur’s expansive portfolio includes well-established brands such as Natrel, Sealtest, OKA. It processes 6.7 billion litres of milk annually, and offers foodservice operators a wide-ranging portfolio of products, including milk, cheese, fine cheese, ice cream, butter, and ingredients.

A point of pride is its partnership role in supplying cheese and dairy products to foodservice operators. “Our success is reflected in the fact that we are a supplier of choice for major quick-service restaurant chains in

Canada,” says Bruneau. “We feel a sense of accomplishment and pride in developing quality products that serves the foodservice industry.”

Over the years, Agropur has established multiple production facilities across North America, providing an ever-expanding variety of cheeses and formats for foodservice operators, from shredded and diced to slices and blocks.

Agropur Foodservice Solutions is built on three pillars, starting with high quality products and services. It also includes product development and quality control, as well as industry-leading expertise and customer service. It’s continually developing products that perform and meet foodservice needs in keeping with changing market demand.

“Quality at Agropur is first and foremost reflected in the finished product created by our customers, whether they are restauranteurs or

rewarding in the work we do,” says Bruneau.

Consistency and supply are also central to the success of Agropur Foodservice Solutions.

“Consistency is critical in the foodservice industry,” explains Bruneau. “Not only do we have an extensive network of ground and C distribution capabilities to service all regions, but M we also deliver consistent product from one order Y to the next, from one batch to another.”

Readiness is another benchmark for success. CM “We’re committed to always be present and MY ready when it counts,” says Bruneau, adding that CY customers can work directly with the support CMY team to pinpoint problems and opportunities and respond to any customer questions or concerns. K “What is most motivating is working as a team with our customers to come up with solutions that meet, or even exceed, the expectations we set at the beginning,” he adds. “We take immense pride in our customers’ success, because we know that at the end of the day, we have contributed to it through our products and services.”

“Achieving our goals is not a destination; it’s a journey. We see our relationships as an ongoing effort to consistently add value to our customers’ operations so that they can deliver the best possible product onto their guests’ plates.”

To find out more about Agropur Foodservice Solutions products: Contact us

When things need to run smoothly Our range of high-quality products and reliable supply chain ensure we can consistently deliver both quality and quantity. When it comes to serving your cheese needs, we keep the flow going.

Here for you agropursolutions.ca

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FRANCHISING

12 FOODSERVICE AND HOSPITALITY OCTOBER 2023

FOODSERVICEANDHOSPITALITY.COM

CHOOSING WISELY

Selecting the right franchisee is top of mind for franchisors

BY ADRIENNE BOUDREAU

electing the right franchisee is one of the most important jobs a franchisor has. The financial success of your system, the reputation of your brand, and your ability to increase your market share or number of units all depend on selecting the right people. Choosing the wrong franchisees can lead to wasted time, significant expenses, and even significant harm to the brand.

To find the right franchisee and safeguard your brand, it’s critical that, as a franchisor, you have a strategy you can put into practice to help you identify your future franchisee partners. This article will help you identify the right franchisees for your specific system, and provides practical advice about how to assess if a prospective franchisee has what it takes to succeed in your system.

BUSINESS EXPERIENCE: Franchisees are essentially small-

business owners. Prior experience operating a business, even if it’s a business type different than the franchise business they may operate, will help to set a franchisee up for success. Remember, your new franchisee is going to have a lot of learning to do when they are onboarded to the system: learning your system standards, understanding your brand values and how those are expressed in your daily operations, and any specific or special skills that may be necessary to operate their franchise business. A franchisee with an understanding of small-business fundamentals, such as basic accounting, budgeting, cashflow management, reporting, sales, marketing and hiring and management of employees is already one step ahead. Franchisees with no business experience may be completely overwhelmed if, at the same time they are completing their system training, they also have to learn everything about operating a business.

FOODSERVICEANDHOSPITALITY.COM

OCTOBER 2023 FOODSERVICE AND HOSPITALITY

13

ALIGNMENT WITH BRAND VALUES, MISSION, AND CULTURE. “Fit” is going to mean something different to every franchise system, but it’s one of the most important things franchisors need to consider in evaluating potential franchisees. A prospective franchisee who otherwise “ticks all the boxes” but has a fundamentally different view of your brand, or of the system and its overall goals and direction is, at best, unlikely to succeed and, at worst, may create significant problems for you and the system, in general. What’s the best way to identify the elusive “right fit?” Here are some practical tips:

1. Your initial screening-and-application processes should include

at least some questions that directly address your brand’s values and mission. For example, ask some questions about why they’re interested in your brand, in particular, and why they think they’re right for the system.

2. With interviewing a franchisee candidate, ask historical, behaviour-based questions that will help reveal their personal characteristics and qualities. For instance, if one of your brand values is customer satisfaction, ask them to give you a specific example of a time in their past when a customer-satisfaction issue arose, what it was, how they handled the situation, and what the result was. These types of questions and answers will be helpful in assessing whether the franchisee candidate is the person you’re looking for. Past experience is often the best indicator of future performance.

3. Hold a discovery day or other workshop where the prospective franchisee can learn about your brand and also interact with existing franchisees. Not only will the franchisee learn about whether your system is right for them, but you can observe the candidate and assess whether you think they are right for the brand. For instance, do they seem excited about your brand? Do they seem engaged? Do they get along with existing franchisees? Are they asking good questions? Your existing franchisees may also be able to provide you with insight on whether the candidate is compatible with your brand.

4. Conduct reference checks. Speak to previous employers, business partners or colleagues to gain insights into the candidate’s abilities and alignment with your brand values. Another good idea is to check publicly available sources (a “Google” search, social-media feeds, et cetera) to see whether the franchisee candidate has a public presence and, if so, whether it reveals anything about them that’s in conflict with your brand.

5. Employ good profiling technology and related services. There are services available that’ll identify the qualities and characteristics of the most successful franchisees currently in your system, and then analyze franchisee candidates to determine whether or not they possess these same qualities.

SUFFICIENT FINANCIAL RESOURCES. No matter how much business experience a candidate may have, or how much they seem to fit into your brand’s culture, that franchisee is certain to fail if the they don’t have sufficient financial resources to operate. A new unit that opens and then rapidly closes may harm the reputation of the brand, as may a unit that opens and then has to cut hours or reduce staff to stay afloat. Franchisors should set clear financial criteria for prospective franchisees. In particular, they should ensure that prospective franchisees have a sufficient amount of unencumbered liquid assets

14 FOODSERVICE AND HOSPITALITY OCTOBER 2023

to meet initial capital expenses, and sufficient initial operating capital to sustain the business until it’s able to generate adequate profit. The credit-worthiness of the franchisee’s principal should also be explored.

AMBITION AND DEDICATION. What are the franchisee’s expectations around business ownership and operation? Do they intend to personally devote their full time and attention to the franchise business? Do they understand that opening a new business, even a franchise business with excellent franchisor support, can be hard work?

Or do they think that, because the business is a franchise business, it’ll essentially “run itself?” Do they believe they can just “hire a manager” to perform all business functions? It’s important to assess a candidate’s expectations around these important issues.

UNDERSTANDING OF THE FRANCHISE RELATIONSHIP. While many

franchisees are ambitious, want to be “their own boss,” and often have an entrepreneurial spirit, it’s very important for a prospective franchisee to understand the role of a franchisee within a franchise system. A franchisor should assess whether a candidate understands that a franchisee will need to carefully follow the franchisor’s standards, methods of operation, management techniques, and business practices.

Success as a franchisee depends on the successful execution of these existing practices and standards. The reputation of the system also depends, in part, on franchisee compliance with system standards.

For example, while it may be that restaurant franchisees can source individual items for prices lower than those offered by a franchisor’s approved suppliers, buying supplies only from approved suppliers is important to ensure consistency across the brand, manage health risks from food-borne illnesses, and achieve overall lower supply costs that are the result of volume discounts and product bundling. Those candidates looking to “innovate” or “improve” upon the system need to understand, from the beginning, that their aspirations may not be compatible with the role of a franchisee. It’s important for franchisors to explain to franchisee candidates the role of the franchisor, the role of the franchisee, and how their different functions work together to create the conditions for system success.

THE RIGHT ATTITUDE AND REALISTIC EXPECTATIONS. It’s critical that the franchisee candidate has the right mindset. Misalignments between expectations and reality is a recipe for unhappy franchisees and negative brand publicity. A candidate should have genuine enthusiasm and passion for being a franchisee in your system, and understand what they can achieve with a franchise business. It’s also important that the franchisee candidate have a realistic understanding of the potential profitability of the franchise business. In particular, it may be a red flag if a franchisee seems interested only in how much money they can make. Franchisors who elect to directly provide financial information to franchisees must be very careful to do so in accordance with relevant franchise legislation. Providing earnings claims or historical financial information in the wrong way may lead to significant claims against franchisors in future. FH At Sotos LLP, we assist restaurateurs in determining whether to franchise their systems and guide them through the various stages of development and maturity. We also assist franchisors in every aspect of their sales processes. The author can be reached at aboudreau@sotos.ca

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16 FOODSERVICE AND HOSPITALITY OCTOBER 2023

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oday’s global cuisine is a true fusion of flavours, textures, colours and ingredients from around the world, often combined in a single dish to create a unique, one-of-a-kind menu item.

“Across Canada, global cuisine has grown five per cent this year, with the greatest growth in Indian cuisine, followed by Southeast Asian (Thai, Korean and Vietnamese),” explains Vince Sgabellone, foodservice industry analyst at Toronto-based Circana, adding there are some regional differences with Southeast Asian followed by Mexican preferred in B.C. while Quebec diners prefer Italian and Ontario restaurant goers are split between Mexican, Indian and Italian cuisines.

Where global cuisine is offered has also evolved. “In 2022, the number of QSR restaurants serving global cuisine was up eight per cent, while the number of full-service restaurants serving the same was flat. However, we see growth in the total number of global-menu items served as almost every type of restaurant includes them on their menus,” adds Sgabellone.

However, the real growth, innovation and excitement in global cuisine is the merging of cuisines to create a unique fusion of flavour and dishes. “Chefs and food lovers from around the world come to Canada and bring their cuisine with them. They’re often taking their traditional dishes and adding flavours they’ve discovered from their own travels or experiences to elevate the flavours even more,” explains Jo-Ann founding partner and president of Toronto-based Nourish Food Marketing.

This growth is fuelled by many factors, including the increasing diversity, adventurous spirit and sophistication of Canadians palates in general. In addition, the continuing globalization of the food supply chain is providing greater availability and access to new foods, flavours, tastes, and seasonings. The return of worldwide travel is also driving culinary innovation, as both chefs and consumers strive to duplicate the flavours they enjoyed during their travels.

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THE EVOLUTION OF FUSION CUISINE While we think of the blending of global cuisine as a new phenomenon, it actually dates back centuries.

“Most of the food as know it today was born out of fusion,” says Mary Freij, founder and owner of Teta’s Kitchen, a Middle-Eastern fusion restaurant in Toronto. “There were no tomatoes in Italy or potatoes in India.

These now staple foods were brought to these countries by the Colonial British and early settlers. Most food we know of today is the result of some type of fusion” While Canadians embrace global flavours, they also seek familiarity. “Restaurateurs are taking familiar menu items and adding a unique, global twist to introduce a new audience to them. Think butter chicken mac & cheese, sushi burritos or pho poutine,” explains McArthur.

Rasta Pasta is a fusion of traditional Jamaican and Italian foods (pasta, chicken et cetera) and global flavours and spices.

Founders and co-owners Magnus Patterson

18 FOODSERVICE AND HOSPITALITY OCTOBER 2023

and Mary Meglia launched Rasta Pasta in a food court in 2012, then seven months later moved to their current location in Toronto’s Kensington Market.

In 2020, they expanded further, adding Rasta Bar and Lounge.

“The menu evolved as we added space, however, it has always been a fusion of Italian and Jamaican flavours and dishes. Some of our best dishes include our Grilled Jerk Chicken Panini ($10), Jamaican Mi Crazy Chicken ($10 to $17), and our Reggae Lasagna ($20).” All dishes are made from scratch in their kitchen by Italian and Jamaican chefs.

GROWTH POTENTIAL While culinary innovation is exciting, it can also be expensive and risky. “For many reasons, including start-up costs, high rentset cetera, many of the latest fusion restaurants are starting as food trucks or pop-ups. They’re also often featured as LTO’s (limited-time offers), particularly in QSR’s or casual-dining restaurants,” explains McArthur.

An excellent example of this is Nani’s Gelato, which started in Toronto as a food truck and has grown to four locations operating in the Greater Toronto Area, with plans to expand throughout the Golden Horseshoe in 2023-2024.

Founder and CEO Parry Sohi explains, “Food was always valued in my family, so I saw an opportunity to create a product that was a fusion of my own background and the amazing Italian flavours and frozen desserts I love to make.”

The menu at Arike Restaurant boasts Nigerian cuisine using ingredients sourced from the Pacific Northwest

In 2018, Sohi couldn’t find a permanent location for his new business so converted a Dodge Sprinter Van into Nani’s Gelato Food Truck. “The menu and operating flexibility that a food truck gave me is one of the reasons for our success today. I was able to learn what areas and times of day have most demand, what flavours, portions, cones customers want and how to best operate my business.”

To keep the menu fresh and unique, Nani Gelato changes its lineup of eight or 12 flavours bi-weekly. “The only flavour we always feature is pistachio, as it’s a consistent favourite,” adds Sohi. Traditional Asian flavours (Vegan Saffron Cardamon Kulfi, Indian Chai), Italian (Straccietella, Italian Red Cherry) and local ingredients are always featured.

Nani Gelato uses social media to promote its products and stores. “We have found social media to be highly effective as customers look for their favourite flavours and then make a trip into our store.” While favourites rotate through its cabinet for cones ($7.25 including HST), they’re always available by pint ($11.99).

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Combining the spices, herbs, sauces and marinades that are native to the region and culture they originate from is key to creating unique fusion flavours and menus.

African spices that are often used include cumin, coriander, black cardamom, suya, harissa powder, dried scotch bonnet and habanero, black garlic and black licorice.

Middle-Eastern fusion spices, herbs and marinates are also unique.

A typical marinade might include pomegranate molasses, cilantro, hot spices and garlic, while another would feature lemon grass, cilantro, ginger, onion and pandan leaf.

Other unique ingredients found in fusion cuisine include pimento, scotch-bonnet pepper, thyme, sumac and red miso powder.

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FUSION BORN THROUGH TRAVEL Other culinary fusion concepts are born through travel and life experiences. “While I was born in Dubai, I have travelled the world and experienced so many wonderful flavours.

I’ve taken authentic dishes from Lebanon, Palestine and the Gulf Region and fused them with Asian and other flavours to create a Middle-Eastern fusion kitchen,” explains Freij.

Teta’s Kitchen is part of F.L.I.P. (Food Learning Innovation Place) Kitchens, a project of the City of Toronto. F.L.I.P Kitchens is a food hall that celebrates Toronto’s diverse culinary scene by helping aspiring entrepreneurs run their first brick-and-mortar location in the heart of the city.

Freji adds, “I love the authentic flavours of many Middle-Eastern items, but you can always add something new to create a unique and delicious item. One of our most popular dishes, Pandan Chicken Kebab ($10 to $15)

20 FOODSERVICE AND HOSPITALITY OCTOBER 2023

uses Asian and Middle-Eastern herbs and spices to create a paste and then I grill the kebab in the Arabic manner.”

Always passionate about food, Freji moved to Canada six years ago. Also starting as a pop-up and then moving to a food stall, Tetas Kitchen continues to innovate. “I recently travelled to Bermuda and tasted a fish sandwich with raisin bread, to which I’ll add Arabic flavours to make it truly unique.”

GLOBAL GOES LOCAL Another cuisine which has become increasingly popular across Canada comes from the many nations and regions of Africa.

“Ethiopian and Nigeran restaurants and foods have become increasingly innovative in recent years,” states McArthur.

Opened in 2017, Vancouver’s Arike Restaurant is a fusion of Nigerian and other African nations using ingredients sourced from the Pacific Northwest. Named after executive chef and co-owner Sam Olayinka’s Nigerian grandmother, it weaves together locally sourced ingredients with a broad range of global flavours.

Co-owners Mike Hayman and Jesse Gilmour met in culinary school in 2014 in Vancouver then pursued different career paths.

After re-connecting and securing funding in 2017, they opened Arike, a casual dining, à la carte restaurant that mainly featured traditional Nigerian hand-held dishes. Just weeks before the pandemic, they converted to the current fine-dining tasting-menu concept with a menu that rotates every month.

In November 2022, Arike was awarded a Michelin star for its inventive cuisine and use of unique flavours and local ingredients.

“We are now on menu 23 of our sixcourse tasting menu ($75). Our menu has evolved, featuring everything Africa has to offer including Ethiopian, Moroccan, South African and European flavours. It’s just way more fun and better for the food to have no restrictions in where you look for inspiration,” adds Olayinka. FH

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EQUIPMENT

THE EQUI TECHNOLOG

Operators are ready to embrace ne

BY DENISE

24 FOODSERVICE AND HOSPITALITY OCTOBER 2023

FOODSERVICEANDHOSPITALITY.COM FOODSERVICEANDHOSPITALITY.COM

IPMENT & GY REPORT

ew technology to make ends meet

E DEVEAU

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OCTOBER 2023 FOODSERVICE AND HOSPITALITY

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O

perators of all sizes are now facing a world of labour shortages, shrinking footprints and margins, and rising costs. In their battle to keep pace, many are turning to equipment to fill in the gaps — from smart connected appliances and energy-efficient equipment, to automated multi-function systems and software integration that can not only reduce staffing needs but keep operations efficient and profitable.

THE CHANGING LANDSCAPE COVID forced a lot of companies to re-think their operations, says Christopher Knight, senior management and businessdevelopment consultant, The Fifteen Group in Toronto. “We are seeing a lot more bells and whistles that make things more efficient, such as built-in

recipe catalogues and more functionality that can eliminate the need for a chef or executive chef in some cases.”

With the ongoing labour shortage, there’s growing interest in user-friendly equipment that doesn’t require a high level of skill to operate, such as conveyor ovens, food processors and choppers, and sous vide, says Les Richenhaller, restaurant consultant and concept developer, Good Eats Consulting in Ottawa.

“There are even cutlery wrappers now that also sanitize. If you can put in equipment that shows up every day, you don’t have to pay benefits or worry about consistency, it allows you to focus on the human factor and what hospitality is all about.”

Restaurateurs are ready

to embrace new technologies says Peter Dougherty, general manager, Hospitality, at Lightspeed Commerce Inc. in Montreal. “With the pandemic effect, restaurateurs now have a level of comfort with technology and want to bring it into their environments more than ever to offset the increased cost of labour and food.”

The biggest enabler for today’s operators by far is combi ovens, says Richenhaller. “They’re able to produce food twice as fast with

100-per-cent accuracy. There are now models that have been scaled down for smaller operations, making them more mainstream.”

“Combis are becoming game changers as far as footprint, efficiency and savings are concerned. You can easily eliminate five appliances within a small footprint,” says LouisPhilippe Audette president Rational Canada, based in Mississauga, Ont. “The iCombi and iVario, for example, can not only cook food in much less time, the precise heating technology ensures consistent product, without the need for burners, convection ovens, or steamers.”

Multi-function rapid-cook ovens for small cafes and quickservice concepts are also gaining traction, says Knight. “Ovens that combine convection, microwave and infrared can cook pizzas in 60 seconds and wings in twoand-a-half minutes and generate a high-quality product.”

“Orvid has developed a multipurpose vacuum packer that allows you vacuum seal and marinate

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OCTOBER 2023 FOODSERVICE AND HOSPITALITY

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products in one-third of the time,” says Ibrahim Tams, executive chef consultant, Food Service Solutions Inc. in Milton, Ont.

Equipment that saves energy is another huge driver behind equipment choices. “A lot of new technology for electric equipment is reducing the demand on combustion,” says Richenhaller.

Induction is one technology gaining traction, he adds.

“Energy transfer is as smart as it can get. Another interesting technology is radio-frequency ovens, which target specific foods more accurately.”

“Operators can’t always increase menu pricing so are finding ways to utilize all

The power of QR The QR code is expanding its presence in fullservice restaurants, says Christopher Knight, senior management and business development consultant, The Fifteen Group. “Even the guest space that appreciates good service is more aligned with the desire for efficiency.”

Much of the push comes form the more tech-savvy younger generation. "We’re even seeing projects that are almost entirely reliant on self service in a tableservice environment where they can scan the QR code for the menu, send their order and pay the bill. Some day that will be the norm.”

food,” says Tams. “There’s a lot of equipment that helps with reducing food wastage and carbon footprint because they’re not throwing product away.”

With footprint at a premium, operators are also looking at space-saving options.

Many sites are moving to ventless equipment and induction, so they don’t have to install as many hoods, says Richenhaller.

“Smart ovens are a prime example of how far things have come,” says Knight.

“Rational, Lainox, and AltoShaam offer multiple styles of cooking units that are high efficiency and very quick. They can cook multiple items in the same oven at the same time and be controlled by one cook using an iPad. It’s a big game changer.”

“Everything from fridges to cooking to holding and cooling can be communicated through apps, so chefs don’t have to be there all the time,” says Richenhaller. “They can check their phone to know exactly the temperature and humidity levels of food being cooked. Appliances can even send automatic alerts for maintenance reducing downtime.”

The most innovative part of equipment today is connectivity, confirms Audette. “Operators can have limitless access to recipes, review HACCP logging, change recipes, check on cooking status, initiate cleaning, and more.”

Sensors on refrigeration units are also effective in eliminating one of the thousand things operators have to worry about, says Richenhaller. “Another useful smart feature is automated oil management. With the cost of cooking oil going through the roof, there is now equipment that can monitor and change it out automatically.”

Cold shrinkage Even refrigeration is going through an overhaul. “With smaller footprint operations, we’re starting to see cool rooms go by the wayside, says John Lilly, senior product analyst, True Refrigeration Canada based in O’Fallon, Miss.

“Having spot refrigeration so you don’t have to run to a cool room nearly as often means staff can stay on the line and crank out more food. We’re also seeing more prep tables with refrigerated wells, making it easier for people

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to grab items and keep the line flowing.”

Spot refrigeration at point of purchase is becoming an important revenue generator, offering opportunities for point of purchase sales of signature items such as barbecue sauces or salad dressings, and beverages.

Tams has observed a surge in merchandisers. “After COVID,

operators realized they had to do something else besides serve food in the way of grab-and-go options.”

ONE FOR ALL In today’s omni-channel world, foodservice customers are now looking for single vendors to deliver end-to-end

A.I. take your order?

Artificial intelligence (AI) has been a compelling conversation piece in technology discussions. Foodservice is no exception. “AI has emerged as the absolute dominating force at restaurant conferences,” says Benjamin Brown, vice-president of Marketing and Customer Experience, VoiceAI for ConverseNow in Austin, Texas. “Everyone is looking at it as a channel that will shift the way restaurants are designed, staffed, and built.”

ConverseNow’s newest generation VoiceAI virtual-ordering platform for large-scale chain operations, for example, is

solutions and run their entire restaurant-management system from a single platform.

“POS is substantially more powerful with more integration,” says Samir Zabaneh, chairman and CEO, TouchBistro in Toronto. “Having multiple solutions on a single platform transforms POS into a tool that can access all the information a restaurateur needs, from revenues and profitability to loyalty.

“Everything is related — inventory management, kitchen displays, payment devices, or management,” says Dougherty. “Operators are looking for a unifying experience,” Integration of different payment platforms such as scan and pay, pay at table, and

tap to pay are also innovating the payment experience, says Dougherty. “Tap to Pay on iPhone for example, allows servers to take orders on the phone, which also acts as a payment device. It’s a really powerful tool that also adds flexibility.”

already showing how AI can alleviate a major sticking point many take-out and drive-thru chains face, he says. “With the limited staff issues, there a serious gap between the ability for staff to take orders and fill them.”

Unlike other virtual assistants, AI technology can predict a wide range of conversational responses and make dialogue more natural. Brown says VoiceAI answers calls on the first ring, takes take orders accurately, and can even upsell.

30 FOODSERVICE AND HOSPITALITY OCTOBER 2023

Robots are starting to make their way into more restaurant applications, says Greg Staley, general manager, E-Pro Bot Inc., Richmond Hill, Ont., whose Keenon Robotics line is designed to support food delivery.

FOODSERVICEANDHOSPITALITY.COM

A kitchen that thinks for itself Two years ago, a pair of software developers decided to bring technology to the meal-preparation space by building their own operation. Within two years, Markham-based Meels is able to produce 5,000 prepared meals in a 17,000-sq.-ft. kitchen with only a handful of appliances.

Not only did the founders develop a highly advanced in-house platform to handle all of its operational requirements from a desktop or phone, it invested in state-of-the-art smart, multi-function equipment that can handle high volume output with room to spare.

Everything is vertically integrated, from the moment a customer places their online order to meal preparation to delivery, says Rony Pal, director of Operations. “I can immediately view any specifics I need on the screen. I can run data on the week, the month, or longer, or see how much is wasted, our best sellers, and our revenues. I can even filter information by date or staff member.”

On the production side, he can determine how many of each item to cook and send precise orders to suppliers down to the individual level. Kitchen displays also provide visual cues on how meals should be packaged, as well as provide measurements for each ingredient.

FOODSERVICEANDHOSPITALITY.COM

“Robots can help businesses become more efficient and drive more profits by freeing up the walking and waiting time in the kitchen,” says Staley. “Smart restaurants understand that if servers more time, they can upsell and take on more front of house tasks.”

Beyond delivery Staley sees robotics playing a role in performing repetitive functions. “We’ are starting see robotic salad makers, coffee and mixed drink makers, and sushi rollers. What is really needed is a dishwashing robot.

Finding good dishwashers is one of the weakest points in a restaurant.”

Operators should always choose applicable technology that works and produces results, cautions Richenhaller. “Don’t overspend. One chef in a smaller operation doesn’t need all the tech that larger kitchens would need. It’s always a fine balance between craft and technology.”

The art lies in using technology wisely, he adds. “Remember that the goal is service. If we can find the sweet spot where you can incorporate technology and use to increase the hospitality side of your business, that’s huge. If you can use it to create more of a human experience, to me that’s the Holy Grail.” FH

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SLUG HERE EQUIPMENT

THE HAND

YOU’RE

DEALT

Equipment dealers and distributors continue to face challenges amidst changing foodservice landscape

BY AMY BOSTOCK

F

rom supply-chain challenges to reduced operator budgets, even post pandemic, the foodservice-equipment business is still facing daily struggles.

“The pandemic brought countless unknowns, and those unknowns continue today,” says Kristy Barber from R.E.D. Restaurant Equipment Distributors of Canada Limited. “Most Canadian equipment dealers have been in business for many years and have seen recessions and high interest rates before, but what we’re facing today is different. For one, customers have fundamentally changed. Food-equipment dealers have spent decades building showrooms and brick-and-mortar locations to allow customers to shop, ask questions and rely on knowledgeable experts in the field to help with their equipment sourcing needs. COVID forced them online.

In-person shoppers know more in advance of their visit through online research and have often purchased some or all of their equipment online without ever having stepped foot in an equipment dealer’s showroom. But fulfilling online orders is far more difficult.”

Barber says supply-chain issues continue, but what’s most difficult is having the right inventory at the right time at the right price.

“Customers want equipment right away, forcing dealers to maintain significant inventory levels at all times. There are millions of SKUs to meet the needs of the foodservice industry. But does a dealer buy today or wait for shipping costs to come down next month? What about interest rates? It is all unchartered territory.”

According to Stan Dabic, CEO of Russell Hendrix, managing inventory and resources effectively across regions to address demand fluctuations is an ongoing challenge. “We have strong relationships with vendors, so have been able to consistently maintain supply for

32 FOODSERVICE AND HOSPITALITY OCTOBER 2023

customers, limiting the impact of supply-chain shortages and are now focused on returning to a more balanced stock position.”

Hiring and staffing also remains a huge challenge. “As with other industries, we’re struggling to find and retain good employees,” says Barber, adding that on top of retention, wages have increased significantly, while profits and revenue have dropped or stayed stagnant.

While Dabic says manufacturer price increases have slowed somewhat, limiting the impact of inflation for Russell Hendrix customers, Barber adds that some manufacturers increased their pricing throughout COVID by 30 to 40 per cent.

“That is a huge increase. Keep in mind that the food-equipment industry is a low-margin industry. Staying competitive today is extremely difficult, especially if one of your competitors is selling older stock that was purchased at lower prices,” she explains, adding the cost of borrowing has increased with multiple increases of key interest rates, which impacts both the dealers and the end customers.

“The cost of doing business has increased across the board, from wages to fuel, rent to inventory and everything in between – yet how much can the price of equipment be increased? Usually not enough.”

In order to overcome those challenges, Dabic says his company continues to focus on providing solutions for customers, whether they’re looking to expand their restaurant operations through new builds, upgrade their equipment, replace equipment or are in need of everyday kitchen essentials that help reduce labour and food costs for them. “We’ve always been a customer-first organization and that has not changed.”

Barber says some Canadian dealers are diversifying their products or categories. For example, some have a domestic chef or residential side FOODSERVICEANDHOSPITALITY.COM

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to their business, and have seen positive gains in that category with more people renovating to enjoy their spaces at home. Other dealers are streamlining their offerings to be more competitive with certain items or brands and others have grown to service areas outside their core geographic region.

Reducing operating costs by reducing inventory in general is another strategy Barber has seen. “Many brick-and-mortar locations traditionally have had large showrooms with millions of dollars of inventory at any given moment. A reduction in this expense has been a strategy to ensure operational costs are met. But, to my point above, it’s essential for dealers to have the right items in stock at all times or risk losing a sale.”

But dealers aren’t the only ones facing challenges, as foodservice operators struggle with balancing profitability and labour demands.

“Hiring and employee retention in foodservice causes a lot of stress, as does the high cost of ingredients,” says Barber. “As a result, many operators are looking for ways to reduce labour costs and/or save time in doing work that has been typically done by a person in the past. Many end-users are finding the benefits in new food processors that can cut FOODSERVICEANDHOSPITALITY.COM

prep time in a kitchen to a fraction of what it was with an employee doing that job. Combiovens and high-speed ovens have made huge strides in our industry because they can reproduce excellent results without a chef doing the line work to make it happen. And even service robots are making strides in food delivery from kitchen to front of house in many applications.”

She says as dealers, one of the biggest jobs is making sure you’re staying ahead of the curve and learning how these new products on the market can benefit your end-users to make their jobs easier and more efficient and profitable.

“In this time of high costs, efficiency is key. If we show an operator how a piece of equipment cuts labour in half, or reduces operating costs in other ways, it’s pretty much sold,” says Barber. “Availability and pricing have always been top of mind for any operator and COVID has not changed this.”

Dabic says the top customer demands he’s hearing recently are for commercial-kitchen design and new equipment. “During the pandemic, some customers held off replacing equipment and are now looking for similar options as well as the new innovations that have come to the market in the last few

years,” he says. “Customers are also looking to expand into new locations or to add new restaurant options to their portfolio. The Russell Hendrix Design Team created more than 400 new concepts in 2022. Many of our customers have very specific and unique needs in their restaurants and owning Quest Metal Works gives us the flexibility to manufacture those custom products needed to fit their specific designs and requirements.”

But while shopping local may be top of mind for operators in terms of ingredients, when it comes to large-sticker purchases such as equipment, Barber says although North-American made products are favoured by some operators, the pricing needs to be comparable to be considered for purchase.

“European companies are a strong player in the market with the increase of different types of equipment such as combi-ovens that are now common in the North American market. Offshore imports have traditionally been cheaper but have provided challenges with availability or serviceability,” she says, adding all factors need to align and, with more savvy, knowledgeable operators and changing buying habits, price, quality and accessibility to a product all play into decisions for equipment purchases. FH OCTOBER 2023 FOODSERVICE AND HOSPITALITY

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34 FOODSERVICE AND HOSPITALITY OCTOBER 2023

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TECHNOLOGY

for Success RESTAURANTS BUILD A STRONG TECH STACK TO PREPARE FOR AN AI-DRIVEN FUTURE

I

BY MO CHAAR

n an era of rapid digital transformation, the restaurant industry is harnessing technology to surmount challenges and adapt to shifting customer preferences.

Artificial intelligence (AI) has recently started transforming the industry, with automated solutions such as AI-controlled kiosks becoming more commonplace. In today’s everchanging hospitality landscape, restaurants must strive to retain their competitive edge, and operators risk losing out on crucial insights that can drive business growth if they lack the right technology stack.

A tech stack combines different software and

systems to strengthen operational efficiency, manage operations and improve the customer experience.

If seamlessly integrated, the right combination of programs will work in harmony to provide solutions tailored to specific aspects of restaurant operations, and a well-curated tech stack can determine the success of a restaurant’s ability to succeed and profit.

BUILDING A TECH STACK With a plethora of tech options at their disposal, restaurant owners often find themselves at a crossroads. In anticipation of an increasingly automated future, operators must first scrutinize their existing technology infrastructure, pinpointing areas ripe for enhancement. It’s important to set goals and determine the technology required to

OCTOBER 2023 FOODSERVICE AND HOSPITALITY

35

meet specific objectives. For instance, a common need is reservation management, and by moving reservation systems online, operators can see improved table and waitlist control. Establishing a functional restaurant tech stack relies heavily on the integration of various components. Most operators will already have a point-of-sale (POS) system in place, but a fully integrated POS system will help operators seamlessly connect with tech platforms already in use.

While the front- and backof-house may have different needs, an integrated platform will streamline all levels of operations. For instance, with a kitchen display system (KDS), once a server inputs an order, it’s directed to the appropriate workstation in the kitchen. The KDS accurately measures cook times to ensure all meals are prepared and served simultaneously, streamlining work and making it easier for kitchen staff and servers alike. Ultimately, employee satisfaction leads to customer satisfaction, and dishes are less likely to be returned to the kitchen.

Lastly, as restaurants increasingly adopt advanced AI and automated technologies, prioritizing employee training becomes crucial.

Training will equip staff members with the skills to operate and maintain these systems effectively and ensure a seamless transition. There will be an initial investment of both time and money when building a tech stack, but it’s important to remember that the payoff will be worthwhile.

INTEGRATED TECH STACK BENEFITS When investing in tech, operators should look to strike the right balance between customer, staff and business needs. One of the key objectives when building a tech stack is to enhance the guest experience by simplifying and optimizing restaurant operations. A significant benefit of an end-to-end POS system is the customer data it provides, such as buying trends and customer demographics. Restaurant owners can utilize this data to foster loyalty, deliver personalized promotions, analyze trends and enhance every facet of the customer journey.

We’re in the midst of an AI revolution, and restaurant operators are increasingly investing in AI technologies. For instance,

36 FOODSERVICE AND HOSPITALITY OCTOBER 2023

DoorDash recently unveiled an AI-powered voice-ordering technology for restaurants that will provide customers with tailored recommendations to complement their meals.

AI needs access to data to make curated suggestions, so in order to take advantage of AI technologies, restaurant operators must have a fully integrated tech stack in place, without obstacles such as data transfer between different software systems.

For dine-in guests, convenience reigns supreme. With contactless ordering and payment tools, customers can effortlessly browse menus, place orders and settle bills from their mobile devices by scanning a QR code.

However, as restaurants strive to create a seamless customer experience, it’s important to remember the vital role of human connection and empathy in nurturing a memorable dining experience. When building a tech stack, restaurant operators should consider implementing technology that will help to automate or increase the efficiency of tasks such as order and payment-taking. This technology will free up staff and give them more time to focus on fulfilling work such as guest interactions, ultimately helping to boost morale, provide exceptional customer service and drive productivity – a win-win-win for employees, guests and the business.

With abundant data, such as buying trends and customer demographics, operators can analyze it to identify trends and opportunities and make

informed business decisions. For instance, operators can use this data to develop hyperpersonalized loyalty programs. With a loyalty program in place, operators can increase customer retention, drive repeat business and increase spending to boost the bottom line.

FUTURE-PROOFING THE RESTAURANT Restaurants are presented with an array of technological options. When building a tech stack, restaurants must symbiotically assess the needs of their staff, guests and the business. Using an end-to-end management platform with customizable integrations allows restaurants to house all their systems in one place for frictionless use, simplifying the restaurant experience with every interaction.

While the restaurant industry is innately intertwined with the human experience, automation can complement interpersonal communication by simplifying the backend and opening space for creative solutions.

A viable tech stack succeeds by combining processes and integrating the tools that best suit each restaurant’s unique needs. Their application requires familiarity and practice, but their benefits are manifold. The hospitality industry will continue to face difficulties, but with a strong tech stack, operators will be wellequipped to overcome these challenges and thrive in the future. FH Mo Chaar is the Chief Commercial Officer of Givex, a comprehensive platform that connects brands and customers through gift cards, loyalty programs, cloudbased POS, and ticketing solutions.

FOODSERVICEANDHOSPITALITY.COM

EQUIPMENT

CAREFUL CONSIDERATION Operators are proving that carbon reduction can be good for business

BY DENISE DEVEAU

FOODSERVICEANDHOSPITALITY.COM

OCTOBER 2023 FOODSERVICE AND HOSPITALITY

37

ILLUSTRATION BY DANIEL GARCIA

n today’s eco-conscious world, a growing number of restaurateurs are thinking about how their business decisions impact their carbon footprint.

However, the foodservice industry faces a number of unique challenges compared to other industries, says Jill Doucette, founder of Synergy Enterprises in Victoria, B.C. “Many operate in very tight productive spaces where natural gas, water usage, and organic and nonorganic waste production are high. Air flow needs to be moving constantly to control temperatures. There’s a lot going on.”

Experts and operators who have spent time on carbonreduction programs will tell you however, that not only is a carbon-reduction plan good for the planet, it can also be good for the bottom line.

There are typically three key sources of that contribute to carbon footprint in commercial kitchens: energy and fuel used for cooking and heating; the waste generated from kitchen operations or takeout packaging; and the food itself, including downstream and upstream supply-chain activities, explains Doucette.

These are key areas being targeted by Wendy’s, which has spent the better part of the last decade making a concerted effort to reduce the carbon footprint across its chainwide operations. “We saw a lot of potential to increase awareness of energy use and management and improve our environmental footprint and our economic model,” says Liliana M. Esposito, Chief Corporate Affairs and sustainability officer of Wendy’s.

The initiative has led to a number of equipment investments and upgrades, including installing LED, HVAC systems, and energy- and water-efficient warewashing equipment, among others. Esposito estimates that moving to more efficient warewashing equipment for example, reduced water usage by 47 per cent per cycle.

A second energy-management piece was renewables. She reports that 22 of its Florida restaurants in Florida are now solar powered.

“We are looking to increase renewable-energy projects. The biggest challenge is getting access to it as there is more demand than supply.”

A third area is examining the total footprint of purchased goods and services.

“Restaurants heavily rely on animal protein, she adds. That’s a large part of our Scope 3 [emissions] footprint. The challenge is in quantifying the impact of the supply chain, and what suppliers are doing to reduce their footprint. How do we as a purchaser quantify and understand what is happening?”

Wendy’s has launched a number of initiatives in this area, from identifying feed additives that can reduce methane emissions from raising cattle to landmanagement options.

The food component may be one of the more challenging areas to quantify, but Polytechnique Montreal is doing its part by being the first in Canada to quantify the greenhouse-gas (GHG) emissions generated by its cafeteria meals and posting their carbon footprint on the menu board.

“Our research includes sourcing, cooking, and serving but not disposal,” says Patrick Cigana, senior advisor for the College’s Office of Sustainability. “Upstream food waste and farm production were all taken into account.”

Cigana says its work has drawn interest from hospitals and universities. “Numberswise, food is not negligible as a source of CO2 emissions. Within a restaurant the percentage can be very significant. I would venture it could be more than half.”

38 FOODSERVICE AND HOSPITALITY OCTOBER 2023

STARTING THE

JOURNEY For restaurants looking to start a carbon-reduction program, Synergy’s Jill Doucette offers the following pointers: Look at your energy and water costs first. Check aging equipment, broken seals on refrigerator doors, and outdated hood fans.

If possible, replace natural gas and propane equipment with electric, she advises. “Switching to infrared heating consumes 90 per cent less energy and reduces carbon emissions by 90 per cent.

Induction and ventless equipment for example can also reduce the amount of exhaust required.”

Improve water efficiency in the toilets, handwashing sinks and dishwashing areas. “It not only saves water, but also energy used to heat it,” says Doucette.

The greatest impact in food production tends to be red meat, dairy products, and anything greenhouse grown (such as tomatoes) where a majority are heated with fossil fuels. “Growing foods has more impact than even packaging,” explains Cigana.

From a societal point of view, the data being generated is valuable to high-volume operations such as hospitals, universities, and engineering firms with large foodservice operations, he notes. “Between two menu choices and all other things being equal, if one is clearly lower, some may choose to go that way. We don’t expect anything radical.

We are just saying here is the impact of your choices. After that it’s up to you.”

Calen McNeil, founder of Big Wheel Burger in Victoria, BC, says his establishment achieved carbon neutrality 10 years ago. “We had not idea what if would cost or if it was affordable. We just knew it was a good thing to try to do.”

The restaurant commissioned Synergy to work out the metrics, achieving carbon neutrality within a year of introducing their carbon-reduction plan.

Separate your organic waste stream for composting. “That can cut your carbon footprint of landfill waste immediately in half,” says Doucette.

Talk to staff about how to reduce unnecessary waste, whether that’s food, packaging, storage, or inventory. “Cleaning that up can get you up to 90 per cent plus diversion rate in a restaurant,” she notes.

Reduce packaging from suppliers and eliminate single-use plastics. Use reusable or compostable packaging where possible.

Commission a sustainability assessment. A sustainability professional can provide a high-level or detailed summary of available opportunities and their costs.

All of the restaurant’s eat in and takeout packaging is compostable. It also monitors emissions by staff, suppliers, and the restaurant itself, and takes measures to reduce them. It has forged partnerships with environmentally sustainable farmers such as Hank’s Grass Fed Beef, which uses hydroponically grown wheat grass (reducing water usage by 90 per cent) for feed.

“We also make sure the equipment we purchase is the most efficient on the market and that waste such as oil is disposed of the best way possible,” says McNeil. “For example, we found a bio-diesel company on the Island.”

As much as what they do is good for the environment, it’s also a good business model and has drawn a very loyal customer base, says McNeil. “It’s something that has inspired other businesses. We share all our information with anyone who asks.”

The big thing is just the desire to do it, says McNeil. “The biggest barrier is fear. Becoming carbon neutral is not without some cost, but it has paid back in droves.” FH FOODSERVICEANDHOSPITALITY.COM

POURING FOR PROFITS

ALL

ABOUT

Agave The rise of cocktail culture drives tequila market’s growth

BY NICOLE DI TOMASSO

C

rafted from the blue agave plant, tequila remains a party favourite for a round of shots mixed with a lick of salt and a suck of lime, but it has also transformed into a sophisticated spirit for sipping over ice or mixing in cocktails.

Tequila represents one of the fastestgrowing spirit categories. The worldwide market size was valued from USD$10.43 billion in 2022 to USD$15.57 billion by 2029, revealing a Compound Average Growth Rate (CAGR) of 5.89 per cent during the forecast period, reports Fortune Business Insights.

In Canada, the market is expected to grow above a CAGR of 6.68 per cent from 2023 to 2028, according to Actual Market Research’s Canada Tequila Market Research Report, 2028.

In terms of brands, 1800 and Casamigos earned top spots on Brand Finance’s FastestGrowing Spirits for 2023 list, both doubling their brand value since last year (up 111.5 per cent to USD$424 million and up 108.5 per cent to USD$934 million respectively).

“The tequila sector has grown in recent years,” says Henry Farr, associate director at Brand Finance in a release. “It’s outpacing other spirits, leaving tequila brands wellpositioned to capture evolving preferences of consumers, where many are opting for higher quality, premium-branded product.”

Premiumization is a primary driver of the category’s growth as spendy consumers seek out quality over quantity. Premium tequilas, such as Patron, Don Julio, Clase Azul and FOODSERVICEANDHOSPITALITY.COM

Casamigos, are typically made from higher quality agave and undergo refined production processes to offer more sophisticated flavours, smoothness and complexity.

“Premium and luxury tequila brands are growing in popularity relative to the overall market,” says Ara Kharazian, Research & Data lead at San-Francisco-based technology company Square. “We’re seeing sales for premium and luxury brands growing twoand-a-half times faster versus overall tequila consumption, but they still account for a relatively small portion of sales (between five and 15 per cent),” adding if the trend holds, the number would likely climb over the next couple of years.

Further, Kharazian says a flood of celebrity endorsements, such as George Clooney, Kendall Jenner, Dwayne “The Rock” Johnson and LeBron James, have helped fuel sales growth in the premium-and-luxury segment.

In terms of on-premise performance, tequila has been steadily carving out a larger space for itself. In fact, Square compiled data from thousands of bars and restaurants across Canada and revealed the margarita as the drink of the summer, reporting demand for the cocktail was up 57 per cent between June 1 and July 9 compared to the same period last year.

“The margarita is certainly a seasonal cocktail, but we’ve also observed stable demand for it throughout the year,” says Kharazian. “It appeals to a lot of different

flavour profiles and consumer preferences, and it might be associated as being a summer drink, but not in the way that an Aperol Spritz is, for example. If I opened a bar/restaurant, I’d make sure to have a healthy inventory of tequila all year round.”

On-premise performance will continue to be experience led as consumers are becoming more knowledgeable about the spirit and are willing to spend more to explore new varieties.

While the on premise is anticipated to dominate the market share, the off-premise channel is also witnessing strong growth as purchasing alcohol from grocery stores and liquor stores is more economical, as well as the availability and convenience of at-home delivery.

The LCBO reported tequila sales were up 28 per cent in 2022 compared to 2021. Innovations, such as tequila-based RTDs, will continue to help the category gain new fans with more robust and distinct flavours.

“At Langdon Hall, the request for higherquality tequila has grown exponentially from guests and clients alike, such as Don Julio and Clase Azul, as well as more niche products like Mezcal,” says Jeremiah Tomas, food-and-beverage manager at Langdon Hall Country House Hotel & Spa and KML Top30-Under-30 winner for 2023. “We love to play around with the flexibility of tequila and think creatively about its flavours to expand our cocktail menu beyond the traditional margarita and Paloma. We try our best to stay true to the product itself without tampering it too much.” FH OCTOBER 2023 FOODSERVICE AND HOSPITALITY

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CHEF’S CORNER

CREATIVE PASSIONS Chef Laura Petracca returns to her roots at Cibo Wine Bar

BY NICOLE DI TOMASSO

B

40 FOODSERVICE AND HOSPITALITY OCTOBER 2023

BITS & BITES Favourite food memory Helping my mother make gnocchi Favourite ingredient Rice Favourite kitchen tool A small serrated paring knife

polenta fries ($14), lobster ravioli ($32), sundried-tomato risotto ($24) and Neapolitan-style Margarita pizza ($19). A fresh Italian truffle pizza ($30) is one of the restaurant’s newest additions, featuring summer truffles delivered directly to Cibo’s kitchens from Abruzzo.

“My personal favourite is the orecchiette ($29) because it reminds me of one of my Nonna’s classic dishes for Sunday family gatherings,” says Petracca.

“Like the food, the spaces themselves are warm and inviting with stone and glass walls, rustic wood finishes, exposed brick and butcher-block tabletops. The rustic elegance makes Cibo ideal for a casual relaxed meal, yet sophisticated enough for a special night out with craft cocktails and an impressive wine cellar.”

Looking ahead, Petracca says, “I plan to keep learning, teaching and eating. I’m excited to continue leading the kitchen at Cibo where I can fully express my creativity and passion for Italian cooking for our special guests. I’ve always wanted to [open] my own restaurant, [so] maybe that will come to fruition in the future.” FH FOODSERVICEANDHOSPITALITY.COM

RYAN EMBERLEY

orn and raised in Canada of Italian heritage, Laura Petracca’s home life and family relationships have always been centered around sharing a meal. It wasn’t long before she knew she wanted to pursue a career in the restaurant industry.

“Food equals family to me,” says Petracca. “My family always based our gatherings around a delicious meal that we would eat in harmony.”

After graduating from Humber College’s Culinary Arts Program, she catapulted into the industry full force and began her professional journey at Chiado in Toronto.

From there, Petracca spent time at The Founder’s Club and Oliver & Bonacini’s Jump Restaurant, but food turned out to be only one of her true loves.

At 29, Petracca moved to New York City as a professional drummer and toured internationally for 10 years with her band, Hunter Valentine, which appeared on two U.S.-based reality-television series. During this time, she continued to hone her skills in the kitchen.

“I travelled the world playing music, but maintained a role in the kitchen to keep my skills sharp,” says Petracca. “I also worked at a seafood restaurant to learn more about the importance of sourcing and quality.”

In 2016, Petracca returned to Toronto to work at Leña as sous chef under chef Julie Marteleira. Within the year, she was promoted to senior sous chef. At the onset of the pandemic, Petracca moved within multiple O&B concepts, and eventually took the lead as chef de cuisine at The Rabbit Hole in 2021 to work under chefs John Horne and Ryan Lister. A year later, she returned to Leña as head chef.

In January 2023, Petracca became executive chef at Liberty Entertainment Group’s Cibo Wine Bar. “I consider this coming home,” she says. “Italian food has always been my choice of cuisine. It’s who I am and it’s what I eat. Being the chef at Cibo has given me the opportunity to tell the tale of my family and share it with my team and our guests.”

Cibo’s menu features both traditional Italian classic and modern staples. Standout menu items include

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