The National Dipper May June 2020

Dipper Vol. 36 No. 3

The National ®

THE MAGAZINE FOR FROZEN DESSERT RETAILERS

May/June 2020 $5.00

Reader Service #101

®

THE MAGAZINE FOR FROZEN DESSERT RETAILERS Published by United States Exposition Corp.

Vol. 36, No. 3 • May/June 2020

Features A Business’ Guide to Coronavirus Survival................12

by Mark E. Battersby Leading in Uncertain Times..........................................15 10 Ways to Help Employees Cope with the Pandemic

by Quint Studer How Do I Let Good People Go at a Time Like This?..17 Six Ways to Deliver the Bad News With Love

by Deb Boelkes

Page 6 - William H. Braum, Braum’s Ice Cream & Dairy Stores passed away.

Right Now You Have Time to Work On Yourself..........21 Here’s Where to Focus

by Karen McGregor Mobile Catering and Co-Branding.................................24

Departments Advertisers’ Index ......................26 Calendar .............................26 Editorial ..............................4 News .....................................5

Reader Service Card ....................19 Regional Yellow Pages ..............25 Subscription Card .......................9 Yellow Pages ...........................25

Page 8 - Fabri-Kal is producing medical face shields for local healthcare workers.

In The Next Issue • July is National Ice Cream Month • July is National Blueberry Month The National Dipper

May/June 2020

Page 8 - Wisconsin 4-H Club, winners of the Cedar Crest Ice Cream Flavor Creation Contest.

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Editorial

Surviving!

First and foremost, I hope you, your family, your employees and your customers are all safe and healthy.

As we all try to survive through this pandemic, I see the resilience and ingenuity of many of you in the ice cream industry. You have found many ways to serve your customers, while keeping yourself and your staff safe.

Many stores are walk-up only or drive through. These stores have adapted quickly to the stay-at-home orders.

Other stores that have inside seating have closed the stores, but offer call-in orders and curb-side pick-up.

Some of you have put together “survival kits” consisting of two pints of ice cream and four toppings that customers can pick up and take home.

Most stores are selling cups, rather than cones.

Ice cream is a comfort food. I always say, food nourishes the body, but ice cream nourishes the soul.

When the stay-at-home orders are lifted, it will be warmer and people will head to their local ice cream stores for a much needed treat for their souls.

In the mean time, if you can, please try to donate some ice cream to healthcare workers and first responders. And don’t forget the local news media, who are working hard to bring you the latest news about coronavirus.

We will all get through this!

In This Issue This issue is full of information to help you survive the pandemic.

The first article is “A Business’ Guide to Coronavirus Survival”, written by Mark E. Battersby. He explains the ins and outs of the Coronavirus Aid, Relief and Economic Security (CARES) Act. Initially the Act established billions of dollars to provide payments of $1,200 per adult with income below $75,000, $2,400 per married couple and $500 per child.

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The Act also provided for guaranteed, subsidized loans in hopes of helping distressed businesses. (Congress just replenished funds for this Act since initial funding ran out quickly.)

Unemployment was extended from 26 weeks to 39 weeks. There are many other provisions in the Act that Mark explains to help you understand.

The next article is “Leading in Uncertain Times” by Quint Studer. He explains that during these times, leaders can’t just think of themselves and their immediate families, they have employees and customers to think about as well. They are our family as well. And right now, more than ever, they need us to truly lead. As a leader, you can have a positive impact on employees who count on you.

Deb Boelkes’ article is “How Do I Let Good People Go at a Time Like This?” We all have to make tough decisions in these harsh and uncertain economic time. And we find ourselves having to deliver bad news to our employees. But you can let people go without abandoning them emotionally Boelkes says. She explains how.

“Right Now you Have Time to Work on Yourself, Here’s Where to Focus” is the next article by Karen McGregor. She says we need positive influencers more than ever. We are all afraid and fear is super-contagious. In this article she shares the habits you should develop right now, while you are staying safe at home, that will help you cope with your own anxiety and become an example for others to follow, now and in the future.

The final article is about mobile catering and co-branding. The article talks about starting a Strategic Business Unit which can be a separate legal entity or a wholly-owned subsidiary of your current entity. Learn how to bring additional profits into your store through mobile catering.

Lynda Utterback Publisher/Editor

THE MAGAZINE FOR FROZEN DESSERT RETAILERS

LYNDA UTTERBACK Publisher/Editor Editorial and Sales Office 1030 West Devon Avenue Elk Grove Village, IL 60007-7226 Phone: 847/301-8400 Fax: 847/301-8402 e-mail:lynda@nationaldipper.com Web: www.nationaldipper.com

This publication is a member of: • New England Ice Cream Restaurant Association • National Ice Cream Mix Association • Great Lakes Ice Cream & Fast Food Association • The Ice Screamers The National Dipper (USPS 0001-374) (ISSN #0895-9722) is published six times a year, (Jan/Feb; Mar/Apr; May/June; Jul/Aug: Sep/Oct; Nov/Dec) by United States Exposition Corp., 1030 West Devon Avenue, Elk Grove Village, IL 60007. 847/301-8400. The National Dipper serves ice cream retailers in the United States and Canada.

COPYRIGHT © 2020 UNITED STATES EXPOSITION CORPORATION. ALL RIGHTS RESERVED. The National Dipper Magazine and The National Dipper Source Books (the “Works”) contain proprietary information and are licensed, not sold. In consideration for the original subscriber of this copy of this work substantially completing and returning the subscription form to the publisher, which act shall be deemed sufficient evidence of said subscriber's acceptance of this non-exclusive, non-transferable, license, the publisher (a) grants the original subscriber only the limited right to use these works in that subscriber's business, provided that said subscriber does not sell, resell, reproduce, distribute, or transmit in any form or by any means, (by way of example and not limitation, photocopying or recording by or in an information storage retrieval system) these Works, either in part or in their entirety, without the prior written permission of the publisher. Without advance written permission from the copyright owner, no part of these publications may be sold, resold, reproduced, distributed, or transmitted in any form or by any means, including, without limitation, electronic, optical, or mechanical means (by way of example and not limitation, photocopying, or recording by or in an information storage retrieval system).

For information on permission to copy material exceeding fair use from the National Dipper Source Book or other copies of The National Dipper, please contact: Lynda Utterback, Publisher/Editor, The National Dipper, 1030 West Devon Avenue, Elk Grove Village, IL 60007; Telephone (847) 301-8400. The “NATIONAL DIPPER” and the “ICE CREAM CONE DESIGN” are registered trademarks of JLM Unlimited, Inc. In new product items and trade news this publication acts only as a news reporting service and assumes no responsibility for the validity of claims or statements. Unsolicited material should be accompanied by return postage. The publisher assumes no responsibility for such material. All letters/e-mails sent to The National Dipper will be considered the property of The National Dipper.

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The National Dipper

May/June 2020

News FROZEN DESSERT University is coming to Miami with the first Spanish Language course. A hands-on two-day course for future entrepreneurs into the world of North American Frozen Desserts. The class is designed after the English language Frozen Dessert Business Course.

This course gives chefs and entrepreneurs an understanding of recipe making, and business details relevant for gelato, ice cream and other frozen treats. The class features Ezequiel Gomez Garofalo, the twice winner of Gelato Festival America city stages, with the aid of the Frozen Dessert University instructor Marco Filippelli.

Miami is a great location for FDU since it represents the heart of Latin American culture in the United States. The Miami metropolitan area is one of the fastest growing regions for frozen dessert culture with an explosion in excellence for creative ice creams, authentic gelato and many different styles of helado like Argentinian Helado and Cuban Ice Cream that are much beloved in the area.

Carpigiani has recognized these trends and has created this new workshop to help future operators to enter the thriving frozen dessert sector. The educational program is based on theory, as well as hands-on learning, to allow each student to be as creative as he or she wants to be. This hands-on program is specifically designed to provide the students with all the tools necessary to be successful in the frozen dessert business.

The course will be held at 10488 NW 50th Street, Sunrise, FL 33351, USA. The price of the course is $500. Please contact Carpigiani for the dates: info@carpigiani-usa.com

Garofalo and Filippelli GREAT LAKES ICE CREAM and Fast Food Association is pleased to announce the 2021 Convention and Trade Show dates, February 11 – 13, 2021, to be held at the Kellogg Arena in downtown Battle Creek, Michigan.

The 3-day convention includes; 20+ educational sessions, SERV Safe Certification Class, Store Operator’s Networking Luncheon, Good Morning Breakfast, the Founder’s Banquet Dinner and honoring the 2021 Ward J. Anderson Scholarship Winners, Eat Ice Cream for Breakfast-Breakfast, and a 2-day Trade Show showcasing the industry’s latest products and trends.

For more information on exhibiting and attending visit www.glicffa.com or call 810-618-0605. Great Lakes Ice Cream + Fast Food Association was founded in 1967 in Chesaning Michigan.

The National Dipper

May/June 2020

Reader Service #102

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News WILLIAM HOWARD BRAUM, of Braum’s Ice Cream and Dairy Stores, died at his home near Tuttle, Oklahoma, March 23, 2020. He was fortunate to be at the place he loved until his last day.

Bill was born in Newton, Kansas to Howard and Emma McClanahan Braum February 11, 1928, but moved to Emporia, Kansas with his parents and two older sisters as a small boy.

He worked for his father from childhood in a little dairy, processing, home delivery and one ice cream store named Peter Pan Ice Cream and helped build the business from one store to several. Bill purchased the business from his father in 1957.

From 1957-1967, it grew to 61 stores across Kansas.

In 1968 the business in Kansas was sold and Braum’s was started in Oklahoma. The small dairy farming operation was moved from Kansas in 1975 and grew to be one of the larger dairy farms in the United States.

Bill graduated from Emporia High School and the University of Kansas. He was married to Mary Elaine Wise in 1949 and they had four children. He was preceded in death by his parents, sisters, and last year his daughter Rebecca.

He is survived by his wife Mary, his daughter Elaine, and his sons Murray and Drew. Beloved grand-children are William Hersh and Theresa Henninger of the Dallas area, Carollanne Braum-Mislova of Prague, Czech Republic, Marion Sparks of Highland’s Ranch, Colorado, Drew Braum II of Norman, Oklahoma, Emma Braum of Oklahoma City, Colton Braum of Nichols Hills and Ellen Braum of Stonewall, Oklahoma.

There are nine great grandchildren.

A private family graveside burial was in Minco, Oklahoma and in view of the Coronavirus restrictions, no other service is planned. Under the direction of Huber-Reynolds Funeral Home in Minco.

LEOPOLD’S ICE CREAM, locally and family owned since 1919, is pleased to announce Scoops of Happiness, a daily ice cream giveaway on social media that invites locals in Savannah to nominate their friends and family for a chance to receive a free pint of their super-premium, homemade ice cream. This giveaway will continue through Tuesday, April 14.

As part of this local campaign, members of the Savannah community can nominate someone with whom they would like to share a little happiness during these difficult times by commenting on the daily Scoops of Happiness post on Facebook or Instagram.

At the end of each day, one entry will be randomly chosen to win two pints of ice cream: one for the nominee, and one for the person who made the nomination. Both winners will get to choose their favorite flavor based on availability.

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To encourage social distancing, each party will be contacted separately to discuss their pint pickup details.

“Ice cream makes people happy, it’s a well-known fact,” said Stratton Leopold, owner of Leopold’s Ice Cream. “Right now, many in our community are isolated and feeling the effects of social distancing and the most important thing we can all do is share happiness. We started Scoops of Happiness because we want to give people in Savannah something to get excited about.”

In addition to launching this giveaway, Leopold’s Ice Cream has shifted their operations to reflect local and statewide safety guidelines issued in response to the COVID-19 pandemic. Both its Broughton St. and Savannah/Hilton Head International Airport stores are now closed, but to-go orders of pre-packed 4-ounce cups, pints and ice cream sandwiches are available for pickup from the Leopold’s Creamery, located at 502 East 37th St. Customers can call 912-234-4442 between 10 a.m. and 5 p.m. Monday through Friday, or go by the Creamery to place an order.

Leopold’s will also continue offering nationwide ice cream and merchandise shipping from their online shop. To learn more or to set up a delivery, visit the website at https:// www.leopoldsicecream.com/shop Leopold’s Ice Cream was founded in Savannah, Georgia in 1919 by three immigrant brothers from Greece, Peter, Basil and George who passed their tradition of making superpremium ice cream in the shop, one batch at a time down to Peter’s youngest son, Stratton. Stratton and his wife Mary own and operate Leopold’s today. Their commitment to arts and education in the community is second only to their commitment to creating the highest quality ice cream possible in a fun, family environment. To learn more, visit https://www. leopoldsicecream.com STANDEX Refrigerated Solutions Group (RSG) has reached a definitive agreement to sell its Master-Bilt and Nor-Lake refrigeration businesses to Ten Oaks Group, a family office focused exclusively on corporate divestitures. The closing is expected to occur in the next 45 days.

Standex continually assesses its portfolio of businesses to ensure alignment with its long-term strategic vision. As part of this assessment, Standex determined that the Refrigerated Solutions Group (RSG), specifically the Master-Bilt and Nor-Lake brands, no longer aligns with its long-term strategy. This review was a thoughtful one in which a variety of factors were carefully weighed and ultimately a decision was made to pursue a sale.

Both Standex and the buyer believe the RSG business continues to offer competitive advantages including strong market brands, dedicated and capable employees, and attractive products.

Until the sale is completed, we will remain focused on “business as usual,” working with our customers and channel partners to retain and grow opportunities for Master-Bilt and Nor-Lake.

The National Dipper

May/June 2020

News AS PERRY’S Ice Cream Company, Inc., a Great Lakes regional brand, begins its 102nd year in business, the company is debuting its first brand identity refresh and packaging evolution since 2007.

Fueled by growth of its footprint under the leadership of the fourth generation (annual sales are expected to rise to a record $140 million by the end of 2020, up from $100 million in 2018); the Perry’s brand team laid out plans internally for a successful entry into the new decade (and its second century in business) while publicly celebrating its 100th anniversary in 2018.

The company partnered with Buffalo, N.Y. based agency, The Martin Group to conduct consumer research and develop strategic brand messaging to evolve and elevate the brand.

“We make great ice cream for everyone and research confirmed, Perry’s continues to have a strong loyal following in our markets but we did not stop there,” said Gayle Perry Denning, vice president of strategic branding and sustainability. “We also studied ice cream category, trends, competitive brands and generational trends in an effort to know how best to stay relevant with existing consumers and attract new consumers in new markets and how younger generations will interact with the Perry’s brand.”

The brand identity comes to life with a 2020 integrated marketing campaign and website re-design. A prominent piece of the evolution also includes a new packaging design, now shipping into stores. In partnership with Rochester, N.Y. based design firm, Geyser Design, the identity features a modern approach to unify packaging across its portfolio while playing up the fun with its varied flavor color palette and mini “brand stories” to capture the joy of each ice cream moment shared on the side panel.

“The Perry’s brand embodies the happiness that naturally comes with enjoying our products along with a slightly unexpected playful side,” said Nichole Buryta, brand manager. “Our 100-year-old brand relays trust and provides comfort while having a sense of humor when it comes to all of life’s moments. This drives a deeper sense of connection with all consumers regardless of age or status.”

Perry’s iconic red crest logo and primary black background remain consistent while the ribbons around flavor names have been removed and replaced with brand mark stamps to enhance the pop of new fonts. Custom photography for each flavor accompanies the packaging to modernize the look of traditional product shots.

Perry’s anticipates the majority of the packaging roll out to be completed this spring with its product launches, including innovations for a premium family size sundae cake inspired line and caffeinated line of Barista Bar™ retail novelties.

Perry’s point of sale signage, truck graphics and freezers will also feature the new look.

Perry’s Ice Cream is a Great Lakes regional brand.

Founded in 1918 by H. Morton Perry, Perry’s is a fourth generation, family owned and led business.

The National Dipper

May/June 2020

Reader Service #103

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News FABRI-KAL is proud to announce its role in producing medical face shields for local healthcare workers. In less than one week, the Fabri-Kal team quickly came together to develop a plan to meet this critical need. Fabri-Kal, Schupan & Sons and Tekna went from prototype to production on face shields that will be provided to workers treating patients impacted by the coronavirus. Fabri-Kal is producing the plastic shields in its Kalamazoo, Mich., technical center. The first batch of face shields is planned to arrive later this week at healthcare facilities located in southwest Michigan.

Focusing on the community, Mike Roeder, president and chief operating officer at Fabri-Kal said the decision to support this effort was an easy one. “We started this whole thing with the idea that we need to protect our employees, protect our community, and then protect our business,” Mike said.

“Because if you don’t have the first two, the third one doesn’t much matter.”

BRUSTER’S REAL Ice Cream, for the better part of three decades, has kicked-off its season with PJ Day, a celebration appreciating its customers. And during March, customers visited their local shops for premium ice cream flavors and artisan desserts at an incredible discount. To take advantage there’s only one catch: comfy pajama attire is a must.

With festivities scheduled locally during March at more than 170 participating stores, customers enjoyed small waffle cones for free if they’re in their pajamas. Customers can contact their local shop in advance to confirm participation and event dates.

Several Bruster’s stores also use PJ Day as an annual fundraising event. Customers who stop in their pajamas can purchase a small waffle cone for $1 and all proceeds are donated to local charities.

And, thanks to the launch of Bruster’s new non-dairy ice cream flavors, customers with dietary sensitivities or vegan lifestyles can now partake in the celebration. To confirm the non-dairy flavors offered nearby, customers should check with their local Bruster’s.

“We’re thrilled to announce the launch of our new nondairy options and the timing couldn’t be better with PJ Day,” said Bruster’s CEO Jim Sahene. “Our customers have requested alternatives and we are pleased to offer these in time for our annual PJ Day customer appreciation event.”

In addition to PJ Day, the company’s March limited time offers are anything but cookie cutter. With the return of its Warm Chocolate Chip Cookie Sundae, made of vanilla ice cream with a warm, gourmet chocolate chip cookie and hot fudge, and Cookie Craze ice cream flavor, blue vanilla ice cream with cookies mixed in, customers are sure to have their taste buds satisfied.

Bruster’s Real Ice Cream features 150 flavors of premium, handcrafted ice cream, yogurt, Italian ice and sorbet.

Starting with a proprietary, home-style mix delivered fresh from its dairy, certified ice cream makers in each shop craft at least 24 flavors every day. There are nearly 200 independently owned locations in 21 states, Guyana and South Korea.

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CEDAR CREST ICE CREAM, Cedarburg, Wisconsin, and the Wisconsin 4-H Foundation are happy to announce the winner and finalists of the 2019 Ice Cream Flavor Creation Contest. All will receive a Cedar Crest Ice Cream party, and the Grand Prize winner will be awarded $300. They are: Grand Prize Winner Trail Blazers 4-H Club, Holmen, La Crosse County Flavor: Road Trip Wisconsin - Leader: Peggy Maricle Finalists White Cedars 4-H Club, Winneconne, Winnebago County Flavor: Ant Hill - Leader: Chelsy Cegielski Mississippi Mud 4-H Club, La Crosse, La Crosse County Flavor: Lunar Mud - Leader: Tina Johnson Magnolia 4-H Club, Evansville, Rock County Flavor: Pina Moolada - Leader: Shelly Andrews Big Elk Badgers 4-H Club, Phillips, Price County Flavor: Logger Loot - Leader: Jodie Kadlecek The winning flavor features rich chocolate ice cream representing the fertile farmland of Wisconsin, walnut pieces for the northern woodlands, ribbons of caramel representing the mighty Mississippi and other rivers of our great state, and pieces of cheesecake for our long-standing history of cheese production (come visit Wisconsin today!).

According to Brenda Scheider, Executive Director of the Wisconsin 4-H Foundation, the contest is a great opportunity for 4-H youth to work together to develop and name their flavor. “The most exciting part of the contest is the winning flavor will be available through Cedar Crest beginning in July.”

The annual contest has already yielded popular flavors including last year’s winner, Wisconsin Campfire S’more created by Springbrook 4-H Club of New Richmond, Deep Woods, created by the Badger Boosters 4-H Club of West Bend, and Deep Space, developed by the Baraboo Valley 4-H Club.

Says Cedar Crest President, Ken Kohlwey, “We are proud to support this annual contest and partner with the 4-H organization. It’s really exciting each year to see the enthusiasm, creativity and teamwork shown by the kids in coming up with a unique flavor. We look forward to sharing the winning entry with our consumers.”

A panel of ice cream experts chosen by Cedar Crest judged the entries. The company manufactures more than 80 flavors of ice cream, along with frozen custard, gelato and sherbet at its Manitowoc, Wisconsin, plant, and distributes products in five states. Many of the flavors now produced by Cedar Crest, like Wisconsin Campfire S’mores, are a result of the contest.

Based in Madison, WI, the Wisconsin 4-H Foundation provides essential funding for 4-H programs throughout Wisconsin. By partnering with individuals, corporations and foundations, the Wisconsin 4-H Foundation supports more than 150,000 youth who take part in various 4-H leadership, development and community-building activities throughout the state. Learn more about the Wisconsin 4-H Foundation at www.Wis4HFoundation.org.

The National Dipper

May/June 2020

Subscription Card The National Dipper Magazine and The National Dipper Source Books are provided, subject to the limited license, stated below, only to qualified subscribers. If you have not filled out a subscription card within the last year, please fill out the card below to receive your complimentary subscription to THE publication for frozen dessert retailers. The subscription is for a one year period only and requires you to re-apply each year in order to continue to receive a complimentary subscription, subject to the limited license. The publisher reserves the right to restrict complimentary subscriptions to qualified subscribers only. All information must be provided or we cannot process your complimentary subscription request. Thank you.

May/June 2020 Subscription Card

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Type of Firm (Check All That Apply) Your Title (Check All That Apply) ❏ Ice Cream Dipping Store-1 ❏ Owner-1 ❏ Soft Serve-2 ❏ Partner-2 ❏ Frozen Yogurt-3 ❏ President-3 ❏ Frozen Custard-4 ❏ Vice President-4 ❏ Gelato-5 ❏ Secretary/Treasurer-5 ❏ Italian Ice -6 ❏ Manager-6 ❏ Vending Vehicle/Catering-7 ❏ Buyer-7 ❏ Concession Stand-8 ❏ Salesperson-8 ❏ Dairy and Convenience-9 ❏ Representative-9 ❏ Supplier of Goods & Services-11 ❏ Other-10 ❏ Distributor-12 Do you make your own frozen desserts using a batch or ❏ Supplier/Dist Rep-13 continuous freezer? ❏Yes ❏ No ❏ Broker-14 Average gallons of frozen desserts sold per week ❏ Other-15 ❏ 151 to 200 gallons-3 ❏ Up to 100 gallons-1 Do you sell food? ❏ 201 plus gallons-4 ❏ 101 to 150 gallons-2 ❏ Yes ❏ No

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News THE NATIONAL FROZEN & Refrigerated Foods Association (NFRA) recently released its State of the Industry Report providing broad-based insights that show how the frozen and refrigerated foods categories attract shoppers, drive shopping trips, build shopping basket dollars and deliver sales.

Today’s frozen and dairy departments are clearly connecting with shoppers showing combined sales of $125 billion in the 52 weeks ending June 29, 2019. Nearly every U.S. household buys from the frozen and dairy departments annually, and the diverse appeal of these products crosses generational, multicultural and socio-economic demographics.

“Both the frozen and dairy departments have strong, broad appeal among consumers with the potential to drive short- and long-term growth for retailers. In 2019, dollar and unit sales increased in both departments attesting to consumers’ renewed excitement about the innovative products they can find there,” says NFRA President and CEO Skip Shaw.

The frozen department showed two years of back-to-back growth with sales of $54.6 billion delivering $918 million in growth. The top-five selling frozen department categories were ice cream ($6.7B), pizza ($4.8B), seafood ($4.8B), novelties ($4.6B) and complete meals ($4.5B). Pizza, seafood, novelties, vegetables and prepared potatoes all showed solid growth with an increased percentage of dollar sales ranging from 3.7 to 5.1 percent versus the prior 52-weeks.

The frozen department drives 31 trips per buying household annually and adds $10.90 to shopping baskets per trip.

Ice cream and vegetables are the categories with the highest household penetration, showing up in more than 80% of homes. With half of U.S. households having access to more than one freezer, there is opportunity to take advantage of this extra capacity.

“Frozen foods have seen strong growth over the last few years as innovative products now align with consumers’ demands for organic, plant-based, gluten-free and so much more,” states Shaw. “NFRA’s consumer PR efforts have been successfully working to tell this positive story about today’s frozen foods. It’s real food, just frozen.”

The dairy department is the second largest edible department in the supermarket (excluding alcoholic beverages) with sales of $71 billion and delivering $550 million in year-overyear growth. Sixty-eight percent of all dairy department sales are concentrated in the top-five selling categories – cheese ($16.3B), milk products ($13.3B), beverages ($8.6B), yogurt ($7.2B) and eggs ($5.8B). The three top-selling categories showing meaningful long- and short-term growth are cream & creamers, meal combos and prepared foods.

Conducted by Nielsen and compiled by Todd Hale, LLC, the NFRA 2019 State of the Industry Report identifies key opportunities to drive sustained growth and ensure the frozen and refrigerated food categories receive the proper level of shelf space and merchandising support they deserve.

NFRA’s complete 400+ page 2019 State of the Industry Report is free to NFRA members as a benefit of membership.

The NFRA 2019 State of the Industry Executive Summary is available to the public.

The National Dipper

May/June 2020

Tips for Costing Ice Cream & Frozen Yogurt Cakes & Pies How to Cost:

• Mix • Soft & Hard Ice Cream • Soft Frozen Yogurt • Hard Frozen Yogurt • Crunch • Cake • Manufacturing • Preparation • Decoration • Packaging • Labor • Pricing

Tips for Costing Cones, Sundaes, Shakes & Other Goodies Using Soft or Hard Ice Cream or Frozen Yogurt How to Cost:

• Mix • Soft & Hard Ice Cream • Soft Frozen Yogurt • Hard Frozen Yogurt • Cones • Sundaes • Shakes • Mix-Ins • Sodas • Floats • and more

Learn from Cliff Freund, Cliff's Dairy Maid, an expert and store owner for over 40 years!

$15.99 each

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Costing Cakes & Pies, $15.99, plus $2.00 s&h Costing Cones, Sundaes, $15.99, plus $2.00 s&h Both Manuals, $30.00 plus $4.00 s&h Illinois Residents add 9.5% sales tax Please allow 3-4 weeks for delivery.

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Make check payable to JLM Unlimited, Inc., 1030 West Devon Avenue Elk Grove Village, IL 60007 • Phone: 847-301-8400

Reader Service #104

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A Business’ Guide to Coronavirus Survival

by Mark E. Battersby The Coronavirus Aid, Relief and Economic Security (CARES) Act dwarfs prior efforts by lawmakers to take on economic crises and natural disasters. While key elements of this bill are untested -– and controversial -- it, along with the Family First Coronavirus Response Act (FFCR) passed earlier in March, and the actions of the Administration, created numerous programs to help ice cream and frozen dessert retailers and businesses weather the continuing crunch.

Of interest to most, the bill will provide one-time direct payments of $1,200 per adult with income below a $75,000 ceiling, $2,400 per married couples and $500 per child.

Above the ceiling, payments will be gradually reduced, disappearing after an individual’s income reaches $100,000.

The CARES Act established a $454 billion program for guaranteed, subsidized loans to larger businesses in the hopes of leveraging up to $4.5 trillion to distressed businesses, states and municipalities. Although there are restrictions, all would be up to the Treasury Department’s discretion.

The newly-passed legislation, while providing zero in-

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Reader Service #105

terest loans, tax breaks and other subsidies, includes an increase in the deductions for interest paid by a business from the 39% level created by the Tax Cuts and Jobs Act to 50%.

The Unemployment Crises The new law allocates $250 billion to expand unemployment insurance to more workers and lengthen the duration to 39 weeks (up from the normal 26 weeks). $600 extra each week would be provided for four months.

To help bring back workers already laid off, eight weeks of unemployment assistance will be retroactive to February 15, 2020. But, that’s not all, already on the books are the following: * Until December 31, 2020, some employers will be required to pay sick leave to employees. Fortunately, there is a compensating, 100% tax credit. * An employee retention tax credit that is estimated to provide $50 billion to businesses that retain employees on their payroll will cover 50% of workers’ paychecks up to $10,000. An ice cream or frozen yogurt business will also be able to defer payment of the 6.2% Social Security payroll tax for two years. * The so-called “Pandemic Unemployment Assistance program is aimed at self-employed and contract workers who are typically not eligible for unemployment payments. * Also included are incentives for work-sharing and a program to cover a portion of lost wages for workers whose hours have been reduced, designed to incentivize businesses to retain workers by employing them for less time.

Paying For It All The CARES Act contained a number of programs and funding to help every frozen dessert business weather the financial impact of the Coronavirus Pandemic, including: * Zero-interest loans for businesses with fewer than 500 employees -– loans that could be forgiven under certain circumstances such as not firing workers. * Mostly for businesses with more than 500 employees, the latest stimulus bill provides $500 billion to back loans.

However, any business receiving one of these loans will be subject to restrictions including a ban on stock buybacks and curtailment of executive bonuses. * Most notably, the CARES Act earmarks $349 billion for loans to small businesses -– to be spent on rent, payroll and utilities treated as a grant that does not have to be repaid.

That’s right, loans of up to $10 million will be made available through Small Business Administration (SBA) Preferred Lenders, such as banks and credit unions. The government The National Dipper

May/June 2020

will pay off the balance of any loan where the business either does not lay off workers or rehires already laid-off workers.

Those businesses that have recently laid-off workers would be required to repay a larger portion of their loans and loans covering salaries of more than $100,000 a year wouldn’t qualify for forgiveness. No qualifying business would have to repay loans covering up to eight weeks worth of payroll costs. * The SBA now has the authority -- and available funds -– to make over $7 billion in loans to qualifying small businesses via Economic Injury Disaster Loans. Each Economic Injury Disaster Loan assistance declaration issued by the SBA makes loans available to small businesses in designated areas of a state or territory. These loans may

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May/June 2020

be used to pay fixed debts, payroll, accounts payable and other bills that can’t be paid because of the disaster’s impact. The interest rate is 3.75% and, in order to keep repayments affordable, have term repayment periods of up to 30 years.

Losses Keeping in mind that “lost income” is not a legitimate tax deduction, a number of other provisions contained in the tax law may help ice cream and frozen dessert business owners and operators recover financially from the tax impact of the Coronavirus Pandemic and other disasters, especially when the federal government declares their location to be in a major disaster area.

Both individuals and businesses in a federally declared disaster area can get a refund of previously-paid taxes

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by claiming losses related to the disaster on the tax return for the previous year, usually by filing an amended tax return. Regular business losses must, of course, be deducted from this year’s income -– if there is any, A Net Operating Loss or NOL, occurs when a business has more tax deductions than taxable income in a given year. NOL carrybacks formerly generated a refund of taxes paid in earlier years that provided an often-badly needed infusion of cash.

Today, most NOLs arising in tax years after 2017 can only be carried forward. What’s more, for losses arising in taxable years beginning after December 31, 2017, the NOL deduction is limited to 80% of taxable income (determined without regard to the deduction).

And, don’t forget, while an ice

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cream retailer or business can’t get this tax break if it is operating as a passthrough entity (such as sole proprietorships, partnerships or S corporations), their owners can apply the NOL on their personal tax returns. Regular corporations are, of course, taxed at the corporate level and the NOL carryforward is applied on the corporate tax return.

Already Helping Thanks to the FFCR Act passed early in March, employers providing paid family and medical leave to their employees may claim a tax credit, a direct reduction of their tax bill rather than a deduction, that has been extended through 2020. There are similar tax credits for self-employed individuals.

The Treasury Department, the IRS and the Department of Labor earlier announced two new refundable payroll tax credits for small and midsize employers. Both are designed to immediately and fully reimburse an employer, dollar-for-dollar, for the cost of providing Coronavirus-related employee leave.

As mentioned, at least until December 31, 2020, certain employers are required to pay sick leave to specified employees, for which they can receive a compensating 100% tax credit.

Remember, under the FFCR Act, employers must provide 14 days of paid sick leave if workers are ill or quarantined because of the virus or have to care for an infected family member.

Although the provision requiring employers to pay sick and medical leave to workers has been extended, employers with fewer than 50 employees are eligible for an exemption from the requirement to provide leave to care for a child whose school is closed or child care is unavailable.

To take immediate advantage of the paid leave tax credits, an ice cream or frozen yogurt business can retain and access funds that they would otherwise be paid to the IRS in payroll taxes. If those amounts are not sufficient to cover the cost of paid leave, employers can seek an expedited advance from the IRS using a soon-to-be released, streamlined claim form.

Self-Help Coronavirus Survival Many ice cream retailers and business owners busy attempting to fathom the steady stream of new government programs, plans and benefits, may be overlooking remedies that already exist. Consider: * Line-of-credit. A pre-established line of credit allows the ice cream or frozen dessert business to borrow in increments as needed, repay it and borrow again as long as the credit line remains open. Typically, the operation is required to pay interest on any balance borrowed and a lesser amount for having ready access to the unexpended amount of the line of credit. * Business Interruption Insurance is coverage that replaces income lost in a disaster that many are unaware of.

Business Interruption Insurance is not sold as a separate policy but is either added to a property/casualty policy or included in a comprehensive package policy as an add-on or rider. * And don’t forget those extended deadlines for both filing tax returns and paying taxes. Although the March 15 tax filing deadlines for many businesses have passed, individuals, including many ice cream retailers and other small business owners, now have until July 15 to file. Best of all, if money is owed the IRS, delayed payments will be interest and penalty-free for 90 days.

As this ever-evolving fight against the Coronavirus continues, attention must be paid to new developments.

So, with more likely on the way, and as always, the ever-changing response the Pandemic and the complexity of the rules when dealing with its economic impact, make professional assistance advisable. v About the Author

Mark E. Battersby currently writes in more than 75 fields, providing topical, valuable and often interesting, tax and financial information. In addition to syndicating two, topical weekly columns, his monthly columns can currently be found in 14 magazines. He has authored four books.

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The National Dipper

May/June 2020

Leading in Uncertain Times

10 Ways to Help Employees Cope with the Pandemic

by Quint Studer As the COVID-19 pandemic takes hold, we’re all being impacted in various ways, many of them pretty dramatic. Everyone is feeling more than a little fear and anxiety about the future.

If you’re a business leader, says Quint Studer, lots of people are looking to you for guidance, and you have a responsibility to help those around you cope with the uncertainty.

“As human beings and as citizens, we are in this boat together, and we’re all struggling with the same emotions,” says Studer, author of The Busy Leader’s Handbook: How to Lead People and Places That Thrive. “But we’re also leaders, and that means we can’t just think of ourselves and our immediate families. We have employees, coworkers and customers to consider as well. They’re our family too, and right now, more than ever, they need us to truly lead.”

“As leaders we actually can have a positive impact on the employees who count on us,” Studer adds. “This is both a human responsibility and a privilege.”

So, what should leaders do? First and foremost, we need to get focused and intentional about how we respond to this pandemic. What you do and how you behave over the next few weeks, or possibly months, will stay with your employees for a long time to come.

He offers the following tips:

sponse carefully. Give it some serious attention. Don’t make rash decisions, but also don’t leave things to chance.

“Even if you risk a misstep, I find life usually rewards action,” says Studer. “You may have to modify your plan as events unfold and that’s okay.”

Communicate Often and Well Bring everyone together by video chat or phone and communicate the plan. Hold a daily meeting if necessary. When employees hear nothing, they expect the worst. They’d rather hear the truth, even if it’s bad news, then live in uncertainty. Keep the lines of communication open and make it clear you are always available to talk.

Read Up On What’s Going On Make sure you have a good grasp on the virus, your customers, your industry and the economy in general.

You don’t have to be an authority, but you do need to know enough to help

give perspective.

“This could be a full-time job in itself,” notes Studer. “There is so much information out there that having a few trusted resources to turn to is key. I suggest taking advantage of membership in groups like the Chamber of Commerce and relevant trade associations. These institutions are great clearing houses of information, and can effectively and efficiently keep us connected.”

Be Honest About What You Know Embrace the “facts, not fear” mantra you’ve probably seen all over the media. Discourage others from “awfulizing,” advises Studer. There is too much speculation, myth-spreading, and general negativity swirling around without leaders adding to it. Be the voice of calm rationality.

Encourage People to Know the Facts Explain that constant exposure to

Create a Plan for Your Business There’s no specific advice here, as different sectors (retail, manufacturing, travel and tourism, etc.) are being hit in different ways. So are different types of employees; some can work from home; others can’t. Think through your plan and manage your reThe National Dipper

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bad news affects our psyche. It keeps us distracted and unable to concentrate. It feeds anxiety and fear. This is not good for job performance, but even worse, it feels bad. It keeps us from enjoying our life.

Equip Supervisors With Answers to FAQs This is likely where employees will feel most comfortable talking.

Relieve Anxiety Where You Can This pandemic has far-reaching implications. It doesn’t just impact people’s work life; it impacts their health, personal finances, and family.

As much as you can, know what each employee’s “what” is. Meaning what they care about more than anything else. This will help you calm them in a way that truly resonates.

Build Up Your Emotional Bank Account What you do to make people’s lives easier really counts right now.

Some employees may have trouble with kids as schools shut down. Others may need to care for elderly parents who get sick or who just need extra help with shopping and chores because they’re staying at home. Be sensitive to individual needs and accommodate where you can, advises Studer. It’s a good time to build relationships.

Think About What Your Company Already Does that Could Help For example, some pharmacies are waiving home delivery fees for prescriptions for the elderly and others at high risk. Some cable companies are offering free access to Wi-Fi for 60 days to certain students who need to move to online learning and one moving truck company is offering to store students’ belongings for free (as they rush to vacate dorms). Some restaurants are delivering meals to high-risk people.

“Helping at a time when people really need it builds goodwill,” says Studer. “It also helps employees feel

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better, and it’s just the right thing to do.”

Or Find Ways Your Team Can Serve If you don’t have a product or service needed by those who are struggling, you and your employees can help in other ways. You could deliver food or care packages to those who are quarantined. Or your team could help out nonprofits that are experiencing volunteer shortages because their usual volunteers (often seniors) are staying home. This may dramatically boost morale. We all feel better when we can give back.

Finally, one of the best things a leader can do is to remind people that the coronarvirus won’t last forever, says Studer. Things will get better. Helping people put this moment in time in perspective may help more than we realize.

“Tough times make great leaders,” Studer adds. “People have long memories. Reputations are often built during times like these. Once this pandemic has passed and life returns to normal, employees, coworkers, and partners will remember how you behaved.

They’ll remember whether you held things together and led them through the hurricane, or whether you made a bad situation worse.

“We’re all making choices right now that build our reputation and impact our company’s brand,” concludes Studer. “We owe it to ourselves and to those we lead to choose wisely.” v About the Author Quint Studer is a businessman, entrepreneur and student of leadership.

He not only teaches it, he has done it.

He has worked with individuals at all levels and across a variety of industries to help them become better leaders and create high-performing organizations.

He seeks always to simplify high-impact leader behaviors and tactics for others. He has a great love for teaching his insights in his books and has authored nine of them. He is the founder of Vibrant Community Partners and Pensacola’s Studer Community Institute.

The National Dipper

May/June 2020

How Do I Let Good People Go at a Time Like This?

Six Ways to Deliver the Bad New With Love

by Deb Boelkes No leader wants to let a good employee go. Unfortunately, in these harsh and uncertain economic times, more and more of us find ourselves having to deliver some very bad news. Without question, it’s one of the most painful parts of being a leader. But Deb Boelkes says you can let people go without abandoning them emotionally, and as the pandemic sets in for who knows how long, it’s a skill every leader needs to learn.

“Actually, how you lay someone off should be an extension of how you lead,” says Boelkes, author of Heartfelt Leadership: How to Capture the Top Spot and Keep on Soaring. “Great leaders do both with compassion, integrity and candor. They lead with an open heart and the assurance that employees do have what it takes to excel, and they let people go the same way.”

Boekles says heartfelt leaders inspire employees, engage their emotions, and help them pinpoint and pursue their passions. In her new book, she explains what such leadership looks like in action. Full of real stories and lessons from top heartfelt executives, it teaches you to transform from a person people follow because they have to, to a person they want to follow. And it doesn’t shy away from talking about what it looks like to fire someone the heartfelt way.

“Schedule a one-on-one meeting when you have a lot of time, because you will want to offer plenty of space for conversation,” she says. “If you keep your message authentic, from the heart, and honest, they are most likely to receive it well.”

Spell Out Their Unique Strengths And reassure them that they’ll be able to leverage those strengths again. This is a time, in particular, when people need to be reminded of the gifts they bring to the table. Be specific as you recount the many contributions the person has made to the team and the organization. Share how much you honor, respect and admire them and remind them that other organizations will recognize and value their skills and abilities as well.

“Reassure the person that these terrible times won’t last forever, says Boelkes. “A sense of hope may be the best gift you can give them right now.”

Above All, Follow the Golden Rule If you must lay somebody off, the best approach to take is: Do unto others as you would have them do unto you. The Golden Rule is a guiding principle that leaders should live by every day, but never is it more important than when employees are at their most vulnerable. Imagine how you would want to be treated if you were to lose your job and move forward with that in mind. You would not want to hear bad news via email or a mass Zoom call, or be treated as if you didn’t matter to your boss and the company.

Maybe You Can’t be by Their Side, Physically In her book, Boelkes describes how she had to lay off her team when she worked for AT&T. “When my first team member came into my office, I motioned for him to sit on the sofa instead of in one of the chars on the opposite side of my desk,” she recalls. “I immediately came out from behind my desk and sat right next to my team member, turning toward him, I was right there next to this employee as I laid out the details of what was going to happen.”

This physical closeness likely can’t happen now due to social distancing. But Boelkes says leaders can and must find a way to keep that spirit of human connection and caring, even if you must deliver the bad news via video chat.

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Help Them Brainstorm Their Next Step After you have broken the news, roll up you sleeves and make yourself an ally to your employee as they begin envisioning their future. Discuss with them what they would really love to be doing going forward. Brainstorm about the type of jobs they would love to have. Review the kind of companies in the local region or elsewhere that might have good opportunities for them to do the things they really want

to do.

To get the ball rolling , ask, “What is important to you in life, and what makes you excited about your career?”

Listen closely to each response.

Wholeheartedly Commit to Helping Them Assure the employee that you will do everything in your power to help them land their dream job. Call around to any contact you have and inquire about potential job opportunities for

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each member of your staff. Give referrals freely. Help them come up with stretch assignments that will give them more experience and prepare them for potential opportunities they are interested in pursuing.

Coach Them Through the Interview Process Touch base with the team member through their interview process at other companies. Make yourself available to run mock interviews and check in often to see how they are doing.

They will appreciate having a mentor through this challenging process.

“Is it unorthodox to keep in touch with employees after you let them go?” asks Boelkes. “Perhaps. But if you truly care about someone, you will want to. And who knows? You may be able to bring the person back at a later date.”

As Boelkes shares in her book, when she had to lay off her team at AT&T, each employee went off to better, more exciting positions. A few started their own businesses, and she was even able to bring back others as contractors. The point? Just because you’re letting someone go doesn’t mean their life is over.

“There is no escaping the discomfort and pain caused by layoffs, but these steps keep the suffering to a minimum,” concludes Boelkes. “You have the responsibility to send an employee off into the job market hopeful and inspired, not angry or hurt. If you’ve done your job right and acted from a place of love, they’ll leave knowing that the best part of their life is still ahead.” v About the Author Deb Boelkes is not just a role model heartfelt leader; she’s the ultimate authority on creating best places to work, with 25+ years in Fortune 150 high-tech firms, leading superstar business development and professional service teams. As an entrepreneur, she has accelerated advancement for women to senior leadership. She has delighted and inspired over 1,000 audiences across North America.

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Average gallons of frozen desserts sold per week ❏ Up to 100 gallons-1 ❏ 101 to 150 gallons-2 ❏ 151 to 200 gallons-3 ❏ 201 plus gallons-4

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Right Now You Have Time to Work on Yourself Here’s Where to Focus

by Karen McGregor As the world struggles with fear, Karen McGregor says we need positive influencers more than ever. Here, she shares the habits you should develop right now—while you’re staying safe at home—that will help you cope with your own anxiety and become an example for others to follow.

Scary times are upon us. We’re staying indoors, watching the news 24/7, and we’re afraid. Everyone around us is afraid. That’s because fear is super-contagious. But Karen McGregor says we don’t have to allow pandemic-driven fear and anxiety to infect our lives. We can learn to rise above it.

And when we do, there’s an unexpected side effect: We become positive influencers on everyone around us.

“Now is the perfect time to dissolve fear-based beliefs and be a powerful example to others,” says Karen McGregor, author of The Tao of Influence: Ancient Wisdom for Modern Leaders and Entrepreneurs. “In times of uncertainty, it’s the real influencers who step in and make a big difference to those who are struggling with the unknown.”

Overcoming fear requires you to do some intense work on yourself. But (to state the obvious) right now you have some time. Why not put it to good use? Instead of worrying and handwringing, develop some good spiritual habits to help you vanquish fear. They’ll pay off now when you need it most, but will also serve you (and others) once “normalcy” returns.

McGregor’s book lays out a path—rooted in the ancient wisdom of the 4,000-year-old Tao Te Ching—for identifying and breaking the “power patterns” that undermine your influence, create dysfunctional relationships, and otherwise squelch your potential.

Here are seven habits to work on right now to overcome fear, tap into your “love-power” (McGregor’s word for the primal power we all possess), and influence others in a positive way:

Learn to Grieve your Losses and Release your Pain.

A lot of what you’re feeling right now is grief. You are grieving the loss of your life before COVID-19, and you are also grieving collectively with the rest of the world. “Pain can be released through the portal of the heart,” says McGregor.

“When you focus on your heart, a desire to release the pain of the past may arise. Even better, your heart knows how to do that without your mind interrupting.”

Here’s a simple exercise from The Tao of Influence: Focus on the heart and allow the feelings of your past to present themselves. Just allow the process to unfold. Allow your body to feel and release without letting your mind get hooked into the emotion, feeding the ego needs and magnifying your power patterns. When you put your attention on your heart, you may notice that it feels warm or even hot. That is a sign you are releasing stored emotional pain.

Start Noticing your Fear-based Wording Words are powerful: They can lift our spirits, or they can drag us down in an instant—and others with us. Notice the words you say and find better words to use in their place.

Instead of saying, “I’m tired,” say, “I’m going to have a nap, and when I wake up, I’ll feel refreshed, energized, and ready to work or play.” ”In the time of coronavirus, the words you speak and even those you think matter greatly,” says McGregor. “Complaining phrases such as, ‘If only...’ and ‘Remember when...?’ are likely to come up frequently. Challenge yourself to go seven days without uttering one complaint.

After managing that, go two more days without engaging in complaining thoughts.”

Find a New Way to Pray Hint: Begging and pleading isn’t real prayer. It’s understandable that your prayers may be colored by desperation right now. But asking, bargaining, and engaging in transactions lead to a one-sided relationship with the Divine. To bet-

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ter understand the power of prayer, McGregor journeyed to the Poor Clares Monastery in Duncan, British Columbia. The nuns there live a solitary life of contemplative prayer. They taught her that prayer isn’t what most of us think it is.

“The nuns said that prayer is many things,” she says. “It can be a meditative walk in nature, a feeling of deep gratitude or joy from being in the presence of a loved one, or simply saying a phrase like ‘thank you.’ It can be saying one of many names for God. All these ways to pray have one thing in common: to illuminate a relationship with the Divine.”

Start Meditating Why should we meditate? Because it helps us detach from our preferences—which trigger our need to be “right” or “in control” and lead to suffering—and practice being in the present. (McGregor calls it “dropping into the holy moment of now.”) Just set aside 15-20 minutes to sit quietly and focus on your breath. If your mind wanders, that’s okay: The point is not to judge the thoughts that stream endlessly into your consciousness but to allow them to ebb and flow without getting emotionally hooked.

“Successful meditation occurs when there is no war between your head and your heart,” says McGregor. “This state is one of the greatest gifts you can give yourself. If you’ve always ‘meant’ to try meditating but haven’t yet done so, now is the perfect day to start.”

Clean and Declutter A messy space at home contributes to a disorganized and

chaotic mind. But if we can take small steps toward establishing stillness on the outside of us, we can experience more internal peace, wellness, and harmony within. If you haven’t already done so, take advantage of the extra time you have at home to clean and organize your spaces to promote balance and stillness.

Observe each room and notice what creates unsettling thoughts. Does your office lack a system for filing bills or random pieces of information? Do your bedroom clothes and accessories not have a “home”? Take inventory, commit to doing something about it, and set a date for when it will be done. The entire house can be completed in one month—or even much sooner.

When you Feel Angry or Annoyed, Focus on Gratitude.

Tempers and tensions flare in stressful times and in tight quarters. Don’t be surprised if you find yourself getting irritated with your family, with the peanut gallery comments on your social media feeds, with the endless news cycle, or anything else. When this happens, turn your focus on what all you are grateful for. This can help to supplant old power patterns you’ve relied on for years. If you are angry with someone or arguing endlessly, remove yourself and ask, What is the gift in this moment? Without blaming or shaming anyone, feel into your heart and ask, What am I grateful for? Try to reframe challenging circumstances as opportunities and practice appreciating them. This is a form of gratitude: to be able to see the good that is present in every situation.

Sing and Dance Regularly YES, you read that right. In his book The Mastery of Love, Don Miguel Ruiz says this is a natural expression of our love-power—which is why little children sing and dance.

They haven’t yet developed the filters and fear that they’ll be judged. You can dance and sing in the privacy of your room or as you clean your house. If you want to take it to the next level, suggests McGregor, consider signing up for a dance class—many classes are offering online streaming while dance studios are closed due to social distancing requirements.

“If you allow it, your fear will go viral,” concludes McGregor. “Now more than ever, we all need to choose love over fear, power over powerlessness, and hope over despair.

This is your chance to, in the words of Gandhi, be the change you want to see in the world. And you must. When you say no to fear, doing this becomes possible like never before.” v About the Author Karen McGregor is a leadership and influence expert, international keynote speaker, and the best-selling author of several books, with her most recent, The Tao of Influence: Ancient Wisdom for Modern Leaders and Entrepreneurs, debuting in June 2020. As a speaker sharing the stage with Tony Robbins, John Gray, Deepak Chopra, and others, Karen knows how to support leaders to become influential modernday mystics in the boardroom, in their communities, and on the global stage...all while taking the necessary action to produce sustainable change.

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The National Dipper

May/June 2020

Now Available

POINT-OF-SALE POSTERS

Increase impulse sales on your high profit items with these beautiful, 4-color Point-of-Sale Posters, created especially for ice cream stores. Order today, while supplies last. Please allow 3 to 4 weeks for delivery.

• Actual Size is 18" wide x 23" high • Printed on 100# enamel stock

• Specially treated to resist fading • Shipped via Priority Mail

ORDER FORM

Order one poster for $9.95, two for $17.95, each additional poster is $8.95, plus shipping and handling.

QUANTITY

DESCRIPTION

TOTAL $

Banana Split Poster (jlm-1) Sundaes Poster (jlm-2) Shipping & Handling (See Below) Illinois Residents Add 9.5% Sales Tax

Ship to: (Please print clearly or type) Name Company Street Address City State Zip Sorry, no phone or credit card orders accepted.

TOTAL Shipping & Handling Costs 1-3 Posters..........$3.95 4-6 Posters..........$4.50 7-10 Posters........$5.50

Make check payable to JLM Unlimited, Inc., 1030 West Devon Avenue, Elk Grove Village, IL 60007 Phone: 847/301-8400

The National Dipper May/June 2020

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Mobile Catering and Co-Branding Many people in the frozen dessert industry struggle with not just a seasonal cycle, but managing the inherent growth potential of their current operation and structure of that growth. For example, should a thriving retail business stay in a vertical market and attempt wholesaling, or would franchising be a better opportunity? Should you diversify across market segments, perhaps increasing the product line to another food group, such as hotdogs, sandwiches or grilled foods? Should you co-brand? Would increasing the mobile catering part of the business make more sense?

If you answered “yes” to any of these questions, then the next question should be “what business structure should I evolve into to effect this type of growth?” By business structures I mean whether or not you should have separate Strategic Business Units (SBUs). An SBU can be a separate legal entity (corporation or LLC) or a wholly-owned subsidiary of your current entity.

Having separate SBU’s for different aspects of your business allows you to track profit and loss much easier, and allocate funds/budgets much more effectively. Additionally, you can try different marketing or sales techniques in one SBU without affecting the other too seriously, particularly if your branding is different.

Create a Mobile Catering SBU Assume you’re “ABC Ice Cream Store” that’s operating a fixed base retail business. If you create an SBU that’s “ABC Ice Cream Catering” you can track the P&L of the catering arm or your business to determine the best marketing techniques. Without affecting the sales of the store, unless you specifically plan to and want to. While everybody is in business to make money, you could choose to make your mobile catering operation a cost center, rather than a profit center by allowing it to work on a break-even basis or even at a loss as part of a strategic marketing plan. The returns would have to be driven back to another business unit, and this can be very lucrative.

For example, suppose you had an opportunity to place an ice cream cart at a State Fair. Generally, there is a fee to participate, and coupled with employee counts to run the cart this could be significant. To gain visibility and traffic, suppose you sold your product at cost, and at the same time gave every customer a $1 Off coupon for their next purchase at your retail store. That means overall, you’ve lost money at this event. However, from a marketing/conversion perspective, you would be able to tell immediately by the numbers of redeemed coupons how effective the event was for you and at the same time would see a significant increase in traffic at your store. Converting a one-time customer at an outdoor event into a repeat customer at your store can be worth making the mobile catering SBU a cost-center rather than trying to attractive repeat business solely on product quality and good will.

Alternatively, if you make your mobile ice cream cart a profit center, you should be able to see a higher margin on sales by virtue of the fact that there’s lower overhead, no rent for a storefront, etc. You should, however, create a chargeback for commissary service from your store to your mobile catering business to even the playing field.

Create a Co-Branded SBU This presents an opportunity to either do something entirely different, or something similar. For example, “ABC Ice Cream” may want to offer hamburgers or sandwiches. Or you could open a coffee shop selling pies and cakes. Co-Branding is not new; in the early 90s, Miami Subs Grill started selling Baskin Robbins Ice Cream in their sub shops, some say the first co-branders in food service. Now, Miami Subs Grill is owned by Nathan’s (hot dogs) and co-brands with Kenny Rogers Roasters (chicken) and Arthur Treacher’s Fish & Chips, they no longer sell Baskin Robbins. Co-branding, or simply moving into a lateral market, gives you the opportunity to smooth-out the seasonality of the ice cream business if you want to. You could offer complementary products, or simply products that work well together, even if seasonal.

You might not think that barbecue and ice cream go together, but I’ve been asked several times to provide just that solu-

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The National Dipper

May/June 2020

Yellow Pages The National Dipper Yellow pages is a complete resource guide for tthe frozen dessert retail industry and will appear in every issue.

Listings are sold on an annual basis and rates are for six issues.

Yellow pages are not commissionable and payment must accompany order. Send your order to: The National Dipper, 1030 West Devon Avenue, Elk Grove Village, IL 60007-7226. 847/301-8400.

Regular Listing: 1st line $395. year, additional lines, $280. year.

Maximum characters 40 characters per line.

Boldface Listing: 1st line $495. year, additional lines, $395. year.

Maximum 30 characters per line.

ALL CAP Listing: additional $85 a line per year, regular or boldface.

Maximum 30 characters per line.

ASSOCIATIONS Great Lakes Ice Cream & Fast Food Assn. ..................810/618-0605 New England Ice Cream Restaurant Assn. .........mca319@gmail.com BATCH FREEZERS Emery Thompson......www.emerythompson.com……..718-588-7300 BOOKS Tips for Costing Ice Cream & Frozen Yogurt Cakes & Pies, plus: Tips for Costing Ice Cream Cones, Sundaes, Shakes & Other

Goodies………………………..JLM Unlimited...........847-301-8400 BULK ICE CREAM CONTAINERS Negus Packaging Solutions 3220 Kingsley, Madison,…888-241-7482 Tyoga Container Co., Inc…....Tioga, PA 16946……...800-724-6003 Same day shipping on stock items by 11 AM!........www.tyogacontainer.com

COCOA Forbes Chocolate……www.forbeschocolate.com......…440/838-4400 CONES The Cone Guys, Ltd….........Specialty Cones…….....…215/781-6996 Joy Cone Co. Cake, Sugar, Waffle Cones & Bowls.......800-242-2663 PDI Cone-Dutch Treat…Sugar Cones & Toppings…....866-277-3084 FLAVORS Green Mountain Flavors, Inc. ……………………..…..800-639-8653 FROZEN CUSTARD Classic Mix Partners...www.classicmixpartners.com.....800-722-8903 Award Winning Frozen Custard Mixes Meadowvale, Inc......www.meadowvale-inc.com…...800-953-0201 FROZEN YOGURT MIX A. Panza & Sons, Ltd., Mixes & Ingredients www.icecreamproducts.com…………………….800-Ice-Cream GELATO PreGel America…..www.pregelamerica.com……866-977-3435 ICE CREAM CARTS & FREEZERS AllStarCarts-IceCreamCarts-Tricycles-TrucksTrailers...800/831-3166 ICE CREAM CONTAINERS Visstun Cups………..www.visstuncups.com…….….702/251-8809 Custom printed pints, half pints and 5 oz. cups Flexible order volume…………………...………Single case to millions ICE CREAM MIX A. Panza & Sons, Ltd., Mixes & Ingredients www.icecreamproducts.com….........................….800-Ice-Cream LUBRICANTS Haynes Lubricants….....www.haynesmfg.com…...........800-992-2166 PHOTOGRAPHY Stella Lorens Gallery…......www.stellalorens.com.........630/730-8297 POINT OF SALE POSTERS JLM Unlimited, Inc., ........Elk Grove Village, IL ..............847/301-8400 Ice Cream Banana Split and Sundaes Posters

SODA FOUNTAINS AMERICAN SODA FOUNATIN, INC............................312/733-5000 455 N. Oakley Bl...Chgo, IL 60612...www.americansodafountain.com Parts-Sales-Service-Mixers-Pumps-DraftArms-SodaFount.Bev.Equip TOPPINGS TR Toppers ………........800-748-4635….........…. www.trtoppers.com

Regional Yellow Pages Regional Yellow Pages are available to companies that distribute products and/or services in a limited area of the country. Companies are listed in the state in which they are located. Regional Yellow Pages will appear in all six issues of The National Dipper and rates shown are for six issues. Regular Listing: 1st line, $295. per year, additional lines $165. per year. Maximum 40 characters per line.

Boldface Listing: 1st line, $395. per year, additional lines $295. per year. Maximum 30 characters per line. ALL CAP Listing: additional $75. a line per year, regular or boldface. Maximum 30 characters per line. Payment must accompany order. Regional Yellow Pages are non-commissionable.

CALIFORNIA Taylor Freezers of Calif..800-927-7704...www.taylorfreezers.com SF Food Supply…....….San Jose, CA…................….408-436-12283

Ice cream ingredients and supplies NEW JERSEY A. Panza & Sons, Ltd., Mixes & Ingredients www.icecreamproducts.com….........................….800-Ice-Cream Dingman’s Dairy....www.dingmansdairy.biz..............800-958-6838 OHIO Peck Food Service…..www.peckfoodservice.com..800-732-7325

Promotion of the Year Contest The Promotion of the Year Contest is now open to ALL ice cream store owners in the United States.

Just submit your promotion to The National Dipper

by September 21, 2020 to enter the contest.

Win a beautiful plaque engraved with your store name, suitable to hang in your store for all to see.

AND the promotion will be featured in an upcoming issue of The National Dipper.

Promotion must have taken place in 2020. Entries must be received by September 21, 2020. Include a detailed description of your promotion. Include your name, store name, address, phone and email.

State the objectives and results that were met by your promotion.

Entries are judged on the basis of originality, creativity, objectives accomplished, presentation to the consumer and how easily the promotion can be adapted in other ice cream retail businesses.

Send your promotion to: Lynda Utterback The National Dipper 1030 W. Devon Ave. Elk Grove Village, IL 60007 lynda@nationaldipper.com Questions? Please call 847/301-8400

Deadline: September 21, 2020 Reader Service #117

The National Dipper May/June 2020

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This issue of The National Dipper is now available online at: www. national dipper.com

tion in a mobile catering environment.

Having multiple product lines in a mobile environment also broadens the opportunities for revenue growth, being able to cater two lines at one event, or multiple events with different products simultaneously.

Going Vertical Selling to local hotels, restaurants, etc. at a wholesale level will gain a new revenue stream, and again, setting up an SBU for “ABC Ice Cream Wholesalers” will allow you to directly monitor your P&L. From a mobile catering and marketing perspective, going wholesale offers new opportunities. For example, having an ice cream cart with your branding/logo on it but being used by a restaurant or hotel at an event is a great validation of your product quality. You also have the opportunity to rent your cart to your wholesale customers or even work

some of their events for them for an additional revenue stream. On the flip side of the marketing coin, you can then say, “We provide ice cream to the Posh Hotel on Main Street in your advertising literature.

Franchising Creating a franchise almost certainly means creating a separate business unit. From this you can plainly see the P&L and monitor the activities of your franchisee. From a mobile catering perspective, you can opt to provide your franchisee with a cart, or set guidelines for them to purchase their own. Since franchise branding is all about the uniform “look and feel” it’s in your interests to work directly with a cart company for consistency.

The downside on franchising from a mobile catering perspective is that you have no control over how your franchisee presents your brand to the public.v

Calendar June 28-30 - Summer Fancy Food Show, Jacob K. Javits Center, New York, NY. Contact: National Association for the Specialty Food Trade, Inc. (NASFT), 120 Wall St., 27th Fl., New York, NY 10005. 212/482-6440. Fax: 212/482-6459.

NEGUS PACKAGING SOLUTIONS

July – National Blueberry Month. Contact: Tom Payne, U.S. Highbush Blueberry Council, 865 Woodside Way, San Mateo, CA 94401. 650/340-8311. Fax: 650/3408568. E-mail: jferrary@tjpmd.com October 7 – Kohl Wholesale Fall Food Show, Oakley-Lindsay Center, Quincy, IL. Contact: Andrew Romano, Kohl Wholesale, 130 Jersey, Quincy, IL 62306.

217/222-5000. E-mail: andrewr@kohlwholesale.com February 11-13, 2021 - Great Lakes Ice Cream & Fast Food Association Annual Convention & Trade Show. Kellogg Areana, Battle Creek, MI. Contact: glicffa. org or call 810/618-0605.

Advertisers’ Index

SQUARE PAK™ also available.

NEGUS

3220 Kingsley Way Madison, WI 53713

888-241-7482

negus.info@negusboxnbag.com www.negusboxnbag.com

Distributor Inquiries Welcome 26

Reader Service #118

All Star Carts & Vehicles, Inc............12 Cardinal Carts...................................21 Carpigiani.............................4th Cover Costing Manuals...............................11 The Cone Guys………………….....15 Dingman’s Dairy.................................5 Dipwell Techware...............................7 Great Lakes Ice Cream & Fast Food Association................................14 Green Mountain Flavors…………...24 Joy Cone Co.....................................13 Stella Lorens Photography ..3rd Cover

Negus Packaging Solutions..............26 New England Ice Cream Restaurant Association..................................16 A.Panza & Sons, Ltd...........2nd Cover Rite-Temp........................................22 T.D. Sawvel Co., Inc........................17 This Advertisers’ Index is published as a service to you, the reader. The publisher does not assume liability for errors or omissions.

The National Dipper

May/June 2020

Reader Service #119

Reader Service #120