National Dipper May/June 2022

Dipper Vol. 38 No. 3

The National ®

THE MAGAZINE FOR FROZEN DESSERT RETAILERS

May/June 2022 $5.00

®

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

Vol. 38, No. 3 • May/June 2022

Features National Ice Cream Month..........................................12 Five Ice Cream Store Owners Share Their Celebrations

‘Til Death Do Us Part....................................................14 How to Survive As a Couple in Business

by Zelda Fraden

A Well Run Family Business in Not an Oxymoron.......16

by John Rogers

Why the “Great Resignation” Is Really a Great Opportunity.......................................................19

Page 6 - Balloon sculptures greeted attendees at the Great Lakes Ice Cream & Fast Food Association 55th Annual Convention.

by Rick Grimaldi

Is That New Hiring Technology Really Right for Us?..22 Five Questions to Ask Before You Invest bt Scott Wintrip

Less Stress and Better Customer Service are Possible..24

by Karen Leland and Keith Bailey

Employee Training is Key to Cleanliness in Your Store...........................................26

Page 7- Ryan Whitney named President at Edlund Company.

Departments Advertisers’ Index ......................28 Calendar .............................28 Editorial ..............................4 News .....................................5

Regional Yellow Pages ..............27 Subscription Card .......................29 Yellow Pages ...............................27

In The Next Issue • July is National Ice Cream Month • July 17 is National Ice Cream Day • Promotion of the Year Contest Opens The National Dipper

May/June 2022

Page 12 - Ziggy’s Ice Cream Parlor celebrates National Ice Cream Month.

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Editorial

Employees

First of all, I asked ice cream store owners to share their celebrations for July, National Ice Cream Month with us. Five store owners responded with some very interesting ideas. See their ideas on page 12.

The rest of the issue is devoted to employees. This is the time of year when you are hiring and training employees for the season. Over the years, many ice cream store owners have told me they are in trouble in June with new hires who are not yet well trained. So I decided to devote this issue to employee management articles.

The first article, “‘Til Death Do Us Part, How to Survive as a Couple in Business,” talks about just that, surviving as a couple in business. Many ice cream stores are owned by married couples. Author Zelda Fraden gives you many important ways to keep your marriage harmonious and your business profitable.

Family controlled businesses are responsible for 59% of employment and 78% of all new jobs in the American economy. Since many ice cream stores are family businesses, the next article is, “A Well Run Family Business is Not an Oxymoron” by John Rogers. He talks about the pros and cons of the family business and offers many tips for sidestepping the pitfalls plus suggested reading for further information and help, including 85 universities in the United States that offer business programs, often named Center for Family Business.

He also says that preparing a son or daughter at an early age, teaching the value of hard work, money and personal responsibility long before hiring is a must. And he suggests that they work for another business, in the same field before entering the family business.

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Next Rick Grimaldi, in his article “Why the ‘Great Resignation’ Is Really a Great Opportunity,” says this is the perfect time for companies to reinvent themselves in ways that maximize recruitment and retention. He suggests 14 tips for becoming a great place to attract and retain talent in these times of the “great resignation.”

Scott Wintrip asks, “Is that New Hiring Technology Really Right for Us? Five Questions to Ask Before Your Invest.” He says you should interview yourself about your organization’s needs.

He suggests five questions to ask yourself to make sure the technology is right, before you invest.

Customer Service with less stress is possible says Karen Leland and Keith Bailey, authors of Customer Service for Dummies.

They offer tips to help you reduce your stress while keeping customers happy and satisfied. Start by changing from “stress talk” to “smart talk.” Don’t put a negative spin on events.

Finally, keeping your store clean and sanitized is not an employee’s favorite task. The solution lies in implementing a sanitation program that stresses employee training and includes elements to ensure that workers become educated, motivated and skilled. If sanitation procedures feature simplicity, the training and the work become much easier. Using products that come in pre-measured, color-coded packets and have an easy one-to-one ration: one packet of cleaner is combined with one spray bottle of water. Buckets and spray bottles should be clearly marked for water levels, taking the guesswork out of dilution ratios, ensures correct usage of chemicals.

Lynda Utterback Publisher/Editor

THE MAGAZINE FOR FROZEN DESSERT RETAILERS

LYNDA UTTERBACK Publisher/Editor Editorial and Sales Office 1532 Oregon Trail Elk Grove Village, IL 60007 Phone: 847/301-8400 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., 1532 Oregon Trail, Elk Grove Village, IL 60007. 847/301-8400. The National Dipper serves ice cream retailers in the United States and Canada.

COPYRIGHT © 2022 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, 1532 Oregon Trail , Elk Grove Village, IL 60007; Telephone (847) 3018400. 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 2022

News GLACIER POINT ENTERPRISES, Inc. (“GlacierPoint”), a portfolio company of Mill Point Capital LLC (“Mill Point”) and the parent company of E&M Logistics and Jack & Jill, announced that it has partnered with A. Panza & Sons (“Panza”), a third-generation family-owned business founded in 1965 that now stands as the nations’ largest full-service distributor of soft-serve ice cream mixes and related products to the retail ice cream industry.

The GlacierPoint and Panza partnership creates a stronger enterprise with added scale, a bolstered product portfolio and augmented foodservice distribution capabilities. The combined resources and operational capabilities of GlacierPoint and Panza provide a significant opportunity to scale organically and accelerate growth. Vito Panza, the son of Angelo Panza, the Company’s founder, will remain as President and his two sons, Chris and Steve, will continue to lead an extremely experienced and talented team of operators and sales professionals that are highly complementary to the existing Management corps at GlacierPoint.

“Vito, Chris and Steve have successfully expanded Panza’s scale of operations while preserving its core values and central focus on exceptional customer service. Panza’s unique platform is entirely complementary to the primary strengths of GlacierPoint. Panza allows us to further build on our established pillars and Vito leads a Team that clearly shares our commitment and dedication to the flawless execution of our business model,” commented Jim Schubauer, CEO and Executive Chairman of GlacierPoint.

Vito Panza added, “We’re thrilled to be a part of the GlacierPoint family. At Panza, our business is deeply rooted in consistently providing unparalleled customer service. The opportunity to become part of the GlacierPoint Team and contribute to such a dynamic business strategy is exciting for everyone at Panza. This allows us to further build upon a foundation of common values while leveraging shared operating experiences and resources to further accelerate the growth of the entire platform.”

“Vito, Chris and Steve have done a superb job in establishing Panza’s preeminent reputation as the leader in a competitive and fragmented industry. Even in the challenging operating environment of the past two years, Panza showed exceptional resilience and agility while continuing to provide the highest level of service to its customer base. We’re eager for the opportunities ahead of us at GlacierPoint, and the additional strengths that Panza brings to the platform certainly add to our overall level of confidence in the combined Team and our vision for GlacierPoint,” said Mark Paolano, Vice President at Mill Point.

About A. Panza & Sons Panza is a leading full-service distributor of soft-serve ice cream mixes and related products to the retail ice cream industry. The Company’s primary area of operation is Metro New York, Connecticut, Pennsylvania and New Jersey, with a distribution reach of 23 states via various sales channels.

Panza is a third-generation family-owned business with a premier industry reputation and 57 years of operating history.

The National Dipper

May/June 2022

About GlacierPoint Headquartered in The Bronx, NY, GlacierPoint is a leader in DSD distribution, serving as the exclusive DSD distributor of Nestlé and Unilever ice cream, as well as other fresh and frozen products, spanning the New York Metro area through the Mid-Atlantic region. GlacierPoint distributes to a broad customer base comprised of grocery store chains, independent supermarkets, delis, drugstores, convenience store chains and foodservice customers. GlacierPoint is recognized as an exceptional distribution partner to suppliers and retailers with an extensive history of dependability, reliability and consistency.

About Mill Point Capital LLC Mill Point Capital LLC is a private equity firm focused on control investments in lower-middle market companies in North America across the industrial, business services, and IT services sectors. Mill Point’s experienced team of investors and Executive Partners seek portfolio company value enhancement through rigorous implementation of transformative strategic initiatives and operational improvements. Mill Point is based in New York, NY. For more information, please visit www.millpoint.com.

REFRIGERATED SOLUTIONS Group (RSG), an industry leader in refrigerated equipment and service, is pleased to announce that our award-winning line of electronic controllers for refrigeration systems has been re- branded as LogiTemp™ and LogiTemp Plus™.

The LogiTemp family of controllers helps foodservice operators with the daily issues of food safety, installation costs, and energy efficiency. LogiTemp also makes it possible to remotely monitor and adjust settings on walk-in refrigeration systems with no need to enter the walk-in or climb onto a roof.

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News CARPIGIANI, an Ali Group Company, and global leader in the production of equipment for fresh ice cream, gelato, and pastry is pleased to announce Northsound Refrigeration Inc. and its subsidiary company Sound Refrigeration as their new distributors for Washington and Arizona effective immediately. Northsound Refrigeration Inc. is based in Bellingham, Washington and Sound Refrigeration is based in Mesa, Arizona. Northsound and Sound Refrigeration are dedicated to providing exceptional customer service. “We at Northsound and Sound Refrigeration Inc. are very excited to bring Carpigiani’s world renown products to our marketplace. Their commitment to excellence at all levels perfectly parallels our mission of delivering innovative and reliable products along with unmatched customer service,” said Paul Milstead, President of Northsound and Sound Refrigeration Inc. Northsound Refrigeration Inc. distributes and services several other well-known brands in the foodservice industry including True, Manitowoc and sister Ali Group company Beverage-Air. “Northsound and Sound Refrigeration provide a talented and experienced group of service technicians along with a test kitchen in Washington and a commissary kitchen in Arizona to accommodate customer demonstrations, both of which are great assets for Carpigiani’s future growth,” said Carpigiani Business Development Manager Leandra Olivotti.

Northsound Refrigeration Inc. is a commercial refrigeration service provider in the Pacific NW, founded in 2001 in Bellingham, Washington. Owner and founder, Paul Milstead, started in the industry in 1989 by providing refrigeration service for the fast food restaurant market. They take pride in providing same day emergency service and making sure that when you do call, a live person will answer the phone, 24/7.

In most cases they will likely be speaking directly to the technician on call or the owner himself. They currently have 24 service technicians in the field and an install crew of four to help with all aspects of the industry. Learn more: www.northsoundrefrigeration.com and www.soundrefrigeration.com IN CELEBRATION of Great Lakes Ice Cream and Fast Food Association (GLIC) 55th Anniversary Convention, GLIC provided a display of ice cream and fast food balloon sculptures on the Trade Show floor. The sculptures were placed at the rear of the center aisle near the hospitality area.

Balloon sculptures featured a 2-scoop ice cream cone, French fries, hot dogs, and a shake. Attendees and Exhibitors alike enjoyed the feature with several taking selfies. GLIC 55th anniversary was held February 10 – 12, 2022 at the Kellogg Arena in Battle Creek, Michigan.

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IF YOU ASK ANY restaurant owner, they will tell you that their employees are their greatest asset. In an industry built on hospitality, from the front of the house to the back, a restaurant can only run well when it’s fully staffed. However, current recruitment challenges in the industry are forcing restaurants to limit their service and close additional days.

The Essential Workers for Economic Advancement (EWEA) program would help address some of these challenges.

The program, created by the Essential Workers for Economic Advancement Act introduced in the House, creates a pathway for workers to come to the U.S. on market-driven, non-immigrant, three-year visas. The program is intended for small businesses in industries with comparatively low sales per employee and would be available for non-agricultural jobs with lower education thresholds that have been unfilled for extended periods of time.

“There is no silver bullet to solving the industry’s recruitment challenge, but this program creates one opportunity to address the issue,” said Sean Kennedy, executive vice president of Public Affairs for the National Restaurant Association. “The overlapping blows of the pandemic and now an inflationary economy are limiting industry operations. For restaurants to fully recover and grow, we have to be open at full capacity — and to do that we have to continue to grow our workforce. This program is a win-win for employers in desperate need of employees and individuals seeking training and opportunity.”

The EWEA will initially be available for up to 65,000 workers, but after the first year, the total number of workers is determined by market-based need. The number of workers in the program cannot exceed 85,000.

“The Essential Workers for Economic Advancement Act addresses a pressing problem for a host of industries that is stalling economic growth – a chronic worker shortage. Restaurants are vital drivers in every community, so I appreciate the on-going input and support of the National Restaurant Association in bringing this legislation to introduction,” said Rep. Lloyd Smucker (R-PA).

“We appreciate Rep. Smucker’s willingness to work with us for the last few months to ensure this bill will meet some of the needs of the restaurant industry, and his leadership getting it introduced in the House. We look forward to working with Congress to pass this essential tool to help the industry address its workforce shortage,” said Kennedy.

The foodservice industry is the nation’s second-largest private sector employer, with a workforce of more than 14 million people in nearly 1 million eating and drinking establishments. According to the National Restaurant Association 2022 State of the Restaurant Industry report, roughly half of operators expect recruiting and retention of employees will be their top challenge in 2022. This challenge is not new for the industry. Prior to the pandemic in 2019, more than a third of operators rated recruitment and retention of employees as their top challenge.

The National Dipper

May/June 2022

News FILIPPO BERTI, Chairman and Chief Executive Officer of the Ali Group, announced organizational changes at one of its operating companies, Edlund Company.

On August 31, 2022, after more than 32 years of devoted service to the Edlund Company, Peter Nordell will step down from his role as President and Chief Executive Officer. “As many of you know, Peter has spent 55 years in the foodservice industry, with more than 32 of those years as the face of Edlund around the world. During his tenure, Peter has been passionate about the brand and has brought it to its strongest position in its 97-year history. Edlund brands outpace industry competitors, and are globally recognized and highly regarded for their quality, value and reputation. I would like to thank him for his great dedication, his hard work and the excellent results he achieved during his tenure. I wish him the best of health, happiness and success in his retirement,” Berti said.

Ryan Whitney will transition from his current role of Vice President of Operations at Edlund to the role of President. Nordell will be working with him to ensure a smooth transition. They will travel together to important industry meetings and conferences where Whitney can meet key customers.

Whitney joined Edlund in 2002 as part of the Engineering team and was named Director of Operations in 2010.

In 2019, he was promoted to Vice President of Operations.

Prior to joining Edlund, Whitney held various engineering positions at companies outside the foodservice industry and also ran his own engineering consulting firm. He has been integral to the company’s success through new product initiatives, support and plant operations.

“On behalf of all of us at the Ali Group, I would like to congratulate Ryan in his new role and thank Peter for many years of dedication,” Berti said.

VISSTUN® has added a NEW 8oz-R8 cup size and 14oz-R4 cup size to their inventory.

Using the industry standard 3.839” rim OD, the new 8oz-R8 and 14oz-R4 cups are easy to fill on pint equipment and use the same lids as the industry standard Pint-R6. This provides customers with four sizes: 8oz-R8, 14oz-R4, 16ozR6, and 500ml-R7 that all share a common lid and 3.839” rim OD. “The 8oz-R8 and 14oz-R4 complete a line of cups that are perfect for use on ice cream filling equipment,” says Paula Thompson, Director of Sales. “Another great feature of the 8oz-R8 specifically, is that they allow customers to sell half-pints in the same shelf space as the pint. Two of them stack in the same space as one standard ice cream pint. For retail shelf space, this is fantastic.” The R8 and R4 are both available in Paper Cold, Paper Hot and Microwavable Paper.

The National Dipper

May/June 2022

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News GREAT LAKES ICE CREAM + Fast Food Association has announced the 2022 Ward J. Anderson Scholarship winners. The winners are $1,500 scholarship to Sidney Skwera – scholarship sponsored by Ashby’s Sterling Ice Cream – member sponsor Heavenly Creamery in Conneaut, OH, $1,000 scholarship to Cole Rice, scholarship sponsored by Craig and Gladys Christian of Frosty Boy-Watervliet – member sponsor Trailside Treats in Belmont, MI, and $1,000 scholarship to Emma Leishman scholarship sponsored by GLIC+FFA member sponsored by A Little Something, Port Huron, MI. Scholarship winners and their parents were invited to the Founder’s Dinner to be recognized for their accomplishments at the Annual Convention and Trade Show held February 10 12, 2022 at the Holiday Inn Hotel in Battle Creek MI. To be eligible, student employees must be high school seniors through college seniors (their 4th year of college) in a five-year program this past Fall, worked a minimum of three months for a GLIC+FFA member within the year, have minimums of 20 on the ACT composite or 1,000 on SAT and 3.0 GPA, and plan on attending a college or university next Fall.

Since 1990, the Ward J. Anderson Scholarship program has awarded $191,500 in scholarship monies to GLIC + FFA member student employees.

THE NATIONAL RESTAURANT Association Restaurant, Hotel-Motel Show, the premier event to learn about foodservice technology innovations, unique ingredients, and emerging trends in the restaurant industry, today announced that over 500 companies will be making their debut as exhibitors at the 2022 event. With over 500 new exhibitors—and more than 1,000 returning exhibitors—the National Restaurant Association Show is the place to find creative new solutions to today’s challenges in the restaurant industry, from the latest food and beverage trends to emerging technologies and operational innovations that will boost the bottom line. The Show will take place May 21-24, 2022, at McCormick Place in Chicago.

“We are thrilled to welcome over 500 exhibitors to the National Restaurant Association Show,” said Tom Cindric, President of Winsight Exhibitions. “While the Show has a long-standing reputation for facilitating unmatched connections, this year’s event will be like no other as we bring the foodservice community back together after three years on our lively show floor.”

The expansive 600,000 square foot show floor will be the ultimate destination for buyers to source inspiration and innovations in over 900 product categories—from food, beverage, equipment, technology, tableware, sanitation, and everything in between. The National Restaurant Association Show brings together more restaurant and hospitality buyers, suppliers and equipment manufacturers than any other industry event, providing new and returning exhibitors alike the opportunity to build strategic partnerships that will elevate their business.

For more information and to register, visit nationalrestaurantshow.com.

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PIERRE’S ICE CREAM Company, a manufacturer and distributor of ice cream and frozen desserts, and Ohio Processors, Inc., a manufacturer and distributor of dairy related products, are proud to announce they finalized an agreement under which Ohio Processors will acquire Pierre’s Ice Cream.

This agreement brings together two leading Ohio-based businesses and allows Ohio Processors to expand its product line, customer base, and geographic reach. Ohio Processors, a fourth-generation family-operated business based in the Columbus, Ohio area, is owned by the Smith family, which has been involved in the operation of food manufacturing and distribution companies since 1934.

Shelley Roth, President of Pierre’s Ice Cream Company, reflected on the transition. “I have spent long hours thinking about and working toward a succession plan that would ensure continuity for the business,” Roth said. “That is why I am pleased to announce the impending transition of Pierre’s to Ohio Processors, Inc. “The philosophies of Ohio Processors and the Smith family align with our succession priorities as well as the values and directions we have cultivated over the years. The Smith family shares the same core values that have been instilled in the Pierre’s organization. They understand food manufacturing and distribution, and will be able to build upon the foundation that has already been created. They recognize the importance of supporting team members, creating high-quality products, and providing excellent customer service.

“One of the highest priorities in the succession plan was that any new owner would appreciate what has been built during the company’s 90-year history; particularly recognizing the accomplishments and contributions of Pierre’s experienced and dedicated team and the value we place in our relationships with customers, suppliers, and the community.”

The Pierre’s team and Ohio Processors will continue to produce high quality ice creams and frozen desserts and provide delivery services from the same Pierre’s location at E. 65th Street and Euclid Avenue in Cleveland, Ohio. The new owners anticipate retaining the Pierre’s team members and upholding the quality culture and recipes that ice cream lovers have enjoyed for 90 years.

“We are thrilled to announce the acquisition of Pierre’s Ice Cream,” said Doug Smith, President of Ohio Processors.

“Their products and employees will be welcome additions to Ohio Processors. We are excited to get to work and continue Shelley’s success with Pierre’s.”

THE NATIONAL RESTAURANT Association Restaurant, Hotel-Motel Show announced the 2022 recipients of the Kitchen Innovations (KI) Awards, which recognizes the year’s most forward-thinking and cutting-edge innovations that meaningfully improve foodservice operations. The National Restaurant Association Show is the premier event to learn about foodservice technology innovations, unique ingredients, and emerging trends in the restaurant industry, and will take place May 21-24, 2022, at McCormick Place in Chicago.

The National Dipper

May/June 2022

News RUNNING A RESTAURANT takes a lot of coordination.

From the front of the house to back of the house, from managers to dish washers, there are details for which every employee is responsible. Operators looking for every advantage are turning to technology to codify and simplify their training and execution to gain efficiencies. The new ServSafe® Ops app automates a restaurant’s standard operating procedures and, at a time when it’s harder than ever to engage their workforce, it places productivity in the hands of all employees.

According to the National Restaurant Association 2022 State of the Restaurant Industry Report, for roughly half of operators, recruitment and retention is their top challenge.

Restaurateurs are seeking efficiencies in operations that will allow them to focus their efforts on recruitment, efficient onboarding, and ongoing education that builds tenure. With the knowledge that 8 in 10 restaurant owners started their industry careers in entry-level positions, this focus is imperative to the future of the hospitality industry.

ServSafe, a provider of educational resources, materials, and programs that help attract and develop a strong restaurant workforce amassed their knowledge and experience in creating an application that leverages technology to standardize daily operating procedures and enhance efficiency.

The ServSafe Ops application was developed through a partnership with WorkMerk, a Philadelphia based technology company. The combined hospitality expertise of the leaders of the respective organizations created an app “for restaurant people, by restaurant people.”

“Hiring and onboarding employees is harder than ever, and staff expect clear communication about their responsibilities,” said Sherman Brown, executive vice president of business services for the National Restaurant Association. “The ServSafe Ops app was created to respond to these needs, while helping to maintain a culture of food safety. The app puts valuable training and information in the hands of restaurant staff and provides the data needed to efficiently manage day-to-day operations.”

ServSafe Ops empowers the winning habits of hospitality workers using “nudging,” digitization of daily tasks to drive performance, issue reporting and resolution, ongoing training, and access to vital brand specific information. The customizable application enhances a culture of safety and aligns with strategic initiatives by providing verification of task completion, consistency in system wide messaging and enterprise metrics.

“WorkMerk is proud to work with the ServSafe in the creation of ServSafe Ops,” said John New, chief executive officer of WorkMerk. “The hospitality industry thrives on standard operating procedures and workforce engagement.

Through the digitization of those efforts, we can empower the most powerful workforce in the world who have the incredible responsibility of ensuring food safety for all of us.

This customizable application is providing measurable ROI to companies and restaurant groups of all sizes.”

The National Dipper

May/June 2022

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!

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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

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News THE HOUSE OF REPRESENTATIVES passed the $42 billion Restaurant Revitalization Fund Act. This bill addresses support for restaurants, arts and entertainment venues, and small businesses impacted by the COVID-19 pandemic.

The bill provides an additional $42 billion in FY2021 for the Restaurant Revitalization Fund and gives priority to previous applicants who have not received a grant. The Small Business Administration (SBA) must provide to applicants an explanation for denied applications, establish a reconsideration process for denied applications, and institute an audit and oversight plan with respect to grant recipients.

Additionally, the bill establishes the Hard Hit Industries Award Program for small businesses that suffered a pandemic-related revenue loss of 40% or more. Aggregate grant amounts are capped at $1 million. Funds may be used for expenses including mortgage, rent, and utility payments and payroll. SBA must prioritize entities that have experienced significant pandemic-related revenue loss, with first priority going to those that experienced a loss of at least 80%, and second priority going to those that experienced a loss of at least 60%.

Finally, the bill extends to March 11, 2023 (or a later date as determined by the SBA), the time frame during which Shuttered Venue Operators Grant recipients may use grant funds to cover their expenses.

THE NATIONAL RESTAURANT Association Educational Foundation (NRAEF) released its 2021 Impact Report, a comprehensive overview of the Foundation’s development results, programs, events, leadership and governance. The report also recognizes the organizations, companies and individuals that share the Foundation’s mission to improve the industry and create opportunities for restaurant workers from all backgrounds.

“Our workforce is the backbone of the restaurant and hospitality industry, and 2021 was a monumental year in the NRAEF’s work to provide current and future restaurant workers with the skills, training and education they need to build successful futures,” said NRAEF President Rob Gifford. “We are grateful for our donors, who have invested in our efforts to uplift the people and stories who are so integral to our industry.”

Highlights from the report include: Nearly 145,000 students currently enrolled in ProStart, a two-year culinary arts and restaurant management program offered in all 50 states 320 students who received $1 million in scholarships for higher education in restaurant, foodservice and hospitality careers More than 1,800 restaurant employees enrolled in the Restaurant & Hospitality Leadership Center for career advancement 435 more individuals who participated in Restaurant Ready training In 2022, the NRAEF continues to prepare high school students for restaurant jobs and careers through ProStart; of10

fer scholarships to individuals in restaurants; help military transition into the industry; provide opportunities for employers to advance their employees through the Restaurant & Hospitality Leadership Center; and build pathways to independence for justice-involved individuals through the HOPES job skills training and mentoring program.

To learn more about the National Restaurant Foundation Educational Foundation visit ChooseRestaurants.org.

THE NATIONAL RESTAURANT Association Restaurant, Hotel-Motel Show announced the 2022 recipients of the Food and Beverage (FABI) Awards, which recognize companies for developing extraordinary food and beverage products that are leading the way in new tastes, flavor profiles, creativity and their potential to boost sales. Each award recipient and their product will be highlighted throughout the exhibit halls at the 2022 National Restaurant Association Restaurant, taking place May 21-24, 2022, at McCormick Place in Chicago.

Each FABI Award submission was evaluated by an independent panel of judges from across the foodservice industry who represent some of the most well-known brands and organizations. The award recipients are selected for their exciting new tastes, uniqueness in the market, appeal to the operator community, creative approach to operator challenges, or introduction of new opportunities and profit potential.

Most notable for the ice cream industry are the following four products.

Oatly Frozen Dessert Bars - Strawberry Swirl, Oatly Oatly’s newly released Strawberry Swirl Frozen Dessert Bar is a delicious strawberry flavored non-dairy frozen dessert tucked inside a dark chocolatey shell. This dairy and gluten free treat is made with real strawberries for a premium indulgence experience.

Nitro Pepsi, PepsiCo Foodservice Nitro Pepsi has smaller bubbles, infused with nitrogen, that create a smooth, creamy texture made possible by a unique widget placed at the bottom of every can. This is the first time this type of widget technology, often seen in beer and coffee products, is being applied to the cola category and creates the frothy, foamy, smooth texture unique to Nitro Pepsi. The product will be available nationwide on March 28 in two delicious flavors – Draft Cola and Vanilla Draft Cola.

Ripple Dairy-Free Soft Serve, Ripple Foods Ripple’s Dairy-Free Soft Serve gives soft serve lovers what they’ve been missing—a delicious & indulgent, dairyfree soft serve option with a rich and creamy texture. Straight from the machine to batch freezing, Ripple’s Dairy-Free Soft Serve is as real as it gets.

Sorbissimo Taste It Presents Called ‘The Sippable Sorbet’, Sorbissimo is Italy’s #1 dessert to drink. Offering the refreshment of sorbet, the convenience of a drink, and the creaminess of gelato, this innovative cross between a sorbet and a frappe can be served in champagne glasses or used for signature cocktails. Made in Italy.

The National Dipper

May/June 2022

The National Dipper May/June 2022

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National Ice Cream Month Celebrations

We asked ice creams store owners to tell us what they do to celebrate National Ice Cream Month. These five stores shared their celebrations.

July is always busy for all of us. We do send out social media reminders for ice cream month July 1st: Celebrating Creative ice cream day, 20% off any creative flavor July 4th: Red, White, & Blue sampler for $4.44 July 17th: Ice cream day, Buy 1 sundae and get 2nd half off July 23rd: Vanilla Ice Cream day, 20% off on vanilla July 25th: Hot Fudge Sundae Day, Buy 1 & get 2nd half off Very busy and a lot of fun, with any luck we will have plenty of staff each shift.

We also participate in the July 4th parade handing out 3000 cups of ice cream, we get lots of cheers.

Ken Willis Beth Marie’s Old Fashioned Ice Cream & Soda Fountain Denton, Texas Starting with July 4th weekend, we will offer a red/white/blue ice cream special with free toppings for the kids.

We will offer a new ice cream flavor each week and create weekly specials using the new ice cream flavor and we will have live music every Friday night.

Sharyn Lindblad Cocktail Creamery McKinney, Texas We will be participating with several promotions this year. $1.00 off of all freshly churned pints and quarts during the month of July.

National Ice Cream Day will feature a free single scoop cone per family as well as $1.00 off any scoop size ice cream (single, double, or triple scoop).

D. Whittington Das Ice Cream Café Helen, Georgia 12

We just opened in August and are open year round. Not a day goes by when we aren’t asked for donations, sponsorships etc. winter is not “high” season for ice cream and I employ 20 adults who are differently abled. My payroll is crazy high.

So, we offer an auction item for fundraising. It’s called “create your own ice cream flavor “. We put a $70 value on it. The winner then discusses with us what they want this flavor to be like. We obtain the ingredients and have them come to the shop to help make it.

So, they get an ice cream making experience. They also can take home 4 pints of their creation. We sell the remainder. So, this is not a “dead” loss to us. So far, these auctions have netted the schools or charities $150 each - far more than a gift card would get them.

We’re featuring the winners and their flavors for National Ice Cream Month.

Robin Rinearson, Owner, Jake’s Ice Cream Falls Church, Virginia

survivor so our fundraiser benefits cancer patients.

This is the 3rd year that we are hosting a fundraiser for Henry Ford’s Game on Cancer foundation. We’ve raised over $20,000 in past years. This year we are hosting a 5K Run Walk.

Check out the details at: https:// gogray5k.com To “sweeten” the fundraiser, my team of doctors always join the event where they serve as our “celebrity scoopers”. I’ve attached some images from last year’s fundraiser as well as our Go Gray 5K Banner Katie White Ziggy’s Ice Cream Parlor Grand Blanc and Holly, Michigan

For Ice Cream month we are making a new flavor called Rota Rocks and a new T-Shirt design to go with it.

David Rota Rota Spring Farm Sterling, Massachusetts We always do a fundraiser to celebrate National Ice Cream month while raising money for a good cause. In addition to owning Ziggy’s, I am a brain cancer

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May/June 2022

The National Dipper

May/June 2022

13

‘Til Death Do Us Part

How To Survive as a Couple in Business

by Zelda Fraden When Bob and his wife Mary decided to start a business together, they jumped right in, with little or no thought. They thought it would be fun to work together so they just did it.

(Sound familiar?) This kind of strategy and its lack of planning can cause a coupe to kill their romance or even end their relationship.

Bob was on the road working a large territory for corporate American for many years. With a hectic schedule, he flew home on weekends. His talented wife, Mary was home raising the children. She handled all the responsibilities of educating and raising a happy, well-adjusted, healthy family.

Mary also managed their personal matters, including the finances and schedules.

While on the road, Bob – not the type to spend his downtime in a bar – sought cozy neighborhood bookstores to spend his free time. He called home frequently and during one of those phone calls home, his daughter asked to speak to her “phone” dad. She asked him, “Are you my phone dad or are you my real dad?” That was the moment Bob decided his road warrior days were over.

Without a lot of time or thought into how the couple would work together, Bob and Mary jumped at the opportunity to own an ice cream store. The problem they ran into was the same one that many couples realize when opening a shared business.

While many couples understand how to manufacture or sell their product or service, few of them have the necessary skills to run a successful business.

To be successful, you have to do more than just place an “Open” sign in the window.

With 80 percent of business be14

ing family-owned, many couples desire to work together, even when it means overcoming various obstacles and challenges that face business owners. So, if you’re already in business together, what can you do to improve your company, both financially and emotionally? How can married couples and families thrive in business together?

Goal Setting Every business should have a written business plan. In the beginning it might only be a couple of pages. A business plan is always a work in progress. Continue to tweak the plan as the company grows. There are basic items a plan must convey to avoid future conflict among married couples. First, the plan should state the overall goals that you want to accomplish. Perhaps you dream of becoming a franchisor one day. The overall goal of what you want to accomplish is the main element in the business plan. Ask each other how you plan to let customers know you are open? What will you do to advertise and market your goods or services? These are two basic element of the business plan.

The plan should cover all the responsibilities necessary to help make the company successful. It should also describe who is in charge of each responsibility, including sales, marketing, expenditures and finances. Then it’s time to sit down together to determine a budget. Discuss how much money you will need to accomplish all the goals you have placed in the business plan.

Responsibilities Your business plan clearly states the different responsibilities needed to run your business. Together, you

should determine who is best to accomplish each of the responsibilities.

Is your spouse better at finance and numbers? Let the stronger one be in charge of fiscal responsibilities. The spouse who is in charge of the financials should also be responsible for government reporting and all functions related to accounting. Who will handle sales and customer service? Once a job function is designated to someone, respect him or her to make the right decisions. As the company continues on, make sure the appropriate person continues to handle his or her responsibilities. Check back with one another on a regular basis.

Communicate Effectively Everyone has a different style of hearing and learning. Listen to how you speak to one another. Some people hear what you say but they need a little time to process what was said. Learn how each other hears and be patient.

Whenever you have a disagreement, never voice those concerns in front of employees or customers. Always go behind closed doors or go home or to a nearby café to discuss the issues. Nobody likes being told what to do by his or her spouse Avoid acting or appearing as if you are the boss of the other.

Let each person state their opinion and if possible, go back to the written business plan as a reference guide.

Drop Egos at the Front Door There is no room for power plays in a family-run business. You must create and maintain a harmonious environment for yourself and your staff members, even if it is just the two of you. Your harmony together, or lack thereof, can make a huge difference in sales, customer service and productivity. You must be united in your efforts The National Dipper

May/June 2022

to succeed. Customers, employees, vendors and suppliers must see the couple working together. A bickering couple creates tension and makes the entire environment toxic.

Hold Meetings on a Weekly Basis If you aren’t doing this already, it is a great idea to schedule weekly or even daily meetings. These are meetings held at the business, not your home in the evenings. This is the time to discuss expenses, the profit and loss statements, goals, problems you have or think you may encounter. Nothing should be combative or argumentative.

All the communication should be constructive and in line with carrying out the goals of the business.

Trust your Board of Advisors Creating an outside board of advisors is wonderful for finding solutions.

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May/June 2022

Differences can be settled with the use of an advisory panel. The advisory board is comprised of trusted people with different areas of business expertise. They can also be a wonderful sounding board for any issues or challenges that your business might face.

You can meet with them as a group quarterly or meet one-on-one as necessary. A good mix would include a CPA, attorney, banker, marketing expert and someone retired from your industry.

Check with your Chamber of Commerce to see what programs they may have to help businesses grow. Many Chambers have formal groups that meet and act as advisors.

There are also private companies that have programs designed specifically for executives to get together in noncompeting industries. Formal or informal, it doesn’t matter how you get together, what is essential is that you

have a group of professionals or trusted friends that will be honest in their feedback.

Remember: at the end of the day you are going home together. Try to keep things in perspective and leave the shop-talk at the office. To survive in today’s competitive marketplace, you must be able to successfully conquer work-life balance. When you maintain balance, you can have a successful and happy business and marriage. v About the Author Zelda Fraden is a consultant, speaker and entrepreneur who inspires others to turn obstacles into opportunities, reach greatness in business and flourish through adversity. As a former president of Women Business Owners of North Florida and a past recipient of the regional SBA Family-Owned Business of the Year Award, Zelda helps improve businesses of all sizes.

15

A Well Run Family Business is Not an Oxymoron

by John Rogers A “well-run” family business is not necessarily a contradiction in terms. However, while having family aboard not only can help, at times it hurts. That’s because familial ties are so strong.

Why did you start your business?

Ask a founder entrepreneur that question and the answer likely will be: “To build something for my family.”

Yes, the American Dream of launching your own business often includes keeping the family together through that business.

Family can be one of the biggest challenges a business can face. Main problems are how to mix love for family with fairness to all staff and how to resolve family conflicts within the business. Results may be a disgruntled staff plus rivalry in the family.

For this article on managing the family business, we interviewed several experts.

First, a word about the importance of the family business in the American economy. Family-controlled businesses are responsible for 59% of employment and 78% of all new jobs. Eight of ten companies in North America are family firms, many of them small ones but nonetheless distinct businesses.

Family Business: What’s Good, What’s Not An important question to our experts was: What are the pros and cons of the family business? Generally, all agreed that the family firm offers the advantage of a closer relationship with family members and provides them with opportunities. Greater loyalty from customers also is likely because they relish dealing with the owner/boss of the family. There’s a warmer relationship usually.

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Another advantage of the family business can be more agility and less bureaucracy in management. Dad or mom or son or daughter may quickly say yes or no rather than taking it to a board for a vote.

On the Other Hand Drawbacks are as plentiful as are the advantages. Unfortunately family members often assume the same roles in the business that they do in the family. There’s a carry-over of personalities and emotions. Also, even worse, often there’s a feeling of entitlement among family members.

Keeping the Family Baggage Out of the Family Business, is the title of a book by management consultant Quenton Flemming, published by Simon and Schuster. Fleming finds that families tend to bring home their patterns of relating to each other. This may recreate the family hierarchy within the firm even though the business has different needs than does the family.

Nurturing the Family Employee How to develop family in the business draws some unanimous comment from experts. All of them point to the danger of an older generation holding onto authority too long and suffocating the younger generation. Elders refuse to allow the mistakes necessary in any learning process.

Or too often a job is designed to bring a relative on board rather than having each job described in detail and then matching the relative to that position. “Clarify roles and responsibilities based on positions, not people,” urges Kim Schneider of Schneider Consulting Groups, Denver.

Preferably before signing on, family members will have acquired out-

side experience, perhaps working for another firm in the same field. Some family firms require two years of such hard knocks elsewhere before taking on a relative. There’s nothing like working for someone other than dad or mom to learn humility, respect and responsibility. An added plus would be respect of other staffers for having paid your dues.

Early Preparation at Home Expert Joseph Astrachan of the Family Firm Institute, Boston, stresses the importance of preparing a son or daughter at an early age, teaching the value of hard work, money and personal responsibility long before being hired. Short family meetings of 5-10 minutes are recommended to set goals for homework and chores, etc.

If you have a daughter, better treat her like a son in regard to your business. While less likely than sons to join the business, even today, daughters are stepping up the pace. And they resent having to ask to become part of the business while a son may have been invited. Equal consideration for daughter and son is best.

And in developing a family employee, there should be a career timeline established. Goals and positions should be specified for every two-year period, according to Paul Karofsky, executive director of the Northeastern University Center for Family Business, Dedham, Mass. As with other employees, it’s often best for family members to be assigned a mentor to monitor individual work progress, Karofsky adds.

How to Be Fair Yet Take Care of Family What about fairness and does this require treating family like everyone The National Dipper

May/June 2022

else? Well, yes and no. Yes, the experts agree, family is to be paid for the job and the performance on equal terms with all employees. However, special compensation is okay provided it is as a bonus or part of an ownership incentive program and not in the pay package.

One way to assure fairness is to make sure everyone, family and staff alike, know the rules of operation and what is expected of each of them.

While at home, families may not need written guidelines to operate: family businesses do.

Everyone must be made aware of required basic business behavior. No coming in late and no taking off without notice. What’s sauce for the goose, as in this case the staff, is sauce for the gander, family.

avoid performance reviews necessary before a raise or promotion. The family members need that review, just as much as do other employees, to realize where the required level of performance is being achieved.

What happens if a family member in the business wants to borrow money from the business? Apply the same rules as for other employees. Actually, when you apply rules equally, you will become more perceptive of needs for all employees.

And the fairness list goes on, same discount on merchandise, same vacation allotment, all the same throughout the business. The worst example a family member can set for others is to dip into the cash register like the cookie jar at home.

Report to Non-Family Member Who to answer to? Experts are quite firm on that point. Karofsky says whenever practical, family members

Same Last Name No Excuse Just because an employee has the same last name as the owner does not

should report to non-family members.

What about pay? Astrachan urges that all employees be advised clearly up front what to expect in the way of compensation. “They may not like what this is, but at least they realize you have a policy and stick to it.” he says.

Every employee can contribute valuable ideas for the business if they know the path is not blocked by family members. Their comments and criticisms will be forthcoming provided they are encouraged to share them, says Karofsky.

On the other hand, lack of communication can sap morale and prompt people to leave the company for jobs where they will be heard and appreciated. One way to open up communications is to invite any employee with suggestions to attend relevant meetings of managers and supervisors.

When Conflicts Do Strike Inevitably conflicts in the family

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business will arise from family relationships. “This trouble with kin is the cause of most close family demise,” states Astrachan. He reports that close family communications often is the key to resolving such conflict. Karofsky and Schneider suggest forming a family council to keep communications open and help resolve conflict.

The family council also can monitor business progress. But Astrachan says a professional evaluation can best determine whether the business is being run well and in accordance with the family’s wishes and values. Conflict should be addressed as soon as it appears and not allowed to fester.

Some business families seeking outsider help look beyond lawyers and accountants, turning instead to psychologist, therapists and other behavioral experts. The family business in conflict has become a gold mine for mental health professionals.

Regular Family Meetings A Must A regular business family meeting, including stakeholders, and not just workers, also is recommended, preferably weekly. However, the fact is that fewer than 10% have such meetings, fearing that their business may turn into a democracy. Such meetings really are so important, they are the title of a volume: “Family Meetings: How to Build a Stronger Family and Stronger Business.” This is part of the Family Business Leadership Series by two doctors of philosophy, Craig Aronoff and John Ward, NARDA Institute, Chicago.

Family meetings and an active outside board of directors are the two most important steps assuring continuity of a family business, according to Aronoff and Ward. Such meetings, they declare, give individual family members opportunities to develop and display leadership.

When you join NEICRA, you are family!

As part of our family, here are some of the benefits you will enjoy

• Network with your peers • Great Newsletter • Consult with your suppliers • Improve profits • Enhance shop operations • Learn about new products • Improve employer-employee relations

For information contact: Margaret Anderson New England Ice Cream Restaurant Association P. O. Box 1039, Westwood, MA 02090 E-mail: mca319@gmail.com Web Site: www.neicra.com 18

Some Topics for Meetings As with any other type of meeting, a family session requires having an agenda. Topics might include; which family members are allowed to work in the business; are in-laws welcome; how to determine titles and authority for family members; and how old is too old to enter the business.

Speaking of in-laws, having them employed in the business solves the problem of a spouse feeling left out.

But there also may be big trouble in the event of a divorce if the couple continues to work together. When partners divorce, it’s the stickiest of sticky situations. This usually presents three options: sell the company and split the proceeds; divide the responsibilities in some way; or let one partner buy out the other. In a divorce settlement, consideration might be given to a noncompete agreement.

A Lot of Help Available Fortunately, there is abundant help available. More than 100 universities (85 of them in the U.S.) have family business programs, often named Center for Family Business. Information on university programs can be obtained from Family Firm Institute (www.ffi.org). Trade associations also are likely sources.

Tips for Sidestepping the Pitfalls Beware the family carry-over Dad or mom may hang on too long Don’t tailor a job for junior Urge getting some hard knocks elsewhere Prepare heirs at an early age Be fair or at least be wise Same last name is no excuse Report to non-family members A formal family council can solve

conflicts Recommended Reading Family Business, Risky Business, Bork Institute Aspen, Colorado Keeping the Family Baggage Out of the Family Business, Quentin Fleming, Simon & Schuster v

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May/June 2022

Why the “Great Resignation” Is Really a Great Opportunity Workplace trends expert Rick Grimaldi says companies should use this time to reinvent themselves in ways that maximize recruitment and retention. Here’s how: People across the country are quitting their jobs in record numbers.

If you’re a business owner, you’ve undoubtedly had a tense moment or two wondering, Who’s going to leave my company? But don’t just wring your hands; take decisive action. Workplace trends expert Rick Grimaldi says smart leaders are approaching the Great Resignation as a time to pause, take stock, and really audit their business practices and processes.

“This is the perfect time to ask, ‘What can we be doing better?’” says Grimaldi, author of the new book FLEX: A Leader’s Guide to Staying Nimble and Mastering Transformative Change in the American Workplace “Not only is this the secret to keeping the people you have, it also gives you the opportunity to attract some of the amazing talent floating around right now.

“People aren’t leaving the workforce altogether,” he adds.

“They’re leaving old-school environments that aren’t meeting their needs for those that will. When you shift in ways that create the kind of culture people are drawn to, everyone wins: current employees, talented prospects, and, of course, the company.”

So how do you leverage this opportunity? What do you absolutely have to get right? Grimaldi offers 14 tips for becoming a great place to attract and retain talent.

we’ve always done” and ask, “Does this still make sense for a talent base that demands an employee-centric workplace?”

“This has to be a permanent shift,” says Grimaldi. “While there’s a talent squeeze right now, the new employee expectations are the new normal. Make sure leaders understand this reality.

Then, honestly ask yourself, What do my employees, current ones and future ones, REALLY want? This is the first step to moving your company in the right direction.”

In general, today’s employees value training and development, the opportunity to collaborate with teams, a sense of meaning in their work, and an affiliation with socially responsible

entities. They insist on fairness, equity, diversity, and inclusion.

“If any area of your culture is not in alignment with these values, move to fix any glaring problems right away,” advises Grimaldi. “Then get set on making long-term changes that will make you more likely to meet the needs and wants of modern workers and protect you from costly litigation and other issues.”

Once you get a sense of where you are and where you need to improve, ask yourself, Do our leaders need more training? Do they understand the attitude shifts your company needs to make? Attracting and retaining talent needs to be top of mind for

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Ask yourself: Have we flexed? In a shockingly short amount of time, the employment landscape has changed dramatically. What about your company? Have you evolved to keep up?

To answer, you’ll need to audit “what The National Dipper

May/June 2022

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everyone, and that includes leaders at every level.

“Getting employee-centric is about building emotional connections,” says Grimaldi. “If leaders inside your company have no idea how to make and nurture these connections, it may be time to take a hard look at the culture you’ve created. Like it or not, if you’re to win the war on talent, there have to be some changes in the attitudes of your leaders.” That means YOU. Stay flexible and fluid. Since the gig economy exploded on the scene, it has reshaped the American workforce.

Consider that today, more than onethird of Americans report that they are participating in one way or another, with 49 percent of adults under 35 “gigging it.” The flexible nature of gig work appeals highly to the younger generation. To them, the work/life integration built into the gig economy is not a cool trend but a priority, even a value. And companies competing for Gen Y and Z workers need to bake it into the jobs they offer.

“More and more, workers are demanding flexibility in where they work, how they work, and when they work,” says Grimaldi. “Millennials and Gen Zers in particular value work/ life integration. As much as possible, accommodate them. If it works for the position, allow fully remote, hybrid, and flexible arrangements. In light of the Great Resignation, it’s vital to give employees a work life that suits them.”

Understand that it’s not just about WHERE people work; it’s about WHEN and HOW. Many employees want flexibility to work remotely. Give it to them if at all possible—but be aware that simply transitioning your old practices to Zoom isn’t enough. You need to be truly flexible, and that means giving people the freedom to structure their workday and week in a way that fits into the rest of their lives.

“To the extent that you can, let employees maintain control over when they’re available,” says Grimaldi.

“Even if a job can’t realistically be done remotely, people may still be able to tailor hours to their own schedule.

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For example, they might come in earlier (or later) and leave earlier (or later). This often ensures that their work is done at the most effective times and enables employees to fulfill family obligations without interfering with their working hours.”

When hiring, focus on skills, not academic histories. For decades, companies have prioritized candidates’ educational backgrounds: the schools they went to, the degree they earned, the grades they made. Now there’s a huge shift underway. More and more, employers are hiring based on skill set instead of academic pedigree. This makes perfect sense in a rapidly changing workplace where frequent disruption is a given and in-demand skills are constantly changing. This recruitment approach also makes it easier to build a more diverse workforce.

“Hire for the skills you need in the moment and develop them based on how your needs evolve,” advises Grimaldi. “Just don’t try to lock employees down in the same role long term. Let their talents and interests drive their skill development. It should go without saying, but try to hire people who are excited about learning and growing—education is a lifelong journey now.”

Put relationships at the top of your to-do list. Relationships have always been important, but they matter now more than ever. Get intentional about building strong relationships with your team. But don’t stop with the manager/employee relationship, says Grimaldi.

“People always say that employees ‘leave bosses,’ but that’s not the whole story,” he says. “People don’t just leave jobs and bosses. They also leave coworkers and others in the organization. You have to pay attention to ALL relationships in the workplace.”

Get intentional about knowing your people. Of course managers need to know employees’ goals, strengths, and other work-related factors. Hopefully that’s a given. But they should also know their birthdays, who their kids are, and where they like to go on vacation. This requires regular human

connections, and they aren’t going to “just happen.” You need to make it happen by holding people accountable and creating the right environment.

“There is a resurgence of the old ‘management by walking around’ method happening even on factory floors,” says Grimaldi. “When you schedule time to do this, and also make a point of having regular face-to-face meetings with employees that go beyond performance reviews, a lot of things will change.” This can be challenging with remote workers, but with a few extra steps by managers, it can be done successfully.

Start a real dialogue and be open to what they’re saying. Don’t just send out questionnaires or use a passive “feedback box.” Talk to people one-on-one and give them the freedom to give you hard feedback. Proactively ask questions about their well-being.

Are they happy? Why or why not?

What can you do to keep them around?

The answers may surprise you. The more you involve people in running the company, and the fewer surprises there are, the happier they’ll be.

“One-on-one conversations can help you get a sense of where people are coming from,” says Grimaldi.

“You can learn who is burned out, who might be planning to leave, and who has new ideas around the future of work in the post-COVID era. It’s a great way to take people’s temperature and work together to find solutions to make the transition back easier on everyone.”

Make employee well-being a top priority. This means checking in with people. Don’t wait on yearly assessments; now we do what’s called a pulse check. When times are tough, we always need to know how people are doing on a daily basis. Mental health issues are no longer in the closet. They can’t be, in a time when so many have moved past stress and into trauma territory.

“Companies are realizing that psychological well-being impacts not just engagement, but also productivity, performance, and every aspect of culture,” says Grimaldi. “Do everything you can to promote employee wellThe National Dipper

May/June 2022

being. Keep an eye on this issue as you design benefits, career tracks, and work arrangements. And destigmatize mental health issues. It has to be okay to ask for help.”

Create a culture where everyone belongs. For the first time, beginning in 2019, the majority of American hires in their prime—ages 25-54—were people of color. Also, for the first time in 2019, women made up the majority of the college-educated workforce. And the 66 million working women today are expected to grow to 92 million by 2050.

Though immigrants make up just 18 percent of the workforce over age 25 in the U.S. today, they obtain 28 percent of highquality patents. They’re also more likely to be recognized as Nobel laureates in physics, chemistry, medicine, and physiology.

“We know diversity and inclusion are important,” says Grimaldi. “But organizations that want to thrive go further: They work toward what DEI expert Tristan Higgins calls metaclusivity©. In other words, they cultivate a true sense of belonging. Feeling that they belong is what gets people engaged and allows them to do their best work.”

Keep people fulfilled by getting reward and recognition right. Regular reward and recognition for a job well done helps keep people fulfilled and engaged. Doing this right means recognizing things in the moment.

“It’s not about a big yearly ceremony or a group thankyou; it’s more about individual efforts,” says Grimaldi. “It’s about noticing when people do something positive and recognizing them the way they want to be recognized. In this way, you help to constantly refill their cup.”

Carefully manage the onboarding process. Know that people often make decisions to stay or leave in the early days of their job. In a staff crunch, every single hire really counts.

It’s vital to check in immediately and see how things are going—and to stay in touch as time goes by.

Make sure you manage goodbyes well. In the new gig economy, people are going to leave and come back. And even if they don’t come back, chances are good that they know lots of other people who might be a good fit, and will tell them how you treated them. The last thing you want to do is burn any bridges (with good employees).

With a few exceptions, drop outdated NO REHIRE policies and see what you can do to help with the transition. Remember, it is just business, not personal.

Embrace inter-generational differences and bridge the gap between young and older workers. Research shows multigenerational companies do well in performance and productivity. It makes sense: A blend of different ages means you get more diverse perspectives and a synergy that gives you a competitive edge. You can also leverage the gifts of different age groups to boost engagement. To do so, Grimaldi suggests setting up a bi-directional mentoring program.

“We know Gen Y and Zers crave development,” says Grimaldi. “Well, you’ve got these seasoned employees who could share their expertise with those less experienced. And The National Dipper May/June 2022

reverse mentoring is a big trend now too: How better to engage Gen Y and Z employees than to get them involved in working with boomer employees on the latest innovations in technology or social media?”

Another key to creating a strong multi-generational company is to learn what truly motivates your employees.

“Leaders might think all millennials and Gen Zers care about is money, but maybe it’s because that’s all we’re offering them,” says Grimaldi. “Research shows that they really want a sense of fit and ‘skin in the game.’ We need to do the work of getting to know them and developing them. Make sure they know where the advancement opportunities are.

When we make the effort to give younger employees what they really need, we’ll usually find they’re huge assets to us.”

Collectively, the Great Resignation is a gift for employers who are willing to accept it, says Grimaldi—the chance to reinvent themselves.

“It’s kind of a national pause, a national regrouping,” says Grimaldi. “From time to time, everyone needs to step back and look at their life and say, ‘Is this really working for me?’ It’s true of individuals, and it’s also true of companies.

Very often we find the status quo really isn’t working—and that’s our impetus to shake things up, shift our mindset, and create something fresh, new, and energizing.” v About The Author Rick Grimaldi is a workplace trends expert and the author of FLEX: A Leader’s Guide to Staying Nimble and Mastering Transformative Change in the American Workplace. Rick’s unique perspective comes from his diverse career in highranking public service positions, as a human resources and labor relations professional for an international hi-tech company, and presently in private practice as a partner with Fisher Phillips, LLP, one of America’s preeminent management side labor and employment law firms. Day to day, Rick works with companies to help them adapt to the ever-changing business environment, achieve their workplace goals, and become better employers. Rick is an internationally recognized writer and keynote speaker, and has been selected through a peer review process as one of The Best Lawyers in America© in three of the last four years.

For more information, please visit www.rickgrimaldi. com.

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Is That New Hiring Technology Really Right for Us? Five Questions to Ask Before You Invest

by Scott Wintrip Just because a new offering exists doesn’t mean it’s right for your business. Scott Wintrip says before you “hire” that flashy new tech you should interview yourself about your organization’s needs. Here are five questions that will help you make a smart decision.

In theory, technology is a good thing; it has drastically improved our lives both in the personal and professional arenas. In fact, hiring technologies have made many aspects of the employee selection process more efficient. Digital candidate information, for example, is paperless and searchable, providing faster, more efficient and eco-friendly access to applicant records. But according to hiring expert Scott Wintrip, hiring technologies can also create their share of undesirable outcomes in the workplace and companies should think twice before jumping on board the tech train.

“Unfortunately, hiring technologies aren’t perfect solutions for all businesses,” say Wintrip, author of High Velocity Hiring: How to Hire Top Talent in an Instant. “Job boards can flood HR with hundreds of unusable candidates, and skills testing software may fail to accurately predict how someone will perform in a job. Is technology the problem? Sometimes.

But often it’s because an organization chose the wrong technology for its needs and has failed to use automation correctly.”

Wintrip adds that automation is expensive and therefore, mistakes with technology can cost a company quite a bit. Consider the tens of thousands of dollars in wasted hiring expense alone, not to mention lost productivity thanks to technology-based missteps.

“Clearly, companies need to think carefully about choosing the best hiring technology for their needs,” adds Wintrip. “You already can’t afford to take this decision lightly.”

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Wintrip says that in order to avoid expensive mistakes, answer these five questions every time you consider adding to or changing your hiring technology.

Why Do We Need This Automation?

Before you choose to adopt any new and flashy automation, figure out your motives, advises Wintrip. Do you really need that new applicant tracking system, automated reference checking process, or video interviewing service? And if so, why? Is it truly able to improve how you hire? Or are you considering it for another reason; like perhaps one of you competitors just started using that same technology and you feel the need to “keep up”?

“Always check your motive to ensure you’re pursuing technology for the right reasons,” says Wintrip.

“You’ll really regret it if you impulsively take on automation that fails to innovate your hiring.”

How Will We Use It? What is your intention for fitting this new technology into your existing hiring process? Does it truly fit your organization’s process, or will it require you to totally overhaul your systems in an unproductive manner?

“Before you adapt any new technology, take a look to make sure it will enhance your current process,” instructs Wintrip. “Otherwise, you will end up serving your technology instead of it serving you.”

How Will It Reduce Effort?

Which aspects of your hiring process will the new technology make more efficient? And by how much?

“If new automation will only marginally improve the efficiency of your hiring, then you need to take pause,” says Wintrip. “Before you make any decisions, you need to ask yourself if it’s really worth the investment.”

Does it Appear Easy to Implement, Learn and Use? Ask the vendor of the product you’re considering for a test drive.

Better yet, request to use it alongside your current method for a short time.

Then compare the results. Does the technology help streamline your hiring? Is it easy to learn and use? If so, keep moving ahead. If not, do not adopt that technology!

“Any vendor with a high-quality product should stand behind their merchandise,” says Wintrip. “If you get a sense that the vendor is hesitant to let you ‘try before you buy,’ consider it a red flag.”

What Results Must it Achieve to be Worth the Time and Money?

What expectations do you have about the impact of the automation?

What protocols must it improve, and by how much? Ask the vendor to demonstrate how the technology will achieve those results.

“This question is the final test,” says Wintrip. “Technology requires a substantial investment of money and time. Therefore, the ROI must be worth it.”

“Not all hiring technology is created equal,” concludes Wintrip. “Don’t assume that a program is right for your business just because it is new and popular. Taking the time to ask yourself these crucial questions will help you decide whether that new tech is worth it or not – saving you money and time in the long run.” v About the Author Scott Wintrip has changed how thousands of companies across the globe find and select employees, helping design and implement a process to hire top talent in less than an hour.

Over the past 18 years, he built the Wintrip Consulting Group, a global consultancy. Scott is pioneering improved methods for recruiting and interviewing job candidates.

The National Dipper

May/June 2022

The National Dipper May/June 2022

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Less Stress and Better Customer Service are Possible

by Karen Leland and Keith Bailey If you want to have less stress and provide better service to your customers, it’s time to put some tried-and-true tips to work for you.

International customer service consultants Karen Leland and Keith Bailey, founders of The International Association of Quality Service and authors of Customer Service for Dummies, offer these tips to help you reduce your stress while keeping customers happy and satisfied.

Change From “Stress Talk” to “Smart Talk”

Don’t put a negative spin on events by predicting negative outcomes, looking at a situation as black or white, eliminating the positive and exaggerating by using words like “always” and “never”. Instead, use constructive smart talk by focusing on the positive, assuming good intentions, looking at situations from both point of view and empathizing with your customers.

Assign a Web Site Troubleshooter to Handle Electronic Customer Service The influx and increase of online customer service inquiries, comments, questions and orders need to be addressed as part of your overall customer

service strategy. Especially for companies new to the web, be sure your web site is easy to do business with, which includes offering quality products and services and timely delivery.

If the online pace is picking up too rapidly, consider handling a portion of customer questions with automated e-mail programs that give pre-programmed responses to routine customer questions, such as hours of operation, directions to your store, types of products you serve, etc.

Open all lines of communication, providing phone number, fax number, e-mail address.

Also, customers appreciate receiving an order confirmation when they place an order online, making it easier and more likely that they will order online again.

Say it With Style What you say has a lasting impact on your customer, so choose your words carefully. Don’t say: “That’s not my job.” Do say: “This is who can help you.” Don’t say: “I don’t know.” Do say: “I’ll find out.” Don’t say: “No.” Do say: “What I can do is…” Don’t say: “You’re right, this stinks.” Do say: “I understand your frustration.” Don’t say: “Calm down.”

Do say: “I’m sorry.” Don’t say: “You need to talk to my manager.” Do say: “I can help you.” Don’t say: “You want it by when?” Do say: “I’ll try my best.” Don’t say: “I’m busy right now.” Do say: “I’ll be with you in just a moment.” Don’t

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The National Dipper

May/June 2022

say: “Call me back.” Do day: “I will call you back.” Don’t say: “That’s not my fault.” Do say: “ Let’s see what we can do.”

Treat your Customers as the Most Important Part of Your Job View your customers as the reason why you do your job and you will make them feel important. Remember, if you give good service during the season, your customers are bound to be loyal during other times of the year.

Fulfill your Customer’s Six Basic Needs Go beyond giving your customer what they ask for by fulfilling their six basic needs: fairness, friendliness, understanding and empathy, control, options and alternatives and information.

Make Direct Eye Contact With Your Customers Do this within ten seconds of when they approach you. If you’re busy helping another customer, look up anyway and tell them you’ll be with them shortly.

Under-Promise and Over-deliver For example, if your customer orders an ice cream cake that can be ready by 3 p.m. and you know this is possible, but not guaranteed, promise delivery by 4 p.m. You will avoid disappointing your customer and keep your commitment. And always call your customers back by the time you promised, even if it’s to say that you don’t yet have the information they want and you’ll get back to them later.

Your credibility depends on how well you keep your promises.

Go the Extra Mile for Your Customers Help them carry a large order out to their car, or give out samples while they are waiting in line to be served, etc.

Give Your Customers Your Name and Phone Number When you are on the phone with a customer, just in case you get disconnected or they need to

call you back, make sure to give them your name, phone number and any extension within the first few minutes of the call.

Express Empathy When your Customer is Having a Problem Say things like, “I understand why you feel that way.” “I see your point of view.” “I hear what you are saying,” and ‘I’m sorry that happened.” Remember to take an interest in solving their problem, by saying, “Here’s how I can help.”

Treat Your Co-Workers as Customers The people who work for you and with you rely on you for the services, products and information that they need to get their jobs done. Your co-workers are your “internal customers” and need special attention too, especially during the busy season when they’re as prone to stress as you. v

Have a Winning Telephone Style Answer the phone within three rings, giving a greeting such as: “Good Afternoon, Joe’s Ice Cream Store, Joe speaking, how may I help you?” If you need to put a customer on hold, always ask permission and then wait for a response. Remember, on the phone, 86% of the message your customer receives is through your tone of voice.

So smile when talking on the phone to make your voice sound friendlier.

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May/June 2022

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Employee Training is the Key to Cleanliness in your Store A constant challenge faced by managers and owners of retail ice cream stores is maintaining the highest level of sanitation possible. This is particularly difficult when the size of the site suggest that employees, not an outside service, perform the daily cleanup and sanitation procedures.

But cleaning is rarely, if ever, an employee’s favorite task.

The solution lies in implementing a sanitation program that stresses employee training and includes elements to ensure that workers become educated, motivated and skilled.

Successful employee training tactics should include: Training Manuals A customized comprehensive manual should detail every area, such as floors, counter tops, windows, dipping cabinets and restrooms, all equipment with explicit instructions, including simple language and visuals, on how to properly clean and sanitize.

We Specialize In Mobile Vending Carts, Trailers, Trucks and Kiosks Cold Plate Freezers And Much More

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Videos A video showing sanitation techniques is a valuable tool. In this visual age, employees are more apt to retain information they see on their phone or a computer screen than information they read.

Job Aides Posters explaining what each chemical is, correct usage and any hazards should be posted on walls.

In-Field Training A good sanitation program should include professional training techniques to demonstrate techniques and answer questions on-site.

Regional and District Training It is valuable to include training on the regional and district levels to ensure the program is being implemented uniformly.

On-going Support An accessible resource to look to for information and to answer a question is an important element in a sanitation program.

If sanitation procedures feature simplicity, the training and the work become much easier. For example, using products that come in pre-measured, color-coded packets and have an easy one-to-one ratio: one packet of window cleaner is combined with one spray bottle of water. Buckets and spray bottles should be clearly marked for water levels, taking the guesswork out of dilution ratios.

With single use methods, employees do not worry about waste, because over-pouring and over use of bulk chemicals is eliminated. It ensures the correct and safe usage of chemicals by controlling the amount of the chemical and linking it to a specific task.

Owners and mangers know that the cleanliness of their business reflects upon the quality of the products and services. Through ongoing support and training, employee comprehension of sanitation increases, resulting in a cleaner, safer, retail environment. v

The National Dipper

May/June 2022

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.

ICE CREAM CONTAINERS Visstun Cups…………..www.visstuncups.com…….….702/251-8809

ASSOCIATIONS Great Lakes Ice Cream & Fast Food Assn. ..................810/618-0605 New England Ice Cream Restaurant Assn. .........mca319@gmail.com

LUBRICANTS Haynes Lubricants……www.haynesmfg.com…………800-992-2166

BATCH FREEZERS Carpigiani…………icecream.carpigiani,com………..…800-648-4389 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 GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…….....……………800-Ice-Cream Negus Packaging Solutions 3220 Kingsley Way, Madison, WI 53713 CAKE DECORATING www.cakedeco.com…Candles & Everything!..........718/545-4600 COCOA POWDER Forbes Chocolate……………............……..www.forbeschocolate.com CONES GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…….....……………800-Ice-Cream JoyConeCo.CakeSugarWaffleCones&BowlsWafersCookie Inclusions PDI Cone-Dutch Treat…Sugar Cones & Toppings…....716/821-0698 DIPPING CABINETS Carpigiani…………icecream.carpigiani,com………..…800-648-4389 FLAVORS GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream Green Mountain Flavors, Inc. ………………….……..800-639-8653 FROZEN CUSTARD GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream Classic Mix Partners...www.classicmixpartners.com.....800-722-8903 Award Winning Frozen Custard Mixes FROZEN YOGURT MIX GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream HARDENING CABINETS Carpigiani…………icecream.carpigiani,com………..…800-648-4389 ICE CREAM CARTS & FREEZERS AllStarCarts-IceCreamCarts-Tricycles-TrucksTrailers...800/831-3166 Carpigiani…………icecream.carpigiani,com………..…800-648-4389 ICE CREAM CONTAINERS GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream

The National Dipper May/June 2022

ICE CREAM MIX GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream ICE CREAM MIX - VEGAN GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream Meadowvale, Inc……..www.meadowvale-inc.com…800-953-0201

PHOTOGRAPHY Stella Lorens Gallery…www.stellalorens.com...............630/730-8297 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 SOFT SERVE MACHINES Carpigiani…………icecream.carpigiani,com……..……800-648-4389 TOPPINGS GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream TR Toppers ……. www.trtoppers.com……......…………800-748-4635 VANILLA Prova Gourmet….........www.provagourmet.com….......978/739-9055 VEGAN ICE CREAM MIX GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream Meadowvale, Inc…..www.meadowvale-inc.com……800-953-0201

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.

NEW JERSEY GlacierPoint Enterprises, Panza Division www.icecreamproducts.com…………………….800-Ice-Cream Dingman’s Dairy....www.dingmansdairy.biz..800-958-6838 NEW YORK ElectroFreezeTriState, soft serve,batch, shake, slush. NY, NJ, CT OHIO Peck Food Service..www.peckfoodservice.com…..800-732-7325

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Calendar MAY National Chocolate Custard Month National Egg Month National Hamburger Month National Strawberry Month 1 – May Day 1 – National Chocolate Parfait Day 2 – National Chocolate Truffle Day 3 – National Chocolate Custard Day 5 – Cinco de Mayo 8 – National Coconut Cream Pie Day 8 – Mothers’ Day 9 – Butterscotch Brownie Day 12 – National Nutty Fudge Day 13 – National Apple Pie Day 15 – National Chocolate Chip Day 17 – National Walnut Day 19 – National Devil’s Food Cake Day 21 – Armed Forces Day 21 – Strawberries & Cream Day 22 – National Vanilla Pudding Day 23 – National Taffy Day 26 – National Cherry Dessert Day 27 – National Grape Popsicle Day 28 – National Hamburger Day 30 – Memorial Day 31 – National Macaroon Day

NEGUS PACKAGING SOLUTIONS

9-11 – Frozen Dessert Immersion Class. Carpigiani NA, High Point, NC. Contact: Bobbie Dilldine, Carpigiani NA, 738 Gallimore Dairy Rd., Suite 113, High Point, NC 27265. 800-6484389, ext. 5718. Fax: 336/661-9895.

E-mail: info@carpigiani-usa.com.

12 – Frozen Dessert Business Planning Course. Carpigiani NA, High Point, NC. Contact: Bobbie Dilldine, Carpigiani NA, 738 Gallimore Dairy Rd., Suite 113, High Point, NC 27265. 800648-4389, ext. 5718. Fax: 336/6619895. E-mail: info@carpigiani-usa. com.

21-24 – National Restaurant Association Restaurant, Hotel–Motel Show.

McCormick Place, Chicago, IL. Contact: Winsight, LLC, e-mail: restaurant@maritz.com. 864/699-6935.

23 – 26 – Sweets & Snacks Expo. McCormick Place, Chicago, IL. Contact: National Confectioners Association, 1101 – 30th St., NW, #200, Washington, DC 20007. 202/534–1440.

JUNE National Candy Month National Dairy Month National Mango Month 2 – National Rocky Road Day 3 – National Donut Day 3 – National Egg Day 4 – National Frozen Yogurt Day 7 – Chocolate Ice Cream Day 8 – Jelly–Filled Donut Day 10 – National Iced Tea Day

12 – Peanut Butter Cookie Day 13 – Cupcake Lover’s Day 14 – Strawberry Shortcake Day 14 – Flag Day 16 – National Fudge Day 20 – National Ice Cream Soda Day 20 – Vanilla Milkshake Day 19 – Fathers’ Day 20 – Beginning of Summer 21 – Peaches & Cream Day 21 – National Smoothie Day 22 – Chocolate Éclair Day 23 – Pecan Sandy Day 24 – Pralines Day 25 – National Strawberry Parfait Day 27 – Ice Cream Cake Day 30 – Ice Cream Soda Day 30 – National Bomb Pop Day 8 – Make It Fresh! Seminar. Emery Thompson Machine, Brooksville, FL. Contact: Paula Thompson, Emery Thompson Machine, 15350 Flight Path Dr., Brooksville, FL 34604.

718/588–7300. Fax: 352/796-0720. E– mail: paula@emerythompson.com JULY National Ice Cream Month National Hot Dog Month National Blueberry Month National Watermelon Month 1 – Creative Ice Cream Flavor Day 3 – National Chocolate Wafer Day 4 – Independence Day 7 – Strawberry Sundae Day 7 – World Chocolate Day 9 – National Sugar Cookie Day 11 – National Blueberry Muffin Day 12 – National Pecan Pie Day

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NEGUS

3220 Kingsley Way Madison, WI 53713

888-241-7482

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

Distributor Inquiries Welcome 28

All Star Carts & Vehicles, Inc..........26 Carpigiani.........................................11 Costing Manuals................................9 The Cone Guys……………………..25 Dingman’s Dairy...............................13 Dipwell Techware.............................19 GlacierPoint Enterprises, Panza Division............................2 Great Lakes Ice Cream & Fast Food Association................................24 Joy Cone Co.....................................15 Stella Lorens Photography ..............23

Met Speed Label.................................5 Negus Packaging Solutions...............28 New England Ice Cream Restaurant Association.................................18 Prova Gourmet....................................7 Rite-Temp.........................................17 Visstun.............................................21 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 2022

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The Magazine for Frozen Dessert Retailers, Published by United States Exposition Corp.

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_____ Ice Cream Dipping Store - 1 Apply) _____ Soft Serve - 2 _____ Owner - 1 _____ Frozen Yogurt - 3 _____ Partner - 2 _____ Frozen Custard - 4 _____ President - 3 _____ Gelato - 5 _____ Vice President - 4 _____ Italian Ice - 6 _____ Secretary/Treas. - 5 _____ Vending Vehicle/Catering - 7 _____ Manager - 6 _____ Concession Stand - 8 _____ Buyer - 7 _____ Dairy & Convenience - 9 _____ Salesperson - 8 _____ Supplier of Goods & Services - 11 _____ Representative - 9 _____ Distributor - 12 _____ Other - 10___________ _____ Supplier/Dist. Salesperson-13 Do you make your own frozen desserts with _____ Broker-14 a batch and/or continuous freezer? _____ Other - 15 _____________________ _____ Yes _____ No Average gallons of frozen desserts sold per week: Do you serve food? ____ Up to 100 gallons - A ____ 151 to 200 gallons - C ____ Yes ____ No ____ 101 to 150 gallons - B ____ 201 plus gallons - D

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