The National Dipper July August 2020

Dipper Vol. 36 No. 4

The National ®

THE MAGAZINE FOR FROZEN DESSERT RETAILERS

July/August 2020 $5.00

Reader Service #101

®

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

Vol. 36, No. 4 • July/August 2020

Features CDC Guidelines for Reopening Restaurants.............12 Happy Employees Don’t Just Happen Here’s How to Create Them and Why it’s Even More Vital Now........................................................16

by Deb Boelkes Keeping Employees Safe As Businesses Start to Reopen.........................................................18

Page 5 - Leopold’s Ice Cream continues the I Pledge Project.

Why Relationship Building is the #1 Skill for 2020 and The Next Decade...............................................21

by Andrew Sobel

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

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

Page 6 - Tom Bene to head The National Restaurant Association and its educational foundation.

In The Next Issue • NEICRA Annual Meeting • NICRA Show Issue Page 11 - Velvet Ice Cream expands into Indiana, Kentucky and West Virginia.

The National Dipper

July/August 2020

3

Editorial

Are We There Yet?

As a child, do you remember sitting in the back seat of your parents’ car when you were on a trip and asking, “are we there yet?”

The answer was, “not yet, but we are getting there.” I feel like the same is true of the stay-at-home orders and getting back to a “new normal”.

As I begin to write this editorial, the state of Illinois, as well as many other states, are moving into phase four of five phases to open the country after COVID-19 shut everything down.

Indoor seating at ice cream stores, restaurants and bars can reopen with groups of ten or less, with tables spaced 6-feet apart and with standing areas with no more than 25% capacity.

Conferences, weddings and other group gatherings can resume with the lesser of up to 50 people or 50% of overall room capacity.

Other industries, like health and fitness centers, movie theaters, zoos, museums, youth sports and day camps can all open, again with restrictions.

In some states, everyone is still required to wear face coverings when social distancing is not possible.

I know that many ice cream stores have had a non-existent or extremely painful and slow start to the season, but hopefully sales will pick up.

People want to get back to normal and one of the traditions of summer is a trip to the local ice cream store.

In This Issue The first article is from the Center for Disease Control (CDC) about the guidelines for reopening restaurants. It gives step-by-step guidelines for what you need to do to open your store to customers once again.

There is a wealth of information on their website (cdc.gov). The CDC also offers free print and digital resources at the bars and restaurant page on their website.

The CDC has also worked with the Environmental Protection Agency 4

(EPA) on guidelines for reopening.

That website is epa.gov.

The next article is “Happy Employees Don’t Just Happen: Here’s How to Create Them and Why it’s Even More Vital Now” by Deb Boelkes.

She says that happy employees are the best kind. They work hard, keep customers loyal and stick around to help your organization accomplish its mission. This is true in the best of times, yes, but also in the worst of times. And right now, just a few months into a deeply disrupted work environment, in the midst of a shaky economy, with anxiety running rampant, it is not the time to slack off on making your people happy.

Next, there is an app for that! Yes, now there is an app that can detect when someone is too close to you. It is called Social Safety, developed by the consulting firm FROM, the Digital Transformation Agency.

You download the app to your phone and when someone is within six feet, the app alerts you through beeps, vibration and light display. In addition, it keeps a secure record of accidental close contact so that in case of infections, you will be able to warn employees of their potential exposure.

Finally, Andrew Sobel tells us “Why Relationship Building is the #1 Skill for 2020 and the Next Decade.”

He says strong relationships are vital to a healthy career. When we can’t make real connections with others in the workplace, they won’t feel loyal to us. He identifies nine attitudes and skills that allow us to build solid, trust-based relationships.

You will notice in the Calendar of Events, no events for the ice cream industry are listed. So many events have been cancelled or postponed that we just listed holidays and special ice cream celebration days.

Lynda Utterback Publisher/Editor

THE MAGAZINE FOR FROZEN DESSERT RETAILERS

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

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

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

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

Subscriptions are free to qualified recipients.

Periodicals postage rates paid at Palatine, IL and additional mailing offices.

POSTMASTER Send address corrections to: The National Dipper, 1030 West Devon Avenue, Elk Grove Village, IL 60007.

The National Dipper July/August 2020

News JULY IS HERE, and at Leopold’s Ice Cream that means two things: it’s National Ice Cream Month and time to prepare for the I Pledge for Ice Cream Project.

As a sweet way to say, “Thank You for Your Patriotism,” Leopold’s Ice Cream will give any child at or below the age of 12 (accompanied by an adult) who can recite the Pledge of Allegiance, a free child’s scoop of super-premium, homemade ice cream. The kickoff took place on Wednesday, July 1, from 4 to 7 p.m. at Leopold’s flagship store, located at 212 E. Broughton St. The Broughton St. location will hold additional I Pledge for Ice Cream events each Monday in July from 4 to 7 p.m.

The 2020 dates are as follows: July 6, 13, 20 and 27. In total, there are five opportunities to participate in I Pledge this year.

Ice cream entrepreneur and Hollywood movie producer Stratton Leopold and his wife Mary launched the Project in Savannah, Ga. on July 1, 2010 to underscore the importance of teaching patriotism to young children.

The project received the coveted Promotion of the Year Award from National Dipper Magazine at the National Ice Cream Retailers Association Convention in 2010, and has since spread across 39 of the United States to over 165 ice cream shops. All participating stores are listed on the program website, ipledgeforicecream.com. To nominate an ice cream shop or become a participating shop, email ipledge@ leopoldsicecream.com.

NATIONAL RESTAURANT Association Interim President & CEO Marvin Irby and Association Board Chair Melvin Rodrigue were among the restaurant leaders who met with President Donald J. Trump to discuss how the industry has been impacted by job losses and closures related to COVID-19, and to hear from President Trump about his plans for industry recovery in the days ahead.

Irby shared that the industry has lost more than 8 million jobs and over $240 billion in industry revenue as a result of COVID-related closures.

“While the Paycheck Protection Program (PPP) has been a great program for many businesses, including some restaurants, the industry’s unique business model has presented qualification and implementation challenges for many restaurants, and as a result they have not used the program,” he said.

“Because restaurants were the first industry to close as a result of COVID mandates, and will likely be one of the last to fully reopen and return to traditional full-service, onpremises operations in the months ahead, it is vital that we all work together to help restaurants and employees get relief and rebuild,” Irby added.

“The restaurant industry is the second-largest private sector employer in the country, and we have lost more jobs and more revenue than any other industry as a result of this pandemic,” said Rodrigue, who is also CEO of Galatoire’s New Orleans. “We look forward to continuing to work with the Administration and Congress to find the best opportunities to support the recovery of the industry and the U.S. economy.”

The National Dipper

July/August 2020

Reader Service #102

5

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

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

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

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

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

$15.99 each

SAVE–Order Both for $30. plus shipping & handling

Description

ORDER FORM

Total

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.

Sorry, no phone or credit card orders.

TOTAL

Name

Company Address City

State

Zip

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

6

Reader Service #103

News THE NATIONAL RESTAURANT Association has named former Sysco Corp. CEO Tom Bené to head the industry trade association and its educational foundation. He assumed leadership at the Washington-based association on June 1, succeeding Dawn Sweeney, who retired at the end of 2019 after a dozen years with the group. The position had been held on an interim basis by Marvin Irby, the association’s chief financial and people officer.

Bené stepped down as president and CEO of Houston-based Sysco Corp., the food distribution giant, at the end of January.

“Tom brings to the association and foundation decades of experience from across the restaurant and foodservice industry. Our industry’s operators, suppliers and employees have been hardest hit by the coronavirus,” Rodrigue said. “Tom’s business acumen coupled with his remarkable record of success will be invaluable for our members and our industry as we begin the process of reopening and rebuilding,” said Melvin Rodrigue, the association’s board chairman, in a statement.

Bené has worked in the foodservice industry for more than 30 years. Prior to his Sysco tenure, he served as president of PepsiCo Foodservice from 2011 until 2013 and worked in a variety of leadership roles in his 23 years at the company.

“The National Restaurant Association and its educational foundation are critical components of the industry’s ongoing success and we are at a crucial moment in our industry’s history,” Bené said in a prepared statement.

“I am honored to have the opportunity to bring together the collective passion and influence of the full industry including multi-unit, independent and franchise operators, while continuing to build the next generation of foodservice leaders and employees,” Bené said.

LEOPOLD’S ICE CREAM delivered 200 cups of individually packed, handmade ice cream cups to the Chatham Emergency Services (EMS) Station 1 crew in recognition of National EMS Week.

Leopold’s delivered the ice cream during a shift change to ensure that both daytime and nighttime volunteers received a delicious ice cream treat. This marks the third consecutive year that Leopold’s Ice Cream has made this donation.

“These men and women make incredible personal sacrifices day in and day out to support our communities,” said Stratton Leopold, owner of Leopold’s Ice Cream. “Delivering ice cream is our way of saying ‘thank you for all that you do, this year and every year.”

“We love and look forward to getting these delicious treats from Leopold’s every year,” said EMS Chief Bengie Cowart, FF/P GCEMSD. “They really brighten our day, and this year it is especially heartening to see local businesses like Leopold’s Ice Cream continuing to support our team.”

Leopold’s Ice Cream was founded in Savannah, Georgia The National Dipper

July/August 2020

News in 1919 by three immigrant brothers from Greece. George, Peter and Basil passed their tradition of making super-premium, handmade ice cream in the shop, one batch at a time, down to Peter’s youngest son, Stratton. Stratton and his wife Mary own and operate Leopold’s today. Their commitment to arts and education in the community is second only to their dedication to unparalleled customer service and creating the highest quality ice cream possible in a fun, family environment. Some of Leopold’s signature, vintage flavors include Tutti Frutti, Rum Bisque and Savannah Socialite, and they since have expanded their staple and seasonal offerings to include vegan ice cream flavors and the pet-friendly Doggie Sundae. In addition to its Creamery location and stores located in the heart of downtown Savannah and in the Savannah/Hilton Head International Airport, Leopold’s Ice Cream offers catering and nationwide shipping.

IN LIGHT OF THE ongoing uncertainty surrounding the COVID-19 pandemic, the National Frozen & Refrigerated Foods Association (NFRA) has announced it will transition the 2020 NFRA Convention to a virtual format over the same dates, October 19-20, 2020. This premier event for the frozen and refrigerated foods industry, will continue to be a platform for industry executives to discover new products, connect with business partners and grow their business.

“With more flexibility, lower registration fees and no travel expenses, we hope to maximize participation with a new virtual format while providing the same excellence in programming, the latest information on what is happening in our industry and new opportunities for conducting business and networking,” stated NFRA President and CEO Skip Shaw.

Registration and hotel fees for the in-person event are being refunded. NFRA is finalizing details on the new agenda and online delivery platform. More information and registration for the virtual event will be available in the coming weeks.

“While the current environment has forced us to modify our delivery, we look forward to providing a NFRA Convention experience that meets the needs of the industry and that no one will want to miss,” says Shaw.

Please check the convention website at NFRAConvention.org, for the most current information.

The National Dipper

July/August 2020

Reader Service #104

7

News CARPIGIANI, an Ali Group Company, is pleased to announce the expansion of their distribution network with the addition of three new distributors: Coolers Inc. (Greater Houston metro area), Refrigeration Mechanics (Northern Ohio), and Red Rock Food Equipment (Oklahoma). These new distributors not only add local sales support for our customers but also local service and parts distribution for both Carpigiani Professional and Chain Solutions.

Coolers Inc. was established in 1967 and is one of the largest family owned & operated refrigeration and commercial kitchen equipment service companies in Houston. They offer commercial equipment installations, repairs, maintenance, parts replacements, and warranty work on a wide range of equipment types, including refrigeration, ice machines, draft beer systems, soda systems, hot-side equipment, gelato/ice cream machines, and more. Coolers Inc. is a onestop-shop for restaurants, bars, cafeterias, venues, and other businesses for all of their commercial kitchen equipment and refrigeration service needs.

Refrigeration Mechanics, Inc., established in May 2007, is a newly appointed distributor for Carpigiani dedicated to sales, service, and training in Northern Ohio. Refrigeration Mechanics, Inc. also provides installation, service and preventative maintenance on HVAC/R and kitchen equipment for commercial and industrial needs. Refrigeration Mechanics, Inc, is a service representative for Scotsman Ice, as well as a dealer for US Cooler and Heil Heating and Cooling products for commercial, industrial as well as residential needs.

Red Rock is a certified Woman-Owned Business that is the Oklahoma Distributor for Scotsman Ice and 3M-Cuno Water Filter Systems. Sheila Amundsen is the owner and operator of Red Rock which she formed in 2010. Red Rock currently has 2 offices – one in Oklahoma City and one in Tulsa, Oklahoma.

Carpigiani Corporation began in 1946 and has been a manufacturer of frozen dessert equipment for more than 70 years. Carpigiani is dedicated to providing the highest quality, most reliable and most durable frozen dessert equipment in the industry. Carpigiani also hosts the Gelato Festivals, the world’s largest gelato competition, and Carpigiani Gelato University and Frozen Dessert University.

HILL & MARKES, a family owned janitorial and food service distributor based in Amsterdam NY, has launched the Hill & Markes Institute. Hill & Markes Institute, a division of Hill & Markes, offers one-of-a-kind training through an annual CMI online subscription and CMI Certified Basic and Advanced online courses for cleaning industry frontline custodial technicians.

The online courses provide foundational training for daily cleaning tasks, and best practices for disinfecting surfaces, as well as cleaning hard floors, carpets, restrooms. They will also detail how to successfully strip and refinish floors, extract carpets and more! Upon completion, employees will receive a certified custodial technician certification valid for two years.

8

“I am proud of our team for putting a responsive disinfecting and cleaning online training program together in less than two months to respond to the new challenges market segments are facing when reopening,” said Jason Packer, CEO of Hill & Markes. “Businesses require proper training and processes to keep their customers and employees safe and the Hill & Markes Institute empowers your workforce.”

Without leaving your house, you are able to absorb best practices for proper cleaning, disinfecting and restorative, project-based tasks. The Institute is powered by ISSA Worldwide Cleaning Association.

“ISSA and Cleaning Management Institute is thrilled to partner with Hill & Markes. With a combined experience of nearly 200 years, the partnership is going to forever change the landscape of knowledge for cleaning and disinfecting within the NY region!”

There has never been a more critical time than now to enhance your cleaning techniques and processes from standard to excellent. A clean start today for a bright future.

You are one click away from making your mark on cleaning. So click www.hillnmarkes.com/hnminstitute today.

REFRIGERATED SOLUTIONS Group (“RSG”) recently named Dan Hinkle VP Sales for RSG. Anthony Lorubbio, RSG Chief Transformation Officer, will assume responsibility for Sales Operations/Customer Experience. They will report directly to Kevin Fink, CEO of RSG. With 15 years of leadership experience in the food equipment industry, Hinkle will be successful as the sales leader for both the Nor-Lake and Master-Bilt brands. “Dan’s combination of experience, knowledge of our brands, dedication to excellence, and demonstrated success already with RSG, gives me great confidence to have Dan assume this role on our team,” Fink stated.

“Likewise, Anthony’s leadership, creativity and work ethic position him and RSG for great success with his new role,” noted Fink. “Anthony will lead the revitalization of our scientific rooms business and marketing for RSG’s “one company, two brands” strategy and I am confident that he will be instrumental in continuing the improvement of the overall customer experience,” Fink added.

Refrigerated Solutions Group consists of industry-leading brands Master-Bilt and Nor-Lake with facilities in New Albany, MS and Hudson, WI. The Refrigerated Solutions Group provides a complete selection of food service equipment to diverse markets throughout North America.

The National Dipper

July/August 2020

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

July/August 2020 Subscription Card

REQUIRED: ATTACH BUSINESS CARD HERE

Fill out the card attached and return it to The National Dipper Include your email address and get every issue delivered to your Inbox

YES, I want to receive, subject to the license stated below, THE NATIONAL DIPPER Magazine. ❏ No, please remove my name from your mailing list.

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

❏

Your Name Your Title Company Name Mailing Address City Phone Number ( Date

State

)

Zipcode Fax (

Plus 4

)

E-mail Address

Sales Tax ID # ( Required) If the address above is your home address, please include your store address below: The National Dipper Magazine and The National Dipper Source Books (the “Works”) contain proprietary information of the publisher and are licensed, not sold. In consideration for your substantially completing and returning this form to the publisher, which act shall be deemed sufficient evidence of your acceptance of this non-exclusive, non-transferable, license, the publisher (a) grants you the limited right to use these works in your business, provided that you do not sell, resell, reproduce, distribute, or transmit 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) these Works, either in part or in their entirety, without prior written permission of the publisher, and (b) agrees to provide you with a complimentary copy of the work.

INCOMPLETE FORMS CANNOT BE PROCESSED OR ACKNOWLEDGED AND MAY RESULT IN CANCELLATION OF YOUR SUBSCRIPTION. Signature (REQUIRED)

Forms without a signature will NOT be processed.

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

Thank you.

Fold card in half, place tape here ONLY. Do NOT tape all sides. Do NOT staple.

INCOMPLETE FORMS CANNOT BE PROCESSED OR ACKNOWLEDGED AND MAY RESULT IN CANCELLATION OF YOUR SUBSCRIPTION.

Place First Class Postage Here

News REFRIGERATED SOLUTIONS Group (“RSG”) announced that after a full review of its business opportunities, market conditions and other options, it reached the difficult but necessary decision to begin the process of permanently closing its manufacturing facility located in New Albany, Mississippi.

Unfortunately, the COVID-19 pandemic has caused sudden, dramatic, and unexpected conditions outside of the company’s control. The unprecedented and major economic downturn and the governmental-forced closures of many of RSG’s customers have contributed to these unforeseeable business conditions. As a result, product manufacturing will be consolidated to RSG’s Hudson, WI facility by October 31, 2020. The RSG warehouse facility in Guntown, MS will remain a warehouse and distribution operation.

“RSG is committed to maintaining the Master-Bilt brand and will continue to support our customers, sales representatives, service agents and channel partners,” commented Chief Executive Officer Kevin Fink.

Fink continued, “We wish to extend our appreciation to our employees, customers and channel partners for their support over the years of the Master-Bilt brand and throughout this manufacturing change.”

Master-Bilt, a member of Refrigerated Solutions Group and in business for over 80 years, offers a complete line of refrigerated coolers and freezers for commercial foodservice applications. Master-Bilt’s markets of specialty include institutional settings, restaurants, small footprint retail and convenience stores.

VELVET ICE CREAM, a fourth-generation family-owned ice cream maker, is expanding sales of its premium ice cream, sherbet and novelty products at new grocery and convenience stores across Indiana, Kentucky and West Virginia amid an industry-wide spike in retail sales and consumption of ice cream and dairy products.

Velvet premium and specialty products can now be found in nearly 250 Little General, Par Mar, Mountaineer Mart and 711 locations in West Virginia. Walmart stores in Bowling Green and Franklin, Kentucky (in addition to 10 other Walmart stares across the state) are now carrying the product lines as well as five Walmart locations in Indianapolis and Fort Wayne, Indiana. The expansion into these stores enriches a long-standing relationship with Indiana and Kentucky consumers and retailers and creates new opportunities for growth and customer loyalty as the brand moves into West Virginia.

“We’re excited to launch new partnerships in these markets neighboring our home state and look forward to serving loyal customers across the Midwest as our distribution continues to grow,” Velvet Ice Cream President Luconda Dager said. “As consumer demand increases, we are able to serve our customers wherever they choose to purchase their favorite frozen treats.”

The National Dipper

July/August 2020

Reader Service #105

11

CDC Guidelines for Reopening Restaurants As restaurants and bars resume operations in some areas of the United States, CDC offers the following considerations for ways in which operators can protect employees, customers, and communities and slow the spread of COVID-19. Restaurants and bars can determine, in collaboration with state and local health officials, whether and how to implement these considerations, making adjustments to meet the needs and circumstances of the local community. Implementation should be guided by what is feasible, practical, acceptable, and tailored to the needs of each community. These considerations are meant to supplement—not replace—any state, local, territorial, or tribal health and safety laws, rules, and regulations with which businesses must comply.

Guiding Principles to Keep in Mind The more an individual interacts with others, and the longer that interaction, the higher the risk of COVID-19 spread. The risk of COVID-19 spread increases in a restaurant or bar setting as follows: • Lowest Risk: Food service limited to drive-through, delivery, takeout, and curb-side pick up.

• More Risk: Drive-through, delivery, take-out, and curb-side pick up emphasized. On-site dining limited to outdoor seating. Seating capacity reduced to allow tables to be spaced at least 6 feet apart.

• Even More Risk: On-site dining with both indoor and outdoor seating. Seating capacity reduced to allow tables to be spaced at least 6 feet apart.

• Highest Risk: On-site dining with both indoor and outdoor seating. Seating capacity not reduced and tables not spaced at least 6 feet apart.

COVID-19 is mostly spread by respiratory droplets released when people talk, cough, or sneeze. It is thought that the virus may spread to hands from a contaminated surface and then to the nose or mouth, causing infection. Therefore, personal prevention practices (such as handwashing, 12

staying home when sick) and environmental cleaning and disinfection are important principles that are covered in this document. Fortunately, there are a number of actions operators of restaurants and bars can take to help lower the risk of COVID-19 exposure and spread.

Promoting Behaviors that Reduce Spread Restaurants and bars may consider implementing several strategies to encourage behaviors that reduce the spread of COVID-19 among employees and customers.

Staying Home when Appropriate • Educate employees about when they should stay home and when they can return to work.

• Actively encourage employees who are sick or have recently had a close contact with a person with COVID-19 to stay home. Develop policies that encourage sick employees to stay at home without fear of reprisal, and ensure employees are aware of these policies.

• Employees should stay home if they have tested positive for or are showing COVID-19 symptoms.

• Employees who have recently had a close contact with a person with COVID-19 should also stay home and monitor their health.

• CDC’s criteria can help inform when employees may return to work: • If they have been sick with COVID-19 • If they have recently had a close contact with a person with COVID-19 Hand Hygiene and Respiratory Etiquette • Require frequent employee handwashing (e.g. before, during, and after preparing food; after touching garbage) with soap and water for at least 20 seconds and increase monitoring to ensure adherence.

• Encourage employees to cover coughs and sneezes with a tissue. Used tissues should be thrown in the trash

and hands washed immediately with soap and water for at least 20 seconds.

• If soap and water are not readily available, use hand sanitizer that contains at least 60% alcohol.

Cloth Face Coverings • Require the use of cloth face coverings among all staff, as feasible.

Face coverings are most essential in times when physical distancing is difficult. Information should be provided to staff on proper use, removal, and washing of cloth face coverings. Note: Cloth face coverings should not be placed on: Babies and children younger than 2 years old; anyone who has trouble breathing or is unconscious; anyone who is incapacitated or otherwise unable to remove the cloth face covering without assistance • Cloth face coverings are meant to protect other people in case the wearer is unknowingly infected but does not have symptoms. Cloth face coverings are not surgical masks, respirators, or personal protective equipment.

Adequate Supplies • Ensure adequate supplies to support healthy hygiene behaviors. Supplies include soap, hand sanitizer containing at least 60% alcohol (placed on every table, if supplies allow), paper towels, tissues, disinfectant wipes, cloth face coverings (as feasible), and no-touch/foot pedal trash cans.

Signs and Messages • Post signs in highly visible locations (e.g., at entrances, in restrooms) that promote everyday protective measures and describe how to stop the spread of germs such as by properly washing hands and properly wearing a cloth face covering.

• Include messages (for example, videos) about behaviors that prevent spread of COVID-19 when communicating with vendors, staff, and customers (such as on business websites, in emails, and on social media accounts).

• Find free CDC print and digital resources at the bars and restaurant page, as well as on CDC’s communications resources main page.

The National Dipper

July/August 2020

Maintaining Healthy Environments Restaurants and bars may consider several implementing strategies to maintain healthy environments.

Cleaning and Disinfection • Clean and disinfect frequently touched surfaces (e.g., door handles, cash registers, workstations, sink handles, bathroom stalls) at least daily, or as much as possible and as required by food safety requirements. Clean shared objects (e.g., payment terminals, tables, countertops/bars, receipt trays, condiment holders) between each use.

• Continue to follow all required safety laws, regulations, and rules.

• Use products that meet EPA disinfection criteria and that are appropriate for the surface. Allow the disinfectant to remain on the surface for the contact time recommended by the manufacturer.

• Establish a disinfection routine and train staff on proper cleaning timing and procedures to ensure safe and correct application of disinfectants.

• Wash, rinse, and sanitize food contact surfaces with an EPA-approved food contact surface sanitizer. If a foodcontact surface must be disinfected for a specific reason, such as a blood or bodily fluid cleanup or deep clean in the event of likely contamination with SARS-CoV-2, use the following procedure: wash, rinse, disinfectant according to the label instructions for the disinfectant, rinse, then sanitize with a food-contact surface sanitizer.

• Ensure that cleaning or disinfecting product residues are not left on table surfaces. Residues could cause allergic reactions or cause someone to ingest the chemicals.

• Develop a schedule for increased, routine cleaning and disinfection.

• Ensure safe and correct use and storage of disinfectants to avoid food contamination and harm to employees and other individuals. This includes storing products securely away from children.

• Use gloves when removing garbage bags or handling and disposing of trash. Wash hands after removing gloves.

to use their own pens.

• Use disposable food service items (e.g., utensils, dishes, napkins, tablecloths). If disposable items are not feasible or desirable, ensure that all non-disposable food service items are handled with gloves and washed with dish soap and hot water, or in a dishwasher. Change and launder linen items (e.g., napkins and tablecloths) after each customer or party’s use. Employees should wash their hands after removing their gloves or after handling used food service items.

• Avoid use of food and beverage utensils and containers brought in by customers.

Ventilation • Ensure that ventilation systems operate properly and increase circulation of outdoor air as much as possible, for example by opening windows and doors and prioritizing outdoor seating. Do not open windows and doors if doing so poses a safety or health risk to customers or employees (e.g., risk of falling or triggering asthma symptoms).

Water Systems • To minimize the risk of Legionnaires’ disease and other diseases associated with water, take steps to ensure that all water systems and features (e.g., sink faucets, decorative fountains, drinking fountains) are safe to use after a prolonged facility shutdown.

Shared Objects • Discourage sharing of items that are difficult to clean, sanitize, or disinfect.

• Limit any sharing of food, tools, equipment, or supplies by staff members.

• Ensure adequate supplies to minimize sharing of hightouch materials (e.g., serving spoons) to the extent possible; otherwise, limit use of supplies and equipment by one group of workers at a time and clean and disinfect between use.

• Avoid using or sharing items that are reusable, such as menus, condiments, and any other food containers. Instead, use disposable or digital menus, single serving condiments, and no-touch trash cans and doors.

• Use touchless payment options as much as possible, if available. Ask customers and employees to exchange cash or card payments by placing on a receipt tray or on the counter rather than by hand to avoid direct hand to hand contact.

Clean and disinfect frequently touched surfaces such as pens, counters, or hard surfaces between use and encourage patrons The National Dipper July/August 2020

Reader Service #106

13

Modified Layouts and Procedures • Change restaurant and bar layouts to ensure that all customer parties remain at least 6 feet apart (e.g., marking tables/stools that are not for use).

• Limit seating capacity to allow for social distancing.

• Offer drive-through, curbside take out, or delivery options as applicable. Prioritize outdoor seating as much as possible.

• Ask customers to wait in their cars or away from the establishment while waiting to pick up food or when waiting to be seated. Inform customers of food pickup and dining protocols on the business’ website and on signs.

• Discourage crowded waiting areas by using phone app, text technology, or signs to alert patrons when their table is ready. Avoid using “buzzers” or other shared objects.

• Consider options for dine-in customers to order ahead of time to limit the amount of time spent in the establishment.

• Avoid offering any self-serve food or drink options, such as buffets, salad bars, and drink stations.

Physical Barriers and Guides • Install physical barriers, such as sneeze guards and partitions, particularly in areas where it is difficult for individuals to remain at least 6 feet apart. Barriers can be useful in restaurant kitchens and at cash registers, host stands, or food pickup areas where maintaining physical distance of at least 6 feet is difficult.

• Provide physical guides, such as tape on floors or sidewalks and signage, to ensure that individuals remain at least 6 feet apart. Consider providing these guides where lines form, in the kitchen, and at the bar.

Communal Spaces • Close shared spaces such as break rooms, if possible; otherwise stagger use and clean and disinfect between use.

Maintaining Healthy Operations Restaurants and bars may consider implementing several strategies to maintain healthy operations.

Protections for Employees at Higher Risk for Severe Illness from COVID-19 • Offer options for employees at higher risk for severe illness (including 14

older adults and people of all ages with certain underlying medical conditions) that limits their exposure risk (e.g., modified job responsibilities such as managing inventory rather than working as a cashier, or managing administrative needs through telework).

• Consistent with applicable law, develop policies to protect the privacy of persons at higher risk for severe illness in accordance with applicable privacy and confidentiality laws and regulations.

Regulatory Awareness • Be aware of local or state policies and recommendations related to group gatherings to determine if events can be held.

Staggered or Rotated Shifts and Sittings • Rotate or stagger shifts to limit the number of employees in the restaurant or bar at the same time.

• Stagger and limit dining times to minimize the number of customers in the establishment.

• When possible, use flexible worksites (e.g., telework) and flexible work hours (e.g., staggered shifts) to help establish policies and practices for social distancing (maintaining distance of approximately 6 feet) between employees and others, especially if social distancing is recommended by state and local health authorities.

Gatherings • Avoid group events, gatherings, or meetings where social distancing of at least 6 feet between people cannot be maintained.

Travel and Transit

• For employees who commute to work using public transportation or ride sharing, encourage them to use transportation options that minimize close contact with others (e.g., walking or biking, driving or riding by car – alone or with household members only) or consider offering the following support: • Ask employees to follow the CDC guidance on how to Protect Yourself When Using Transportation.

• Allow employees to shift their hours so they can commute during less busy times.

• Ask employees to wash their hands as soon as possible after their trip.

Designated COVID-19 Point of Contact • Designate a staff person for each shift to be responsible for responding to COVID-19 concerns. All staff members should know who this person is and how to contact them.

Communication Systems • Put systems in place for: • Consistent with applicable law and privacy policies, having staff self-report to the establishment’s point of contact if they have symptoms of COVID-19, a positive test for COVID-19, or were exposed to someone with COVID-19 within the last 14 days in accordance with health information sharing regulations for COVID-19 (e.g. see “Notify Health Officials and Close Contacts” in the Preparing for When Someone Gets Sick section below), and other applicable privacy and confidentiality laws and regulations.

• Notifying staff, customers, and the public of business closures, and restrictions in place to limit COVID-19 exposure (e.g., limited hours of operation).

Leave (Time Off) Policies • Implement flexible sick leave policies and practices that enable employees to stay home when they are sick, have been exposed, or caring for someone who is sick.

• Examine and revise policies for leave, telework, and employee compensation.

• Leave policies should be flexible and not punish people for taking time off and should allow sick employees to stay home and away from co-workers.

Leave policies should also account for employees who need to stay home with their children if there are school or childcare closures, or to care for sick family members.

• Develop policies for return-towork after COVID-19 illness. CDC’s criteria to discontinue home isolation can inform these policies.

Back-Up Staffing Plan • Monitor absenteeism of employees, cross-train staff, and create a roster of trained back-up staff.

Staff Training • Train all employees in safety actions.

• Conduct training virtually, or

The National Dipper

July/August 2020

ensure that social distancing is maintained during training.

Recognize Signs and Symptoms • Conduct daily health checks (e.g., temperature screening and/or or symptom checking) of staff respectfully, and in accordance with any applicable privacy laws and regulations.

• Consider using examples of screening methods in CDC’s General Business FAQs as a guide.

Support Coping and Resilience • Promote employees eating healthy, exercising, getting sleep, and finding time to unwind.

• Encourage employees to talk with people they trust about their concerns and how they are feeling.

• Consider posting signs for the national distress hotline: 1-800-9855990, or text TalkWithUs to 66746 Preparing for Sick Employees Restaurants and bars may consider implementing several strategies to prepare for when someone gets sick.

Advise Sick Employees of Home Isolation Criteria • Communicate to sick employees that they should not return to work until they have met CDC’s criteria to discontinue home isolation.

Isolate and Transport Those Who are Sick • Make sure that employees know they should not come to work if they are sick, and they should notify their manager or other designated COVID-19 point of contact if they become sick with COVID-19 symptoms, test positive for COVID-19, or have been exposed to someone with COVID-19 or have been exposed to someone with COVID-19 symptoms or a confirmed or suspected case.

• Immediately separate employees or customers with COVID-19 symptoms (i.e., fever, cough, shortness of breath). Individuals who are sick should go home or to a healthcare facility, depending on how severe their symptoms are, and follow CDC guidance for caring for oneself and others who are sick.

Clean and Disinfect • Close off areas used by a sick person and do not use these areas until after cleaning and disinfecting them.

• Wait at least 24 hours before cleaning and disinfecting. If 24 hours The National Dipper

July/August 2020

is not feasible, wait as long as possible.

Ensure safe and correct use and storage of cleaning and disinfection products, including storing them securely away from children.

Notify Health Officials and Close Contacts • In accordance with state and local laws, restaurant and bar operators should notify local health officials and staff immediately of any case of COVID-19 among employees, while maintaining confidentiality in accordance with the Americans With Disabilities Act (ADA).

• Advise those who have had close contact with a person diagnosed with COVID-19 to stay home and self-monitor for symptoms, and follow CDC guidance if symptoms develop. Critical infrastructure workers may refer to CDC Guidance for Critical Infrastructure Workers, if applicable.

Other Resources Cloth Face Coverings • Require the use of cloth face coverings among all staff, as feasible.

Face coverings are most essential in times when physical distancing is difficult. Information should be provided to staff and students on proper use, removal, and washing of cloth face coverings.

• Note: Cloth face coverings should not be placed on: • Babies and children younger than 2 years old • Anyone who has trouble breath-

ing or is unconscious • Anyone who is incapacitated or otherwise unable to remove the cloth face covering without assistance • Cloth face coverings are meant to protect other people in case the wearer is unknowingly infected but does not have symptoms. Cloth face coverings are not surgical masks, respirators, or personal protective equipment.

Adequate Supplies • Ensure adequate supplies to support healthy hygiene behaviors. Supplies include soap, hand sanitizer containing at least 60% alcohol (placed on every table, if supplies allow), paper towels, tissues, disinfectant wipes, cloth face coverings (as feasible), and no-touch/foot pedal trash cans.

Signs and Messages • Post signs in highly visible locations (e.g., at entrances, in restrooms) that promote everyday protective measures and describe how to stop the spread of germs such as by properly washing hands and properly wearing a cloth face covering.

• Include messages (for example, videos) about behaviors that prevent spread of COVID-19 when communicating with vendors, staff, and customers (such as on business websites, in emails, and on social media accounts).

• Find free CDC print and digital resources at the bars and restaurant page, as well as on CDC’s communications resources main page. v

Reader Service #107

15

Happy Employees Don’t Just Happen Here’s How to Create Them and Why it’s Even More Vital Now

by Deb Boelkes The economy is a mixed bag right now: We’ve recently gotten a surprisingly sunny job report and an official declaration of recession. Deb Boelkes says both facts should cue leaders to focus on employee happiness. Here are eight ways to get started.

Happy employees are the best kind. They work hard, keep customers loyal and stick around to help your organization accomplish its mission.

You definitely want them on your team. This is true in the best of times, yes, but also in the worst of times. And right now, just a few months into a deeply disrupted work environment, in the midst of a shaky economy, with anxiety running rampant, is not the time to slack off on making your people happy.

“Some leaders may think building a happiness-generated culture isn’t a priority now,” says Boelkes, author of Heartfelt Leadership: How to Capture the Top Spot and Keep on Soaring. “After all, a lot of companies are in survival mode. They’re just trying to keep the doors open and meet payroll.

This could tempt leaders to think that employees are lucky to have a job at all.

If so, this is short-sighted thinking,” she adds. “It’s more important than ever for employees to know you care about their happiness. It won’t just happen. You need to get intentional about it.”

First, the May jobs report showed that the unemployment rate fell to 13.3 percent, and the economy gained 2.5 million jobs. Employees may have more options than we thought. On the other hand, we’re officially in a recession. Many companies are not out of the woods yet. They need supermotivated, super-engaged employees to ensure that they survive this rocky period.

“The craziness of the current situa16

tion should cue leaders to double-down on their efforts to make employees happy,” says Boelkes. “People are still anxious. They are also paying attention to how leaders behave right now.

When you focus on building an environment where employees feel safe, comfortable and empowered, happy, in other words, they’ll do a great job for you. And you’ll be able to retain them when things pick up again.”

Making a happy workplace environment is just one aspect of what the best leaders do. Boelkes lays out the path to heartfelt leadership. Full of real stories and lessons from top heartfelt executives, it will help you transform from a person people follow because they have to, to one they want to follow.

Be Especially Present for Employees in Time of Trouble Garry Ridge, chairman and CEO of the WD-40 Company says, “ When we were going through the global financial crisis in 2008, I observed people in the company as I’d wander around this office or any of our other offices around the world. People were asking me more often, ‘How are you?’

It dawned on me, they weren’t asking me how I was; they were asking me how they were, through me. Now my answer to them could have been, ‘Oh, things are…ugh’, or ‘Hey, let’s not waste a good crisis. We’re going to get through this. This too, will end.’ I realized they were looking to me, in their time of uncertainty and fear, to give them that little bit of security to carry them through. Leaders need to make sure in times of war, and in times of trouble, they are visible.”

Add to Their Positive Treat your team with respect at all times This means no bullying, humiliating, threatening, or other toxic behavior. Garry Ridge put it this way,

“The Dalai Lama says, ‘Our purpose in life is to make people happy. If we can’t make them happy, at least don’t hurt them.’ Our purpose as a leader is to help people engage and enable, not to hurt them. We want to apply to their positive, not to their negative.”

Find What Makes Them Each Tick “Make it part of your job to have a clear understanding of where employees are in their lives,” says Boelkes.

“Talk with them about their families, their desires, and their personal goals.

Ask them what they love best about their current job and what they would like to change, if anything. This is the most important job any manager has to do: to understand what your organization needs to accomplish and then find a way to do it in a way that aligns with each team member’s personal motivations and desires.”

Donald Stamets, general manager for the Flagship Solage, an Auberge resort, agrees. “You can’t do blanket leadership. Take the 1,100 employees I have. I can’t treat them all the same.

Sometimes people are excited and motivated by money. Sometimes they are competitive. Sometimes it’s strong discipline. People are motivated by different things, so an individualized approach is how I’ve become so successful. “ Show Them You Care by Helping Them Perform Reinhold Preik, retired founder and CEO emeritus of Chemcraft International, says people care about paychecks, but what they most want is a workplace that supports them and helps them feel good about their work.

“Pay is important, but it’s not that important in the sense that people will leave you to go somewhere else,” he says. “They will realize, wherever they go, it still comes down to their performance. If you, as a leader, help them

The National Dipper

July/August 2020

perform, then they are going to be happy themselves. Their self-worth is going to be there. If people have self-worth, they are going to be happy. If they are working in a place where they don’t feel self-worth, they don’t feel the company really cares who they are…’they don’t really care what I am doing, I’m just punching the clock, I’m going home and nobody even knows I’m here’…then their attitude is going to be completely different.

Do All You Can to Help “Problem” Employees Sometimes a problem employee just needs some extra guidance, says Boelkes. Meet with them and explore the issues they’re having. “Find out what they do not like about their current role,” she advises. “Ask them what they liked about the jobs they had before. If they could do anything else, what would that be? Where do they hope to be in the future?

When you show them you sincerely care about their wellbeing, they will usually be very honest with you. You may be able to find them a role within your company that’s a better fit. Or you may need to put an underperforming employee on a developmental program. Or you may need to manage the employee out of the business. If this is the case, do your best to help them identify something better outside of the organization.”

Leverage Your Company’s Values as a Protective Shield “Make sure the values in the organization are put around people as a protective shield,” says Garry Ridge. “Values are there to protect the people within it and enable them to make decisions. Our #1 value at WD-40 is we value doing the right thing. Now immediately, that puts a protective shield around people because they can freely ask a question: ‘Is that the right thing to do?’ The #2 value is we value creating positive, lasting memories in all of our relationships. So, if we’re in a meeting where there is depressive, aggressive behavior that’s uncalled for, instead of saying, ‘You’re acting like a jerk,’ I can say, “I’m not sure whether that’s going to be a really positive, lasting memory when we leave here. Maybe we can approach that a different way.’ When you get a set of values that puts this ‘playground’ or this ‘shield’ around people, it says, ‘I can play here and I can be safe because they want to be safe.”

Say “Thank You” Regularly One of the best ways to motivate anyone is to express gratitude. It’s amazing what the simple act of saying thank you can do to get people aligned and make incredible things happen. When you, as a manager or teammate, appreciate hard work and you express gratitude when it’s due, you will likely have a far greater impact on those around you. The recipients of your appreciation will most likely be inspired to put forth an even greater effort to ensure they will be thanked again.

Make Team Members Feel Like They Belong “We all know how terrible it feels when we don’t think The National Dipper July/August 2020

we belong anywhere, when we feel lost, lonely,” says Garry Ridge. “Think of all those words that are really bad, about bad feelings: lost, lonely, unappreciated, all of that. That’s how people feel when they don’t belong. But when you belong, hey, you are welcome here; you make a difference here; we can help you be better here, people want to come to work.”

Boelkes advises encouraging healthy interactions and camaraderie between team members at work. Organize teambuilding activities, set goals that everyone can reach for together, and hold celebrations when your team has a big win.

Order fun company tee shirts and wear them on the same day.

“When employees feel safe and appreciated, they want to do a great job for you,” concludes Boelkes. “It’s that simple. Lead with your heart and they will feel that you care about them. That’s when the magic, and yes, the happiness, happens.” v About the Author Deb Boelkes is not just a role model heartfelt leader; she’s the ultimate authority on creating best places to work, with 25+ years in Fortune 150 high-tech firms, leading superstar business development and professional service teams. As an entrepreneur, she has accelerated advancement for women to senior leadership. Deb has delighted and inspired over 1000 audiences across North America.

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

View our online catalogue at

www.AllStarCarts.com Call us with any questions: 1.800.831.3166 ALL STAR CARTS & VEHICLES Inc. | 1565 5th Industrial Court, Bayshore, NY 11706

Reader Service #108

17

Keeping Employees Safe as Businesses Start to Reopen Worker safety is top of mind as businesses prepare to reopen. Howard Tiersky and Anis Dave have developed a new app that helps them take the guesswork out of keeping their distance. Here are three ways the social distancing app gives employers and employees peace of mind.

As businesses begin to reopen and people head back to work, safety will be a big concern. Employers are taking measures to keep their employees safe, including sanitizing workspaces, implementing safe work practices screening employees for symptoms and providing PPE to all workers.

These measures certainly help, but ultimately human behavior is the biggest problem employers will need to manage. An upcoming tech solution can help.

New York-based consulting firm FROM, the Digital Transformation Agency has developed a unique, easyto-use, secure social distancing app that helps your employees keep approximately six feet away from each other at work. The Social Safety app is currently available in beta form by application, which can be accessed at: http://sodialsafety.app.

“As people return to work, they will need to keep a safe distance from each other,” says CEO Howard Tiersky. “This social distancing app alerts anyone who gets too close to another person so they can quickly move away.”

“Social Safety takes the guesswork out of social distancing,” adds Anis Dave, CTO of FROM and architect of the app. “It frees employees to stop worrying and focus on their work.”

Here are the three ways the social distancing app helps protect employees.

It’s a Gentle Reminder to Employees “Even well-meaning people will forget to practice social distancing as 18

they get back into their routines,” says Tiersky. “The other day a delivery person rang my doorbell, and I nearly answered the door before stopping myself. Even after months of isolation, you still forget sometimes. We all need a little reminder to make sure we observe these rules, and the social distancing app provides that.”

It Keeps Less Compliant Employees in Check “Workers don’t want to have to police each other or worry about a worker who doesn’t take social distancing seriously,” says Dave. “The social distancing app keeps everyone in check without any uncomfortable confrontations.”

It’s an Overall Stress Reducer When employees are worried about safety and having to deal with irresponsible co-workers, they aren’t doing their best work. The social distancing app lets them relax and get focused on their job.

Here’s how Social Safety works: The employee installs the app on their phone and wears it on an armband while they attend work. If employees come within approximately six feet of each other, the social distancing app alerts them through beeps, vibration and light display. As employees get closer together, the sounds and display become more urgent so there is no ambiguity or confusion about what to do.

View http://socialsafety.app to view a video demonstration of the app in action.

Additionally, the social distancing app keeps a secure, private record of accidental close contact between people at your business, so that in case of infection, you will be able to warn employees of their potential exposure risk for self-quarantine purposes.

“A safe workplace is one where all employees are on board with social distancing,” concludes Tiersky. “With

this social distancing app, workers can be sure they are doing the right thing all the time. It gives employers the peace of mind they need to get back to business ASAP. v Howard Tiersky is CEO of FROM. His company has helped develop innovative new products for a wide range of companies ranging from Amazon to Verizon and also including brands such as Sesame Workshop, A&E, Inc. NBC, The Shubert Organization, Avis and some of the largest banks and sports leagues in the world. He is the author of a best-selling book and has been named by IDG as one of the “Top 10 Digital Transformation Influencers to Follow Today.”

Anis Dave is SVP and CTO at FROM, the Digital Transformation Agency. With over 18 years of experience in the areas of technical architecture, software development, project management and digital transformation, Anis is highly skilled in leading complex digital initiatives. Anis has driven large projects for leading brands including the NFL, Verizon, NBC Universal, A&E Networks, Airbus, Sesame Street, Constellation Energy and Mattel in the areas of digital strategy, cloud strategy, design and implementation of mobile apps and web apps, conversion optimization, technical architecture, agile process implementation, internet of things, augmented reality, virtual reality and e-commerce platforms. He has a deep expertise in complex situations that integrate multiple large platforms. He lives in Florida with his wife and two children.

FROM, The Digital Transformation Agency helps companies adapt and evolve to win the love of today’s “digital customers.” They have created many award-winning web and mobile products for shopping, banking, travel, financial services and entertainment.

The National Dipper

July/August 2020

Reader Service Card Circle the numbers corresponding to the products advertised and the editorial items for which you would like more information. Print or type all information requested on this card and check the appropriate classifications. Tear out the card and mail it to THE NATIONAL DIPPER. The information you request will be sent directly to you from the suppliers. Cards without all of the information requested will not be processed. Cards received after the expiration date will not be processed. OR you can go to www. nationaldipper.com and get

Reader Service In A Nanosecond™

In a hurry for information?

Now you are just one mouse click away, go to:

WWW. national dipper. com and click on the Reader Service Button. You can click onto every advertiser’s web site from there.

It’s Reader Service in a Nanosecond™

July/August 2020

Reader Service Card Card Expires September 1, 2020 Do NOT mail after that date

REQUIRED: ATTACH BUSINESS CARD HERE ❏ YES, I want to receive, subject to the license stated below, THE NATIONAL DIPPER Magazine. ❏No, please remove my name from your mailing list.

101 102 103 104 105 106 107 108 109 110

111 112 113 114 115 116 117 118 119 120

121 122 123 124 125 126 127 128 129 130

131 132 133 134 135 136 137 138 139 140

141 142 143 144 145 146 147 148 149 150

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

151 152 153 154 155 156 157 158 159 160

161 162 163 164 165 166 167 168 169 170

171 172 201 202 203 204 205 206 207 208

209 210 211 212 213 214 215 216 217 218

219 220 221 222 223 224 225 226 227 228

229 230 231 232 233 234 235 236 237 238

Do you make your own frozen desserts using a batch or continuous freezer? ❏ Yes ❏ No

Do you sell food? ❏Yes ❏ No

Type of Firm (Check All That Apply) ❏ Ice Cream Dipping Store-1 ❏ Soft Serve-2 ❏ Frozen Yogurt-3 ❏ Frozen Custard-4 ❏ Gelato-5 ❏ Italian Ice -6 ❏ Vending Vehicle/Catering-7 ❏ Concession Stand-8 ❏ Dairy and Convenience-9 ❏ Supplier of Goods & Services-11 ❏ Distributor-12 ❏ Supplier/Dist Rep-13 ❏ Broker-14 ❏ Other-15 Your Title (Check All That Apply) ❏ Manager-6 ❏ Owner-1 ❏ Buyer-7 ❏ Partner-2 ❏ Salesperson-8 ❏ President-3 ❏ RepresenTtative-9 ❏ Vice President-4 ❏ Secretary/Treas.-5 ❏ Other-10

Your Name Your Title Company Name Mailing Address City

Phone Number ( Date

State

)

Zipcode Fax (

Plus 4 )

E-mail Address

Sales Tax ID # (Required) If the address above is your home address, please include your store adress below: The National Dipper Magazine and The National Dipper Source Books (the “Works”) contain proprietary information of the publisher and are licensed, not sold. In consideration for your substantially completing and returning this form to the publisher, which act shall be deemed sufficient evidence of your acceptance of this non-exclusive, non-transferable, license, the publisher (a) grants you the limited right to use these works in your business, provided that you do not sell, resell, reproduce, distribute, or transmit 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) these Works, either in part or in their entirety, without prior written permission of the publisher, and (b) agrees to provide you with a complimentary copy of the work. INCOMPLETE FORMS CANNOT BE PROCESSED OR ACKNOWLEDGED AND MAY RESULT IN CANCELLATION OF YOUR SUBSCRIPTION. Signature (REQUIRED)

Forms without a signature will NOT be processed.

Reader Service Card Circle the numbers corresponding to the products advertised and the editorial items for which you would like more information. Print or type your all information requested on this card and check the appropriate classifications. Tear out the card and mail it to THE NATIONAL DIPPER. The information you request will be sent directly to you from the suppliers. Cards without all of the information requested will not be processed. Cards received after the expiration date will not be processed.

Do not mail after September 1, 2020.

Fold card in half, place tape here ONLY. Do NOT tape all sides. Do NOT staple.

INCOMPLETE FORMS CANNOT BE PROCESSED OR ACKNOWLEDGED AND MAY RESULT IN CANCELLATION OF YOUR SUBSCRIPTION.

In a hurry for information?

Now you are just one mouse click away, go to:

WWW. national dipper. com Place First Class Postage Here

and click on the Reader Service Button. You can click onto every advertiser’s web site from there. It’s Reader Service in a Nanosecond™

Why Relationship Building is the #1 Skill for 2020 and the Next Decade

by Andrew Sobel Strong relationships are vital to a healthy career. When we can’t make real connections with others in the workplace, they won’t feel loyal to us. We become tradable commodities. When times get tough, we may be the first ones pushed out the door.

On the other hand, when we have a small group of close professional relationships we’re able to get our ideas recognized and supported. We’re able to be successful leaders. We’re able to collaborate and innovate effectively and serve our clients in the way they deserve.

Trust is the foundation of strong relationships, yet it’s noticeably absent from our culture. Over the last few decades, nearly every measure of trust has declined. Andrew Sobel says this trust deficit and our professional relationship woes have grown in tandem with the rise of the internet, and they’ve crept in so insidiously we may not have realized it was happening.

“The ‘normalizing’ of digital relationships has masked the weakness of many professionals face-to-face relationship-building skills,” says Sobel, creator of the master class Building Relationships That Matter. “This is especially true for younger professionals, who have grown up on a steady diet of online ‘friends’ and connections and are less schooled in the art of faceto-face relationship-building.

The ability to build trusted professional relationships should never be left to chance, he asserts. We must get intentional about learning and practicing the attitudes and skills that allow us to build the 15-25 trusted relationships that matter to our careers. Contrast this to the hundreds of “surface” online connections people seem obsessed with racking up.

The National Dipper

July/August 2020

Through 20 years of research and extensive experience working with over 50,000 professionals, Sobel has identified nine attitudes and skills that allow us to build solid, trust-based relationships. In his master class he teaches people how to cultivate them and gives very specific tips for implementing them in their day-to-day relationships.

Work on boosting your relationship IQ by focusing on these nine attitudes and skills.

Generosity If trust is the universal lubricant for relationships, generosity is the fuel that gets them started and keeps them growing. Sobel describes it as the will-

ingness to give freely of your time, expertise, experience and social capital.

In other words, it’s not just about giving money, which is what most of us think of; it’s often about being willing to forgive someone who has hurt you or being happy of other people’s good fortunes.

“Most of us aren’t as generous in practice as we’d like to be,” says Sobel. “We have a ‘me’ focus. Sometimes this is due to a lack of role models.

Other times it’s a fear of being taken advantage of. We need to strengthen our generosity muscle by taking small, daily steps.”

For example: Think about someone in your professional network who has experienced a success or positive development in their life. Speak to

Reader Service #109

21

them in person, call them up, or write a short note, ideally, not an email or text.

Express your admiration and how excited you are for them.

Curiosity This attitude helps you learn about people, giving you a better basis to build rapport with them. It drives you to understand what’s important to others. The more you learn from those around you, the more proprietary knowledge you’ll accumulate (stuff you can’t Google!). Curiosity tends to atrophy as we age, but it doesn’t have to. We can intentionally initiate and cultivate it.

For example, when you talk to people you’re trying to form trusted professional relationships with, ask them about their goals, aspirations and dreams. What has been the most important experiences in their lives and turning points in their career? If you feel uncomfortable doing this, “practice” with a family member or friend.

Rapport Rapport is a harmonious, sympathetic connection between you and the other person. It requires effective communication and an understanding of each other’s feelings and ideas. You can’t manipulate others into feeling rapport by, say, simply mirroring body language. People see through such tricks. To create rapport, you must come across as trustworthy, competent, and likeable, and all three qualities require preparation and being present and human.

“There are things you can do to project all three qualities,” says Sobel.

“Find commonalities and similarities, this increases your likeability. So does walking in and thinking. I like this person, studies show it makes them like you. Ask questions and show an active interest in the other person, which increases trust. And of course, nothing demonstrates competence like being prepared and having a well-developed point of view on the topic you’re discussing.”

22

Power Questions Sobel says the CEO of a large, global corporation once said to him: “I can always tell how experienced someone is by the quality of their questions and how well they listen. Good questions are far more powerful than quick, easy answers.” Power questions dramatically improve the quality of your conversations and help build stronger relationships. Of course not every question is a power question, says Sobel.

For starters, a power question is open-ended: Not, “Is it a priority to bring new skills into your department?” but rather, “In your department, how will your mix of employee skills need to change in the future?” It typically surprises the other person, so don’t fall back on clichés like “What keeps you up at night?” instead ask, “What’s the most exciting thing you’re working on right now?” A power question gets you focused on the right issues, helps you understand the other person’s agenda, and brings the strategic context and higher level goals into the conversation.

Caring Through Empathy Empathy is the ability to sense other people’s emotions, and also imagine what they are thinking and feeling. It’s a fundamental skill that enables us to walk in the other person’s shoes. Sobel says the four main foundations of empathy are in interest in others, self-awareness, humility and listening skills.

“Take listening skills,” says Sobel. “We may not think of listening as an expression of empathy, but it absolutely is. And most of us have bad listening habits: rushing people through conversations, finishing their sentences, faking paying attention. We check emails while on the phone with them.

All these tell people, ‘I don’t care about you or what you’re saying.’”

Developing Trust Trust reduces the inevitable frictions inherent in working with others,

the way oil keeps a car engine running smoothly. It enables the creation of deep, resilient connections at work and at home. When people trust each other, everything is easier. You can work together faster and more efficiently, because you don’t need to check up on each other all the time. You can express yourself to others without fear.

Collaborating becomes a pleasant experience. In a high-trust workplace, you need fewer rules and controls.

To build trust, demonstrate that you are always acting with the other person’s best interests in mind. You need to meet commitments, keep confidences and answer questions without hedging. Make these qualities tangible by sometimes doing something for the other person that is clearly not in your interest, and telling people quickly and openly about mistakes or bad news. Prepare carefully for meetings to showcase competence. On the other hand, trust-busting behaviors include criticizing others who aren’t in the room, exaggerating and always ensuring that your needs are met first.

Agenda Helping A person’s agenda is their top three to five priorities, needs or goals.

It’s what is really important to them over the next six to twelve months. We all have both a professional and a personal agenda. When you understand a person’s agenda, you can add value by helping them meet their goals, by sharing ideas or introducing them to others who can help. You may even anticipate or help shape their future agenda.

“Anticipating what may impact someone in the future is extraordinarily valuable. It’s the difference between saying, ‘Here’s an idea to help you climb your career ladder faster and better,’ and ‘I think your ladder is leaning against the wrong wall,’ You’re looking ahead and giving them the big picture. But be careful: You must be certain you understand what they’re focused on today. Don’t be one of those boors who tells people what to do without first getting to know them.”

The National Dipper

July/August 2020

Influence Simply put, influence is the power to change or affect someone. If you have it, you’ll be able to convince others of your ideas and proposals and gain support for your goals. The foundation of influencing is having a strength of character and depth of knowledge that commands others to listen to you and follow your advice. This is your “pull” strategy. The second part of the influence process involves “pushing” via the use of persuasion strategies.

There are seven main persuasion strategies: self-interest, rational appeal, emotional appeal, consistency, reciprocity, social proof and scarcity.

All are valid in certain scenarios. “I typically use the first three in combination, as they work well in most situations,” notes Sobel. “Then I may draw from the other four to supplement these three. I tend to avoid scarcity, I find that it’s close to scare mongering.

Appealing to self-interest and rational analysis is more powerful.”

Relationship Healing Your ability to help resolve conflicts and heal broken relationships is paramount to your own well-being and those around you. Unresolved conflicts will fester, fueling anger and resentment. That’s why Sobel says it’s crucial to be able to hold healing conversations. But first you must be able to forgive the other person.

“Forgiveness is often misunderstood,” say Sobel. “It doesn’t mean that what the other person did is now okay or that you absolve them. Rather, true forgiveness is when you drop your demand to make them pay for what they did, you stop seeking revenge and compensation. This means you absorb the pain in the short-term, but then enjoy long-term peace.

“The alternative is to try to punish the person, perhaps badmouthing them to everyone or somehow sabotaging them,” he adds. “But if you don’t let go of your anger and resentment, you’ll become, as my mother used to say, an ‘injustice collector’ who is perpetually angry at everyone and stuck in a spiral of upending retaliation.”

The National Dipper

July/August 2020

Becoming a master at developing and nurturing strong, trusted relationships can impact every area of your life, professional and personal, in a profound way.

“Life is complicated and it’s easy for us to put off relationship development until ‘things settle down’ or we have more free time,” say Sobel. “The problem is, that day never comes. This is how people lose touch, and how relationships atrophy. You have to carve some time out of your schedule, put it on your to-do list, and commit to making it happen. Relationships rarely stay the same, they either deepen and grow, or they wither on the vine.” v About the Author Andrew Sobel, creator of master class Building Relationships That Matter, is the leading authority on the strategies and skills required to build the relationships that truly matter to your career. He is the most widely published author in the world on this topic, having written eight acclaimed,

best-selling books on developing enduring professional relationships. His books have sold over 250,000 copies and have been translated into 21 languages.

Andrew’s programs have been delivered in 52 countries for many of the world’s most successful companies.

These include public corporations such as Citibank, Cognizant, Experia, Hess, UBS, and Lloyds Banking Group, as well as private firms such as PwC, Booz Allen Hamilton, Bain & Company, Grant Thornton, Deloitte and Norton Rose Fullbright.

Andrew spent the first 14 years of his career with Gemini Consulting (formerly the MAC Group), where he became a senior vice president and country chief executive officer. He lived in Europe for over a decade and speaks four languages. For over 20 years he has led his own international consulting firm. He graduated form Middlebury College with honors and earned his MBA from Dartmouth’s Tuck School.

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 781-551-4450 E-mail: mca319@gmail.com Web Site: www.neicra.com Reader Service #110

23

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

Just submit your promotion to The National Dipper

by September 21, 2020 to enter the contest.

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

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

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

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

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

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

Deadline: September 21, 2020 24

The National Dipper

July/August 2020

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

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

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

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

Maximum characters 40 characters per line.

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

Maximum 30 characters per line.

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

Maximum 30 characters per line.

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

Goodies………………………..JLM Unlimited...........847-301-8400 BULK ICE CREAM CONTAINERS Negus Packaging Solutions 3220 Kingsley, Madison,…888-241-7482 Tyoga Container Co., Inc…..Tioga, PA 16946……...800-724-6003 Same day shipping-stock items by 11 AM!..www.tyogacontainer.com COCOA Forbes Chocolate……www.forbeschocolate.com.....…440/838-4400 CONES The Cone Guys, Ltd…............Specialty Cones……..…215/781-6996 Joy Cone Co. Cake, Sugar, Waffle Cones & Bowls.......800-242-2663 PDI Cone-Dutch Treat…Sugar Cones & Toppings…....866-277-3084 FLAVORS Green Mountain Flavors, Inc. ……………………..…..800-639-8653 FROZEN CUSTARD Classic Mix Partners...www.classicmixpartners.com.....800-722-8903 Award Winning Frozen Custard Mixes Meadowvale, Inc........www.meadowvale-inc.com….800-953-0201 FROZEN YOGURT MIX A. Panza & Sons, Ltd., Mixes & Ingredients www.icecreamproducts.com…………………….800-Ice-Cream GELATO PreGel America…..www.pregelamerica.com….........…866-977-3435 ICE CREAM CARTS & FREEZERS AllStarCarts-IceCreamCarts-Tricycles-TrucksTrailers...800/831-3166

ICE CREAM CONTAINERS Visstun Cups………..www.visstuncups.com…….….702/251-8809 Custom printed pints, half pints and 5 oz. cups Flexible order volume…………………………Single case to millions ICE CREAM MIX A. Panza & Sons, Ltd., Mixes & Ingredients www.icecreamproducts.com….........................….800-Ice-Cream LUBRICANTS Haynes Lubricants….......www.haynesmfg.com…........800-992-2166 PHOTOGRAPHY Stella Lorens Gallery........www.stellalorens.com...........630/730-8297 POINT OF SALE POSTERS JLM Unlimited, Inc., ........Elk Grove Village, IL ..............847/301-8400 Ice Cream Banana Split and Sundaes Posters SODA FOUNTAINS AMERICAN SODA FOUNATIN, INC............................312/733-5000 455 N. Oakley Bl...Chgo, IL 60612..www.americansodafountain.com Parts-Sales-Service-Mixers-Pumps-DraftArms-SodaFount.Bev.Equip TOPPINGS Master Martini...........infousa@mastermartini.com........844-456-2713 TR Toppers …….…..800-748-4635….............…. www.trtoppers.com

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

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

CALIFORNIA Taylor Freezers of Calif...800-927-7704..www.taylorfreezers.com SF Food Supply….....….San Jose, CA……..................408-436-1283

Ice cream ingredients and supplies

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

The National Dipper July/August 2020

25

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

Calendar JULY National Ice Cream Month 19 – National Ice Cream Day 20 – National Ice Cream Sundae Day 23 – National Vanilla Ice Cream Day 25 – National Hot Fudge Sundae Day 26 – National Coffee Milkshake Day 30 – National Cheesecake Day

22 - Autumn begins 22 - National Ice Cream Cone Day 28 - Yom Kippur Begins 29 - National Coffee Day 30 – Rosh Hashanah Begins

AUGUST National Peach Month 2 – National Ice Cream Sandwich Day 4 – Friendship Day 6 – National Root Beer Float Day 8 – National Frozen Custard Day 10 – National S’mores Day 10 – National Banana Split Day 14 - National Creamsicle Day 17- National Vanilla Custard Day 18 – National Ice Cream Pie Day 19 – National Soft Serve Ice Cream Day 19 – National Aviation Day 21 – Senior Citizen Day 25 – Banana Split Day 26 – National Cherry Popsicle Day 30 – National Toasted Marshmallow Day SEPTEMBER National Honey Month 7 - Labor Day 4 – National Macadamia Nut Day 6 – National Coffee Ice Cream Day 10 – National Hot Dog Day 11 - Patriot Day 12 – National Chocolate Milkshake Day 13 – Grandparent’s Day 13 – National Peanut Day

OCTOBER National Caramel Month National Cookie Month National Dessert Month 7 – National Frappe Day 12 - Columbus Day (Observed) 13 – National M&M® Day 14 – National Dessert Day 16 - National Boss Day 17 - Sweetest Day 19 - Rosh Hashana 22 – National Nut Day 24 - United Nations Day 28 – National Chocolate Day 30 - National Candy Corn Day 31 – Halloween NOVEMBER National Georgia Pecan Month Peanut Butter Lover’s Month 1 - Daylight Savings Time Ends 3 - Election Day 4 – National Candy Day 11 - Veterans Day 11 – National Sundae Day 20 – National Peanutbutter Fudge Day 23 – National Cashew Day 25 – National Parfait Day 26 - Thanksgiving Day 28 – Small Business Saturday

Advertisers’ Index

NEGUS

3220 Kingsley Way Madison, WI 53713

888-241-7482

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

Distributor Inquiries Welcome 26

Reader Service #111

All Star Carts & Vehicles, Inc............17 Costing Manuals.................................6 Dingman’s Dairy................................5 Dipwell Techware..............................7 Great Lakes Ice Cream & Fast Food Association..................................21 Hershey Foodservice...........4th Cover Stella Lorens Photography ..3rd Cover Master Martini USA.........................13 Met Speed Label...............................15 Negus Packaging Solutions...............26

New England Ice Cream Restaurant Association..................................23 A.Panza & Sons, Ltd............2nd Cover Promotion of the Year.......................24 Prova................................................11 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

July/August 2020

Reader Service #112

Reader Service #114