Insider Magazine | January 2020 by SC Restaurant and Lodging Association

INSIDER SOUTH CAROLINA RESTAURANT AND LODGING ASSOCIATION

JANUARY 2020

IT'S 2020! What's the next big thing in food?

ÂŠ2020 South Carolina Restaurant and Lodging Association. All rights reserved. Reproduction or quotation in whole or part without written permission is forbidden. While this newsletter is designed to provide accurate and authoritative information, the Association is not engaged in rendering legal or accounting services. If legal advice or other expert assistance is required, the services of a competent professional should be sought.

SCRLA MEMBERSHIP BENEFITS With the South Carolina Restaurant and Lodging Association’s statewide buying power, you can save considerable dollars with our member programs. Learn more about membership at scrla.org or call 803.765-9000.

The SCRLA proudly hosts Restaurant Week SC each January. In addition, many of our local chapters host a separate Restaurant Week during another time of the year. Call 803.765.9000 for more information.

UnitedHealthcare delivers cost-effective solutions that meet the unique needs of restaurant owners and their valued customers. Restaurant members will receive special pricing on insurance products offered by UHC, including a 5% discount on group health plans. Visit restauranthealthcare.org or call 877.624.0495.

ServSafe delivers nationally recognized and accredited high-quality foodservice sanitation and alcohol training for managers and employees. SCRLA members receive 15% discount on textbooks, online courses and exams. Call (803) 765-9000 or visit ServSafeCertified.com.

Members can sign up the national manufacturer rebate program with over 350 manufacturers on 165,000 line items. Sign up to receive quarterly rebate checks on purchases – without changing the way you buy – on food, paper supplies, produce, meat, seafood and more. Visit scrla.org/dining_alliance to sign up.

Association members receive local, personalized service along with Heartland’s exclusive simplified, value-added pricing for credit/debit card processing. Call 866.941.1477 or visit HeartlandPaymentSystems.com

Members receive a 10% discount on BMI licensing fees and can save another 10% on BMI fees when you pay on time. Call 888.689.5264 or visit BMI.com.

Smith Travel Research offers members a discount of up to 31% on various customizable regional reports and industry profiles, including the STAR Report. Call 615.824.8664.

The leading Purchasing Services Organization (PSO) that provides innovative procurementbased solutions, supply chain management options, and strategic supply chain management services to all lodging operations of all sizes.

Gain local chapter membership in Beaufort, Charleston, Clemson, Columbia, Florence, Greenville, Hilton Head Island Area, L.U.C.C.Y. (Lancaster, Union, Chester, Chesterfield and York), Myrtle Beach and Spartanburg.

Fintech’s alcohol electronic payment system allows retailers to easily pay alcohol distribu-tors. Members get a FREE 30-Day Trial and 50% discounted pricing. Call 800-572-0854.

We know that part of running a restaurant or hotel means navigating red tape and regulations and dealing with difficult employee issues, that’s why SCRLA provides members with 15 minutes of free consulting with labor and employment law attorneys licensed in South Carolina.

Restaurant members automatically become members of the National Restaurant Association. The SCRLA is also a partner state member of the American Hotel & Lodging Association and Asian American Hotel Owners Association.

The SCRLA’s government affairs team aggressively promotes public policy options through direct lobbying and grassroots coordination, to benefit the hospitality and tourism at the local, state and national levels.

Providing ServSafe Food Safety and Alcohol training across South Carolina Food safety and responsible alcohol service is important. Protect your guests, employees and business with ServSafe Food Safety and ServSafe Alcohol certifications.

January Classes: Charleston ServSafe Manager January 7 Myrtle Beach ServSafe Manager January 14 Columbia ServSafe Manager January 14 Greenville/Spartanburg ServSafe Manager January 15 Hilton Head/Bluffton/Beaufort ServSafe Manager January 16 Florence ServSafe Manager January 21 Charleston ServSafe Manager January 22 Columbia ServSafe Manager January 29 SCRLA members receive a 20% discount using the code SERV2. Visit AtlanticFoodSafety.com or call 843.573.7935 to sign up for classes in your area.

Read about pitmaster Anthony DiBernardo taking ownership of Swig & Swine on Page 23.

South Carolina Restaurant & Lodging Association PO Box 7577 • Columbia, SC 29202 803.765.9000 • Fax 803.252.7136 Email info@scrla.org www.SCRLA.org

SCRLA Executive Committee Chairman Bobby Williams Lizard’s Thicket

Vice Chairman Michael Frits

Message from SCRLA Board Chair Happy New Year! I hope this year brings new happiness, new goals, new achievements and new inspirations for each of you. I want to thank you for your continued support of the SCRLA and your membership with us. This year has been another successful year for the Association, both in terms of activity and membership. In 2020, we’re hitting the ground running. This year promises to be an exciting year and I’m looking forward to working with you all—as individuals, organizations and experts in the industry. On the horizon, we are thrilled to be hosting our eleventh year of Restaurant Week South Carolina January 9-19, our annual golf tournament and Hospitality Day in April, and our second annual Marketing and Operations Conference in July.

Doubletree Resort by Hilton Myrtle Beach Oceanfront

Treasurer Sam Agee Gateway Hospitality

Immediate Past Chair Bob Barenberg Hilton Hotel Corporation

Members Bill Ellen, Experience Columbia SC Athan Fokas, Old Towne Grill Chuck Lauer, Embassy Suites N. Charleston Sean McLaughlin, Forest Lake Club RP Rama, Sarona Holdings (AAHOA Liaison)

AH&LA Board Liaison John Munro, Sea Pines Resort, Hilton Head Island

I encourage you to take advantage of this special Restaurant Week campaign to boost sales during a quieter time of year. The second regular session of the 123rd General Assembly for the South Carolina Legislature begins January 14. The SCRLA’s legislative agenda for 2020 includes: • • • • • • • •

NRA Board Liaison Carl Sobocinski, Table 301, Greenville

Association Staff John Durst, President and CEO

support for SCPRT’s marketing budget request continued strategic implementation of our workforce-development-related plan assisting local governments in leveling the playing field with regard to collecting taxes on short-term rentals continued awareness of human trafficking working in partnership the Attorney General’s Human Trafficking Taskforce opposition to offshore drilling in any manner, including seismic blasting and drilling achieving statutory clarity with regard to the amount of food revenues necessary for an establishment to be issued an alcohol license support for Dram Shop Reform support for passage of a mandatory alcohol server training bill

With the experience of our governmental affairs team and McGuireWoods Consulting, we plan to be involved in any other relevant legislative and regulatory issues on the federal, state and local levels. We will continue to provide regular updates on any legislation that may impact our industry. The SCRLA continues to be the leading voice of our industry, advocating for our members in legislative matters and in business, increasing awareness about important issues, and training the people of our state to work in hospitality and to also achieve meaningful careers.

Douglas OFlaherty, Vice President Susan Walters, Director of Meetings and Events Lenza Jolley, Communications Manager Christal Van Wickler, Bookkeeper/Education Coordinator

With that in mind, let’s all have a successful and prosperous new year! Please know that the Association is here to provide support as you begin 2020. Sincerely,

Randi Sullivan, Membership and Business Development Nichole Livengood, Upstate Membership Director

Bobby WIlliams SCRLA Board Chair

Bring your appetites for Restaurant Week South Carolina! Get your taste buds ready and bring your appetites! Restaurant Week South Carolina is January 9-19. The 11-day food fest allows diners to experience all that South Carolinaâ&#x20AC;&#x2122;s culinary scene has to offer in Beaufort, Charleston, Clemson, Columbia, Florence, Greenville, Myrtle Beach, Rock Hill and Spartanburg. Restaurants in the area will offer special prix fixe menus showcasing the best of their cuisine. Restaurant Week gives food lovers the opportunity to experience special lunches and dinners in the stateâ&#x20AC;&#x2122;s casual and high-end restaurants. Restaurant Week is a win-win for the local economy and diners. It gives restaurants a boost during a typically slower time of the year for them and gives diners the chance to try out new places and return to old favorites. Participating restaurants and their menus can be found at RestaurantWeekSouthCarolina.com. Restaurants tend to fill up quickly during Restaurant Week, so reservations are recommended at establishments that accept them.

Cheers to 30 Years of Motor Supply Co.! Motor Supply Co. Bistro has been serving fresh, local and diverse dishes in the heart of the historic Congaree Vista since 1989. Their menu changes daily for lunch and dinner, offering diners something new and delicious every time they come through the door. Congratulations to Eddie Wales and his team at Motor Supply on 30 years! Eddie is a 2013 Restaurant Hall of Fame inductee and a Lifetime Achievement Award winner.

Columbia’s M Grille to Reopen this Month A familiar Asian restaurant in Columbia’s Vista will soon be reopening its doors. Michelle Wang Cao, owner of Miyos, M Vista and M Kitchen, is planning to bring back another “M” after the restaurant’s two-year closure.

Hall's Chophouse Ranked #1 on CHStoday's List of Top Food & Beverage Spots Enter: Google’s 2019 Local Favorites. The list ranks the top food + bev spots around Charleston across three categories: Local Favorites (the top-rated spots, according to the amount of interest indicated by Google Maps users), Hidden Gems (establishments that are highly reviewed, but have fewer reviews than the Local Favorites), and Rising Stars (new + gaining popularity). Hall's Chophouse ranks #1 on the list of local favorites, with Lewis Barbecue, Cru Café, Brown's Court Bakery and Slight North of Broad coming in right behind.

Greenville Featured on List of the Best Up-and-Coming Travel Destinations Greenville was recently featured as #3 on Men’s Journal’s list of The Best Up-and-Coming Travel Destinations of 2020. Greenville is listed as “one of America’s most livable and visitable cities” alongside major global destinations like Perth, Western Australia (#1); Perugia, Italy (#2); and Hong Kong (#4).

The hospitality industry has The hospitality industry has a turnover rate of nearly a turnover rate of nearly

Take advantage of exclusive SCRLA member solutions from UnitedHealthcare to SCRLA offer your employees Take advantage of exclusive member solutions health benefits worthto sticking around for. from UnitedHealthcare offer your employees health benefits worth sticking around for. Visit uhctogether.com/scrla or contact Amy Hathaway at amyhathaway@uhg.com to learn more. Visit uhctogether.com/scrla or contact Amy Hathaway at amyhathaway@uhg.com to learn more.

Source: National Restaurant Association, May 9, 2019. Some restrictions and exclusions may apply. Source: coverage National Restaurant May 9, 2019. Insurance provided byAssociation, or through UnitedHealthcare Insurance Company, UnitedHealthcare Insurance Company ofapply. Illinois or their affiliates. Administrative services Some restrictions and exclusions may provided by United HealthCare Services, Inc. or their affiliates. Insurance coverage provided by or through UnitedHealthcare Insurance Company, 19-19885c-SC 9/19Insurance ÂŠ2019 United HealthCare Inc. 19-13483 UnitedHealthcare Company of IllinoisServices, or their affiliates. Administrative services provided by United HealthCare Services, Inc. or their affiliates.

SCRLA Member Benefit

Through a partnership with Businesses Ending Slavery and Trafficking (BEST), the SCRLA provides free, comprehensive online human trafficking awareness training for all of our members and their staff. BESTâ&#x20AC;&#x2122;s Inhospitable to Human Trafficking Training meets all state requirements. Please visit SCRLA.org for more information regarding our member benefits.

The Greater Columbia Restaurant Association Honors 2019 Restaurant Hall of Fame Inductees The Greater Columbia Chapter of the South Carolina Restaurant and Lodging Association (SCRLA) hosted it’s annual Columbia Benefit Dinner on November 25 at the Columbia Metropolitan Convention Center. At the dinner, four individuals were presented with Lifetime Achievement Awards and inducted into the Columbia Restaurant Hall of Fame. This honor represents a significant accomplishment in South Carolina’s restaurant industry and is presented annually to the Columbia area restaurateurs that exemplify long-term success in this challenging business. “The restaurant industry in the Midlands is booming with new and exciting concepts and unprecedented development,” said Bobby Williams, President and CEO of Lizard’s Thicket and SCRLA Board Chair. “It was an honor to recognize several outstanding businesspeople and restaurateurs for their achievements at our annual Benefit Dinner.” The 2019 Restaurant Hall of Fame inductees include: •

Sharon Wright of Good Life Café

•

Glenn Kubilus of No Name Deli

•

Marila and Walter “Trip” Turbyfill III of Cafe Strudel

Richard Hendren, operating partner of California Dreaming, was presented with the “Rudy” Award and honored for his exemplary service and positive impact on the Columbia restaurant industry. Chad Elsey, Craig Wyatt, Jeb Babcock and Rob Ward, owners of Cantina 76, were honored with the Rising Star Award. Since 2006, the SCRLA has honored more than 30 restaurateurs for their achievements in the hospitality industry.

SCRLA.org

ADA Issues for Smaller Properties The biggest threat now facing smaller hotels and B&Bs (both independent and franchised) is the tidal waive of claims and lawsuits alleging that the property’s website does not meet the requirements of the Americans with Disabilities Act (ADA). There are a number of disabled people and their lawyers (perhaps most notable are Peter Strojnik, Joseph Manning Jr., and Babak Hashemi) who have initiated hundreds of claims and lawsuits. These individuals just sit back, look at hotel, and B&B websites, and sue if they believe the website is not ADA compliant. The sad fact is that most properties that are sued have little choice, but to pay up and avoid the costs of a lawsuit. Claims involving allegedly noncompliant websites generally involve two issues. Failure to Identify Accessible/Non-Accessible Features The Department of Justice (“DOJ”) adopted in 2010 regulations that hotels must comply with in dealing with reservations made by disabled individuals. One of those requirements—and the one that is the basis of most of the ADA websiterelated lawsuits—is that a property’s website does not “identify and describe the accessible and non-accessible features [of the property] in enough detail to allow an individual with a disability to independently assess whether [the property] meets his/her disability needs.” Because levels of accessibility will vary by the facility, the 2010 regulations do not specify a list of features or information that must be included about each accessible guest room or facility. However, DOJ’s Guidance to the 2010 regulations includes a discussion of features and information that, at a minimum, should always be included. They are as follows: For each accessible room: •

the accessible room type (e.g., deluxe executive suite, deluxe king, etc.);

•

the number and size of beds (e.g., two queen beds);

•

communications features (e.g., visual alarms and visual notification devices); and

•

the type of accessible bathing facility (e.g., bathtub with grab bars, transfer shower, or roll-in shower).

SCRLA.org

For the place of lodging •

information about the facility’s accessible entrance(s) (e.g., location);

•

information about the existence and location of a wheelchair accessible route connecting accessible parking spaces to the facility’s front entrance and to key areas of the facility such as the registration desk, the concierge desk, accessible guest rooms, the business center, restaurants, bars, exercise rooms, swimming pool and/or spa, and meeting rooms; and

•

other information about “important features” of the facility that do not comply with the current scoping and technical standards for accessible facilities that were adopted in 1991. The examples provided in the DOJ’s Guidance are: •

doorways to and within accessible guest rooms that are too narrow; and

•

non-accessible check-in counters (if this is the case, the facility should provide information about how or where guests with disabilities can check-in).

Additional “important features” could also include other amenities such as parking facilities, recreational facilities (spa, pool, sports courts, gym), the business center, food and beverage venues, and meeting rooms. It is a good practice to inform guests with disabilities of whether any complimentary transportation provided by the facility is accessible, and whether there are any procedures that a guest should follow to request accessible transportation. Each place of lodging should also ensure that it has employees (both onsite and at a reservations center, if applicable) who are available to provide additional information (such as the specific layout of an accessible room and bathroom, grab bar locations, and other amenities such as a bathtub bench) to individuals with disabilities. Third-Party Reservation Services In many cases, the people making claims against lodging properties simply go to third-party reservation services and view the hotel website there. Many lodging operators are not aware that the 2010 DOJ regulations regard hotel reservations for disabled individuals has provisions for reservations made via third-party reservation agents. DOJ’s Guidance to the 2010 regulations states that third-party reservations services are not liable for non-compliance with these reservations rules, but owners and operators of places of lodging are responsible for ensuring that reservations made though these third-party services comply with the five requirements discussed above. With regard to the first requirement (that the process for booking an accessible room is the same as the process for booking a non-accessible room), the guidance states: “… The rule, both as proposed and as adopted, requires covered public accommodations to ensure that reservations made on their behalf by third parties are made in a manner that results in parity between those who need accessible rooms and those who do not. Hotels and other places of lodging that use third-party reservations services must make reasonable efforts to make accessible rooms available through at least some of these services and must provide these third-party services with information concerning the accessible features of the hotel and the accessible rooms. To the extent a hotel or other place of lodging makes available such rooms and information to a third-party reservation provider, but the third party fails to provide the information or rooms to people with disabilities in accordance with this section, the hotel or other place of lodging will not be responsible.” Lodging operators should discuss with their third-party reservations services how they intend to comply with the foregoing requirements. In addition, the guidance states that “some” accessible rooms must be made available to these services, and accessibility information about these rooms and the facility must be provided to the third-party reservations service. The Guidance also suggests that once an accessible room has been booked through a third-party reservations service, the hotel must make sure that the reservation is handled in a manner that complies with the five requirements in the regulations. Thus, lodging owners, operators, and the companies that handle their reservations should review not only how they handle reservations from third-party services, but also how those third-party services handle reservations for accessible guest rooms. By Jim Abrams, California Hotel & Lodging Association Member Legal Advisor

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How to Raise Menu Prices the Right Way Article by Jillian Henze, Senior Communications Manager at Washington Hospitality Association

Raising menu prices can be scary because of the worry that your restaurant will lose customers. Our experts recommend how to raise menu prices the right way.

Play with percentages Here is how David Jones from Blazing Onion and Subway restaurants prices a menu from scratch.

It’s an art and science Washington State's Hospitality Association President and CEO Anthony Anton combines numbers with what he observes about customers.

1. Jones said to start, each manager takes their average employee hours schedule and plugs in total cost of current wages for a week.

“Menu pricing is combining art and science,” Anton said. He recommends calculating the percentage you need to increase menu prices and using some key observations about your customers to decide where to make the increases. For example, at a casual, full-service restaurant with regular weekly customers, those customers are not highly aware of the beverage or dessert prices, Anton said. But, the customers are paying close attention to the prices of the appetizers and entrees. The art would be to raise prices where the customer’s awareness is lower, he said. “Look artistically at how to move that percentage around in different areas,” Anton said. And make sure to keep an eye on the competition. Identify similar restaurants in the area customers would choose instead of your restaurant, and evaluate their menu prices, Anton said. “What are your customers choosing instead of you?” he asks. Excel and Quickbooks are tools to help you with basic menu pricing, Anton said. Your supplier may have software or a consultant to help, though he cautions that the supplier’s software may only include recipe items you purchase from that supplier. Anton said if he were running a restaurant today, he would change menu prices two to four times per year. Why? Things are changing faster than ever before, and because you don’t want customers to get attached to a price point, he said. Plus, like muscle memory, doing the calculations daily or weekly will make it more familiar and easier for you. Tracking numbers like food cost, labor cost and other expenses (utilities, administrative costs, etc.), will help you stay on top of change, and will help you protect your margins more vigorously, Anton said.

2. Then the regional manager, the general manager and Jones sit and discuss new wages. New wages are plugged into the schedule to discover the increase in weekly labor cost. 3. Next, the regional manager pulls up a menu mix report (can also be called a food cost report) for an average week and drops it into a spreadsheet with the restaurant’s latest menu prices. 4. Jones said he will play with numbers in his spreadsheets by plugging in a menu price percentage increase, rounding up or down until he makes up for the labor cost gap. Jones said that increasing menu prices too much can cause a major hit on customer traffic, while raising prices too little can cause an unsustainable loss in profit. “That will creep up on you and show its face on a delayed schedule, mainly because accounting reports and P&L’s come delayed, which kills you,” Jones said. “You just increased prices, you can’t increase again so soon, so now what do you do? Strategize.” Focus on dollars Chris Patterson, the business solutions director at Food Services of America Spokane, said he recommends clients first find out what the wage hike will cost. 1. Calculate the increase in labor cost. 2. Then, do some “menu mapping,” he said. Some calculators or accountants would recommend a menu price increase percentage (for example, you’ll need to raise your menu prices by 3.6 percent in 2020). But, Patterson prefers to do the math with real dollars, he said. That 3.6 percent menu price increase in the calculator was necessary because the wage increase and other items equal a dollar increase of $36,022.50 in 2020. 3. “Break it down into a daily total so your head doesn’t start swimming,” Patterson recommended. So, divide $36,022.50 by how many days the restaurant operates (364 days of the year for example), and you are left to increase revenues by $98.96 per day.Next, go into your POS terminal, or check your Excel spreadsheet where you keep your sales data, and grab numbers from the past three or six months.

4. Write down how many of each menu item was sold on one side of a sheet of paper (this will show your most popular dishes). 5. Then write down the gross profit for each dish on the other side of the paper (this will show you your most profitable dishes). 6. To generate the extra $98.96 per day, raise the price on the most popular dishes for a greater impact, Patterson said. 7. From there, evaluate if and how much you need to raise prices on the most profitable dishes. “If you raise prices on only the most popular 10-15 dishes, there’s an opportunity to say, ‘I did have to raise my prices (you all know why), but only on some of my menu items,’” he said. With many clients, he showed them an across-the-board 3 percent menu price increase was unnecessary, Patterson said. Translating the percentage into a dollar amount can help you see this, and doing so can make the increases feel more manageable. What to say to a customer who remarks on your increased prices Anton said he likes the way the California Restaurant Association frames it: “On average, for every $1 spent eating in the USA, about 95 cents goes to food, the place and a GREAT staff!” He said the message is a nice way to let customers know you have less than a 5% profit margin. Increasing menu prices more regularly will lessen the fear of what customers will say, Anton adds. “You can’t stay in business if you lose money on every sale,” he said. “You can’t make it up on volume. Charge what you need to charge to stay in business and provide good jobs for your team.”

Trends Defining How People Will Eat in the New Decade The 2010s have been marked by avocado toast, kale, plant-based meat alternatives, and recently, cult-favorite fast-food chicken sandwiches. But with a new decade just around the corner, what’s the next big thing we should expect in food? To find out, Insider spoke with Hudson Riehle, the senior vice president of research at the National Restaurant Association, and Allan Sherwin, a professor of culinary management at Michigan State University. There will be an increased interest in “locavore” eating in 2020. Sherwin said locavore eating will continue to grow in popularity in the new year. Someone who follows a locavore diet or who identifies as a locavore focuses on eating foods that are made with locally grown ingredients or that have been sourced from local farms. “People are increasingly looking at foods that are ‘farm-

raised’ and organic,” he said. “That will continue to be an important consideration for people in the coming year.” More restaurants will embrace open-concept kitchens as customers want to see how their food is being made. Sherwin predicted that restaurants will continue to embrace open-concept designs that show guests how they’re preparing food. “More and more, people want to see how the food is being made,” Sherwin said. “They want to feel like they’re a part of the experience, not just tucked away having their food magically brought to them.”

It will be more common to find kids’ menus that feature whole-grain superfoods like quinoa, as well as global cuisine. “We’re predicting more availability of healthy items on children’s menus that allow kids to explore new flavors,” Riehle said. “We can expect to see kids’ menus incorporating more global flavors — from Mediterranean cuisine to West African dishes.” Riehle added that more restaurants are crafting kids’ menus that focus on whole grains like quinoa and wholewheat breads, rather than simple carbs like white bread, which offer little nutritional value. Fermented beverages and non-alcoholic drinks will also be all the rage in the upcoming year. Sherwin highlighted the drink kombucha — made of fermented yeast and often thought of as having health benefits that aid gut health — as a buzzy beverage option for the upcoming year. “People are spending more on kombucha and kombucha-like beverages,” Sherwin said. “They’re not adverse to spending $10 to $15 for one of these drinks because of their supposed health benefits.” Korean rice liquor, known as makgeolli, will also be a trendy drink in 2020. Sherwin, whose area of expertise is in food and beverage studies, predicted the Korean drink makgeolli will be gracing many restaurant and bar menus in 2020. The milky-white drink is slightly sparkling and tastes both sweet and sour. Biodynamic wine will grow in popularity in 2020. Sherwin is currently coaching a team of students who are creating a wine as part of a collegiate competition, and his team’s product is a biodynamic wine — which he says is part of a growing trend. Wine — or any crop or product — made with a biodynamic method means it has met a certain set of standards for being grown without pesticides and unnatural processes or chemicals. Sherwin added that biodynamic wine tends to refer to grapes that have been planted and grown at certain times of the season that relate to the moon phases. “Ten years ago, somebody would say, ‘You’re out of your mind’ if you said there’s a wine where the grapes are grown according to the phases of the moon,” Sherwin said. “But today, I think people are willing to spend more money on a glass if they think it’s more beneficial or unique.”

SCRLA.org

The zero-waste movement will influence the food and restaurant industry. Composting and avoiding purchasing foods with excess or wasteful packaging are all ways that home cooks and restaurant chefs will be incorporating the zero-waste trend into the kitchen in 2020. “Zero-waste cooking is a sign of the times, as younger generations of consumers value that in restaurants and want to support establishments that are more ecofriendly,” Riehle said. “It’s also good for business and helps restaurants reduce costs, as well as benefiting the environment.” The popularity of home meal kits with pre-measured ingredients will continue in 2020. Sherwin attributed his prediction about the growing popularity of home meal kits — such as Blue Apron, HelloFresh, and a variety of other kit brands — to the fact that many Americans eat at “unconventional” times but still want restaurant-quality meals. “Many people are no longer eating lunch right at noon or dinner at 6,” he said. “They’ll eat dinner later, maybe breakfast later, and maybe it changes every day. Meal kits make people’s lives easier by cutting down time on food prep, but still make for a hearty lunch or dinner.” Restaurants will expand menu options for takeout and delivery. “Takeout no longer centers only around pizza and fast food,” said Riehle. “Traffic and meal occasions are becoming more and more centered around the restaurant — and not just a small, select menu — coming to consumers.” Over the past 60 years, Americans’ spending on food has consistently shifted toward restaurant spending, according to Riehle. He said he doesn’t expect that to change in 2020, with people’s digital lives leading them to value even more the social aspect of dining at a brick-and-mortar restaurant. “There are two reasons people go to a restaurant: convenience and socialization,” Riehle said. “While there is a long-term trend of restaurants coming to consumers and people having more meal occasions centered around delivery or takeout, people do still crave being at a physical restaurant for being around other people, for that atmosphere you can’t recreate at home, and for special occasions.” Article reprinted from Insider.com.

Whatâ&#x20AC;&#x2122;s in Store for the Hotel Sector in 2020?

In their latest report, Skift Research looks forward into 2020 and what the new year could hold for the global economy and the travel industry. Their overall stance is cautiously optimistic. Risks are present, and the global economy is slowing. But importantly, it is still growing.

Asia-Pacific relies heavily on Chinese tourists, but outbound travel from China has been hit by the U.S.-China trade war as we have explored earlier. Japan and South Korea, meanwhile, find themselves in their own trade war. The unrest in Hong Kong adds to this downturn.

Skift forecasts another good year for international tourism flows in 2020, expecting about 40 million new trips in 2020, growing the total by 3 percent to 1.34 billion. Their overall advice is for travel leaders to be prepared but not to panic.

Occupancy stands out as a clear winner in the Middle East and Africa for the first nine months of 2019, and this is despite rampant oversupply in markets like Dubai as it gears up for Expo 2020. The stronger dollar impacted ADR in the region and would have made the region less attractive to non-dollar visitors from Europe and Asia.

Below is an excerpt from Skiftâ&#x20AC;&#x2122;s Research Report that shares their high-level views for the hotel sector. GLOBAL HOTEL TRENDS Given hotel performance is generally tied to GDP growth, the economic slowdown in 2019 had an effect on hotel performance as well. Skift Research estimated 2018 RevPAR growth of 3-percent, and according to different sources the actual performance came in just below that at 2.9 percent. The year 2019, however, has been a year of downgrading expectations. In the United States, RevPAR remains positive but has taken a significant hit with growth for 2019 and 2020 expected to fall below the 1-percent mark. This does not seem to be down to a decline in demand, which is actually at record levels. It is instead a result of rapid increase in total room supply, including short-term rentals, leading to uncertainty around pricing. Average daily room rates (ADR) growth has been strained, growing below inflation according to hotel data company STR. Also in other parts of the world, hotel performance has been struggling, and in most cases RevPAR is actually in full contraction mode.

The strong dollar also impacted the hotel sector in Europe, which followed a similar trend as the Middle East and Africa. As traveling outside Europe got more expensive, it is likely that hotels in the region benefited slightly from more intra-regional travel. Europe also benefits from a stronger base of source markets within its region. The slowdown in RevPAR, in most cases driven by lower ADR, means a squeeze on revenues while supply continues to outperform room sales. We expect to see a slight slowdown in supply in 2019, although this is likely to pick up in 2020 with the expectation that supply increases to 18.5 million rooms by the end of 2020. Note that this figure is based on definitions set by hotel data company STR, containing only hotels with 10 or more rooms. The actual available supply in the market will therefore be larger. Room revenue, meanwhile, is also set to slow down in 2019 and 2020 but will break the $540 billion mark in 2020.

U.S. RevPAR Growth (2015-2020) 8

7.2% SC

6.1% 4.6% SC

4 3.1%

2.9%

2.9% 1.8% SC

0.8%

2015

2016

2017

2018

-0.5% SC 2019

0.5% 2020E*

*Estimated

Can Facebook influence guest loyalty? Hotel brands are working harder than ever to secure the long-term loyalty of guests. Technology advancements and social network innovations have impacted how travel experiences are chosen and what makes consumers devoted to certain brands. To help better understand today’s travelers and how loyalty is gained in today’s travel market, Facebook IQ commissioned a survey of 2,079 people in the US ages 18 and over, who have traveled domestically or abroad in the last year. Combining this data with insights from other sources, they uncovered some important trends impacting the hospitality industry today. Reasons for Staying Loyal to a Travel Brand Of the 2,079 participants surveyed, 87% participated in Loyalty programs and 70% agreed that being part of a program made them feel more loyal to a company. The top three reasons indicated by Facebook survey respondents for staying loyal to a travel company were Quality of accommodation (91%), Consistency or consistent reliability of service (87%), and Convenience (85%).

results to stay loyal to a brand. In today’s tech-driven world, consumers stick with brands that offer convenient purchasing processes. Take a look at these statistics from the survey: • 61% said that they are more likely to stay loyal to a Hotel that has an easy to use website or mobile app •

52% said they utilize OTAs to book their hotel rooms due to convenience; it includes all hotel brands & their availability plus it has guest reviews/comments all in one place

•

47% said they are looking for “ease” across all sites and apps when they are doing their travel planning

•

41% of 18–34-year-olds saying they stopped a booking because the website or app was too slow or confusing.

Future of Loyalty and Facebook Fit In analyzing the data from this survey, we believe that social media will play an even bigger part to keep someone loyal to a travel brand. So, what should hotels take into consideration when managing their Social channels? Here are the data points from this survey to keep in mind:

These answers significantly outranked “quality of the rewards program” which was only chosen by 65% of those surveyed as a reason to stay loyal. This shows that travel brands can certainly use rewards as a tool to drive loyalty, but they shouldn’t ignore practical factors that travelers who are less able to benefit from accumulated points may consider.

•

86% stated that they would find it acceptable for a travel brand to post in an online group that was started by someone they consider a peer - a traveler that is like them

•

48% of those surveyed agreed that they still value a recommendation from a family and/or a friend when choosing a destination

It’s interesting that Price was only a consideration for about half of the survey respondents when deciding whether they would stay loyal or switch brands. Only 48% of those surveyed said they had changed travel brands in the last year because of price.

•

42% welcome a “tailored product recommendation” based on their past purchases, likes and interests – and finds it to be valuable to them

•

What does this mean for hoteliers?

Interestingly, 79% of those surveyed stated that they use at least one of the Facebook Family of Apps on a regular basis

•

In addition, 76% of them do use Facebook for their travel-related activities

1. Quality: Provide remarkable quality so that guests have a stronger reason to commit longer-term. 2. Consistency: Offer a consistent, outstanding customer service experience in all areas of your hotel that draws guests back. 3. Convenience: Provide a simple booking experience and make all steps of the travel journey friction-free It’s All About the Booking Experience Convenience was the third highest reason from the survey

Become a go-to brand by having a considerate presence on consumers’ social networks. They are more likely to book with a brand that is already on their radar. Connect with travelers on social channels and provide personalized recommendations of things to do at and around your hotel. An example would be a post about a museum near your hotel that resonates with museum lovers. Or a post about great outdoor activities for nature lovers.

SCRLA.org

Facebook’s Influence on Travel Planning

Are the study results the same?

Digging deeper into how social channels and other sites impact travel planning, those surveyed said that: •

36% use Facebook Family of Apps

•

76% state they also use Instagram weekly

•

64% state they use WhatsApp weekly

•

30% use Travel Review Sites i.e. TripAdvisor when searching for a destination and Hotels

•

FACEBOOK STUDY •

individuals are looking for convenience when planning and booking their travel needs

Only 26% use search engines when looking for a destination

•

to win loyalty, the online source has to provide a simple booking experience and make all steps of the travel journey friction-free

Drilling down further into which Facebook Family of Apps is used most often, research shows that 76% use Facebook weekly and 65% use Facebook Messenger weekly. We have seen a significant increase in the use of Facebook Messenger by guests to communicate with hotels. It’s important that hotels have a plan for responding to these conversations appropriately and quickly.

•

younger travelers rely on peer-to-peer or “alike” travelers’ recommendations, and seeing other’s experiences when making their travel decisions

•

long-term loyalty is still built on the fundamental appeal of quality and consistency

•

future loyalty is formed through being part of a consumer’s extended social network

Social Conversations More Persuasive Than Advertising It’s clear that social conversations can help you build invaluable relationships directly with your guests. For many, Social Media is at the heart of the consumerbrand relationship which can be applied to the guest/hotel relationship. The Edelman Trust Barometer study found that close to 40% of individuals said that “they are unlikely to become emotionally attached to a brand unless that brand is interacting one-on-one with them via their Social channels”. When asked the question, “which do you believe is giving you the truth – information in advertising/marketing materials OR what a brand says in direct communication with you?” 59% of survey respondents said they trusted direct communication with a brand via emails, messaging or responding to a comment posted on Social media. So, looking ahead, Social Conversations continue to be an important avenue of getting the word out about your hotel and its amenities to gain more bookings and to turn your guests into loyal customers and advocates for your property. It’s smart for Hotels to invest in social media marketing to have a consistent social presence that showcases what a guest’s experience at your hotel is like.

Responze

GOOGLE STUDY •

reviews are the most valuable information sources for travelers when searching for hotels

•

ratings are important but want to see ratings from their peers, i.e. ratings by Traveler Type

•

they want to see “most recent” review and place a heavier weight on those when making their decisions

•

they are looking for ease in their booking experience and gravitate to booking sites that can provide a “one-stop-shop” with the ability to research a destination, read reviews, book their arrangements and later share their stay experience with peers

TRIPADVISOR STUDY •

individuals may expect far more value back than the effort they are willing to put in when doing their research

•

want to be able to review other’s stay experience comments

•

they want “real time” information that is relevant to their searches

•

would like map functions to allow them to see nearby “things to do” for the destination they are traveling to

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Are ghost kitchens the future? The boom in off-premises business has some restaurants considering the virtual kitchen model. As counter-service brands grapple with rising rents and shrinking margins amid a crush of off-premises demand, some are ditching the dining room altogether and buying into the virtual kitchen model. You can see the appeal. Virtual—also called cloud or ghost—kitchens are stripped-down commercial cooking spaces with no dine-in option. Functioning as hubs for online delivery and catering orders, they circumvent the need for costly buildouts in premium locations. Less prime real estate also means more space to accommodate delivery and catering vehicles that would otherwise jockey with customers for parking space. It’s an ever-moreappealing prospect as the $17 billion U.S. online food delivery market climbs toward a projected $24 billion by 2023, according to data portal Statista. But does it work for everyone? “Virtual kitchens reduce the burden on restaurants’ four walls,” says Craig Cochrane, executive vice president

SCRLA.org

of marketing for Pasadena, California–based virtual restaurant facility Kitchen United, which just opened a second location in Chicago. The company’s two-part model comprises shared kitchen space for companies looking to test and launch new products and a multikitchen virtual restaurant to help brands expand delivery or cheaply and quickly get into new markets. Securing a $10 million investment last year led by Google Ventures, Kitchen United aggressively aims to open 10-15 facilities by year-end. Kitchen United charges a monthly membership fee that covers rent, infrastructure and commercial equipment, and services like dishwashing, food receiving, and cold storage. To ease restaurants’ unrelenting labor burden, kitchens are designed to have just one or two cooks running the line. They fire orders from a cloud-based stream that accommodates orders from restaurants’ systems or third-party delivery platforms. Kitchen United employees retrieve food from the line and bring it out to delivery drivers or customers. Customers can also place orders

on-site at kiosks and pick them up—a notable difference from most virtual restaurants that lack a consumer-facing element. Some tech-savvy brands are building cloud kitchens into their own business models as a means to streamline systems and get a jump on unit and off-premises growth. Bay Area fast-casual chain Bamboo Asia opened a 10,000-square-foot cloud kitchen in Oakland in January 2018, largely because its catering arm was growing so fast that its then-two locations couldn’t handle demand. “As a small business, putting the investment up to build out something that isn’t going to offer a return as quickly as restaurants with revenue on day one was a bit of an investment decision,” says Sebastiaan van de Rijt, cofounder and CEO of Bamboo Asia. “But we’re so happy we did it.” Cooks prepare all dishes using eight huge sous vide baths before they’re picked up for catering or third-party delivery, or dispatched to Bamboo Asia’s three locations, where they’re finished sous vide. Because stores feature dishes from three cuisines (Vietnamese, Japanese, and Indian), the brand built its own inventory solution software, which tracks hundreds of mostly locally sourced ingredients. It integrates with Bamboo Asia’s POS, which helps track inventory depletion and prep needs based on historical data. “You can only do that with the cloud, where every process is handled centrally rather than individually at each store, which helps us manage all processes and alleviates work that would be taken care of at the restaurant level,” he says. It also helps keep his labor cost around 19.5 percent, even as minimum wage has increased 50 percent locally over the last five years. About 90 percent of Bamboo Asia staff are customer-facing. The cloud kitchen also acts as a staging area for new locations, which speeds up construction. Sous vide cooking also eliminates the need for costly ventilation retrofits.

Even chains that have counted on traditional commissaries to support their growth find space perpetually at a premium, leaving room for virtual kitchens to offer clever, if pricey, on-demand solutions. Chicago café and pie shop Bang Bang Pie & Biscuits opened a centralized kitchen a year after its 2012 debut to support its thriving business. Its two small Windy City shops churned out 5,000 pies over the two-day Thanksgiving holiday alone while still growing retail and wholesale arms that sell whole pies, biscuit mix, hot sauce, and jam. Throw in a smattering of events each year, from James Beard Awards parties to weddings, and owner Michael Ciapciak often finds himself at capacity. “If I get an opportunity like Lollapalooza, the last thing I want to do is turn it down just because I don’t have the space.” One option he’s exploring is cloud-kitchen rentals, like that provided by local nonprofit incubator The Hatchery. The 67,000-square-foot facility on Chicago’s Near Northwest Side houses 56 private kitchens leasable by month, as well as dry/cold storage, loading docks, coworking space, and five shared kitchen spaces rentable by the hour. It’s intended to launch local food and beverage startups, but is ideally suited to the Thanksgiving crush. “When push comes to shove, and I need a high production space for a short amount of time, I could reach out to a friend and bake when their shop is closed, or I could go there and crank it out,” he says, noting that it was surprisingly inexpensive. Rentals typically start at $20 an hour. “We’re a very small space that can only put out so much food so fast,” he says. Delivery still pales in comparison to Bang Bang’s on-premises performance. Plus, friendly service and buttery aromas of baking biscuits is where the shop’s true magic lies. “On days we would be busy in the shop, why would I jeopardize that and give 30 percent to Caviar for a product that’s degraded?” Reprinted from QSR Magazine.

WHAT’S BEHIND THE GHOST KITCHEN TREND? Ghost kitchens started popping up in the early 2010s in response to increased demand for high-quality meal delivery and rising rents in city center locations. Green Summit Group opened one of the first ghost kitchens in New York City in 2013, and have grown out to four locations across two cities. Many more start-ups have followed suit and as we enter a new decade, ghost kitchens are becoming big business, with venture capital pouring into start-ups specifically aiming to take advantage of this new market. The trend is driven by the coming of age of millennials with disposable income demanding digital, mobile-friendly solutions. And this will only get more pronounced as the next generation, who have grown-up with the internet and smartphones, enters the marketplace (sorry boomers). Looking further forward, advances in kitchen automation, drone delivery, and the continued growth of the gig economy look to give ghost kitchens more of an advantage by lowering their costs even further. Factors affecting the trend include real estate prices in urban areas, an increase in demand for delivery, and and increase in ondemand contract workers.

Responsible Alcohol Service

Founding Pitmaster Takes Over Ownership of Swig & Swine By buying out his partners in Swig & Swine, pitmaster Anthony DiBernardo has made good on a 30-year-old promise. Alongside his senior picture in the 1989 Clearview High School yearbook, DiBernardo announced his intentions to serve four years in the military and own a restaurant. The Mantua, N.J., native quickly achieved the former by joining the Navy, which put him to work cooking on submarines but didn’t fulfill the latter ambition until this week, when he took over Queen Street Hospitality’s shares in the 6-year-old barbecue chain.

Real World, State-Specific Training “It’s always been my dream,” says DiBernardo, who previously controlled 50 percent of the business.

Responsible Alcohol Service

Real World, State-Specific Training easy from to the Protecting your “It’s business inherent risks of serving alcohol is a implement. high priority. It requires both vigilance It’s inexpensive. and thorough training of everyone And it facilitates involved. every need

otecting your business from the inherent risks of serving alcohol is a high According to DiBernardo, Queen Street Hospitality perfectly.” ority. It requires both vigilance and thorough of everyone involved. Group’s decision to back away from Swig training & Swine was Be safe with ServSafe. in owner Restaurant Steve Kish’s Association desire to retire. “Thisengages was at’s whyrooted the National (NRA) a variety of one of the first steps,” he says, stressing that Kish has Wade Chancellor perts to been continuously aspects of alcohol safety active in monitor the localall restaurant community since and update our Senior Director of 1982 when he opened 82 Queen. ® vSafe Alcohol training program, including our resources and practices. Our materials reflect Training world Trainingreal and Personal approaches. actical, realistic incorporate state-specific that your and practicalDevelopment, Queen lessons Street Hospitality also operates amandates catering to ensureexperiences Hooters ofsections: America Courses are divided into four company and Florence’s Lowcountry Kitchen, which ff can effectively protect your customers as well as your business. briefly functioned as Swig & Swine’s downtown Law & Your Responsbility • Recognizing & outpost. Swig & Swine now has three restaurants, in Preventing Intoxication • Checking IDs • West Ashley, Mount Pleasant and Summerville. safe with ServSafe. Handling Difficult Situations

DiBernardo says he has no immediate plans to add additional locations. Because he developed the brand and owned half of the business from the start, it already reflects his vision. “Infrastructure doesn’t change; staff,” he says. “The only thingTrusted lexible we’re keeping the same Reliable that changes is no Queen Street Hospitality.”

aining and testing is available nline or on-site He adds, “It’s always o accommodate your the time.” cheduling requirements.

From neighborhood pubs Built by the same creators to national chains, ServSafe been on the horizon. Now is justas the highly regarded ©2013 National Restaurant Association Educational Foundation (NRAEF). programs provide expert ServSafe food safety All rights reserved. ServSafe is a registered trademark of the NRAEF, used under license training to help ensure your program, protecting you forby National Restaurant Association Solutions, LLC. peace of mind. nearly 40 years. Article reprinted from the Post and Courier.

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67th Annual Stars of the South Carolina Hospitality Awards Gala The South Carolina Restaurant and Lodging Association (SCRLA) will host its 67th Annual Stars of South Carolina Hospitality Awards Gala on January 21 at the Embassy Suites Airport Charleston Convention Center Hotel. Lieutenant Governor Pamela Evette will be the keynote speaker. The South Carolina Hospitality Stars of the Industry Awards has been recognizing outstanding performance in the hospitality industry for more than 65 years. “Our state’s hospitality and tourism industry is booming, due in no small part to its exceptional work force which exemplifies the highest standards and best practices of the hospitality industry on a daily basis,” said John Durst, SCRLA’s President and CEO. Our Stars of the Industry finalists in the indvidual award categories include: Hotelier of the Year Bill Groves • Embassy Suites Greenville Holly Penny • Courtyard by Marriott - Columbia

Restaurant Manager of the Year Linda Barnaba • CentraArchy Restaurant Group Kirk Watkins • Ruth’s Chris Steak House & UP on the Roof

Lodging Manager of the Year Jeff Anthony • Sonesta Resort Ken Gillespie • Hampton Inn - Charleston

Restaurant Front of House Employee of the Year Tiffany Doolittle • Dagwood’s Deli & Bumstead’s Pub LaVerne Young • Greenville Country Club

Lodging Front of House Employee of the Year Andrew Coker • Hotel Domestique & Restaurant 17 Emma Poppante • The Abernathy

Restaurant Heart of House Employee of the Year Mallory Lloyd • Bacon Brothers Elvin Wilson • Original Pancake House

Lodging Heart of House Employee of the Year Patricia Gardner • Caribbean Resort & Villas Michael Hawes • Kings Courtyard

Outstanding Bartender of the Year Brandon Etheridge • The Joint @ 1710 Main Heather Hendrix • Wild Ace Pizza & Pub

Restaurateur of the Year Katie Gambrell & Diane Christofferson • Great Bay Oyster House John Keener • Charleston Crab House

Outstanding Chef of the Year Bryan Lindsay • Thornblade Club Danny Smith • Frank’s & Frank’s Outback

Our Stars of the Industry community-based award winners are: Hospitality Educator of the Year Carole Sox • Columbia College

Outstanding Community Leader (Public) Joe Urban • Greenville County Schools

Outstanding Hospitality Supplier of the Year Ecolab

Outstanding Community Leader (Private) Steve Setiz • Table 301

Outstanding Community Service Program Raldex Winners will be announced at the gala. More information about tickets and sponsorship opportunities can be found at SCRLA.org. Tickets are $150 for SCRLA members and $250 for non-members.

SCRLA.org

e h t s a w 'T ! n o s a e s y holida

ACF Hot & Cold Food Culinary Competition The SCRLA is proud to partner with the Myrtle Beach Chapter of the American Culinary Federation (ACF) to host the Hot and Cold Food Culinary Competition and the 10th Annual South Carolina Seafood Challenge January 28-30. The annual competition, held in conjunction with the Hotel, Motel, Restaurant Supply Show of the Southeast (HMRSSS), is geared towards promoting student and professional cooking excellence, and is open to professional chefs across the state. The competition is also open to industry professionals interested in viewing the action. There is no charge to attend, but you must register in advance for the HMRSSS to access the competition floor. New this year we will feature six commercial kitchen suites outfitted by Southbend, a division of the Middleby Corporation. Their products are consistently recognized as a global leader in heavy-duty, commercial cooking equipment.

“Competition creates an atmosphere of learning and striving to take your abilities to the next level. Competitors involved improve their skills, and spectators build confidence by watching and prepare to take on the challenge of competing in the future,” said HMRSSS Show Owner Myra Starns. The competition will feature seven world-renowned chef judges, and include a Certified Master Chef and a Certified Master Baker. The competition will take place from 9:00 a.m. to 5:00 p.m. daily, with the awards ceremony being held January 30 at 3:00 p.m. The Myrtle Beach Convention Center is located at 2101 N. Oak Street, Myrtle Beach. For more information on registration and to learn more about the competition, please visit hmrsss.com/chef-acf.

2020 Culinary Competition Judges

Chef Michael Beriau

Chef Stafford T. Decambra

CEC • AAC

Chef James McCallister CEC • AAC

SCRLA.org

CEC • CCE • CCA • WCMC • AAC

Chef Jason D. Hall CMC

Chef Roland E. Schaeffer

Chef Ferdinand Metz CMC • AAC • HOF • HBOT

CEC • AAC • HOF

Chef Thomas Vaccaro CEPC • CMB

SAVOR Training at Charleston ProStart School Shaun Beard, Senior Vice President of SAVOR, hosted a training meeting for their top-performing middle managers at Burke High School in Charleston last month. During their time at the ProStart school, SAVOR employees toured the facilities, observed students in class and had one-on-one time with students to discuss career paths. SAVOR is the food and beverage division of SMG, a global leader in public facilities and special event venues. Since its inception in 1982, SAVOR implements a partnership approach, customer-centric philosophy, along with local and regionally focused food and beverage operating systems to more than 140 diverse and specialized facilities worldwide. SAVOR is recognized as one of the nationâ&#x20AC;&#x2122;s leading organizations for innovative services, specializing in management and development of premium-branded and private label food concepts for facilities across the world. SAVOR is commited to farm-to-table freshness and food quality features locally grown products for their clients, and is an industry leader in green standards and programs.

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SCRLA Calendar of January Events January 8, 2020 Hilton Head Island Chapter Meeting UofSC Beaufort/Hilton Head Island Campus 1 Shark Dr., Hilton Head Island, SC January 9-19, 2020 Restaurant Week South Carolina January 21, 2020 Florence Area Chapter Meeting Hilton Garden Inn 2671 Hospitality Blvd., Florence, SC Stars of the Industry Awards Gala Embassy Suites - Charleston Airport Hotel 5055 International Blvd., N. Charleston, SC

January 28-30, 2020 Hotel, Motel & Restaurant Supply Show of the Southeast Myrtle Beach Area Convention Center 2101 N. Oak St., Myrtle Beach, SC 2020 ACF Culinary Chefs Challenge Myrtle Beach Area Convention Center 2101 N. Oak St., Myrtle Beach, SC 10th Annual Seafood Challenge Myrtle Beach Area Convention Center 2101 N. Oak St., Myrtle Beach, SC February 5, 2020 Hilton Head Island Chapter Meeting UofSC Beaufort/Hilton Head Island Campus 1 Shark Dr., Hilton Head Island, SC

We all want safe food. Clemson University food safety and nutrition agents and specialists conduct training in safe food-handling for individuals, restaurants and commercial food processors to prevent outbreaks of foodborne illnesses. Other programs focus on using and preserving fresh fruits and vegetables, and on dietary considerations and budget management for limited resource families.

Food Safety Training:

• ServSafe® Manager Certification • ServSafe® Employee Safe Food Handler Training • Food Safety Modernization Act (FSMA), Preventive Controls for Human Food Certification • Food2Market, Food Safety for Food Entrepreneurs • Better Process Control School • Carolina Canning™ and Youth Food Preservation • Food4Gatherings, Food Safety for Large Groups

Nutrition Training:

• Expanded Food and Nutrition Education Program • Healthy Lifestyles • Healthy Lifestyles for Senior Centers

www.clemson.edu/extension/food For more information contact us at cesfsn@clemson.edu

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Insider Magazine | January 2020

Articles inside

How to Raise Menu Prices the Right Way

What’s in store for the hotel sector in 2020

Can Facebook influence guest loyalty?

ADA Issues for Small Properties

Columbia Restaurant Hall of Fame Inductees