Insider Magazine | Spring 2020

INSIDER SOUTH CAROLINA RESTAURANT AND LODGING ASSOCIATION

SPRING 2020

SAFETY IS A SHARED EXPERIENCE Learn how to build trust and confidence during these uncertain times Š2020 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.

Table of Contents 4 | Message from the SCRLA Board Chair 6 | 2020 South Carolina ProStart Invitational 7 | South Carolina Department of Revenue FAQ 8 | Overview of PPP Loan Forgiveness Provisions 14 | accelerateSC Task Force 16 | Keeping Your Customers Safe 18 COVER | Building Trust and Confidence Amid COVID-19 20 | Colite's Social Distancing Response Package 22 | Protecting a Hotel's Data During Emergencies 28 | Rethinking Your Service Process 33 | Is Email Marketing Part of Your Recipe for Success?

34 | New SCRLA Members

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.

Summer Classes: May 27 - Columbia June 2 - Bluffton/Hilton Head June 4 - Charleston June 8 - Florence June 9 - Columbia June 11 - Greenville/Spartanburg June 15 - Myrtle Beach June 23 - Columbia June 24 - Charleston June 25 - Florence June 30 - Greenville/Spartanburg July 8 - Bluffton/Hilton Head July 9 - Charleston July 14 - Columbia July 15 - Myrtle Beach July 20 - Charleston July 22 - Greenville/Spartanburg July 30 - Columbia 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 more about the health and wellness resources available to SCRLA members on page 12.

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 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

Message from the SCRLA Board Chair I have to admit that I have been struggling with my message for this issue. It goes without saying that we are living in a very different world today, but we can make it a better world together. This pandemic has adversely affected the hospitality industry greater than both 9/11 and the 2008 Recession combined.

In the past several weeks, many have watched an entire life’s work unravel as their business shuts down. Hospitality employees have lost their jobs or their hours by the millions.

Sales fell to their lowest real level in more than 35 years; restaurant and hotels locked their doors—some temporarily, some permanently.

Yet, during these unprecedented and uncertain times, we’ve also witnessed the very best of our industry—the incredible tenacity to keep our hospitality industry solvent, the generosity in helping team members, and a spirit of giving in support of our local communities.

With your generous donations, the SCRLA established the South Carolina Hospitality Employee Relief Fund to provide grants to deserving applicants. To date, we have raised more than $50,000 and distributed more than 160 grants through the fund, and we continue to distribute grants as funds are donated.

Even with a united industry committed to make it through this pandemic, we still need help.

President Trump signed the historic CARES Act to provide survival funding for employees and businesses alike. At press time, the HEROES Act begins to take shape for another stimulus plan to keep our country moving. We are grateful that our national partners have prepared dynamic and well thought-out campaigns to outline how Congress can improve the hospitality industry’s chances for survival.

Chuck Lauer, Embassy Suites N. Charleston Sean McLaughlin, Forest Lake Club Tony Tam, IMIC Hotels

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

NRA Board Liaison Carl Sobocinski, Table 301, Greenville

Governor McMaster created the accelerateSC Task Force, which serves as the state’s COVID-19 response team. I am honored to serve on the Response Subcommittee to help identify challenges that could impact the state’s workforce. We are grateful for the Governor’s disciplined, safe approach that is largely industry-driven and incorporates guidelines and regulations from appropriate state agencies and businesses. We are in the second phase of reopening our restaurants and the first phase of reopening our hotels.

I would be remiss if I didn’t thank John, Douglas and the SCRLA staff who worked tirelessly to produce recommendations and guidelines for the phased-in approach. Helen Hill and Duane Parrish also played an instrumental part in reopening our businesses and making sure our voices were heard.

We are on the road to recovery, and we are patiently awaiting the return of our guests and welcoming them into our restaurants and hotels.

Association Staff John Durst, President and CEO Douglas OFlaherty, Vice President Susan Walters, Director of Meetings and Events Lenza Jolley, Communications Manager

South Carolina’s hospitality industry prior to COVID-19 will return some day. The question is, when? Well, that’s up to all of us. If we stand united and speak with a single loud voice, we can return to normalcy sooner rather than later.

This is your Association—take advantage of your membership by reaching out if you need help and use the services we have put together to assist in making our businesses successful.

Christal Van Wickler, Bookkeeper/Education Coordinator

We will get through this together. We are South Carolina strong.

Randi Sullivan, Membership and Business Development

Sincerely,

Nichole Livengood, Upstate Membership Director

Bobby Williams, SCRLA Board Chair

Shaping High School Students into Managers and Chefs with ProStart ProStart is a nationwide, two-year hospitality program that develops culinary techniques and management skills in high school students. The industry-driven curriculum links classroom learning with hands-on experience to develop tomorrow's restaurant and foodservice leaders. Some components students learn include communication, customer service skills, business math and forecasting, workplace and food safety, nutrition and retrieving/ storage practices.

Students who complete 400 hours of industry work experience and pass both ProStart exams receive a nationally recognized Certificate of Achievement.

In March, students from ProStart teams competed in the South Carolina ProStart Invitational. Held March 8-10 at the Embassy Suites by Hilton Greenville Golf Resort and Conference Center, this was their chance to showcase their skills and knowledge in a head-to-head competition against other schools.

Teams fell into two categories—culinary and management.

Management teams developed a proposal for the next promising restaurant concept and presented it to a panel of industry judges. Their problem-solving skills were tested as they quickly solved challenges faced daily by restaurant managers.

The culinary competition highlighted each team's creative abilities through the preparation of a three-course meal in 60 minutes—using only two butane burners without access to electricity or running water. Students were evaluated on taste, skill, teamwork, safety and sanitation.

The winners of the 2020 South Carolina ProStart Invitational were Anderson County Career and Technology Center (left; culinary) and The Center for Advanced Technical Studies (right; management).

6

SCRLA.org

Will the SC Department of Revenue issue a credit or extend my Alcohol Beverage License fee since I was forced to close my restaurant?

Due to the Governor’s Executive Orders 2020-10 and 2020-12, businesses were prohibited from using Local Option Permits. If a business had a valid Local Option Permit between March 18 and May 11, the SCDOR will automatically extend the permit to include up to eight consecutive Sundays.

If the permit expired during this timeframe, the permit holder will receive a Temporary Local Option Permit beginning May 24 with instructions to post alongside their Liquor by the Drink License.

If the permit has not expired, the SCDOR will send the permit holder a Temporary Local Option Permit extending the expiration date of their current permit. The Temporary Local Option Permit must be posted alongside their current Liquor by the Drink License.

Learn more about Alcohol Beverage Licenses at www.dor.sc.gov/tax/abl/licenses. If you have specific ABL questions, please contact ABL@dor.sc.gov.

Got an FAQ? Let us hear from you!

Email John Durst at john@scrla.org with your question(s) for a chance to be featured.

SCRLA.org

7

Asking for Forgiveness: An Overview of the Loan Forgiveness Provisions of the PPP The Paycheck Protection Program (PPP) under the Coronavirus Aid, Relief, and Economic Security Act (CARES Act) provided essential monetary relief to many small businesses throughout South Carolina, including in the hospitality industry. As the loan period for many of the loans is expiring or will soon expire, companies need to be aware of the requirements for seeking and obtaining loan forgiveness. If businesses fail to follow the requirements of the CARES Act, they may be on the hook to pay back a loan that matures in two years with a one percent interest rate. Employers need to keep in mind the three primary components of loan forgiveness: 1. What can the loan be used for?

2. How many employees must be retained or rehired?

3. What documentation must be kept and submitted?

Acceptable Uses of the Loan To qualify for loan forgiveness, employers are required to use the loan proceeds solely for: • • • •

payroll costs payment of interests on debts (principal payments do not count) rent payments utility bills

Importantly, of the four identified categories, 75-percent of the loan proceeds must be used only for payroll costs. Payroll costs include gross wages, cash tips, commissions, payment for leave, payment for employee benefits, allowance for separation of dismissal, and state and local taxes assessed on compensation. For example, if a restaurant received a $100,000 loan, $75,000 must be used solely for payroll costs of its employees. Accordingly, the remaining $25,000 may be used toward the other three noted categories.

How many employees must be retained and paid at the same rate?

Further, and what may be particularly difficult for hospitality employers, the loan proceeds must be used within eight weeks of receiving the loan. The PPP has identified this eight-week period as the “Covered Period.” During the Covered Period, the employer must abide by two conditions to receive full forgiveness: • •

no reduction in workforce no reduction in pay greater than 25-percent

First Condition The first condition is that the employer must maintain the same number of full-time equivalent (FTE) employees as it had during the time period between January 1, 2020 and February 29, 2020 or a 12-week period between February 15, 2019 and June 30, 2019. The employer has the option to choose which date more closely correlates to its business.

In determining what counts as an FTE employee, the Treasury Department provided the following calculation: the employer should average the number of hours per employee paid per week, divide by 40, and round the total to the nearest tenth. The maximum for each employee is capped at 1.0. The employer can use an alternative and simplified method that assigns a 1.0 for employees who work 40 hours or more per week and 0.5 for employees who work fewer hours.

If the employer is a seasonal business, the employer can elect to use one of the time periods referenced above or a 12-week period between May 1, 2019 and September 15, 2019. Importantly, the employer, whether seasonal or not, should choose the option that correctly correlates with how it determined its loan amount eligibility. If the employer is a

Calculation to Determine Loan Forgiveness - Nonseasonal loan amount

x

average # of FTEs per month during covered period average # of FTEs between Jan. 1 and Feb. 29, 2020

Calculation to Determine Loan Forgiveness - Seasonal loan amount

8

x

average # of FTEs per month during covered period average # of FTEs from 12-week period between Feb. 1 and June 30, 2019 or May 1 and Sept. 15, 2019

Employee 1 average weekly hours = 40 40 hours / 40 = 1 Employee 2 average weekly hours = 37 37 hours / 40 = 0.9 Employee 3 average weekly hours = 27 27 hours / 40 = 0.7 Average # of FTE Employees = 2.6

SCRLA.org

“summer seasonal business”, the employer should elect a 12-week period between May 1, 2019 and September 15, 2019.

Subject to the safe harbor discussed below, if an employer reduces the number of full-time equivalent employees compared with the number of employees during one of the previously noted time periods, the CARES Act will reduce the amount of loan forgiveness.

By way of example, if the employer received a $100,000 loan and reduced its workforce on March 31, 2020 from 50 to 35 full-time equivalent employees, the employer will only receive loan forgiveness up to $70,000 ($100,000 * 35 / 50). The remaining $30,000 will not be forgiven and will be due upon maturity.

Second Condition The employer cannot reduce an employee’s pay by more than 25-percent between February 15, 2020 and April 26, 2020. Importantly, however, the 25% reduction does not apply to employees earning over $100,000.

By way of example, if the employer maintains the same number of employees but reduces every employee’s wages by 40%, then the employer’s loan forgiveness will be reduced by 15% percent (40% - 25%). By way of example, if an employer reduces wages for 5 employees from $40,000 to $25,000, the loan forgiveness is reduced by $5,000 ($15,000 – ($40,000 * 25%)) for each employee totaling a $25,000 reduction in forgiveness (5 employees * $5,000).

Safe Harbor Provisions The Treasury Department recently issued guidance stating that an employer may be exempt from the reduction in loan forgiveness based on FTE employee count if: 1. the employer reduced employee levels in the period between February 15, 2020 and April 26, 2020, and

2. the employer then restored its FTE employee levels to its chosen reference period levels by no later than June 30, 2020.

In addition, if the employer restores its employees’ wages to an amount equal to or greater than the wage level that existed during the chosen reference period by June 30, 2020, then the employer will also meet the Salary/Hourly Wage Reduction Safe Harbor provision and is thereby exempt from a reduction in loan forgiveness. Importantly, this calculation is only necessary if the employer reduced its employees’ wages by more than 25%.

What documents do I need to submit to qualify for forgiveness?

Once the Covered Period has ended, an employer is required to apply and submit documentation to its lender verifying the number of full-time equivalent employees with their corresponding pay rates including payroll tax filings to the IRS and state income, payroll, and unemployment insurance filings. In addition, documentation of cancelled checks, payment receipts, or any other documents verifying payments on debt obligations, rent payments, and/or utility bills will be required. Lastly, the employer is required to submit a certification that the documentation is true and correct and that the amount of the loan seeking forgiveness was used specifically for the four noted categories above. The Treasury Department has provided a loan forgiveness application that borrowers much complete as part of the forgiveness process and that provides additional details as to what must be submitted. Borrowers should discuss these requirements in detail with their lenders before applying for forgiveness to ensure that the documentation is in order.

If you have questions about the loan forgiveness provisions of the PPP, please contact employment law attorneys Chase Samples (chase.samples@ jacksonlewis.com) or John Connell (john.connell@ jacksonlewis.com) at Jackson Lewis, P.C.

Reduction in Wages Example

$100,000 - 5 employees x ($15,000 - ($40,000 x 0.25))

loan amount - # of employees x (reduction - (wages x 0.25))

Amount forgiven = $75,000 | Amount to be repaid = $25,000

Rehire # of FTE Employee Example $100,000 x

$100,000 x

35 FTE employees during covered period 50 FTE employees between May 1, 2019 and June 30, 2019 (or chosen 12-week period) 50 FTE rehired by June 30 ,2020 50 FTE employees between May 1, 2019 and June 30, 2019 ( or chosen 12-week period)

Employer rehires an additional 15 FTE employees by June 30, 2020, then the employer's loan forgiveness is not reduced.

Amount forgiven = $100,000

10

SCRLA.org

We're all in this together.

The word unprecedented has been used consistently to describe the current environment and while that is certainly truefor those in the foodservice industry you can also add heartbreaking, tumultuous and life changing. You’ve had to change the way you run your business and make exceedingly difficult decision in order to weather this storm. All while doing your best to keep yourself, your families, your communities and your employees safe and healthy. We, too, have had to make modifications to how we do business. Modifications that ensure our associates are safe and that we’re able to deliver the food and support our customers and communities need most. Now more than ever, we stand behind our promise to help you “Make It.” Helping the industry-and each of you-return to full strength is a high priority. We will get through this, and we are here to help.

Whether you intend to immediately reopen your business as it was before, expand carryout and delivery or add retail items to your offerings – we’ve created a simple, thorough planning process. We recommend starting your plan early prior to re-opening or expansion to dine in. Together, we’ll consider your product and service offerings, menu modifications, communication plan and US Foods delivery options. We’ll also continue to support you and your business as it evolves and grows.

We look forward to helping you make it as we embark on this journey together!

RELAUNCH CHECKLIST Your US Foods Sales Team will work with you on a detailed relaunch process for your specific opening or expansion needs, including:

MORE WAYS WE HELP YOU MAKE IT!

Aligning your initial order to the current available assortment of products on hand (realize the assortment options will improve weekly as the Supply Chain begins to stabilize).

Connecting with you on variability in our delivery schedule as the marketplace expands.

We will work with you and communicate any potential changes through re-opening phases.

Prioritizing safety by identifying contactless opportunities including key drops for deliveries, online and mobile ordering, and online bill pay.

Reviewing current inventory levels you have on hand in your business and work with you to create a mock order early in the process. This extra time will help us meet your product needs throughout your reopening.

Addressing product needs to help you operate under new safety protocols and requirements.

From order entry to product recommendations, easy invoice payment, inventory management and menu costing – our e-commerce platform is best-inclass. It’s a great way to conduct business together. Your US Foods Sales Team is available to answer any questions.

We’ve created several informative webinars covering a range of topics like calculating cash flow, reopening your business, staying connected through social media and more. Visit our resource page at usfoods.com to discover them all.

Health + Wellness Resources UnitedHealth Group is offering health and wellness resources to support the physical and mental well-being of hospitality employers and employees to successfully navigate COVID-19 and safely reopen.

In addition to UnitedHealthcare’s ongoing offering for employer sponsored health insurance with members-only discounts on medical and specialty benefits and a small business Association Health Plan, UnitedHealth Group provides the following resources for all employees. The following solutions are available to any and all employees regardless of number of hours worked: furloughed, parttime, full-time and seasonal. No health insurance or participation requirements.

Teladoc Telemedicine

LetsGetChecked At Home Lab Testing

Unlimited, $0 copay medical and mental health virtual visits to Association members for $7 per employee, per month and includes the entire family. Includes a Covid-19 self-assessment questionnaire that guides members through simple ‘yes/no’ questions about symptoms and provides recommendations consistent with CDC guidance.

At home COVID-19 and Antibody tests expected to be available in June for purchase by employers. For other lab testing LetsGetChecked at home testing removes barriers and keeps employees out of crowded offices and labs with a 25% member discount.

Visit go.teladochealth.com/ implementation/forms/hospitality_ setup_form

Visit restauranthealthcare.org/ products/labtests.aspx

Kaia Health Virtual Program for Back Pain

OptumPerks Free Prescription Drug Savings Program

Individuals in the hospitality sector can obtain a free license to Kaia's back pain solution through July 1, 2020. Access personalized back pain therapy using your own phone.

Help your employees stay healthy and save up to 80% on most prescription drugs at over 64,000 pharmacies nationwide with their free OptumPerks discount card.

Searchable database finds the best discounts and most convenient pharmacies with no membership and no fees.

*Limited to 1,000 free licenses Visit forms.gle/pcqiZAStnMABdncw5 to reserve your spot.

Visit perks.optum.com/hospitalityrx

FREE Mental Health, Substance Abuse Disorder and Suicide Prevention Resources

Active Minds

PatientsLikeMe

Sanvello

PsychHub

•

Active Minds – Resources to stay mentally healthy during this crisis time. Access a free resources hub for help during the COVID-19 pandemic including stress management, community building from a distance, tips for remote workers. Access general resources now. Hospitality specific resources will be available in July 2020.

•

Sanvello – #1 rated app for stress, anxiety and depression. Hospitality specific landing page & resources are available now. Visit sanvello.com/hospitality/ to access premium features for free during the COVID-19 crisis.

Includes guided meditation, learning modules, community discussion and daily tips.

•

PatientsLikeMe – The world's largest personalized health network helps people find new treatments, connect with others and take action to improve their outcomes. Access a community for anyone concerned about symptoms and/or diagnosed with COVID-19, as well as anyone suffering from anxiety and depression, to come together and discuss coping mechanisms and support. The hospitality specific landing page and resources can be found at patientslikeme.com/join/hospitality.

•

PsychHub – The most comprehensive online learning platform on mental health, substance use, and suicide prevention topics in the world.

•

Optum Substance Use Disorder Helpline – In crisis? Call 1-855-7805955 or visit liveandworkwell.com/recovery for immediate help anytime from anywhere.

•

Optum Emotional Support Helpline – Need a little support? Call 1-866342-6892 for help anytime from anywhere.

•

Crisis Text Line – In crisis? Text HELLO to 741741 for immediate help anytime from anywhere.

•

Ben’s Friends – Hospitality-focused substance abuse support network.

Join a safe environment with others who understand the unique challenges experienced by people on the front lines in restaurants, hotels, and other hospitality industries. Visit bensfriendshope.com to find a meeting near you or access telephonic meetings.

SCRLA Members Selected to Serve on Governor McMaster's accelerateSC Task Force Bobby Williams, SCRLA Board Chair and President/CEO of Lizard’s Thicket Restaurants, and Helen Hill, CEO of Explore Charleston, have been selected to serve on the Governor Henry McMaster's accelerateSC Task Force as part of the Response Subcommittee. Hill was appointed co-chair of the subcommittee. accelerateSC is charged with advising Governor McMaster on developing a plan to move South Carolina toward a phased-in reopening of some businesses and activities as healthcare data indicates it is safe to do so.

“The hospitality industry greatly appreciates Governor McMaster’s focus on getting South Carolina’s economy jump-started.” said John Durst, SCRLA President and CEO. “This group has the experience and expertise to make a significant, long-term impact. The SCRLA has been instrumental in working with accelerateSC and state leaders to develop actionable solutions that can get the state’s restaurant and lodging economy back on track.”

Helen Hill CEO of Explore Charleston Response Subcommittee Chair

accelerateSC membership includes representatives from various business and industry sectors including workforce, healthcare, government, and education.

Representatives are divided into four subcommittees: Response, Protection, Governance, and Resources and they are charged with looking at five components of analysis and effort: response, protection, governance, resources, and information.

The taskforce will target such issues as workforce capacity, workforce reentry, critical industries, capital requirements, regulatory issues and supply chain/logistics. They will advise the governor on immediate and future actions necessary to accelerate the state’s economy. At press time, the group continues to meet on a weekly basis to evaluate the states progress about COVID-19 effects and potential state-level solutions that may assist business through the recovery period.

The accelerateSC taskforce is managed by James Burns, Esq. of Nelson Mullins.

Governor McMaster and Lieutenant Governor Pamela Evette participate in the meetings. For more information, please visit acceleratesc.gov.

14

Bobby Williams SCRLA Board Chair President & CEO of Lizard’s Thicket Restaurants

SCRLA.org

[Re]Open for Business As restaurants re-open their doors to welcome guests back into their dining rooms, many are struggling with the idea of generating profit amid the challenges of low sales volume and an increase in expenses. Restaurants are suddenly being asked to do more with less as city and state regulations necessitate an increase in spending on cleaning supplies, single-use menus, portion-sized condiments, disposable cutlery, and personal protective equipment (PPE). Additionally, the sudden increase in demand for off-premises meals means rising spending on disposables and carry-out materials as well as decreasing margins as operators pay 3rd party delivery service fees.

So… just how is an operator expected to turn a profit right now?

A key factor to consider is to start getting creative about reducing and offsetting their costs while increasing income.

One of the simplest things that restaurants can do is to start collecting manufacturer rebates on items that are already being purchased. Look at the easily-swappable, non-emotional items such as garbage can liners, gloves, frozen chicken breasts, and pepper to name a few that can be subbed out at a lower cost and may have rebates, which equate to cashback to the restaurant’s bottom line. High-demand, such as disposables, portion control

packs, and grab-and-go items may also be included in the rebate program.

The SCRLA has partnered with Dining Alliance to help you earn rebates on over 165,000 items from over 350 manufacturers including big suppliers like Tyson, Smithfield, Dr. Pepper, and Conagra. This SCRLAendorsed program is easy to join, purchase the same items from the same distributor, and literally costs nothing.

Sign up today at scrla.org/dining_alliance.

Lastly, if there is one thing that restaurants should be investing in, it is technology. This is the perfect time for restaurants to improve their processes for ordering food, tracking recipe costs and inventory, integrating with POS systems, and managing cashless payments – all of which will result in better cost controls down the line.

There is no doubt that 2020 has already presented challenges for our industry, but it is also a year for restaurants to focus on being smart, agile, and lean. It is paramount that in order for operators to be successful keep their focus on their bottom lines—controlling costs and maximizing profits—to be able to capitalize on the available market share.

KEEP YOUR RESTAURANT CLEAN, STOCKED AND SAFE Your commitment to meeting your customers’ expectations for a clean environment has never been stronger. Make sure you exceed those expectations, and give your customers the peace of mind they need, with trusted products and scheduled service visits from Cintas.

• Laundered Uniforms – including Chef Works®

• Cleaning Chemical Service

• Laundered Mats, Mops and Towels

• Cintas UltraClean® Restroom Cleaning Service

• Touchless Restroom Dispensers

• First Aid and PPE Replenishment

• Hand Soap, Sanitizer and Paper Products

800.795.7368 | NationalServiceTeam@cintas.com UNIFORMS

| FACILITY SERVICES | FIRST AID & SAFETY | FIRE PROTECTION

Keeping Your Customers Safe Hotel and restaurant operators should maintain social distancing standards by communicating with their guests about what is being done to minimize exposure to COVID-19.

Social distancing standards will put additional burdens on the employer to make sure that a employee isn’t interacting with a customer for over 10 minutes, per the CDC, especially since interactions between employee and customer are sometimes likely to be less than six feet apart.

While these social distancing strategies will help improve safety for employees and customers, they will also have a dramatic impact on the customer experience. Speed of service could decrease due to extra precautions being taken in the back- and front-of-house, especially with fewer lines or POS positions open. Operators could also direct guests to pick up their food from the counter without having wait staff handle it, which would also impact the server-guest relationship.

Customers will have high expectations for safety practices, such as frequent sanitizing, glove use, restroom cleanliness and contactless hand sanitizers. Provide visual cues, such as signage or the presence of hand sanitizers or wipes for customers, and promotions on what you are doing front-of-house and back-of-house to keep employees and customers safe.

16

SCRLA.org

Opportunities to consider when developing your social distancing plan •

Staggering of employee schedules on both a shift and work week basis.

•

Staggering of employee breaks to minimize social interaction.

•

Update floor plans/layout in dining/lobby areas to make sure seating arrangements are at least six (6) feet apart.

•

Limit party sizes to no more than eight (8) people as indicated in Governor McMaster's Executive Order.

•

Provide social distancing floor guidance stickers to aid customers so they can adhere with proper social distance while in line, as well as provide directions/ instructions for pedestrian movement throughout your business.

•

Tightening of restrictions on visitors or off-duty employees in workplace.

•

Eliminate and/or reduce in-person check-in or checkout with automated process.

Photos courtesy of Colite

SCRLA.org

17

BUILDING TRUST & CONFIDENCE AMID COVID-19

The COVID-19 pandemic is creating a new reality for the hospitality industry and everyone is feeling the impact. In mid-March when our lives were forever changed as the crisis spread across of the country, South Carolina was swift to respond but with a level of uncertainty.

Building trust in a time of crisis is necessary to rebound your business. Organizations are turning on a dime to improvise and make difficult decisions that will ultimately have lasting effects on their operations. In a recent survey

by Qualtrics, they asked what factors make consumers trust a business more. The top three responses focused on the well-being of customers, the well-being of employees, and not taking advantage of the crisis to maximize profits.

What consumers find less impactful are messages of hope, optimism, nostalgia or even statements about strong moral principles.

Businesses that fail to take these actions put their reputations and trustworthiness at risk.

Organizations showing up for their employees is one of the top reasons consumers trust any given business. Data shows that during uncertainty, workers are looking to employers and managers to lead even more than they are looking to governments and other organizations.

There are several ways you can demonstrate your desire to protect your employee such as having hand sanitizer readily available, performing health safety checks as employees come to work, social distancing of employees when possible, installing protective shields on the front desk or restaurant cashier/counter station, and providing personal protection equipment (PPE) like masks and gloves.

“Over the past several weeks, we have made extensive changes at our property and implemented an aggressive health and sanitation program to ensure we are doing everything we can to protect our guests and team members for our reopening,” said Raj Champanari, owner of the Aloft Downtown Columbia Hotel, “We

installed a protective barrier on our front desk from a Colite International to assist in controlling the spread of airborne diseases between staff and customers. The fact that they are a South Carolina company was a bonus and helped us keep the business local.”

While many are anxious to return to “normal life,” the return to pre–COVID-19 physical interaction will likely depend on individuals’ ability to trust that they will be safe from infection in public spaces, such as hotels and restaurants. The question of physical safety will likely be even more vital in our industriy where physical contact is sometimes necessary. Employees who interact with guests will need to trust that they can safely do their jobs, and that risk of infection is minimized.

Building trust in a time of crisis is necessary to rebound your business.

T C TA

RECEPTION BARRIERS

N

O C -

Y R T TEMPERATURE SCANNING

SE

O L C

EN

FLOOR DECALS

COMPREHENSIVE PROTECTION

I AV

N

FROM COVID-19

N

O

I AT

G

shop.colite.com

SHOW YOUR CUSTOMERS YOU CARE ABOUT THEIR SAFETY Effectively mitigate risk and protect against future liability with a comprehensive plan: ENTRY | Use temperature detection to monitor staff CLOSE-CONTACT | Barriers to protect customers and employees in close contact NAVIGATION | Floor decals to help gusests navigate spaces safely

LET US HELP. CONTACT US TODAY. Colite Circle 205 Technology

Columbia, SC 29203

shop.colite.com www.colite.com

HOTELS & RESTAURANTS

RETAIL & GOVT

Adam Regenthal

Harold Reaves

aregenthal @colite.com

hreaves@colite.com

803-935-9008

803-457-2863

SCRLA.org

Social Distancing Response Package

"

Colite is very committed not only to our customers, but their customers. We developed our new line of products based upon maximizing safety, quality, design, and, finally, awareness and messaging. Colite continues to be a leader in graphics and Innovation in our industry and we are proud to serve the hospitality community.

Peter Brown, President & CEO, Colite

Colite's COVID-19 Social Distancing Response Package is intended to help restore and build the community's and customer's confidence while adding additional protection for employees.

The package consist of three major components:

Reception Protective Barriers

Social Distancing Floor Guidance System

InstaScan Unit

1. Reception Protective Barriers assist in controlling the spread of airborne diseases and places an attractive polycarbonate shield between staff and customers.

2. Social Distancing Floor Guidance System aids with proper social distancing while in line, in addition to providing directions and instructions for pedestrian movement throughout your business. Our floor signs are made here in the United States of durable vinyl material with a protective laminate to provide additional protection and reduce wear of the signage.

3. InstaScan Unit is an all-in-one unit that quickly and easily checks the temperature of your staff and customers coming into your business. This is a very professional and more efficient way to check temperature.

CDC Recommendations to Maintain a Healthy Work Environment Cleaning and disinfecting public spaces including your workplace, school, home, and business will require you to: • • •

Develop your plan Implement your plan Maintain and revise your plan

These recommendations provide a general framework for cleaning and disinfection practices. The framework is based on the following: 1. Normal routine cleaning with soap and water will decrease how much of the virus is on surfaces and objects, which reduces the risk of exposure.

2. Disinfection using EPAapproved disinfectants against COVID-19 external iconcan also help reduce the risk. Frequent disinfection of surfaces and objects touched by multiple people is important.

3. When EPA-approved disinfectantsexternal icon are not available, alternative disinfectants can be used. Do not mix bleach or other cleaning and disinfection products together.

Protecting a Hotel's Data During Emergencies Data protection has become an increasingly relevant topic in the hospitality industry and continues to drive important trends throughout the market. Technology has taken its rightful place at the forefront of the hospitality industry and, with it, so too has data. With such heavy reliance on data for long-term and day-to-day operations, security has become a major concern for hotels worldwide. However, many hoteliers remain uninformed about how to protect their data and what to protect their data from.

Weather, data breaches, and negligence are the most prevalent and damaging threats to the financial systems of hotel management companies across the industry. Fortunately, hospitality software with cloud-based data storage and increased encryption protocols is helping hotel companies across the world keep their data safe and secure. While these threats may never be fully eradicated, there are several precautions that can be taken to provide the most secure database protection possible.

Natural Disasters Whether its flooding, hurricanes, or tornadoes, Mother Nature will always be a force to be reckoned with for the hospitality industry. Natural disasters have a proven track record of impacting hoteliers’ abilities to maintain stability, namely through the loss of unprotected and unsecured data.

Having a room full of dedicated servers won’t cut it anymore for several reasons. Aside from the maintenance and costs, the hotel’s entire infrastructure could be severely damaged or totally wiped away in the event of a natural disaster. This is paralyzing to a hotel management team because hotel personnel can’t work remotely, assess critical information, or even get their hotel back online after an outage.

It is the hotelier’s responsibility to minimize the risk of losing invaluable data by investing in a cloud-based solution that

The lightning-fast restaurant POS system Designed by people who know restaurants For people who run restaurants SpotOn Restaurant is designed so your entire staff can work faster and more efficiently so you can focus on what’s important—creating an amazing experience for your customers

Learn more at www.SpotOn.com/hospitality

can store data safely in redundant locations and provide

government regulations, which have the potential for serious legal ramifications as well as financial penalties, both of which can severely impact a hotel’s reputation and bottom line.

Ultimately, a cloud-based solution helps manage the influx of accounting and financial data for hoteliers, allowing them to access key business metrics anytime and anywhere and better serve their guests, especially during times of crisis.

Cloud-based data storage is the most effective method of data security against internal or external threats to information. Hospitality software providers that use multiple hosting facilities in numerous geographic locations where access is closely monitored can improve a hotelier’s ability to thwart physical and digital threats to data security.

instant and easy retrieval within financial statements and other modules, allowing teams to get back to work in no time after a natural disaster.

Hacking Just as an earthquake can happen at a moment’s notice, so too can data breaches. Within a matter of seconds, an entire corporate server can be compromised, wiping out years of crucial data.

Negligence While many assume hacking to be the largest threat to corporate databases, human error also accounts for a large percentage of data insecurity incidents.

In today’s world, data encryption is more important than data protection. While most hotel management companies encrypt data on their servers, that data is rarely encrypted during transmission from one server to another. It’s a complicated task to encrypt a file during transmission, so, at a minimum, any files being transmitted should be password protected in case the providers aren’t in sync with each other.

Data protection starts and ends with training. Implementing mandatory security initiatives, like training courses and emailed scam alert campaigns, can be a lifesaver in database protection. By ensuring the appropriate staff, including owners and GMs, are properly trained to work with highly classified databases, hoteliers can be sure that their company’s databases are in capable hands.

Hoteliers are also open to legal accountability in the event of an attack in which guests’ private information is compromised. In addition to private liability, hotel management companies are subject to increasing

Furthermore, it’s important that data be stored in individual databases, which can only be accessed by successfully navigating multiple security gateways via valid credentials, with security permissions both at the network and database level.

SCRLA.org

23

NOW’S THE TIME! Finish up your college degree with us!

On your own time On your own terms Around your schedule Maria’s squeezing lectures in between shifts Charlie’s going to re-enter the workforce with new credentials

Sue’s taking this time between jobs to finish what she started

Uof SC Palmetto College at USCB Online Bachelor’s Program in Hospitality Management Take advantage of open enrollment, with new classes starting every 8 weeks We accept transfer credits from your previous Associate- and Bachelor-level coursework www.uscb.edu/academics/online_programs

Hotel Industry on Brink of Collapse Releases Roadmap to Recovery AHLA outlines action needed to help industry survive economic impact worse than Great Depression With new data from the Bureau of Labor Statistics (BLS) showing staggering job loss to the hospitality and leisure industry, the American Hotel & Lodging Association released a “Roadmap to Recovery,” calling on Congress to prioritize relief for hotel workers and small businesses in the next stimulus package.

The April Jobs Report showed the hospitality and leisure industry was the hardest hit, losing 7.7 million jobs—nearly as many jobs as the next four sectors combined.

AHLA is urging Congress to provide immediate assistance in these four areas: •

• • •

Help hotels retain and rehire employees by extending the Paycheck Protection Program, offering employees direct tuition assistance or tax credits, and expanding the Employee Retention Credit Protect employees and guests through tax credits for cleaning equipment and personal protective equipment (PPE) Keep hotel doors open by providing relief for hotel commercial mortgages and increasing the size and flexibility of PPP loans Incentivize Americans to travel again when it’s safe with a new, temporary travel tax credit and restoring the entertainment business expense deduction

COVID-19 continues to devastate the hotel industry: 2020 is projected to be the worst year on record for hotel occupancy, and experts estimate it will be at least 2022 before hotels return to their 2019 occupancy and revenue levels. So far, the impact of COVID-19 on the travel industry has been nine times worse than September 11. In a recent survey of AHLA members, more than 8 in 10 hotel employees said they have had to lay off or furlough workers. Only 37 percent have been able to rehire any staff through economic relief measures such as PPP. With a presence in every congressional district in America, hotels are central to getting our economy back on track and supporting millions of jobs. Prior to the pandemic, hotels were proud to support one in 25 American jobs—8.3 million in total—and contribute $660 billion to U.S. GDP. A representative hotel with 100 occupied rooms per night supports nearly 250 jobs in the community and generates $18.4 million in guest spending at neighborhood shops and restaurants.

Hotels also generate $186 billion in local, state, and federal taxes each year.

PPE SUPPLIES – ORDER ONLINE: DXPRINTMAIL.COM/SHOP FOR MORE INFORMATION VISIT OUR WEBSITE, CALL 803.429.0022 OR EMAIL CCHANDLER@DXPRINTMAIL.COM

USE PROMO CODE: SCRLA FOR 10% OFF (shipping excluded) 3-Ply Disposable Face Masks - BFE 95%

BFE 95%

AP-FM101-US-BFE95 3-ply, non-woven disposable face mask (nonsterilized). With CE and FDA certification. BFE: 95%.

For General Purpose Use Only (Non-Medical Use).

Shipping Time: 3-7 Days.

Qty Each

100 $1.80

250 $1.65

500 $1.55

1000 $1.35

2000 $1.25

Qty Each

3000 $1.20

5000 $1.10

10000 $1.05

30000 $1.00

50000 $0.95

KN95 Disposable Face Mask

BFE 95%

AP-FM101-US-BFE99-S 3-ply, non-woven disposable face mask (sterilized).

With CE and FDA certification. BFE: 99%. For General Purpose Use Only (Non-Medical Use). Shipping Time: 3-7 Days.

Qty Each

100 $4.05

250 $3.70

500 $3.45

1000 $2.90

2000 $2.85

Qty Each

3000 $2.82

5000 $2.75

10000 $2.70

30000 $2.65

50000 $2.35

Disposable Face Shield AP-FM501 Disposable anti-fog face shield, designed for protection along with air flow and comfort.

Production Time: 7-8 Days | Shipping Time: 12-16 Days Qty Each

1000 $5.58

3000 $5.57

Qty Each

50000 $5.06

100000 $4.96

5000 $5.56

10000 $5.15

Tripod Banner and Stand Custom tripod banners are light weight with quick set-up and a dependable way to display your message.

23.5” x 60” 23.5” x 70” 31.5” x 70” 33.5” x 80”

$98.50 each plus shipping $116.50 each plus shipping $128.50 each plus shipping $149.50 each plus shipping

30000 $5.12

CREATE FIRST IMPRESSIONS THAT LAST LET US POSITION YOUR MENU FOR PROFIT Your menu is your restaurant’s most valuable asset. It influences customers, spotlights signature dishes and elevates your brand.

Is your menu telling the right story?

Drawing on Sysco’s 25 years of menu expertise, Sysco Menu Services will customize your menu with services designed to ensure that your brand story is told in a way that’s marketable – and profitable.

Wood Grilled

Seafood Sp

Shrimp Two skew ers of shrim with a bu p brushed ttery garli c glaze fo flavor. Se r extra rved with your choi two sides ce of . shrim

p scampi Fresh shrim p sautéed butter an in olive oi d garli l, and red pe c, with white wine pper flakes . Served on a bed of linguin e with a garden sa lad.

Crab Linguin

i Alfr

edo Sweet, te nder crab mea creamy ga rlic Parmes t in our served ov an sauce er linguin i.

ecialties Lobster an

d

Your choi Steak ce of a wo od-grilled paired wi steak th a rock lobster ta Top it off il. with mas hed pota and an ex toes tra side of your choi ce.

Mixed Grill

Wood-grille d sea scall jumbo sh ops and a rim sauce and p skewer with butt er your choi ce of sirlo salmon. Se in or rved with choice of side.

Sn

ow Crab Le

gs We serve our wild-c aught snow crab legs with your choice of two sides .

OUR SERVICES INCLUDE: MENU ANALYSIS AND ENGINEERING CUSTOM MENU DESIGN EXCLUSIVE SELF-SERVICE TOOL

800.380.6348 |

menu services.indd 1

info@syscomenuservices.com |

www.syscomenuservices.com

3/19/19 2:04 P

PM

A New Normal Let's face it, our world has changed. Who among us ever thought a single virus could shut down our entire industry?

Yet, this pandemic has hit the hospitality industry quickly and at very high costs.

The primary foodservice worry has always been foodborne illness; diseases transmitted to people through food. While COVID-19 is making the headlines, according to the CDC there is no evidence that it is a foodborne illness. Covid-19 is primarily transmitted from breathing in infected droplets from someone coughing or sneezing and through contact transmission. While this virus is consuming the attention of the nation, we in the foodservice industry would do well to remember the other very real threats to food safety including the pathogens of Norovirus, E. Coli, Hepatitis A, and Salmonella. When we consider both Covid-19 and foodborne illness in our industry, prevention is where our focus should concentrate. We can prevent transmission of illness through the same practices of proper sanitation and impeccable personal hygiene.

There will be a new normal in our industry. Customers will be more aware than ever of our food safety procedures.

They will likely be hesitant of getting too close to strangers.

To facilitate returning clientele, it will be imperative to make sure people not only feel comfortable but also that they both feel and "see" safe. Customers need to see meticulous cleaning routines and thoughtful spacing. Your procedures will be watched and noted. Will your customers see your employees cleaning and sanitizing? Will your employees be

seen washing their hands and using gloves properly?

One of the biggest mistakes I have seen even before this pandemic is poor handwashing and improper glove use.

We know we need to handle ready to eat food with gloves, but wearing gloves all the time can provide a false sense of security. We can implement the use of one color glove for food handling and one color for non-food activities. It is essential to train employees in proper glove use; when to change gloves and what to do between glove changes.

Food safety practices have never been more important. The CDC estimates that each year 48 million people get sick from a foodborne illness, 128,000 are hospitalized, and 3,000 die.

We can be assured that from here forward our patrons will be very aware of health concerns and our food safety practices.

Are your managers, food handlers, and employees trained in food safety? ServSafeÂŽ is the most respected name for food safety training.

We are going to remarkably busy as we return to work but take the time to make sure you update your employee health policy to include fever and respiratory symptoms and ensure a system is in place to monitor employee’s health.

Atlantic Food Safety can help you with your ServSafe training needs. We offer ServSafe Manager and Food Handler at a discount price for SCRLA members. ServSafe has free training videos available for restaurants that address precautions in dealing with COVID-19.

Visit ServSafe.com

Rethinking Your Service Process I’ve just gotten off a webinar in which the speaker, an economics professor, casually said something like, “…of course the hospitality industry will suffer the most. Even after the supply side is back to 100-percent, consumers will be reluctant to travel, eat out and go to events. However, this will accelerate online shopping habits…” This may be true. So after my initial, angry, internal monologue about how someone could be so callously insensitive as to verbally toss an entire industry aside before moving on with the rest of his speech, I realized that now is the time for our industry to really get creative.

A very unscientific poll done by WDWMagic.com on March 26 popped into my news feed last week. They asked their readers when they were planning to go again to Walt Disney World, with choices ranging from, “As soon as the park reopens,” to “No plans to return.” Disney fans are arguably some of the most dedicated and loyal brand advocates in the hospitality industry, and readers of this particular site can be counted within that group. So, it would stand to reason that a poll about plans for returning to Disney World taken with dedicated Disney loyalists should provide a best-case scenario for what the future will hold for demand-side recovery.

Results were mixed. Approximately 20-percent of the 1,184 respondents said they would return either as soon as the parks reopened or within the first month of reopening. Another 20-percent said they’d return within three to six months of the reopening. Twenty-three percent said they were planning to return sometime in 2020. The groups responding that they didn’t plan to return until 2021 (27.2%) or that they had no plans to return (6.4%) are cause for concern. One could argue that planning a trip to Disney World is not directly relatable to an evening out to local restaurants or events, but again, these

28

SCRLA.org

respondents are the hard-core Mickey-philes who are spending their free time scouring the internet for Disneyrelated blogs, rumors and news clips. So, when almost a third of this particular website’s readership admits to a reluctance to return to the happiest place on earth within the year, it’s troubling.

So what do we do? We need to focus on strengthening our connection with our guests and reinforcing the trust they have in us to keep them from harm. Any efforts to visibly enhance safety, convenience and personalized experience will be important as we recover from this crisis.

Here in the Lowcountry, the SERG Restaurant Group, among others, is already thinking along these lines.

They’ve created a VIP program which asks loyal customers to buy into the program now, at $250. A gift card is included along with the promise of deep discounts on purchases from restaurants for the next year. The program has already been very successful. It is providing a much-welcome cash influx, which the group is using to pay their employees affected by the shutdowns, and it is even allowing the group to donate to other community organizations in desperate need of funds. Perhaps more importantly for the future, it’s also serving to cement the bond the group has with their current customers, so that they will be quicker to return once current restrictions are lifted.

Now is also the time to do some serious soul-searching on what kind of guest experience you’ve been providing, and how you see that changing. A revamping of the service process, even for the smallest of businesses, may be due. The pool of potential customers is likely to be tighter than it has been for some time. What will you do to remain successful in a more competitive market?

I would suggest getting personal. Follow the lead of some of the organizations at the luxury level that spend significant time and resources researching their guests.

Empower staff to customize the experience and pamper guests whenever possible. Could you train staff to use the guests’ names, once learned, when addressing them during service? Are there any opportunities to build in customized, thoughtful gestures into the service process?

What can you do to elevate your service offerings?

Everyone, including your customers, are being affected by this pandemic. Buying habits and social constructs are being permanently changed. It’s time for a service revolution. How will you and your business evolve?

Su Gibson is the Assistant Director for USC Beaufort’s Center for Event Management and Hospitality Training.

She is also the advisor for the Hospitality Management degree program for USCB as part of UofSC’s online Palmetto College

fresh PERSPECTIVES MAY 5, 2020 • 9AM - 4PM MYRTLE BEACH CONVENTION CENTER 2101 N. Oak Street, Myrtle Beach, SC

Join us for new ideas and recipes!

Presented by

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

75

%

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 Š2019 United HealthCare Inc. 19-13483 UnitedHealthcare Company of IllinoisServices, or their affiliates.

Administrative services provided by United HealthCare Services, Inc. or their affiliates.

Bobby Higdon robert.higdon@heartland.us 812-989-6044 heartland.us/restaurant Š 2019 Heartland Payment Systems, LLC

Is email marketing part of your recipe for success?

It takes more than great food to get customers into your restaurant. It also takes a healthy serving of email marketing.

Email marketing is the most effective way to incentivize your best customers to spend more money with you, win back diners who haven’t been to your business in a while, and attract people that have never visited. For example, 44 percent of people check their email for a deal from a company they know, whereas only 4-percent will go to Facebook.

It may come as a surprise that social media is not the preferred way most consumers shop for promotions and deals. Research compiled by Campaign Monitor reveals that 72-percent of people would rather receive brand content through email, while just 17-percent look to social media platforms.

With that in mind, here’s some tips on how to leverage email marketing to keep your restaurant busy year-round.

Collect email addresses To connect with potential diners, you’ll first need to collect their email information. Embed an email signup form on your website. Sweeten the deal by offering customers that opt-in a free appetizer or desert that they can use the first time they eat with you. Additionally, you can do a drawing for a free meal and ask people to enter by leaving their business card.

Also ask for email information when people order online and make reservations. And when they book a table, ask if it’s a special occasion so you can send birthday and anniversary emails later. Also print your email signup URL on all receipts.

Make your words count Below are some topics to include in emails: •

Highlight new and seasonal menu items, specials

• • • • • • •

and themed menu nights Tell the story of how your restaurant got started Introduce subscribers to the restaurant owners, chefs and staff members Give tips on food preparation Show off interviews, reviews and positive coverage Celebrate your customers Provide discounts, deals and coupons Ask customers for reviews and to send in ideas for new menu items

Another idea is embedding a video that shows how you create a recipe in your kitchen. On this surface, this may seem like you’re giving away secrets, but most people don’t visit your restaurant because they are incapable of cooking for themselves. They come for the food, convenience, atmosphere, and quality service. Recipes get people thinking about your restaurant, and eating there.

Emails should always point people to your website and information about your location, operating hours, how to order online and make reservations, as well as details about private dining or catering, gift cards and loyalty program. In addition, don’t forget to create an irresistible subject line that compels people to open your emails, otherwise it will be dead in the water.

Timing is everything Develop a predictable email cadence without being spammy. Today, 87-percent of customers prefer to receive restaurant email marketing messages at least monthly – and 63 percent want them weekly. For a happy medium, send 3-4 emails per month. The time and day you send email marketing matters, too. Research finds that late mornings on Tuesdays and Thursdays are the best time to send emails. The worst day and time are Sunday afternoon.

Pay attention to email marketing analytics to see which emails work best and when you’re getting the most opens and clicks, then use this information to tweak your approach.

Join us in welcoming our new members!

Chipotle St. Augustine, FL

La Peep Columbia, SC

Pizza Artista Greenville, SC

Comfort Suites Greenville Airport Greenville, SC

Lin's Asian Cafe Simpsonville, SC

Sabor Latina Street Grill Columbia, SC

Diablo's Southwest Grill of Lexington North Augusta, SC

Luna Rosa Gelato Cafe Greenville, SC

SBH BBQ Greenville, SC

Dupree Catering Events Columbia, SC

Market on Main Columbia, SC

Service Restoration Nichols, SC

Empowered Margins Inc. Colorado Springs, CO

Mast General Store Valle Crucis, NC

Slateshore Recovery LLC Purchase, NY

Greenville Convention Center Greenville, SC

Mozza Roasters Spartanburg, SC

Sonny's BBQ Rock Hill, SC

Hearth Wood Fired Pizza Beaufort, SC

Neat Bourbon Bar Greenville, SC

South Carolina Seafood Alliance Mt. Pleasant, SC

KDS Kitchen LLC Orangeburg, SC

Palmetto Shop LLC Columbia, SC

The Original Brunches West Columbia, SC

Keurig Dr. Pepper Fort Mill, SC

Patrice and Associates Lancaster, 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

covid-19 resources for scrla members Stay up-to-date with the latest guidelines as we reopen South Carolina restaurants and hotels for business.

Restaurant Reopening Guidelines

Outdoor Dining Guidelines

Hotel Reopening Guidelines

Diner's Responsibilities

FAQs

DHEC Reopening Toolkit

Visit SCRLA.org/covid_19 for more information!

PRSRT STD US POSTAGE PAID COLUMBIA, SC PERMIT 168

PO Box 7577, Columbia, SC 29202

MANAGE YOUR KITCHEN FROM ANYWHERE 24/7.

Start your order on usfoods.com and finish it on the US Foods® app with real-time synching.

•

Create, review, edit orders

•

Track deliveries

•

Optimized for Spanish

•

Search product catalog

•

Access, share and pay invoices through the My Account app

•

Find your deals all in one place

MOBILE Use your usfoods.com credentials or contact your sales representative.

Download at: