THE END OF SERVICE TO SERVICE

20 Monday Dec 2021

Posted by harvestamericacues.com in Continuing Education for Food Professionals, Uncategorized

There is another casualty in the restaurant business – one that is far more detrimental than the loss of another corner operation. This casualty has been in the making for some time but adding point of origin supply chain issues has made the loss even more significant. We are witnessing the death of service to those who service the end consumer. The supply chain link that most vividly impacts restaurants is that connection between the manufacturer, wholesaler, and restaurant.

Restaurants, for decades, have depended on the intermediary wholesaler to identify, source, communicate, train, deliver, and support their needs. The menu cannot be driven by the chef’s desires, or the operator’s determined concept without a strong partnership with wholesalers. Once an item makes its way to the menu it is up to the wholesaler to deliver a consistent list of ingredients, at the specifications that are important to the restaurant, on time and at a price that makes sense for the restaurants price point. If any part of this service formula is broken, then the chef’s hands are tied.

Over the past few decades, restaurants have become increasingly dependent on one-stop wholesalers – providers that offer a complete line of ingredients from perishables to cleaning supplies, small equipment to frozen goods, and baking supplies to non-alcoholic beverages. “Everything you need” with one invoice makes sense in a world that increasingly looks for ways to streamline work and process. These large vendors were also able to support the restaurants financial needs with extended credit and quantity discounts when chefs committed to purchasing the lion’s share of goods from that one source. It all seemed to make sense – a service was provided.

Over time, wholesalers felt the pinch of competition from other one-stop providers, sometimes regional and not terribly large, but large enough to cut into the share of business that the larger vendors had come to expect. The only solution was to partner or purchase the little guy and minimize competition. It makes sense in a system that rewards the largest players. Big is better and getting larger equates to survival.

Suddenly choice is at a premium and restaurants no longer have the ability to look for options – if they want product, they are only able to look to a single source, or very few alternatives. The larger the vendor, the more control they have, and need to have with the product, brands, delivery times and requirements, follow-up service, and price. That neighborhood Italian restaurant that featured a homemade marinara dependent on a particular brand of canned tomato might now be forced to purchase a less desirable brand. The seafood restaurant expecting to purchase fresh langoustines from the French Atlantic coast may find that the one-stop vendor no longer finds it economical to import a product this exclusive. The smaller corner restaurateur that is essential to a community can suddenly find that minimum orders with the vendor have been doubled making cash flow an increased challenge for the restaurant. In some cases, if a vendor deems that a town or rural region is not financially viable, they can and will simply decide not to service restaurants. And the vendor that once would extend billing for 60 or 90 days during the slower season has suddenly cut the restaurants credit and now demands cash on delivery.

There was a time, not too long ago, when a sales rep would visit the chef of even the smallest operation and physically take an order, communicate specials, answer questions that a chef might have about products, and serve as an advocate when orders were short, timing was critical, or credit extensions were in need. That time is long gone. Chefs may not know of short orders until the minute the delivery arrives. Oftentimes orders are made on-line without any face-to-face interaction, and don’t even think to ask a question about a product ingredient and its benefits. It is likely the chef will always know more about the vendor’s ingredients than any salesperson (if one ever visits an operation). Extended credit? Not a chance. Pay now or we cut your service.

What was once a symbiotic relationship between vendor and restaurant is now adversarial and lopsided. Once upon a time it was the restaurant who sat in the chair of “customer” and was in control of the relationship. Now, the vendor has the upper hand. My how things have changed.

This is the environment that restaurants live in today. Their menus must be fluid since availability and affordability of ingredients will always be in question. Unless a restaurants’ cash flow is positive twelve months of the year, then it will be either at the mercy of a bank line of credit or unable to service its guests.

There was a time when it was in the best interest of the vendor to help ensure that their restaurant clients were successful. This meant doing whatever they could to boost a restaurants business savvy, go the extra mile to make sure the chef had what he or she needed in a timely manner, or guiding the chef through the next menu change. Not anymore – the vendor has become a means of getting a product from point A to point B.

There was a time when a sudden change in business meant that a chef needed extra product on the fly. A call to his or her sales rep would result in a salesman driving his or her own vehicle in search of the needed product. Chefs could depend on this when challenging situations arose. Not anymore – sales reps are not allowed to engage in this level of service.

So here we are, at a time when pandemic related shutdowns are always on the horizon, staffing is very challenging, seating limitations are enforced, and customers are leery about leaving their homes – vendors are suddenly no longer on our side. What is the solution?

When our faith in the supply chain is at an all-time low there is a real case to be made for buying local and regional, buying directly from the source, and moving back to where we were just a few decades ago. Maybe the convenience of buying from one source is no longer ideal and counter-productive for the small to medium single unit proprietorship. Maybe, just maybe, the solution to move to a “producer-to-table” business model makes sense and trumps the convenience that the large vendor had provided for some time. Maybe, just maybe, the set menu model that restaurants and consumers grew to expect is no longer viable and a constantly changing menu must make a comeback.

If this is the death of service-to-service, then maybe it’s time to adjust and not succumb. The end consumer is always best served when a collaborative service environment exists behind the scenes. Chefs need to depend on the ingredients they buy to produce the food that carries a restaurant’s signature. The small business that our country has always held high as its strength needs a symbiotic, dependable relationship with the supply chain if it is to survive. When the system no longer works it’s time to change how we view the system. Let’s rebuild those relationships with regional providers and create a workable business ecosystem again.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericacues.com BLOG

CAFÉ Talks Podcast

https://cafemeetingplace.com/cafe-podcasts

Next up: Why we still need chef centric restaurants

Image

RENT, LEASE, OR BUY – THE SIGNIFICANCE OF RESTAURANT LOCATION

29 Sunday Jun 2014

Tags

chefs, location, restaurants, Union Square Cafe

RENT, LEASE, OR BUY – THE SIGNIFICANCE OF RESTAURANT LOCATION

Was it Ellsworth Statler who, a generation ago proclaimed, “The three most important elements of success are location, location, location,” or was it the British real estate tycoon named Lord Harold Samuel who died in 1987? In either case, those in marketing of any type have long proclaimed that location is one of, if not the most important attribute of a successful business or a valuable property.

There is little question that visibility and an already established clientele base sets the stage for success, but it never guarantees it. Restaurants are, in many cases, an enigma when it comes to this rule of thumb. Yes, there are many – in particular, the chain operators, who will not invest in a site that doesn’t fit the formula for a “great” location. This is why you’ll consistently find the major brands clustered together. The research has been done, the volume of traffic is there, the socio-economic demographic is a match, entrances and exits are easy to manage, and the area is properly zoned. If the operator is willing to invest, then this must be the place where they build. But, is this always the formula that works?

An Olive Garden and P.F. Chang’s will always be easy to find. Look for the mall or high traffic access road with plenty of parking and you will likely find these brands as well as every other significant concept that a community can possibly support. To place these restaurants elsewhere would not make economic sense.

Along come private entrepreneurs: chefs with a vision, restaurateurs with a formula for success and in both cases a need to keep occupancy costs (rent, lease, mortgage, utilities, property taxes, etc.) in check. Spending a few minutes with a calculator it is not difficult to determine what the operator can afford to spend on location. “I know I should follow the golden rule and look for the property with established traffic, high visibility, plenty of parking, easy access and other reasons for people to be there, but I can’t afford it.”

Restaurants are magnet operations, especially in today’s world of consumers who are infatuated with food and beverage and creative chefs. These magnets are frequently used when a developer or landlord is seeking to gentrify an area that has fallen into disrepair. Now, this is an area where a restaurateur can afford to build. These gentrification projects may take years or even decades to work, but many do. That terribly seedy area suddenly becomes a cool place to be. The restaurant has started to build a niche trade that will, over time, evolve into a market for unique shops, remodeled high end apartments and condos, more attention from local police departments, landscaping and lighting and an upbeat flow of hip people who have reclaimed the area as their own.

The restaurateur and chef, or chefs over time, have suffered through the tough battle. Building trust, creating an innovative concept, enhancing their image, attracting and retaining an attentive and competent staff, drawing attention from the local press and the food community and now, finally, they are beginning to reap the rewards. A restaurant with a reputation, a chef with a brand, and a supportive group of clients who came initially because of the food critics review, but now return time and time again for the experience. Ah, the restaurant is beginning to make money and everyone is proud.

Meanwhile, the community around the restaurant is starting to come alive and thrive. The shops are busy, taxi drivers are no longer leery of venturing into the area at night, vendors are clamoring for the business that the restaurant has to offer, and everything seems just right.

This story happens time and again in cities across the United States. Large cities and small towns all can point to areas that have experienced a rebirth that began with a restaurant willing to take a chance and unable to afford building in an another area that might have been a sure bet.

To those marketers of the golden rule I ask: “Did the restaurant make the location or did the location make the restaurant?” How many people ever heard of Yountville, California before Thomas Keller took a chance on The French Laundry and eventually Bouchon, Bouchon Bakery and Ad Hoc? Once created, where is the value? Is it the location, the brand that the chef or restaurateur has created, or is it something else? Can the magic simply be replanted somewhere else with the same end results? These are questions that cannot easily be answered.

So, where am I going with this train of thought? When restaurants resurrect an area they have, in my opinion, earned the right to be there and enjoy what they helped bring to fruition. A successful restaurant is much more than simply a place to dine. A successful restaurant is the heartbeat of a neighborhood and this heart cannot simply be transplanted to another part of town with the expectation that it will be accepted. Time and again this is attempted with resulting disappointment or failure.

We have all seen this unfold in our communities. A great restaurant with a solid following decides to move a few blocks away with disastrous results. Years of hard work, patience and a bit of angst have now taken a turn from success to failure.

A recent trend, especially in large metropolitan areas pressing through urban renewal, is landlords and developers raising restaurant rents in gentrified areas; areas that those restaurants helped to rebuild. Rent levels are no longer workable for restaurant operators. Many landmark restaurants are now finding themselves in the market for alternative locations. The question is, can they re-create the magic in a different area. Will their brand carry enough karma to hit the ground running?

This has happened with Bobby Flay at Mesa Grill, the original Aquavit and most recently – Union Square Café. Profit, of course, is a primary measure in business and one could argue that we cannot and should not limit a landlord’s opportunity to improve their bottom line if the market exists for tenants with deeper pockets. But, like the Yountville example, where would these neighborhoods be without the heartbeat that a restaurant creates, and how will the neighborhood, let alone the restaurant survive when one is removed from the other?

To rent or lease is to be always vulnerable to fluctuations in fees. To buy is, in most cases, out of reach for private restaurateurs. There is no real answer to this dilemma. It is, after all, part of the challenge of operating a restaurant and building a brand.

Danny Meyer is a brilliant restaurateur as is Bobby Flay. They will certainly survive and move on, but those epic restaurants may not. Will Mesa Grill work as well in another section of New York? Can Union Square Café separate from Union Square and still maintain the dynamic personality that has been created in its current location for the past few decades?

I wish them well and although my visits to New York are few and far between, I will miss them as I remember. The communities that they helped to build will not be the same.

Take a moment to view this article offering more details on the dilemma that is faced by Danny Meyer and Union Square Café.

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC
http://www.harvestamericaventures.com
Restaurant Consulting, Training and Coaching

Follow our blog: http://www.culinarycuesblog.wordpress.com

*PICTURE TAKEN BY: Kristin Parker – Kristin Parker Photography
https://www.facebook.com/KristinParkerPhotography

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ Leave a comment

Image

WE SHOULD ALL HELP TO PROTECT ARTISAN FOOD PROCESSES

10 Tuesday Jun 2014

Tags

artisan cheese, cheese makers

WE SHOULD ALL HELP TO PROTECT ARTISAN FOOD PROCESSES

I really do try to avoid getting tangled up in bureaucratic or politically influenced issues since they are so difficult to change. However, when food integrity, quality and traditions are involved, my patience starts to wear thin. Traditions are so important to a culture and essential when trying to preserve the experience of foods that are representative of that culture.

In recent years it seems that these traditions have been attacked relentlessly and in some cases even legislated out of existence. Some may be challenged because of cost, others for environmental reasons and now and then because someone reveals definitive research that disputes the need for these traditions. What is most important, from my perspective, is that we should be working harder to protect traditions even when research may demonstrate a lack of support for the traditions basis. Why should we protect some process even if it is not needed? Some things simply cannot be proven right or wrong just because of research. Some things are a mystery and quite often, cannot be adequately explained. Other times there is evidence through experience that a traditional process does, in fact, make a unique difference.

Most chefs will, as an example, prefer cooking with gas rather than electricity for a variety of reasons. The most significant is that food tastes better when cooked with an open flame. Can this be scientifically validated – maybe not entirely, yet it is, for most cooks, the definitive rule. Certain wines benefit enormously from aging in oak barrels. Aside from the wonderful undertones of flavor, many of the tannins present in wines that help with bottle aging are drawn from the barrels used during cask fermentation. Artisan breads need to be turned on wooden tables and are improved when they proof on that same wood. Lionel Poilane used many original tools and specific environments for mixing, proofing and baking his breads that in turn were uniquely his. Most would agree that Poilane breads were the best in the world.

So, where am I going with all of this? It is certainly critical that any operation that grows, processes, produces and/or packages food product for consumption be designed with guest health and safety as a top priority. At the same time we can and do throw out traditions far too quickly without having a true understanding of what is at work. What is amazing is that at the same time we embrace modern science, chemistry in particular, with little question and assume that modern science can always make everything better. The Public Health Service and local Departments of Health would love to mandate that every food production facility be surgically clean as a precaution that will protect the general public. Temperature is the friend of food preservation and when refrigeration is not feasible then science is used to add complementary preservation methods that incorporate chemicals and chemical processes. Farms claim they cannot function on a large scale without fertilizers and insecticides so science promotes modifying the genetic makeup of the seeds that farmers use so that excessive amounts of fertilizer and insecticide are not absorbed at a rate beyond what is considered “safe”. All of this is deemed acceptable and preferred over some of the traditions that were in effect for generations and still used in some parts of the world considered not as “advanced”.

Here we are, living at a time when food has never been more exciting, where a food culture in America has been emerging to become as significant as those of European countries, where people have never been more engaged with the quality and source of their food and where more people have chosen to dedicate their careers to food production and preparation than any other time in history. What fascinates people is not just the flavors and technique of cooking, but the culture that food is an integral part of.

The FDA has recently decided to enforce a nebulous standard for cheese making that will radically change the face of a wonderful, exciting, growing artisan cheese industry in the United States. Purportedly due to fears of Listeria, the FDA will no longer allow artisanal cheese makers to ripen (affinage) their cheese on wooden planks. This may not sound like a big deal, however, if you are a cheese maker it changes the whole process of making a great cheese.

http://cheeseunderground.blogspot.com/2014/06/game-changer-fda-rules-no-wooden-boards.html?m=1

“Cheese has been aged on rough wooden planks made from locally harvested spruce for over a thousand years. Rooted in ancestral tradition and sustainable local practices. The use of planks is now scientifically proven to preserve the life of the micro flora in and on the cheese, which are necessary for the formation of the rind and for the cheese’s specificity of flavors.”

Click to access 2012_1SpringComteNews.pdf

The assumption is that artisan cheese makers are not capable of operating a safe cheese ripening process using traditional methods that have significantly more time and exposure to the process than the FDA.

I am not a cheese maker, nor do I profess to fully understand the process by which some of the most extraordinary cheeses are made, ripened and prepared for us to enjoy – what I do know is how passionate, meticulous, talented and serious these cheese makers are about their product. It would seem to me that the easy way is not always the right way. It is easy to simply legislate tradition out of a process when it would likely be more historically prudent to work with cheese makers in the process of refining the inspection process that helps these food artists protect and improve their traditional methods.

Once we begin to simply accept new mandates and not question others like the use of GMO’s, chemical fertilizers, irradiation of fruits and vegetables, insecticides and excessive use of antibiotics then it is only a matter of time before our food supply becomes generic, uninteresting and maybe even harmful in the long-run.

If we don’t question this new FDA mandate then we must begin to accept that beautiful cheeses like aged goat, blue vein cheese, farm cheeses like the French Epoisses and Morbier will either disappear from the shelves of our stores or evolve into something that is less exciting and uninspired.

If we don’t question this FDA mandate then what will be next? Will organic farming become taboo in the eyes of the USDA? Will a government agency decide that the process of grape fermentation that includes natural yeasts in the air; the use of oak barrels for aging and chalk caves with generations of mold is unsafe and inappropriate? Will artisanal bread bakers find themselves unable to nurture the natural yeasts used in sour dough starters because these organic microbes are living and somewhat unpredictable? If we don’t protect those traditional processes that have been passed down from generation to generation yet accept the introduction of chemistry as a “safer” substitute, what will food growing, processing and preparation look like in fifty years?

Some may say that I am ill informed and simply do not truly understand. I will admit a level of ignorance, but will stand firm on my belief in traditions. Culture is important and the way we handle food and appreciate how our ancestors respected it is a very significant part of that culture.

I have visited, talked with, observed and built a deep appreciation for artisans. Artisan farmers, cheese makers, bread bakers, wine makers and brewers have been and continue to be the backbone of the food movement in America. They have made all of us pay attention to the source of ingredients, the way to preserve and prepare food that enhances natural flavors, aware of how important good food is to our health and well being and have made cooking in America a passionate calling for thousands of young cooks and chefs. They deserve our support and understanding.

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC
http://www.harvestamericaventures.com

Follow our blog at: http://www.culinarycuesblog.wordpress.com

PHOTO IS OF THE AFFINAGE CELLARS AT JASPER HILL IN GREENSBORO, VERMONT. A photo from Farming Magazine

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Healthy Living Through Better Cooking, Uncategorized

≈ 1 Comment

Image

THINGS THAT EVERY CULINARY SCHOOL GRADUATE MUST REMEMBER

12 Monday May 2014

Tags

chefs, cooks, culinary graduates, Culinary School, food, restaurants

THINGS THAT EVERY CULINARY SCHOOL GRADUATE MUST REMEMBER

This is the time of the year when culinary schools pass out diplomas and send their graduates out into the world of professional cooking. These young culinarians are eager, full of energy and loaded with ambitious ideas about who they are, what they are capable of today and where will be in a short period of time. Many are ready and some are not, but with that degree in hand they step outside in pursuit of their dreams. As graduates begin the process of starting their career I always feel compelled to leave them with a checklist that will, I am sure, serve them well in the years to come. These are not my thoughts alone; they represent the collective feelings of chefs, managers, fellow cooks and restaurateurs with whom I have had the pleasure to work. So..I would encourage each graduate to read and re-read these thoughts or lessons, fold them and keep them in your wallet for reference multiple times during your career with food.

1. TREASURE TRADITIONS: The profession of cooking has a long and arduous history. Many, many chefs came before you and tirelessly worked to build a place for cooking in the halls of serious professionals. How they looked, acted, approached others, relished food and the processes that they developed over decades will always and should always have a place in your consciousness and in your actions as a serious cook. Don’t forget what came before.
2. BE PATIENT: Your career is a journey, not a destination. It will likely take you 5 years or so to get to that first sous chef position and maybe another 5-10 before reaching Executive Chef. This is an investment you must be willing to make.
3. STAY PROFESSIONAL: Yes, there are numerous examples of unprofessional kitchen environments to choose from. There are those who yell and scream, belittle and undermine, treat others with contempt, fail to thank but rather choose to always find fault; those who are careless with product and do not respect their commitment to the source, the place or the guest. Do not fall into the trap. You have been taught to take the high ground. Stay there and be the example for others.
4. RESPECT OTHERS: One of the most beautiful things about working in kitchens is that they are some of the most diverse working environments to be found anywhere. This is a fantastic opportunity for you to learn about other cultures and beliefs. Remember that at least in the kitchen everyone is equal. Respect others for who they are and they will respect you.
5. YES CHEF: As much as you think you know, there is so much more to learn. The person who holds the title of chef has invested many years to reach the position that he or she currently holds. It is his or her kitchen! The best way to learn and set a path for professional growth is to respect the chain of command and know that if the chef expects something done a certain way, your response should always be YES CHEF (unless it violates rule #3 and in that case still say Yes Chef but start looking for a new environment).
6. THE FOUNDATIONS WILL NEVER DO YOU WRONG: All those hours that you spent in your foundational classes in school were the most important parts of your education. How to hold a knife, vegetable cut dimensions, the basic cooking methods, how to caramelize, the proper way to build a stock, etc. are relevant no matter what style of cooking or type of food that you will work with.
7. KEEP YOUR KNIVES SHARP: Each day before you start your shift make sure that your tools are in order. Use a stone and keep that chef’s steel close to your work area. A sharp knife makes the work much easier, reduces the opportunity for injury (as long as you respect the knife) and is kinder to the product you are working with. A serious chef will check your knives and know how serious you are as a cook.
8. SANITATION AND FOOD SAFETY IS YOUR OBLIGATION: Nothing is more important than proper food handling and your commitment to the safety and well being of your guest. Don’t ever forget those rules of operation that were taught in Food Sanitation.
9. RESPECT THE SOURCE: Food is not something that simply appears off the tailgate of your local or regional food vendor’s truck. A farmer, producer or manufacturer somewhere dedicated their passion to preparing those raw materials for your hands. It is the dedication of the farmer that makes a carrot delicious. Your job is to protect, nurse and define those natural flavors.
10. BE DEPENDABLE: You will quickly learn that the most important trait of a kitchen employee is being dependable. Will they show up on time, with the right attitude, prepared to work and consistent in their approach to their responsibilities? Be the example. The chef can work with any other shortcomings, but a lack of dependability has no place in a kitchen.
11. LEARNING NEVER STOPS: The diploma in your hand is not an end game. Walking across that stage was just the beginning of your formal education. Every day in the kitchen provides a new opportunity to learn something that was not part of your repertoire before or improve on something that you are familiar with. Grab on to every opportunity to learn and know that SOMETIMES THAT MIGHT MEAN “OFF THE CLOCK”!
12. LOOK CHALLENGES SQUARELY IN THE EYE: “I can’t”, just doesn’t fly. When a person says, “I can’t” what they really mean is: “I won’t”. If you don’t know how then ask or research the answer. You will never further your career unless you understand that the only answer is YES, I WILL.
13. STAY HEALTHY: You will be of little use to a chef if you are not in good health. Eat a balanced diet, exercise, maintain a healthy weight, see a doctor yearly, drink in moderation, get enough sleep and maintain those important relationships with friends and significant others. It is the WHOLE person who will become that successful chef in the future.
14. TAKE CARE OF YOUR FEET: You may think that this is a redundant statement after #13, but your feet are SO IMPORTANT to your well being as a cook. Buy the right shoes, change them during long shifts, wear white socks when working, soak them after those twelve -hour days and never take them for granted.
15. RESPECT THE EQUIPMENT IN THE KITCHEN: You will quickly learn that equipment will not hurt a person; it is the person who does not respect the equipment who will hurt him or herself. Meat slicers (if I see another person cleaning a slicer while it is still plugged in I will go ballistic) are only dangerous in the wrong hands, pressure and convective steamers will only burn those people who don’t use common sense, wet towels and hot pans do not work well together, liquids and hot oil in a pan are not friends, 10 gallon stock pots full of liquid that is not properly lifted and carried will be unforgiving to your back, and that great tool: the mandoline will do the same things to your fingers that it does to a zucchini (use protective gloves or a guard when slicing). Then there is the cost of all that equipment that must be shown respect. The blade from the Robot Coupe does not belong in the pot sink (you use it – you clean it), the dicing blade for that same machine falls under the same rules. Each piece of that equipment will cost the operation hundreds of dollars to replace because of your carelessness.
16. WE ARE ALL DISHWASHERS IN GOD’S EYES: An idle moment in the kitchen is a chance to jump in and help someone else. That dishwasher has an awful job, but one that is absolutely crucial to the restaurant. Help him or her out! Ten minutes jumping in on the dish machine or washing some of your own pots will show that person that you care and be reflective of point #4.
17. BECOME A SERVICE PIONEER: We work so that others may play. The guest is the guest and your task is to allow them to have an exceptional experience in the restaurant. Don’t fight their requests, learn to adapt and WOW them with your desire to go the extra mile.
18. READ, TRAVEL AND INVEST IN BUILDING THE RIGHT FRIENDS: Great chefs are worldly individuals who understand other cultures either through hands-on experiences or at least by reading as much as they can about them. Broaden your horizons, associate with other cooks who are equally interested in this endeavor and make the investment in this important part of your life.
19. BUILD YOUR NETWORK OF INFLUENCE AND STAY CONNECTED: Join professional organizations like the American Culinary Federation, Retail Bakers Association, National Restaurant Association, Chefs Collaborative, Slow Food, USA, Women Chefs and Restaurateurs, etc. and make a list of those individuals and groups that would be beneficial to your career. Seek them out, introduce yourself and stay connected. Most importantly – find a mentor who is willing to take you under his or her wing and offer you honest and sincere advice along the way. All of these connections may be integral to your future.
20. INVEST IN BUILDING YOUR BRAND: How do you want people to view you? When individuals call your references how would you like those people to portray you? What words would accurately describe the type of person and cook you are? Spend the time and invest the effort in clearly defining and maintaining this image. It is your brand that will be important in the future. Remember it is hard work to build a positive brand, but only takes a single mistake to ruin it. Be aware of this, even with the little things like: the message on your voicemail, the posts of you on Facebook, what you say on Twitter, how you dress and groom yourself, the language that you use and so many other things that will set the tone for your brand. Do what you want, but be aware of how you may be perceived.
21. GIVE BACK: You are fortunate to have a degree or the experience to hold down a significant job. Others have helped you along the way. You are able to work at a job that gives you immense satisfaction. Your career, if you set the stage properly, will have very few limitations. Knowing this should occasionally give you pause. Take that minute to do something for others. Volunteer at a soup kitchen, teach a class, help a farmer, donate to a worthy cause, work on a fund raising dinner, take the time to thank your teachers and give back to the college or school of hard knocks that brought you to this place. Food people are very generous – be one of them.

You have chosen a fantastic career. Foodservice will provide you with a great deal of satisfaction, some trials and tribulations, opportunities to grow and experience other parts of the country or world, meet interesting and passionate people, serve others and bring sunshine to their day and create beautiful food with your own hands. It is a truly special career track and you should feel fortunate to be part of it. Best of luck –make your success – it is in your hands.

I would recommend two essential books for your early library. Rush out (I am serious) today to purchase them. This is your first “post graduate” investment in your future.

Letters to a Young Chef by: Chef Daniel Boulud

Tasting Success by: Chef Charles Carroll

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC
http://www.harvestamericaventures.com

Follow our blog at: http://www.culinarycuesblog.wordpress.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Tips for the Teacher, Uncategorized

≈ 1 Comment

Image

FOOD IS THE UNIVERSAL LANGUAGE

29 Tuesday Apr 2014

Tags

chefs, cooks, food, Food is the Universal Language, restaurants

FOOD IS THE UNIVERSAL LANGUAGE

Once you brush away all of the superficial things that we accumulate in life and begin to prioritize those that are important it is remarkable to see that everyone shares the same list. It all boils down to family, faith, health, companionship, meaningful work, how we treat others and how they treat us and those things that allow us to continue to survive: food, water, basic shelter and clothing. Unfortunately, people tend to get caught up in those things that feed our desires outside of the foundations of a good life. This article will focus on one common denominator that addresses nearly every one of those foundations and can even stretch to encompass a few desires outside of the basics in life. That common denominator is food.

There is little doubt that we all face demons every day. People can easily get caught up in our differences whether they be political, territorial, religious beliefs, relationship disagreements, or even work related friction and as we see by watching the news, these differences can become the center of our attention. If there is anything that we can agree on – it is a good plate of food. So, how important is food beyond the basic need for sustenance? Let’s take a look at the role that food can and does play in life.

A baby is born and the first thing that he or she does is cry. What does the baby cry for? Is it attention, affection, discomfort or fright? Those who have watched the miracle of birth will quickly note that it is hunger that draws the first sound from a new born. There is an association that a baby quickly develops: “I cry and I get fed.” Food becomes a comforting crutch in life that we carry with us forever. We may not cry for food as we get older, but we realize that food is a friend when it is sometimes hard to find one. When we are happy –we eat. When we are sad – we eat. When we are lonely – we eat. When we are stressed – we eat. Food is comforting, it is fulfilling, it is a reward when we need it and a memory of people and things that we have encountered through our lives. Food is important.

We now know, although not everyone practices it, that “we are what we eat.” Selecting the right foods and preparing them well is the most significant contributor to a healthy body. Many of the health issues that plague mankind are preventable if we would only follow some simple rules of selection and preparation. Diabetes, heart disease, cancer and obesity are, to a large extent, preventable if we understand how important food is.

The once cherished “family table” was a time to sit down as a symbol of reverence for tradition and a time to share in each other’s day. The family table was a time to celebrate the small things and to comfort each other when our day takes a negative turn. The meal was a time to pass down the values of the family and to teach each other how to live, respect and cherish each other. The common denominator was a plate of food that was prepared with love, care and a sense of obligation to those things that keep a family strong. We have strayed from this over the years with the advent of a microwave oven society and the ease with which fast food and convenience items take over the traditions of old.

We do (thanks from everyone in the restaurant business) lean on restaurants now for much of that attention to tradition. Restaurants are a place where we can celebrate birthdays, graduations, weddings, anniversaries, promotions, first dates, breakups, business deals and even the lives of those who pass away. In all cases, it is good food that serves as that common denominator. We break bread to remember and even to forget. Food is a powerful catalyst that ties two ends together no matter how far apart they seem initially.

When it comes to appreciating great food there is no language barrier. The experience surrounding dining can and does go way beyond that typical biological family. State dinners sponsored by governments are used to create a common ground for discussion, compromise, support and understanding. No matter how deep the differences are between two people or even entire countries, we can always appreciate a great meal. This simple foundational need and pleasure can become the basis by which differences are put aside, maybe long enough for there to surface a spark of understanding and agreement. Food is important.

There are so many examples of the power of food as a communication tool – examples that each of us knows and holds close to our hearts. Here are a few:

One of the most difficult jobs on earth is farming. I have had the wonderful opportunity to visit farmers in the wine regions of France, California, Oregon and Washington State. During harvest, workers are pressed with the need to pick the grapes when they reach the correct sugar content and do so during a very short window of time. It is backbreaking work requiring those involved to bend at the waist, snipping bunches of grapes from the vine from row to row for many hours at a time. With the sun beating on their backs, hands that are rough and cut from the vine knife used and grapes weighing down on their frame it becomes work that would surely be considered intolerable by many. At the end of the day in most vineyards, something magical happens. The crew will sit down together to a meal prepared by the vineyard, break bread, clink glasses filled with the vineyards wine, laugh and truly enjoy telling stories about how many aches and pains they have. The next morning the process starts all over again. Food is a powerful and magical substance.

Restaurant work is, simply put, hard. Ten or twelve hours on your feet, the pressure of the clock, lifting, chopping and dicing, heat that is intense enough to cook a person, burns, cuts and aching muscles – this is the life of a cook. Service staff must attend to every detail in the dining room: polishing glasses and flatware, making sure that their station is impeccably clean, memorizing the art of the kitchen and the complement of wine and focusing on a state of mind that exudes service excellence and in some cases tolerance of unruly guests. At 4:30 in most restaurants all of this stops for 20 minutes or so while both sides of the swinging door get together for staff meal. When done correctly, this stress reliever goes way beyond nourishment. It is a time to talk, to share, to set aside tension, take a breath, laugh and set your mind at ease for the onslaught of business just around the corner. For the moment, everyone is equal around the plate. Food is incredibly important.

Each professional cook that I know has experienced that epiphany in life – that moment when a certain food, or food event has allowed them to pause and say: “wow, this is something that I want to dedicate my career and a good portion of my life to.” It is that first oyster with warm salty ocean brine that says “it doesn’t get any fresher than this;” it may be that hand picked heirloom tomato that is still warm from the July sun and eaten as one would an apple or sliced and simply drizzled with good olive oil and a pinch of sea salt that turns an average person into an explorer of food experiences; or it might be the first time that they enjoy a meal prepared by a serious chef who knows how to delicately handle those foods and take them to a new level of significance. In all cases, the power of food can move a person from a desire to find a career to defining a “calling in life.” Food is important.

Food allows us to maintain traditions and celebrate them with others, it allows us to pass down a gift of a treasured family recipe that becomes part of the family’s heritage, it is the one thing that we can freely give to others with a smile and a sense of understanding and appreciation.

I remember many years ago visiting with a woman restaurateur in Saranac Lake, New York who owned a business called the Blue Gentian. It was a neighborhood restaurant of great renown. People would line up around the block to wait for a table and enjoy her “blue plate specials,” as they were called. Nothing elaborate: roast chicken, meat loaf, and even a few casserole dishes. I asked her one-day what her secret ingredient was. She pointed to an empty jar in her kitchen and said that that was it. When I looked puzzled she said that the ingredient was love of people, love of life, and appreciation of others. This was what tasted so good at her tables. Food is important.

Over the past few Sunday’s I have watched the new Anthony Bourdain series on CNN called: Parts Unknown. No matter what you think about Tony, the series is brilliant because it shows the human bonds that are formed around food. It is a personal show that opens your eyes to other cultures and traditions and the honest purity of the human spirit once you focus on the foundations of life. He demonstrates both directly and indirectly that food is important.

Chefs, and cooks (both domestic and professional) have extremely important jobs. If we could just peel away the superficial stuff that gets in the way of life and just learn to “break bread” and appreciate our differences, we might be able to enjoy the human condition a bit more.

Photo by: Kristin Parker – Kristin Parker Photography

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC
Restaurant and Culinary School Consulting, Training and Coaching
http://www.harvestamericaventures.com

Follow this blog at: http://www.culinarycuesblog.wordpress.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Healthy Living Through Better Cooking, Uncategorized

≈ 1 Comment

Image

WHY DEMOCRACY DOESN’T WORK VERY WELL IN A KITCHEN

01 Tuesday Apr 2014

Tags

chefs, cooks, creativity, democracy in kitchens, kitchens, yes chef

WHY DEMOCRACY DOESN’T WORK VERY WELL IN A KITCHEN

The foundations of our country stem from the concept of democracy or as clearly stated by Abraham Lincoln in the Gettysburg Address: “a government of the people, by the people and for the people…” a bold, and noble statement that most Americans take to heart, appreciate and support. We have the right and the obligation to vote for representatives who, at least in theory, have our best interests at heart and who stand tall to lobby on our behalf. In truth, we have seen this work at some level, but realize that a true democracy, where everyone has a say in decision-making is far from realistic. Yes, the compromise is to vote in representatives and if they disappoint us, vote for their replacement. We have also seen how representing multiple thoughts, ideas and beliefs can drag on for extensive periods of time without, in many cases, any resolution. This is the price that we pay for the freedom to speak our minds and have independent opinions. Democracy is not always perfect, yet it is still the best system around.

This freedom does not fit every situation, thus the focus of this article. I am a firm believer in participative environments where individuals have an opportunity to be expressive, but from experience still support the need for kitchens to run very similar to the military. This may seem like a contradiction – I don’t believe it is. There is a time for debate and a time for action. Kitchens are environments where a need for action is the one constant. I read once where there is a need for chefs to make decisions multiple times in any given minute. It is his or her experience leading to holding that title that allow for calculated decisions that keep the machine in full motion. Furthermore, just like in any company, it is the vision of the leader that keeps the ship on a constant course, provides stability, sets the environment for positive movement and provides a level of predictable trust in the minds of consumers. But what about the need for change?

We should not feel that democracy be constantly present for positive change to occur. I have been an advocate for change for decades and have promoted a need to look at things differently in restaurants and in culinary education; however, I also realize two key realities:

1. As much as anyone might promote the need for change, very few people are actually comfortable with the concept
2. All successful change stems from an effective leader who creates an environment of trust, helps to educate an audience along the way, and is not afraid to make decisions even if they go against public opinion

Apple Computer (still my favorite company) lives by a mantra that many of us are quite familiar with:

“Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.”
― Apple Inc.

The interesting thing is that the company, during its most incredible surge from near bankruptcy to becoming one of the largest, most profitable and still most admired brands in the world was run by a person who hired the best and brightest, yet ran the company like a crazed dictator. He had the vision and no intention of allowing anyone to waiver from that vision while at the same time giving them incredible autonomy to ideate and create. Is this a contradiction? Maybe so, but it really is how the concept of democracy has any chance of being successful in business.

In kitchens, it is always important to hire, nurture and encourage young cooks who have creative minds and fresh ideas. At the same time, if these same individuals are unable or unwilling to follow the lead of a chef who has the responsibility to make the right decision in any given moment and who must ensure that a consistent, quality product is present to the guest, time in and time out, then that young cook will not find an avenue for their ideas. There is a time and a place for expression and a time and a place for following the lead. This is something that far too many young cooks do not realize or are willing to accept. The result in a kitchen can be chaos. It is the “yes, chef” model that must prevail when the kitchen is in battle mode, when the dining room is full and guests are anticipating a dish that they have high expectations of.

The ideation opportunities for young cooks must still exist, but it needs to happen when the time is right. Chefs must create those opportunities for interaction and idea sharing or tomorrows kitchen stars will eventually become discouraged and look for better opportunities elsewhere. Failure to ever provide those times when ideation and change occur will inevitably result in missed opportunities for growth and competitiveness in a very intense marketplace.

At the same time, it is the chef who must separate a fresh short-term trend from something with staying power that might eventually shift the course of the ship; this is also something that experience can control.

“Fashion changes, but style endures.”
― Coco Chanel

It is the chef’s job to ensure that the “style” of the restaurant and of cooking in general is never lost in the fever of keeping up with “fashion”. A kitchen “of the people, by the people and for the people”, may not provide the answer for long-term success, but it will, to a degree, keep things interesting. The challenge is always maintaining a balance of democracy and reasonable dictatorship.
I would be willing to bet that the most influential chefs and restaurateurs of the day are masters at this balance. I would almost guarantee that Thomas Keller, Gary Danko, Danny Meyer, Daniel Boulud, Grant Achatz and numerous others know when to provide those opportunities for creativity and when to reel it in when situations dictate the need for a “yes chef” response.

A word to young cooks working their way through the kitchen brigade: “learn to respect the chefs experience, vision and need to control. In the early days of your career, one of your primary jobs is to do what is necessary to make the chef and the restaurant look good. If you do this, I would almost guarantee that the opportunities to express your ideas and opinions would find a home. I would also guarantee that when you find yourself in that eventual position of leadership – balance in democracy is what you will choose as well.”

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC
Restaurant and Culinary School Consulting, Training and Coaching
http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ 2 Comments

Image

ARE LINE COOKS REALLY REBELS WITHOUT A CAUSE?

30 Sunday Mar 2014

Tags

chefs, kitchen, line cooks, restaurants

ARE LINE COOKS REALLY REBELS WITHOUT A CAUSE?

Many people reflect back on the 1950’s as a unique time in American history when the concept of the role of youth was being seriously questioned. James Dean personified the challenges of a younger generation in the cult classic 1955 movie: “Rebel Without a Cause” as he portrayed a troubled young man who upon moving to a new town builds a cadre of friends and enemies while he tries to find his place in the world. Dean became an iconic figure who was at times introverted and in the right environment morphed into an extrovert with energy and magnetism.

The line cook for decades and probably even more apparent today (due to the incredible media attention that cooks receive) has been that stand out individual, like Dean, who is looking to find his or her place and who, in the right environment (the kitchen) quickly moves from either a troubled or introverted past to a high energy, efficient, passionate, supportive extrovert – a person of significance in that moment who is able to “make things happen” and create something that is, in many ways – art.

Line cooks, from my experience are more often than not, individuals who carry their own demons whether they be intra-personal or inter-personal. They oftentimes (not always) lack a level of confidence outside of the kitchen but find the opportunity to use their hands, hearts and minds in the kitchen environment so invigorating that they literally change into a different person. It is the kitchen that becomes the foundation of their character.

These “rebels”, like James Dean, carry the scars of their transition. These scars become a badge of honor, their signal to others that they are part of something special, something different, and something that only those in the “biz” can really understand. The kitchen is a club, a gang without the violence, a legion of hard-nosed and seasoned warriors who every day “prepare for battle” with every intent of winning. During their time in the kitchen they will cut themselves with sharp knives, burn their hands and arms with the touch of a super hot sauté pan, the splatter of oil from the deep fryer, or the steam emanating from a bain marie. Cooks will grab serving plates so hot that they would cause pain to a mortal human being but are handled by line cooks with a smile. Heat over a flat top is so intense that it actually causes heat burn on their face to rival the most intense July sunburn on the beach. Line cooks will pick up 50-pound bags of onions, 100-pound pots full of stock and strap pans with two full rib roasts without blinking an eye. Every day a line cook might be on his or her feet for 10-12 hours straight without sitting down, moving with speed and precision in 120 degree heat and humidity at 100%. By the end of a shift they have been put through the ringer and look like they were beat up and left to suffer – yet, they remain energized, oftentimes with a smile on their face based on the accomplishment of finishing another service successfully. They are, after all – adrenaline junkies and the kitchen provides them with a most intense adrenaline rush.

After consuming many consecutive cups of espresso or energy drinks to keep them on their toes and multiple glasses of water or Gatorade for hydration, the end of the shift is not the end of the night. You simply cannot turn off that adrenaline when the work is done. A few drinks after work with the crew, a late night dinner at home with a Netflix movie and maybe, just maybe they can fall asleep by 2 or 3 a.m. In a few hours they will start the process all over again. A sluggish, sometimes despondent line cook will get that boost of energy and purpose once again when they walk through that kitchen door.

Like James Dean, this kitchen energy only fuels their occasional confusion over purpose, their role in life. They find their real comfort in the dynamic of the kitchen. Their co-workers (once they have been accepted by the team) are family, some of the most important people in their lives. These rebels are incredibly loyal, supportive and defensive about others who they work with and even those who work in other restaurants. If you belong to the club, then you will understand.

Sometimes, line cooks may seem a little rough around the edges and sometimes people outside of the kitchen might not understand them. More often than not, those who know them outside of work might find their kitchen persona to be dramatically different than the one they know. These are the kitchen warriors, the strength in a restaurant that can create something beautiful, delicious and unique because they are for that period of time in a kitchen – rebels with a cause. It is the rush that energizes them, but it is the food that unites them and gives them a unique purpose.

Cooks are some of the most interesting, complex, honest, hard working, confusing, tough and sensitive, artistic, crusty and wonderful people that I know. It is this “characteristic package” that makes a line cook a great line cook – the heart and soul of a professional kitchen.

Yes, I know that some will say that this is changing because hundreds of culinary schools are now churning out a different breed of proud professionals. My answer is “great”, I wish them well but they should understand that the superhuman skills necessary to be truly effective as a line cook come from the complexity of the person within. There is little difference between the creative qualities of artists or musicians who are able to find their voice through the complexities of their own personalities, the challenges of their lives, and the obstacles that they face and conquer and those of line cooks.

Line cooks may be rebels seeking a cause, but once they find the kitchen that provides them with the fuel they need, these rebels come into their own and rise to the occasion.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC
Restaurant and Culinary School Consulting and Training
http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ Leave a comment

Image

FIND A MENTOR, BE A MENTOR

25 Tuesday Mar 2014

Tags

career in cooking, chefs, cooks, culinary, mentor

FIND A MENTOR, BE A MENTOR

For those seeking to define their place in the world-whether it be professionally or personally, the one piece to the puzzle that allows this to truly happen is the mentor relationships that a person takes part in. The mentor is a person who has the attributes that most closely align with defined success, has the experience of years that allows him or her to speak and act with authority, the passion and drive that keeps him or her in the forefront, the honesty to tell it like it is and the compassion to keep a mentee’s best interest at heart.

Webster’s simply defines “mentor” as:

MENTOR: “someone who teaches or gives help and advice to a less experienced and often younger person”

Although this may be the literal definition it fails to focus on the scope of the relationship that exists between mentor and mentee and unfortunately assumes that the person receiving mentoring would be younger than the person providing the guidance. Mentor relationships can and do exist without age barriers and typically go way beyond – “giving help or advice”.

I have found that connecting with the right mentor is the single most important step in the progression of a person’s career and in many cases: life. On the other side, being a mentor for another person is by far one of the most important and rewarding pursuits in a person’s life.

True mentors share some common traits:

1. They have always worked hard at whatever they chose to pursue.
2. They never feel like they know it all. To them, every day is another opportunity to learn.
3. They are very humble about their success.
4. They are true to their beliefs and never waiver from those things that they consider their “stakes in the ground”.
5. They have high expectations of themselves and of others.
6. They are not afraid to take calculated risks.
7. They are honest beyond reproach.
8. They never criticize, but they are always willing to critique. Critique infers that once they point out something that is done incorrectly they take the time to demonstrate how to do it properly.
9. They are, as a result of #8, natural teachers.
10. They always see the good and the potential in others and focus on that.
11. They are willing to openly share what they know providing others take what is offered to heart.
12. They will always push others to reach their potential and rise up from mistakes and what others would consider failure.
13. They take more satisfaction in the success of others than they do in their own.
14. They are their own worst critics.
15. They realize that their ability to help others depends on their commitment to the aforementioned 14 points.

When cooks and chefs of any age are attempting to map out their future it behooves them to identify the type of person they would like to emulate. Seek out that mentor who exhibits those traits mentioned and has the ability to help individuals build a similar profile. Chances are, those same mentors have a reputation that precedes them and thus the ability to open doors for those individuals who are willing to dedicate themselves to being the type of person others would look up to.

Having found and followed a mentor, individuals are most always able to reach a level of success in work and in life. When success, however you define it, happens-it is time to change your role from mentee to mentor and offer the same opportunities to others. This is the cycle of success that is a path that many have chosen to follow.

The picture in this article is of Master Chef Anton Flory who was my mentor for more than 25 years. When he passed away a few years ago he left a legacy of helping other cooks and chefs reach their potential and in turn has built a cadre of mentors who are willing and able to pass on his traits that so many others admired.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC
Restaurant and Culinary School Consulting, Training and Coaching
http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ 2 Comments

Image

SORRY – THE CHEF CAN’T MOTIVATE YOU

18 Tuesday Mar 2014

Tags

culinary, kitchen, motivation, restaurants, self-motivation, team

SORRY – THE CHEF CAN’T MOTIVATE YOU

“The chef really needs to motivate me today”. How often have you heard this type of interplay in the kitchen? People have a tendency to relegate their performance, attitude, and outlook on their job to someone else. A restaurant employee is off of their game, riddled with doom and gloom, prone to make dumb mistakes, or simply miserable to be around and thus looks to those “in charge” for a reason to change.

No person can motivate another. This is the reality that so many choose not to understand. Managers, chefs and coworkers cannot dictate that an employee or peer approach their job and their coworkers with a positive attitude, only the individual suffering from this downward approach can choose to self-motivate. All that management, the chef or that person’s peers can do is to set the stage for self-motivation.

Now, this being said there is much that the chef or manager can do to create an environment for self-motivation. If you subscribe to the age-old theory of Abraham Maslow then you understand that the first three steps associated with his Hierarchy of Needs relates to tangible areas that management and the chef can control to some degree.
https://www.google.com/#q=Maslow’s%20hierarchy%20of%20needs

Survival needs relate directly and indirectly to a livable wage. The challenge with a livable wage is that it means something different to every individual. Survival goes beyond the basics of food, shelter and clothing – it relates to the level of food, shelter and clothing that the person has become accustomed to and most importantly relates to the skill level required to perform certain tasks. What chefs and managers can certainly do is provide an environment where individuals can improve their skills and prepare for the next level position that does offer increases in compensation. Training, mentoring and coaching all play well into this formula. The second step in the Hierarchy of Needs focuses on Security. The chef has an obligation to the business to operate in a manner that enhances the opportunity for financial success. This same fiduciary responsibility will create a business climate that protects the jobs of those who actively participate in this process. If the business succeeds the employee can feel more comfortable about their job security and if these same employees contribute as expected then they can rest easy when it comes to longevity. The third level deals with a Sense of Belongingness. Building comprehensive orientation programs, using the in-house buddy system for initial job acclimation, offering on-going training and assessment and developing opportunities for staff members to interact on and off the job will help individuals feel at home with their position and allow the other members of a kitchen team to feel at ease and part of the acclimation process.

The final two steps in Maslow’s Theory are Self-Esteem and Self Actualization: both can certainly be impacted by the chef in a property, but they rely heavily on the individual’s desire to excel, work ethic and willingness to take full advantage of the positive environment that has been created by management. Self Esteem- how a person feels about themselves, their work, the product or service they provide, the perception of others and the value of their existence is one of the deepest topics associated with human psychology. Self-Actualization is in essence the ability to “be all that you can be”. The interesting point about this is that we can never really be all that we can be, so if the environment for this opportunity exists then individuals will be constantly looking at how to improve, reaching eternally for that carrot – the Japanese refer to it as Kaizen, a core principle that they live by as a culture. Not all people are equal in terms of their desire to perform, their willingness to take on challenges or to even seeing the opportunities before them. Self-motivation is exactly what it sounds like. Dictionary.com defines self-motivation as follows:

“Self-motivation. Initiative to undertake or continue a task or activity without another’s prodding or supervision. They learn a sense of self-confidence and self-motivation, and it stays with them into their adult lives.”

When self-motivation kicks in there is very little that can get in the way of a person’s progress and eventual success. It is this important trait that separates those who know they can and do from those who think they can’t and don’t. No one has control over this except the individual. Those who try to place the blame on others for their inability to self-motivate will likely never find success.

Sorry, the chef cannot motivate you is something that should be realized by the individual seeking an outside push and must be realized by the chef or the manager as well. Create the environment, hire those who will view this environment as an opportunity and recognize the efforts of those who choose to take the bull by the horns.

As a footnote it should be acknowledged that if the chef or manager fails to create the environment for this to work then the result would be stifling to those who have potential. When the environment for self-motivation does not exist then individuals with potential will seek opportunities elsewhere. To this point, Maslow fails to address some additional components of the self-motivation process. Those properties that provide the physical plant that allows cooks (in this example) to execute their craft effectively and feel pride in the product that they produce will help to set the stage for great things to happen. Additionally, those operations that have a philosophy of operation that aligns with those in their staff who have the raw materials for self-motivation – will have an added bonus of building not just successful employees but loyal ambassadors as well.

Motivation is not a simple concept, certainly not one that can be addressed in a short article, however there is typically agreement on the part of the hundreds of authors who have studied and preached their beliefs on the topic that more weight needs to be placed on the individual than the organization or its management.

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC
Restaurant and Culinary School Consulting, Training and Coaching
http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ Leave a comment

Image

WHY IS IT SO DIFFICULT FOR RESTAURANTS TO MAKE MONEY?

26 Thursday Dec 2013

Tags

chefs, Restaurant Profitability, restaurant success, restaurants

WHY IS IT SO DIFFICULT FOR RESTAURANTS TO MAKE MONEY?

This is the most important question for operators or would be operators of restaurants. This is the defining question that separates those who will be successful vs. those who are destined to fail. Unfortunately, far too many in the restaurant business never ask this question, nor do they respond to the signs of failure until it is too late.

I have wrestled with this question for years and in my current role as a consultant am faced with delivering the answer(s) to properties who are waking up to a realization that it is very difficult to realize a profit even in the busiest operations. When I step back and look for cause and effect it appears to me that the answer to this question lies in the mindset of the restaurateur and chef. Does the operator have a mindset of a solid business manager or is he or she totally focused on being a part of the creative venture that a restaurant can become. There is a middle ground, but without business acumen, the restaurant will struggle. The following examples point to the yin and yang of building the right mindset balance:

*Are you content with creating a restaurant based on positive cash flow or are you working to build a long-term, sound business?

Many restaurants fall into the trap of believing that they are successful when cash is coming in faster than it is going out. This works well until there is a dip in business or unexpected expenses come knocking on your door. The illusion that success is simply based on a steady flow of customers has clouded the vision of many restaurateurs. Yes, you are busy, but are you really profitable?

*The opposite can also be true. The restaurant has incorporated excellent cost controls including portioning, inventory controls, focused buying, and time management, but fails to recognize that the top line DOES drive the bottom line.

Restaurant seats that are empty are way too costly. The combination of cash flow and cost control is necessary for the “business” to succeed.

*Menu, menu, menu. Is your menu a reflection of the egocentric need to offer the most expensive ingredients? Kobe beef hamburgers – really? Shaved truffles on your hand cut ravioli filled with fresh mozzarella imported from a small village in Northern Italy where the animals are hand fed a mixture of grass and grains from meadows that are above 2,000 feet and have exposure to the sun for 11 hours a day. You have seen the hype that is associated with building an image of restaurant importance. The questions are twofold: is this really a reflection of talent and is this in any way profitable?

*Does great food require the most expensive ingredients? Incredible cooks, and ones that can assist the business in making a profit are able to coax extraordinary flavors from less expensive ingredients. The prices they charge reflect the quality of the experience and the desired profitability of the menu item. Hold onto the truffles for the rare price fixe wine dinner and start looking at ways to build flavors from those chicken thighs. Try making some exceptional mozzarella in-house and market that as a calling card. There is greater talent in making your own vs. simply ordering ingredients on-line.

*Do you take ingredient shelf life seriously?

Waste can kill a restaurant business. Are you monitoring your inventory, ensuring that temperatures are ideal for specific ingredients, rotation of product is taking place, and order amounts are monitored closely to maximize usage? Is your menu flexible enough to accommodate the ingredient shelf-life cycle? How large are your garbage or compost cans? Does someone on your staff monitor production to minimize ingredient miss-use?

Stocks may require specific proportions of ingredients to develop consistent flavors, but broths are much more adaptable. Don’t throw out those carrot or onion peels; work them into a broth as a basis for featured soups or braising liquids. Those lobster shells make a great fumet or lobster butter.

*Measure, measure, measure. Use a scale! This is a business of pennies and your proteins, in particular, must be scaled out to protect the small amount of profit that you might realize from every menu item.

Watch what comes back on plates from the dining room. Consistent unfinished meals either means guest dissatisfaction or portions that are too large. It is always better for the experience and the business to have multiple complementary flavors on a plate than to simply overwhelm a guest with portion size. No one needs that 16- ounce steak. Portion control is a foundation of profitability.

*Know what it costs to make a cup of coffee. Coffee is a perfect example of how we can let costs get away from us. On the surface it may be a few pennies to make even the best cup of coffee, but are you factoring in what your staff consumes, waste, refills, etc. Business people know what their products cost to deliver, including all of the variables. Yield management is your job. Is that rib roast really $4.25 per pound? What about trim, cooler shrinkage, roasting shrinkage and slicing waste? You might discover that the roast plate cost is actually 30-35% higher than the cost at purchase.

*There is no such thing as a free lunch. Allow me to repeat again – this is a business of pennies. Do not give anything away for free. Your friends who expect a deal in your restaurant are not really your friends. Account for everything. If your restaurant makes donations then monitor them and categorize them as advertising and public relations. Make sure that you then promote your generosity so that it may have an impact on future business. If you provide a meal for your employees make sure that you track it and categorize this as an employee benefit. At the end of the month or year, print the cost of this and show your employees what that means to them in real dollars of value. Get credit for what you do – this is good business.

*Finally, charge what you need to charge. Restaurant prices cannot be negotiable. Once a price is set for a ‘la carte or banquet menus, do not waiver. You cannot afford to lower your prices. Offer your guests plenty of choice but do not sacrifice profitability. If there is too much resistance to an items price then change the menu item.

Making the decision to have a business mindset without sacrificing your commitment to quality is the only combination that works. A restaurant that is not profitable serves no one. Make a decision this year to be in the business of profitability. This one decision will serve your employees, your customers, your investors and you for the long run.

http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ Leave a comment

Image

YOUR BUSINESS RESOLUTIONS FOR 2014

29 Friday Nov 2013

Tags

chefs, CULINARY PROGRAMS, NEW YEARS RESOLUTIONS FOR RESTAURANTS, restaurants, restaurateurs

YOUR BUSINESS RESOLUTIONS FOR 2014

Well, 2013 is nearly over. Time certainly does fly by both professionally and personally. I hope that this year has worked out well for your restaurant, resort, culinary school or hotel and that you are looking forward to an even better 2014.

In preparation for the year to come it is customary for each of us to jot down our New Year Resolutions. This is always fairly easy: the challenge is staying on track and bringing those resolutions to fruition. The following list represents those goals that most restaurants, resorts or culinary programs need to address to drive business success in 2014.

• Increase brand awareness for our restaurant, product or culinary program
• Better inform the public about the unique qualities of our business
• Increase restaurant traffic or program enrollment
• Build consistent quality into the presentation of products and services
• Design a product that meets and exceeds the needs of our target audience
• Build check averages
• Become more effective at hiring the right people
• Build team awareness and esprit de corps among employees
• Determine ways to maximize sales
• Become more effective at controlling costs to ensure financial success
• Train staff to improve customer service
• Improve internal and external communication

This list truly represents the primary tasks of management, ownership, chefs, program directors, kitchen and dining room managers, food and beverage directors and budding entrepreneurs and could fit into any 2014 list. If you understand the need to focus on a list of this type but simply need guidance or assistance with implementation, it may be time to contact us as you prepare for a very successful year.

Harvest America Ventures is a consulting and training company focused on the restaurant business and collegiate programs offering culinary arts majors. Contact us to day to begin a dialogue on how we might work together to bring those goals to fruition.

PREPARE BETTER – TRAIN HARDER

http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ Leave a comment

Image

SHARPEN YOUR CONTROL PENCILS – EVERYONE IS GUILTY UNTIL PROVEN INNOCENT

13 Wednesday Nov 2013

Tags

chefs, Managers, Restaurant Control, Restaurant Profitability, Restaurant Theft, restaurants, Theft

Most of you are probably thinking: “what an awful statement to make”. The American mantra is always the opposite and has become the basis for our legal system, yet from experience, I would state that the best approach is to plan for the worst in an effort to prevent it. Allow me to explain how this works in restaurant operations.

The reality for management must be that everyone could be dishonest if given the opportunity. It becomes important to realize that managers should thus focus on taking away the temptation in an effort to help your employees and customers remain honest.

“There’s an old saying that’s long been accepted in fraud prevention circles called the 10-10-80 rule: 10 percent of people will never steal no matter what, 10 percent of people will steal at any opportunity, and the other 80 percent of employees will go either way depending on how they rationalize a particular opportunity. The good news is that there is much a business can do to sway this 80 percent to their side.
Another widely accepted theory is that of the late Dr. Donald R. Cressey called the “Fraud Triangle.” According to this theory, there are three factors — each a leg of a triangle — that, when combined, lead people to commit fraud.
One leg is an individual’s financial problem or need that they perceive is nonsharable; i.e., a gambling debt. The second leg is this individual’s perception that there exists at the place of business an opportunity to resolve the financial problem without getting caught. The third leg is the individual’s ability to rationalize or justify the intended illegal action (“After all I did for my company, they mistreated me. I was entitled to that money.”). In shorter terms, PRESSURE plus PERCEIVED OPPORTUNITY plus RATIONALIZATION equals FRAUD.”

http://www.businessknowhow.com/manage/employee-theft.htm

What is most telling about this quote is both the need to take away temptation and the employees’ mindset that they might be able to justify their dishonesty based on “after all I did for my company”. Let’s look at 100 (not literally) ways that people can and do steal from restaurants.

• Theft of cash from a register
• Servers or bartenders shorting the till by not recording certain items that are sold to guests
• Accepting favors from vendors in exchange for over-ordering or buying items at a cost that should be lower
• Walking out of the operation with product
• Over-portioning, not portioning, giving away free drinks (theft of service)
• Taking small equipment
• And the list goes on and on

By nature, most of us want to trust our staff and co-workers. To this end, restaurants in particular, tend to be physically set-up under the premise of trust. Look at your own operation in this regard:

• Do you have locks on your cooler doors?
• Do you require your cooks to requisition product from a central receiving area?
• Do you have a system of checks and balances where more than one person (from a different department ideally) is responsible for ordering, processing bills and taking inventory?
• Do you perform unscheduled inventories on alcoholic beverages?
• Do you require your cooks to scale out ingredients, especially high-cost center of plate items?
• Do you clearly state that those responsible for ordering abstain from accepting any gifts from vendors?
• Do you require those who order to solicit bid prices from various vendors?
• Do you use a system using purchase orders that match up to invoices?
• Have you implemented a portioning system in your bar?
• Do you limit only one person to access the cash register on any given shift?
• Do you require your staff to leave backpacks, or large carry bags in their cars or at home rather than bring them to work?
• Do you conduct daily inventories on high cost, portioned proteins?
• Do you conduct weekly or at least monthly inventories of all products used in generating sales?

If the answer is no to any of these questions, then there is an opportunity for your staff to steal. This does not mean they will, it simply points to a weakness in your system and a responsibility that you have not taken to help your staff to stay honest.

There are answers to this dilemma that allow trust in the workplace to exist and create an environment where employees (management included) are part of the solution, not the problem.

• Limit access to coolers and storerooms either by using locks or incorporating a system of planning using requisitions and delivery to various stations in the kitchen or bar
• Use cash registers that require employees to enter a password and management to lock out others during a shift
• Have cashiers count and sign for their bank at the beginning of a shift and sign off on their drawer at the end of a shift
• Require regular inventories conducted by two parties who do not report to each other
• Have all employees sign a terms of employment document that states that they are not allowed to accept favors from vendors
• Install a method of portioning in both the front and back of the house
• Watch patterns of over/short daily cash reports
• Offer orientation and training sessions for staff that outline your control procedures and how important it is for all to participate in the financial success of the business

The key to a successful program is to make it participatory rather than allowing employees to feel that they are being watched and pre-judged. Restaurants are businesses with very small margins for profit and they can only be successful if all staff members’ buy-in to the need for control. Control is a word that oftentimes poses negative connotations. Control should not be designed to control people, but rather control the environment that they work in. If it is presented in this fashion, your staff will see the merit and understand their role.

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ Leave a comment

Image

COOKS and CHEFS NEED to TAKE CARE of THEMSELVES

21 Monday Oct 2013

Tags

chefs, chefs wellness, cooks, health, Healthy cooks, kitchens, line cooks, restaurants

COOKS and CHEFS NEED to TAKE CARE of THEMSELVES

The excuses are all around: “I don’t have time to eat properly; I’m around food all day, a meal just doesn’t appeal to me; I can’t watch what I eat, my job requires that I taste everything; A real meal will slow me down; I know I should eat better and exercise, but it doesn’t fit my schedule”; etc., etc., etc.

Think of it this way: professional cooking, which is a physically, emotionally, and mentally taxing profession; is similar to a professional sport. Athletes cannot perform at any level of competence without conditioning. This conditioning includes an appropriate diet, an exercise regime, and a balance of work and rest. If cooks and chefs are to perform at the highest level (what is expected every day on the job), then he/she MUST take care of their bodies. For far too long this was not the rule of thumb, in fact, we have long subscribed to the adage that” “you can’t trust a skinny cook”. Regardless of your frame size, a healthier life style will allow you to perform at a higher level and withstand the physical abuse that is oftentimes associated with a career in serious kitchens.

The typical cook or chef is rarely scheduled for an 8-hour shift. Cooks may work 10-12 hours on busy nights and chef’s even more. Your body burns excessive calories during that period of time under intense heat, constant movement, being on your feet without rest, and seemingly under attack by the stressful monsters of time and unrelenting communication. This environment can easily take a toll on a person’s body and mind. What is the typical response to the body’s need for energy replacement? Carbohydrates and caffeine are the fuel to fool the body into believing that you are responding appropriately to its needs.

After hours, the cook’s respite is to grab a few beers simply because the body and mind were drained but the adrenaline was mountain high, reinforced with lots of caffeine. If a cook eats a meal while on the job, it is typically something next to him or her at their station during the final few minutes before the tickets start flooding the kitchen. The thought of sitting down to a balanced meal and taking 30 minutes to replenish before cranking out 150 dinners just doesn’t happen. To many cooks, dinner might be a few bites of pasta and a cigarette out back by the dumpster.

I confess to falling into that trap. A meal to me was oftentimes a sandwich while standing over a trash can to catch the crumbs, wolfing down this quick carb meal within 2-3 minutes and moving back to work. There even was a period of time when my diet was chocolate chip cookies for a sugar boost and 8-10 cups of coffee during a 12-hour shift. I never exercised, rarely slept for than 5 hours a night, and usually forgot to hydrate (aside from coffee which doesn’t really help). The result was weight gain and a few medical issues that are fortunately now under control.

When a cook or chef refuses to take care of him or herself, the damage is cumulative and WILL, WITHOUT a DOUBT, catch up to them. Far too many of my friends and co-workers have found themselves in dire health because they lived in the moment and avoided the necessary maintenance that would allow them to be productive cooks for a long period of time and enjoy their lives at the same time.

In a recent article by Harry Kimball, a writer for Newser Staff, http://www.newser.com/story/76322/how-skinny-chefs-stay-that-way.html

reference was made to some foundational rules that will allow any professional cook to maximize their effectiveness and feel much better at the same time. These rules include:

TASTE: Yes, chef’s and cook’s do need to taste many items. “The key word is taste”, which does not take the place of building in a balanced meal as well.

EXERCISE: Every cook, just like an athlete in training, needs some type of exercise regime. It may be running, walking, biking, skiing, snow shoeing, yoga, or a workout at the local gym. Whatever you choose, it must become an integral part of your daily life.

Eric Ripert, chef/operator of Le Bernadin in New York (one of the finest restaurants in the world) walks 2-3 miles to and from work every day, regardless of the season. This is a time for his body to prepare and recover from a work shift, an opportunity to clear his mind for the day ahead, and an emotional break from the stress of the kitchen.

HAVE A PLAN AND STICK TO THE PLAN: Just like every cook lives by his/her mise en place list, so too must a successful cook live by his/her personal wellness plan. You owe yourself this commitment.

DON’T SELF-MEDICATE WITH FOOD: Just as many cooks starve their bodies of good nutrition, just as many use food, any food, as the prescription to take care of energy slumps, stress, mental lapses, and depression. “Eat when you are hungry, not freaked out.”

SIT DOWN: Grabbing a bite here and there will lead to excessive amounts of the wrong calories, too much sodium and an imbalance of nutrition that leads to peaks and valleys in performance. There are numerous cookbooks out today that focus on the staff meal in restaurants and how certain operations invest in this time to share with other members of the staff and enjoy balanced, great meals in preparation for a busy shift. From my experience, this rarely happens as it does in these wonderfully thought-out books. A staff meal that receives similar attention to the restaurant menu will help to build team work and energize cooks and service staff for a high performance lunch or dinner shift.

Allison Adato recently released a book of interviews with a handful of prominent American chefs entitled: “Smart Chefs Stay Slim” published by: New American Library. Chef’s talk about their regiments and “tricks” for balancing the demands of the professional kitchen with a healthy life. This is definitely worth the read.

Although my daily routine does not parallel what I did when full-time in a busy kitchen, I have changed my habits and created enjoyable health routines that include balanced diet, appropriate balance of calories, fat and sodium and everyday exercise. The result is a healthy weight for my age and size, comfortable energy levels, a clear mind and feeling better about my wellbeing than I have in many years. I implore every professional cook to incorporate this type of lifestyle change into their daily routine – the payback is worth the effort.

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Uncategorized

≈ 1 Comment

Image

THE DIFFERENCE BETWEEN A COOK AND A CHEF

14 Sunday Jul 2013

Tags

chefs, cooking, cooks, cuisine, culinary soul, recipes

THE DIFFERENCE BETWEEN A COOK AND A CHEF

A few years back I read of an interview with a prominent chef who was asked: “what is the difference between a chef and the millions of cooks throughout America.” The response, to me, was a perfect definition: “Most reasonably intelligent people can follow a recipe with mixed results, a chef can be given a basket of ingredients and is able to create something wonderful.” Although this is an over-simplification, there is a real element of truth to this statement. A chef is certainly a manager and a leader, a cost accountant and a marketer, a social scientist and an organizational guru; but above all, a chef is a passionate and accomplished cook.

The ability to “create something wonderful”, stems from a persons ability to draw from his/her flavor memory. A serious cook must be a person who has experienced a full array of flavors, taste combinations, foods at their peak of maturity, seasonings, and texture combinations. Without this “data bank” it would be nearly impossible to create magic with food. To go even further, chefs have life experiences that are filled with an understanding of history and various cultures. It would be difficult to cook wonderful Spanish foods without understanding the culture of Spain, it would be challenging to understand classical French food without studying Ferdinand Point, Larousse, Escoffier, Careme, Bocuse, Robuchon and Verge. To cook French you must feel like you are French, to cook Italian, Mexican, Scandinavian, or Thai, you must understand the culture of those countries and most importantly have cooked with those who were born into those cultures.

“A recipe has no soul…..” was a quote from Thomas Keller, truly one of America’s great chef’s of the past few decades. This should not be viewed as an endorsement for kitchens without structure; just the contrary. I am sure that Keller has his own version of the standardized recipe, however what he and most accomplished chefs know is that a recipe does not create a cook. The recipe is a reference, but the cook must draw from his/her flavor memory and understanding of culture to build the recipe into a great dish. There are just far too many variables that come into play (seasonality, maturity, size, terroir, brand, shipping, storage, etc.) to rely on a recipe as the consummate guide in cooking. Some of the best cookbooks that I have used such as: “Le Repertoire de la Cuisine”, only list the ingredients in a dish without procedure or amounts. The ingredient list is a reminder for the chef who knows, though experience, what a dish should look and taste like, and the method of cooking that is appropriate for the outcome of that dish.

Those who have a desire to become great cooks and chefs must live the following: taste everything, experience as many different cooks work as possible, travel and experience cultures, read about the history of food, learn from the best, taste again and record your experiences. Keep recipes as a guide but cook with your soul.

Kudos to Thomas Keller for getting it right.

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, Tips for the Teacher

≈ Leave a comment

Image

SAY IT’S NOT SO……….

19 Sunday May 2013

SAY IT'S NOT SO..........

I guess we all have our heros – people who in our professional or personal lives have helped us to set a course and continue to inspire us on a daily basis. To some it may be a musician, a painter, an athlete, a teacher, an inventor, or a parent, friend, or sibling. To thousands of chefs, including myself, it has been, and always will be the great chef Escoffier.

Escoffier, afterall, defined the organization of a kitchen (called the brigade) that is still used nearly 100 years after his prime, he introduced service a’la russe (service by course), brought dignity and professionalism to the kitchen and wrote Le Guide Culinaire, the chef’s cookbook.

I remember one of my first trips to France when I was fortunate enough to visit the Escoffier museum (his former home) in Ville neuf Lobert, near Nice. When I came across the great chef’s desk I placed my hand on top and felt the electricity of his influence. The following year I was honored to represent the United States at a conference that focused on the future of culinary education in Escoffier’s home town with his great-grandson, Michel Escoffier. I will never forget the experience.

In my office I have proudly hung a portrait of Escoffier to remind me every day of the importance that he placed on cooking and those who choose to make a career in the kitchen.

So, naturally, while visiting London last week I had to get my picture taken in front of the Savoy Hotel where Escoffier and his front-of-the-house partner: Cesar Ritz once held court and re-defined cuisine for the British.

Upon returning to the States I undertook a bit more research on the Savoy and Escoffier’s tenure there only to find an article pertaining to a BBC documentary that was prepared on the chef’s life. The writer had apparently completed some research that, taken at face value, is quite disturbing. He claims to have proof that Escoffier and Ritz were fired from the Savoy for misappropriation of funds that they used their positions to wine and dine and convince investors to set them up in the Carlton Hotel for significant personal gain. According to the writer, their is proof including signed confessions by both parties. He claims that the British Royalty ignored the incident and subsequent punishment for reasons of probable collusion or fear of public outcry.

“Escoffier and Ritz were sacked by the Savoy on February 28, 1898. the reasons were that the pair had been dining – and especially wining – potential investors in the new Carlton Hotel that they opened that year at the Savoy’s expense. ……Escoffier, moreover, cofessed to taking “commission”, gifts or kickbacks from the Savoy’s suppliers amounting to a (sizeable amount of money in today’s terms).”
by: Paul Levy
June 2012
The Telegraph

Escoffier is my professional hero and as such I choose to deny the validity of this story. His work and standards have been my searchlight as well as a beacon for thousands of chefs over the decades, so let’s give him the benefit of the doubt and turn a blind eye, at least until more is revealed. 🙂

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals

≈ Leave a comment

Image

In France the Fundamentals are Strong

16 Thursday May 2013

Bread, Cheese and Wine – all products of fermentation, products that require an artisan to prepare properly, products of passion and commitment and products that represent the foundations of a great cuisine.

Having just returned from a far too short week in France, I relish the experience of realizing that no mater where you travel in this country, the people are fully committed to these foundations. They understand them, appreciate them, live by them and communicate every day using bread, wine and cheese as the common denominator representing not just a country’s cuisine, but the core of its culture as well.

Paris, of course, has more than it’s share of great boulangeries, wine shops and cheese vendors, but it is the countryside that serves as the bounty for a country defined by great food foundations. Even the smallest town in Burgundy will have at least one if not two or three excellent bakeries. Look to the left, look to the right and you will find wine vines producing sometimes exceptional, but always great local wines. Finding world class cheese is not difficult, in fact it is so essential to life in France that it is as much a staple in shops and homes as eggs and milk are in the United States.

The most impressive thing is that the French are serious about their food. As America enjoys a food integrity metamorphosis, we can look to the French countryside for inspiration. The French have been buying local, using grass-fed animals, avoiding the use of chemicals, enjoying the work of artisans and planning their menus based on the seasons for as long as time.

Bread in particular is simply extraordinary in France. From petite dejunier to late night dinner, cafe latte with baguette or croissant and confiture to croustades with your rillette- bread plays a central role in the meal.

Drinking wine is not reserved for those who have the resources and wine knowledge to purchase from the best wine shops; wine in France is all about knowing the vintner, visiting and touching the vines, breaking bread with the wine maker who is your neighbor, and clinking glasses while tasting in their private wine cellars. In the country, every home has a wine cave – the most treasured part of the family estate.

To truly understand the foundations of cuisine (bread, wine and cheese) you MUST visit the countryside of France. This is a right of passage for any serious culinarian and food lover.

Each time I visit France, it is time in the country that leaves me truly appreciative of the impact that food can have on culture. It is so wonderful to see Americans turning back to an understanding of this and an appreciation for the foundations.

I can hardly wait to return.

Beginning in the fall of 2013, Harvest America Ventures in conjunction with the Weissberg family of France will be offering educational wine vacations in the Burgundy Region. Stay tuned for more information soon, but visit our website in the meantime at: http://www.harvestamericaventures.com and click on “Food and Wine Vacations” for a sampling of content. If you are interested simply send me an email: psorgule@hotmail.com and I will place you on the information mailing list.

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals

≈ 2 Comments

Image

How Important is Food Cost

14 Thursday Mar 2013

Lets be realistic – the primary job of a chef is to make money for the restaurant. Now the ways to get there are through creating a product that drives sales, exceeding customer expectations so they return, training the staff to be consistently great, and controlling costs. To this end, YES, food cost is important, however it is critical that chefs and managers understand that it is really contribution margin that holds the key to making money once the guest arrives.

Contribution margin refers to what the individual menu item contributes to the overall profitability of the restaurant. This can be tangible (the amount of money remaining after the expenses associated with making and serving that item are subtracted), and/or intangible (the item encourages the complementary sale of other items that are more profitable or helps to bring in future sales). Although I am not a great fan of “loss leaders” (items sold at or below cost to help generate volume), I do understand and support using certain menu items as a marketing tool.

Let’s first look at the tangible nature of contribution margin. Here comes the basic math…..
A menu item using chicken breast on your menu sells for $12 and costs the operation $4 to prepare. $4.00/$12.00 = 33% cost of goods. This falls within the normal range for food cost in full-service restaurants. Everyone is happy and the menu item contributes $8.00 to cover all other expenses in the restaurant (CONTRIBUTION MARGIN). A Veal Chop entree sells for $32.00 and costs $17 to produce. $17.00/$32.00 = 53% cost of goods. This is far beyond normal “acceptable” food cost for full-service restaurants. Management is not happy. Now here is the kicker: $32-$17=$15 CONTRIBUTION – much greater than the $8 from chicken, yet the other costs of operating the restaurant remain the same whether you sell chicken or veal. The veal is a greater contributor to the financial success of the restaurant even though the food cost % appears to be unacceptable.

The intangible is even more interesting: it is not always fair to make generalizations, yet if you were so inclined to build a statistical study you would probably discover that the person buying chicken is less likely to buy expensive wines, appetizers and desserts than the veal guest. So, one could assume that there is a greater likelihood of selling high profit “extras” with veal orders and contribute greatly to the overall profitability of the restaurant even though the food cost % seems out of whack.

One last measurement: as stated in a previous article: “The Top Line Drives the Bottom Line” – it is very important to convince your servers to up sell and increase sales volume. The 53% food cost veal chop is a natural tool to help sell all of the extras and raise the top line. For the server, the base for gratuity also increases: End of story – everyone wins!

Back to the original question: How Important is Food Cost? There is a case to be made for effective menu planning leading to better contribution. In either case, control to any budgeted percentage is essential for long-term success.

Do you need help with sales and cost of goods? Contact Harvest America Ventures for assistance. Look for Harvest Deep Dive Seminars for restaurateurs coming to a city near you. Coming to: Boston, Albany, Lake Placid, Burlington, and Rochester.

Visit our site for more specifics:

http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals

≈ Leave a comment

Image

More of: The Top Line Drives the Bottom Line

27 Wednesday Feb 2013

The hardest task for any restaurateur is convincing a potential customer to walk through the front door for the first time. This takes considerable effort in the form of image building, identifying target markets, use of social media, advertising, building an effective website, selecting the right physical location, etc. Convincing a customer to make that leap means that they are willing to take a risk, sit down and spend some money. After all of that effort how much time do you spend on convincing customers to buy and set the stage for a return visit?

Keep in mind that your service staff are your ambassadors and sales force. Have you taken the time to train them how to sell and have you provided them with the tools that they need to be effective in that role? Your job is not to simply make a sale, it is to build a relationship that will result in steadily increasing sales, check averages and return guests. Your service staff holds your future in their hands.

That initial customer visit will likely result in “safe” purchases until your operation is able to demonstrate trustworthiness. The server is the portal for information, the front-line expert on your menu, the friend who can make great suggestions, the connection to others in the restaurant and the gatekeeper to your profitability.

Yes, the top line drives the bottom line and the server’s primary job is to sell, however, to accomplish this they must be able to provide exceptional value for the guest. Does you service staff known the menu, the ingredients, the source of those ingredients, the methods of preparation and the flavor profile of every item on the menu? Does your service staff have a working knowledge of wine and can they make great pairing suggestions for the novice wine consumer? Is your service staff comfortable communicating with the chef about special requests and can they offer those to a guest with confidence that the property can deliver? Is your service staff willing and able to sell the bookends: appetizers and desserts? If not, the fault lies with management and ownership.

The average restaurant in America spends less than 1% of its budget on training, yet it is training that will result in greater sales, higher check averages and return guests. The top line does not happen simply because your marketing efforts have led customers to walk through the door.

Are the tools in place to allow servers to up-sell with confidence? Is the dining room comfortable, is the menu attractive and user friendly, is the wine list understandable, do you offer on-going training to keep staff informed about the menu, do you require daily pre-meal information sessions, do you have a sommelier or a manager with a strong understanding of wine and the ability to build a list that works well with food, do you have the right glassware and china to complement the wine and food, do you take advantage of customer profile systems such as Open Table so that your server can track the preferences of return guests? The answer to each of these should be YES.

The top line drives the bottom line, but the process of setting the stage is the only thing that will allow this to become a reality.

Watch for information on “Deep Dive” Seminars by Harvest America Ventures coming to a city near you. Learn about the opportunities and pitfalls associated with restaurant operation.

Visit our website at: http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, It's All About Service

≈ 2 Comments

Image

The Top Line Drives the Bottom Line

14 Thursday Feb 2013

The Top Line Drives the Bottom Line

This is a first post in a series demonstrating what Harvest America Ventures does to help restaurants reach their goals.

The restaurant business is quite simple on paper, the challenge is transitioning some simple rules into effective processes and great results. The first rule of thumb is that “sales rule”! All the cost controls in the world cannot compensate for a lack of business and customers who are not given the opportunity to spend more than they had anticipated.

How to reach and eventually exceed your sales goals is a complex mix of contemporary marketing, understanding and tracking customer expectations, producing consistently exceptional products, providing breakthrough service, and setting the stage for return guests. Simple isn’t it?

Let’s look first at the production of a consistently great product. There are a handful of restaurateurs and chefs today who have ruined it for everyone else. They are creating that WOW factor with their product every time a guest arrives. They are obsessed with a constant state of improvement. They are, without a doubt, their own worst critics and act not too dissimilar to obsessive artists.

I remember reading that in his later years Picasso was not allowed to walk, unaccompanied, through a museum that carried his work. His obsession with constantly critiquing his own work would lead him to try and correct his paintings on display. I know chefs and restaurateurs with a similar outlook. The customer is head over heals in love with the food and the experience, but the chef and owner are already trying to figure out how to fix it.

Steve Jobs was an obsessive character that drove his staff crazy with getting everything beyond right. He wanted perfection and realized that he would likely never get there. Even so, the best always strive for that goal.

There is little question that the pursuit of excellence in restaurant product development, production and service will always be a door for those few operations to be successful.

Good restaurants are able to develop menu items and produce them at a level of consistency that makes people comfortable. Great restaurants are constantly looking at pushing customer expectations higher each time they choose to spend money.

How good is your product? Do you obsess over it? Are you familiar with what the spoilers are doing to make your life more difficult and challenging every day? Do you follow David Chang, Daniel Boulud, Gavin Kaysen, Rick Bayless, Marcus Samuelsson, Danny Meyer, Drew Nieporent, and Grant Achatz to see what they are doing next? If not, you had better start.

Is your staff fully versed on what your food is, how it’s prepared, how it tastes and which wines form the perfect complement? Do they know how to up sell and build that check average?

Filling restaurant seats is critical, but developing a product that is fresh and always new and designed to draw people back in time and again is the key.

The top line drives the bottom line.

Stay tuned for more quick tips. Harvest America Ventures is a consulting and training company focused on the restaurant business. We are here to help you reach your goals.

COMING SOON: Deep Dive Seminars in an area near you!

http://www.harvestamericaventures.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals

≈ Leave a comment

Image

The Odds are Against Them, Yet People Continue to Open Restaurants

15 Tuesday Jan 2013

There are more than 965,000 free-standing restaurants in the United States. That does not include Business and Industry foodservice, Schools, Hospitals, or home-meal replacement from your local grocery store deli-counter.

Most data points to a 66% failure rate for free-standing restaurants in their first year of operation and 90% failure rate for those who manage to make it to year five.

What is most ironic is that despite these figures the number of restaurants continue to grow each and every year. When one restaurant closes, another is ready and willing to take its place.

Let’s take a moment to unscientifically evaluate why this is so:
WHY DO PEOPLE OPEN RESTAURANTS?

1. Chefs open their own restaurants (usually with another persons’ money) because it is their dream to show the world what they can do. The restaurant, to them, is a canvas waiting for the artist to paint.
2. Restaurant managers open restaurants because they believe that they have the formula for success that no one else has discovered.
3. So called – smart business people who have made their mark in other industries, open their own restaurant because: “how hard can it be”? this must be a quick and easy way to get rich – look at what they charge!
4. Family members open another restaurant because dad had his own and he was successful! It must be in their genetic make-up.
5. Some people open restaurants because they like to eat out and they really “know” food.
6. Some open restaurants because it would be great to have a place where their friends could come and have a terrific meal. (be careful of “friends” who expect something for free)
7. Some open restaurants so that they can have their own personal bar.

…and the list goes on. What many don’t realize is how hard, demanding, unpredictable and fragile this business is. To that end, here is a primer for all would be restaurateurs:

RESTAURANT REALITY:
1. Location is still everything. Make sure you are visible, close to lots of foot and vehicular traffic and flush with parking spaces.
2. You will be in the service business which means that YES – the customer is right.
3. The top line drives the bottom line. SALES, SALES, SALES.
4. Quality, interesting and flavorful food is an expectation. It is the price of admission.
5. Be aware of what is trending: local, sustainable, nutritious, healthy and fresh.
6. Value is more important that price.
7. At best, restaurants can expect to make 5% profit. That is only possible if you minimize waste, theft and spoilage and continually attract enough guests.
8. Rent will kill you! A good rule of thumb is that your annual rent should not exceed 6% of gross sales and total occupancy costs should not exceed 10%.
9. Food spoils!
10. People steal! (customers and employees)
11. Free drinks will put you out of business.
12. Family members should pay for their food and drinks like everyone else.
13. Taxes must be paid on time.
14. Dining rooms generate sales and kitchens incur cost. Make your dining rooms larger than your kitchen.
15. Chefs are frustrated artists, but unlike many famous artists you want to sell product while you are still alive. Menus should reflect what people will buy.
16. Cash flow is king. Make sure it is coming in faster than it is going out.
17. Cash may be out of style but remember it costs you money for the privilege of accepting credit cards. You must accept credit, but smile when they pay you in cash.
18. Pick your vendors wisely – they are the basis for great tasting food and can even be viewed as a bank that gives you 30 plus days to pay back the loan of supplies.
19. Guests come initially for the food but return because of your service. Select employees well, train them constantly, treat them well, support them, measure their performance and reward them when you can.

…once again, the list goes on. Do you still want to own a restaurant? If so, let Harvest America Ventures help you to minimize many of those factors that lead to failure. Contact us today!
Harvest America Ventures, LLC
Restaurant Consulting and Training
http://www.harvestamericaventures.com
psorgule@hotmail.com

Posted by harvestamericacues.com | Filed under Continuing Education for Food Professionals, It's All About Service, Tips on Restaurant Team Building

≈ Leave a comment

The Hands of a Chef – The Ultimate Tool

01 Thursday Nov 2012

Posted by harvestamericacues.com in Continuing Education for Food Professionals

≈ Leave a comment

I have been giving lots of thoughts to my tool kit lately. Like many chefs, I have a plethora of knives, forks, cutters, pastry tips, strange new gizmos and the like. My tool kit (if I brought everything with me to the kitchen) would require a two wheel cart to drag it from location to location. Instead, I usually bring a handful of knives in a small tackle box. Unlike some of the young “chefs in training” who have $300 Japanese knives, mine are pretty modest. Keeping an edge on the knife is the only real important factor in determining how well a knife cuts.

As I look at this arsenal of cutting equipment it suddenly came to me that the knife without the hand is pretty useless. This made me really start to wonder in amazement at the versatility of the human hand and how it truly is the most important tool in a chefs kit.

So let’s look at the hand for a minute (I was driven to do some legitimate research on the topic):

[] Just like everything in today’s techno-world, our hands are operated by remote control. The brain is the remote, sending signals to our hands to perform in a certain way. Unlike other parts of the body, the fingers do not contain any muscles. The muscles that make the fingers work are in the palm and forearm. There are 29 major and minor bones in the hand, 29 joints, 123 ligaments, 34 muscles (in the palm and forearm), 48 nerves and 30 arteries, plus, plus. That’s 293 (plus, plus) parts in EACH hand! Pretty complicated. Almost 25% of the motor cortex of the human brain is dedicated to the hands. We have opposable thumbs which allow us to grab and control. Historically it is said that mankind has evolved as a result of our ability to use our thumbs to work in ways that other living creatures cannot.

OK, now that we have anatomy out of the way, let’s talk about a chef’s hands. Our hands give us the ability to sense things through touch. Ask any serious bread baker about how he/she mixes the perfect dough and they will talk about the feel of the dough, the feel of the flour, the spring that is felt by the hand after a first or second proof. We snap a string bean to determine it’s freshness, tear at artisan bread, peel an onion, gently shingle cold cuts on a platter with our hands, press a steak on the griddle to determine degree of doneness or pinch an herb between our fingers to release its oils. There is no other kitchen tool that is more important than the hand. A knife can cut, but it cannot interpret.

Chef’s have a tendency to take hands for granted. We abuse them daily and still expect them to perform. We typically take better care of our knives than our hands. Over the years, I have accumulated 32 stitches in my right hand alone. I have burned them both numerous times, over-worked them to the point where they would ache, exposed them to frostbite, immersed them in liquids that were way too hot, pulled hot pans out of ovens with wet towels, closed them in refrigerator doors, and even punched a few walls when I was younger and upset with my own performance. Yet, each day, my hands come ready to work.

I think that it is time that we give recognition to this great tool that allows us to do what we are passionate about: cook! One of these days I am going to put together a photo book of cooks hands. A tribute to the ultimate kitchen tool.

Allow me to leave you with a few quotes:

“A child’s hand in yours – what tenderness and power it arouses. You are instantly the very touchstone of wisdom and strength.”

Marjorie Holmes

“To make a man happy, fill his hands with work.”

Frederick Crane

“The hand is the cutting edge of the mind.”

Jacob Bronowski

Hoping for Excellence, Living with Mediocrity

25 Saturday Aug 2012

Posted by harvestamericacues.com in Continuing Education for Food Professionals, It's All About Service, Uncategorized

≈ Leave a comment

What is so fascinating about the surge in interest for careers in culinary arts is the desire that every serious young cook has for making their mark in the food world. As is the case with most things in life, I believe that everyone wants to achieve a high level of success, but only a few are willing to make the commitment to that end. Real success in the restaurant industry requires a super-human commitment to excellence from all who seek it.

Excellence in the restaurant business is all about the details. It is a systemic outcome that is based on paying very close attention to everything. To this end, it all becomes important, it all becomes a priority. Allow me to take a few moments to outline just a cursory list of those details:

* Develop a Concept that reflects who you are, a concept that attracts like-minded employees, a concept that guest will be excited about and feel good about spending their money on

* Research and Test all of the recipes, plate presentations and wines that pair well with the food

* Identify the Best, Reliable Resources, who have a commitment to the quality of raw materials and will deliver that quality to you EVERY time

* Find a Location that truly fits the concept and portrays your food and your commitment to excellence

* Negotiate a fair real-estate relationship with your landlord

* Develop a Decor that allows the guest to feel comfortable and complements the food and beverage experience that you have designed

* Search for, interview, test, hire and train the RIGHT staff who are guest oriented, quality driven, self-motivated, and knowledgeable TEAM members

* Constantly INVEST in those team members and push them to greatness

* Always Remember that you are in the SERVICE business and your job is to EXCEED the expectations of the guest

* CONSISTENTLY Produce the same high quality food and service no mater what time of the day, day of the week, weather conditions, staffing dilemma, or unforeseen disaster comes your way

* Insure that your from-of-the-house staff is as KNOWLEDGEABLE about your product as the culinary staff

* Be Obsessive about CLEANLINESS

* Control WASTE

* Treat Everyone with RESPECT

* Be VISIBLE to your staff and your guest

* Be your own worst CRITIC

and I could go on and on.

To sum it up…running an EXCELLENT restaurant is extremely difficult and the process is relentless. It is no wonder that so many restaurants, chefs, cooks and owners succumb to mediocrity. The real source of this problem is the guest who continues to support mediocrity because they either lost the energy to insist on excellence, or have yet to experience excellence as a benchmark.

Back to that systemic outcome, if we all became advocates for excellence as consumers, then restaurants would either need to step up their game or bail out.

Now, don’t get me wrong..there are numerous restaurants and restaurant chefs that get it right, all of the time. Thomas Keller, Gary Danko, Charlie Trotter, Charlie Palmer, Mario Batali, Joe Bastianich, Lidia Bastianich, Drew Nieporent, Danny Meyer, Charles Carroll, Jamie Keating, Alfred Portale, Wally Ganzi, Alain Ducasse, Marc Meneau, Marcus Samuelsson, Alice Waters, and dozens of others are totally committed to excellence, but keep in mind there are 975,000 restaurants in the United States. We have ample room for improvement.

Addicted to Food??

22 Sunday Jul 2012

Posted by harvestamericacues.com in Continuing Education for Food Professionals, Food Trends, Healthy Living Through Better Cooking

≈ 3 Comments

“A baby is born, it cries, it is fed, it is content.” (In the Shadow of Cooks: iUniverse Publishers) So…the baby cries and cries until it’s body aches from the effort. When the baby is finally fed, it feels better. The connection is quickly made that to feel better the body needs food. This goes way beyond hunger and the need to sustain life. Food is a fixer. Throughout life, we tend to lean on food as a fixer. When we are sad, we eat; when we are mad, we eat; when we bored, we eat; and when we are happy, we eat to feel even happier. Now do I have scientific proof to support these statements? Look at your own life as I look at mine – food is more often than not – your best friend.

My wife is a dietitian. She is smart, physically fit, and in control of her eating habits. I can’t attest to how smart I am, but I am not really physically fit and definitely not in control of my eating habits. I am not proud of this and can certainly spout out reasons, the fact is I use food just like millions of others – as a fixer.

When I was a restaurant chef I would tell my wife that what we serve and the size of what we serve is strictly based on what the customer wants to buy. The restaurants job is to give the customer what they want, not try to teach them what is right. Now I have a change of heart.

Look around you and try to think about what real problems abound in America today. Diabetes has increased exponentially and even impacts on very young children. Obesity is at epidemic levels from coast to coast (in fact the military is finding it difficult to identify enough volunteers who are even borderline physically fit). The number one prescription drug in the U.S. is Lipitor (or other statins – I have been using Lipitor for 22 years) and although heart disease is better controlled today than it ever was, millions of Americas have high cholesterol and high blood pressure. Kidney dialysis units are cropping up from New York to California and more and more Americans are opting for stomach bypass surgery as a means to control their weight. All of these health issues can be controlled by watching what we eat.

If you have ever turned on the television between 4 and 6 a.m. you would note that there are a dozen or so channels that focus on exercise programs. I wonder how many people watch these while they are eating their Sugar Smacks.

We are the land of the free and as a result truly believe that everyone has the right to choose how they live their lives. Since many feel that their health is an individual decision, the cost of health care has grown exponentially. This “out-of-control” cost impacts on everyone, even those who choose to live a healthier life.

So, back to the restaurant. Do we have a responsibility beyond “giving customers what they want to eat”? Recently, the city of New York banned those super-sized soda drinks in restaurants. The reason, excessive consumption of beverages containing significant amounts of high fructose corn syrup are a prime culprit in the obesity epidemic. The out cry was interesting to watch. Again, many claimed that this was an attempt to take away our right as Americans to make a choice. Remember, food is a fixer. The larger the need, the larger the fixer portion.

I am not sure that government regulation is the answer, but I am certain that, as restaurant professionals, we do have an obligation to teach our customers through example. Reasonably, a 4-5 ounce portion of protein is more than sufficient, especially if it is complemented by an array of properly prepared, healthy fresh vegetables. The real creativity in a kitchen comes from demonstrating how to bring out flavors and work with those great ingredients that come from the garden.

It is refreshing to see the efforts that many chefs are placing on “farm-to-table” initiatives and re-learning how to work with fresh, local ingredients. Sure they can be more expensive, but as a good chef friend of mine said; “eat less and eat better”.

For my part personally, I need to learn how to eat slower and enjoy my food. Sometimes it takes the stomach a minute or two to catch up and say “I have had enough”. I can easily blame it on 40 years in the kitchen where taking time to sit down and eat simply did not happen. Grabbing something while continuing to work was and still is the norm.

Addicted to food? The answer is, yes we are; but like any other addiction (in this case behavior) it can be modified with real effort. Let’s play a role in helping to improve the health of people in this great country and give some real thought to the menus that we design.

What are your thoughts on this heavily debated topic?

Harvest America Ventures

~ harvestamericacues

Category Archives: Continuing Education for Food Professionals

THE END OF SERVICE TO SERVICE

RENT, LEASE, OR BUY – THE SIGNIFICANCE OF RESTAURANT LOCATION

WE SHOULD ALL HELP TO PROTECT ARTISAN FOOD PROCESSES

THINGS THAT EVERY CULINARY SCHOOL GRADUATE MUST REMEMBER

FOOD IS THE UNIVERSAL LANGUAGE

WHY DEMOCRACY DOESN’T WORK VERY WELL IN A KITCHEN

ARE LINE COOKS REALLY REBELS WITHOUT A CAUSE?

FIND A MENTOR, BE A MENTOR

SORRY – THE CHEF CAN’T MOTIVATE YOU

WHY IS IT SO DIFFICULT FOR RESTAURANTS TO MAKE MONEY?

YOUR BUSINESS RESOLUTIONS FOR 2014

SHARPEN YOUR CONTROL PENCILS – EVERYONE IS GUILTY UNTIL PROVEN INNOCENT

COOKS and CHEFS NEED to TAKE CARE of THEMSELVES

THE DIFFERENCE BETWEEN A COOK AND A CHEF

SAY IT’S NOT SO……….

In France the Fundamentals are Strong

How Important is Food Cost

More of: The Top Line Drives the Bottom Line

The Top Line Drives the Bottom Line

The Odds are Against Them, Yet People Continue to Open Restaurants

The Hands of a Chef – The Ultimate Tool

Hoping for Excellence, Living with Mediocrity

Addicted to Food??

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this:

Share this:

Like this: