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CHEFS FACING THE CHALLENGE OF CREATIVITY VERSUS BUSINESS DECISIONS

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You know that every chef has wrestled with this – should the menu reflect a personal philosophy to move the bar or stick with time-tested standards? Chefs are, for all intents and purposes, inherently creative people who are always looking for a way to express that creativity and place their signature on the plate. That is in our DNA, we can’t really help ourselves. Without the avenue for creative expression we feel the weight of complacency. Most professional cooks feel the same way, knowing that working in a property that does not push the envelope does very little to build their resume.

To these individuals – the menu planning process is a license to think differently, study those chefs that they admire, experiment with different ingredients, and push their palates in the process of creating something unique and cutting edge. There is a percentage of the consumer population that responds very well to this. These “innovators” are constantly looking for the next interesting interpretation of food – the restaurant chef who teases them with food preparations that strike a chord, who makes them challenge how they think about food, and puts a smile on their face. To a chef, these are the people we love to cook for – they challenge us and keep us on our toes.

The problem is that this is less than 3 percent of the population of restaurant consumers. Yes, there are a slightly larger percentage of diners right behind them who are simply waiting for a nod of approval from the innovators, and yes, the press loves to focus on them, but the reality is that this population is fickle and they tire of a unique restaurant as soon as another innovator comes along. Restaurants survive and thrive on the “early and late majority” that represents over 60 percent of the dining population. These are the customers that keep restaurants afloat, tend to be loyal, and remain ambassadors for a restaurant for years to come.

We should understand that a major part of a chef’s job is to create and execute menus that address the majority and that are geared towards profitability. The chef’s ability to be creative and put his or her signature on a plate rests first on the ability to run a financially viable operation; thus the dilemma.

You have all experienced the menu pundit (sometimes the restaurant owner) who asks where the shrimp cocktail is. We roll our eyes, and try to explain our theory that this is far too “old school”. I can vividly remember a chef position at a fine dining operation that I walked into and faced planning my first signature menu. The cooks ribbed me for placing French Onion Soup on the menu, saying: “Chef that may have been appropriate in the 1970’s, but this is the 21st century.” Don’t forget the reluctant agreement to add prime ribs on the menu for a consistent Saturday night feature: “Really chef – prime rib? That’s what my grandfather would order.” Well – here is the answer: THEY SELL!

That operation with the French Onion Soup saw the item become the number one appetizer on the menu with rave reviews. The shrimp cocktail was consistently popular, and the Saturday night prime rib was not only popular – it took a considerable amount of pressure off the line on the busiest night of the week.

The initial reaction from a chef is to feel like he or she needs to apologize for being submissive to these “common” menu items, until it becomes apparent that those items give the chef the opportunity to run a profitable operation and find room for those highly creative features and rotating menu signature items.

I can remember the chatter about Gavin Kaysen when he was the chef at Café Boulud in New York when he featured his version of fried chicken on one of the more exclusive fine dining operations in the city. Daniel Boulud offered his massively creative burger on his menu to rave reviews, and Nancy Silverton had a cult following for her California Grilled Cheese Sandwich at Mozza. A chef’s pride should be focused on the care that is given to preparing any item exceptionally well, rather than if it is “off the wall” innovative.

So, how does a chef approach the dilemma of creativity vs. business sense? Here are some thoughts:

[]         EXCEPTIONAL IS ALWAYS CREATIVE

Gavin Kaysen’s fried chicken was a successful fine dining entrée because it was knock your socks off exceptional and people historically love fried chicken. Daniel Boulud’s burger was successful because it was adapted to a high end environment with the addition of foie gras and high quality, fresh ground meat, and because American’s were raised on burgers. Nancy Silverton created a cult following for her crunchy, butter rich, California focused rich cheese sandwich because who doesn’t love grilled cheese and very few operators do it right. When we focus on making the best of anything we have opened the creativity door to success.

[]         PUT YOUR SIGNATURE TWIST ON THE CLASSICS

When your cooks complain that an item is too “old school” then help them to put a unique twist on the classic standard. Offer that shrimp cocktail with a few ethnic twists – maybe a Thai, Spanish, or Japanese twist. The French Onion soup that I offered became a bar-b-que onion soup that was out of this world, and maybe the prime rib feature includes a sampling plate of sauces, a bleu cheese popover, and family style vegetable platter. Make it your own while maintaining the core character of a timeless dish.

[]         THEY ARE CLASSICS FOR A REASON

Classic rock is timeless, classic paintings attract viewers of all ages, and classic menu items will remain popular – always! Why? Because the flavor profile stimulates the palate, the item prods some memories that put a smile on a guest’s face, and familiarity is comforting. Why argue with these facts? Remember what is universally enjoyed and keep that in mind when you contemplate what items should find a home on your menu.

[]         PAY ATTENTION TO THE HISTORY OF A DISH

Know when and why a dish became popular. Study how it was developed and how it came into prominence. The story counts and adds to the validation of a product. Waldorf Salad is a 1960’s menu classic and is to some – past it’s prime. When you add the story about Oscar of the Waldorf and how the dish was originally developed, then the salad takes on a whole new level of significance. When Peach Melba is properly made and presented as a dessert created by Escoffier when he was the chef at the Savoy Hotel in London – then it peaks customer interest. It was created for the Australian soprano singer – Nellie Melba who he apparently had a crush on. That simple grilled cheese is just another sandwich until you point out that it was first developed by Otto Rohwedder who also designed the bread slicer. After all how many times do we reference something creative as the best thing since sliced bread? The story counts.

[]         FLAVOR FIRST

When it comes down to it, everyone responds best to food that tastes great. It is flavor that keeps customers coming back. Whatever the dish, whether it is cutting edge or a throwback to the 1940’s – if the flavor is there then people will order it time and again. Flavor first – flavor brings them back.

[]         IT’S ABOUT THE EXPERIENCE

When you build an experience around a dish then excitement builds among employees and customers. Look at how any dish on your menu fits into that experience formula of appealing to every sense, when it stimulates interest through storytelling, and shines as being perfectly executed. Note these stories about Gavin Kaysen’s Fried Chicken at Café Boulud, Nancy Silverton’s Grilled Cheese at Mozza, and Daniel Boulud’s db burger.

Gavin Kaysen:

https://dujour.com/lifestyle/cafe-boulud-expensive-fried-chicken-trend/

Nancy Silverton:

https://www.foodandwine.com/travel/restaurants/nancy-silverton-grilled-cheeses-mozza

Daniel Boulud:

https://ny.eater.com/2013/4/15/6450049/daniel-boulud-on-the-legacy-of-the-original-db-burger

[]         MAKE EVERYONE FLAVOR ADVOCATES

If there are doubters among your stakeholder network then let the flavor be the spokesman. Have tastings with your staff, tell the story, and build your advocate base. When they are excited and convinced then they will pass that enthusiasm on to the guest.

Find that happy medium of understanding what sells and how to make it your own, and allow this understanding to set the stage for levels of creativity to follow. This is what a chef does.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com BLOG

WHEN IT COMES TO MENUS IN 2019 – LESS IS MORE

20 Tuesday Aug 2019

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So…to fail to change is a surefire way to fail. When everything seems to be against restaurant success – those who strategically stand tall and change direction are the ones who win. Just look at the current picture for restaurants:

[]         THE LABOR POOL: Quite possibly the worst labor situation for restaurants – ever! It is not only hard to find great employees – it’s even difficult to find ones that a few years ago you would never, ever hire.

[]         COOK RETENTION: Hanging on to competent, dedicated, and passionate cooks is even more difficult since they live in a sellers market. If they are good, they are in demand. When they are in demand – operators are willing to pay the price and offer more comfortable work schedules. You can’t blame the good ones for leaving.

[]         OVER THE TOP COMPETITION: For some strange reason, even with the increased level of challenges and the likeliness of failure – more and more restaurants continue to open. This flood of competition is focused on gaining market share and as a result they work overtime to cut into your piece of the pie. In the end, everyone seems to lose.

[]         INCREASING PRICES OF INGREDIENTS: Your vendors and their suppliers show no mercy. This flood of competition places greater stress on the supply-chain, which in turn opens the door for increasing prices. Whatever the market will bear rules in this type of business environment.

[]         LEASE AGREEMENTS THAT ARE NO LONGER REASONABLE: It has always been the case that restaurants lead the way in gentrification efforts to bring downtrodden areas back to life. Restaurants create energy, interest, and business as the innovator crowd throws their support to foodservice operators who create a buzz. The area comes back to life, business comes on strong, and the entire area becomes energized. As soon as this becomes apparent – new landlords smile and raise rents so that they can cash in on the changes – oftentimes pushing restaurants into a corner where small profits turn into no profits.

[]         PRICING YOUR PRODUCTS BEYOND CUSTOMER’S DESIRE TO PAY: In response to all of these conditions – restaurants are inclined to maintain the excitement of their menus and service and simply raise prices again and again to compensate for out-of-control expenses. At some point restaurants inevitably price themselves out of the market and create a perception of price gouging.

[]         MINIMUM WAGE HIKES: Yes, our industry has a reputation for lower than average wages and minimal, if any, benefits. It is a tough, labor-intensive business that is quite unforgiving when it comes to profit, so the employee is often on the short end of the stick. Rather than collectively seek fair solutions, we wait until the government feels that they must intervene on behalf of the employee and insist that wages go up while none of the factors that keep wages low are addressed. Should employees receive a living wage? Of course, the answer is yes – but without finding solutions to rent, ingredient costs, low profitability, etc. the only result is restaurant failure.

How do we (those who own, operate, or hold the position of chef in a restaurant) adapt and survive when there are so many reasons why we should fail? The answer is likely quite complex, but here is one partial solution that is within our grasp – CREATE MENUS THAT CAN ADAPT TO THESE CHANGES.

[]         SMALLER IS BETTER

In the current business environment, large menus don’t cut it. Too many choices lead to inconsistency, especially with a shallow labor pool. Large menus mean larger inventories of expensive ingredients with short shelf lives, more equipment to support a larger number of hands to do the work, and less focus on doing what you do exceedingly well. Keep it simple, keep it seasonal, buy the best ingredients you can, and execute preparation at the highest level.

[]         MAKE IT CONNECT

Smaller menus allow restaurants to connect to a cuisine, a culinary focus, and natural complements between appetizers, entrees, and desserts.

[]         MULTIPLE USES OF INGREDIENTS

Take your time to weave cross utilization through the entire menu and production system. Total elimination of waste may be too optimistic, but great menu planning can help to bring you close to zero.

Painted in Waterlogue

[]         PLAY TO THE SENSES

It is still about creating food experiences and the best restaurants will invest the time in planning for full integration of sight, sound, smell, touch, and taste. The best menus will be hard to resist if these connections are made.

[]         STEP BY STEP

Giving chefs poetic license with food may seem like the best way to encourage passion in cooking, but this does little to build consistency in appearance, flavor, and cost. With a labor pool that is less passionate, and fewer in numbers, it seems time to build a system with your menu that walks cooks through every step in production and plating. Some may cringe at this and proclaim that it inhibits creativity, but there is a reason why many of the chains still remain profitable in tough times.

[]         BUILD IN PRIDE

Now comes the balance – “How can we create a step-by-step system of production and create a sense of pride for cooks and chefs at the same time?” Consistency and pride are not mutually exclusive. Pride comes from a job well done, beautiful food, ingredients that are cared for properly, cooks that are cognizant and protective of the source of those ingredients, flavorful food that is always on mark, happy guests, and a restaurant that is popular and financially viable.

Painted in Waterlogue

[]         BE THE BEST AT SOMETHING – MAKE IT YOUR SIGNATURE

Why should a guest choose your restaurant over another? Marketing firms invest countless hours and financial resources to answer this question, when oftentimes it comes down to this simple reality – is there something truly unique, truly special, and exceptional in quality that can only be found in your restaurant. What will it be? Is it a particular dish made in a way that sets you apart? Is it your personalized service? Is it the theatrics around a food presentation? Do your due diligence and work on finding that “something special” and play it for all that it’s worth. To Morton’s it was their roast beef cart, to the Palm it was their incredible steaks, to Wolfgang Puck it was a unique approach to wood-fired pizza at Spago, to Joel Robuchon it was his whipped potatoes that were half butter, to Outback it was the Bloomin Onion, and to Katz’s Deli it was the hot pastrami on rye – find your signature.

[]         CHICKEN LEGS OR WAGYU FILET

It is hard to make a profit on high cost ingredients when selling prices have a ceiling. The talent in cooking a steak (certainly still an art to do it right) is less pronounced than making a leg of chicken just as exciting – yet how many restaurants take the time to figure out a way to bring the chicken leg into prominence. The chicken leg is profit waiting to happen – invest in it.

[]         SMALLER PORTIONS OF PROTEIN, MORE INTERESTING VARIETY ON THE     PLATE

We continue to surrender to the feeling that bigger is always better. Bigger when dealing with proteins either shreds away profitability or drive restaurants to charge obscene prices. Work on building the whole plate with interesting variety – well prepared vegetables, relishes, chutneys, reductions, etc. and keep those protein portions under five ounces. No one needs that 18-ounce strip steak, or five-pound lobster – work on making the plate interesting, of real value, and avoid putting customers in a position to regret their indulgence.

[]         FEWER STAFF, HIGHER QUALITY, BETTER COMPENSATION

If the menu is planned correctly then restaurants can maintain operation volume with fewer hands. “Less hands” place a restaurant in a position to find more talented individuals and pay them well. When the formula of efficiency, quality, pride, and good pay is packaged, then a restaurant might actually be able to ride the storm and come out on top.

[]         BREADTH OF PRICING OPTIONS FOR GUESTS

I am not inferring that restaurants should eliminate that delicious steak, or maybe some seasonal halibut or beautiful diver’s scallops, but when they exist on a menu for premium prices, make sure there are ample lower priced, just as special, items on the menu to create opportunities for guests to find value that fits their pocketbook.

[]         OPEN FIVE DAYS ONLY IF YOU CAN SWING IT

Last, but not least, this may not be a menu issue, but a stressed out labor pool has made me think clearly about operating hours and I believe that, if you can generate enough sales to stay afloat – five days per week is a real solid answer to success. This gives the operation a time to rest, every employee some predictability in their lives, the chance to keep your “A-Team” together whenever you are open, and relieve some of the stress from trying to find adequate numbers of employees to stay the course.

Food for Thought!

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericaventures.com

www.harvestamericacues.com BLOG

LESS IS MORE ON RESTAURANT MENUS

25 Tuesday Nov 2014

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shrimp

Quantity on restaurant menus does not trump quality. The focus of the great restaurants is always doing something extremely well and making sure that everyone knows how great you are. Trying to please every possible palate is never a good business model. An excessive number of menu choices for guests will typically lead to a loss of focus on the part of the restaurant and its employees.

Do less, and do it extremely well is the most intelligent approach towards running any business. In particular, the great restaurants have an identity of quality that is synonymous with their product. This product is something that they are known for, something that sets them apart from the pack of competitors, a differentiation. If you want to sell pizza, make sure that it is the absolute best pizza to be found anywhere. Make it the type of pizza that people will drive 20 miles to buy. If you what to be known for roast chicken or bar-b-que baby back ribs, then find the finest chickens, rub salt and herbs under the skin, roast them on racks so that the fat from the bird naturally bastes the meat, ensure that the skin is crisp and the bird is removed from the oven while it is still moist. Break the chicken into easy to handle pieces and remove the breast from the carcass. Make incredible chicken, all of the time, every time. If you bar-b-que ribs, then develop a killer dry rub, slow bake them in a pit with sufficient smoke and real wood essence, bake them for 10-12 hours, or more until the bark is fully caramelized, chewy and full of deep flavors. Make sure that the meat falls from the bone and the mopping sauce is rich and unique to your restaurant. Make incredible ribs, all of the time, every time.

A menu with 20 plus entrees, a dozen appetizers and sides and a dessert list that requires more than one page may seem impressive, but it is really a sign of impending doom for the restaurant. It is the old Greek Diner menu that tried to be all things to all people, 24 hours a day. So you want lasagna for breakfast? Sure thing. How about Eggs Benedict at 8 p.m.? Absolutely! Maybe you would like Pork Lomein with a side of whipped potatoes? We are at your service. There are so many things wrong with this type of formula. Allow me to point out a few:

[] Too many choices are overwhelming for guests, making the decision process very difficult

[] Chefs, cooks, and restaurants cannot be great at all things. Simply because you prepare excellent variations of classic French cuisine does not prepare you to have the same understanding of Spanish tapas or Japanese sushi. Something, maybe everything, will suffer.

[] Big menus inevitably lead to the need for convenience foods for practical reasons. Is this the signature you want for a restaurant?

[] Big menus create problems for chefs as they seek the most effective system for purchasing and managing vendors.

[] Big menus create a need for more refrigeration, larger freezers, expansive dry good storage, more diverse equipment, and a significant investment of time for purchasing and inventory control.

[] Line cooks HATE large menus that require encyclopedic memories during preparation, more mise en place than is possible to manage, stacks of containers labeled with product descriptions and expiration dates, and the ability to manage far too many simultaneous preparations to ensure that quality is maintained.

[] Big menus ALWAYS lead to more waste and spoilage.

[] Big menus ALWAYS lead to shortages and 86’d items that the service staff must explain to the guest.

[] Controlling costs when big menus are in place is an impossible dream.

I would go so far as to say that restaurants with menus offering 30 or more items must be prepared to fail. Failure will rear up its ugly head in the form of poor financial performance, inconsistent quality, slow service, dis-satisfied guests, angry cooks and/or loads of employee turnover.

There are many examples of great companies with a minimalistic approach, a focus on quality and consistency, and a reputation for excellence that has put them in a position of envy from their proponents and competitors. Apple computer is the most valued brand in the world and is financially robust. Their product line is fairly limited, but broad enough to appeal to a diverse audience. Their focus on quality is the differentiated product that keeps them at the top of the game. Starbucks, although there are thousands of possible variables, focuses on coffee and tea, and as such, dominates that market.

Certainly, there are examples of companies, whether in the business of electronics, clothing, automobiles, or restaurant food, that have very broad product offerings and are successful, but the model is always cumbersome and difficult to manage. The most important component of success is to develop a CONCEPT that defines the business and a complementary MENU that brings that concept to light.

Chipotle has a concept that, at its root is defined as: “Food with Integrity.” Although the current menu reflects strong Southwestern and Mexican influences, the CONCEPT would allow them to move in different directions in the future. The menu, in its limited fashion (compared to other quick service operators), is really a voice for the concept, and as such, does not need to focus on quantity or breadth of menu. Starbucks, in a similar fashion, has developed a concept around a succinct mission statement that is the real product. Coffee happens to be the vehicle they use, and as such, needs to fit in the frame of the mission: “To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.”

Far too many restaurants look to the menu as the salvation of the business. In an effort to attract customers, operators and chefs continue to broaden a menu to be the “please everyone” savior, while they fail to invest the time in defining the CONCEPT that includes:

“Location, a marketing plan, a service scheme, design, atmosphere, price point, a defined position in relationship to the competition, and almost as important as the food itself, a long-term strategy.”

The Anatomy of Restaurant Failure

http://www.menucoverdepot.com/resource-center/articles/restaurant-failure/

Building a menu for a restaurant is a process that stems from an understanding of what the restaurant wants to be, how it hopes to be perceived, what talent lies within the walls of the business, how it can strive for absolute excellence, and knowing what stakes in the ground will differentiate the business from everyone else in this highly competitive market. Quantity never trumps quality. The menu is your vehicle for demonstrating the commitment that your restaurant has to the CONCEPT that must be the operations signature.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting and Training

COMING SOON: “The Event That Changed Everything”

A novel by Paul Sorgule that follows two cooks through a time of professional and personal growth and the defining moment of change that the Event brings to their lives.

Available in early 2015: iUniverse.com and amazon.com

IS A LACK OF FOOD TRADITION AND DISCIPLINE KILLING US?

10 Wednesday Sep 2014

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fish

In recent years America has wrestled with the challenges of providing opportunities for every citizen to have affordable health care. This is an issue that divides the country as we are challenged by “who pays for it?” What few seem to try and address as the real issue is not just providing care for those who are sick, but investing in a plan of prevention. From a cost perspective, this is what will lead to affordability. What is interesting to me is trying to identify what role, if any, restaurants and chefs should play in this effort of prevention.

Let’s look at some undeniable data. In the neighborhood of 60% (and rising) of the America population is overweight or obese. The obesity segment alone is more than 30%. This equates to 78 million Americans whose body fat index is dangerously high. Obesity is a major cause of heart disease, stroke, diabetes, and certain forms of cancer (according to the Center for Disease Control and the American Medical Association). Nearly 200 billion health care dollars are spent each year in treatment of these diseases among the obese. This information is not new; we probably have all heard this, countless times, and in various forms. The irony is that the message is not getting through to a significant portion of the population.

Simply stated, being overweight or obese is a result of consuming more calories than we are able to burn. Thus, we are creating this problem one fork full at a time. Is this obesity the cause of a major health problem in the U.S. or is this still an effect of something deeper?

If we look at the classic comparison of the people of France vs. the people of the United States, we can see a marked difference in obesity. Even though the French tend to enjoy many foods that are high in saturated fat (cheese in particular), their rate of obesity is 1/3 of what we experience in our country. Commonly referred to as the French Paradox, this statistic has puzzled many for quite some time. My unscientific theory points to what I believe the cause.

Concerning food and dining, the French get it and we still do not. Sure, there is a growing population of Americans who understand and focus on the traditions and habits that set the stage for a healthier nation of consumers, but for the most part, we just don’t get it. Let’s go back to the simple definition of obesity: “consuming more calories than we are able to burn.” What habits and traditions exist in French culture that do not within our borders? Here are some factual differences:

  • Americans eat constantly, the French respect definitive meal periods
  • Americans consume, on average, 56 gallons of soda, per capita, per year. Without adequate exercise this would add 24 pounds of weight to an American’s frame. The French consume less than 1/3rd that amount.
  • Americans drive, take elevators, sit, and seem to avoid exercise more than any other country.   The French have no problem indirectly exercising more than 30 minutes (typically much more) every day.
  • The tradition of sitting down to a table for a period of time and enjoying a meal is no longer part of the average American’s day. We eat whenever, however, and whatever we want, at our individual convenience. Americans have lost sight of what the dinner table means. In many cases it is a counter, coach in front of the TV or even automobile. When you lose sight of the importance of space, you skew the meaning of the experience and the control over its value.
  • Far too many American’s no longer know how to cook. Cooking traditions are not being passed down as in the past, home economics (cooking classes) have disappeared from schools, and convenience foods reheated in a microwave is just too darn easy.
  • Portion sizes are out of whack in the U.S. Bigger is not always better. The average male adult should consume between 2,000 and 3,000 calories per day depending on age and activity and the average female between 1,600 and 2,400, given the same parameters. It doesn’t take long for those calories to add up. Here are a few examples:
  • A Big Mac, Fries and Milk Shake = 1,310 calories
  • Double Shack Burger at Shake Shack = 770 calories
  • An Applebee’s Chicken Caesar = 800 calories
  • Olive Garden’s Shrimp Alfreado = 1,190 calories
  • One 12 oz. Mountain Dew – 165 calories
  • One 12 oz. Sam Adams Beer = 150 calories
  • Americans, as a whole, are easily bored. When they are bored, they eat.

Now, some progress is being made through the efforts of Michelle Obama’s campaign for fresh food, exercise and a fairly dramatic change in the school lunch program, but little of this has crept into the daily lives of adults. Certainly, there is a growing percentage of younger people seeking opportunities to run, walk, visit the gym and eat right, yet, over 60% of the population remains overweight or obese and at risk.

What role can restaurants play in an effort to help American’s take food and health seriously? Restaurants are businesses and I fully understand the theory that in order to be successful, a business must provide what a customer wants to purchase. To this end, many restaurants continue to propagate the approach that bigger is better. Large portions are the norm on most menus. Center of the plate is the focus with protein and flavorings to entice the American palate and cooking methods that are an easier foray into flavor enhancement are the primary tools in many restaurants’ bag of tricks. Pan frying, deep frying, use of butter, high fat and caloric cheeses and sauces certainly peak a person’s taste buds, but at what cost?

One of the ways that cooks and chefs can show their real understanding of food and talent for coaxing interesting flavors from dishes is to gravitate towards different ingredients and methods of cooking. Roasting, braising, poaching and grilling are a far better way to demonstrate a cook’s abilities. Using fewer primal cuts of meat and smaller portions, fresh herbs instead of relying solely on salt, building an appreciation for chiles and how to use them for flavor instead of just heat, and using fresh produce as the center of the plate with meat as a complement are just a few ways that chefs can help to change the public’s mindset. It takes time and effort to gradually change menus, but is it not part of our responsibility as professionals? Isn’t part of smart business, doing what is right and purposeful?

There are positive signs as concepts like farm to plate and vegetarianism have become mainstream, moving beyond a fad, evolving into a new standard.   The only way that wholesale change takes place is through public demand and through the efforts of strong, vocal advocates. Educational programs such as those initiated by Michele Obama in elementary and secondary schools will help to modify the habits of the next generation, but chefs can have an even more significant impact today through advocacy and action.

A chef’s menu is a reflection of his or her philosophy of cooking. This is what makes a restaurant unique. Chef’s have a power over America’s dining habits like never before, so taking a stand today through menus designed for flavor, exciting presentation, health and long-term value will be taken seriously.

Helping to fill in the gap of tradition by viewing the meal as a time to bring families, businesses, advocates and adversaries together to break bread and share in each other’s company, will build on those traditions that were once American and are still European. This may be our way to change our world, for the better, one plate at a time.

What do you think?

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

http://www.harvestamericaventures.com