florida restaurant & lodging april/may 2012

O f f i c i a l P u b l i c at i O n O f t h e f lO r i da r e s ta u r a n t & lO d g i n g a s s O c i at i O n

Ap

ril

/MAy 2

01

2 WWW.RESTAURANTANDLODGING.COM

RAISING THE BARS WITH

CREATIVE COCKTAILS

The Breakers Resort, Palm Beach

2012 Legislative Session Review

ADA Deadline Extended

The Breakers Resort, Palm Beach

BEVERAGE TRENDS • CRAfT BEER • SAuVIGNON BLANC

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2 April/MAy 2012 FloridA restAurAnt & lodg ing AssociAt ion

David & Elizabeth Gwynn, Proprietors

Cypress Restaurant, Tallahassee

“ Heartland’s endorsement by the

Florida Restaurant & Lodging

Association and its ability to save us

on fees were key to our decision to

switch credit card processors seven

years ago. Plus, we value Heartland’s

timely payment turnaround.”

“With Heartland you know.”

As the fifth largest payments processor in the country, we understand the needs of businesses of all sizes. That’s why we offer custom solutions like card processing, data security, payroll

and gift marketing to help your business prosper. Get to know Heartland. Visit us at HeartlandTallahassee.com or call 866.941.1477

“Like” us at www.fb.me/HeartlandHPY Follow us @HeartlandHPY

FRL_17-02.indd 2 4/16/12 11:17 AM

Flor idA restAurAnt & lodg ing 3www.restaurantAndlodging.com

From t he ch a ir m a n’s de sk

Last December when installed as Chairman, I spoke about the Power of One. If I would have had a crystal ball about the upcoming legislative sessions both statewide and nationally, I prob-ably would have been even more pas-sionate about getting that point across.

This year’s state legislative session hit the ground running, both from a calendar standpoint and from the standpoint that we saw the return of some reoc-curring bills and some new bills that could really affect our daily businesses.

The Online Travel bill folks are doing everything they can to slip in wording that exempts their modus operandi from what we all believe is room revenue. We once again were able to defeat this bill. Many of your board members, and especially Executive Committee member, Matt Halme, worked very hard to get a bill to the f loor reducing the minimum wage for tipped employees from $4.63 to $2.13. I believe that even the sponsors of the bill were surprised at how fast this bill was moving. To that end, although it was heard in committee, it did not make it on the f loor.

On the national level, the ADA rule that came out of Judiciary stating that we had until March 15th to have lifts installed at our pools caused and still is causing a huge ruckus. Several of our members, knowing that the rule deadline was forthcoming, ordered equipment that they thought conformed to the new requirement, only to learn that the equipment did not.

Carol, Richard, Dan Murphy and I ran up and down the halls of the House and Senate explaining our dilemma. Our last stop was a meeting with Senator Marco Rubio who listened attentively. On the 15th of March, Senator Rubio, together with seven other U. S. Senators sent a letter to the U. S. Justice Department and asked for an extension of time and /or a forum to revisit the issue.

The letter was answered, and we received a sixty day extension and potentially more time, up to six months, to either get some clear guidance on what to buy to comply or to get together to revisit what needs to be done.

This issue exemplifies what your association together with a small group can do, at the state or national level. Clearly this shows the value of membership and how when you engage with the association on issues you can have an impact.

Cheers!– BRUCE CRAUl

2012 Chairman of the Board, Florida Restaurant and lodging Association

Passionate Committed Positions

ChAIRMAN

Bruce Craul Legendary Inc. & Hospitality Inc., Destin

ChAIRMAN-ELECT

Andrew Reiss Andrew’s Downtown, Tallahassee

SECRETARy-TREASURER

Jim McManemon, Jr. Ritz-Carlton, Amelia Island

Carlos Molinet The Molinet Institute

Mitch Doren City Walk/Universal, Orlando

Matt Halme Outback Steakhouse Inc., Tampa

IMMEDIATE PAST ChAIR

Dave ReidMiller’s Ale House, Jupiter

PRESIDENT/CEO

Carol B. Dover, fMp

EDITOR

Susie R. McKinleyEMAIL: [email protected]

PUbLICATION MANAGER

John M. [email protected]

ADvERTISING

Leslie L. Baker 850-545-5023 • [email protected]

PRODUCTION ASSISTANT

Victoria J. [email protected]

PUbLIShED by

Destination Communications, Inc.1334 TIMbERLANE RD., TALLAhASSEE, FL 32312Phone: 850-545-1362 • Fax: 850-907-8245

Florida Restaurant & Lodging magazine is the official publication of the Florida Restaurant & Lodging Association, Inc. (FRLA). FRLA reserves the right to accept, modify, or reject any and all content submitted for publication, whether paid or otherwise, solely at its dis-cretion. Unless otherwise expressly indicated, FRLA does not endorse or warrant any products or services contained herein. In addition, unless otherwise expressly noted, the opinions expressed herein are those of the authors and not necessarily those of FRLA, its directors, officers, members, or staff. Content submissions may be made to the Publisher’s Office by regular mail or by e-mail. Please note that submit-ted materials will not be returned.FRLA Headquarters Publisher’s Address230 S. Adams St. 1334 Timberlane Rd.Tallahassee, FL 32301 Tallahassee, FL 32312 850/224-2250 850/545-1362Fax: 850/224-9213 Fax: 850/907-8245

Ad Rates and Submission Guidelines at www.RestaurantAndLodging.com

Florida Restaurant & Lodging magazine (USPS 002-629; ISSN 1044-03640) is published bi-monthly. FRLA Members receive this publication as part of their membership dues. Non-members receive it as a marketing and promotion effort to inform the Florida foodservice and lodging industry of efforts made on its behalf by FRLA. Printing and mailing services: boyd brothers Printing, Inc., Panama City, FL.

Address changes may be sent to: FRLA, PO box 1779, Tallahassee, FL 32302 or via email to [email protected]. Subscription address changes (digi-tal or US Mail, can be made at www.RestaurantAndLodging.com, and click the Manage Subscription tab.

M AGA Z INE

David & Elizabeth Gwynn, Proprietors

Cypress Restaurant, Tallahassee

“ Heartland’s endorsement by the

Florida Restaurant & Lodging

Association and its ability to save us

on fees were key to our decision to

switch credit card processors seven

years ago. Plus, we value Heartland’s

timely payment turnaround.”

“With Heartland you know.”

As the fifth largest payments processor in the country, we understand the needs of businesses of all sizes. That’s why we offer custom solutions like card processing, data security, payroll

and gift marketing to help your business prosper. Get to know Heartland. Visit us at HeartlandTallahassee.com or call 866.941.1477

“Like” us at www.fb.me/HeartlandHPY Follow us @HeartlandHPY

Are You Attending FRLA’s Summer Board Meeting?June 4-6, 2012 in Key West

Check out www.FRLA.org for details!

FRL_17-02.indd 3 4/16/12 11:17 AM


Departments 3 from the Chairman’s Desk passionate,Committedpositions

5 from the CEO Legislativesessionsuccesses

7 CEO forecast markJohnston,president&CCOFrontBurnerBrands,Burger21

9 Chefs That Sizzle Benschneller,southernmostBeachCafe,KeyWest

11 Health Care HealthCarereformQuestions

12 A La Carte topBeveragetrends,CoolWebpages,sIphotoshootinFlorida

14 Movers & Shakers CapitalCuisineWeek,Burger21,Chefsmovetoschools

15 Hot TrendsHotDesigntrendsforWeddings,Corporateevents&Highendparties

16 Legislative News 2012sineDiereport

20 Green Tips energyefficientpracticesBuildsales,CutCosts

21 Membership Benefits ChoosingYournaturalGasplan

28 Wine Tips Don’tCountOutsauvignonBlanc

29 Wine News Florida’sOldestrestaurant’snewprivateLabelWines

30 Brewing CraftBeer

31 Bartending YouCan’texpectWhatYouDon’ttrain

32 Safety Training Waitstaffseafoodtraining,HeartlandrecruitmentCampaign

33 Social Media nextGenerationofsocialmediaappsforrestaurants

38 Going Green Update:Brian’sBar-B-Q’sGreenrenovation

39 Marketing OptimalChannelmix

41 unique Amenities emeraldGrande;tradewindsIslandGranderesort

42 food Safety FloridaadoptionoftheUsFDa2009FoodCode

44 Educational foundation prostartCulinaryteamCompetitionWinners

46 SafeStaff Foodmanagertraining&testingschedule

Cover photo courtesy of The Breakers Resort, Palm Beach

contents23 TropicalAcresSteakhouse

Tropical Acres has been a destination restaurant since 1949. This Steakhouse and Seafood restaurant suffered a devastating fire in 2011. They’ve recently reopened with a story to tell!

27 RaisingtheBarsinPalmBeachThe Breakers Resort in Palm Beach takes cocktail creativity to a whole new level with the use of garnishes such as: brandy-soaked cherries, candied oranges, tomolives, and edible hibiscus flowers.

35 WhyRestaurantsFailDespite sustained growth over the past three decades, the restaurant industry has experienced one of the highest business failure rates. Take a look at the major reasons for restaurant failure, from economics to quality of life issues.

APRIL/MAy 2012 • WWW.RESTAURANTANDLODGING.COM

FRL_17-02.indd 4 4/16/12 11:17 AM


From t he ceo

By CAROl B. DOvER

Session: fRLA Holds the Line on Destination Casinos, OTCs, Extension of ADA Pool Lift Date

Carol B. DoverThe 2012 Regular legislative Session has concluded and FRlA was very successful this year in both pass-ing legislation which will have a positive impact on Florida’s hospitality industry and defeating potential legislative efforts which would have had negative results for industry.

FRlA worked hard to pass legislation to achieve the Unemployment Compensation Tax Rate Reduction, funding the Hospitality Education Program (HEP) and visit Florida, a strong FRlA ally. In addition, FRlA was awarded advertising funds for tourism and marketing in a joint initiative with visit Florida.

FRlA worked to defeat issues that would have had a detrimental impact on our industry. Destination Resort Casinos, the Online Travel Company Tax Advantage, and the School Start Date Adjustment legisla-tion were all shut down this year by FRlA and our partners. In a bold attempt to offer an alternative method of paying tipped employees, FRlA supported a bill to increase the Florida Minimum Wage for tipped work-ers. The bill made it through the first committee thanks to the support of Senator Nancy Detert (R-Sarasota), however it died on the calendar.

Towards the end of Session, FRlA staff and board members attended

the AH&lA legislative Action Summit in Washington, DC to advocate pressing issues facing the lodging industry on a national level. During this trip, our board members, Richard Turner and I visited with elected officials to discuss the necessity of extending the timeline for com-pliance with ADA requirements regarding pool lifts in Florida’s lodging establishments. Our meetings were very successful, and eight members of the United States Senate wrote to the U. S. Department of Justice to request the extension. FRlA offers many thanks to Senator Marco Rubio for his leadership in this effort.

As a result of our efforts and those of the AH&lA, we received a 60-day extension for compliance with the pool lift requirement. In addition, the U.S. Department of Justice will publish a Notice of Proposed Rulemaking with a 15-day comment period for a potential 6-month extension “…in order to allow additional time to address misunderstandings regarding compliance with these ADA requirements….”

Our Summer Board Meeting which will be held June 4-6, 2012, in Key West at Casa Marina, a Waldorf Astoria Resort, is just around the corner, and I encourage you to visit www.FRlA.org for more information

regarding the board meeting and fishing tournament. The Wild and Crazy Fishing Tournament will be on June 7, 2012, with a Captain’s Party the night before.

look forward to seeing you soon!

Carol Dover is President and CEO of the Florida Restaurant and Lodging Association.

The Florida Restaurant and Lodging Association through its various means of outreach has been communicating the new ADA requirements regarding pool lift requirements that were to be effective March 15, 2012, now postponed to May 15, 2012. Compliance with these requirements will be difficult and costly. Florida’s members of Congress, thanks in large part to some committed FRLA members, understand the constraints the Industry is facing in full compliance and have reached out to regulators in an effort to extend the deadline and clarify pool lift requirements.

To read full text of letters, visit www.restaurantandlodging.com

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infinite energy, inc is florida’s largest independent natural gas provider, proudly serving florida’s restaurants and hotels for over 10 years. lock in all or a portion of your natural gas usage for up to 5 years so you can protect

yourself against soaring energy prices and save money versus your local utility. special discounts apply for frla members! call 877-iVe gOt gas for more information!

forecastFLor ida r estaUr a nt & LodGinG a ssoci ation

Mark JohnstonPresident & Chief Concept Officer, Front Burner BrandsPresident, Burger 21

Mark Johnston

As president and chief concept officer of Front Burner Brands, the management company for affiliated concepts including The Melting Pot Restaurants, Inc., Burger 21 and GrillSmith, Mark Johnston focuses on growth and expansion of existing brands and ideation and development

of new concepts.Johnston works closely with the construction and design and

real estate departments regarding development of locations and site selections and is involved in the culinary process during menu test-ing and development for all concepts.

Front Burner Brands, Inc. is a full-service and fast-casual restau-rant management company headquartered in Tampa, Florida, and is affiliated with dynamic and niche-specific brands including The Melting Pot, the premier fondue restaurant franchise with more than 140 locations in North America, Burger 21, the “beyond the better burger” franchise concept, and GrillSmith restaurants with six locations in Tampa, Florida, as well as other concepts in devel-opment.

Johnston’s career at The Melting Pot started in 1976 when he served as both a server and manager at the Maitland, Florida loca-tion. He partnered with his brother, Mike Johnston, and opened the Tallahassee location in 1981.

In 1984, the second location was built in Tampa. Seeing the potential success of The Melting Pot, Mark and his brothers, Mike and Bob, purchased the restaurant concept from the original founders in 1985, launched the franchise program and grew this concept to be the premier fondue franchise in North America.

Johnston and his brother continued to explore the restaurant industry and opened another restaurant chain in 2004 called GrillSmith, a refined-causal, open-grill restaurant with six locations

in the Tampa Bay area that are gaining momentum and growing in popularity. The goal is to expand GrillSmith across Florida.

Interested in diving into the fast-casual segment, Mark, his wife, Arlene, and his brothers, Bob and Mike, co-founded chef-inspired Burger 21 and launched the first location in November 2010. The national franchising program launched in September 2011 with plans to expand this “beyond the better burger” concept around the country.

In addition to creating and developing new restaurants, Johnston remains interested in acquiring existing brands with strong growth potential to create additional franchise opportunities.

Johnston graduated from University of Central Florida and has four boys, including a set of twins with his wife of more than 15 years, Arlene.

What do you think will be the biggest industry trend in the first half of 2012?

value and quality will continue to go hand in hand, driven by the economic conditions experienced during the last several years. Consumers continue to show strong desire for higher quality food at more affordable prices. Thanks in part to the growing popularity of Tv cooking shows, consumers have developed highly-educated

FRL_17-02.indd 7 4/16/12 11:17 AM


ceo For ec a st

palates. The more adventurous restaurant patron is here to stay and the demand for high quality chef-inspired food offered at a value will remain on the rise.

What issue would you most like to see positively addressed by Florida’s legislature?

I’d like to see a significant focus on job cre-ation, economic growth and positioning Florida as an attractive destination for businesses to relocate. I’d also like to see continued support of tourism.

What is the single greatest factor in the success of your business?

For Burger 21 in particular, the innovation at the heart of the concept drives its success. The menu and recipes are chef-inspired and the details make the difference. Toasted brioche buns, pickled cucumbers, sweet potato fries with toasted marshmallow sauce and numerous other premium ingredients and combinations differ-entiate the concept. This innovation, combined with a focus on quality and consistency, sets Burger 21 apart and elevates it into a category of its own.

The success of The Melting Pot can be attrib-

uted to the concept’s ability to make fondue more than a meal, but a memorable dining experience that’s truly unique and interactive.

How has participation in FRLA positively affected your business?

FRlA supports and promotes Florida restau-rateurs while also keeping us informed of issues facing the restaurant industry in Florida. FRlA provides a great forum to network and exchange ideas with others in the industry.

Is there anything you would like to share with Florida’s hospitality industry members?

While quality food should always be a key focus, it’s important to focus on the people aspect of the business – and not just custom-ers but your team members. Your people are extremely valuable assets to your company.

How has your business strategy changed over the last few years?

With the launch of Burger 21, we’ve ven-tured into the fast casual segment for the first time. Our other concepts, The Melting Pot and GrillSmith are casual dining restaurants.

For several years, our company has been inter-ested in getting into the burger business, and we wanted to design a fast casual restaurant concept that offers a wide variety of high qual-ity, chef-inspired burgers, shakes and more at an affordable price for consumers. We were in menu development for over a year before open-ing our first Burger 21 location in November 2010 in Tampa. Burger 21 has defined its own category within the burger business, placing it in a position to expand rapidly in the growing fast casual segment.

With The Melting Pot, we’ve begun shift-ing our focus to international growth over the last few years. With 36 international locations open, signed or committed for development in Canada, Mexico, the Middle East and Asia, we’re also looking to Australia, China, India, Brazil and other provinces in Canada for further expansion opportunities.

Our GrillSmith concept recently launched a rebranding campaign complete with a new creative look and feel, an innovative website and an overhauled menu to define the Tampa-based six-unit restaurant company’s identity for the first time since the concept originally opened in 2004. A key feature of the new menu is the addition of small plates, which are gaining popularity with consumers.

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Chef Ben Schneller is creating new flavors and fans at the Southernmost Beach Cafe in Key West, Florida. Chef Ben went to the Southern California School of Culinary Arts to begin his culinary career. From there he went back to his home state of Wisconsin to open his own restau-

rant, which featured fresh locally-grown and caught ingredients. From there he decided to move south and closer to the ocean. No better place than Key West, Florida in 2003.

Once in Key West, Ben became the Executive Chef of local steakhouse “The Commodore,” serving high end steaks and local fare on the historic seaport.

From there Ben moved on to help open a new Brazilian steak-house just off of Duval Street called Braza lena.

In December 2009, Ben took the opportunity to become the Executive Chef of The Southernmost Beach Café, an up and coming beachfront restaurant at the south end of the island. Ben combined his classical French training with Caribbean and local Florida Keys influences and created fresh new breakfast, lunch, dinner and catering menus.

By utilizing only the freshest in local seafood and produce, Ben has created menus that have become not only local favorites, but the go-to choice of tourists and seasonal snow birds also.

Whether you want to enjoy sunrise with a cup of coffee, watch sunbathers with a frozen drink, or dine under stars while enjoy-ing a glass of wine, the Southernmost Beach Café has incredible entrees that will suit your every dining desire. Fine cuisine at affordable prices overlooking the ocean where Duval Street meets the Atlantic.

Please describe your restaurant concept.It is fine cuisine, at affordable prices, overlooking the Atlantic

Ocean.

Know a chef who is creating a buzz with innovative cuisine, exceptional presentation or fresh new ideas? FRLA wants to tell the state about them in a bi-monthly feature in FR&L Magazine. Submit your favorite chef du jour to [email protected]. Please include a brief explanation of why your submission should be considered one of the hottest chefs in Florida. Be sure to include restaurant and contact information. Submissions will be featured in FR&L Magazine as Chefs That Sizzle!

HotChef?Are You Considered Among Florida’s Hottest Chefs?

BEN SCHNELLERSOuTheRnMOST BeACh CAFe, key weST

Chef Ben Schneller

Do the Keys and being so close to the Caribbean inspire your menu?

Yes, we try when we can to use many Caribbean-themed items on our menu: local mango, avocado, and other tropical fruits, as well as local fish - yellowtail, mahi and shrimp.

Please describe some of your most popular menu items.

Breakfast: Biscuits ‘n gravy (in-house made redeye-gravy using mild Italian sausage and fresh sage).

lunch: Fish tacos - grilled, blackened or fried - finished with fresh sweet corn and black bean salsa and topped with a smoked tomato aioli.

Dinner: All seafood is served fresh with local yellowtail, mahi, and even sushi-grade tuna. Personally, I prefer the yellowtail because it is light and delicate, served with a blackened shrimp salsa and lemon butter.

What is your “sizzle” – for example, cuisine and food that are your signature or “specialties,” unique food presentations or any new ideas you are using?

I love using French flair in as much as I can, still keeping Caribbean cuisine in mind. Being a classically French trained chef, I like using butters, creams and big rich flavors in sauces. Also, on the flip side, being in the Caribbean it is easy, fresh and delicious to use indigenous ingredients to create very light health conscious cuisine.

To what do you attribute your success in the restaurant business?

A great mentor (owner operator in Wisconsin, now Culinary Teacher of the Year at Madison Area Technical College), many years in great kitchen atmospheres, culinary school which is a must, and my wife, who is always so inspiring with her own culinary expertise.

What is your favorite dish you’ve created? Our house made corned beef hash! It’s from another planet.

Visit Chef Ben during FRLA’s Summer Board Meeting!

FRL_17-02.indd 9 4/16/12 11:17 AM


THE FLORIDA RESTAURANT AND LODGING ASSOCIATION ANDUNITEDHEALTHCARE HAVE TEAMED UP TO HELP YOUR BUSINESS

GROW HEALTHY.

Group medical plans for your employees Health plans for individuals and their families Solutions that work with your budget

The UnitedHealth Allies discount plan is administered by HealthAllies,® Inc., a discount medical plan organization. The discount plan is not insurance. The discount plan provides discounts at certain health care providers for medical services. The discount plan does not make payments directly to the providers of medical services. The member is obligated to pay for all health care services but will receive a discount from those health care providers who have contracted with the discount plan organization. HealthAllies, Inc. is located at P.O. Box 10340, Glendale, CA 91209, 888-809-6539.Insurance coverage provided by or through UnitedHealthcare Insurance Company or its affiliates. Health Plan coverage provided by or through a UnitedHealthcare company.

©2012 United HealthCare Services, Inc. UHCFL540173-001

1-855-652-5918uhctogether.com/FRLA

Help an employee get healthier for $5 a month.

FRL_17-02.indd 10 4/16/12 11:17 AM


SMSM

he a Lt h c a r e

I f you are a restaurant owner with fewer than 25 full-time equivalent (FTE) employees, and you contribute to their health insurance premi-ums, you may be able to

receive the Small Business Health Care Tax Credit.

Who Qualifies?The credit is part of the Patient

Protection and Affordable Care Act. It is designed to help small businesses offer or maintain health insurance coverage for moderate and lower income workers.

Here is a simple process to deter-mine if the credit applies to your restaurant.

Step 1: You must pay at least half of the health insurance premiums for your employees.

Step 2: If you have part-time employees, determine their FTE by adding up the total number of hours they worked in the past year and dividing this by 2,080. Then add that to the number of full-time employees you have who work at least 40 hours a week. (You can’t count owners and family members in this calculation.) If the number is below 25, keep going.

Step 3: Take the total amount of annual wages paid and divide this by the Step 2 figure. This number needs to be lower than $50,000.

How Much Is the Credit and When Does It Apply?

The credit is worth up to 35 per-cent of your premium costs in 2010, and this continues through 2013. On January 1, 2014, the rate increas-es to 50 percent—but you must pur-chase your coverage on an exchange starting that year to qualify.

The credit is phased out gradu-ally for companies that have aver-age wages between $25,000 and $50,000 and for those who have between 10 and 25 FTE workers. In other words, restaurants who receive the highest credits would be those with nine employees who make less than $25,000 a year.

For example, let’s say you had 40 half-time employees in

2010—which is a 20 FTE. The total annual wages you paid were $500,000, or $25,000 per full-time worker. Your employee health care costs were $240,000. You would be eligible for a $28,000 tax credit for 2010 and $40,000 in 2014.

How Do I Get the Credit?This is part of the general busi-

ness credit on your income tax return. To ensure you receive it, and to determine the amount of your credit, you (and your tax accountant) need to complete the new one-page Form 8941: Credit for Small Employer Health Insurance Premiums. You may find the form at http://www.irs.gov/pub/irs-pdf/f8941.pdf.

Health Care Education Resources for Restaurants

The National Restaurant Association (NRA), with the Florida Restaurant & lodging Association (FRlA) is commit-ted to helping you get the facts about health reform as new rules are defined and implemented. Please visit the NRA Health Care Knowledge Center at www.restau-rant.org/healthcare to stay informed on other changes as they occur.

In addition, UnitedHealthcare, the NRA, and the FRlA have cre-ated the Health Insurance Options Center. If you would like individu-alized assistance with evaluating your options for health insurance, speak to our dedicated restaurant team at 1-800-293-1951 or visit www.restauranthealthcare.org.

You should also consult with your own tax advisor in order to assure compliance with the complex requirements of this provision.

UnitedHealthcare Insurance Company or its affiliates. Administrative services pro-vided by United HealthCare Services, Inc., or their affiliates. The content provided is for informational purposes only. This com-munication is not intended, nor should it be construed, as legal or tax advice. Please con-tact a competent legal or tax professional for legal advice, tax treatment and restrictions. Federal and state laws and regulations are subject to change.

Health Care Reform Questions Can I Get Business Tax Credits for Paying Health Insurance Premiums for Employees?

FRL_17-02.indd 11 4/16/12 11:17 AM


a L a c a rte

Cool Web Pages

www.greygoose.comThis website has just been rebuilt and it is fabulous! With a tribute to the vodka’s roots and development, taste and flavors, take a look and enjoy! The website has provided a number of drink recipes along with serving ideas and events, mixing skills and recipe flavor profiles.

Top 5 Non-Alcoholic Beverage Trends for 20121. House-made soft drinks/soda/pop2. Specialty iced tea (e.g. Thai-style,

southern/sweet, flavored)3. Gourmet/house-made lemonade4. Organic coffee5. Dairy-free milk (e.g. soy, rice)Source 2012 Restaurant Industry Forecast, National Restaurant Association

Top 10 Beverage Trends for 2012*1. locally produced wine and beer2. Micro-distilled/artisan spirits3. Culinary cocktails (e.g., savory, fresh

ingredients, herb-infused)4. Food-beer pairings/beer dinners5. Onsite barrel-aged drinks6. Bar chefs/mixologists7. Gluten-free beer8. Specialty beer (e.g., seasonal, fruit, spiced)9. Organic wine10. Craft beer/microbrewsSource 2012 Restaurant Industry Forecast, National Restaurant Association

www.craftbeer.comAre you ready to join the steadily growing craft beer craze? If so, you can find every-thing you need to know at this website. From pairing tips, recipes, beer schools and even “beerology” to breweries and news, www.craftbeer.com will get you “in the know”.

This website also has information about American Craft Beer Week: May 14 - 20, 2012!

untappd.comIs a social community in which members share their favorite beers and where they are drinking them. This site “checks in” members. It notes trending beers, both from micro-breweries and macro-breweries, and

trending places all over the US! Check it out!

Sports Illustrated Photo Shoot in florida

www.chatterplug.com ChatterPlug’s technology integrates directly into business mobile applica-tions, allowing businesses to DIRECTLY connect with their consumers and CONTROL the conversation by providing a real-time customer feedback and engagement engine. Our Customer Experience Management (CEM) software allows businesses to engage with their customers as close to the point of experi-ence as possible – on-location and in-store.

With ChatterPlug technology businesses can:• ENGAGE customers at the point of experience through their own branded mobile application • CAPTURE feedback through the consumer’s mobile device • REACT through real-time location-specific alerts • TRACK customer behavior and interactions in-venue / on-location• RETAIN loyal brand advocates • EXPAND web analytics and consumer profiles with in-store consumer insights and intelligence

undercurrents

undercurrents is a new “e” book by Harvey C. Ferber recently released for purchase on Amazon.com for all mobile “e” readers. “Undercurrents” is a suspense novel based upon the real-life architectural experience of the author. The central character in the novel is an

architect who dreams of becoming famous for his designs and is commissioned to design the world’s first floating underwater restaurant and casino structure in Nassau, Bahamas. Soon after installation and filled with guests, there was a tragic accident… To read more, look for it in your “e” reader store or on Amazon.com.

The 2012 Sports Illustrated Swimsuit Edition was, in part, photographed in Appalachicola,

Florida. St. George Island is just off of the coast of Appalachicola and was used for the photo shoot as well! We bet the locals really enjoyed the beautiful view of the Gulf that week!

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Burger 21®

Burger 21®, the new fast casual con-cept founded by the owners of The Melting Pot Restaurants, Inc., is looking to South and Central

Florida for franchise expansion. The company launched an aggressive growth strategy in September 2011 to bring its 21 chef-inspired burger creations and hand-dipped signature shakes to more cities across the U.S.

In just over a year of operation, the concept was named one of “12 Burger Chains to Watch in 2012” by Burger Business and “One of the Top 50 Restaurants in the Tampa Area” by the Tampa Bay Times.

Founded in 2009, the first corporate-owned

Burger 21 restaurant opened in Tampa, Florida, in November 2010, and the second opened in Carrollwood, Florida in October 2011. Two more locations are in development and will open later this year. In addition, the company has signed two deals for a total of three franchise units in the Orlando market. Exact locations for the new Orlando restaurants have not been determined yet; however, the brand is targeting lake Buena vista, Dr. Phillips and Winter Garden.

To learn more about franchising opportunities with Burger 21, please contact Dan Stone, vice president of franchise development for Front Burner Brands at 813-425-6208 or [email protected].

mov er s & sh a k er s

Culinary Ambassador

ChefJustinTimineri, Florida’s Executive Chef, was recently covered in the Huffington Post, Guy

Harvey Magazine and other media outlets as the State’s “culinary ambassador” and for his work with creating healthy foods for kids. Florida is the only state in the Nation to have a “State” chef!

In February, Dr.JoeWestofBrooklynWaterBagelCompany was invited to the White House to discuss the vetFran program. vetFran “…helps returning

service members access franchise opportuni-ties through training, financial assistance, and industry support….”

The discussion at the White House included DariennePage,AssistantDirectoroftheWhiteHouseOfficeofPublicEngagement,CaptainBradCooper,U.S.Navy,ExecutiveDirector,JoiningForces,TheWhiteHouse-OfficeoftheFirstLadyandMarisaReneeLee,SeniorAdvisortotheDeputyAdministrator,U.S.SmallBusinessAdministration(SBA).

During the meeting attendees worked on methods to roll the vetFran program out nation-ally and make it affordable for our nation’s true heroes! Great job Joe! For more information about vetFran, visit www.vetFran.com

Congratulations to the DowSherwoodVillageInn for celebrating its 50 year anniversary in late 2011! System-wide

the Dale Mabry and Kennedy village Inn remains #1 in volume and #2 in sales.

As a leading franchisee, the company contin-ues to uphold Dow Sherwood’s legacy of giving back to the Tampa Bay area through charities and fundraisers, as well as providing a warm, inviting atmosphere where customers can get delicious food!

Paul Walker, John Sherwood, Virginia Sherwood, Mark Walker Sr. (back), Mary Kay Walker, Mark Walker, Karen Proesel, Jim Walker (back) & Matt Walker

The Chefs Move to Schools program, which helps chefs and schools team up to educate children about healthy food choices, has recently unveiled

its website: www.chefsmovetoschools.org The site was created thanks to a new coali-

tion of leading culinary, nutrition and school organizations that will oversee the Chefs Move to Schools program. leading the coalition are the American Culinary Federation and School Nutrition Association. Also joining are Cornell Center for Behavioral Economics in Child Nutrition Programs (BEN), The Culinary Trust, Harvard School of Public Health, International Corporate Chefs Association, SupermarketGuru|The lempert Report, National Food Service Management Institute, Partnership for a Healthier America, Share Our Strength and the U.S. Department of Agriculture.

The Chefs Move to Schools program

began in June 2010 as part of the let’s Move! Initiative, dedicated to solving the challenge of childhood obesity within a generation. Through the program, chefs partner with schools in their communities and work with teachers, parents and school nutrition professionals to help edu-cate kids about food and nutrition. The goal of the program is to promote chefs as the catalyst for creating a new nation of child food advo-cates and start turning the tide on unhealthy eating behaviors.

Approximately 3,400 chefs and 3,350 schools across the nation have signed up for the pro-gram to date. Together, chefs and schools have developed gardens, introduced salad bars to cafeterias, created healthier school meal recipes, hosted educational demonstrations and empow-ered kids with the knowledge they need to make healthy decisions.

visit www.chefsmovetoschools.org today to learn more or to register as an official participant.

Chefs Move to Schools

from April 12-April 22, 2012, visit Tallahassee and FRlA are hosting

Capital Cuisine Restaurant Week. This “first ever” event is part of a multi-faceted city-wide marketing campaign to bring visitors to the Capital City. There is no cost to participate, so this should be a “win - win” for everyone! The program may include lunch and / or din-ner with two price points and a prix-fixe menu. For more information, visit www.naturaltal-lahassee.com/dining/.

FRlA member restaurants participating in this event at present time are as follows: 101 Restaurant, A la Provence, Andrews 228, Andrews Capital Bar & Grill, Anthony’s Woodfire Grill, Avenue Eat & Drink, Barnacle Bills, Georgio’s Fine Food & Spirits, Jacob’s on the Plaza, Jasmine Cafe, leRoc Bistro, Marie livingston’s Steakhouse, Mom & Dad’s, Momo’s Pizza, Morelia’s Mexican, Po Boy’s, Ray’s Steel City Saloon & Restaurant, Shula’s 347 Grill, The Whip Waterfront Pub & Grub, and Wxyz lounge.

Capital Cuisine Week!

Dow Sherwood Village Inn

Vetfran Program

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Call: 1-877-9-DUNKIN (938-6546)

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need to get rid of uninvited guests?don’t let the BED BUGS bite!

ActiveGuard™ mattress liners kill bed bugs dead within 72 hours, even for those resistant strains studied! Be proactive and use ActiveGuard mattress liners as part of any bed bug treatment and control strategy – TheyKill Bed Bugs Dead!

hot tr ends

Chameleon Chairs, maker of the iconic, inno-vative and eco-friendly Chameleon

Chair® Collection (www.chame-leonchair.com), the industry’s leading special event chair design, has a bird’s eye view on what’s anticipated to be the hottest event planning looks for 2012. Chameleon has “seated” some of America’s biggest personalities (including Brad Pitt and Angelina Jolie, George Clooney and Meryl Streep) and also outfitted some of the industry’s most notable events, including the Academy Awards® Governor’s Ball, the Emmys, the Grammys and the Kardashian-Odom wedding.

According to Chameleon’s event stylists, what’s “in” for 2012?

• vintage is out, but the rus-tic chic look will be all the rage. Natural, traditional elements combined with local florals will underscore the return to the simple beauty of the basics!

• New colors will splash onto the event design stage. The combi-nation of deep gray and teal will be a “must feature” look, blended with earthy green and yellow hues (for a look of “go-solar” vibrance that reflects the tonality of the times).

• Inspired by the Royal Wedding, dining table and room décor themes will be marked by a touch of old world glamour high-

lighted by “make a statement” metallic shades, fine fabrics and linens, and bold sophistication.

• Individualism will also reign supreme at this year’s special events – serving up colors, textures and cre-ative thematics that reflect the hosts’ personality and the statement of the event in a unique way. The “free to be me” theme will lend itself to never before seen colors, designs and accessorizing, perfect for Chameleon Chairs which creates the most customized special event seating on the mar-ket. Chameleons feature unique designs inspired by global fashion and period art- influences from the exotic to the traditional.

For more content and inspira-tion for your readers, please visit www.chameleonchair.com or call 310-766-8100. We would be happy to arrange an interview with Chameleon’s Executive Designer to discuss other upcoming trends certain to grace this year’s table at some of America’s most notewor-thy occasions – and offer tips on how any creative party planner can create a unique and memorable look for their event.

Hot Design Trends for weddings, Corporate events and high end Parties

FRL_17-02.indd 15 4/16/12 11:17 AM


2012 Sine Die Report

Passed Defeated Issue Issues Overview

Destination Resort Casinos One of the most lobbied and controversial bills this legislative session. Would have allowed three mega-casinos to be built in South Florida.

Online Travel Companies This bill granted online travel companies (OTC) a special tax advantage, allowing them to pay taxes on the wholesale rate of a hotel room rather than the retail rate.

School Start Date The defeat of this bill was the direct result of FRLA members who participated in Tourism Day. The school start date will remain fourteen days prior to Labor Day.

Unemployment Compensation Tax Rate

Reduction

This taxation policy change will reduce the unemployment compensation tax increase by almost $50 per employee, saving employers $549 million over two years.

Current = $72.10 per employeeProposed increase = $171.00 per employeeFinal bill = $120.00 per employeeSavings = $50.00 per employee

Hospitality Education Program (HEP)

The HEP program helps the hospitality industry grow its work-force by producing a pool of certified and immediately employ-able workers with the proper skill set to be an asset to the industry.

$706.69

Visit Florida With FRLA as one of its biggest allies, Visit Florida received full funding for 2012. Visit Florida will continue to promote Florida as one of the top destination locations in the world.

$54 million

Advertising funds for tourism and marketing

The Florida and Restaurant & Lodging Association was awarded $2 million out of the H & R trust fund to work with Visit Florida to promote tourism using a intra state marketing campaign.

State Budget The budget was passed on time preventing extended session.

Guaranteed Higher Minimum Wage

A bold attempt by FRLA that would have allowed the option for an employer to choose an alternative method of paying tipped employees whereby the employer guarantees a wage, including tips, to equal at least 130% of the Florida Minimum Wage.

florida Restaurant & Lodging Association’s

2012 Legislative Scorecard

LeGisL at i v e neWs

FRL_17-02.indd 16 4/16/12 11:17 AM


Destination Resort Casinos: Died In Committee

The high-stakes battle over gambling in Florida was dealt its final blow for the 2012 legislative session. What was commonly referred to as “the gaming” or “destination resort casino” bill turned out to be one of the most controversial and lobbied bills this session.

SB 710 by Sen. Bogdanoff and HB 487 by Rep. Fresen were filed early in the session with strong support from major casino industry interests. Both pieces of legislation would have brought three vegas style casinos to South Florida, requiring a minimum investment of $2 billion in the development and construction of the resorts.

In addition to the three casinos, a new government agency would have been created to regulate all gambling throughout the state. The Division of Pari-mutuel Wagering would have been transferred from DBPR to the newly formed “Department of Gaming Control”.

The Florida Restaurant and lodging Association is joined by the Florida Chamber of Commerce, Florida Retail Federation, Attorney General Pam Bondi, CFO Jeff Atwater, and Agriculture Commissioner Adam Putnam in opposition to the expansion of gambling and the Destination Resort Casino bill.

Carol Dover, President and CEO of FRlA, along with Richard Turner, v.P. of Government Relations, spent countless hours in front of the media or at public gatherings discussing the negative impacts of this legislation. The biggest danger of this legislation was the cannibaliza-tion of existing hotels and restaurants, the competition for limited discretionary dollars spent by tourists, and the decades spent to create Florida’s family friendly image.

In the end, Florida’s family friendly image was saved. HB 487 was temporarily postponed by Rep. Fresen in its first committee appear-ance. SB 710 survived its first committee appearance, but was never heard by another sen-ate committee.

Online Travel Companies: Died In Committee

For several years now, competing hospital-ity interests have been at odds both in Florida and across the country over how taxes should be calculated on hotel rooms obtained over the internet. This issue has appeared before Florida legislators for the past several years and will likely appear again in 2013.

The dispute revolves around how hotel rooms that are sold through online travel companies (OTC’s) should be taxed. Internet companies such as Expedia, Travelocity, Priceline, and Orbitz currently pay taxes only on the wholesale rate (which is the rate they pay the hotel), rather than on the retail rate

(which is what is charged the customer).Hotels, who currently pay taxes at the retail

rate, argue that online travel companies have an unfair advantage over brick and mortar compa-nies. The Florida Association of Counties esti-mates that counties are losing $20 million a year in hotel tax revenue due to the discrepancy.

HB 1393 by Rep. Jason Brodeur and SB 1888 by Sen. Gardiner would not only have provided an unfair tax advantage to online travel companies, but would also deny local governments much needed tax revenue. FRlA extends a special Thank You to all of the many passionate hoteliers who took the time to travel to Tallahassee on several occasions to voice their opposition to HB 1393. Neither the House nor Senate bill was heard in committee.

School Start Date: Died In CommitteeEach year prior to 2006, many school dis-

tricts around the state began to push their school year start dates further into the month of August. The inevitable finally happened, one school district decided to start its school year in July. It was at this point that parents around the state started to complain and the hospitality industry started to notice a reduction in sales and booking.

In 2006, legislation was passed so the school year start date could not begin any sooner than fourteen days prior to labor Day. This was a compromise between parents, businesses, and educators. Educators claimed the need for addi-tional days to prepare students for exams and parents, and businesses were satisfied that if the school year start date was fixed so that it was a predictable constant in the future, both sides would be winners.

As the 2012 session began, HB 1243 by Rep. Metz and SB 1468 by Sen. Montford were introduced. Both bills would have given school districts the ability to set the school start date at practically anytime they please. On “Florida Tourism Day”, FRlA members had a chance to discuss their concerns with Sen. Montford. As a result, Sen. Montford amended his bill so that the school start date could not begin prior to August 15th. At the request of FRlA, Sen. Montford had the bill temporarily postponed at its first committee hearing. HB 1243 by Rep. Metz was never heard by a house committee.

FRlA wishes to thank Sen. Montford for all of the hours spent talking to FRlA members and our lobbying team. Sen. Montford was willing to get a better understanding of our concerns. Sen. Montford has proved to be a true friend of the hospitality industry.

Hospitality Education Program (HEP): funded $706,698

HEP was created in the early 1960’s with the primary goal of training all individuals and

businesses in the food service industry. The HEP program provides important workforce-related training and transition programs through Florida’s public school system to stu-dents interested in pursuing careers in the hospi-tality industry.

The dollars in the Trust fund are derived from a $10 license surcharge paid exclusively by Florida’s restaurant and lodging establishments for the sole purpose of funding this important program.

Approximately 21,000 students and 200 high schools participate in the HEP program. This program helps the hospitality industry grow its workforce by producing a pool of certified and immediately employable workers with the proper skill set to be an asset to the industry.

FRlA worked diligently with the governor and legislative leadership to continue to provide the funding necessary to recruit and train the hospitality leaders of tomorrow.

unemployment Compensation Tax Rate Reduction: Passed

For two years state lawmakers have pushed back significant hikes in the state’s unemploy-ment compensation taxes, however, businesses across the state are scheduled to get a sizable tax rate hike in 2012.

Florida’s trust fund began to deplete in 2009 by skyrocketing unemployment, causing Florida to borrow from the federal government. The taxable wage base was scheduled to increase from $7,000 to $8,500 in 2009, but business groups persuaded the legislature to delay an increase in the wage base for two years in hopes the economy would turn around and spark new hiring.

Unfortunately, Florida has endured sustained high levels of unemployment and 46,000 busi-nesses in Florida would have seen the minimum tax rate per worker jump from $72.10 per employee to $171.00 (minimum rate). The max-imum rate (high risk-experience) would have jumped from $378.00 to $459.00. Since 2009 Florida has been forced to borrow $2.4 billion from Washington to keep the trust fund solvent.

The current rate = $72.10 per employeeProposed increase = $171.00 per employeeFinal bill = $120.00 per employeeSavings = $50.00 per employee

The champion of the business communi-ties’ legislative initiative on this issue was Sen. Bogdanoff. Sen. Bogdanoff added an amendment to SB 1416 which will drop the taxable wage base for $8,500 to $8,000 and she extended the loan repayment period from the current 3 year payment schedule to a 5 year payment schedule. These two taxation policy changes will reduce the unemployment tax increase by nearly $50 per employee, saving employers $197.3 million in 2012 and $352.1 million in 2013.

FRL_17-02.indd 17 4/16/12 11:17 AM


Guaranteed Higher Minimum Wage: Died on the Calendar

Due to the numerous restaurant closures and the cry for help from our members, FRlA took a bold move this legislative session by introducing SB 2106 sponsored by the Senate Commerce and Tourism Committee, chaired by Sen. Detert.

In 2004, a constitutional amendment was adopted in Florida that immediately raised the minimum wage by $1 per hour and also provid-ed for annual increases in the Florida minimum wage, indexed to inflation.

Under the amendment, however, the Florida minimum wage differs from the federal model as applied to tipped employees. For tipped employees, the amendment permanently sets the tip credit at $3.02 per hour. So regardless of

how much an employee actually earns in tips, e.g., $10 per hour, $20 per hour, etc., the direct cash wage paid by the employer always goes up in lock step with the inflation increases in the Florida minimum wage.

At present, with a $7.67 per hour Florida minimum wage, this means employers must pay a tipped employee at least $4.65 per hour, regardless of how much the employee receives in tips. Again, this compares to only $2.13 per hour under the federal law, which prevails in most other states. This differential treatment is causing restaurants to reduce their Florida workforces and is leading to growing businesses refocusing their expansion plans to other states.

SB 2106 would have allowed the option for an employer to choose an alternative method of

paying tipped employees whereby the employer guarantees a wage, including tips, to equal at least 130% of the Florida minimum wage, which would currently equate to $9.98 per hour.

For employees who receive a relatively small amount of tips, the employer would end up paying a higher direct cash wage than would be required under the present law. For employees who receive a larger amount of tips, and who are therefore making considerably more than mini-mum wage, the employer would pay a smaller direct cash wage.

This change would allow restaurants to stabi-lize their economic positions, remain open, and continue to keep Florida’s number one industry and largest private employer afloat during these tough economic times.

Continued from Sine Die Report

Be certain to check out Capitol Dish on YouTube! Carol Dover, Richard Turner and FRLA Board Members spent some time in our Nation’s Capitol recently for the AH & LA Legislative Action Summit to become familiar with the pressing legislative issues facing the lodging industry. Go to: http://youtu.be/WPG5aj2n3Yc

Capitol Dish Live from washington, D.C.

FRLA staff and Florida hoteliers stop for a quick photo outside of Senator Marco Rubio’s office. Senator Rubio (R-Florida) met with the group to discuss different issues affecting the hospitality industry. He also wrote a letter on behalf of the hoteliers to the Department of Justice regarding the new ADA pool lift safety standards.

Richard Turner, FRLA VP-Government Relations and General Counsel was fea-tured on a panel for Online Booking Legislation at the 2012 AH&LA Legislative Action Summit.

in t he c a pitoL

FRL_17-02.indd 18 4/16/12 11:17 AM


empLoy ment

Governor Rick Scott announced at the end of January 2012 that Florida’s unemployment rate went down again in the last month of 2011 to 9.9 percent. A total of 5,100 new private-sector jobs were also added in December, solidifying Florida’s status

as one of the nation’s leaders in job creation last year. Since Governor Scott took office, the state’s unemploy-

ment rate has dropped 2.1 percentage points, from a high of 12 percent in December 2010, to the first single-digit unemployment rate in more than two-and-a-half years in December 2011.

“A good way to judge the direction of Florida’s economy is to look at the percent-age of people who were unemployed one year ago and now have jobs,” said Governor’s Scott. “Today that number is 2.1 percentage points lower than it was in 2010, meaning more of Florida’s families are finding jobs. It is my goal to give every Floridian who wants a job the opportunity to get to work.”

Since January 2011, more than 12 private sector jobs have been created for every public-sector job lost, and Florida businesses have created 141,500 private-sector jobs with an average of 12,800 jobs per month.

Florida’s unemployment Drops 2.1 Percentage Points

FRL_17-02.indd 19 4/16/12 11:17 AM


Restaurants nationwide are increasing sustainability efforts, cutting down on energy use and reducing their environmental impact as part of the ever-expanding “green movement”—the

socially responsible shift toward environmen-tally-friendly practices at home, at work and throughout the community.

Restaurants use about 5–7 times more energy per square foot than other commercial buildings, such as office buildings and retail stores. High volume quick-service restaurants (QSRs) may even use up to 10 times more energy per square foot than other commercial buildings.

This intensive energy use gives the foodser-vice industry a unique opportunity to signifi-cantly reduce our environmental impact by making modest energy-efficiency improvements.

What does it mean to be energy efficient? By cutting down on energy use, restaurants can improve their bottom line while demon-strating their commitment to the community and the environment.

Implementing environmentally-friendly practices does not have to be difficult process. Here are three easy ways to cut down on your establishment’s energy use and save money on your energy bill:

• Implement a start-up, shut-down schedule. Reduce your energy bill without spending a dime. Many times, appliances are turned on long before they are used and left on even after they are needed. Create guidelines to define when each appliance should be turned on and turned off. Make sure to include cooking and holding equipment, as well as restroom and outdoor lighting.

• Seal off unused areas. Seal off unused areas of your building and keep exterior doors closed to reduce the ener-gy used for heating and cooling costs. During cool weather, open window treatments and use the natural light to warm your establish-ment. Cool down during the warmer months by leaving the window treatments down.

• Install low-watt (or no-watt) exit signs.If your exit signs are more than six years old you could be missing out on serious energy savings. Just replacing six signs with current models can save thousands of dollars through-out their lifetime.

These energy efficiency initiatives are part of the more than 90 best practices featured in the National Restaurant Association’s ConSERvE Sustainability Education ProgramSM.

Other best practices focus on topics such as water conservation, waste reduction, and building and construction.

To find out more about ConSERvE and how it can benefit your operation, visit con-serve.restaurant.org.

Article courtesy of the National Restaurant Association’s ConSERVE Sustainability Education Program.

energy efficient Practices

Build Sales, Cut Costs

Gr een t ips

FRL_17-02.indd 20 4/16/12 11:17 AM


member ship beneFits

Every business uses natural gas differently, so choosing the right energy plan can be challenging.

The best way to manage ener-gy costs starts with having a rate plan aligned with your individ-ual energy goals. First, decide

what your energy goals are. Do you need to stay within a certain budget? Do you need flexibility in case of changes in your business? Are you just looking to pay a little less than you do now?

If you use your utility for natural gas supply, you have a variable rate—that is, the rate per therm changes each month. If you want a dif-ferent kind of rate, your utility allows you to choose an alternate supplier.

The utility still delivers your gas, reads your meter, and performs all the same services as before, but a separate supplier can give you more customized rate plans.

Take a look at some common options:

Variable Rate: Though your utility already offers you a variable rate, it’s worth looking into the variable rates that suppliers can offer.

That’s because variable rates through suppliers are often constructed as a specific formula based on market activity. For example, you may choose a rate of “market settle price plus $0.18/therm.”

If you choose this rate, you still won’t be able to predict what the price per therm will be from month to month. However, you always know how your rate will be calculated, and the $0.18/therm provides some consistency in your rate.

Utilities on the other hand often have more complex factors involved in setting the final price per therm, so your rate may not be a reflection of the market.

In addition, alternate suppliers are often able to provide variable rates with a lower price per therm than your utility.

fixed Rate: This option allows you to lock in a specific price per therm. This doesn’t mean that your final bill is the same amount each month, but it means that the price per unit doesn’t change for the time period you choose.

This plan doesn’t guarantee savings—wheth-er the market goes up or whether the market goes down, you keep the same price per therm.

However, it is an excellent budgeting tool, and the cost of your gas will only change with your usage.

Choosing your Natural Gas Plan

You can lock in a fixed rate for just a couple of months or for several years, but don’t commit to a time period you might not honor. Since suppliers can offer fixed rates only through buy-ing the gas in advance, these rates frequently have fees for cancelling the agreement early.

Some businesses have had great success with choosing a fixed rate for only part of the year. For example, if your highest bills are in the winter time, you might choose a fixed rate just for your winter months. Choosing a rate you know you can afford is a good way to budget your winter bills.

If you can commit to a longer term, you might choose a long-term fixed rate to be sure to stay within your budget. Natural gas prices are the lowest they have been in several years, so a long-term plan might be a great way to ensure having a rate that works for your business.

Partial fixed Rates: Fixed rates and vari-able rates have different advantages, so perhaps you’re not sure which plan you want.

Some suppliers give you the option to put part of your usage on a variable rate and part of it on a fixed rate. That way, whether the market goes up or down, you know you have some of your usage on the lowest possible rate.

This kind of energy management used to be available only to large–scale customers such as utilities, but today most commercial customers can manage their energy the same way.

Once you’ve selected one of these options for managing your energy, you’ll also need to choose a supplier.

If you decide to compare rates from different suppliers, make sure you compare apples-to-apples prices. Suppliers might present their rates differently than your utility does, so make sure you know what is included in an invoice.

Additionally, call the supplier’s customer service number. Does a representative answer promptly? Is the representative attentive and helpful? Find out how long the company has been in business. Ask for testimonials from other customers.

Choosing a supplier you’re comfortable with will make energy management more seamless for you in the long run. An energy plan that fits your business goals can be a great platform for the continued success of your business.

Article courtesy Infinite Energy. Infinite Energy, Inc. is Florida’s largest independent natural gas provider, serving Florida’s restaurants and hotels for over 10 years.

FRL_17-02.indd 21 4/16/12 11:17 AM


FRL_17-02.indd 22 4/16/12 11:17 AM


Jack, please tell our readers the history of Tropical Acres.

The Restaurant was opened 1949 by our mother’s cousin. He operated it successfully from 1949 to 1964. In 1964, the Restaurant experienced a fire and, he wasn’t going to rebuild. It was at that time that our father stepped in and got involved as a partner.

My sister and I grew up in the “family business”.

Tropical Acres has been a destination for restaurant-goers for how many years?

Tropical Acres Steakhouse, owned and oper-ated by the same family since 1949, has just celebrated its 63rd anniversary.

What is Tropical Acres’ business philosophy?

Our philosophy has always been to give the customer the most value for their dollar. We know we’ve given more food value, but value is a lot more than menu price. It is the way you are greeted and treated; it’s the quality of your din-ing experience; and it’s the little extra courtesies that make dining out a special occasion.

Dining out is more than just a meal, and we’ve strived for years to make it a very pleasant experience for our guests. Serving the best food at sensible prices in a friendly, caring atmo-sphere is what we do best, and we believe this is what keeps our guests coming back.

Please describe your menu concept.Steakhouse and Seafood Restaurant.

I understand you are renovating after a recent fire. Please explain to readers the ups and downs of this situation.

The restaurant experienced a fire on August 31, 2011. There was substantial damage to the kitchen, bakery, laundry and storerooms, approximately 5,000 square feet. Most of the equipment was lost due to heat damage and / or water damage, and that was just the beginning of the nightmare.

Many of us, staff and family members, grew up in the restaurant. Everyone was emotional about the damage the fire caused, but we all proceeded to assist with the clean-up. The loy-alty and kindness of our staff, as well as that of the community and our customers, was the up side to this roller-coaster ride.

One of the most difficult things to deal with, for all of us, was waiting for things to begin on the renovation. No one had the sense of urgency that we had. Just after the fire, the insurance company roped off the area for twenty days. The company decided to take legal action against the manufacturer of the equipment that was believed to have started the fire. Then the engineers were called in: structural, mechanical and electrical.

They were authorized and required by the insurance company. They took approximately five weeks to complete their reports. The work by the engineers had to be done to determine the integrity of the building and this had to be com-pleted before re-build plans could begin. During this time, we (our staff and some outside contrac-tors), aggressively cleaned, conducted demolition as needed, repaired what we could, and tried to eliminate the smoke odor and make some remod-eling progress.

Earlier this spring, FR&L Magazine Editor Susie McKinley had an opportunity to visit with the folks from Tropical Acres Steakhouse as the iconic restaurant recovers from a devastating 2011 fire. Jack Studiale and his sister, Carolyn, are the owners of Tropical Acres.

FRL_17-02.indd 23 4/16/12 11:17 AM


Re-build plans were well under way: roof, walls, electric, plumbing, wall and floor fin-ishes, equipment selection and layout, sprin-kler system, etc. We submitted plans around November 22, 2011. As usual there were some comments for revisions of our plans. We were finally permitted on December 22, 2011.

Before that date, we purchased most of the material and equipment necessary to expedite the process. While we always look forward to the Holidays, this year they delayed our progress somewhat.

Real work began December 28th. Much of our staff was still on-site doing whatever was asked. Tommy, my Bartender, became quite the landscaper. Christie, our Hostess, cleaned, painted, sanded and asked for nothing. Sandy, our Head Server, was just a phone call away.

Ginette set up an office and assisted many of the staff in collecting unemployment. Jackson, our Assistant Manager, set tile, and Monty helped the electrician. Bill dug trenches for the plumber; Francie was everywhere. Tina and Celia were helpful as well, cleaning and more cleaning. Jorge and Antoine worked every day doing whatever we needed, from spackling to painting to more cleaning, and Jean gave us his carpentry skills. Fifteen to twenty more folks assisted whenever necessary and wherever needed. I can go on and on.

As tragic as this event was, much good came from it. It enabled 60 individuals to become one. My son, Joe Studiale, and nephew, Michael Greenlaw, both managers, now have a new res-taurant with 63 years of history. My sister and co-owner, Carolyn Greenlaw, and I can soon

rest easier about the well-being of our extended family. Foremost, this nightmare has brought out the best in man; it has clarified real loyalty amongst our staff and friends.

As a side note, we held a staff meeting in late February 2012 to talk about the newly renovat-ed restaurant, and we are happy to report that 61 of our 62 original employees have returned to Tropical Acres. The one employee who is not returning offered to assist when needed!

Did you feel like FRLA was there to support you during and after the fire?

FRlA, particularly lynne Hernandez, was with us every step of the way. They offered to do a fundraiser for staff, and even offered to assist in finding temporary employment for

them. It was great to know that FRlA was there if we needed them.

Have your employees been critical to the renovation?

The Staff have welcomed the renovation. They have had some great ideas. In the daily operation of the restaurant, we listen to them all of the time. They are a wealth information and feedback.

How do you keep your menu fresh and interesting to returning guests?

We keep the menu interesting with daily specials. Some of these may be added to the menu judged by their appeal to guests. Chefs have much input on our menu. We are very open to new food trends. It’s a balancing act between being everything to everyone and still having a controllable menu / food cost

What is your most popular dish?Our most popular dish will have to be the

Filet Mignon for its quality, flavor, price and presentation.

What is your most popular cocktail?Our most popular would be the mar-

tini, although Tommy, our Bartender / landscaper, is currently working on some new cocktails. We will wait and see what happens.

Have you seen the tastes of your guests change over the years?

We have not seen tastes change very much. We offer guests what they want i.e. great food, served by a professional staff, in a com-fortable atmosphere and at a fair price. In a nutshell that is the equation.

secr ets oF sUcce ss

FRL_17-02.indd 24 4/16/12 11:17 AM


Do you think your web page is beneficial to your business?

Yes. We strive to keep it updated. like the restrooms, it is a reflection of the business.

What drives “traffic” to Tropical Acres most effectively?

Much of the traffic comes from locals, who are steady loyal and discerning. Our good relation-ships with nearby hotels bring in visitors, which are a great source of additional customers, but we need to keep in mind they may dine with us once or twice and then move on. The Internet has become a great way to acquire new patrons. I have always said. “Come in once, and if we do our job right, we have made a customer.”

Do you host a lot of special events or weddings?

Banquets and special events have become a big part of our business. Sizes range from 20 to 300 attendees. We host all kinds of events on and off premise. So much so that recently we found it necessary to have a Banquet Manager.

What is the most important thing you emphasize to staff about your

customers?Treat your customer the way you want to

be treated when you are out. Establish a great rapport or some connection, if THEY are so inclined. Anticipate their needs. Make them your “call party.”

What do you think is critical to your employee training?

Give employees all of the information they need to do their job. Do not assume they know it.

How do you reduce employee turnover?

Remember, every-one is equal, YES, everyone is equal just with different job descriptions. That goes from owner to busboy. Be fair to all and respect each member of your staff; they (most) will respond the same way.

What is your tip to staying in business for such a long time?

Stay on the job. You cannot do it long-dis-tance. You need to be there and feel the pulse of it. Your customers want to see and talk to you, as does your staff.

We’ve seen many changes and grown with the years. Our strong commitment to maintain quality and prices has enabled us to withstand the economic ups and downs faced by many restaurants in South Florida.

FRL_17-02.indd 25 4/16/12 11:17 AM


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cock ta iL s

The Breakers Resort in Palm Beach is on the “cutting edge” of cock-tail creativity using garnishes. Master sommeliers, expert mixolo-gists and award-winning chefs have fused their creative talents to deliver classic, spirit-based drinks with an exciting culinary twist: garnishes of distinction featuring artisanal fresh and local ingre-dients – brandy-soaked cherries, candied oranges, niçoise olives, tomolives, tomatillo; infused salts such as tequila lime salt; hand-

crafted simple syrups made with fresh local honey, sugar and water; house-made carda-mom and hibiscus syrups, edible hibiscus f lowers, house-made canton ginger pearls (crafted using a spherification technique); togarashi salt (based on this Japanese chili pepper blend), roasted coconut dust, shiso leaves; and edible ruby and diamond luster.

The Breakers’ refreshing new take on the standard garnish tray adds an adventur-ous dimension to the cocktail renaissance of recent years. Garnishes are no longer an afterthought but one of the best parts of the drink!

Raising the BarsIn Palm Beach

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FRL_17-02.indd 27 4/16/12 11:17 AM


W ine t ips

Chardonnay is the number one style of wine sold in America, and it has been for decades. However, if you make selections for a white wine list, don’t for-get the expanding sector

represented by Sauvignon Blanc. Sauvignon Blanc wines are crisp, light, and easily acces-sible with fruit f lavors varying from citrus, to lemongrass, to gooseberry. They are versatile when it comes to food. And depending on where in the world the vines grow, this grape will reveal the special qualities of the land it’s grown in such as f lint, chalk, or herb. It is truly a noble grape, a parent of cabernet sau-vignon, and worthy of its star status.

Robert Mondavi started our Sauvignon Blanc zeal when he renamed his dusty, unsold bottles Fume Blanc. Once the public started drink-ing the refreshing wine, the historically French grape found its way on to the American table. Sauvignon Blanc is easily drinkable. It has a passing effervescence and an enjoyable acidity and fruitiness. It is easy to pair with food, is relatively inexpensive, and can be found in a spectrum of styles. Today, skilled vintners dem-onstrate their mastery of Sauvignon Blanc in many regions around the world. Standout wines come from loire valley, France; South Africa; New Zealand; Chile; Washington State; and California.

In dollar sales, Sauvignon Blanc remains ahead of the trendy Muscat grape, but that may change in 2012 as entry level wine drinkers buy Muscato as the next big thing. Still, with $422 million in 2011 sales, Sauvignon Blanc holds its own (Nielsen Company). In fact, the international bev-erage trade paper The Drinks Business reports that Sauvignon Blanc is now the top selling wine varietal in the UK, joining and eclipsing Chardonnay and Pinot Grigio respectively (8th, February, 2012). For any business catering to European visitors, this is a hard statistic to ignore.

Hopefully, Sauvignon Blanc’s popularity is not part of a passing fad, only attributable to a fickle American palate; instead, to more and more wine drinkers discovering its delicious nature. In any case, what follows is a tour of affordable and representative Sauvignon Blanc wines.

from Loire Valley, france• Sancerre,ChristianSalmon,2010,

CuveeVieillesVignesAlfioMoriconiSelection.Under $20.00. Medium body with an earthy and herby nose. Taste of grasses and straw, then star fruit and pear. long finish. Serve with mus-sels, grilled seafood.

• Pouilly-Fume,2010JocelyneMassiot,LaBouchot,Pouilly-Sur-Loire,France. Under $20.00. Medium body with a complex nose of lemon, citrus and lychee. light flavor of citrus, searching for mineral background notes. Mild finish. Serve with goat cheese and herbed salad.

from South Africa• Indaba,2010,WesternCape.

Under$10.00Thin bodied, with a grassy nose, taste is varietally correct but simple. Perfect for a day at the beach.

• GrahamBeck,2011,CoastalRegion. Under $15.00. light body, with a lemongrass flavor and a tart lemon citrus presence that lasts. Nice with figs and wheat cracker, or with poultry.

from New Zealand•VillaMaria,2011,“PrivateBin”,MarlboroughRegion. Under $15.00. A clean light bodied Sauvignon Blanc with pineapple and passion fruit on the nose. It tastes of grapefruit, citrus, and gooseberry, with a repeat of the passion fruit. Serve with grilled seafood, seared scallops, and vinaigrette salads.

•Kemblefield,2011,“TheVista”MarlboroughRegion.Under $10.00. Crisp wine with an earthy nose that hints of grass and even green pepper. Then it delivers a pleasant and beauti-ful apple, pear, and passion fruit taste that lasted. very enjoyable.

•KimCrawford,2010,MarlboroughRegion. Under $20.00. A medium bodied wine with herb and grass on the nose. The taste is a very good grapefruit and pineapple. Serve with poultry, goat cheese, brie and almonds.

from Chile• LaPlaya,2011,CuricoValley, Under $8.00. Thin bodied wine with light pear notes on the nose. The flavor is citrusy with grape-

fruit and lemon. The finish is elusive and quick. Enjoy this wine with friends on a boat on a hot summer day.

from Washington State•ChateauSteMichelle,2010,ColumbiaValley.Under $10.00. Medium bodied wine with complex nose of honey-dew, and tropical fruits. The citrus flavors transition into herbal notes as the finish lasts a long pleasing time.

Napa Valley, California•GrgichHills,2008,“EstateGrown”FumeBlanc. Under $25.00. Medium body with citrus nose, pear, lemon and grapefruit. The flavor begins with spice then gives you tropical flavors plus the flavors in the bouquet. Serve with a

seafood or poultry that has a cream sauce, or with a mixed seafood salad.• Abbeyville,2010,FumeBlanc. Under $15.00.

The nose gives a hint of caramel then slips to vanilla. This is your first hint that these grapes spent time in oak. There are some grassy notes, so the vintner didn’t overdo it. The taste is a beautiful apple and pear with white currents. Serve with roast chicken, goat cheese, grilled vegetables, or just drink it because it’s really good.

• CliffLede,2010.Under$25.00. Excellent wine, medium bodied with an enjoyable nose of lemon and citrus. The taste is complex with yuzu, lemongrass and coriander which lasts beautifully. Enjoy this with sautéed snapper, grilled shrimp, roasted poultry, calamari, or a baby green salad.

Chef T. Steven Dick is Chef/Owner of Kitchen Savant, Inc. and maker of Mangrove Island® Salad Dressings.

Don’t Count Out

Sauvignon BlancBY CHEF T. STEvEN DICK

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W ine neWs

R ichard Gonzmart, fourth generation founding family member of Florida’s oldest restaurant,TheColumbia, has combined his love for wine, education and the University of South Florida

Bulls to create a private label wine called RG, based on his initials.

A portion of sales profits from the three RG wines will benefit USF Athletics so that Bulls student athletes may enjoy some of the top athletic train-ing and sports facilities across the nation, and will also offer other students and fans the opportunity to enjoy a collegiate athletic contest at the highest level pos-sible on campus.

A portion of RG wine sale profits will also benefit USF’s latino Scholarship Fund where Gonzmart has established the Columbia Centennial Scholarship to assist financially challenged, but academically excellent latino students. Currently, there are three minority stu-dents attending USF on full scholarships under this endowment.

After a trip to the wine-rich Uco valley in Mendoza, Argentina, Gonzmart visited with friend José Manuel Ortega, owner of the world-class winery O. Fournier to select these private label wines.

RG white wines will include Sauvignon Blanc and Chardonnay, and a

red wine will be offered in Malbec Tempranillo.These three wines will be served in all seven

Columbia locations in Florida, and also sold in gift shops adjacent to the Columbia in Tampa’s Ybor City and in Sarasota on St. Armands Circle.

Gonzmart is proud to add these private label wines to the extensive wine collection offered at

The Columbia Restaurant in Ybor City. The 240-plus page wine list of the Columbia has been recognized by many of Spain’s leading winemakers, including Miguel Torres of Torres and Pablo Álvarez of vega Sicilia, as having the most complete and the world’s best collection in the world of wines from Spain. The Columbia’s wine list contains more than 1,056 wines with

an inventory exceeding 50,000 bottles. The collection also contains a large selec-tion of verietals from some of California’s leading family-owned wineries.

The Columbia Restaurant was found-ed in 1905 in Ybor City, and is Florida’s oldest restaurant. Additional locations include St. Armands Circle in Sarasota, the Historic District in St. Augustine, The Pier in Downtown St. Petersburg, Sand Key on Clearwater Beach, Central Florida’s town of Celebration and the Columbia Café on the Riverwalk in Tampa. All Columbia Restaurants are owned and operated by fourth and fifth generation members of the founding family. Please see www.columbiarestau-rant.com for more information.

The label artwork is a watercolor rendition of an original photo captured when Gonzmart was in Pamplona, Spain running in the legendary San Fermín Running of the Bulls in 2007. It marked the second time he attended and ran in this annual festival. He was accompa-nied by fellow USF Iron Bull Athletic Boosters.

The Columbia, Florida’s Oldest Restaurant Creates

New Private Label WinesBenefit Athletics and education at uSF

Pina Colada over Rocks is coming back into style! The traditional Pina Colada is being requested more and more by folks that want to relax with

a tried and true cocktail. Bar staff are mix-ing the traditional with a twist of Strawberry, Mango and Passion Fruit, to add a little color, and more importantly, a taste that will ignite your pallet. A splash of Strawberry, Passion Fruit or hint of Mango just gives the Pina Colada a unique f lavor that is second to none!

The Miami vice – blended Strawberry mixed with Pina Colada and a splash of rum – is so incredibly popular across South Florida, hav-ing the drink over rocks instead of blended is a

simple alternative to an old time favorite.

Pina Colada Rocks Recipe• 16-ounce glass filled with ice• Pour 6 ounces of Island Oasis Pina Colada

over ice• Add 2 ounces of rum and 1 ounce of water• Tumble twice and serve

Strawberry, Passion, or Mango Pina Colada Rocks Recipe

• 16-ounce glass filled with ice• Pour 4 ounces of Island Oasis Pina Colada

over the ice• Then pour 2 ounces of Island Oasis

Strawberry, Passion Fruit or Mango on top• Add 2 ounces of Rum and 1 ounce of water.

The drink looks very nice when you build it as described. We recommend stirring the contents before taking a sip.

Jeff Wattigny is Florida Regional Manager for Island Oasis.

Pina Colada Over Rocks is Back In Style!BY JEFF WATTIGNY

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br eW inG

To celebrate FR&L Magazine’s 2012 Beverage Edition, Editor Susie McKinley inter-viewed Senior Trade Brewer Ryan Johnson, with Tenth and Blake Beer Company in order to discus new directions

and trends in craft-style beer.Initially trained as a brewer/restaurant man-

ager/sous chef, Ryan Johnson quickly switched the focus of his skills in distinguishing and managing flavor to the beer industry, where he has worked ever since. Ryan’s current position allows him to pursue all aspects of flavor, food, and pairings internally within Tenth and Blake Beer Company and throughout the industry. Ryan studied biopsychology and fermentation sciences in college and honed his beer knowl-edge with the Siebel Institute of Technology and the Institute for Brewing Technology & Distilling. He also earned the Certified Cicerone recognition, served as a Microbrewery Consultant and developed a complete Advanced Beer Training program for MillerCoors.

Ryan, your job sounds like a lot of fun! Please tell our readers about your Cicerone designation.

The Cicerone designation is an independent examination and now an industry standard for knowing beer service at a professional level. It is a certification program to designate individuals who have a deep understanding of beer styles, pairing with food and brewing processes.

What is “Craft Beer”?Now that is difficult to answer. Brewing is a

craft. The Brewers’ Association notes it as a beer of which 6,000,000 barrels or less has been pro-duced annually. Interestingly enough, due to the popularity of Craft Beer, many labels are running into becoming more of a “big brewery” beer due to a higher barrel production. Blue Moon and Sam Adams are examples that come to mind.

Do you consider Craft Beer a “Hot” trend?

Absolutely. The first time Craft Beer really became popular was in the mid to late 1990s. Right now, we are in the second resurgence of Craft Beer. This trend is fueled by a generation who are in their early 20’s.

These drinkers want answers about what makes the beer. They enjoy each beer, and they enjoy knowing what makes every beer different.

What is the appeal of Craft Beer?Crafting beer is an art. There are more than 100

styles of beer, depending on who you ask. Drinkers enjoy the many styles and flavors of Craft Beer. There are so many options to choose from.

Can you tell our readers about beer and food pairings?

First of all, pairing beer and food really depends on the occasion in which you enjoy it. It’s all about the occasion. Everyone’s perception of enjoyment is so different.

Beer pairings should always allow the food and the beer to shine. If you aren’t careful, beer can hide the flavor of the food.

As you know, beer ranges in color from a lighter, golden beer to a dark brown or black. This is due to the Maillard browning reaction. This process is the browning of food carbohy-drate and proteins. Caramelization of food is another browning reaction.

Because we cook beer like food, the flavor molecules of a beer’s ingredients change dur-ing the cooking process to create similar flavor molecules.

An easy of rule of thumb is to match the color of the cooked meat to the color of the beer.

Thai food and Indian food are great with a variety of beers. Both are nice with a Belgian Blonde and a bigger Golden lager, as well as with India Pale Ales (IPAs). Indian food is beau-tifully aromatic as are many beers. Aroma plays a role in both food and beer.

Cheeseburgers and hamburgers are great with any amber colored beer.

Fruit or chocolate beers are fantastic with a chocolate dessert or a piece of cheesecake.

There is nothing like a chocolate dessert with a chocolate or coffee influenced malty porter or stout. Drinking a Frambois beer with anything chocolate will blow your mind.

Beer really should own dessert.

How can Craft Beer benefit the “bottom-line” in a restaurant?

Craft Beer can contribute to a restaurant’s bottom line in many ways. Craft Beer can create another avenue for pairing with food. A person may fatigue from drinking wine, but with over 100 different styles of beer, there are many opportunities for enjoyment.

If a restaurant has a private dining space, it may be beneficial to host a “Craft Beer Dinner”. I have done over 500 beer and food events in six years. So many restaurants and gastro-pubs offer over 100 different beers! People are really digging the Craft Beer movement.

A guest can drink more than one type of beer during a meal which also adds to the enjoyment of the meal. While there are several “big beers” with high-alcohol content, there are so many with an alcohol content of 5% or less.

High-end big bottle format beers can be profitable as well.

Are there any new Craft Beer trends that you’d like to recommend to readers?

Find flavors that you like and explore those. Cutting edge folks are getting into barrel-aging using various bacteria, as well as yeast, to create unique tastes. There is no limit to the level of exploration in brewing that is happening now.

Belgian Sour, Flanders Reds and Flanders Browns are being used as ingredients in food items such as salad dressings. lambics are becoming popular despite the possibility of being intimidating to new beer drinkers.

There are at least 12 different glasses developed for drinking beer. Which do you find effective and multi-purposed?

Now this answer really depends on your level of beer “geekness.”

I really enjoy a snifter. If they are good enough for beer judges, they are good enough for me. Most beers can be served in a snifter for the best sensory experience.

For most lagers a tall and thin glass that starts to open at the top is perfect. For ales, the bigger the ale, the stouter, smaller and more bul-bous is recommended.

Glass shape does matter when drinking beer. Restaurants will not usually pour wine into a “rocks” glass. The same policy should go for beer. It can be as flavorful as wine.

Craft BeerINTERvIEW WITH SENIOR TRADE BREWER RYAN JOHNSON Ryan Johnson

FRL_17-02.indd 30 4/16/12 11:17 AM


ba rtendinG

The resurgence and the revi-talization of the cocktail is well documented and undis-putable. “Fresh”, “Herbal”, “Hand-Crafted”, “Artisan”, “Classic”, and “House-Made” are just a few of the descrip-

tors we see on drink menus these days. It seems the days of asking bartenders to be

bottle flippers and to blow fire balls across the bar has somewhat passed. Now bartenders are being asked to be more of a “liquid chef”. They are being asked to bring back the art of mak-ing true cocktails, to bring back the purity, the romance, and the mystique of cocktails that are being developed by renowned mixologists from all over the country.

The question is…. are you expecting too much from your bartenders? let’s face it, most of them were hired because of their ability to wait tables or tell jokes. Maybe it was their dedication, or their tenure, or that they helped out with inventory, perhaps it was their gender. Is it fair that you continually change their job description, expect them to adapt to all your new programming and then are shocked when / or if the drinks are not being made properly? Is it his or her fault?

I can tell you, as a consultant and a person that has opened well over 50 restaurants, includ-ing casinos, cruise lines, hotels, etc… that a bar-tender will be as good as the training that she or he has received.

Recently I did a training seminar for an upscale restaurant group who has enjoyed much success and has received much recognition. We were rolling out a new beverage program. The inconsistencies and differentials in bartending styles between the bartenders were frightening. Something as simple as a rum and coke was being debated. One bartender had his own idea on how it should be made as the bartender sit-ting next to him had totally different thoughts (we’re talking about a rum and coke!). During the same seminar there was a debate on how to muddle a mojito… again, each bartender had different thoughts on how it should be made.

It is often assumed that because they are “bartenders” that they know and / or under-stand the art of making drinks. This assump-tion could not be less true. Just as a short order cook is not a chef, a person that pours drinks is not necessarily a bartender (if that were the case we’d all be bartenders).

Bartenders are given new recipes and asked

to consistently recreate them. The drinks may be as simple as a rum and coke, but still need to be trained. Bartenders need to be trained… they need systems, checklists, manage-ment, etc… just as if they were your new sous chef. For example, a chef in your kitchen has a menu of 60 food offerings -- entrée’s, sides, soups, etc; A bartender has a menu of 20 specialty drinks and 100,000+ other drinks: Sex on the Beach, Mai Tai, Midori Sour, Cosmopolitan, Gibson, Goombay Smash, Planter’s Punch, Kami-Kazi, Cement Mixer, Purple Hooter, Paloma, Mint Julep, just to name a few. Who is testing your bar staff to be certain that these are all being made the same, or more impor-tantly, correct? Or that the bar staff even knows what a Paloma is?

Challenge your bartenders. Pour test them daily if you free pour. Ask each to make one of your signature drinks and make sure they are consistent with one another. Find ways to improve their skills and their techniques through books, videos or hands-on training. Some of these techniques involve muddling, infusing of liquors and syrups, double straining, zesting, fruit cutting / knife skills, etc. These can and / or should be used as positive motiva-tional tools. For example, the best pour test for the week gets a movie gift card, or gets out of bar clean-up, or gets to write his or her sched-ule for that week. There are numerous ways to motivate your staff while training them at the same time.

If creating a beverage culture is the main goal, then you need beverage-related minds.

Determine your beverage percentage goals and work towards them. For example, if your goal is to have a 30% beverage mix then 30% of your time needs to be dedicated to beverage. Thirty percent then translates to 20 minutes of every hour, nearly 2.5 hours a day, 12 hours a week, 50 hours a month…. that means going behind the bar, testing the bartenders, creating new sys-tems, bar clean-ups, training, development, and the list goes on.

This is a very exciting time in beverage. The art of mixing and developing cocktails and the art of bartending are back and will be here for some time to come. Take advantage of this opportunity and ride the wave. Be creative, be diligent and train those that affect your bottom line.

Michael Bombard “Bumby” is a Partner with Straight Up Solutions, LLC.

You Can’t ExpectDon’t Train

BY: MICHAEl BUMBY

What You

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The Florida Department of Agriculture and Consumer Services, Bureau of Seafood Marketing and the Florida Restaurant & lodging Association have partnered on to raise Gulf Seafood safety awareness. A new, interactive web

based video has been created to help anyone in the restaurant indus-try answer questions from the public regarding the safety of Florida seafood. The video takes approximately 20 minutes to view and is designed for wait staff and chefs in restaurants across Florida. The video is online, free to any user, and requires no registration or log-in.

Protect Florida jobs and fresh Florida seafood, and train your staff with this tool today!

Toaccessthisinnovativeeducationaltool,pleasevisit:www.servewithconfidence.com.

Heartland Payment Systems, one of the nation’s largest payments processors, launched a targeted recruitment and awareness building campaign (www.heartlandtallahassee.com) focused exclusively in

the Tallahassee, Florida, marketplace. This Spring, Heartland invested in print, transit, television and radio advertisements, billboards, digital marketing, social media, public relations and more in an effort to help recruit, hire and build its local sales force, as well as to educate local merchants about the company’s core services.

At the heart of this campaign has been Heartland’s goal to bring employment opportunities to qualified sales professionals in the Tallahassee marketplace, which has been burdened with a greater than eight percent unemployment rate the past two years (per U.S. Department of labor).

“As Heartland continues to expand, we’re targeting specific markets that we believe have superior growth potential in terms of a highly educated workforce, a vast assortment of merchants, broad state business and more,” said Heidi Goff, Heartland’s chief marketing officer. “Tallahassee met these criteria while representing an opportunity for the company to increase its employee base, roster of merchants and business in various other niche market segments such as government and education.”

Heartland Kicks Off Tallahassee Recruitment and Awareness Campaign

indUstry neWs

wait Staff Seafood Safety Training

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Does your restaurant serve the best Chicken Parmesan in town? People can’t stop talking about your gelato? Well there’s a good chance your dishes are on Foodspotting,

Oink, and Instagram. If you pair that natural publicity with an irresistible social strategy, the customers will come to you.

You’ve seen Facebook and Twitter blow up over the last few years. Social dining is the next trend in restaurant marketing, and these two are just the beginning. Mobile applications and net-works have recently taken off in the restaurant and hospitality industry, so here is a run-down on these social mobile applications, and how they can leverage word-of-mouth recommenda-tions for your potential customers.

Take for instance the magnitude of these apps. Foodspotting had over 650,000 users on the iPhone alone at the beginning of 2011. It has since been released to the Android plat-form, more than doubling its potential. Oink hit 150,000 downloads in a little more than a month and is just getting started – it’s backed by Kevin Rose, whose track record for found-ing Digg precedes him. Not to be outdone, Instagram’s user base grew from 100,000 to 12 million over the course of the last year.

So while you may be on Facebook and Twitter, there are a number of other targeted social networks and mobile applications that can grow your business right now.

foodspotting Foodspotting

is a location-based dish discovery app. What does that mean? For example, Ann lives in Orlando, and she’s in the mood for pizza. She can pull up Foodspotting on her phone and search for pizza. Since the app is location-based, it automatically knows her proximity to local restaurants. Her search will bring back delicious pictures of nearby pizza

submitted by other Foodspotters in the area. Once clicked, each picture entry gives Ann the location of the restaurant and other recommen-dations for that restaurant.

The app also has a social aspect. Each user can create a profile with a picture that tracks their Foodspottings, lets other users follow them and their food finds, and ranks them by ‘Reputation.’ A particular user boosts their reputation by posting dishes and getting people to click “Want it!” or “Recommend It” when viewing their posts. The ‘Reputation’ ranking helps establish users as credible food critics in their community, and thus have more users fol-lowing them.

Encouraging Influential foodspotters to Post Your Delicious Dishes

1. Encourage patrons to pho-tograph dishes and drinks with Foodspotting and share the photos on social media pages (Facebook, Twitter, Foursquare and Flickr).

2. Offer incen-tives to encourage customer sharing, such as half-off dessert or a coupon for a next visit.

3. Post photos of your most popular or new-est dishes to attract prospective customers.

4. Create an online Foodspotting menu guide featuring top menu options, and offer a reward to loyal customers who order featured selections. Alternatively, your restaurant could end up on someone else’s guide.

OinkA lot like Foodspotting, Oink lets its users

rank the objects inside a business rather than a business itself, but this app is specific to the iPhone. While Foodspotting uses an approval system, Oink allows for positive and negative ratings. Oink works for just about anything, from dishes in a restaurant to roller coasters in a theme park. The scope is broader, so you might expect this app to become more mainstream. In addition to ratings, Oink users can leave a brief review that they can share to bigger audiences

on Facebook, Twitter, or Foursquare. Oink is social too, and the more a user posts

and rates reliably, the larger following they’ll gain. Oink’s term for it is “Cred”, and it could mean a big increase in business if your specialty course gets a good Oink from someone with good “Cred”!

So when your servers ask “how is every-thing?” and hear a great response, have them invite the table to Oink their entrées.

Improving your Business Position on Oink

1. Encourage patrons to post their meals on Oink and share to social media pages.

2. In exchange for the Oink, offer a coupon or 10% off of the bill for that meal.

3. Reward top “Cred” builders for your res-taurant with discounts or public recognition on social media channels.

4. Patrons often ask servers for their favorites when they’re having trouble deciding. Source internally and have your staff post these favor-ites on Oink.

InstagramSeen any Facebook posts from Instagram?

This app is all about photos, and naturally food fits right into that. Instagram is based on cam-era phones and sharing. Upon seeing the lush salad you bring to their plate, an Instagram user could pull out a phone, snap a photo, and share it with friends along with a brief mes-sage. This app works through geolocation as well, and is only available on the iPhone.

soci a L medi a

Next Generation of Social Mobile Apps for the Restaurant IndustryBY ERIC RANDAZZO

FRL_17-02.indd 33 4/16/12 11:17 AM


Picturing Your Brand on Instagram1. Create a username, write a brief bio for your restaurant, and link

to the website.2. Start taking artsy pictures of your dishes, and make sure they

look their best!3. Respond to comments on your pictures and comment on others’

pictures of your food to drive engagement.4. Create a hashtag theme for your #deliciousdishes and inspire

sharing.

Who’s Hungry?As a restaurateur, there are things you can do to with Foodspotting,

Oink, and Instagram to help potential customers find your eats! Perhaps most importantly, you should encourage your customers to get on these apps and post their favorite dishes at your restaurant. Try offering them an incentive to do so – like a free drink or side. Pictures submitted are potentially seen by thousands of people nearby – posts on Foodspotting, Oink, and Instagram are amplified to Twitter, Foursquare, Facebook and Flickr

Of course, restaurateurs can use these apps to promote themselves. Post photos of your best dishes to attract hungry users nearby. One great use of these apps is to promote a picture of your newest entrée out to the community.

The “Social Dining Phenomenon” is just beginning – you can expect more apps like these to pop up and grow fast. If this article made you hungry, what are you waiting for? Download these apps and integrate them into your social strategy today!

Article guest written by Eric Randazzo, Creative Strategist at What’s Next Marketing. What’s Next Marketing, a Florida Restaurant and Lodging Association member and 2011 Marketing Summit sponsor, is Florida’s largest independent social media marketing agency. With offices in Fort Lauderdale and Tallahassee, What’s Next devel-ops social media campaigns for brands, organiza-tions, and celebri-ties. Learn more about What’s Next for the restaurant and hospitality industry at www.whatsnextmarket-ing.com.

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Restaurants are a signifi-cant part of American life. According to the National Restaurant Association (2012), total forecasted revenues for the restaurant industry are $632 billion

with 970,000 operating restaurants in the US; likewise, these operations provided jobs for over 13 million people. The sizeable eco-nomic impact of the restaurant industry can be measured by the 4% contribution it makes to the Gross Domestic Product in the United States. In addition, the restaurant industry has been expanding at a steady rate of 2 to 4 % over the past three decades.

In 2009, despite the economic downturn, the restaurant industry grew by 2.5% (NRA, 2009). The restaurant and foodservice industry continues to be one of the largest private sector employers in the United States with a projected increase of 1 million jobs by the year 2020 (www.restaurant.org ).

In fact, according to the National Restaurant Association, restaurant-industry job growth has outpaced the national economy in 12 consecu-tive years, from 2000 through 2011. With one in three Americans having worked in this industry at least once in their lifetime and two in five agreeing that ordering food from restaurants make them more productive in their daily life, restaurants are an integral part of American society.

In spite of its sustained growth over the past three decades, the restaurant industry has expe-rienced one of the highest business failure rates. According to the Dunn and Bradstreet report (2001), the restaurant industry has one of the highest business failure rates among the retail and service industries.

Factors that contribute to restaurant failures can be divided into two major types: 1) Macro factors and 2) Micro factors.

The following will discuss the macro factors that contribute to restaurant failures followed by a description of micro factors that have been identified. A word of caution is warranted here. These macro and micro factors are specifically drawn from the American context, thus, they may or may not be appropriate for other parts of the world.

Macro factorsEconomy

Economic factors have a significant role to play in the survival and success of restaurants. Restaurant expenditures are partly dependent on the availability of disposable income of families or individuals. However, this is more accurate in the case of families than single indi-viduals. During recessionary times, consumers experience reductions in disposable income which leads to decreased spending at restau-rants, resulting in the loss of revenues and even-tual failures for restaurants.

The opposite becomes true during eco-nomically prosperous times where increased disposable incomes lead to greater spending at restaurants, and thus higher levels of success of restaurants as a whole.

This is evident by the fact that most national chain restaurants in the US have their begin-nings in the prosperous, post-war times of the 1950s, followed by the 1960s, and again in the 1990s. Similarly, high unemployment and recessionary times experienced in the 1940s and early 1980s have resulted in high failure rates in the restaurant industry, as did the recession-ary times of early the 2000’s spurred on after “9/11”, the infamous 2001 terrorist attack on the United States.

LegislationFederal and local legislation could also

impact the course of the restaurant industry. Obviously, federal government legislation tends to affect the industry more severely than local legislation. Numerous examples are available to support this proposition. The Prohibition Act of 1919 led to the boom of the restaurant industry. In order to avoid being shut down, most alcohol serving taverns became food offering restaurants quickly.

Thus, the 1920’s is called the ‘Golden Age’ of the restaurant industry in the US. At the same time, numerous full service restaurants and hotels experienced significant loss of revenues as a result of the loss of alcohol sales which at the time contributed approximately 25% of the total restaurant sales.

In similar fashion, when the federal govern-ment changed the deduction for business meals from 100% to 25%, it significantly and nega-tively affected the restaurant industry, especially for those establishments that depended on busi-ness lunches and corporate accounts.

likewise, legislation such as anti-smoking legislation, minimum wage legislation, the American Disability Act, nutrition labeling legislation, trans-fat legislation, the Accelerated Depreciation Act, etc. had profound effects on this industry in terms of increased costs and/or

Why Restaurants failH. G. PARSA, MS, PH.D., FMP, AMY GREGORY, MBA, PH.D., MICHAEl ‘DOC’ TERRY, MBA

bUsine ss sUcce ss Part I

FRL_17-02.indd 35 4/16/12 11:17 AM


decreased revenues.We do not mean to say that all leg-

islation is bad for the industry, in fact some of them have been good for the industry and the society.

Just as federal legislation does, local ordinances and legislation also con-tribute to restaurant failures. When several city councils adapted the use of parking meters in downtown areas as a source of new revenues, downtown restaurants experienced a steady loss of customers for lack of free parking, or an increase in costs for paying for or providing for customers’ parking, and some of them eventually closed their downtown units. Similarly, local zoning ordinances restricting the use of downtown areas by tenant /activity type or hours were found to have sig-nificant negative effects on restaurant profits.

Climate and Natural EventsClimatic changes also have sig-

nificant impacts on the restaurant industry. For example, many seafood restaurants are facing the challenge of finding economically viable sources of quality seafood for their restaurants because of loss of seafood breeding grounds. Weather factors are known to influence the prices of commodities thus resulting in significant eco-nomic losses to the restaurant industry. This has been seen in periods when a freeze in Florida has affected the price of orange juice, or loss of a coffee crop in Brazil affects coffee prices, etc. In global markets, events like Mad Cow disease in England, Avian Flu in China were found to affect the restaurant industry signifi-cantly. Recently, the 2010 oil spill tied to the BP Oil Company in the Gulf Coast of Florida has resulted in significant losses of revenues for the restaurant industry. local businesses were impacted by reduced sales within their local markets as well as regional and national accounts due to the fear of contamination for seafood harvested from the oil impacted area. As a result of the presumed impact to the qual-

ity of local seafood, as well as the impact to the area as an attractive beach destination, numer-ous restaurants were closed or continue to be challenged by the perceived effects of the BP oil disaster. Albeit we agree that BP has done a commendable job to redress some of the limita-tions but the damage has already been done.

Regional and urban PlanningRegional and urban planning activities have

unintended significant impacts on the restau-rant industry. Because the restaurant industry depends highly on the convenience factor as a criterion in consumer selection, changes in traffic patterns can significantly impact the restaurant industry unintentionally. As regional and urban planning strategies are designed and implemented, the traffic patterns are expected to change. When that happens, the restaurant industry is at the mercy of the changing traffic patterns. For example, when a new highway was

built in louisville, Kentucky (USA), Colonel Sanders, founder of Kentucky Fried Chicken, lost his restaurant and motel business at the origi-nal site. Similarly the city of San Francisco has placed numerous restrictions on quick

service restaurants in selected loca-tions as a part of their urban planning affecting several independent and chain restaurants.

Changing Cultural factorsChanging cultural and demo-

graphic factors were also noted as sig-nificant factors in the rise and fall of restaurants. As Americans continue to become increasingly health conscious, restaurant menus are changing accord-ingly. As result, some segments of the restaurant industry were expected to experience high failure rates. This can be observed by the steady decline in hot dog restaurants, donut shops, bud-get steak houses, etc. as a direct result of changes in American demographics and cultural changes. At the turn of the century, hot dogs were the most popular menu items in America. The popular hot dog was replaced by the hamburger as the top choice by the 1950s, and eventually giving way to pizza in the 1980s and 1990s. As these cultural changes took root, restaurants have experienced significant losses and eventual failures. Many ham-

burger restaurants were forced to diversify by adding non-beef products in 1980 and 1990s. Many donut shops were closed as the demand for donuts steadily declined and some of them have transformed themselves as bagel/muffin shops and bakeries. And Hot Dog restaurants that once were ubiquitous in America are a rar-ity now; contributing to the loss of several well known Hot Dog restaurants. Further, Donuts has adopted a positioning strategy that removed the donut component from their branding and focused promotions on their coffee. While donuts remain a mainstay of their product offer-ings, they are neighbored by healthier breakfast options including egg sandwiches, egg-white sandwiches, bagels, muffins etc..

New CompetitionDuring the past twenty years, fast food and

casual fast food operators have fallen prey to non-traditional competitors including grocery stores/supermarkets and C-stores (convenience stores). The grocery store/supermarkets now feature their ready-to-eat bonanza of everything from rotisserie chicken at Publix, Kroger and Wal-Mart to upscale seafood, hors d’oeuvres, sushi and fine culinary delights from Whole Foods and Wegman’s. The local C-store/gasoline station offers hot and cold subs, fried chicken, pizza et al.

A new report from Packaged Facts titled “Prepared Foods and Ready-to-Eat Foods at

bUsine ss sUcce ss

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FRL_17-02.indd 36 4/16/12 11:17 AM


Retail: The New Competition to Foodservice” states increasingly more Americans are eating prepared meals. The report surveyed 1,881 U.S. adult consumers and found that half of respon-dents were more likely to eat dinner at home than they were three months ago, while 64 per-cent reported purchasing ready-to-eat or heat-and-eat food from a grocery store within the last month. The study predicts that supermarket prepared foods will grow to $14 billion by 2011, largely motivated by consumers migrating away from restaurants during the recession in search of value and one-stop-shop convenience.

Micro factorsCapital

One of the most commonly cited factors that contribute to restaurant failures is the lack of capital. The restaurant industry is known to have low entry and exit barriers. Thus, most res-taurant entrepreneurs try to enter this industry with low capital because the entry barriers are very low. As a result, most entrepreneurs enter this industry with enough capital to open the restaurant doors but not enough to sustain the first few lean months of a restaurant’s life span (dearth of working capital). Consequently, the entrepreneurs may not even have the resources to market their business as they should when revenues fall short. According to various studies and the Small Business Administration, lack of capital / working capital is one of the primary reasons why restaurants fail.

LocationThe choice of location is expected to have

significant impact on the success or failure of a restaurant. Success of a location depends not only on its physical site, but also its surround-ing demographics. In other words, location is a complex construct that encompasses geographic, as well as demographic and psychographic variables. Any changes in geographic or demo-graphic/psychographic variables of a specific location could have significant impact on the attractiveness of a location. For example, Kahiki Restaurant located in Columbus, Ohio was ranked as one of the Top 100 restaurants in the US. It was visited by several Hollywood and national celebrities as a destination restaurant. Over next three decades, this particular loca-tion continued to become less attractive as the affluent of the neighborhood moved, leaving empty spaces, vacant houses, and ‘brown fields’. Eventually Kahiki was closed for good as the location became impossible to operate profit-ably. In this case, the geographic factors of the location did not change much, but the demo-graphics changed; resulting restaurant failure.

In another situation, a restaurant in Ohio was forced to close its operations after operat-

To be continued...

H. G. Parsa, MS, Ph.D., FMP is a Professor of Hospitality Management at the Rosen College, University of Central Florida and is the Associate Editor, Journal of Hospitality and Tourism Research (JHTR).

Amy Gregory, MBA, Ph.D., is a Faculty Member of Hospitality Management at the Rosen College, University of Central Florida. She held senior level executive positions with Marriott as a revenue manager.

Michael ‘Doc’ Terry, MBA, is a Faculty Member of the Rosen College of Hospitality Management at the University of Central Florida. He has over two decades of extensive experience in restaurant and lodging industries.

ing nearly 20 years in the same location. In this case, the demographics actually improved over the 20 years making the location very attrac-tive. However, as this small town grew, the city government decided to build embankments on both sides of the road to improve public safety. These embankments totally obscured the restaurant from customers’ view. As a result, customers were forced to go to the next traffic light and take a U-turn to visit this restaurant; compromising the convenience factor which is so important for the industry. This restaurant was closed eventually due to reduced patronage as a result of the lack of visibility. According to the Orlando Sentinel (February 2012), the newly built overpass on Semoran Boulevard at East Colonial Avenue has resulted in several res-taurant closings due to the issue of accessibility.

Quality of LifeThe quality of life in the restaurant busi-

ness is a real challenge. Most restaurateurs are known to work 60 hour work weeks com-promising their quality of life and sacrificing their family lives. As documented by Parsa et al (2005), quality of life is one of the primary factors in the closings of most restaurants. Most

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restaurants are busy when other businesses are closed –evenings and weekends. This situation forces restaurateurs to sacrifice their family time; placing a strain on their familial bonds. This strain eventually compromises the quality of life of restaurant owners leading to the clo-sure and loss of restaurant business.

FRL_17-02.indd 37 4/16/12 11:17 AM


The new look of Brian’s Bar-b-q in Deland evokes an old-timey Western town straight out of “Gunsmoke.” But the facade hides innovations that are purely 21st century and that make the longtime barbecue

business a more ecologically green one. In fact, the facade itself is part of the energy-saving scheme, but more on that in a moment.

Owner Brian Hill began the project with the simple intent to improve the building’s insula-tion. But it soon snowballed to a much more ambitious undertaking, and Hill’s original budget of $8000 grew to over $190,000 -- and counting. He expects the project to pay for itself in less than two years.

When Hill first started the project he learned that it wouldn’t make much sense to upgrade the insulation if he would still be losing heat and air conditioning through the inferior win-dows. And the air conditioning unit itself wasn’t exactly energy efficient. And the roof. And the lighting. And the landscaping. Now, more than a year after beginning, Hill’s efforts to remake his restaurant into one that consumes fewer resources, including water, are finally nearing completion.

Here are some of the things he’s done:• Installed a new metal roof with an energy

star rating. Beneath the roof is a thermal blanket that serves as insulation. The metallic surface reflects the sun’s Uv rays. And overall, the roof has improved strength to stand up to wind shear.

• Extended the overhang on the roof as part of the new Western facade over the front of the building to decrease the amount of sunlight hitting the west-facing windows. And it had the added effect of increasing outdoor seating.

• To go with the Western exterior, Hill added xeriscape landscaping with cactus and native grasses, as well as decorative rocks. “They require very little water,” said Hill.

• Installed triple-pane, gas-filled windows and doors. “This probably made the biggest difference in the building,” said Hill. The

new windows brightened the dining room and reduced outside noise “that I did not even realize was coming in.” The windows are also impact resistant, a feature that will save on insurance against “smash and grab” thefts and hurricane damage. In fact, Hill said he will not have to board up the windows in case of hur-ricanes.

• Added insulation and reflective coating on exterior walk-in coolers, as well as a reflective fence around the coolers that also hides them from view.

• Replaced the air conditioning unit with one with a higher efficiency rating.

There are plenty of changes inside, too, including:

• New (and fewer) light fix-tures, either lED or compressed fluorescent bulbs that use less energy and produce less heat. And they last longer. Hill said he’s cel-ebrating the restaurant’s 27th year in business and he may not have to change a light bulb for another 27 years.

• low water usage fixtures in all the restrooms.

• A water separation device made by viking Pure that takes the water and produces two sepa-rate liquids: one for degreasing and cleaning and one for sanitiz-ing. “The two liquids are com-pletely foodsafe and safe to touch,” said Hill, “but they enhance our ability to clean and sanitize while using ‘green technology’ and reducing our use of chemicals.”

Hill has made use of federal funds that were made available for private businesses through the City of Deland. Hill said that while he appreciates the rebates he also believes the process added to the project’s many delays and its final cost. “You’re bound by a

Brian’s Bar-B-Q’s Green Renovation

GoinG Gr een

federal bidding process,” he said of the rebate program, “and the people that bid on these projects realize there are burdensome paperwork requirements that go with them, and they build that into their quote.”

Hill also advises others who undertake a proj-ect like this to consider their time. As an owner, he said, “you think your time is free, but you’re the most expensive person there.”

But the result is well worth the effort.

Scott Joseph is an internationally recognized restaurant critic, consultant and writer. He pub-lishes Scott Joseph’s Orlando Restaurant Guide at ScottJosephOrlando.com. Follow the renovations online at www.facebook.com/briansbbq

By SCOTT JOSEPH

uPDATe

FRL_17-02.indd 38 4/16/12 11:17 AM


f iguring out the optimal channel mix can be difficult and managing to achieve it is the ultimate challenge.

Realistically, a hotel with a brand flag (and this varies quite a bit by brand and location), will receive 30% to 70% of its business from the “mother ship” through

group leads, central reservations, corporate promotions, national account production, loyalty clubs and other brand-sponsored programs. Most hotels still have to fill the rest by closing on the leads in their local/regional markets or through local initiatives. Contribution by a loyalty club in a chain hotel may be as much as 50% of the transient base but that raises the question as to what the individual hotel can do for retention of the other 50% of its customers. For inde-pendent properties, they may get some lift from affiliation to reservation or sales consortiums, but most of the time, they source 50% or more locally.

Demand GeneratorsGiven that 30% to 70% percent of the business (let’s call it

50% for the purpose of discussion) is the local hotel’s respon-sibility, even with the help of a strong brand, getting half of the business requires some promotional and sales savvy.

A hotel with diverse demand streams may have enough meeting space to fill a big part of its share of the occupancy pie with local groups, meetings, and citywides, then it may only have another 25% to fill with the amorphous unman-aged corporate or transient segments.

Sales calls to local corporate accounts can fill part of it, provided this type of business exists in a market, and that a hotel has suitable facilities for it.

In an attempt to provide as much of a hotel’s business as possible, brands and reservation representation firms are building their infrastructure to step up qualified corporate traffic, especially since this segment is growing once again. Concurrently, Global Distribution Systems (GDSs) and online travel agencies (OTAs) are working hard to persuade small-to-mid-sized corporate accounts to use their inventory; for the GDSs this will supplement their primary business in powering travel management companies (TMCs).

What about hotels without meetings or corporate poten-tial? Where do they turn for more high-value business?

There are dozens of local demand generators such as:

• convention and visitors bureaus (CvBs), • local attractions • parking facilities • universities and colleges • sports teams • local businesses (targeting employees as opposed to

corporate travel) • travel industry employees coming to the hotel’s

destination • entertainment venues • hotels in commonly visited nearby locations ripe for

partnering on promotions • regional directories for travel or entertainment

A hotel can tap into social media by participating in blogs about nearby sports, recreation, and activities along with consumer review sites that offer destina-

tion coverage and potential visibility to a local audience. Brainstorming a list like this may reveal a few demand streams that are not as obvious and could fill some need periods at reasonable rates with minimal distribution and promotional costs.

Some smaller niche or regional OTAs offering attractive terms to a hotel may also prove to be valuable sources of business. While the dominant channels in a market certainly provide the easiest levers to pull, seeking and testing all appropriate sources in a marketplace can yield a healthy mix-ture of channels.

It is the responsibility of the hotel team to find all the options in the marketplace, test them for quality and quan-tity, ensure that they yield profit and a sustainable revenue flow, and ensure that they can handle the reservations opera-tionally. This exercise may take more time and effort if exe-cuted systematically, but it will pay off on the bottom line.

Then there is the brainstorming over ways to increase ancillary revenue for all hotel types including mid-priced and economy. Snack boxes during early morning or late-night timeframes, premium bath and bed amenities, gift cards,

Optimal Channel Mixm a r k et inG

BY CINDY ESTIS GREEN

Every hotel has an optimal channel mix. This is the ideal mix of business from each channel that results in optimal profitability for a hotel, given its position in the marketplace relative to its competitors, taking into account its physical configuration, amenities and condition, management quality, brand strength, marketing prowess, and consumer perception.

FRL_17-02.indd 39 4/16/12 11:17 AM


Event Calendar2011-2012For more information: www.frla.org/events

n NRA Public Affairs ConferenceTuesday-Thursday, April 17-19, 2012Washington, DC

n fRLA “Mini” Marketing SummitMonday, April 30, 2012Tops'l Beach & Racquet Resort, Destin, FL

n NRA Restaurant, Hotel-Motel ShowSaturday-Tuesday, May 5-8, 2012Chicago, IL

n fRLA Summer Board MeetingMonday-Wednesday, June 4-6, 2012Casa Marina, Key West, FLFor more information, contact Sandy Moore at 850-224-2250.

n fRLA Wild & Crazy fishing TournamentThursday, June 7, 2012Casa Marina, Key West, FL

n AH&LA Summer Board MeetingSunday-Wednesday, June 17-20, 2012For more information, contact Alliah Sheta at 850-224-2250.

n NRA/fRLA Bob Leonard Golf ClassicFriday, September 21, 2012ChampionsGate, FL

n florida Restaurant & Lodging ShowSaturday-Monday, September 22-24, 2012Orlando, FL

n fRLA Big PartySaturday, September 22, 2012BB King’s, Orlando, FL

n fRLA fall Board MeetingsMonday-Tuesday, September 23-24, 2012Orange County Convention Center, Orlando, FL

n Meals of HopeSunday, September 23, 2012Florida Restaurant & Lodging Show

n Destin Seafood festivalFriday-Saturday, October 5-7, 2012Harborwalk Village at Emerald Grande, Destin, FL

m a r k et inG

preferred rooms, flexible arrival and departure times, quicker check in, convenient parking spaces, and stratified high-speed Internet access are all examples of ways to improve margins on business through all channels.

Acquisition, Persuasion and RetentionAlthough most hotel marketing tends to

focus on building traffic and acquiring new business, the companion disciplines of persua-sion (which leads to conversion) and retention also play a role in a hotel’s results. Since there is limited incremental demand in the U.S. lodg-ing industry, a hotel performing optimally will recognize that any traffic that comes its way (through any channel) is limited and is a hot target for its competitors, and therefore is highly valuable. A hotel general manager or owner can ask these questions:

• Is the hotel doing the best job possible to

convert the traffic that flows through existing channels?

• Are call center and website conversion rates being tracked?

• Are retention programs implemented effectively, whether it is a brand loyalty program or a local version used for non-loyalty members or in an independent setting?

• Are social media channels being tapped to heighten engagement?

• Are all marketing resources being used primarily toward acquisition without recognizing the need to commit funds and staff time to conversion and improving repeat business or referrals?

• Has the hotel team even thought about the way it divides its time and funds in terms of acquisition, persuasion and retention?

Determining an optimal channel mix is

about the relative benefit of each channel and the corresponding cost. Since most channels serve some combination of booking, informa-tional and promotional role, deciding which one(s) yield the best results may depend on the hotel’s need for it to support its goals for acquisi-tion, persuasion/conversion or retention.

A print version of the Distribution Channel Analysis: a Guide for Hotels can be purchased from the AHLA Educational Institute, http://shop.ahlei.org. Cindy Estis Green, CEO of Kalibri Labs, is its co-author and adapted this article from her book which addresses methods for deter-mining a hotel’s optimal channel mix. Her email is [email protected]

FRL_17-02.indd 40 4/16/12 11:18 AM


The Emerald Grande, located on beautiful Destin Harbor in Northwest Florida, offers many unique “in-room” amenities to guests.

When staying as a guest at this service-oriented hotel guests simply contact the Concierge or Room Service to access some of the following:

• Private yoga classes in-room.

• In-room massages.

• Towel art which can fit the theme of the guest’s visit.

• Floral or balloon arrangements.

• Chocolate-covered strawberries to accompany Champagne ranging from a house selection to a premium bottle for a special event.

• Rose petals on the bed for Romantic getaways, proposals and Anniversaries.

• Birthday or special event cake personalized to the event of the guest’s choice with 24 hour notice.

• Family Thanksgiving Dinner with turkey and all of the sides. Hot accompaniments arrive at reservation time and the Chef prepares a full Thanksgiving feast and carves the turkey in-room. After din-ner, Housekeeping arrives to clean and pack up your leftovers!

• An extensive Room Service menu which includes: Stock the Fridge, Welcome Home Packages, themed deliveries like beer and snacks for bachelor parties, fresh baked chocolate chip cookies and milk at bedtime and more!

• The Chef can customize menu items to any dietary need as well as custom menus for in-room events.

• Romantic Dinner in unit or on balcony by Room Service Staff.

• DvD Rental on property for in-room use.

• Extensive wine list available for special occasions.

• Convenient in-room child care.

Emerald Grande

U niqU e a menit ie s

Two of the TradeWinds Island Grand Resort’s restau-rants – Palm Court Italian Grill and Bermudas Steak & Seafood – are now serving Gulf Wild™ seafood, so diners know exactly where their fish originated. This program ensures the fish are responsibly caught and that guests are receiving genuine seafood from sustain-ability-focused fisheries in the Gulf of Mexico.

Guests who order specially-marked Gulf Wild™ seafood from the menu are presented a tag number which is directly tied to the Gulf Wild™ TransparenSea™ system. Diners can visit the myGulfWild.com web site and type in a the tag number to see the specific fish type, a photo and biographic information on the captain, harvesting vessel’s name and back-ground, documented location where the fish was caught and more. Gulf Wild™ fish is randomly tested for heavy metals and other contaminants by higher standards than the federal government’s so TradeWinds Island Grand diners will know the seafood selection that he or she has made is the freshest and healthiest available.

Palm Court Italian Grill and Bermudas Steak & Seafood offer nightly Gulf Wild™ dinner selections. Palm Court is open Tuesday - Saturday and Bermudas is open seven nights a week.

As a designated Two Palm Florida Green lodge, the TradeWinds is committed to eco-tourism through a variety of programs, including an extensive recycling program, a linen and towel reuse program, participa-tion in the water CHAMPS program and a partnership with local conser-vation organization Tampa Bay Watch, among others.

Gulf Wild™ and the Gulf Wild™ TransparenSea™ Systems are regis-tered programs of the Gulf of Mexico Reef Fish Shareholders’ Alliance, a 501c(6) trade association, which represents the interests of catch share fishermen and associated dealers throughout the Gulf of Mexico who pro-vide consumer access to high-quality, sustainable seafood year-round. For more information, visit myGulfWild.com.

Gulf Wild™ and Gulf Wild™ TransparenSea™ Systems are registered trade-marks of the Gulf of Mexico Reef Fish Shareholders’ Alliance

Serves Up Trackable, Gulf Wild™ Gulf Of Mexico Seafood

Tradewinds Island Grand Resort

FRL_17-02.indd 41 4/16/12 11:18 AM


The Florida Department of Business & Professional Regulation, Division of Hotels and Restaurants (DBPR) is now in the process of adopting the latest version of the US FDA

Food Code. Before this new version, the 2009 edition, becomes law, DBPR must complete a legally-prescribed rulemaking process that takes several months. The 2009 Food Code standards are expected to become law later this year, and Florida hospitality businesses should plan now to ensure compliance.

While the 2009 Food Code includes scores of changes, many are technical and of little impact. Several, however, require advance planning and operational changes. Included among these are:

• Allergen awareness is required of all DBPR-licensed food service establishment employees and managers.

• The previous violation classification terms, “critical” and “non-critical,” will be replaced with a new three term system.

Risk designations for inspection violations have been developed. These will be based on relevance to the food code.

• Cut leafy greens will be a “temperature control for safety” (TCS) food.

• Ozone is permitted as a produce sanitizer.• On premise reduced-oxygen packaging will

now require prior DBPR approval, including a variance and HACCP plan.

• Mechanically tenderized meat must be cooked to a minimum internal temperature of 155 F0 for 15 seconds.

• A new process is prescribed for “non-con-tinuous cooking” menu items.

• Children’s menu items may not be under-cooked, i.e., no rare or medium rare items.

• Preset tableware will be permitted, when a specific procedure is followed.

• Sanitizing requirements for chlorine and iodine have been modified.

• Disposal of used mop water and other liq-uid waste is restricted to mop sinks and similar receptacles to prevent food contact surface con-tamination.

The change requiring the most preparation is the allergen awareness requirement. FRlA now offers a special Allergen Information Poster to begin training staff now. Contact the FRlA Education and Training Department at 866-372-7233 to order your supply today.

For more information about the 2009 FDA Food Code, or any food safety regulatory question, contact FRLA Vice President Geoff Luebkemann at [email protected].

florida Adoption of the uS fDA 2009 food CodeFood sa Fet y

2012 SafeStaff® Order FormIncomplete/unreadable forms will not be processed. No Refunds. Mail completed form with check/ money order payable to FRLA at: SafeStaff PO Box 1779, Tallahassee, FL 32302. Fax

credit card orders to 850‐224‐2871 or call 866‐372‐7233 to order by phone. All items ship Ground. We cannot deliver to PO Boxes. Please provide a street address. Orders are not processed until payment is received. Call for Overnight rates. S&H applies to all orders. Allow 10 business days for delivery. Call for customized service and additional products.

$20 f f ll t d h k

QUESTIONS?CALL TOLL FREE866‐372‐7233

www.SafeStaff.org$20 fee for all returned checks.

2 3 4 5 61

An easy‐ready study guide for the Food Protection Manager's Exam.

128 cards provide a quick, fun study aid for the

Florida approved glove alternative operating procedures (AOP)

The new 2009 Food Code requires managers to make allergen

awareness part of food employee

All public food service operations are required to post a choking /Heimlich

FOODHANDLER FLASH CARDS DHCOP ALLERGEN POSTER CHOKING POSTERREVIEW GUIDE

SafeStaff is the ONLY DBPR‐contracted foodhandler

training provider Training is

First Name:_____________________________________ MI: _________ Last Name:____________________________________________

B i N /DBA C N Wk Ph

gGreat for the experienced food manager or those recertifying.

ymanager's exam. Great to use with the Review Guide.

procedures (AOP). Allows direct hand contact with food.

awareness part of food employee training. Make this a constant visual

reminder for staff!

post a choking /Heimlich maneuver poster for

employees.

Purchaser: Please print clearly. All forms must include the contact person's first and last name.

training provider. Training is mandatory for all DBPR food

employees.

Business Name/DBA: _____________________________________ Corporate Name:_____________________________ Wk Ph:_______________

Business Street Address:_________________________________________ Ste:______ Fax: _______________________City:_____________________________ State:_______ Zip:____ Email:_____________________________________________________________

Cell: ___________________

Are you an FRLA Member? □YES □NO □Please contact me about membership. Are you an RCS Responsible Vendor Client? □YES □NO □Please contact me about RCS.

(If different from Business Name/DBA)

ENG SPAN CHIN CREO TOTAL

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N/A N/A $18.95

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TotalNon Member

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Product Description

SafeStaff® Manager Review Guide

SafeStaff® Manager Flash Cards (Bilingual)

SafeStaff® Employee Foodhandler Training Guide

N/A N/A

N/A N/A

N/A N/A N/A

SafeStaff® Choking / Heimlich Maneuver Poster N/A N/A

Subtotal $____________$

$

$18.95

$40.00

$24.00

$22.00

$

$$18.00

If Tax Exempt,

$15.00

$

SafeStaff® Allergen Awareness Poster

$12.95

$20.00SafeStaff® DHCOP ‐ Glove Alternative (AOP)

SafeStaff Manager Flash Cards (Bilingual)

Tax $____________

Payment: □VISA □MC □AMEX □DISC □MO □Company Check #________________ S&H $____________

Account #:_______________________________________ Expiration Date:___________________ Total $____________Name as it Appears on Card:__________________________________________CVC:_____________Si t S li it d b FRLA/RCS St ff STEVE KINNAIRD 321 684 3145 D t

please provide copy of

certificate with order.

Signature:_________________________________________________________Solicited by FRLA/RCS Staff:___STEVE KINNAIRD 321‐684‐3145__ Date:______________

®

46. A good food service operation’s facility layout and design will have all of the following except?

A. Cleaning accessibility B. Good workflow C. Cross-contamination prevention D. FDA Food Code violations

ANSWER: D

SafeStaff® Manager’s Exam Study flash CardsSafeStaff ® has developed flash cards for manager’s exam preparation.128 bilingual (English/ Spanish) Cards – a quick and fun study aid for the Certified Professional

Food Manager’s exam. Great to use with the SafeStaff ® Manager Review Guide!

FRL_17-02.indd 42 4/16/12 11:18 AM


nat iona L neWs

The Educational Institute of the AH&lA has created a new video training program, Enabling Independence: Service for Guests with Disabilities, to show employees how to confi-dently and respectfully deliver great service to guests with

disabilities.The 33- minute video, presented in English and Spanish, shares prac-

tical guidelines for recognizing a disability, effectively communicating with people with disabilities, offering appropriate accommodations that meet their needs, and respectfully assisting them during their stay as well as during emergency situations. It covers expanded ADA requirements regarding power-driven mobility devices, service animals, and practical steps employees can take to ensure the safety and satisfaction of guests with disabilities.

Bonus features include a leader’s guide (in English) with discussion questions, practice activities, an accomplishment checklist, and an optional 10-question quiz. A companion learn-er’s guide is available in side-by-side English and Spanish.

AH&LAMember price: $219.95Non-Member: $264.95

New Service Video Highlights updates to ADA Regulations

During the 2012 Legislative Session, FRLA successfully lobbied to have the timeline for compliance with ADA requirements regarding pool lifts in lodging establishments extended. A 60 day extension was given, pushing the date back to May 15, 2012. For more, see page 5.

FRL_17-02.indd 43 4/16/12 11:18 AM


Fr L a’s edUc at iona L FoU ndat ion

U ni v er sa L sponsor

GLoba L sponsor s

fRLAEf’s 12th Annual ProStart Culinary Team Competition Winners

The 12th Annual ProStart Culinary Team Competitions took place February 24 and 25, 2012 at the Orange County Convention Center in Orlando.

A total of 47 schools par-ticipated in the competition with 15 schools winning top awards throughout the day’s events. More than $820,000 was distributed to the winning schools. All participating teams were comprised of high school juniors and seniors that are enrolled in the ProStart curriculum program during the 2011-2012 school year.

Teams participated in four competitions: the Cracker Barrel Management Competition, the Johnson & Wales University Gourmet Meal Competition, the Keiser University Edible Centerpiece Competition and the Coca-Cola Company Waiters Relay Competition.

Eastside High School in Gainesville won first place in the overall competition by winning first place in both the Johnson & Wales University Gourmet Meal Competition and the Cracker Barrel Management Competition. Tarpon Springs High School took home second place in the overall competition by winning second place in the Coca-Cola Waiters Relay competition and winning second place in the Cracker Barrel Management Competition. Martin County High School in Stuart, Florida won third place overall by winning first place in the Keiser University Edible Centerpiece competition and third place in the Cracker Barrel Management Competition.

“FRlAEF is the only organization in Florida that offers the ProStart program,” said Carol

Dover, President and CEO of the Florida Restaurant and lodging Association. “It was developed to increase the quality and employ-ability of today’s high school graduates by pro-viding them with training related to important job skills, as well as opportunities for foodser-vice and lodging careers and higher education. We congratulate all the winners and partici-pants of the team competitions,” Dover stated.

Overall Competition Winners First Place: Eastside High School,

Gainesville, Billie DeNunzio, instructor Second Place: Tarpon Springs High School,

Katie Stanzione, instructor Third Place: Martin County High School,

Stuart, Shaun Southwick, instructor Fourth Place: Sandalwood High School,

Jacksonville, Karen Young, instructor Fifth Place (TIE): leto High School, Tampa, Debra Hladky,

Instructor George Jenkins High School, lakeland,

Brenda Doss, Instructor

Cracker Barrel Management Competition

Participating teams demonstrated their knowledge of the restaurant and foodservice industry by developing a business proposal for a new restaurant concept. The business proposal consisted of a defined restaurant concept, sup-porting menu, and supporting marketing plan. Teams prepared a comprehensive written pro-posal, verbal presentation and visual display.

First Place: Eastside High School, Gainesville, Billie DeNunzio, instructor

Second Place: Tarpon Springs High School,

Katie Stanzione, instructor Third Place: Martin County High School,

Stuart, Shaun Southwick, instructor Fourth Place: Hialeah High School, Kathy

Gonzalez, instructor Fifth Place: Wharton High School, Tampa,

Edward Bujarski, instructor

Johnson & Wales university Gourmet Meal Competition

Participating teams demonstrated their cre-ative abilities during the competition through the preparation of a meal consisting of: starter (such as soup, salad or appetizer), protein (such as meat, fish or fowl), starch, vegetable, and dessert.

First Place: Eastside High School, Gainesville, Billie DeNunzio, instructor

Second Place: Tarpon Springs High School, Katie Stanzione, instructor

Third Place: leto High School, Tampa, Debra Hladky, instructor

Fourth Place: Seabreeze High School, Daytona Beach, June Bigham, instructor

Fifth Place: Walter Sickles High School, Tampa, Rick Ceglio, instructor

Keiser university Edible Centerpiece Competition

Participating teams demonstrated their cre-ative ability during the competition through the preparation of an edible centerpiece consisting of fruits and vegetables. Contestants explained nutritional information, product availability, and preparation techniques.

First Place: Martin County High School, Stuart, Shaun Soutwick, instructor

Second Place: George Jenkins High School,

FRL_17-02.indd 44 4/16/12 11:18 AM


Marco Island

RayGreen

CorkeyBergamo

StephanieMurdoch

DanneeeLynch

LynneHernandez

2010 Regional Directors Territories

Northwest Florida - Ray Green230 S. Adams StreetTallahassee, FL 32301Office 850-224-2250 ext. 230Cell 850-545-5901Fax [email protected]

Northeast Florida - Corkey Bergamo11920 Gran Crique Ct. S.Jacksonville, FL 32223Home/Fax 904-880-6964Cell [email protected]

Central Florida - Stephanie Murdoch201 W. Canton Ave., Suite 100Winter Park, FL 32789Cell 407-405-4070Fax [email protected]

Tampa Bay & Southwest Florida - Danneee LynchPO Box 554Largo, FL 33779727-642-3404Fax [email protected]

South Florida - Lynne HernandezPO Box 566263Miami, FL 33256-6263Office 305-598-FRLA (3752)Cell 305-710-3962Fax [email protected]

Get To know your FRLA Regional Directors

Northwest florida - Ray Green230 S. Adams StreetTallahassee, Fl 32301Office 850-224-2250 ext. 230Cell 850-545-5901Fax [email protected]

Northeast florida - Corkey Bergamo11920 Gran Crique Ct. S.Jacksonville, Fl 32223Home/Fax 904-880-6964Cell [email protected]

Central florida - Stephanie Murdoch201 W. Canton Ave., Suite 100Winter Park, Fl 32789Cell 407-405-4070Fax [email protected]

Director of Membership / Tampa Bay & Southwest florida - Dannette Lynch

PO Box 554largo, Fl 33779727-642-3404Fax [email protected]

South florida - Lynne HernandezPO Box 566263Miami, Fl 33256-6263Office 305-598-FRlA (3752)Cell 305-710-3962Fax [email protected]

lakeland, Brenda Doss, instructor Third Place: Eastside High

School, Gainesville, Billie DeNunzio, instructor

Fourth Place (TIE): Bayside High School, Palm Bay,

Stuart Gray, instructor Bowers-Whitley Career Center,

Tampa, Cheryl White, instructor Fifth Place: Tarpon Springs

High School, Katie Stanzione, instructor

Coca-Cola Company Waiters Relay Competition

Participating teams demon-strated their ability to duplicate a table setting while racing against the clock.

First Place: Sandalwood High School, Jacksonville, Karen Young, instructor

Second Place: Tarpon Springs High School, Katie Stanzione, instructor

Third Place: Estero High School, Jan Doten, instructor

Fourth Place: Martin County High School, Stuart, Shaun Southwick, instructor

Fifth Place: Teneroc High School, lakeland, Jane Urick, instructor

Martin County High School: 1st Place Edible Centerpiece

Eastside High School: 1st Place Management Competition

Eastside High School: 1st Place Gourmet Meal Competition

CostaMagoulas, Dean of Daytona State College’s School of Hospitality

and Culinary Management, was honored during the American Culinary Federation’s Southeast Regional Conference recently held in Winston-Salem, NC.

Magoulas was named ACF Southeast Region Chef Educator of the Year. Award winners from each of the federation’s four regions will vie for the national honor dur-ing ACF’s National Convention in July. Magoulas was also one of four to earn the prestigious ACF Southeast Region President’s Medallion, presented to members who exemplify culinary excellence and leadership and have contrib-uted their knowledge, skills and expertise to the advancement of the culinary profession. In addition to those awards, he won a fried rice

competi-tion spon-sored by Riviana Foods.

Chef Magoulas is a long-time ACF Certified Executive Chef. He also is one of 200 Certified Culinary Educators and one of 50 Certified Culinary Administrators in the United States. He is a fellow of the American Academy of Chefs, the honor society of the ACF.

Magoulas is also a member of the Research Chefs Association, a leading professional community for food research and development. Chef Magoulas assists the ProStart program as head floor judge at our ProStart Competition and by host-ing a regional workshop.

Chef Magoulas Earns Prestigious ACf Honors

Chef Costa Magoulas

FRL_17-02.indd 45 4/16/12 11:18 AM


To register, call toll-free 1-866-372-SAFE (7233) or visit www.safestaff.org. Registration for training begins at 8:00 a.m. and for exam at 12:30 p.m. unless otherwise noted. Dates subject to change.

food Manager Training & Testing Schedulewww.safestaff.org

Altamonte Springs Apr 11, May 9, Jun 6Springhill Suites205 W Highway 436

Bradenton Apr 24, May 30, Jun 27Courtyard Marriott100 Riverfront Drive

Clearwater Apr 2, May 7, Jun 11St. Pete Marriott CLWR12600 Roosevelt Blvd N

Daytona BeachApr 18, May 16, Jun 13Holiday Inn2620 International Speedway Blvd

Deerfield BeachApr 17, May 15, Jun 12Hilton100 Fairway Drive

Ft. Lauderdale Apr 12, May 10, Jun 7Embassy Suites1100 SE 17th St Causeway

Ft. MyersApr 19, May 17, Jun 21Holiday Inn Downtown2431 Cleveland Ave.

Ft. PierceApr 5, May 26, Jun 7UF Indian River Research2199 South Rock Rd.

Ft WaltonApr 3, May 8, Jun 5Holiday Inn Resort573 Sana Rosa Blvd

GainesvilleApr 17, May 22, Jun 19Best Western Gateway Grand4200 NW 97th Blvd.

IslamoradaApr 19, May 21, Jun 19The Islander ResortMM 82.1, US Hwy 1

JacksonvilleApr 3, May 1, Jun 5Four Points by Sheraton8520 Baymeadows Rd

Jacksonville BeachApr 11, May 9, Jun 13Quality Inn Oceanfront11 North 1st Street

Key WestApr 5, May 7, Jun 7Doubletree Grand Key Resort3990 S. Roosevelt Blvd

Kissimmee Apr 12, May 17, Jun 14Seralago Hotel and Suites5678 Irlo Bronson Mem. Hwy

Lake CityMay 14Country Inn & Suites350 SW Florida Gateway Dr

LakelandApr 4, May 2, Jun 1Country Inn & Suites4500 Lakeland Park Dr

MandarinApr 18, May 16, Jun 20Ramada Inn Mandarin3130 Hartley Road

MelbourneApr 12, May 10, Jun 14Holiday Inn8298 N Wickham Rd

Merritt IslandMay 17Clarion Hotel260 E Merritt Island Cswy

Miami (Spanish Dates*)Apr 25, May 23, Jun 20Apr 5, May 3, Jun 7Hilton Miami Airport & Towers5101 Blue Lagoon Drive

NaplesApr 12, May 10, Jun 14Quality Inn and Suites4100 Golden Gate Pkwy

OcalaApr 10, May 8, Jun 12Homewood Suites4610 SW 49th Rd

Orlando (Spanish Dates*)Apr 16, May 21, Jun 18Apr 9, May 14, Jun 11Holiday Inn Resort Castle8629 International Drive

Panama CityApr 24, May 15, Jun 12Gulf Coast State CollegeGibson Lecture Hall5230 W. Hwy. 98

Pensacola Apr 17, May 22, Jun 19Pensacola Civic Center201 E. Gregory St

Port Richey Apr 18, May 23, Jun 25Days Inn & Suites10826 US 19 North

Sarasota Apr 5, May 3, Jun 7Hampton Inn5995 Cattleridge Road

St. Augustine Apr 25, May 23, Jun 27Holiday Inn Express & Suites2300 State Road 16

Tallahassee Apr 26, May 31, Jun 28Day’s Inn Monroe Street Conf Cntr2714 Graves Road

Tampa (Spanish Dates*)Apr 11, May 31, Jun 28Apr 23, May 21, Jun 25Clarion Hotel2701 E Fowler Ave

West Palm BeachApr 9, May 7, Jun 4Holiday Inn Airport1301 Belvedere Rd

FRL_17-02.indd 46 4/16/12 11:18 AM


FRL_17-02.indd 47 4/16/12 11:18 AM


©2012 Progress Energy Florida, Inc.

WANT TO LOWER YOUROPERATING EXPENSES?

To get the savings started, schedule a free Business Energy Check by calling 1.877.372.8477.

OUR ENERGY-EFFICIENCY REBATES CAN HELP.Lower your expenses by increasing the energy effi ciency of your hotel or restaurant. Progress Energy’s rebates make energy-saving, bill-lowering upgrades easier and more affordable than ever.

SAVE ENERGY AND MONEY WITH OUR ENERGY-EFFICIENCY REBATES.

*Other requirements may apply. Rebates subject to change based upon changes in applicable local, state or federal law.

UPGRADE ANNUAL ENERGY SAVINGS REBATES*

Lighting Up to 40% of lighting costsUp to $5 per light forevery fi xture replaced

Packaged Terminal Air Conditioning Coil Cleaning

Up to 20% of heating and cooling costs Earn $15 per unit cleaned

Demand Control Ventilation Up to 20% of ventilation costsEarn up to $50 per ton

with all electric equipment

©2012 Progress Energy Florida, Inc.

WANT TO LOWER YOUROPERATING EXPENSES?

To get the savings started, schedule a free Business Energy Check by calling 1.877.372.8477.

OUR ENERGY-EFFICIENCY REBATES CAN HELP.Lower your expenses by increasing the energy effi ciency of your hotel or restaurant. Progress Energy’s rebates make energy-saving, bill-lowering upgrades easier and more affordable than ever.

SAVE ENERGY AND MONEY WITH OUR ENERGY-EFFICIENCY REBATES.

*Other requirements may apply. Rebates subject to change based upon changes in applicable local, state or federal law.

UPGRADE ANNUAL ENERGY SAVINGS REBATES*

Lighting Up to 40% of lighting costsUp to $5 per light forevery fi xture replaced

Packaged Terminal Air Conditioning Coil Cleaning

Up to 20% of heating and cooling costs Earn $15 per unit cleaned

Demand Control Ventilation Up to 20% of ventilation costsEarn up to $50 per ton

with all electric equipment

FRL_17-02.indd 48 4/16/12 11:18 AM

florida restaurant & lodging april/may 2012

Documents

amflor ida restaurant

f loor

proprietors cypress

rule deadline

new bills

extension of time

senator rubio

online travel bill folks