Issue 28353

Culinary schools train the
pros of tomorrow pros of tomorrow

Culinary schools train the
pros of tomorrow
cooking!
Look whos Look whos
Pacic Institute of Culinary Arts,
Granville Island, Vancouver, BC.
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COFFEE & TEA SHOW
COVERAGE INSIDE!
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SPECIAL
also inside u
Roadside Willies grabs loyalty in NS
Acme Caf channels retro chic in BC
3 Amigos stacks longevity in QC
FEBRUARY 2011 WWW. YFMONLI NE. CA
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www.yfmonline.ca FEBRUARY 2011 3
On the Menu
February 2011 | Volume 7 | Number 1
35
BUNN .......................................... 45
CAMBRO ..................................... 23
CAMPBELLS .......................... 16, 46
THE CANADIAN
COFFEE & TEA SHOW ..........28 & 29
CONAGRA ................................... 41
CRFA ........................................... 15
CTHRC ........................................... 9
THE DRINKS SHOW ...................... 42
HEINZ .......................................... 34
HIGH LINER ............................. 2, 49
INTERAC ....................................... 4
KIKKOMAN .................................... 7
KRAFT .............................. 33, 55, 56
NRA SHOW .................................. 19
UNILEVER .............................12 & 13
YFM ............................................. 11
ADVERTISERS IN THIS ISSUE
47
51
mains
14 CRFA Show
New team delivers new vision
17 CATEGORY REPORT:
Work your apps & sides
Exercising your meal choices = prots
COVER STORY
20 Look whos cooking!
Culinary schools train the pros of tomorrow
35 Top dog promos
Brand power lifts limited time offers
38 Idea incubator
Pratts Food Service adds value as a one-source solution
43 INNOVATORS: Iconic character
Roadside Willies taps the loyalty business
47 INNOVATORS: A fresh twist
Acme Caf channels retro chic in an unlikely locale
50 INNOVATORS: ndale, ndale!
3 Amigos shares its clever strategies for longevity
and no slow days
drink up!
SPECIAL COFFEE & TEA SHOW COVERAGE
30 Percolating opportunities
for growth
Insights from the 2010 Canadian Coffee & Tea Show
32 Specialty tea reaches a rolling boil
Foodservice takes notice of top performer
sides
5 Editors Message
6 Bits & Bites
8 Snapshot
10 World Wide Wow
52 Make It!
54 Takeout
20
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over story
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The Interac logo, the armoured truck design and Everyday Simply are trade-marks of Interac Inc. Used under licence.
For merchants with chip terminals, please remember to have your customers
insert their chip cards. This will avoid an unnecessary swipe of their card,
and reduce the chance of fraud. The risk of fraud is further reduced when
you remind your customers to protect their PIN. If your terminal doesnt
accept chip, consider upgrading it. Your customers will appreciate the effort.
And you can help put the brakes on fraud.
EDITORIAL
EDITOR
Jane Auster
jauster@fulcrum.ca
CONTRIBUTING EDITOR
Lawrence Herzog
TRANSLATION
Danielle Hart
DESIGN
PUBLICATIONS MANAGING
ART DIRECTOR
Jason F Schneider
ASSOCIATE ART DIRECTOR
Nancy Peterman
JUNIOR EDITORIAL DESIGNER
Lindsay Bailey
PRODUCTION
PRODUCTION MANAGER
Derek Estey
PRODUCTION COORDINATOR
Michael Kimpton
STAFF PHOTOGRAPHER
Britt Wilen
EVENTS
DIRECTOR OF EVENT SALES
Michael Cronin
mcronin@fulcrum.ca
GENERAL MANAGER EVENTS
Russell Hoffmann
rhoffmann@fulcrum.ca
ASSOCIATE PUBLISHER/NATIONAL SALES
Martin Rissin
mrissin@fulcrum.ca
GROUP PUBLISHER
Alan Fogel
afogel@fulcrum.ca
ADVERTISING SALES AND EDITORIAL OFFICE
Fulcrum Media Inc.
508 Lawrence Avenue West, Suite 201
Toronto, Ontario M6A 1A1
TELEPHONE: 416.504.0504
FAX: 416.256.3002
EMAIL: info@fulcrum.ca
WEBSITE: www.fulcrum.ca
YFM is published six times a year by Fulcrum Media Inc.
YFM is circulated to foodservice operators, buyers and, bar
& beverage professionals working in Canadas foodservice
sector. Please direct inquiries to the editorial ofces. Contri-
butions of articles, photographs and industry information
are welcomed, but cannot be acknowledged or returned.
Copyright 2011. All rights reserved. No part of this publica-
tion may be reproduced in any form, including photocopying
and electronic retrieval/retransmission, without permission
of the publisher.
Printed at Point One Graphics Inc. in Canada.
CHANNEL ALLIANCES
ME I A
EDITORS MESSAGE
A few years ago my husband and I were taking a holiday in New England. It
was time for dinner, and we found ourselves in Vermonts capital, Montpel-
lier, with little knowledge of the restaurant scene (and no app to guide us).
We did, however, know about the New England Culinary Institute and its
reputation for turning out the chefs of tomorrow. We decided to take a chance
on their student laboratory restaurant, Main Street Grill, and were more than
pleasantly surprised at the
professionalism of the operation.
Everyone from the head waiter
to the dishwashers was a student,
and each one performed his or
her job with aplomb.
I was reminded of this
experience when interviewing the heads of some of Canadas culinary
institutes, which are incubating the chefs, restaurant owners, and institutional
cooks of the future. We can thank these schools for raising the level of
culinary excellence in this country, inuencing what diners are eating, and
contributing to a buzz about food that shows no signs of letting up.
And far from being trend followers, the schools are often ahead of the
game, experimenting with market gardens, bio-fuel production and disposal,
and eco-initiatives, as well as working with local producers. The students
have changed, too. The wired generation entering the culinary institutes has
greater expectations of what awaits them after graduation. Whether its the
inuence of the Food Network or the rise of Canadas chef-superstars, these
students are pumped to cook and cook big.
According to all the people I interviewed, students are pushing hard to
learn more than the basics. And it shows in the results. Theyre going on to
open their own restaurants, compete in the Culinary Olympics, and add spice
to the catering world.
In this issue with its winners circle theme, the culinary schools deserve
our thanks for turning out the winners of tomorrow.
Young culinary heroes
We can thank these
schools for raising the
level of culinary excellence
in this country.
Jane Auster
EDITOR
jauster@fulcrum.ca
6 FEBRUARY 2011 www.yfmonline.ca
Tipping the scales for
Alberta restaurants
Several Alberta restaurants aud-
ited by the workers compensa-
tion board have been surcharged
for excluding recorded gratuities
as insurable earnings. In re-
sponse, the CRFA has asked the
board and the provinces employ-
ment and immigration minister
for a change in policy. It is the
associations position, and that
of its members, that all voluntary
gratuities should be treated
equally because the employer
does not control them. As well,
they point out, tips are not wage
income subject and not subject
to payroll source deductions.
Green-Eats in Ontario
Toronto Hydro, alongside
Enbridge Gas Distribution and
the Ontario Restaurant Hotel &
Motel Association (ORHMA), is
launching Green-Eats. This new
program provides one conven-
ient location for local restaurants
to source available programs and
nancial incentives to help pay
for the cost of energy efciency
retrots. Green-Eats participants
receive incentives for energy
improvements in lighting, water
use, ventilation, air conditioning
and other qualifying building
upgrades related to energy ef-
ciency. Green-Eats is available
to all Toronto restaurants that
are members of ORHMA and
have commercial accounts with
Toronto Hydro and Enbridge Gas
Distribution. For more info, check
out green-eats.ca
Green is good for
business in Quebec
LAssociation des restaurateurs
du Qubec has launched Resto-
Vert, a certication program
intended to enhance and recog-
nize the environmental efforts
of the restaurant industry in the
province by providing incentives
and tools to support an eco-
friendly approach. The rst step
is the creation of a sustainable
development strategy, which is
now in the works. It is expected
to be completed by the end of
this year.
Quebec restaurants
hit sales milestone
2010 is expected to be a
milestone year for Quebec. For
the rst time in the provinces
history, the foodservice industry
is expected to reach $10 billion
in sales. According to the CRFA,
the sector is currently the third
largest employer in the province,
with nearly 250,000 employees
more than nance and insurance,
agriculture and forestry combined.
It is also a major employer,
providing jobs for nearly one in
ve Quebec youth, or roughly
100,000 young people.
On the up and up in NS
The minimum wage in Nova
Scotia has gone up again. In
2010, restaurants grappled with
two increases to the provinces
minimum wage. The most re-
cent hike saw the rate rise from
$9.20 to $9.65, a 4.9 percent
jump. At the same time, the
minimum wage for inexperi-
enced workers, those with less
than three months experience,
rose to $9.15. These are the last
of the scheduled increases for
the province. In PEI, the second
stage of a minimum wage
increase is now effective, bring-
ing the minimum wage from
$8.70 to $9.00 per hour. More
increases are expected. yfm
Canadas economy is not predicted
to heat up in 2011. Indeed, TD
Economics has lowered its forecast for real GDP growth to two percent, down from
the projected three percent growth experienced in 2010. Also on the economic
menu for the next 12 months are a sluggish US recovery and reduced consumer
spending. Offsetting these scal impacts will require restaurants to control costs and
increase trafc, according to the Canadian Restaurant and Foodservices Association.
Economic growth remains
on back burner
BITS & BITES
BY DONALEE MOULTON
CALENDAR
February 27-March 1, 2011
International Restaurant &
Foodservice Show of New York
Jacob K. Javits Convention Center, New York
www.internationalrestaurantny.com
March 6-8, 2011
CRFA Show
Direct Energy Centre, Toronto, ON
www.crfa.ca
April 3-4, 2011
ApEx
Moncton Arena, Moncton, NB
www.crfa.ca
October 2-3, 2011
The Canadian Coffee & Tea Show
Vancouver Convention Centre, BC
www.coffeeteashow.ca
Just desserts BY DARREN CLIMANS
The power of indulgence in foodservice
W
ith the prospect of a Canadian federal election in
the spring, and the 2012 US presidential election
looming larger on the horizon, I found myself
recently thinking back to the Clinton-Bush campaign and elec-
tion of 1992.
It was a critical moment in history. Mr. Bush was an incum-
bent president, trusted former vice president to the beloved
Ronald Reagan, and a president who enjoyed unprecedented
high approval ratings in 1991 thanks to the perceived success
of the rst Gulf War.
Many established Democrats were running scared, unwill-
ing even to take up the challenge against Mr. Bush, content
to concede the election and hope for a better opportunity
in 1996. This left the door open for a young and relatively
inexperienced governor from a small southern state named
William Jefferson Clinton to emerge from the Democratic pri-
maries despite signicant questions about his marital delity,
charges about having avoided the Vietnam draft, and an al-
ready apparent tendency to bend the truth.
Clinton started as a longshot wannabe candidate in terms of
all of the things that people said were important in choosing the
leader of the free world: patriotism, battle-tested judgment, for-
eign policy expertise, moral bre, and reliability. How was Clin-
ton able to defy conventional wisdom and build bridges to reach
divergent pockets of voters? His strategy came down to one key
summary mantra, Its the economy, stupid. The simple truth is
that Clintons message tapped into the thing that mattered most
to the majority of citizens their economic wellbeing.
On election day, Clinton received more than twice the
number of Electoral College votes than Bush. Clinton captured
SNAPSHOT
0%
2%
4%
6%
8%
10%
12%
CAKE TART CRME BRULE SORBET/SHERBET VARIETY*
SOURCE: DIRECT LINK
Five most popular desserts
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2008 2009 2010
* VARIETY includes cheese plates
and mixed dessert platters
traditional Democratic strongholds, attracted middle-class Re-
publicans, and won back large numbers of Reagan Democrats.
Knowing what motivates your customers most is critical
to the success of any business. In the increasingly fragmented
and competitive world of foodservice this knowledge is de
rigueur. This just in. when it comes to foodservice, its the
avour, stupid.
The current foodservice media buzz suggests that consum-
ers are focused on any number of issues: cholesterol, trans fat,
sodium, carbs, omega-3 oils, calorie counts, superfruits, LEED
buildings, sustainability, fair trade and the like. There may be
truth in all of this. But the bottom line for your customers is
that it all starts and ends with indulgence.
The Direct Link Menu database tracks the offerings of
innovative independent ne dining and upscale casual oper-
ators across Canada. These operators are dedicated to ex-
pressing and developing their culinary craft. Their menus are
a marriage of ingredients and technique designed to provide
customers with a superior avour experience, well beyond
the boundaries of convention. In short, they are all about in-
dulging consumers senses.
Scaramouche in Toronto is one such restaurant.
Scaramouches iconic Coconut Cream Pie dessert was recently
analyzed for dietary content. The results showed that the 310 g
serving size carries nearly 1,000 calories, a whopping 64 g of
fat, and 90 g of carbs. Clearly, when it comes to raising the bar
on avour in foodservice, indulgence trumps sensibility.
Bill Clintons successful campaign was a validation of the
14th century rule-of-thumb referred to as Occams Razor.
This principle states that the simplest explanation is usually
the correct one. When your goal is to please, giving people
what they want with the fewest diversions and complications
may be your best path to success. yfm
Darren Climans is the senior director of market information for Direct Link.
Direct Link is an organization dedicated to providing information and insights on
Canadian foodservice. For more than 10 years, Direct Link has tracked restaurant
industry trends via broadline distributors and independent restaurant operators
across Canada. Direct Link works with innovative distributors and manufacturers
to understand opportunities in foodservice.
Knowing that management and staff are on the
same page when it comes to HR and business
goals can be a huge advantage in reducing
turnover, retaining top performers, and attracting
the skilled professionals your business requires to
be successful.
- NANCY GREENE, Canadian gold and silver
medalist at the 1968 Grenoble Olympics
This program is funded by the Government
of Canadas Sector Council Program.
discovertourism.ca/yfm
This just in. when it comes to foodservice,
its the avour, stupid.
WOW
World Wide Wow
Hellmanns
champions real food
Building on the success of its Urban Gar-
dens and Eat Real, Eat Local programs,
Hellmanns has launched realfoodmove-
ment.ca, a website that promotes con-
sumption of food made with real, simple,
authentic ingredients. The site celebrates
Canadas tastiest, healthiest and most af-
fordable choices with information on real
food, local food nder tools, recipes, links
to articles and resources and more.
Research tells us that Canadians are
looking for real food and locally sourced
ingredients, says Toby Campbell, senior
category mix manager for Unilever Food
Solutions, North America. Out-of-home consumers are looking
for great-tasting options that align with their lifestyle. Its natural
for Hellmanns to support the real-food movement, she says, since
Hellmanns was founded on the principle of using real, simple
ingredients like eggs, oil and vinegar.
The consumer-friendly site has quickly become a resource for
Canadians to nd ways to connect with real food, and a forum
to share opinions and engage with others who share that interest.
The site includes recipes, seasonal food charts, and a growing data-
base of farmers markets and vendors who sell locally grown foods.
Interactive tools make it easy to see whats in season, where to
buy local and fresh, and the many ways the food can be enjoyed.
Canadian chef, restaurateur and Food Network personality Chuck
Hughes has contributed sandwich recipes
with mom-ied and kid-ied versions
for turkey, egg, ham, chicken, BLT and
cheese. An Eat for Real link takes web
surfers to Hellmanns recipe site.
A Real Food Talk blog provides readers
with the ability to post their comments
and feedback related to Hellmanns and
the movement to embrace real food. Traf-
c to the site is also being driven through
social media.
Downloadable Real Food Guides cover
four regions British Columbia, the Prai-
ries, Quebec and Ontario, and the Mari-
times. The guides include information on
how and where to buy local food, grow-
ing your own, spreading the word, and
links to learn more.
Hellmanns has launched a $100,000 Real Food Grants Program
to help fund national and local initiatives that support the real-
food system in Canada. The company reports response has been
overwhelming, and recipients of grants have already started put-
ting the money to work.
These initiatives are just the latest chapter in Hellmanns mission to
help Canadians eat more real, authentic foods every day, Camp-
bell says. Putting its commitment into play with its own products,
the company has switched to 100 percent Canadian free-run eggs
and removed some of the unpronounceable ingredients in its
the Fat mayonnaise-type dressing.
The companys Canadian foodservice website unileverfoodsolu-
tions.ca is a separately run business unit. yfm
BY LAWRENCE HERZOG
realfoodmovement.ca
Key features and bene ts:
Interactive tools to see whats fresh and in
season, and where to buy local
Downloadable Real Food Guides for four
regions across Canada
Sandwich recipes from acclaimed chef
Chuck Hughes
Real Food Talk blog to post comments and
learn from others
Research tells us that Canadians
are looking for real food and
locally sourced ingredients.
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Watch for these 6 issues in 2011
[
FEBRUARY APRIL JUNE AUGUST OCTOBER DECEMBER
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reserves the right to qualify all sample requests and end this offer at any time.
The saying goes that when times get tough, the tough get
going. Many of them to the CRFA Show, it turns out.
This years show, March 6 through 8 at Torontos Direct
Energy Centre, aims to build on last years, which attracted
more than 12,000 industry professionals and 1,300 exhib-
itors. The Canadian Restaurant and Foodservices Association
(CRFA) has brought in a new team to deliver their new vision
for the show.
Its going to be more than a
trade show; its going to be an excit-
ing event, and a celebration of our
$60-billion-a-year industry as cus-
tomers and suppliers come together,
says Garth Whyte, CRFA president
and CEO. Were
optimistic about this
years show, and
about getting out of
the economic dol-
drums and moving enthusiastically forward.
The show uses a one-stop marketplace ap-
proach to connect restaurateurs, chefs, and
industry leaders with food distributors, equip-
ment manufacturers, foodservice suppliers and dealers, among
others. Industry-specic seminars, educational workshops and
presentations present strategies to help foodservice profession-
als work smarter and be more successful.
Now is the time to be in the water waiting for the wave
to come and not standing on the beach, Whyte says. Were
hearing that people are looking for new opportunities, new
partnerships, new customers, new products, and theres an
energy building.
Energy continues to be a dominant area of interest in the
industry, and operators pursuing innovation and sustainability
will nd ways to reduce energy consumption, increase ef-
ciency and rene their operations. The Centre for Sustainabil-
ity, one of the big hits at last years show, is returning again
with solutions and insights into foodservice energy efciency
and the quest to reduce carbon footprint.
Daily sessions will address industry trends and forecasts,
marketing and sales, and cost control and human resources.
New this year are healthy-eating sessions, offered in partner-
ship with the Guelph Food Technology Centre, and the Can-
adian Culinary Federation will host a culinary salon with a
junior professional competition.
Celebrities, knowledgeable speakers, and 10 superstar
chefs are scheduled to perform, and culinary competitions and
cocktail contests will be sprinkled over the three-day event.
Headline chefs include Vikram Vij of Vijs in Vancouver, res-
taurant owner and TV host Mark McEwan of Toronto, Ezra
Title of Torontos Chezvous Dining, and internationally re-
nowned chef and farmer Michael Stadtlander.
Were in the food business, and people want to see it, taste
it, drink it, smell it, says Carmine Aquino, show organizer
for CRFA. In tough times, everybody is looking for that little
extra edge, and if you come out to a show and pick up two or
three ideas, then youve paid for your time, and more.
Whyte says CRFA wants participants to have fun while
they meet their colleagues in the business, network, discover
new ideas and learn from innovation. We want to make this
show the go-to place where people mark it on their calendar
and dont dare miss it. Were mixing in a high-quality audience,
high-quality exhibitors and some fun, and thats the sizzle as
well as the steak. yfm
CRFA Show
New team delivers new vision
BY LAWRENCE HERZOG
CRFAs 2011 Show
MARCH 6-8
Direct Energy Centre, TORONTO
REGISTRATION
$25 before March 5
$40 after March 5 and at the door
FOR MORE INFORMATION
WWW.CRFA.CA/TRADESHOWS
Its going to be more than a trade show;
its going to be an exciting event, and a celebration
of our $60-billion-a-year industry as customers and
suppliers come together...
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At the CPlA Show, don't miss Che Mark Mcwan
(North 44, 8ymurl, ONE, lubbricu und McEwun)
k6l5Tk T0DAY AND 5AV
fnd out more at www.crfashow.ca
or ca|| CRfA at 1-800-387-5649
for more nformaton.
Auu some menu excitement with
a new Flavoui Tienu.
Sweet Potato is one of the six key
flavoui tienus foi 2u1u
*
wcct !otato BIsquc
A pureed sweet potato bisque deliciously lavoured with a warm blend of spices and a hint of cream.
Foi moie gainishing anu seiving iueas visit campbellsfoodservice.ca oi
call youi Campbell Sales Repiesentative at 1-800-461-SOUP (7687)
*Iuentifieu by Nintel 2u1u.
I NT R0B0C I Nu . . . C A MP B E L L S
Vegetarian Lacto-ovo-vegetaiian: Nay incluue milk oi milk piouucts anu eggs, but excluues meat, poultiy, fish anu seafoou.
avnIsI ov scvvc IIs ucIccaIIc ncw sou In
a unIquc way o cvcac a uIsI Ia ,n an a// ,nr un
avnIsIIng uggcsIon: cvvIng uggcsIon:
Cinnamon Sticks
To enhance the comfoit appeal of this soup, seive
Sweet Potato Bisque in a ceiamic mug anu gainish with
2 long cinnamon sticks tieu with S chives. Blenu-in a maple
syiup swiil oi uiizzle with maple syiup as the finishing touch.
Goat Cheese
Foi a sweet anu savouiy combination, spiinkle heibeu
goat cheese ciumble on top anu uiizzle with
spicy heib anu ieu peppei olive oil.
2u11 CANPBELL C0NPANY 0F CANABA
CATEGORY REPORT
Diners today are looking for an ex-
perience unlike the typical fare they
eat at home. For chefs and restaura-
teurs this is an opportunity to give patrons interesting options, particularly in
the appetizer and side dish categories. It could be something new, or a twist
on a favourite. For example, french fries become a new experience topped
with low fat sour cream, fresh chopped bacon, shredded cheddar cheese and
chopped green onions. Or drizzle them with a thick sweet balsamic reduction
and a hint of trufe oil, then lightly garnish with fresh-grated parmesan.
You can also mix it up. Sweet potato fries could be a side dish, an add-on to
a main course, or an appetizer. Salads are always a starter option, but health-
conscious consumers will sometimes opt to replace a high-carb main dish side
with leafy greens or eat a salad entre enhanced with a protein like chicken.
People are looking for
more healthy alternatives
to regular deep fried when
theyre eating outand
we try and accommodate
that with healthier features
for sides and appetizers.
Henry Stobbe, foodservice
manager, Henrys and the
Boars Head Pub, located at the
historic 32-room Queens Inn, in
operation for over 150 years in
Stratford, Ontario.
Exercising your meal choices = prots
Work your
apps & sides BY SUZANNE BOLES
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Category ups and downs
The last 18 months have been all about shifts
and changes in foodservice. Direct Link, Can-
adas foodservice information source, has a
database of operator purchases that reects
broad consumption in foodservice and also
tracks all Side Dishes including Appetizers/
Hors dOeuvres.
The recession hit foodservice hard in
2009, as seen by the total market decline of
-1.1%. According to Direct Link, Side Dishes
fared better than the market and actually had
nominal dollar growth of +1.1%. Appetizers/
Hors dOeuvres trended below the market in
2009, but has paralleled the dramatic recov-
ery seen in the rst quarter of 2010.
Whats hot
Within the Side Dishes sub-component of Ap-
petizers/Hors dOeuvres, the top categories
tracked by Direct Link in 2009 included: On-
ion, Cheese, Spring Roll, Guacamole, Vegetable,
Pat/spread, Egg Roll, Vegetable & Cheese,
and Bruschetta. Some of the other appetizers
tracked include Seafood, Calamari, Crab Cake,
Escargot, Sushi, Won Ton, and Samosas.
For side dishes, Cindy Wennerstrom, cus-
tomer marketing manager for McCain Foods,
says their companys research found that
health is the number one driver.
Consumers are trending towards healthier
items, she says, and potato, a McCain staple,
is at the top of the consumer decision tree for
side dishes.
And not just simple white potatoes. The
health benets of sweet potato [for example]
are largely understood by consumers vita-
mins, nutrients, antioxidants, bre, etc. are
among the closest associations, she adds.
Mashed potatoes are also seen as healthy
natural, low in fat, low salt, not processed,
lower in calories.
As well as potatoes in numerous forms,
from fries to the companys roasted red skin
potatoes seasoned with rosemary and garlic,
McCain also offers popular sides and appetizers
like onion rings, twiggs & tanglers (onion be-
ing the most popular segment in the Appetizer
category, according to Direct Link for the year
ending December 2009), breaded and bat-
tered mushrooms, mozzarella sticks, zucchini
sticks, Poppers stuffed jalapeos, broccoli
orets & bites, hot dips, Chinese dumplings,
spring rolls, egg rolls and more.
High Liners extensive line of shrimp
products, including buttery cut black tiger
and shrimp and seafood skewers on the side,
as well as other sh and seafood delights,
gives operators opportunities to change up
their menus and offer something new.
Marsha Ditri, culinary advisor with High
Liner Foods Inc., says their companys research
shows that seafood not only increases average
cheque size, but its also tied in with a higher
overall dining experience. Seafood is con-
sidered more of a delicacy and, as such, has al-
ways commanded a higher price on the menu.
Top Appetizer Types
1) ONION
2) CHEESE
3) SPRING ROLL
4) GUACAMOLE
5) VEGETABLE
6) PAT/SPREAD
7) EGG ROLL
8) VEG & CHEESE
9) BRUSCHETTA
10) OTHER
SOURCE: DIRECT LINK;
Year-ending December 2009
2006 2007 2008 2010
Q1 Only
Total Market
Appetizers/
Hors dOeuvres
Total Side Dishes
2009
Side Dishes
Sub-Components
Appetizers/Hors dOeuvres
Cereals
Ethnic Dishes
Potatoes
Rice
Salads, Prepared
Soups
8.9%
-2.7%
SOURCE: DIRECT LINK
Growth by Meal Segment
Work your
apps & sides
Creative platings + smaller
portions = bigger sales.
Appeal to health-conscious diners
with menu descriptions that will tell them
their choice is a wise and healthy one.
Infuse your appetizer and side
offerings with some international
cuisine. This could be as simple as
taking a North American product and
adding some European, Asian or other
international avour.
Add dips to your appetizers for a
variety of avours.
Include a spicy appetizer and/or
side dish to your menu to capture the
hot trend.
Make room for new items, change
them to see whats popular and ask
customers for their feedback on some of
the newer offerings.
Add sauces to appetizers breaded
calamari rings and strips with tzaziki
cocktail sauce, chipotle or honey ginger;
fries and curry, chipotle or jalapeo
mayos.

T
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T
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Pub grub to ne dining
Henrys and the Boars Head Pub, located at
the historic 32-room Queens Inn, in oper-
ation for over 150 years in Stratford, Ontario,
feature distinctive offerings under the super-
vision of foodservice manager Henry Stobbe.
Open year-round, the Boars Head Pub
serves local clientele, while Henrys features
seasonal dining offering an upscale menu
focused on the theatre clientele (who come
to Stratford to take in the many plays from
spring to fall). Stobbe says at least 15 side
dishes and appetizers are offered between
the two venues.
Popular sides at the Boars Head include
standard pub fare like loaded potato skins,
loaded french fries, battered onion rings,
sweet potato fries, and battered mushrooms.
Lighter sides or appetizers include soup, sal-
ads and an Atlantic salmon citrus salad.
On the ner dining side at Henrys, there
are whipped and baked redskin potatoes and
rice pilaf sides. Popular appetizers include
tiger shrimp cocktail, mussels, bruschetta, sal-
ads, soup and fresh vegetables.
Stobbe nds his diners are increasingly
interested in the health benets as well as
taste of their apps and
sides. People are looking
for more healthy alterna-
tives to regular deep fried
when theyre eating out
and we try and accom-
modate that with health-
ier features for sides and
appetizers, he says.
Ringing in pro ts
Stobbe says theres a lar-
ger prot margin on appe-
tizers and sides, compared
to most entres.
High Liners Ditri says seafood offers
growth opportunities for restaurants and sug-
gests seafood-based sushi is an underdeveloped
opportunity for health-conscious consumers.
McCains research sources show a denite
growth opportunity in this category. For ex-
ample, 403.2 million appetizer servings were
served in the last 12 months, with 183.8 mil-
lion of these at casual restaurants, for a menu
importance of almost 26 percent, and 101.1
million servings were at family/midscale res-
taurants, indicating almost 11 percent menu
importance. [This shows] an
opportunity to grow appetiz-
ers in this segment, says Wen-
nerstrom, adding that ethnic
and seafood appetizers are showing the great-
est percent change versus a year ago with re-
spect to servings ordered.
First presented at the table, accompany-
ing a main course, or even taking centre plate,
appetizers and sides are a great opportunity
for restaurateurs to cash in on a mix of sta-
ples and innovation. yfm
Your feedback
is important to us!
feedback@yfmonline.ca
WWW.RE STAURANT.ORG/SHOW
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POWER-UP YOUR BUSINESS
Look
whos
cooking!
Culinary schools train
the pros of tomorrow
BY JANE AUSTER
Everyone today, it seems,
wants to be a chef.
Thanks to the allure of the Food Network and celebrity
chefs adding sex appeal to the kitchen, Canada is full
of aspiring culinary superstars waiting to imprint diners
gastronomic imaginations.
Fortunately, this country is only too happy to train
students bitten by the cooking bug. There are dozens of
schools, from local Mom and Pops to the world-renowned
heavyweights like George Brown Colleges Centre for
Hospitality & Tourism Management, with a passion for
incubating the chefs of tomorrow.
Here YFM proles ve schools across Canada. The list is
by no means exhaustive, as the culinary school movement
is blossoming in every corner of the country. Bon appetit!
Cover Story
T
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Pacic Institute of Culinary Arts
SNAPSHOT
Pacic Institute of Culinary Arts
offers two diploma-granting
programs, Culinary Arts and
Baking & Pastry Arts.
PICAs own resto, Bistro 101,
was founded to create a real-
world training experience
for the schools professional
Culinary and Baking & Pastry
Arts students. PICA was the rst
private training facility in Canada
with a ne dining restaurant on
the premises.
Situated right at the arch of
Granville Island in Vancouver,
PICA is coming up on 15 years
old and features oor to ceiling
windows, eight commercial
kitchens, the training restaurant
(Bistro 101), and a six-year-old
bake shop (Bakery 101), being
redesigned for better ow, which
will be ready by March 2011.
The school admits up to 54
students per intake, with
enrolments four times a year for
the six-month program. Culinary
students are in the kitchen eight
hours a day, including one in
the lecture room, for a total of
935 hours. After three months,
they graduate to the advanced
program.
90% graduate, 80% continue in
the hospitality industry.
Intense training with small classes featuring a student-teacher ratio
of 15 to 1 for Culinary and 12 to 1 for Bakery & Pastry helps set
the Pacic Institute of Culinary Arts apart from many other cooking
programs. So, too, do the demographics of the students themselves, a
diverse population spanning ages and the globe.
Its from right out of high school to one student who is retired and
has written a book about coming to culinary school to have a second
life after retirement, says executive chef, vice-president & chief oper-
ating ofcer Julian Bond. Also, we have an international focus and
work with that in class.
The restaurant, Bistro 101, is where students can show whether
they cut the mustard. They gain top experience managing front and
back of the house, learning from any mistakes they might make.
We had a party of 30 for whom we were cooking beef tenderloin
medium rare, and the student cooked it 40 minutes, says Bond. We
apologized to the group; we screwed up. We made chicken breasts
instead and turned it into a positive learning experience. There are
no stupid mistakes.
BCs Pacic Institute of Culinary Arts features state-of-the-art kitchen
facilities as well as a ne dining training restaurant, Bistro 101, designed to
allow students to experience every facet of a real restaurant operation.
A
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Business management, menu development, Wine & Spirit Educa-
tion Trust (WSET) Foundation level wine certication are all part of
the learning. Increasingly, so are green issues. PICA works closely
with organizations like Green Table (rst culinary school), and invites
guest lecturers from local wineries, Salt Spring Island Coffee Com-
pany, Whistler Beer, even the Vancouver Aquariums Ocean Wise
(founding culinary school member) discussing the good, the bad and
the ugly of sh.
Its all part of providing a holistic approach to culinary education.
Everyone wants to be the next Gordon Ramsay, says Bond, so we
have to teach them the reality check. Youre going to go out there and
pay your dues. Its like a pyramid, I tell them, and school is only the
bottom layer. Then they have to build on their layers.
SAIT Polytechnic School of
Hospitality and Tourism
SNAPSHOT
The school includes hospitality
management, professional
cooking, travel and tourism,
baking and pastry art, meat
operations and management,
cook and bake apprentice
programs.
There are close to 1,100
students in the school.
SAIT started its rst hospitality
program in the early 1960s and
added cooking and baking in the
late 60s.
30 percent of students come to
the SAIT program straight out of
high school, while the rest range
in age from 19 to around 55,
including those pursuing second
careers and refreshers.
Student restaurant, The
Highwood, has 120 seats and
runs ve days of lunch or four
evening services every week
throughout the school year.
96 percent employment rate in
the industry in 2009.
The school has 70 faculty,
including a number of top chefs.
PICAs Bakery & Pastry Arts program
exposes students to the rigours of
creating a sweet end-of-meal experience
as well as offering sweets for sale in a
professional bake shop. The school also
features guest lectures, including from
the Wine & Spirit Education Trust.
Youre going to go out there and
pay your dues. Its like a pyramid,
I tell them, and school is only the
bottom layer. Then they have to
build on their layers.
Stop
wrestIIng
wItb your
sbeIvIng.
COMPONENTS
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www.cambro.com/elements
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composite material holds up to 3200 lbs.
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antimicrobial shelf plates are easy to clean
N
e
w
!
One of the biggest shifts were seeing, especially in hospitality, is
the number of women coming into the program, says Tom Bornhorst,
dean of SAITs School of Hospitality and Tourism. The baking pro-
gram is now 95 percent female, culinary is 40 percent female. Even
the apprentice side is no longer male-dominated. Its a very healthy
change for everybody. Women see these as careers where they can
ascend. There werent a lot of female chefs and general managers 30
years ago. Now there are role models.
The Highwood is so popular the Thursday buffet regularly sells out.
Being on the Open Table reservation system (and regularly voted a
consumer favourite) packs in the diners as soon as dates are available.
The student chefs job is to design a menu with a feature app
and main. Students learn all about cooking methods, such as braised,
roasted or sous vide, and they get to the point of designing a ve-
course dinner. A fully functioning bar is part of The Highwood, so
students are taught everything from opening a bottle of wine and
food and wine pairing to the more advanced features of running a bar.
Teaching extends beyond the classroom and restaurant. Last
year (2009), we were the rst Canadian post-secondary institution
to introduce a teaching garden, says Bornhorst. 170+ varieties of
vegetables, herbs, fruit, and some wheat were planted. One of our
instructors just won an award to research culinary agro-literacy. The
garden went beyond what we thought it would. Cook apprentices do-
ing their competency exam will quickly run in there and grab some
herbs, or students in the Highwood some veg for service. At 4,200
sq. ft. its not a production garden, but its a powerful living classroom.
Another SAIT innovation is the marketplace, a 1,400 sq. ft. retail
environment complete with a baking pastry art zone for students to
showcase their breads and pastries, meat cases for the meat oper-
ations students, and standup coolers for the professional cooking stu-
dents home meal replacement items.
The quality of the goods available here, says Bornhorst, is excep-
tional, and the word has spread beyond the campus, even though the
marketplace is not advertised.
On the horizon is an applied research greenhouse. The students
already produce biodiesel. They may use it in the greenhouse, says
Bornhorst, to see how long we can extend the growing season. We
have pretty much maxed out our facilities. Were already running our
kitchens 7 to 6 every day in double shifts, with four different kitch-
ens and three different bakeries back to back. Weve grown so much
were just kind of full, and thats not a bad thing. Its a testament to
how well this school has been doing.
Algonquin College School of Hospitality
SNAPSHOT
The program has been running
for 10+ years, offering an
Ontario ministry-approved
curriculum.
In the past, the college had to go
off-site to deliver the curriculum,
but as demand grew, the college
decided to invest in its own half
lab/half industrial kitchen.
There are 14 students (out
of 900 at the entire college)
registered apprentices in
the culinary program, which
allows them to attend school
on Mondays and Tuesdays for a
total of 10 hours a week while
accumulating the 6,000 hours
required to complete their Red
Seal certicate. Theyre also
credited 720 hours for the course
towards their 6,000 hours.
Students range in age from those
still in high school, in the Ontario
Youth Apprenticeship Program,
to their 50s, with half under 30.
As part of their training, they
cater six or seven functions
a year, including the Relay for
Life dinner, capital campaign
fundraisers, and a 100-mile
dinner.
100 percent of graduates return
to hospitality careers.
Within two years there will be
a new campus featuring a full-
time training program.
Institut de tourisme et dhtellerie du Qubec (ITHQ) is one of Canadas oldest hospitality schools
with a very young prole of students the average age is just 21 many of whom continue to industry
jobs around the world.
D
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Algonquins program attracts a more diverse group than many
other culinary schools. Weve got the young keeners interested in
the industry because of the explosion of the Food Network, who have
a preconception of what the industry is, says Andre Renaud, food
service coordinator of the Cook Apprenticeship Program. Everyone
wants to be a Gordon Ramsay, but they dont want to peel carrots.
Others are forced back to school because of legislation. We have a
couple people who have come from institutions (hospitals, old age
homes). SARS was the catalyst in the government-run old age homes;
the government then proceeded with the introduction of legislation
since they saw they needed to do something about food handling.
Now there is strong legislation that old age homes and hospital people
working with food must be Red Seal.
Having only 14 students and ve professors ensures intense hands-
on training and a close-knit environment where professors ofces are
located right off the training kitchen.
After learning the basics, in year two, the students take a course
called cuisine a la carte, where they must successfully demonstrate
a working knowledge of the operation of the a la carte kitchen. A
lounge adjacent to the dining room is turned into a restaurant oper-
ation during year two. For three or four months, students plan the
menu on Monday; by Tuesday the eatery, located in the campuss
pub the Landing is booked solid. Theres a rotation of the stu-
dents head chefs, sous chefs, servers, line cooks depending on the
complexity of the evening.
Theres a project they have to do at the end of night: costing, wast-
age, everything to do with cost of the operation, says Renaud. It can
be traumatic. There are passionate moments, and they have to work
through them. Real life problems; the shrimp is underdone and is
returned. What do you do? We dont believe in sending people into
the industry with surreal training.
Supplementing the coursework is a professional series where
food suppliers share their expertise. For instance, Maple Leaf brings
a whole pig and demonstrates butchering techniques, while Kraft
comes in to talk coffee.
By the end of their course work at Algonquin, says Renaud, we
hope the students really understand food so they have the same
amount of respect we have. I am a huge believer in the energy of
food and what it does to people, from a wellbeing and morality stand-
point, where food is the heart of the home, heart of the kitchen, heart
of the world.
Institut de tourisme et
dhtellerie du Qubec (ITHQ)
SNAPSHOT
The government of Qubec
founded the ITHQ in 1968
with a vision of developing a
world-class tourism industry
by providing highly skilled
hospitality professionals.
Since then, there have been
8,000 graduates of the
program.
The school opened with culinary,
restaurant service and pastry
making programs, followed
three years later with diploma
management courses.
The school has 1,400 students
per year at an average age
of 21. Thirty percent have
experience when they arrive,
while 30 percent are reorienting
or changing careers. All enter or
re-enter the industry when they
graduate.
The program spans three
semesters, 1,450 hours plus 400
hours in the workplace.
There are 27 specialized
programs in tourism, hotel
and restaurant services to
learn skills that are transferable
anywhere in the world, including
work-study programs with
internships in Qubec and
elsewhere.
In addition to an upscale
restaurant, ITHQ also runs a 42-
room training hotel, and two
dining rooms where students
can apply hotel-related skills.
As one of the oldest hospitality schools in Canada, ITHQ offers
an enriched ofcial government program, but has taken the time to
change up the ingredients in its recipe for success. The cooking cur-
riculum has been modied at least four or ve times, with the Signa-
ture Program added in 2005-2006.
With one program, Cuisine professionnelle, we have added our own
seasonings, says vice director (directeur adjoint) Cliff Boyd. The gov-
ernment program features a modular approach to cooking. We prefer
a task approach, where we train our students in a functional manner.
We believe this prepares them much better to face the marketplace.
The Signature Program of nearly 1,500 hours, with at least 400
in the workplace, helps students to master culinary techniques and ex-
plore the science of how food transforms into what appears on diners
plates. Over a 12-week period, after mastering their basics, students
are in hands-on training in ITHQs two main restaurants in the school,
learning all aspects of turning out letter-perfect breakfasts, banquet
menus and a la carte selections.
ITHQ is implementing a sustainability and environment pro-
gram, and students are pushing for the school to be more involved in
sourcing local supplies.
The institute prides itself on longstanding international relation-
ships, which benet students interested in spreading their wings
beyond Qubec. We are the only school in North America with a
partnership with Relais & Chteaux, says Boyd. Our most passion-
ate students continue in our post-diploma program, Formation supr-
ieure en Cuisine, where they nish off the program with 10 weeks
internship in France. Five or six years following their training, we
see a number becoming chefs and restaurant owners, with more and
more of our graduates working as chefs in hotels and in charge of
top-notch restaurants in Qubec.
If theres one lesson ITHQ hopes students learn, its this: that they
be able to adapt easily to different changes in the industry and the
workplace, to understand what they are doing in the kitchen and how
to control costs, to be able to acknowledge the quality of products,
and always have respect for food.
We see a number becoming chefs
and restaurant owners, with more
and more of our graduates working
as chefs in hotels and in charge of
top-notch restaurants in Qubec.
ITHQ features two professional
training restaurants, where
students learn all aspects of front
and back of house operations.
Holland College
SNAPSHOT
The Culinary Institute of Canada,
founded in 1982, was originally
marketed separately from
Holland College.
Six years ago, all of the culinary
and hospitality programs were
united under the Holland College
umbrella. Today there are 25
courses in the Culinary Arts
program.
The institute, supported mostly
by tuition and government
funding, is also responsible
for Canadas Smartest
Kitchen, the food and research
development arm (Cavendish
Farms is a partner and
collaborator with the institute).
There are 200 students in
Culinary Arts and 34 in Pastry
Arts. Culinary Arts is a two-year
diploma program, while Pastry
Arts is a one-year certicate
program. There is also a four-
year applied degree program in
culinary operations and a two-
year diploma in hotel restaurant
management.
After graduation, 97 percent are
working in the industry;
90 percent after ve years.
During Austin Clements time at Holland College, the program
manager of the culinary and hospitality programs and former chef
has witnessed the evolution of the culinary scene in Canada.
When I went into the industry, it was 10 to 15 percent female,
now its over half, he says. It illustrates a change from the times
when kitchens were more male dominated. Females have taken their
membership among the ranks. We see a number of very success-
ful female chefs in high ranking executive positions, encouraging the
younger females. Some of that male, European chef kitchen is still
out there, but the Canadian chef movement is a relatively new one.
Twenty to 30 years ago, chefs were coming from Europe. All of us
young up-and-comers came through those ranks, but over time we
have replaced those European chefs with our own folks.
The shift is reected in Holland Colleges culinary curriculum,
where Clements team has just revisited the second year program. For
the rst time, a course that used to be Eurocentric in focus is now
more international, with the avours of India, the Caribbean, Korea,
Thailand and Japan mixing with the more traditional European bias.
Local is a huge focus for Holland College. Two years ago, 70
to 80 percent of our food product was bought from off island, says
Clement. Now of over 65 suppliers, 55 are on island. I have a very
locavore type approach, which is in tune with our current crop of
students. Why is food grown this
way, cooked this way? We are
much closer to our suppliers.
Students are trained as if
theyre already in the industry, he
says, through a robust combination of theory and hands-on training
in the Montgomery Cafeteria, for the rst-year students, and the Lucy
Maud Dining Room for second years, where they learn everything
from ordering the food, creating the menu, and handling the staff.
I want them to leave with open thoughts, says Clement. We have
a much larger responsibility than just teaching them how to cook,
so students should understand how to think, be problem solvers, be
wave makers, condent in their knowledge, experience and training,
but not satised to stop there. yfm
Your feedback
is important to us!
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With global supply and demand
on a knife edge, away-from-
home coffee sales in Canada are
holding their own, and successful operators are getting better
at grabbing good ideas and running with them to protability.
Those were some of the key points expressed by four category
experts during the Coffee Industry Panel at the enormously
successful 2010 Canadian Coffee & Tea Show.
The participants provided their perspective to a room
full of delegates early on the rst morning of the show held
September 26th and 27th at the International Centre, near
Torontos Pearson International Airport. It was a lively, inter-
active session that touched on global trends, best practices and
common mistakes, innovation, and foodservice opportunities.
After seven or eight years of solid growth, the economic
downturn of 2008 meant the crest has come off the wave,
said Sandy McAlpine, president of the Coffee Association of
Canada. The slowing has reigned in year-over-year sales in-
creases that were galloping along at seven to eight percent
a year and wrangled them to low single-digit growth, he
told the gathering. Even so, today Canada is the healthiest or
second healthiest coffee market in the world.
The performance is especially remarkable when you con-
sider what has happened south of the border, where the spe-
cialty coffee business is off by 10 to 15 percent in most markets,
McAlpine noted. Thats not to say the recession hasnt had an
impact on operators in Canada, as referenced by Jim Townley
of Fresh Cup Roastery in Saanichton, BC. Many of our custom-
ers went down a size, and that resulted in a 10 to 11 percent
change in our revenue stream. I thought the coffee business
was recession-proof, but it isnt; it is recession-resistant.
BY LAWRENCE HERZOG
DRINK UP!
Percolating
opportunities
for growth
Insights from the
2010 Canadian
Coffee & Tea Show
Canadian Coffee & Tea Show OCTOBER 2 & 3 www.coffeeteashow.ca
Counting all the beans
The world price for green Arabica beans is at a 13-year high,
and coffee futures have zoomed sharply upward since last
summer. Chris Glowienka, VP-general manager of Sara Lee
Foodservice, distributors of Douwe Egberts Coffee Systems,
said its no wonder theres anxiety around pricing. A lot of the
developing countries, particularly Brazil and Mexico with their
rising middle class, are not exporting as many beans. Its going
to mean tighter supply in the near short term.
McAlpine said the chase is really on for good quality cof-
fees, especially with a razor-thin one to two percent spread
between global supply and demand. If
Vietnam werent throwing in 15 million
bags into the world coffee market this year,
[green] coffee prices would be well over
two dollars [per pound] and may be approaching three dol-
lars. Historically thats about the level when consumers start to
change their coffee behaviour.
Adam Pesce, product specialist with Reunion Island Coffee
of Oakville, Ontario, told the audience that operators shouldnt
worry so much about the price of green coffee.
Other cost increases are more of a concern than the cost
of coffee. An increase of 25 cents per pound equals less than
one cent per cup.
Higher Margins to the Next Level
Glowienka encouraged operators to get to know their blends
so they can cup and deliver a great product. And he recom-
mended they look closely at taking advantage of their higher-
margin end-of-meal opportunities. Does anybody at the end
of a meal ever say, Yeah, Ill have a coffee, how much is it?
Its an automatic; no one is looking at the price by that point.
Theyre looking at the experience.
Panel members also touched on the growth in single-cup
proprietary systems, the convenience and renewed interest in
instant coffee, and taking fresh coffee to what Pesce called
the next level, with individually brewed cups
of coffee. Old ways of brewing are becoming
popular again, and its a continuation of the
espresso trend to regular drip coffees.
McAlpine acknowledged that the industry screwed up the
open pod system (pre-packaged ground coffee in its own lter),
but that may yet come back and penetrate.
He cautioned operators against xating on the quality of
coffee, as most everybody is competing with very good prod-
uct, but to remember the importance of location and style of
operation. yfm
Your feedback
is important to us!
FROM LEFT: standing, Russell
Hoffman, moderator; Sandy
McAlpine, Coffee Association of
Canada; Jim Townley, Fresh Cup
Roastery Caf; Adam Pesce,
Reunion Island Coffee; and
Chris Glowienka, Douwe Egberts.
Does anybody at the end of a meal ever say, Yeah, Ill have a
coffee, how much is it? Its an automatic; no one is looking
at the price by that point. Theyre looking at the experience.
M
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T
H
E
W

B
R
O
S
Z
K
O
W
S
K
I
Tea Tidbits
1) Canadian restaurants
sold 354 million
servings of hot tea in
the 12 months leading
up to May 2009.
2) Consumers going to a
restaurant for healthy
choices are 1.5 times
more likely to order tea
with their meal.
3) Nearly one in three
specialty tea drinkers is
under the age of 34.
4) Fifty-nine percent of
specialty tea drinkers
are female.
SOURCE: TEA ASSOCIATION
OF CANADA
DRINK UP!
Specialty tea is steaming hot in Canada right now and push-
ing strong performance in the category. The Tea Association
of Canada reports that sales of specialty tea increased 163
percent between 1997 and 2009, while regular tea tallied 27
percent growth over the same period.
Not only is specialty tea outpacing regular tea, but has now
overtaken it for top spot. In 2009, the total value of all spe-
cialty tea sold in Canada topped $110 mil-
lion, compared with $93 million for regular
tea. The biggest gains are being made in
Western Canada, where specialty tea now
outsells regular tea two to one.
The exceptional growth of specialty tea
was reected on the trade show oor at the
2010 Canadian Coffee & Tea Show, held in
Toronto on September 26th and 27th. With
more specialty tea exhibitors at the show
than ever before, and packed tea work-
shops and sessions, it was easy to see why
the category has reached a rolling boil.
There are a lot of opportunities just
waiting for the right people to capitalize on
them, says Louise Roberge, president of
the Tea Association of Canada. Now were
seeing a lot more people coming at it from
a strong business perspective, and they are
combining that with their amazing passion
for the tea.
One of them is Shanti Tea, started in
2009 by Toronto couple Venkatesh Prabhu
and Priya Prakash, trained in architecture
and naturopathic medicine, respectively. They are
channelling the insights from their chosen profes-
sions and their passion for fairly traded, sustainably
grown loose leaf teas into a venture that is grow-
ing by the month. Their exible and adaptable spe-
cialty tea programs supply restaurants, hotels, cafs,
and other businesses with fair trade certied teas,
preselected or custom blended.
Knowing that many foodservice operators dont
know how to serve specialty tea, they provide on-
site training. Serving specialty tea properly isnt just
putting a cup in front of them and saying here you go, Venk
says. Theres a ritual of how you prepare loose leaf tea, and
customers appreciate that process. We answer the questions
that operators have: How do I serve it? Do I put it in the cup?
Do I use an infuser? How long do I keep it there? What tem-
perature water do I use?
Just like wine and coffee, different teas have different char-
acteristics, he explains, and there are more varieties of tea than
there are grapes for wine. We teach people how to talk about
the different teas they might offer and inform their customers
by talking about things like its fragrance, base avour and top
notes. Knowing the story of the tea, where it came from and
who grew it enriches the experience for everybody.
Roberge says specialty tea purveyors are helping to change
the face of the industry, and build greater appreciation for
the beverage. Learning how to brew a good cup of tea and
making it good consistently is so very important. Thats always
been one of our biggest challenges in foodservice. Those that
take the time to learn it, and do it well, can gain an immediate
advantage. yfm
Specialty tea
reaches a rolling boil
Foodservice takes notice of top performer
BY LAWRENCE HERZOG
Now were seeing a lot more people
coming at it from a strong business
perspective, and they are combining that
with their amazing passion for the tea.
B
R
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T

W
I
L
E
N
,

D
A
V
I
D

P
A
R
K
E
R
Canadian Coffee & Tea Show OCTOBER 2 & 3 www.coffeeteashow.ca
TO LEARN MORE ABOUT TASSIMO PROFESSIONAL,
VISIT US AT THE CRFA SHOWBOOTH #217.
Introducing TASSIMO PROFESSIONAL. This intelligent brewing system features scannable T-DISCS that
contain a precise amount of premium ground coffee, tea or chocolate. Each perfectly measured T-DISC
seals in freshness and avour until you use it.
The TASSIMO PROFESSIONAL machine reads each encoded T-DISC, adjusting the temperature, time and
amount of water to yield the perfect cup of branded coffee, tea, hot chocolate, espresso, cappuccino or latte
made with concentrated milk product. After that, all it takes is one touch of a button and your customers will
be enjoying a delicious cup of coffee in about a minute. Its almost as though theres a BARISTA INSIDE.
FOR MORE INFORMATION, VISIT WWW.TASSIMOPRO.CA OR CALL YOUR SALES REPRESENTATIVE.
INTELLIGENT
SYSTEM.
EXCEPTIONAL
TASTE.
Our Guarantee At Truesoups we believe that quality is our most important ingredient. Please contact your Heinz Representative
to nd out more about Truesoups and to order please call or visit www.heinzfoodservice.ca
Western Canada: (866) 205-5733 Atlantic Canada: (866) 570-6550 Ontario: (866) 565-5700 Quebec: (866) 574-3469
Offering Over 20 Unique Varieties
Culinary Inspired, Classically Crafted Truesoups.
Truesoups are created by chefs for chefs. Truesoups embody the qualities that only soups made from scratch can provide.
Our culinary-inspired, original recipes will delight your customers and create a memorable dining experience.
Brand power lifts
limited time offers
F
R
A
N
C
I
S

V
A
C
H
O
N
BY JACK KOHANE
TOP
DOG
TOP
DOG
BY JACK KOHANE
promos
Herv Lapointe, owner of snack
bars in hockey arenas all over Qubec,
depends on the power of the iconic
Pogo to lift sales at events.
Pogos top my menu because theyre a perfect
t for us, says Lapointe, the Qubec City-
based owner of snack bars in hockey hallows
from Montral to Lvis to Portneuf. Pogos are
great nger foods for kids and adults, he says.
The iconic Pogo (a.k.a. corn dog), a hot
dog coated in cornmeal batter and deep fried
in oil, is touted as a Canadian original with a
tradition in Qubec that goes back decades
to the rst assembly line Pogo plant at Terre-
bonne (a suburb of Montral). The avour-
some frank on a stick, celebrating its 50th
anniversary this year, is a perennial favour-
ite with Lapointes customers. So when hes
cooking up promotional activity, Pogo is a
natural, says Lapointe.
Today, Pogo sticks are produced by Con-
Agra Foodservice at its plant in Boisbriand,
Qubec, where the two-layered treat is pre-
pared using high oleic, low linolenic canola oil.
Lapointes company, Gestion R.V.L Inc.,
founded in 1998 with one location, now runs
a network of 40 snack bars, making it one of
the biggest restaurant operators in arenas in
Canada. His promotions are executed at the
start of the hockey season and during major
events such as the annual Qubec Internation-
al Pee-Wee Hockey Tournament in February.
His staff of 125 serve up fast food fare to
hockey goers from August through April (ve
of his arena restaurants are open year-round).
Sales sizzle during week-long promos of
his fast food fare, especially those that feature
combos of Pogos, soft drinks and French fries.
At big events, we sell more than 500 Pogos,
representing a 30 percent increase over regu-
lar weekly sales, states Lapointe. During
some promotions, we also give away coffee
and go through 4,500 cups in a weekend.
What makes this possible is Lapointes
partnership with ConAgra Foods, which sup-
ports Pogo promos with danglers and posters
emblazoned with pictures of the celebrated
corn dog, and bolstered by local media ads.
Our Pogo branded promo materials are
provided to operators who feature Pogo on
their menu, explains Owen Rilan, ConAgras
national foodservice manager. The focus
is on helping the operator distinguish their
product as the #1 Corn Dog in Canada with
a recognizable brand name. And we have
also developed pay for performance incen-
tives for operators who buy in volume with
such rewards as rebates.
Rilan adds that his broker sales reps work
with distributor sales reps on specic account
opportunities. We work together to present
the branded materials available and evaluate
which program would most effectively drive
volume with individual operators. The brok-
er sales rep then provides the required ma-
terials to the location and checks in regularly
to ensure proper placement and marketing of
the brand. We also work with specic chains,
such as Scotiabank Place (with the NHLs Ot-
tawa Senators), Zellers and Normandin Res-
taurants, to include the brand in their menu
with marketing funds directed at driving sales
through their operations.
Imagination and creativity in tandem with
superior graphics (danglers and posters are
examples in the Pogo package) are the prime
hooks that can snare peoples attention.
Innovation is key to brand promotions
To help power a promotional campaign with
oodles of oomph, tapping into brand know-
how is a must. You need to be close to oper-
ators on any promotion you do to make it
successful, counsels Phillip Pavlov, senior
product manager at H.J. Heinz Company of
Canada Ltd. The key is understanding the
At big events,
we sell more than
500 Pogos,
representing a
30 percent
increase over
regular weekly sales.
Herv Lapointe boasts,
quite frankly, that his
wiener wows people.
Hell tell you thats
what behind red-hot
sales of Pogos at his
concession stands in
rinks across Qubec.
operators objectives, agenda, needs, oper-
ating environment, and then developing
promotions that resonate with operators
and their customers.
Best known for its trademark ketchup
as well as a covey of condiments, canned
beans and pasta, the
Heinz foodservice div-
ision offers an array of
promotions, including
product focused initiatives to help achieve
a lift of existing products through rebates,
points, incentives, or to support a new prod-
uct launch; consumption focused pushes;
and recipe crafting promotions. Consum-
er campaigns draw trafc to a website, a
scratch and win contest at a restaurant, or
a kids toy at McDonalds.
Pavlov points out that foodservice pro-
motions can be driven by manufacturers, dis-
tributors or operators. He notes that distribu-
tor sales reps are usually engaged through a
manufacturers sales force, distributors head
ofce, distributors publication or yer, or at
a trade show or special event.
Setting your objectives is critical, he
insists. Ideally those objectives should be
measurable. Decide on prizing and incentives,
the ones that appeal to your target market.
By way of illustration, Pavlov recalls
one of his most successful promotions: the
Heinz Trivial Pursuit 25th Anniversary
Contest. The campaign spotlighted special-
edition Heinz Ketchup packets distributed
to independent foodservice operators
across Canada. Consumers were invited
to play the game by registering online at
the Heinz website for games and cash give-
aways. Operators also got in the game by
earning rebates on the number of cases of
the limited-edition Trivial Pursuit Single
Serve Ketchup packs they purchased dur-
ing the promotion. A successful promotion
is integrated, he emphasizes. It uses vari-
ous communications pieces (website and/
or sell sheets) that look consistent and ap-
pear to be a part of a whole, rather than
disjointed pieces.
Point-of-sale promotions are a foodserv-
ice favourite. A recent POS promo offered
operators signicant savings on the cost of
Heinz ketchup and mustard Keystone dis-
pensers via mail-in refunds tied to the num-
ber of cases of products purchased. A promo-
tion like this, Pavolv professes, gives value to
operators by providing dispensing solutions.
How important are
brand promotions to
restaurants? Brand pro-
motions open up lots of
opportunities for operators to offer more
value to customers, says Lapointe. Any
promotion worth its salt must be a win-win
for all. A promotion that doesnt factor in
customer satisfaction is bound to fail. yfm
THERES NOTHING
VIRTUAL
ABOUT THESE
SALES RESULTS
*
:
*Source: Fall 2010 Operators Edge promotions
Distributor sales reps
Participating operators
Cases sold
Participating suppliers
223
4,000
35,815
9
Delivering transactions.
&
Total dollars
$1,200,000
Checklist
for a successful
foodservice
promotion
Give equal consideration to
the suggestions and opinions of
male and female staff.
Set your objectives upfront.
They should be relevant to you and
your customers.
Make sure the promotion is a
win-win.
Set the promotional period
(e.g. two months).
Make sure the promotion
is easy to understand and
execute.
Make the promotion stand
out from the rest in the
market by keeping it original and
exciting to break through the
clutter.
Follow up afterwards did
you achieve the goals? If not,
why? Include the post-audit in
your planning.
Take the learning, repeat
what has been successful,
improve what has not worked.

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Your feedback
is important to us!
Pratts Food Service adds value as a one-source solution
IDEA
incubatorBY LAWRENCE HERZOG
T
he idea of a place to incubate
new ideas came to Jason Baranyk
one day nearly two years ago. The
president of food service operations
for Pratts Food Service envisioned a
culinary test kitchen where customers
could converge to develop menus,
work with their corporate chef, try
out products and beverages, and be
inspired to operate better and smarter.
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That brainwave resulted in
Bistro 101. It has been up and
running since fall 2009, and the
response has been tremendous,
Baranyk says. Its a place our
customers can come to develop
their menus, test products, teach
their staff, and dare to be creative.
Over the years, weve diversied
our services, and we thought we
could take our expertise further
and deliver a one-stop shop ap-
proach to the food business.
The 2,000-sq. ft. test kitchen
utilizes a tandem side-by-side
design that allows cooking teams
from Pratts and their customers
to work together to create and
rene menu items. This centre
of foodservice excellence, as
Pratts calls it, includes training
areas dedicated to food, bever-
ages and warewashing, a dining
room with high-speed wireless
and multi-media capabilities, and
an educational boardroom.
Its a spacious facility of warm
brickwork and cool steel, with
room for more than 90 people at
once at its various stations. Just
steps away is the well-stocked
showroom of small wares with
an array of plates, cutlery and
glassware options.
Bistro 101 is a way we add
value and differentiate our com-
E
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Its a place our
customers can
come to develop
their menus,
test products,
teach their staff,
and dare to be
creative.
At left Jason Baranyk,
president of food service
operations for Pratts Food
Service, with corporate executive
chef Raymond V. Houdayer,
in Pratts centre of foodservice
excellence, a one-stop shop for
foodservice professionals.
pany from our competitors, he
says. We dont want to compete
on just price; we want to com-
pete on what else we do for our
customers. Bistro 101 helps us to
make them more protable.
Founded in 1910, Pratts
Wholesale, parent company of
Pratts Food Service, began by
distributing tobacco, dry goods
and confectionery products to lo-
cal and regional retailers in Mani-
toba. Built on industry-leading se-
lection, exceptional service and
reliability, it prospered and grew.
Leonard Baranyk started with
Pratts in 1967 as an accountant
and in 1980 bought the com-
pany. With assistance from his
wife Eleane and sons Lenny, Jeff
and Jason in key leadership pos-
itions, theyve met the challenges
of the last 30 years. Jason saw
the opportunities in foodservice,
and in 2002 the team launched
Pratts Food Service. At the begin-
ning, they aimed to be a second-
ary supplier; with hard work and
by building trust, theyve become
the primary source for most of
their customers.
Today Pratts Food Service is
guided by a management team
that includes Jason Baranyk as
president of food service oper-
ations Canada, Grant Avery, vice
president of food service oper-
ations Manitoba, and Rene Mil-
ler, vice president of food service
operations Saskachewan. Newly
appointed Gord Wilhelm, vice
president of Pratts food service
operations Canada, will also be
managing the Alberta operations.
The company focuses on na-
tional brand name products, and
its foodservice inventory tops
9,000 SKUs offering fresh pro-
duce, fresh protein, grocery, fro-
zen, dairy, equipment and small-
wares, chemical and warewash
and laundry service programs,
janitorial, paper and packaging,
seafood, hot and cold beverage
programs. There are another
10,000 retail items available to
foodservice customers through
Pratts Wholesale, and orders can
be placed by phoning a sales rep-
resentative, face-to-face, calling
the customer service desk, faxing,
or online.
Headquarters is a 225,000-sq.
ft. warehouse in Winnipeg, which
includes more than 50,000 sq. ft.
of frozen and cooler space, and
21 docks. The company has two
other warehouses encompassing
135,000 sq. ft. in Regina, and a
just-opened 100,000-sq. ft. fa-
cility in Calgary, totaling over
500,000 sq. ft. of distribution
space in Western Canada, with
a foodservice sales force of over
50 street reps and employing
more than 450 people. Within
ve years, the company plans to
open in the BC market.
Pratts Food Services solu-
tions extend to menu design and
production, marketing assist-
ance, in-house renovation design,
monthly educational sessions,
and the hands-on opportunities
offered by Bistro 101 for food
and beverage development and
equipment selection.
Here, they can taste a new
menu and actually see how cre-
ations look on a plate before
they ever get to their customers,
Baranyk says. They can test
equipment before they buy it to
make sure it will do what they
want it to do and that it is the
correct decision for them. After
all, anybody can sell you an oven.
But we want to be sure that oven
will make our customers money.
We want them to understand
food costs, their margins, and
develop best practices that will
help them to be protable and
successful. yfm
Here, they can
taste a new menu
and actually see
how creations
look on a plate
before they ever
get to their
customers.
Your feedback
is important to us!
Pratts foodservice facility
features a showroom with
smallwares and menu design
options for operators.
The
Pratts
way
Deliver a one-source
solution for customers
to save them time and
money.
Offer superior value-
added services.
Bring together top
expertise in a culinary
test kitchen.
Build winning menus by
working with customer
chefs.
Provide customers with
training opportunities at
Pratts.
Give hands-on help
for the best customer
equipment choices.
CCCCCCCooooocccckkkktttaaiilss made easy,
barrtteennnddddeeeeerrrrr nnnnnnoooot required
Roadside Willies taps
the loyalty business
[ INNOVATORS ]
R d id Willi
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W
hen Roadside Willies Smokehouse & Bar opened
ve years ago in Truro, NS, customers ooded
in the door. Owner John Henry quickly realized,
however, that the business was better off with a steady stream of
customers than a tsunami and made changes to ensure fewer people
but the right people were owing through the door.
We had too much success at the start, he says. The kitchen
couldnt keep up; serving staff couldnt keep up. So Henry turned
down the heat on his popular eatery and refocused, turning to a num-
ber of innovative ideas to build customer loyalty and repeat business.
Henry does that by giving customers a little something extra. For
many, the value added is linked
to their loyalty card. We have
one of the most aggressive loyal-
ty programs anywhere, says
Henry. You buy a card for $5
and get 10 times that amount
in points to start off.
Customers who collect 250 points earn
a $10 voucher to spend at Roadside Willies. Between 2 and 4 p.m.
they earn double points. But thats just one bonus plan. There are, in
all, nine bonus programs running concurrently, offering the opportun-
ity to earn cash discounts, free products and prizes.
Theyre getting something all the time, says Henry. People love it.
The key to the programs success, he notes, is control. We dont
want our card in the hands of card collectors. We want it in the hands of
our most loyal customers, so we promote the program directly to them.
Those same true-blue customers are the rst to hear about the
entertainment that has become synonymous with Roadside Willies,
which is about an hours drive from Halifax. Well-known national
acts such as Ale Zappacosta have headlined at the 100-seat eatery,
which also includes a small, 12-seat bar. Sunday Night Jazz showcases
the talents of local jazz musicians.
We dont advertise these events,
explains Henry. We reach out to our
customers through our mailing list.
This helps keep ticket costs down.
What ultimately keeps custom-
ers coming back, though, is not
the lilt in the air or the prospect of
points. Its great food in a comfort-
able atmosphere. Our rst goal was
to dene what the business was
going to be, says Henry. We de-
cided it was restaurant rst and bar
second. Without great food, the rest
wouldnt matter anyway.
Henry also identied who his
primary customers would be. We
have a lot of younger customers,
he notes, but our main target is the
baby boomer crowd.
Boomers are an eclectic group,
which is in keeping with the restau-
rants menu and its icon, Roadside
Willie. The bespectacled character
started out as an idea in Henrys
mind, but one day solidied into an
image of an old friend of his broth-
ers from the military days. The
real-life inspiration for Willie, who
actually goes by the name Willi,
will y down from Ontario to join
customers for the restaurants fth
anniversary on Super Bowl Sunday.
Our character came from your
average Joe, says Henry. Hes a bit
of a redneck with some sophistica-
tion gained from travelling the world and hes loved by all.
Willies attributes infuse the menu and the atmosphere. Our
theme is cozy quirky, says Henry.
Generous servings with a splash of diversity dene the food. Wil-
lies worldwide palate is reected in main courses such as Jambalaya
Fusion and Thai Chicken & Shrimp.
One specialty is inherent in the restaurants name: smokehouse.
We smoke our own food, says Henry, noting that many customers
did not initially recognize authentic smokehouse. Now the local mar-
ket has gotten used to real smoke avour and not chemicals.
Customers are not only encouraged to dig in, theyre welcome to
sit a spell. Our goal, says Henry, is not to have people get their bum
out of the chair when their meal is over.
Its all about ebb and ow. yfm
Your feedback
is important to us!
We have one of the most aggressive
loyalty programs anywhere.

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Know your local

market. Meeting the needs
of customers will keep
them coming back. Next
up for Roadside Willies,
for example, is a special
interactive online menu
for customers with food
allergies and dietary issues.
Be a leader, not a
follower. Be prepared
to take calculated risks,
try new ideas, and set the
bar higher.
Get feedback. Take
the guesswork out of
the business by asking
customers often for their
opinions, their comments,
and their insight. Then act
on what youve learned.
Never stop exploring.
What works today may be
stale tomorrow. Look at
what others inside and
outside the industry are
doing and identify how you
could improve your service,
your menu, and your
approach to business.
Manage the back ofce.
Invest in appropriate
technologies to help you
manage and control every
aspect of your business.
many
to th
one
ty
He
an
in
Customers
a $10 voucher to spend at Roadside W
YOUR PART NER I N
T HE JOURNEY T O
A PERFECT CUP
www. bunn. com
www. t r i f ect aexper i ence. com
B u n n - O- Ma t i c Co r p o r a t i o n i s A P a r t n e r
Y o u Ca n Co u n t On f o r a v a r i e t y o f
o p t i o n s i n q u a l i t y b e v e r a g e e q u i p me n t
a n d c o mp l e t e p r o d u c t s u p p o r t wh e r e v e r
y o u s e r v e c u s t o me r s a r o u n d t h e wo r l d .
CAMPBELLS
EXECUTIVE CHEF a. (aa

COOK UP A WINNING PROMOTION.
F
our years ago Campbell found an irresistible
promotional program, and the latest version is being
eagerly anticipated by operators across the country.
Campbell really believes in supporting independent
operators, and has added an exciting new twist on the
SOUPEREWARDS promotion. The company is stating
loud and clear how much it appreciates the loyalty of
these operators.
Whats so special about Campbells newest SOUPEREWARDS
promotion? As always, the program is aimed exclusively
at independent operators, who automatically receive
valuable premiums
everything from
high-end electronics
to gourmet cofee
brewers simply by
ordering Campbells

soup products. But the
big news this time is
that SOUPEREWARDS
will ofer a Grand Prize
thats the talk of the
industry: a chance to
win a 4-course Tuscan
dinner prepared for the
winner and 7 friends
plus a menu review
by none other than
Massimo Capra, the
celebrity chef who is taking the food world by storm.
This is the rst time Campbells Foodservice has ofered
a promotion with a celebrity chef and, with Massimo,
theyve hit a home run the rst time out. The gregarious
gourmand will be seemingly everywhere in the coming
months. Not only is he the Executive Chef and co-owner
of Mistura Restaurant and Sopra Upper Lounge, two well-
known establishments in Toronto, but his famous face is
already familiar with television viewers from his weekly
appearances on City TV CityLine and the Food Networks
Restaurant Makeover. Soon he will also be hosting
a brand new program of his own.
Were thrilled to be able to link Massimo with the
Campbells name, since he is one of the most well-known
and respected chefs working today, says Maureen
Budhoo from Campbell. By ordering participating
Campbells
soup products between March 1 and April 30,

2011 and fullling the premium level requirements,
operators will receive valuable premiums, plus contest
ballots for the Grand Prize*. Its a win-win for everyone.
For free entry and complete contest details visit
campbellsfoodservice.ca or contact your Campbell Sales
Representative at 1-800-461-7687.
Will this version of SOUPEREWARDS hit a new high in sales
and operator participation? Campbell is anticipating that it
will. And if the popularity of Massimo is anything to go by,
the results for Campbell should be absolutely souper!
TM
2011 CAMPBELL COMPANY OF CANADA
*NO PURCHASE NECESSARY. If you purchase Campbells
soups as specied and qualify for a premium you will receive ballot(s) and be automatically entered for a chance to win. To enter without purchase tell us in 50-words or less why you love Campbells soup and
send in a self-addressed postage-paid envelope to: Campbells Win an Exclusive Dining Experience and Menu Review With Celebrity Chef Massimo Sweepstakes, P.O. Box 39, Brampton, Ontario L6V 2K7 for receipt by April 30, 2011. Open to independent Foodservice
operators who are legal residents of Canada and 18 years of age or older. Not applicable to distributors, chains, buying groups or contract accounts. Contest begins March 1, 2011 and ends April 30, 2011. A random draw will be held June 1, 2011. For complete rules,
go to www.campbellsfoodservice.ca. Eligible winner will have to correctly answer a skill-testing question.
Acme Caf channels retro
chic in an unlikely locale
[ INNOVATORS ]
Acm
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For Peggy Hoffman, partner with
husband Alan Hoffman, the Acme Caf
was an opportunity to bring a needed
buzz to a down-at-the-mouth Vancouver
neighbourhood.
L
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W
hen Peggy and Alan Hoffman went searching for
a location for their dream diner, they wanted a
working class street where they could feel the
shivers of history. They scouted a dozen locations in Vancouvers
Gastown and Chinatown before settling on a gutted space inside the
104-year-old Paris Block on West Hastings, a down-on-its-luck street
on the edge of the citys Downtown Eastside.
After four months of renovations, their 40-seat Acme Caf opened
last April. Word spread quickly about its wholesome all-day comfort
food and retro chic appeal. Stepping inside is like travelling back to the
mid-20th century, with cream walls, chocolate booths, a horseshoe
counter with spinning stools, Formica tables edged with aluminum,
Naugahyde seats, and ceiling fans rotating lazily from the high ceiling.
The goal was to create a caf that feels like its always been there,
solid and homey, Alan explains. So they painstakingly selected every
xture, commissioned custom chrome furniture, and made every deci-
sion with an eye to aesthetics and practicality.
We wanted a place that is of the era of the 1930s and 40s, in a
building that had some history, and in an area that had some history,
Peggy says. And this is the citys original blue-collar business district,
which is what were about, with straight up comfort food done really
well. Were committed to real food, served fresh.
As the menu puts it: Keep your fork theres pie!
Just like they were back then, the menu is gloriously simple and
straightforward, but with a few modern twists. To quench the expecta-
tions of the salubrious Vancouver palate, they put a healthy twist on
the classic diner fare, adapting recipes to handle no deep fryer. In-
stead of french fries, sandwiches come with potato chips. Any custom-
ers hankering for rich food nd solace in such offerings as a meat loaf
entre, meat loaf sandwich, macaroni and cheese, roast beef sandwich
and chicken pot pies.
Sandwiches are all made to order in the open line kitchen, and the
biggest seller is the chicken club. Its all real food, with no luncheon
meat, and we poach chicken and turkey breasts every day, Alan
says. We do a crock pot every day, kind of a stew or a curry. Thats
comfort food, too.
Peggy says the menu evolved before they opened, and then
evolved again after the caf was operational. We made some changes
once we had all the feedback from the customers, and once we had
put it into practice from a commercial kitchen standpoint.
The co-owners bring years of experience in the foodservice sec-
tor to the venture. Dessert offerings change with the season and all
of them are made from
scratch, in-house. Peggy
loves to bake, and calls
Acmes pies her babies.
She proudly shows off the
days fresh selections in a
cradle in the centre of the
horseshoe-shaped counter.
Their connection to
history extends to a 1929 Berkel meat slicer, which was owned by
Alans grandfather, a butcher. It was in storage for 40 years, and we
took it out, cleaned it all up, and it was ready to go, he says. Its a
beautiful piece of machinery that slices better than an electric one.
The caf has built its diverse clientele ranging from nearby resi-
dents to local businesspeople and university students with help from
word-of-mouth and media cover-
age. The unusual location has
helped because it has attracted
reporters, Alan says. He has in-
vested time reaching into the Van-
couver marketplace through new media, and tweets daily specials on
Twitter. Several regular customers post photos, blogs and tweets about
the caf and its food.
One thing weve learned through all this is that, thanks to the
Internet, word of mouth is instant and huge, Peggy says. Theyve
also implemented an online ordering system on their website
www.acmecafe.ca, and it has helped build takeout business to
about 20 percent of total sales. yfm
We wanted a place that is of the era of the
1930s and 40s, in a building that had some
history, and in an area that had some history.
Your feedback
is important to us!

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Keep your menu
simple and straight-
forward, with an
emphasis on real food,
seasonal and fresh.
Get to know your
regular customers
by name, and treat
them like they matter
because they do!
Embrace new media
and social networking to
build the buzz and post
daily specials. Twitter,
Facebook, and blogs can
all drive trafc.
Alan Hoffman, along with partner Peggy Hoffman, sought
to create a restaurant with an authentic diner feel, from the
old-time look to the old-fashioned comfort food.
www. hi ghl i ner f oodser vi ce. com 1. 800. 387. 7422
were on a whole different scale.
At High Liner, we share your enthusiasm for fresh thinking. Your success
is our goal, and we strive to provide you with menu options, ideas and
consistent quality to exceed your highest expectations. Our logo has
changed to reflect our foodservice commitment. Of course, our passion
for delivering sensational seafood hasnt wavered one bit.
Welcome to High Liner Foodservice.
When it comes to menu ideas...
[ INNOVATORS ]
n
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BY
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3 Amigos shares its clever strategies
for longevity and no slow days
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Ay, caramba!
The 3 Amigos Resto-Bar is packed at each of its three locations
in and near Montral every single day, and its been like that
since the rst downtown restaurant opened 11 years ago.
Charles Lemieux and his partner Abul Shamin take pride in
having longevity in a business where many restaurants, as Le-
mieux says, pop up like mushrooms but disappear after a year.
Regardless of the economy or time of year, 3 Amigos is so
busy during lunch and supper that its common to have to wait
in line a few minutes to be seated.
Lemieux became a restaurateur after buying a Ste-Cather-
ine Street building and realizing he had to do something with
the vacant restaurant on the ground oor. I revamped and
reopened the place and ran it for two years, but it wasnt very
successful, he admits. So I shut it and looked around for a
successful formula.
His search led him to a tiny eatery called 3 Amigos. He im-
mediately recognized the opportunities to expand on the fresh
Mexican food and esta ambience. There really was only one
other big Mexican restaurant a franchise chain in Montral
at the time, Lemieux recalls. So I struck a deal with Abul and
another partner, and we opened the rst larger version of 3
Amigos in June 1999.
The 6,500 sq. ft. eatery on Ste-Catherine Street rarely has
any of its 320 seats empty. The same goes for the 3,500 sq. ft.
one on St-Denis, where 220 seats are usually lled. When the
new Brossard location, south of Montral, opened in October
last year, people lined up outside for the 250 seats within the 6,000
sq. ft. location.
Location has no doubt been a factor in each success, with the Ste-
Catherine and St-Denis restaurants being in the heart of city life, and
Brossard on a busy strip. Yet Lemieux insists customers will follow a
good restaurant anywhere.
Catering to a broad clientele has recession-proofed 3 Amigos. The
varied menu with prices ranging between $5.95 and $13.95 attracts
students, ofce workers, families, shoppers and others.
Good food at great value keeps all kinds of people
coming. At lunch, you can get chips, salsa, a hearty
soup, main dish and coffee for between $6 and $7,
less than youd pay at a fast-food place, Lemieux says. Yet our $12
seafood burrito is half the price of a high-end restaurant.
The winning formula also involves understanding human nature.
When people go out to eat, theyre usually starving, Lemieux says.
As soon as we seat customers, we give
them complimentary salsa and nachos
to keep them happy until their meals
are served.
Festive dcor, music and the upbeat
staff create a relaxed party atmosphere
that attracts ofce parties, birthdays
and other celebrations. (Margaritas in
glasses the size of small shbowls dont
hurt either.)
All of the food is prepared daily on
the premises using only fresh ingredi-
ents. Portions are substantial. Our
meals can satisfy a teenage appetite, Lemieux boasts.
The other secret has been to nd innovative ways to keep the
restaurants busy every single day. Wednesdays typically quiet res-
taurant nights are packed with people waiting to be served fajitas at
$6.95. On Sundays another traditionally slow
time 3 Amigos offers tacos for 69 cents each
and sells between 3,000 and 4,000 at each loca-
tion weekly.
Lemieux credits attention to details to 3 Amigos overall success.
When customers leave smiling and tapping their bellies, weve done
our jobs well, and I know theyll be back. yfm
Your feedback
is important to us!
When customers leave smiling and tapping
their bellies, weve done our jobs well,
and I know theyll be back.
Abul Shamin, pictured, and partner Charles Lemieux have found a
winning formula for their Qubec chain, 3 Amigos, with fun and lling
Mexican food, served in big portions with value pricing.

TO
P

T
I
P
S

Quality product: Only

serve fresh produce thats
prepared on the premises
daily. Write off food that
loses its freshness rather
than risk your reputation.
Quality service: Train
and supervise your staff to
treat customers with atten-
tive, efcient and friendly
service from the time they
arrive until they leave.
Uniqueness: Make sure
your ambience and food
are different and better
in some way than every
other restaurant in the
vicinity.
Innovative marketing:
Come up with specials
or other creative ways to
keep your restaurant busy
throughout the week.
Attention to details: For
example, if a dish isnt sell-
ing, it should be replaced
immediately, no matter
how much you might
personally enjoy it.
INGREDIENTS
16 cups (4 L)
Artisan Chicken Stock
12 oz (360 g) dry rice
vermicelli noodles
2 lbs (1 kg) boneless skinless
chicken breast cut into
julienne strips

1
/4 cup (60 mL) vegetable oil
6 T (90 mL) minced garlic
2 T (30 mL) minced ginger
2 T (30 mL) red pepper akes
2 T (30 mL) sh sauce

1
/2 cup (125 mL)
fresh chopped cilantro

1
/2 cup (125 mL)
chopped green onions

1
/2 cup (125 mL)
chopped fresh basil
INSTRUCTIONS
Reconstitute Artisan Chicken Stock
according to package directions
and set aside.
Soak noodles in very hot tap water
according to package directions.
While noodles are soaking, heat oil
in deep skillet over medium-high
heat; add chicken, garlic, ginger
and pepper akes. Cook stirring
for 3 minutes; then add stock and
sh sauce; bring to a boil. Reduce
heat to medium and simmer until
chicken is done, about 8 minutes.
Drain noodles and cut into short
pieces, about 1 inches long;
add into hot broth. Serve 2 cups
(480 mL) garnished with cilantro,
green onion and basil.
INGREDIENTS
1 bag (128 oz) Heinz Truesoups
Loaded Baked Potato
18 oz prepared seafood mixture
INSTRUCTIONS
Heat soup as per instructions.
Add seafood, allow to simmer for
5 minutes. Keep warm and serve.
VIETNAMESE GINGER YIELD: 12 SERVINGS
CHICKEN NOODLE BOWL
WWW.CAMPBELLSFOODSERVICE.CA
WWW.FOODSERVICE.HEINZ.CA
MAKE IT!
Che he Che Che heffs fs fs f s f s s TTi TTi Ti TTi Tipp: p: Su Subst bst st st t st titu itu itu it iitu i te te te te any any any any a
se sea sea eafoo fo food c d comb omb m ina ina ina inatio tio tio tions ns ns ns ns of of of of f
you you l r liking ng ng g for for for for th th th th he p e p e p e prep rep rep rep pare are are are red d ddd
sea seafoo foo oo ood m d m d m d ixt ixt ixture ure ure
Chefs Tip: Substitute
tandoori paste for the curry
powder and/or m r ixed baby
salad greens for the spinach.
CREAMY SEAFOOD CHOWDER YIELD: 16 SERVINGS
INGREDIENTS
1 cups (375 mL) Pure Kraft
Refrigerated Ranch Dressing,
divided
2 T (30 mL) curry powder
4 lbs (2 kg) boneless skinless
chicken breasts

3
/4 cup (175 mL) mango chutney,
pureed
1
3
/4 lb (790 g) fresh mangos,
peeled, thinly sliced
9 oz (255 g) green onions,
thinly sliced
24 large whole wheat tortillas
15 oz (425 g) baby spinach
leaves
INSTRUCTIONS
Mix
3
/4 cup (175 mL) dressing (or 1
T [15 mL] dressing for trial recipe)
and curry powder. Brush evenly
onto chicken. Refrigerate at least
1 hour and up to 24 hours. Grill
chicken until done (170F); cool.
Cut into thin strips.
Combine remaining dressing and
chutney in large bowl. Add chicken,
fresh mangos and onions; mix
lightly.
FOR EACH SERVING: Top 1 tortilla
with
1
/2 cup (125 mL) spinach and
55 g of the chicken mixture. Roll up
tortilla, tucking in both sides as you
roll it to completely enclose lling.
Cut diagonally in half.
CURRIED CHICKEN AND MANGO WRAPS
YIELD: 24 SERVINGS
WWW.KRAFTFOODSERVICE.CA/PUREKRAFT
Visit yfmonline.ca
to nd even more
great branded recipes.
CURRIED CHICKEN KABOBS
48 oz (1.4 kg) pure KRAFT
Refrigerated Ranch Dressing
1 cup (250 mL) curry powder
15 lbs (6.7 kg) boneless skinless
chicken breasts, cut into
4 cm cubes
Curried chicken kabobs: Mix
dressing and curry powder. Add to
chicken in non-reactive container;
toss to coat. Marinate overnight in
refrigerator. Remove chicken from
marinade; discard marinade. Thread
155 g chicken onto each of 48
skewers (or onto each of 4 skewers
for trial recipe). Refrigerate until
ready to grill.
SWEET MANGO-SPICED
BASMATI RICE
6
3
/4 lbs (3.1 kg) basmati rice,
well washed, soaked in water
for 30 min. and well drained
2 gal (8 L) water
Sweet mango-spiced basmati
rice: Cook rice in boiling water in
covered saucepan just until rice
is tender. Spread onto sheet pan,
separating all grains. Cool.
SPICED-SUGAR SYRUP
5
1
/4 lbs (2.35 kg) sugar
7
1
/2 cups (1.8 L) water
2 T (30 mL) cardamom pods,
lightly crushed
2 tsp (10 mL) whole cloves
2 T (30 mL) ground turmeric
Spiced-sugar syrup: Meanwhile,
bring sugar and water to boil in
large saucepan, stirring occasion-
ally until sugar is dissolved. Add
crushed cardamom pods, cloves
and turmeric; stir. Simmer on
medium-low heat 10 min. (or 3
to 5 min. for trial recipe) until of
syrup-like consistency. Remove
cardamom pods and cloves with
fork; discard.
BASMATI RICE GARNISHES
1
1
/2 lbs (675 g) slivered almonds,
toasted
1 cup (250 mL) golden raisins
1 cup (250 mL) lemon juice
4
1
/2 lbs (2 kg) mangos, peeled,
cut into small dice

3
/4 lb (340 g) fresh cilantro,
coarsely chopped
Basmati rice garnishes: Add hot
Spiced-Sugar Syrup to rice; mix
lightly. Gently combine nuts, raisins
and lemon juice; cover. Let stand 5
min on top of warm stove. Gently
mix in mangos and cilantro using a
folding action.
INSTRUCTIONS
For each serving: Grill 1 kabob until
chicken is done. Plate 1 cup (250 mL)
rice mixture; top with kabob.
Shortcut: Marinate kabobs 1 hour
before grilling to order.
INGREDIENTS
cup vegetable oil
9 lbs beef steak,
cut into - x 1- x 3-inch strips
3 lbs yellow zucchini or summer
squash, cut into -inch slices
1 lbs red bell peppers,
julienned
12 cups Kikkoman Thai
Red Curry Sauce
24 cups cooked jasmine rice
cup julienned scallions
INSTRUCTIONS
For each serving, to order,
in a wok or saut pan,
heat 1 tsp oil over high heat.
Add 6 oz beef; saut until browned
on all sides. Remove from pan. In
same pan, saut 2 oz squash and
1 oz bell peppers until crisp-tender.
Return beef to pan; add
1
/2 cup
curry sauce and bring to a simmer.
Serve over 1 cup rice; garnish with
1 tsp scallions.
INGREDIENTS
8
1
/4 lbs (3.75 kg) skinless salmon
llets, cut into 155 g portions
3 cups (750 mL) pure KRAFT
Refrigerated Ranch Dressing,
divided
3 lbs (1.4 kg) new potatoes,
cut in half, steamed
2
5
/8 lbs (1.3 kg) seedless cucum-
bers, seeds removed and cut into
large dice
3 lbs (1.4 kg) fresh corn kernels,
steamed, shocked
1
1
/8 lbs (510 g) fresh broccoli
orets, steamed and shocked
1
7
/8 lbs (850 g) fresh green beans,
cut into thirds, steamed and shocked
1
7
/8 lbs (850 g) fresh yellow beans,
cut into thirds, steamed and shocked
2
1
/4 lbs (1 kg) fresh lima beans,
steamed and shocked
1
1
/2 lbs (675 g) radishes, sliced
4
1
/2 lbs (2 kg) grape tomatoes,
cut in half
2
1
/4 lbs (1 kg) baby arugula
INSTRUCTIONS
For each serving: Brush each
salmon portion with 1 tsp (5 mL)
dressing. Refrigerate 15 min. or
up to 2 hours. Grill salmon until it
akes easily with fork.
Combine
1
/4 cup (60 mL) of each
vegetable and tomatoes in medium
saut pan. Stir in 1
1
/2 T (25 mL)
dressing. Saut on medium-high
heat until heated through.
Cover serving plate with 45 g
arugula; top with vegetables and
1 salmon piece.
1 salad (620 g) each.
GRILLED CURRIED CHICKEN KABOBS WITH
SWEET MANGO-SPICED BASMATI RICE
YIELD: 48 SERVINGS
STIR-FRIED BEEF IN YIELD: 24 SERVINGS
THAI RED CURRY SAUCE
WWW.KIKKOMANUSA.COM
FARMERS MARKET SUMMER VEGETABLE
SALAD WITH GRILLED SALMON YIELD: 24 SERVINGS
Che Chefs f s Ti Tip: p: Su Subst bstitu itute te aany
seasonal fresh vegetable
for any of the suggested
vegetables; fava b bbean ean ean ean e s f s f s f s f ff s f s f s f s or or o
the lima beans; a an an an ann annn annd/o d/o d/o d/o d/ d/o d/o d/o d/or b r b bbb r b r b b rr r b rr baby aby b
spinach for the the the the the the aaar ar ar ar ar ar ar a aaa ug ugu ugu ugu ugu ugu gu ugu guu gula. la. la. a. la a.
CChefs Tip: Substitute tandoori paste for the
curry powder; cinnamon sticks for the cardamom
pods; saffron for the turmeric; pistachios or
toasted aked coconut for the almonds; and/or
fre fre f sh sh pin pineap ea ple ple fo f r the mangos.
T
here have been a lot of chan-
ges in the 20 years since I
opened Saffrons on Corydon
Avenue, in the Little Italy part of Winni-
peg. I had 50 seats at rst, business was
good, and so I expanded, and then ex-
panded again at this location. Now, with
our patio, I have room for 220 customers,
and in the summer I have 60 staff.
Its harder today to make money in
the restaurant business, but what havent
changed are the long hours and the satis-
faction I get each and every day running
my restaurant. I am always looking to be
better, and efciency, consistency and
good service are very important.
We update our menu every year, and
we sell a lot more chicken, yet many of
the old favourites are still popular cala-
mari, pasta, pizza, seafood, ribs, and steak.
With our big patio, summer is the busiest
time. I havent had a summer vacation in
20 years, but I wouldnt complain because
that is the time when my business is best.
Im so fortunate to have so many good
customers, and a lot of them have been
coming to Saffrons and my other restau-
rants for years and years. Its hard for me
to be here and not know somebody. This
is a people business, and youve got to
love it. Turnover is a killer, but some of
my staff have been with us for 10 years
and more. Ive always tried to treat them
right and build good relationships.
Success is really all about relation-
ships, and about treating others like family.
I came to Canada from Athens in 1975,
and for me this was opportunity. Ive been
in the business since 1976, and have had
nine restaurants in Winnipeg.
You have to love what you are doing.
Yes, the hours are long, and the work is
hard. But you get to be part of the com-
munity, and people appreciate the food.
They appreciate coming here, and I love
what I do. yfm
The staying power
of Saffrons BY JOHN KOLEVRIS
Im so fortunate to have so many good
customers, and a lot of them have been
coming to Saffrons and my other
restaurants for years and years.
S
T
E
V
E

S
A
L
N
I
K
O
W
S
K
I
John Kolevris, celebrating
35 years in the restaurant
business in Winnipeg, is owner
of Saffrons Restaurant.
TAKEOUT
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Made with our nest ingredients, Pure Kraft refrigerated dressings can give your menu a lift
and your sales a boost. From delicious salads to innovative appetizers, give your customers the
made-from-scratch taste they crave without the associated labour and expense. For the ultimate in
versatility, this latest innovation from Kraft is available in both a 3.78 L jug and a 40 mL pouch format.
For recipes, menu ideas, trend insights and cost-saving tips,
visit: www.kraftfoodservice.ca/pure
1-800-70-KRAFT

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