GOING GREEN Why it makes sense to be sustainable and how to do it
Volume 22 Issue 6 November 2016
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12 CUSTOMERS FIRST
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Red Tomato Pies of Williams Lake and Golden, B.C., is growing solidly with the help of a loyal customer following
ABOVE: Sustainable UNA pizza + wine in Calgary sources vegetables from its own garden. See page 14. Photo courtesy of BMeX Restaurant Group
14 GOING GREEN
Why it makes sense to be more sustainable and tips for doing it
DEPARTMENTS 12
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ON THE COVER: UNA pizza + wine in Calgary was certified sustainable in 2009 by Canadian organization LEAF. Steps the restaurant has taken include using LED lights and energy-efficient equipment, and making its own eco-friendly cleaning products. Photo courtesy of BMeX Restaurant Group
www.canadianpizzamag.com
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editor’s desk
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pizza bites
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the pizza chef
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marketing insights
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making dough
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new products
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Giorgio’s corner
NOVEMBER 2016 pizza 3
from the editor’s desk November 2016, Vol. 22, No. 6
Is your menu on the map? love the printed word. I like the feel of the paper, the look of different fonts, the way they complement photos and graphics. I enjoy perusing a good menu from outside of a funky new restaurant or at a table with a glass of wine and promising aromas coming from nearby tables. But, I also enjoy contemplating various delicious options online, cup of tea in hand, with my favourite song list playing in the background. I am of the hybrid generation who are old enough to remember dial phones with spiral cords and the printing press but young enough to embrace computer technology. So while part of me feels nostalgic about the old-school way things were, another part of me is excited by the world of possibilities the internet has opened up. I can understand why people might want to study a menu – especially if they don’t often eat out – and take their time deciding which signature pizza they will try, unrushed by impatient staff or other customers. It’s a convenient, intimate, personalized experience tailor made for them. For most people – 85 per cent of them, according to a recent Deloitte report – looking at a restaurant’s menu online is their main priority when ordering food from a restaurant for the first time. If you’re not posting your menu online, you are almost certainly missing out on new customers and maybe giving current customers a reason to stray. Your menu must be easy to find, easy to read and as up to date as possible. For some solid menu advice and a rundown of common menu design mistakes, turn to Diane Chiasson’s column on page 22. Those who make pizza prize the authentic, the artisan, the hand-made. The internet may seem not to fit in with that image, but it has an important role to play in your business’s survival. Imagine you’re visiting an unfamiliar town or city, where it can sometimes be hard
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to find the interesting, off-the-beaten-path shops. The larger chain pizzerias pop up on your tablet or smartphone immediately, but the hidden gems often remain, well, hidden. As a driver, you know how frustrating it is to encounter a blocked street when you can see your destination just out of reach. Well, what if you couldn’t even see that destination? If you don’t have your menu online, that’s what is happening. People literally don’t know what they are missing by not finding your restaurant. There are plenty of ways you can use technology to help your business turn a bigger profit, but if we’re talking about easy steps, it doesn’t get much easier than having a website and/or Facebook page – with your menu on it. Your online menu doesn’t have to be fancy, but it must be accessible and up to date. If it’s attractive, so much the better: it will help you tell your story and highlight the uniqueness, or personality, of your business. Its first job is to communicate what you have to offer, but, as Diane Chiasson writes in her column, the look and feel of your menu says a lot about your brand. It’s true, technology has presented some challenges for bricks-and-mortar retail stores. People visit stores to check out the merchandise, then go online – often while still in the store – to compare prices elsewhere. It’s called showrooming and it’s common practice these days, creating fierce competition between those who offer identical products. But for pizzerias, it’s different. The internet is your friend. It has great power to pull customers in to your shop by showing them what they’ve been missing and what they can only get at your pizza house. •
Managing Editor Laura Aiken laiken@annexweb.com 416-522-1595 Editor Colleen Cross ccross@annexweb.com 519-428-3471 ext. 261 Publisher Christine Livingstone clivingstone@annexweb.com 519-429-5173 888-599-2228 ext. 239 Account Coordinator Shannon Drumm sdrumm@annexweb.com 888-599-2228, ext. 219 Media Designer Emily Sun Circulation Manager Anita Madden amadden@annexbizmedia.com 416-442-5600 ext 3596 Group Publisher Martin McAnulty mmcanulty@annexweb.com Director of Soul/COO Sue Fredericks Mailing Address P.O. Box 530, 105 Donly Dr. S., Simcoe, ON N3Y 4N5 PUBLICATION MAIL AGREEMENT #40065710 Printed in Canada ISSN 1203-6838 Published seven times per year (Jan/Feb, Apr/May, Jun, Jul/Aug, Sept/Oct, Nov, Dec) by Annex Business Media Circulation email: lmalicdem@annexbizmedia.com Tel: 416-442-5600 ext. 3547 Fax: 416-510-5170 Mail: 80 Valleybrook Drive, Toronto, ON M3B 2S9 Subscription Rates Canada – 1 Year $ 19.00 (+ applicable tax) Best pricing (Can/USA/foreign) available online at www.canadianpizzamag.com Occasionally, Canadian Pizza Magazine will mail information on behalf of industry-related groups whose products and services we believe may be of interest to you. If you prefer not to receive this information, please contact our circulation department in any of the four ways listed above.
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“Bing bang boom, people came in the door. We saw at least a 25% increase in foot traffic as a direct result.” Zane Caplansky, Caplansky’s Delicatessen Solutions for Small Business
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pizzabites 3D printer and pizza chef collaborate n innovative tech company will work with a well-known U.S. chef to bring 3D pizza printing technology into a Neapolitan pizzeria. BeeHex, a 3D pizza printing company, has teamed up with Pasquale Cozzolino, executive chef and owner of Ribalta, a Neapolitan restaurant with locations in New York City and Atlanta, Ga. Cozzolino will serve as an advisor, overseeing the dough, sauce and cheese recipes used in the 3D printer, the company said in a news release. BeeHex builds systems that solve problems in food production and dispensing, the release said. Using patent-pending pneumatic 3D printing hardware and an app-toorder delivery system, the company’s developmental prototype prints an oven-ready pizza in practically any shape in under four minutes, while its 3D printing kiosks print and bake a pizza every 60 seconds. The tech company was co-founded by tech celebrity Anjan Contractor, Jordan French, Chintan Kanuga and Benjamin Feltner. Contractor and French both worked on NASA projects, and Contractor is the inventor of NASA’s first 3D food printer. Chintan Kanuga, CTO, is a 16year veteran of Intel. “Serving traditional Neapolitan pizza, Chef Cozzolino has created a dough that is light and easily digestible as a result of carefully chosen flour, a ‘mother yeast’ aged at 80 years and a maturation process that lasts up to five days,” the release said. “The sauce and cheese will be made from the best imported products from Italy, including tomatoes from Mount Vesuvius and mozzarella made from the milk of Neapolitan cows.”
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Study suggests 3 priorities for restaurants new study from Deloitte in the United States suggests highlighting your menu, allowing customers different ways to pay and making a connection with them should be top priorities for restaurants. The report highlights the options that surveyed restaurant customers want most – such as online ordering, payment flexibility and customization – and how these increase dining frequency, cheque size, customer conversion and loyalty. “People have come to expect certain conveniences when they shop, travel and handle their finances – such as mobile access, personalization, loyalty tracking and no-touch transactions,” said Andrew Feinberg, principal at Deloitte Consulting LLP, in the release. “More and more, they want their restaurant experiences to feel the same way. The true restaurants of the future will likely be the ones that engage people in a personalized way.” 1. Restaurant menu is still king: The restaurant menu is still the most important factor when choosing a restaurant for the first time. Eighty-five per cent of survey
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respondents said they will view the menu on the restaurant’s own website when making that decision. Also, when they order, the most important element of the menu is the ability to customize the order. 2. More ways to pay: Flexibility in payment method – such as splitting checks – is common practice in a traditional restaurant experience, and more than half of diners surveyed expect the same payment flexibility with take-out and drive-thru orders. Many guests on-the-go also want the option to pay by phone: nearly half of drive-thru and take-out guests want to pay by phone, compared with 31 per cent of dine-in customers. Among those who want to pay by phone, half prefer to use the restaurant’s app. Connections that count: While technology facilitates guest interactions, people still want to be recognized. In the survey, 70 per cent of respondents said they look for apps that deliver personalized offers and convey the sense that a restaurant “knows them.” In addition, most customers want to hear about discounts and special deals, preferably by email.
pizzabites
Starch has a distinct taste, researchers find
Cash transactions to drop 70% by 2030: survey
study out of Oregon State University has provided evidence that we can taste starch as a flavour in its own right. The study, by Trina J. Lapis, Michael H. Penner and Juyun Lim, was published in July in the journal Chemical Senses. The research team fed different carbohydrate solutions to volunteers. Volunteers were able to detect a starch-like taste in solutions that contained long or shorter carbohydrate chains. “They called the taste ‘starchy,’ ” team leader Juyun Lim told the New Scientist website. “Asians would say it was rice-like, while Caucasians described it as bread-like or pasta-like. It’s like eating flour.” According to the study abstract, participants could distinguish between glucose oligomers (starch) and sugars, which they described as “sweet.”
y 2030, cash purchases will make up only 10 per cent of money spent in Canada, a survey by credit and debit card processor Moneris Solutions Corporation predicts. The 70 per cent decline will coincide with an increase in the use of digital payment technologies, especially among younger Canadians, Moneris said in a news release. The transition is not as fast as it might be due to misconceptions about the security of mobile wallets and the ability of mobile wallets to digitally store physical wallet contents (including plastic loyalty cards and receipts). Canadian consumers are increasingly turning to contactless technology to make faster and more convenient payments, the survey indicates, with 67 per cent of Canadians aged 18 to 34, 56 per cent aged 35 to 44, 48 per cent aged 55 to 64, and 49 per cent aged 65 and older, preferring to use a contactless-enabled (tap) card to make purchases – the same tap-to-pay method used in mobile wallets. As more consumers realize mobile devices offer a secure alternative to physical wallets because of biometric authentication and other improvements that minimize the risk of fraud, businesses should ramp up plans to take advantage of mobile device usage, the company said.
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Retail Council encouraged by credit card commitment
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he Retail Council of Canada said it is encouraged by the Minister of Finance’s commitment to review the credit card marketplace in Canada. The council has pushed for years to regulate a cap on merchant credit card fees, saying card interchange fees are far too high, the organization said in a news release. The two major credit card companies are charging merchants in Canada five times what they charge in other markets for the same services, the council said. “These excessive interchange rates mean that Canadian consumers pay at least $4.5 billion more for all credit purchases each year than they would if our rates were comparable to those in the EU,” said Karl Littler, vice-president of public affairs for the council. As for the networks’ reports on their level of compliance with their “voluntary agreement” (MasterCard 1.5187 per cent, Visa 1.5183 per cent), the council said that the variance of a few basis points from the networks’ existing cap of 1.5 per cent is not particularly important. “Nobody gets a medal for clearing a two-foot bar,” said Diane J. Brisebois, president and CEO of the council, in the release. “The real issue is an absence of both competition and regulation that has allowed the credit card networks to overcharge merchants in Canada with fees five times what they should be,” Brisebois said.
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NOVEMBER 2016 pizza 9
the pizza chef
Ambassador tips Diana Cline common discussion among pizzeria owners is how to get their staff to do a better job. To put it another way, how do you get them to care about the job they’re doing? It begins with your training program. As part of it, staff should see themselves as ambassadors of your brand. Maybe you’re not thinking about your pizzeria as a brand so much as the neighbourhood pizza place. But it is a brand and your staff represent that brand, in store, on the road and at the customer’s door. As the owner you need to give your staff every reason and opportunity to see themselves as ambassadors of your pizzeria. These days it’s not enough to tell them they are, although I’m a big believer in the importance of repetition. You need to convince them that even though it may be only a part-time job for them, it’s much more than that. Tell, don’t sell. Tell the story of how you opened the business: What made you decide to open a pizzeria instead of a clothing shop? Or a burger place? What drives your passion for your pizzeria? What makes your pizzeria unique over the other pizza places in the neighbourhood? That is, what is your pizzeria’s reason to exist? Until you can define what makes you stand apart from other pizza places it will be difficult to convince your staff that they are important in your operation. What skills can your staff learn while they work with you that will carry them everywhere later in life? These could include sales, communication, dealing with the public, handling complaints, dealing with co-workers, handling money, training other staff members, delegating. These skills are too often overlooked but they are essential to every successful human being at every stage of life. Here are some tips I share with my staff:
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Being a good ambassador means smiling, being friendly and treating everyone with respect.
1. Lead by example. If it’s important to your brand that your staff look their best, wear a clean uniform and show up on time, then you should do so as well. 2. Smile and be friendly. 3. Treat everyone with the utmost respect and courtesy. 4. Leave your personal problems and baggage at the door. Everyone has challenges, but your pizzeria shouldn’t be a place to vent. When you identify a staff member who always has a negative story to tell, pull them aside and ask them to save that story for a coffee date with a friend. 5. Engage the customer in polite conversation (for example: “What a nice house you have,” “What a cute dog,” “Are you enjoying the sunny weather?”) This promotes relationship building. 6. Delivery specialists need to drive safely and courteously. 7. Delivery specialists should always have a map or GPS in their car and know their route before leaving the store. 8. Ensure the order is complete, whether in store or for a delivery. All ambassa-
dors should repeat the order back to the customer before completing it. In-store should remind customers to take their drinks before they leave the store. It is your responsibility to ensure the customer gets everything they asked for all at once, whether at the door or before they leave. 9. Watch your language, no locker-room chatter. A good rule of thumb: “If you wouldn’t say it standing next to your grandmother, you shouldn’t say it here.” Sharing these pointers with your team and communicating the story behind your business should encourage them to care about the work they’re doing and represent your pizzeria as proud brand ambassadors. • Diana Cline is a two-time Canadian Pizza magazine Chef of the Year champion, internationally recognized gourmet pizzaiolo, partner with Diana’s Cucina & Lounge in Winnipeg and a director for the CRFA [now Restaurants Canada] from 2009-2013. In addition to creating award-winning recipes, Diana is also a consultant to other pizzeria owner/operators in menu development, creating systems to run a pizzeria on autopilot, along with marketing and positioning to help operators grow their businesses effectively and strategically. She is available for consulting on a limited basis. For more information, contact her at dianaslcline@gmail.com.
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Customers first B.C.’s Red Tomato Pies is growing solidly with the help of a loyal customer following BY COLLEEN CROSS
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ed Tomato Pies is crushing it when it comes to customer service. The fun-loving pizzeria with locations in Williams Lake and Golden, B.C., is a favourite pizza spot for locals and tourists alike. Locals love that it is a family-owned and -operated business that values people and relationships. Tourists love it because it was put on the national map in 2013 when it entered Saputo Foodservice’s Hall of Fame. The pizzeria’s popularity and growth in traffic may stem from a growth in social media savvy and a dedication to the art of customizing pies to please all comers. Owners Jason and Amber Akeson and their three children live in Williams Lake, a city in the Central Interior region known as the Cariboo, with a population of about 11,000 in city limits and about 30,000 in the surrounding region. The two big industries in Williams Lake are forestry and copper mining. The Akesons run the Williams Lake store, which opened in May 2010, with the help of 16 employees. The story of Red Tomato Pies’ growth is as winding as a B.C. mountain road. Amber’s experience is in the hotel industry, while Jason studied biochemistry with an eye toward a profession such as dentistry. But he started working in a friend’s pizzeria, Cdn2For1, when he was 21, loved it and became a partner in the business. Jason and Amber moved to Golden, some 600 kilometres west, and opened a Cdn2For1 there and, later on, another in nearby Cranbrook, which Amber ran with her mother. The couple lived apart for eight years, running the two stores and visiting each other two days a week. “It
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RTP staff post questions on their Facebook page, which is “liked” by more than 3,800 people, and award the pizzas to the fan with the first correct answer. This post reached 791 people.
was hard but there’s nothing like a bit of distance to make you realize you want to spend the rest of your life with someone,” Amber says. The couple married in 2004, lived in Golden, and, after selling the franchise in 2008, moved back to Williams Lake where they conceived and opened Red Tomato Pies. They reopened the Golden store, which Amber’s mother and brother had continued to run with a dozen employees, in 2012 under the Red Tomato Pies name. Located in the heart of tourist country near Kicking Horse Resort and not far from Banff National Park, it does the lion’s share of its business during the summer tourist season.
Customer traffic drops from September to November. “You really notice,” Jason says. Staffing is harder in Golden because it’s such a rush in the summer and students go back to school in the fall and no longer want full-time hours. However, the shop is busy enough even without the tourists, Jason says. Williams Lake’s business, on the other hand, is steady year round. Located halfway between Prince George to the north and Kamloops to the south, its good shopping is a draw, Jason says, even more so than in the larger cities. The Akesons have three children, Solomon, 10, Avah, 7, and their new son Nova, who was born last May. With so much on the go, they feel fortunate to be able to balance home and work. “There is always one of us at home and we hand off to each other,” Jason says. “That’s a huge reason why it’s been so successful.” They are able to make quick decisions to resolve situations that come up and keep customers happy, he says. Their staff, who, generally speaking, range from high school age kids to their mid-20s, don’t always feel comfortable making those kinds of decisions or immediately grasp what options they have, he adds. HALL-OF-FAMERS Red Tomato Pies have some pretty tangible evidence of their customers’ love in the form of their Saputo Hall of Fame award. The award means a lot to them because winners are determined solely by their customers’ votes. The first time they entered in 2013, they finished first in their province and placed in the top 5 in Canada. “It was crazy there
With three children, Solomon, 10, Avah, 7, and their new son Nova, four months, Jason and Amber feel fortunate to be able to balance home and work. Photos courtesy of Red Tomato Pies
near the end,” Jason says. “Some bigger pizzerias like Maizerets in Quebec City had double the Facebook following we did, and I was curious to see how they did it.” Coming so close to the top spot whetted their appetite to win the following year in 2014, and gave them incentive to improve their reach on social media. “We realized we had to engage customers,” he says. Engage they did, and it won them the overall title. Red Tomato Pies has also been nominated for Chamber of Commerce awards several years running, something they consider an honour. “These awards and distinctions have given us that bit of recognition. They tell pizza lovers, ‘Hey, we have to stop here and eat!’ ” he says. “Our community is proud.” ONLINE FROM THE START “We’ve always done online ordering,” Jason says. Their POS company helped set them up with an online ordering system. “It’s very streamlined and bumps to a service if the web goes down,” he says. “No orders are dropped and customers don’t even know there was any problem.” Occasionally, there is confusion between the two locations, with people ordering a pizza through the Golden store, for example, then showing up in Williams Lake, he says with a chuckle.
Thirty to 35 per cent of their sales happen online, he says. “I think some customers are less timid when ordering that way. They keep adding what they want and that creates a much higher cheque,” he says. “Also, we have a Boston Pizza, Domino’s, Pizza Hut and Panago in Williams Lake. When you have that kind of competition, if you’re not offering those ordering options, people will go where they can get them and where other technology is available.” ‘WHAT COLOUR AM I THINKING OF?’ Red Tomato Pies has a unique way of repurposing pizzas that for whatever reason aren’t picked up (see the above confusion between locations) or come back due to topping mistakes. Staff post questions on their Facebook page, which is “liked” by more than 3,800 people, and award the pizzas to the fan with the first correct answer. Questions range from the non-skilltesting “What colour am I thinking of?” to menu-testing quizzes. “We try to relate it to our menu and business to draw people in,” he says. “It gives people a chance to try something different on the menu,” he says. “People take it quite seriously.” Customers take seriously their pizzas, which are often “staff-inspired.” They are always trying to stretch the envelope, Jason says, adding that they are probably
best known for their Carnivore, Hawaiian and Crazy 4 Pepperoni pizzas.” Chicken pizzas, such as the Chicken King and veggie-style pies seem to be popular, he adds. They do a gluten-free pie on request prepared on a separate cutting board and baked on parchment paper. “We’ve tried quite a few recipes. We’ve done a cauliflower crust and one made using ground almond meal, but it doesn’t rise the same. But we have to offer it, just like the chains.” Although in some ways they are obliged to match the larger chains to keep up, they also feel that as independents they have a distinct advantage. “Independents are able to listen to their customers and customize their orders. They can cater to the customers, and as long as they are able, and willing, to do this, they will have that edge,” he says. “We look at our pizza as some people look at their steaks: everyone wants theirs a particular way,” he says. “As soon as you’re saying ‘no’ you’re going to lose that customer.” As for future plans, fans are telling them they should consider opening stores in Vancouver and other large centres. Jason says that’s something they may have to consider in future. After all, the customer’s always right. • For more profiles, visit www.canadianpizzamag.com
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cover story
Going green Why it makes sense to be more sustainable and how to do it BY COLLEEN CROSS
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or a growing group of your customers, personal values are more important than personal benefits such as cost or convenience. This was the finding of a 2015 Nielson poll called “The Sustainability Imperative.” Sixty-six per cent of participants were willing to pay more to support businesses dedicated to social and environmental change, and over half of those people said they are influenced by sustainability factors such as a product being made from fresh, natural and/or organic ingredients and a company reducing its environmental impact. Sustainability is a big word that encompasses water and energy conservation, food waste management, recycling, sourcing local ingredients and so much more.
It can be hard to define and even trickier to explain to customers. “Corporate sustainability entails making decisions based on a long-term perspective. It is about making decisions that weigh the impacts of your businesses’ profitability, the people affected (including guests, staff and community), and the natural resources used,” says Lucy Cullen, a consultant with Terus, a Toronto-based sustainability consulting company for restaurants. Pursuing a greener place on the restaurant landscape has clear benefits for the environment, but does going green provide payoffs to your bottom line? Many experts believe there is a clear business case for reducing the impact of your pizzeria on the environment. In The Sustainability
Advantage sustainability expert and former IBM Canada executive Bob Willard shares seven benefits of becoming sustainable to your business’s bottom line, among them easier hiring of the best talent, higher retention of top talent, increased employee productivity and increased revenue and market share. The bigger restaurant chains recognize sustainability as being good for business, says Bruce McAdams, a professor in the bachelor of commerce program in food and tourism management at the University of Guelph. “A & W was a leader in this with its beef program,” McAdams says. “In some locations it has also reduced packaging by giving diners the option of eating on ceramic instead of one-use plates.” He points
Photo courtesy of BMeX Restaurant Group
Chefs from LEAF-certified and sustainable Ox and Angela Restaurant and Tapas Bar in Calgary harvest micro greens from their dedicated market garden. The garden also supplies vegetables to sister restaurants UNA pizza + wine, UNA Takeaway and Frenchie Wine Bar.
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www.wowoven.com
Contact your local repesentative to arrange a demonstration MARITIME PROVINCES Flanagan Agencies, Inc. Moncton, New Brunswick 506.387.8757 Fax: 506.387.8750 sales@fai.ca
QUEBEC Distex M&M, Inc. St. Laurent (Quebec) 514.382.3620 Fax: 514.382.7837 info@distex.ca
ONTARIO Distex M&M, Inc. 905.565.5992 or 1-800.645-7324 Fax: 905.565.5992 info@distex.ca
MANITOBA and SASKATCHEWAN Simpson Wilson Ltd. Winnipeg, Manitoba 204.632.6941 or 1-800.342.3626 Fax: 204.633.9254 cam@simpsonwilson.com
ALBERTA Bert Johnson Ent., Ltd. (BJE) Calgary, Alberta 403.870.4763 Fax: 403.287.7788 Calgary: dave@bje.cc Alberta: erin@bje.cc
BRITISH COLUMBIA Distex M&M, Inc. Port Moody, BC 778.989.3620 cvandenhoven@distex.ca
cover story
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Photo courtesy of Second Harvest
to Pizza Nova’s development in 2015 of a pepperoni made without the use of antibiotics or hormones using Canadian-raised, vegetable- and grain-fed beef and pork as another example of the strong trend. McAdams, who previously was vice-president of operations at Oliver and Bonacini Restaurant, helped spearhead the Sustainable Restaurant Program at University of Guelph in 2009. The program was designed to help the on-campus restaurant, PJ’s, run more sustainably. “We stopped ordering the linen,” he says. “We bought our own and we did it in house. We did our research and found [doing our own laundry] uses fewer harsh chemicals and also that the level of greenhouse gases used to deliver the napkins is quite high. We eliminated straws, we took out as much plastic as we could, we started using creamers and milks in little jugs as opposed to the little packages. We did a sort of self-audit.” They also applied to Leaders in Environmentally Accountable Foodservice, known as LEAF, and received certification. The project was such a success they decided to carry on with research – including a paper on reducing plate waste – and to expand it to connect with the restaurant industry through online discussion papers, a blog and an annual March symposium. What can you as a pizzeria do to be kinder to the environment? There are opportunities in every aspect of your restaurant’s menu and operation, from waste management to energy and water consumption, materials use and even staff training, Cullen says. “Installing LED lights, dimmers and light sensors, implementing on-off schedules for lighting and appliances, or even turning off door heaters for reach-in refrigerators are all good strategies,” she says. Lots of these strategies are quickly implemented and painless. “Something that can be easily done is ensuring waste bins are placed efficiently in the dish pit. The compost bin should be the most efficient for staff to use, since most waste from the dining room is food waste. This can reduce the waste placed in your garbage and in turn reduce your waste haulage costs,” she says. Both McAdams and Cullen suggest switching to appliances such as washers
Santiago Holguin is a driver for Second Harvest, a national food rescue organization that collects surplus and donated fresh food and delivers it to those in need.
and dryers that bear the Energy Star symbol, a mark that means they meet or exceed high efficiency standards and typically are in the top 15 to 30 per cent of their class for energy performance. “There is a year-and-ahalf to five-year payback in the amount of energy you will save,” McAdams says. “Have a water audit done by your city or municipality,” he suggests, adding that these are free and give you a report with steps to help you reduce water consumption by 30 per cent. The audit on PJ’s recommended they change the aerators on their sinks so that less water flows, especially in sinks used mostly for tasks like thawing food. One “no-brainer,” McAdams says, is to go to your dishwasher supply company and ask questions. “Use that relationship. They will help educate staff on such things as putting through only full loads and give you signage, training and testing of the chemicals you are using.” One thing restaurant operators can do to reduce electricity output is to look at the level of business over different time periods and adjust equipment use based on that, McAdams says. “For example, if you do pizza and wings, and on Monday nights it’s really slow, don’t turn on your second deep fryer. If you’re coming in at 12 and your cooks come in at 9 a.m. and turn everything on right away, have them hold off until they need the equipment at 10:30 or 11.” All of these are little things
operators can do that can have big impacts on your conservation, he says. SOURCING RESPONSIBLY Cullen suggests putting more thought into where you buy ingredients. For example, consider using seafood certified by Ocean Wise, a Vancouver Aquarium conservation program that educates consumers about issues surrounding sustainable seafood. “The Ocean Wise symbol is placed next to the seafood item on your menu, communicating these initiatives to your guests,” she says. Sourcing seasonally and locally is very important and something guests get excited about and demand, Cullen says. But because it can be difficult to offer food that is completely local and seasonal, it’s very important to be transparent about what is local and what is not. “The last thing you want is to advertise how local your Toronto-based restaurant is, then have avocados on your menu from South America,” she says. FOOD AND PACKAGING WASTE As for reducing food waste, McAdams suggests keeping track of what you sell through a POS or another system and analyzing the data. “There’s a huge relationship between being able to track waste and then look back at it. For pizzerias, it’s about being really aware of what you’re throwing out, then working backwards to forecast and put systems in place that will help you limit waste,” he says. Cullen suggests making
vinegars out of fruit scraps, donating coffee grounds to be made into fertilizer or donating edible food to organizations such as Second Harvest in Toronto. When it comes to recycling packaging and food waste, the trend is toward more composting, McAdams says. “I think you’ll see in three or four years across Canada – and in Vancouver it’s happening now – that government is really trying to limit the amount of organic waste that goes to landfill. Waste in landfills produces methane; that is not the case with composting.” He says indications are that within two years Ontario restaurants will be responsible for recycling not only their own tins and plastics but also their organic matter. Take-out packaging is huge, McAdams says. He and his students did a study on a restaurant, giving it a list of options. The study found most options were cost-prohibitive in the end. “Unfortunately, polystyrene is going to cost less than other things,” he says, “but there is so much information out there to make wise choices. It comes
down to post-consumer use products, recycled packaging and educating yourself.” “Converting to using hand dryers instead of paper towels will reduce your restaurant waste, and can result in up to 98 per cent savings, by eliminating the maintenance and operating costs associated with paper towels,” Cullen says. “In one case study, a restaurant that used 90 cases of paper towels annually had an associated cost of $2,025. Compared to the operating costs of $96 for operating a hand dryer, there is an annual savings of $1,929 after the initial investment of the hand dryer.” Training your staff is challenging but important, Cullen says. “During times of high pressure and high turnover at a restaurant, maintaining the right environmental processes – for example, putting the right waste in the right bins – falls to the staff. They need to be a part of the sustainability efforts of a restaurant, so that they internalize the importance of undertaking the programs that will make sustainability successful. Train your staff well
and then recognize them for their sustainability efforts: consider having a prize for the greenest employee of the month.” McAdams, too, sees staff buy-in and training as key. “Get front counter staff, when they are selling a pizza slice in a bag, to ask customers if they would like a napkin as opposed to just giving them six.” One-use items such as plastic straws, napkins and condiment packs, are a huge source of unnecessary waste, he says. INDEPENDENTS: ‘THINK BIG!’ While large franchises may have more resources for chain-wide sustainability campaigns, independent shops have more freedom to decide on a strategy and run with it. “Franchise managers are limited in what they can do,” McAdams says. “With them, training is so important. Focus on training staff to be mindful in their actions, and question corporate policies where you can.” Independents, on the other hand, have more freedom to make operational changes because they have more control
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cover story of their premises. “To the independents, I say, ‘Think big!’ ” His biggest piece of advice: put someone in charge of your pizzeria’s sustainability efforts. “It has been shown that businesses that have a green, or sustainability, champion will reduce their environmental impact more than businesses that don’t have a champion.” “It is amazing what you can do,” he says.
CALGARY PIZZERIA GOES GREEN Jayme MacFayden and Kelly Black are two champions of sustainability. The couple’s Calgary restaurants, which include UNA pizza + wine, are certified through LEAF. The entrepreneurs sought certification from LEAF five years ago after they had an audit done on their pizzeria. They were seeking access to services and information from the organization and its partners and were impressed by the useful recommendations the audit provided. “We are very conscious of what we bring into our house and what we put out of it and the energy that we use and where it’s coming from. That is something we wanted to carry over into our business, especially when you see how much waste a restaurant can generate.” That initial audit was extensive, she says. They looked at chemicals, equipment, light bulbs, and checked invoices going back a year. Once that was done, however, it’s a matter of paying a fee every year to maintain their certification. Their list of initiatives is ambitious and long. They use Bullfrog Energy, a renewable energy company, as their provider, by paying their regular energy bill, then paying more on top to support the provider’s efforts. They make some of their cleaning products, which are all nat-
Photo courtesy of BMeX Restaurant Group
COMMUNICATE YOUR EFFORTS With all the work you are doing, it’s important to tell your customers and suppliers about your efforts. Communicate any initiatives through your menu, website and regular posts on social media, Cullen says. “If you have a local supplier, give them a shout out on Instagram. Or if you have eliminated bottled water, announce it on Twitter,” she says. “Staff training and engagement is one of the most important ways to communicate your efforts to guests, because they are the face of your establishment. It is important that you are completely transparent about your initiatives, Cullen says. “Make sure your servers and other staff are well informed, so that they can tell your guests about your sustainability programs, and avoid blanket statements like ‘We are sustainable.’ This could mean any number of things, and will come across as greenwashing to your guests. Be specific about what you are doing, and what you are working on improving,” she says. “One way to share what you are doing is through certification,” McAdams says.
Most certification is done through LEAF. The Green Restaurant Association out of the U.S. does some in Canada as well, he says, and these organizations will help you promote your pizzeria’s efforts.
5 sustainability resources The Sustainability Learning Centre (SLC) www.sustainabilitylearningcentre.com/ Leaders in Environmentally Accountable Foodservice (LEAF) leafme.ca/green-restaurants/ Green Restaurant Association www.dinegreen.com/ Energy Star for products www.nrcan.gc.ca/energy/products/energystar/12519 Second Harvest food rescue program www.secondharvest.ca/about
ural and biodegradable. They use Energy Star-certified equipment and LED lights, compost extensively. On the ingredient side, they work with YYC Growers, which is a network of 14 urban farmers who grow organic and heirloom produce on unused properties in Calgary. “Initially we worked with one farmer, but when we began working with YYC Growers, we were able to give him a wish list of what we were looking for,” she says. “It helps to let your suppliers know what your costs would be to source from out of the country. If they know what you are trying to do, they will work with you to find a happy medium,” she adds. Four years ago they created their own 1,300-square-foot garden beside one of their restaurants where they grow 50 different kinds of plants and flowers for use in the restaurants. “We harvest our rain water to water the plants and everything is planted with heirloom seeds and the garden is completely organic.” In the future, MacFayden says, “it would be great to fully bridge that gap from farm to table by being involved with a farm or owning a farm.” For now, she and Black are happy to champion the many ways restaurants can limit their impact on their surroundings. Sustainability means thinking about how who and what your actions affect, she says. “Every decision we make we want to be a thoughtful one.” • For more on operations, visit www.canadianpizzamag.com
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marketing insights
Pushing boundaries Michelle Brisebois f you’re like most managers in the hospitality industry, your job description can seem eclectic. You’ve likely spent the day running interference between back and front of house, counselled a young employee who was sobbing because a customer yelled at them and received numerous text messages from staff at all hours of the day and night. These messages might simply say, “Don’t feel well…can’t come in for my shift,” or “My world has ended. My boyfriend/girlfriend just broke up with me.” Of course, said boyfriend/girlfriend is also an employee and now they don’t want to be scheduled together because the pain is just too much. The drama can leave you wondering if perhaps you should change your title to “social worker.” Those in the industry understand and accept that employees in a restaurant will socialize with each other outside of work more than most other employees. This is the first step in blurring the line between work and personal space and it creates a dynamic that can be tricky to manage. To manage it, you have to understand why it happens. People who are attracted to careers in hospitality are social by nature; otherwise, they’d be lighthouse keepers and welders. Next, they work odd hours, meaning the only people available to socialize when they are off are others in the same industry. They tend to develop personal relationships . . . sometimes very personal relationships. When they get together at the watering hole down the street after service, they rehash the day, their lives and the things they don’t like about work. Going over it and over it makes it seem bigger and tends to encourage “group think” and leads to them having a similar perspective on various topics. You can often end up feeling as though you’re dealing
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20 pizza NOVEMBER 2016
with a collective bargaining unit. ness. If you keep the team fresh by adding In addition to your workforce being new members regularly, it might combat socially focused, they’re also often young the overfamiliarity that established teams and used to constant and immediate com- tend to develop. munication. If they wake up at 5 a.m. and Recognize that you will be at your best don’t feel well, they text you to say they’re for the team if you get a break to take care not coming in. If their relationship breaks of yourself. Set expectations clearly around up at two in the morning, they might text time-off requests and how and when staff you for advice. You probacan text you. Remind them bly already work incrediyou need sleep and down bly long, hard hours and time too and suggest they be Develop a code mindful of the time of day your time away from work is increasingly consumed or night when they text. Tell of conduct and by scheduling hiccups and them to use email for things attach it to shop talk. With all of these that aren’t emergencies and HR issues to juggle, you every offer letter texting for things that are. may wonder where runThen define what you conyou give new ning the business falls on sider an emergency. Matters the priority list. If these ex- employees when of urgency might include amples describe your typithe need to miss a shift they are hired. cal day, it’s time for some within two hours of when it healthy boundaries. begins, a major event related You may not be able to to the business, or the zomcontrol whether or not they bie apocalypse. Make sure gossip, date each other, drop a shift or text you honour their personal time and contact at every opportunity, but you can set ex- your team for urgent matters only as well. pectations around this behaviour. Develop Respect works both ways. a code of conduct and attach it to every Above all, hire good people and empowoffer letter you give new employees when er them to make decisions. Micromanagers they are hired. Make it clear that the fo- rarely get any down time because they have cus for everyone on the team is to be the to do it all themselves to feel comfortable. customers and the business. Be empathetic Let go, believe in your team and they will but avoid playing guidance counsellor or become more engaged in the business and psychologist. If “life happens,” as it does less engaged in negative behaviour. to all of us at some point, support employBoundaries draw a line and create a ees with an appropriate offer of time off or transition that’s worth defending. As Wilwork accommodations. If Sally and Joe de- liam Paul Young said, “Even in our matemand to work opposite shifts because they rial creations, boundaries mark the most have just broken up, be firm in expressing beautiful of places, between the ocean and that you expect them to be profession- the shore, between the mountains and the al and keep their personal feelings at the plains, where the canyon meets the river.” • door. If you start juggling for every youthMichelle Brisebois is a marketing professional with ful drama, you’ll spend more time accom- experience in the food, pharmaceutical and financial modating and less time growing the busi- services industries. She specializes in brand strategies.
making dough with Diane
Common menu design mistakes Diane Chiasson our menu is your best marketing tool. It is an extension of your restaurant’s brand: everything about presentation, design, layout and food and beverage descriptions will contribute to your guest experience, and, if chosen wisely, increase your profit. Here are eight common restaurant menu design mistakes I constantly see.
Y
1. BRAND NAME NOT VISIBLE Always place your pizzeria restaurant’s name, address, telephone number and website at the very top of your menu and on the front and back of your menu. You want your guests to tell their family and friends about your establishment. Just remember, in this case, repetition is good. 2. MENU DESCRIPTIONS TOO LONG Describe each item properly. Use short, concise and accurate descriptions of one to two sentences for each item on the menu. Your descriptions have to generate guest interest and sales. Long descriptions will confuse your guests. It’s also important to know that too many different typefaces or font selections within your menu may scare off customers. Effective typography will communicate your pizzeria’s brand and result in a more legible menu. You want your type to look clean and consistent. As a general rule, try to stick to two different fonts to distinguish the names and descriptions of each menu item. Don’t capitalize everything, and, if you have to, go bold. 3. FAILING TO PROOFREAD You should always read with careful attention every item, word and block of text on your menu, and ideally you should get another member of your team to check it, too. Use a spellchecker to find misspelled
22 pizza NOVEMBER 2016
words within your menu, but as you know, it will not catch correctly spelled words in the wrong context. Your restaurant’s menu is your most important sales tool so make sure it’s professionally written. 4. MENU ITEM PLACEMENT Proper menu engineering is meant not only to showcase your food and beverage items but also to create something interesting and unique in order to entice your customers. Many restaurants don’t give much thought to where and how items are placed on the menu. Your most popular and profitable items as well as your best signature dishes should be at the top of your menu and at the top of each section. Consider highlighting your most profitable dishes with the highest gross margins. Make sure that you have a minimum of one – but no more than two – items on each page or panel of your menu. Don’t forget, when designing a menu, it should guide your guests to your best and most profitable dishes with the highest gross margins, showcase your signature items, increase the sale of add-ons and make your restaurant stand out from the competition. 5. TRY USING BOXES AND LINES Boxes draw attention! Try to keep everything organized. Put lines and boxes around some items to promote dishes with the highest profit margins, such as specials, add-ons, two-for-one deals, and meal and drinks combos. 6. TOO MANY ITEMS OR DISHES If you have too many items or dishes on your menu, you will only overwhelm your guests and they will have a difficult time choosing. At the end, it will only confuse them and they will be less likely to return to your restaurant.
7. TOO MANY $$ DOLLAR SIGNS Don’t make your customers overly aware of how much they are spending. You should display the cost of each item on your menu. Dollar sign overuse communicates that the meal is just about money; it makes it look like your pizzeria is all about money over quality. Your establishment should reflect a tone of warm hospitality rather than business and commerce. Try to incorporate your prices at the end of each menu item description, using the same size font and leaving two spaces between the end of the description and the price. Don’t use $ symbols on your menu, and by doing this, your pricing will be listed but not overly emphasized. 8. DIRTY MENUS Don’t use menus covered with food, grease, water stains and tears. Your menu is a reflection of you, your restaurant and your brand. If your menus are old and worn out, your pizzeria will appear to your guests as an old, dirty and sloppy establishment. You should order menus that are durable and determine whether paper menus or laminated menus would be more beneficial. Since a pizzeria often is both a take-out and a sit-down restaurant, then a mix of both paper and laminated menus is probably appropriate. Avoid these pitfalls and invest time, attention and resources in your menu. An attractive and effective menu is a prime opportunity to increase your profit. • Diane Chiasson, FCSI, president of Chiasson Consultants Inc., has been helping food service, hospitality and retail operators increase sales for over 25 years by providing innovative and revenue-increasing food service and retail merchandising programs, interior design, branding, menu engineering, marketing and promotional campaigns, and much more. Contact her at 416-926-1338, toll-free at 1-888-926-6655 or chiasson@chiassonconsultants.com, or visit www.chiassonconsultants.com
new products
Ceilume ceiling panels offer variety, flexibility and style
drop-out ceiling panels that are especially beneficial for kiosks within mall settings
The scale measures 6.3 x 7.875 inches (16 x 20 centimetres) and connects to most point-
because they can be installed beneath sprinklers.
of-sale systems for checkout applications or to personal computers.
Looking to upgrade your pizzeria’s ceiling? Ceilume
Ceilume’s panels are available in translucent and transparent polymers, as well as opaque colours and decorative faux finishes,
It can handle a maximum load of 15 pounds (six kilograms), while also offering a sensitive weight
manufactures several different lines
and provide design options for every architectural style, the company said in a press re-
resolution of up to 0.002 pounds
of thermoformed ceiling panels and
lease. Some are inspired by classic stamped metal ceilings of the 19th and early 20th
(one gram) for lightweight,
tiles. The panels come in 40 styles,
centuries while others feature contemporary patterns and geometries.
high-value items. The scale also
13 colours and four levels of light transmission to enhance any
Ceilume’s products have been installed in several pizzerias in Canada, including Pizza
offers low power consumption
decorative theme. They are washable and robust, assuring a
Delight, Grand Bend, Ont., Jacques Cartier Pizza, Longueuil, Que., and Como Pizza,
and is made with stainless steel
long life and continued great looks. Several options are available to suit most acoustical requirements and the panels can be used above food prep areas, allowing the design scheme in the front of the house to be extended into visible kitchens and culinary areas. Among other lines it carries, Ceilume offers
Delson, Que. www.ceilume.com
Standalone checkout scale
The new Ariva-S-Mini from Mettler Toledo is a standalone scale designed for checkout counters.
and aluminum. The housing is designed to be impermeable to liquids and dirt, protecting the weighing mechanism. The scale provides fast weighing of items and for quick transaction speed to help reduce customer wait times. www.mt.com/retail-ariva
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new products
Scheduling software lets staff bid on shifts
employees have access to the company’s free mobile app.
separate the cloves and put them into
Unlike other employee scheduling software solutions, 7shifts is focused only
the shaker. After closing it and shak-
mobile app from 7shifts are designed to help restaurants manage and evaluate the performance of shift workers.
on restaurants. The developer has partnered and integrated with other restaurant software, including point-
ing it up for 10 to 30 seconds, users have an entire head of
Restaurant managers use it to assign employees to shifts and
of-sale systems such as TouchBistro, Toast and Cake.
garlic that is peeled and ready for roasting, grilling or sautéing.
approve requests; staff use it to view their upcoming shifts and submit
The company offers a 28-day free trial and a no-contract sub-
Garlic Shaker, which has a patent-pending ergonomic design with multiple impact points
requests for manager approval, 7shifts said in a press release.
scription. www.7shifts.com
to remove garlic skins. “The secret is simple physics. Inside are
New scheduling software and a
locations, labour costs forecasting and a manager logbook. The software provides dai-
Innovative hands-off shaker peels garlic in seconds
ly and weekly labour calculations and allows staff to bid on a shift. Employees can check their schedule and submit requests from anywhere with the 7shifts mobile app. In turn, managers can make shift changes, approve time off requests and other tasks. By signing up to 7shifts, managers and
Garlic Shaker is a lightweight, sleekly designed device designed to peel the skin off a head of garlic in seconds. It was recently launched through a Kickstarter crowdfunding campaign. The shaker is meant to solve the problem of having to use slow, inefficient, smelly or dangerous methods to peel garlic. Chefs can now break apart a head of garlic,
Features include unlimited text message and email notifications, support for multiple
spiral rings that vibrate the garlic before it hits each end popping off the skin,” inventor Matthew Ramos said in a press release. The hourglass-shaped shaker has lids on each of two ends for easy cleaning by hand or in the dishwasher. The device comes in five designer shades of red, white, blue, black and silver. It is nine inches high. www.garlicshaker.com
For more new products, visit www.canadianpizzamag.com
VIVA LA PIZZA! THE ART OF THE PIZZA BOX Since the origin of to-go pizza, pizzerias and pizza chains have taken great pride in covering take-out boxes with captivating designs. They’ve also wrestled with the best way to manufacture a box that can keep a pizza both hot and stable. Where does all of this art come from? Scott Wiener has been collecting and cataloging pizza boxes for 10 years. In Viva La Pizza! – named after a popular box design – Wiener traces design trends over the past four decades and speaks to some of the world’s most prolific box designers. Here the world’s expert on pizza boxes collects 100 weird and wild box designs and explores the curious history of the pizza box. Included are international designs, corporate designs, and dozens of quirky images produced by and for mom-and-pop pizzerias.
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Annex Bookstore .................................................. 24 Burke.....................................................................11 Canada Post ............................................................7 Canadian Pizza E-newsletter .................................23 Canadian Pizza Show/Chef ....................................21 Escalon .................................................................19 Middleby Marshall.................................................15 Moretti Forni .........................................................27 Pizza Power Page ..................................................25 Ricco Food Distributor ..........................................17 Salerno..................................................................17 Saputo ..................................................................28 Springer’s Meats ...................................................23 Stanislaus ........................................................4 & 5 Viau Food ................................................................2 Use these advertiser contact numbers to find out more about a product advertised in this issue or to place an order. This index is provided as a service. Canadian Pizza Magazine is not liable for errors or omissions.
NOVEMBER 2016 pizza 25
1
guest column
Why it’s great to be the ‘little guy’ Giorgio Taverniti
“
eorge, it must be so nice to have your own restaurant!” Whenever I hear this, I pause, and then a grin spreads across my face, like a kid about to get a piece of cake. I then answer, “Yes, I LOVE it and am grateful every day . . . but I could use a vacation every now and again.” This usually receives a chuckle followed by a nod of the head and a response of “I’m right there with you, bud.” Make no mistake: owning your own business is a dream come true; however, it involves hard work and constant hustle. I love the late nights, the spring in my every step, the nonstop flow of orders, and of course, my patrons. Let‘s face it: I thrive on the hustle! I am, after all, the “little guy” so my hustle is real and my game’s got to be strong to go head to head with the big chains. The mamma and pappa shops have a real challenge to keep up with the “big guys,” but we also have a lot of advantages that sometimes can be overlooked and not always maximized. As an independent, I am fully in control of my business at all times. I don’t need to check in with upper management to know my sales, my inventory or my staff issues, if any. I know what’s happening at all times and I take ownership of everything. I am a part of every aspect of my business. It’s easy to be an owner and only an owner. I believe knowledge is power and I know my products, my market, the demand, my staff, and most importantly, my patrons. If you ask why or how I could possibly know all this, it’s because I’m there every day. Sickness, fatigue and days off don’t exist in my world. I’m in control of how my baby runs and I make sure it runs like a well-oiled machine by being there and being present. Big chains have a hierarchy of management and sometimes the control and order gets lost among that hierarchy. I am in control of
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26 pizza NOVEMBER 2016
my business and its future. There’s nothing know I’m not Superman and that somemore powerful than that. times I need to delegate. I change my Price point and buying source are key schedule and to-do list according to my factors that can make or break any busi- business’s needs. I constantly prioritize ness, and I can control these. The right and multitask. I never pull the, I’m-theprice point, with the right balance of cost owner-and-I-don’t-do-that card. Every and profit, is what keeps a business alive. task can be done by me and is when I’m It keeps patrons happy with fair and jus- able to. Management of my time and the tifiable pricing. The food time of my staff is decided market is constantly changby me and not someone ing and will continue to do who isn’t at my business so. This continuous change every day. I am in control affects my price points and As a little guy, I am a of my business the products I am able to part of this community as offer. A spike in the cost of an individual and also as a and its future. seafood can cripple my debusiness. I have a great reThere’s nothing lationship with the other mand for it. Not only may the client think the product local shops and maintain a more powerful is overpriced but it will be a friendly, positive approach than that. loss for me. I can’t keep the in every aspect of business. same price point on a prodI often support and particuct that’s tripled in its cost. ipate in community events. As an independent, I The face customers always can lower the cost of a product should I see and know is George or Georgie from receive a better cost price. Adjusting the Frank’s Pizza House. They often call me price point on products is something I Frank, and yes I do answer to that as well. can do instantly without approval from I have had customers follow my business anyone. I can even take a break from a from my previous location to where I am certain product and avoid a potential loss. now because of that real-feel family stamp My buying source is also mine to select. that keeps them coming back. I can choose to give my business to the Customers often tell me they’d rather little guys as well as the bigger suppliers. support me over the big guys because our I can choose locally grown food because pizzeria provides the same quality of food I my demand is much smaller than that of a would serve to my own family and because larger company. These executive decisions I care about the community. are mine and mine alone to make. Everyone benefits from a supportive However, poor time management is and united community, and that includes what can trip up even the most energet- the little guys. • ic owner. If you haven’t yet mastered this skill, I suggest you do because it’s a lifeline Giorgio Taverniti owns Frank’s Pizza House in Toronto, which has been in his family since 1990. A graduate of you desperately need. As my own boss, George Brown College’s culinary management and Italian I make every minute count. There is no culinary programs, Giorgio helped found a popular pizza-making workshop at the college and ran it for three downtime or wasted time. years. However, I also am realistic enough to
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NEW LOOK Our new look reflects our passion. And our name is our reputation. We’re putting our history and heritage front and centre. Beneath that new look is the same great cheese and high quality you’ve come to expect from Saputo. Trust it to make the perfect pizza every time.
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Contact Your Saputo Foodservice Sales Representative for More Information VANCOUVER 604.946.5611
EDMONTON 780.468.5811
SASKATOON 306.931.0040
WINNIPEG 204.987.6345
TORONTO 905.264.7600
OTTAWA 613.741.9718
MONTREAL 514.328.3466
www.saputofoodservice.ca
QUEBEC 418.651.5220
DARTMOUTH 902.468.5700
MONCTON 506.859.8888
ST. JOHN’S 709.753.3943