Forktales

Danny serves as the editorial director at Food News Media who's properties include QSR Magazine and FSR Magazine. A byproduct of his post is an acute understanding of what's happening in the restaurant industry and what's coming down the pike. In this episode, we unpack some of the trends and challenges the industry is facing, along with some of Danny's perspectives on what's coming next.

Background/History

Serves as Director of Digital Content of Food News Media (QSR Magazine, FSR Magazine, both are free publications)

Covers, trends, news and talking to operators for digital properties

Notable Quotes

“What does not have a shelf life and what probably has changed forever is the definition of convenience” -Danny (7:20)

“That’s the lasting change is the convenience element to come out of COVID” -Danny (7:45)

“We were all headed this way in quick service in terms of trying to remove friction from the ordering experience… especially mobile and anything involving digital ordering” -Danny (9:00)

“That's where we are now. It ushered in that era, and I don't think we’re going back now” -Danny (9:36)

“I’m personally a fan of the ghost kitchen model over the virtual brand model for the long term.” -Danny (31:35)

“What I think they will continue to do is launch ghost kitchens where they can seed a market and decide if they actually want to go in there because it's a great way to test demand with basically no overhead” -Danny (33:29)

“A lot of the users on 3rd party apps are product loyal rather than brand loyal” -Danny (34:39)

Notes

We’ve seen a lot of movement in comfort food in the last year and the clock is ticking on that to some degree.

As we emerge out of the quarantine fog, we’re gonna get a little more health focused.

During the height of the pandemic, Starbucks and Dunkin really saw this drive toward people getting coffee as a treat or indulgent occasion mid-morning or afternoon.

Takeout is gonna go down as dine in goes up and what we’re gonna have to pay attention to is what happens to the daypart occasions because they’ve been completely fractured and re-written during COVID.

Are people gonna start going to bars again and getting White Castle on the way home?

Danny serves as the editorial director at Food News Media who’s properties include QSR Magazine and FSR Magazine. A byproduct of his post is an acute understanding of what’s happening in the restaurant industry and what’s coming down the pike. In this episode, we unpack some of the trends and challenges the industry is facing, along with some of Danny’s perspectives on what’s coming next.

Background/History

• Serves as Director of Digital Content of Food News Media (QSR Magazine, FSR Magazine, both are free publications)
• Covers, trends, news and talking to operators for digital properties

Notable Quotes

• “What does not have a shelf life and what probably has changed forever is the definition of convenience” -Danny (7:20)

• “That’s the lasting change is the convenience element to come out of COVID” -Danny (7:45)

• “We were all headed this way in quick service in terms of trying to remove friction from the ordering experience… especially mobile and anything involving digital ordering” -Danny (9:00)

• “That’s where we are now. It ushered in that era, and I don’t think we’re going back now” -Danny (9:36)

• “I’m personally a fan of the ghost kitchen model over the virtual brand model for the long term.” -Danny (31:35)

• “What I think they will continue to do is launch ghost kitchens where they can seed a market and decide if they actually want to go in there because it’s a great way to test demand with basically no overhead” -Danny (33:29)

• “A lot of the users on 3rd party apps are product loyal rather than brand loyal” -Danny (34:39)

Notes

• We’ve seen a lot of movement in comfort food in the last year and the clock is ticking on that to some degree.

• As we emerge out of the quarantine fog, we’re gonna get a little more health focused.

• During the height of the pandemic, Starbucks and Dunkin really saw this drive toward people getting coffee as a treat or indulgent occasion mid-morning or afternoon.

• Takeout is gonna go down as dine in goes up and what we’re gonna have to pay attention to is what happens to the daypart occasions because they’ve been completely fractured and re-written during COVID.

• Are people gonna start going to bars again and getting White Castle on the way home?

Azzi is an absolute hospitality nerd who has traveled and worked around the globe for notable hotel brands. Her love of people and the industry shines in this episode where we discuss how hotel brands can attract travelers, get better at serving them, and find a path forward post-pandemic.

Background/History

• Shadowed the manager at the Beverly Region hotel where Pretty Woman was filmed
• Worked with Miami Heat in the past and got to meet people from all over the world
• Recruited by Marriott and entered into the sector in Atlanta
• Came back to Los Angeles and got introduced to an owner opening a new hotel. Developed the brand and marketing for this hotel. IT was the first independent boutique property before it was a thing in LA.
• Started a no-networking event in downtown to get people together. Getting people to come into town to experience the city.
• Went to school in Switzerland and got exposed to people from all over the world.
• Starting helping GMs with their ROI and renovations and F&B revamps at Swiss Hotels with Lillian Rotan
• Moved to Dubai for a time then came back to LA to work with Allbright, a woman’s group to help them with different stages of career.
• Currently consulting with hotels and hospitality companies in Los Angeles to help disrupt the market

Notable Quotes

“You need to be looking at everything coming in and use them as inspiration for innovation.” – Azzi Kashani 

• “There will be the ones who were not ruined by the pandemic who are poised to capitalize.” – Joseph Szala
• “You don’t get locals to come in by making the food and beverage brand by making it look like the meeting room” – Joseph Szala

Notes

• You can never go back and say things are going to go back to normal. You have to look to the future
• Expectations of service have changed. You have to up your game. 
• A no-brainer is that technology and innovation has changed. The expectations of guests before they arrive.
• Ease of the use of the website. They’re used to things being simple. Click of a button brings the world. This needs to be more innovative and hotels are known to be dinosaurs in this regard.
• There are people breaking the industry with points and hotels need to get creative with rethinking rewards and what points can do in a way that’s unique to the brand.
• Show what a room looks like! Sometimes you have to call the hotel and ask if the rooms have been renovated recently.
• Joseph’s wife needs to start a blog finding great places to stay.
• Are influencers losing their uniqueness and effectiveness? Are micro-influencers the future? Social media isn’t really and micro influencers are being smart about their intentions and posts being more real. Their experiences are real and valid. 
• What’s the incentive for booking direct? It needs to be clear so people do it. We need clearer benefits.
• Biggest difference between International hospitality and American hospitality? Reimagination of boutique hotels. Around the world, she was introduced to the idea of boutique hotels before they influenced stateside thinking. We have a penchant for standardization in the US but it misses the local flair. 
• Adaptability of different positions in boutique hotels are a big difference. The person who checks you in is your concierge, too. This builds a connection throughout the stay. You talk to the same person for e

Azzi is an absolute hospitality nerd who has traveled and worked around the globe for notable hotel brands. Her love of people and the industry shines in this episode where we discuss how hotel brands can attract travelers, get better at serving them, and find a path forward post-pandemic.

Background/History

• Shadowed the manager at the Beverly Region hotel where Pretty Woman was filmed
• Worked with Miami Heat in the past and got to meet people from all over the world
• Recruited by Marriott and entered into the sector in Atlanta
• Came back to Los Angeles and got introduced to an owner opening a new hotel. Developed the brand and marketing for this hotel. IT was the first independent boutique property before it was a thing in LA.
• Started a no-networking event in downtown to get people together. Getting people to come into town to experience the city.
• Went to school in Switzerland and got exposed to people from all over the world.
• Starting helping GMs with their ROI and renovations and F&B revamps at Swiss Hotels with Lillian Rotan
• Moved to Dubai for a time then came back to LA to work with Allbright, a woman’s group to help them with different stages of career.
• Currently consulting with hotels and hospitality companies in Los Angeles to help disrupt the market

Notable Quotes

“You need to be looking at everything coming in and use them as inspiration for innovation.” – Azzi Kashani 

• “There will be the ones who were not ruined by the pandemic who are poised to capitalize.” – Joseph Szala
• “You don’t get locals to come in by making the food and beverage brand by making it look like the meeting room” – Joseph Szala

Notes

• You can never go back and say things are going to go back to normal. You have to look to the future
• Expectations of service have changed. You have to up your game. 
• A no-brainer is that technology and innovation has changed. The expectations of guests before they arrive.
• Ease of the use of the website. They’re used to things being simple. Click of a button brings the world. This needs to be more innovative and hotels are known to be dinosaurs in this regard.
• There are people breaking the industry with points and hotels need to get creative with rethinking rewards and what points can do in a way that’s unique to the brand.
• Show what a room looks like! Sometimes you have to call the hotel and ask if the rooms have been renovated recently.
• Joseph’s wife needs to start a blog finding great places to stay.
• Are influencers losing their uniqueness and effectiveness? Are micro-influencers the future? Social media isn’t really and micro influencers are being smart about their intentions and posts being more real. Their experiences are real and valid. 
• What’s the incentive for booking direct? It needs to be clear so people do it. We need clearer benefits.
• Biggest difference between International hospitality and American hospitality? Reimagination of boutique hotels. Around the world, she was introduced to the idea of boutique hotels before they influenced stateside thinking. We have a penchant for standardization in the US but it misses the local flair. 
• Adaptability of different positions in boutique hotels are a big difference. The person who checks you in is your concierge, too. This builds a connection throughout the stay. You talk to the same person for everythin

Growth through the pandemic

Packaging—helping enhance the experience of to-go at home

People being lenient and supportive, in return providing great service

Alcohol sales (“big part of the brand”)

Minimum Wage and labor- making it easier for people who are already working, and for people who want to join the team

The CULTURE of working within the team- for hiring and attracting top talent

Franchisees- how they implement culture when it might not be a top priority

Leadership-maximizing people and their capacity

Technology in the industry-whats coming up, integration, understanding their patrons

What’s the future of breakfast?

Notable Quotes

“Even though we were at 50% capacity [last September], we were seeing higher business Monday thru Friday, we’re seeing more to-go orders—now it’s at 15% of our sales (compared to the 2% pre-pandemic).”

“People were very lenient with us… just wanting us to succeed, [they] were wanting to help us.”

“Our biggest thing was trying to let people know when we were re-opening because every store, every jurisdiction was slightly different.”

“In certain cities, [alcohol sales] were a bigger part of sales than other cities. What we found was that with the flexibility of people WFH, and the stress of everything, alcohol sales have been really on the uptick.”

“In 2013, we were at 5% sales for alcohol, in 2018, it was 7%. Right now it’s about 15%, with some stores being over 20%.”

“Monday thru Thursday, sales of alcohol were up over 40%. So it’s not just the weekend that people are drinking.”

“We’re trying to make our compensation packages more holistic, i.e. adding a 401k. We’re trying to do a better job of recruiting people and training them and developing them.”

“For the people you have, have a good compensation package, and a path for them to develop themselves and their career if they choose to do that.”

“Quality of life is really great; managers are home every night with their kids—they’re done at 3.30.”

“Another thing is making sure people know what our values are, and recognizing people that [represent them]. We have a recognition program where we pass out these golden tickets representing the five core values, and I go out and recognize the people that are representing those...But it’s really about peer-to-peer recognition.”

“You need to take pride in serving people...The best at their job really have these core values.”

“It starts with the first interaction. We have expectations, everything from simple things...reaching out within 24 hours. It’s part of the mutual respect, how we treat them; when they first come in for Discovery Days, even before they’re franchisees, we [share] our culture, what’s important to us, and how they can expect to be treated.”

“One of my biggest challenges as a leader is knowing when to push without feeling bad that you’re pushing beyond what people are capable of.”

“What we’re seeing is, you need technology that can be easily integrated...Make it seamless for the customer and the server.”

“The ability to scale more quickly is on the horizon [for Another Broken Egg Cafe]. We’ve signed a couple of multi-year franchisees already this year...We finished last year with 71 cafes, and we’re gonna open 18 this year… It’s not just about us, it's about the idea of brunch.”

• Growth through the pandemic
• Packaging—helping enhance the experience of to-go at home
• People being lenient and supportive, in return providing great service
• Alcohol sales (“big part of the brand”)
• Minimum Wage and labor- making it easier for people who are already working, and for people who want to join the team
• The CULTURE of working within the team- for hiring and attracting top talent
• Franchisees- how they implement culture when it might not be a top priority
• Leadership-maximizing people and their capacity
• Technology in the industry-whats coming up, integration, understanding their patrons
• What’s the future of breakfast?

Notable Quotes

“Even though we were at 50% capacity [last September], we were seeing higher business Monday thru Friday, we’re seeing more to-go orders—now it’s at 15% of our sales (compared to the 2% pre-pandemic).”

“People were very lenient with us… just wanting us to succeed, [they] were wanting to help us.”

“Our biggest thing was trying to let people know when we were re-opening because every store, every jurisdiction was slightly different.”

“In certain cities, [alcohol sales] were a bigger part of sales than other cities. What we found was that with the flexibility of people WFH, and the stress of everything, alcohol sales have been really on the uptick.”

“In 2013, we were at 5% sales for alcohol, in 2018, it was 7%. Right now it’s about 15%, with some stores being over 20%.”

“Monday thru Thursday, sales of alcohol were up over 40%. So it’s not just the weekend that people are drinking.”

“We’re trying to make our compensation packages more holistic, i.e. adding a 401k. We’re trying to do a better job of recruiting people and training them and developing them.”

“For the people you have, have a good compensation package, and a path for them to develop themselves and their career if they choose to do that.”

“Quality of life is really great; managers are home every night with their kids—they’re done at 3.30.”

“Another thing is making sure people know what our values are, and recognizing people that [represent them]. We have a recognition program where we pass out these golden tickets representing the five core values, and I go out and recognize the people that are representing those…But it’s really about peer-to-peer recognition.”

“You need to take pride in serving people…The best at their job really have these core values.”

“It starts with the first interaction. We have expectations, everything from simple things…reaching out within 24 hours. It’s part of the mutual respect, how we treat them; when they first come in for Discovery Days, even before they’re franchisees, we [share] our culture, what’s important to us, and how they can expect to be treated.”

“One of my biggest challenges as a leader is knowing when to push without feeling bad that you’re pushing beyond what people are capable of.”

“What we’re seeing is, you need technology that can be easily integrated…Make it seamless for the customer and the server.”

“The ability to scale more quickly is on the horizon [for Another Broken Egg Cafe]. We’ve signed a couple of multi-year franchisees already this year…We finished last year with 71 cafes, and we’re gonna open 18 this year… It’s not just about us, it’s about the idea of brunch.”

• The ceiling in 5Church – the painted words are an unexpected ambiance.
• Importance of a good team/staff
• Unemployment and its effect on hiring/current staff in restaurants.
• The future of fine dining post-Covid

Quotes

“Remarkable moments don’t have to be a thousand dollar sculpture, it can be writing on the ceiling.”

“Atlanta has some of the most amazing people [staff]—hard workers, and people who are proud of what they do.”

“Every guest counts. Every client that comes in here, we depend on the fact that on the way out of the restaurant, after having a great experience, [we want people to think] ‘I’m coming back to 5Church to hang out again.’”

“When humans go through something tough together, they come out stronger on the other side.”

“There is only ‘we’.” (The Art of War) – a motto the staff and team at 5Church live by.

“Stability starts with a strong leader.”

“We emphasize how important each and every single position in the company is. From the dishwasher, to the marketing, to the sales, to BOH. We all know each other.”

“We make sure that [new people] are a part of the team from Day 1.”

“The fun atmosphere is even better at 5Church.”

• The ceiling in 5Church – the painted words are an unexpected ambiance.
• Importance of a good team/staff
• Unemployment and its effect on hiring/current staff in restaurants.
• The future of fine dining post-Covid

Quotes

“Remarkable moments don’t have to be a thousand dollar sculpture, it can be writing on the ceiling.”

“Atlanta has some of the most amazing people [staff]—hard workers, and people who are proud of what they do.”

“Every guest counts. Every client that comes in here, we depend on the fact that on the way out of the restaurant, after having a great experience, [we want people to think] ‘I’m coming back to 5Church to hang out again.’”

“When humans go through something tough together, they come out stronger on the other side.”

“There is only ‘we’.” (The Art of War) – a motto the staff and team at 5Church live by.

“Stability starts with a strong leader.”

“We emphasize how important each and every single position in the company is. From the dishwasher, to the marketing, to the sales, to BOH. We all know each other.”

“We make sure that [new people] are a part of the team from Day 1.”

“The fun atmosphere is even better at 5Church.”