Foodservice

Deborah Holand's 20+ years food industry experience, with specialized expertise in new concept development and turn-around/revitalization situations.  She has served in a number of key positions in the foodservice industry, including Steak And Ale Restaurant Concept Management for the Metro Media Group; The New Concept Development Team Eatzi's while at Brinker International; National Director Of Food-Service Operations for Whole Foods Market, Inc.; Director Of Meal Solutions Departments for The Tops Markets Division of Ahold USA Inc.; and President and Founder of Food Sense.  Deborah has diverse experience concentrated in business growth strategies, project planning and analysis, menu engineering, labor optimization, cost management, high-impact marketing and visual merchandising. She possesses regional and national experience across all major markets from premier restaurant and specialty gourmet retailers to conventional supermarkets and convenience stores.


Web: www.b2bSolutionsLLC.com

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Recent Questions:

1) I have 22 stores in rural areas, 10 with a proprietary sub offering. I'm not getting the results I thought I would. Should I scrap the whole thing or re-invest in foodservice with a different offering?
Neither yet. You need to find out why you're not getting expected results. Issues may include, but are not limited to, the following:
* You may have been given incorrect initial information on the volume potential for foodservice at the sites.
* Your current offer may not be correct for the local customers.
* You may have insufficient parking.
* There may be a variety of operational issues that need to be addressed.
* Your advertising may not be appropriately targeted.
* There may not be enough local or transient customers to support any significant food offer.

Study and analyze your current situation first, then based on real data, explore your options. Quite likely there will be more options than the two you listed. If you are uncomfortable in your internal ability to conduct a foodservice assessment contact someone to do it for you.

2) How can I "comparison shop" the different fast-food chains for co-branding possibilities?
There are several ways. And you should use them all.
1. Drive your market, and look and listen.
* What Brands are apparently successful?
* How close are they to your sites? Too close?
* Where and what are the holes you can fill?
2. Visit Brand websites on your computer.
* Get information from their franchising departments, including all costs, customer and meal / day part targets and expected results, competition, their expectations of you, etc.
* Be thorough.
3. Search out and meet other operators who have Brands that interest you.
* How are the parent company and local representatives to work with?
* What are their Brand experiences?
* Listen to the "war" stories.
* Visit the website of National Restaurant News and focus on their QSR area (www.nrn.com).
4. Research and read all the information you can on the potential Brands and their results within the c-store/petroleum marketing industry.

3) What type of food safety training do I need to employ at my stores?
If you are serving food you must train yourself and your staff in food-safe techniques and procedures. Check with your local governing health department for their recommendations about available training. You have no legal or moral option when it comes to the safety of your foodservice offer.

4) I'm just beginning to think about adding foodservice. What are the pros and cons of proprietary vs. branded foodservice?
Ultimately your choice between proprietary versus branded foodservice will depend on your own preference and capabilities. These are points to consider:
* Branded foodservice will bring expertise, marketing and support as well as national name recognition and significant startup and continuing costs beyond the initial physical investment.
* Proprietary will bring you more personal freedom, no large support structure and significant startup and continuing costs beyond the initial physical investment.
* There is another way with some benefits and liabilities of both. Own the proprietary brand, but partner with a foodservice operating expert. You own a brand and have a support structure helping you run the business.
Consider and explore all three, weighing ongoing investment, returns and freedom of action.
In exploring answers to each of these questions you will benefit from consulting professional, expert, unbiased resources. Their advice will be an investment in knowledge and experience that will measurably improve your chance for success.

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