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THE CHALLENGES & OPPORTUNITIES ISSUE<br />
CANADIAN PUBLICATION MAIL PRODUCT SALES AGREEMENT #40063470<br />
TUNNEL<br />
VISION<br />
Restaurant operators have their eyes on the prize<br />
as they navigate the unique challenges brought on by COVID-19<br />
MARCH/APRIL 2021
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VOLUME 53, NO.2 | MARCH/APRIL 2021<br />
THE CHALLENGES & OPPORTUNITIES ISSUE<br />
12<br />
29 THE 2021 FRANCHISE LISTINGS<br />
52 A NEW REALITY<br />
Technology has allowed restaurants to<br />
evolve ahead of schedule<br />
54 TAKE TWO<br />
Operators are re-thinking takeout<br />
strategies amidst COVID-19 restrictions<br />
56 TRADING SPACES<br />
Inventory levels fall as operators turn<br />
their sights on smaller spaces<br />
58 ROLL CALL<br />
Staffing strategies are being<br />
54<br />
IN THIS ISSUE<br />
re-examined during pandemic times<br />
60 COST CRUNCH<br />
New challenges are shifting<br />
restaurants’ operating costs<br />
70<br />
10 GORILLA IN THE ROOM<br />
Operators need to face discussions<br />
about living wages head on<br />
62 DELIVERING CONFIDENCE<br />
New procedures are getting food from<br />
place-to-place with no face-to-face<br />
12 COMFORT BETWEEN TWO BUNS<br />
Food trends during the pandemic<br />
show burger popularity is on the rise<br />
65 SAFETY FIRST<br />
Health-and-safety planning is being<br />
taken to new levels<br />
19 RISING ABOVE<br />
Franchisors share insight into<br />
surviving and thriving during COVID-19<br />
68 BEYOND THE BAR<br />
COVID-19 is driving significant shifts<br />
in beer consumption<br />
DEPARTMENTS<br />
COVER ILLUSTRATION BY SARAH SKRLJ<br />
27 TEAM EFFORT<br />
A franchise advisory board is there to<br />
help every step of the way<br />
FOODSERVICEANDHOSPITALITY.COM<br />
69 FILLING THE GAP<br />
Tech companies are helping<br />
e<br />
restaurants to run more efficiently<br />
27<br />
2 FROM THE EDITOR<br />
5 FYI<br />
9 FROM THE DESK OF NPD GROUP<br />
70 CHEF’S CORNER Brandon Clemens,<br />
The Bruce Hotel<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 1
FROM THE EDITOR<br />
A<br />
few years ago, when we launched a special theme for<br />
our <strong>March</strong> issue called “Challenges and Opportunities,”<br />
it was our way to highlight that not all problems are<br />
catastrophic, even when they may appear to be and, in fact, we<br />
can often turn a challenge into a viable opportunity for growth.<br />
Sometimes all it takes to tackle a thorny issue is to<br />
look at it through a different lens.<br />
Interestingly, by choosing to look at a challenge this way, we<br />
sometimes open ourselves up to see new possibilities. And, by facing<br />
it head on, we not only survive, but thrive in ways never imagined.<br />
That’s the beauty of possibilities — they open the door to new and<br />
unexpected realities.<br />
Of course, a year after COVID-19 surfaced and shook us to our<br />
very core, looking at a challenge through the lens of positivity isn’t<br />
an easy undertaking. Suddenly, the challenges we once viewed<br />
as serious threats now seem to pale in comparison. Some days,<br />
the very act of getting out of bed to face a new day is in itself<br />
an overwhelming challenge for many. Certainly, COVID-19 has<br />
decimated the industry, forcing many operators to shutter their<br />
businesses, leaving others to wipe out their savings, while turning<br />
somersaults to keep it going, while others still pivot to new<br />
THE<br />
OTHER<br />
SIDE<br />
revenue streams. COVID-19 has also forced the<br />
industry to pause, to reflect and to re-set and,<br />
while painful, it’s also been a necessary exercise<br />
to bring us to the other side and ultimately<br />
build an even stronger industry with a firmer<br />
foundation in place. Just as previous generations<br />
have looked back at various global events such<br />
as World War I and II, as well as the Great<br />
Depression, as significant touchpoints in their<br />
lives, one day we will look back on this time and<br />
share stories of significant loss and tremendous<br />
learning and growth.<br />
The challenges of living through a pandemic<br />
have forced us to perform differently. In the<br />
franchise community, franchisors suddenly<br />
needed to step up to become more supportive<br />
of their franchisees — whether it’s by putting<br />
franchise fees on hold, being more communicative and resourceful<br />
and even attempting new practices. And, in some cases, some<br />
franchisees even managed to prosper during this tumultuous time<br />
(see story on page 19).<br />
Seems hard to believe today, amidst the chaos and the fear,<br />
but one day in the not-so-distant future, this too shall pass. As<br />
intimidating, perplexing and destructive as COVID-19 has been,<br />
dealing with it has taught us invaluable lessons that will<br />
ultimately make us stronger, more resilient and, as always,<br />
ready for any challenge.<br />
ROSANNA CAIRA rcaira@kostuchmedia.com<br />
@foodservicemag<br />
facebook.com/foodservicehospitalitymagazine<br />
instagram.com/rosannacaira<br />
NICK WONG, LOCATION PROVIDED BY VIA CIBO<br />
2 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
Vegetarian cuisine is<br />
going mainstream<br />
Mad Radish<br />
is a rising<br />
star in the<br />
healthyfood<br />
segment<br />
Chronicling<br />
a year in<br />
the life of<br />
Niagara’s<br />
Pearl<br />
Morissette<br />
Navigating the world<br />
of third-party<br />
delivery apps<br />
Hot new trends in glassware,<br />
dinnerware and cutlery<br />
MAY 2019 $4.00<br />
GET<br />
EST. 1968 | VOLUME 54, NO.2 | MARCH/APRIL 2021<br />
EDITOR & PUBLISHER ROSANNA CAIRA<br />
MANAGING EDITOR AMY BOSTOCK<br />
ASSOCIATE EDITOR DANIELLE SCHALK<br />
MULTIMEDIA MANAGER DEREK RAE<br />
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EYE CANDY<br />
Under Thirty<br />
Introducing the winners of KML’s Top-30-Under-30 Awards<br />
TAKING<br />
A STAND<br />
Restaurant operators<br />
express frustration about<br />
lack of government support<br />
TOP<br />
CHINK IN<br />
THE CHAIN<br />
The impact of COVID-19<br />
has put a strain on the<br />
Canadian food supply chain<br />
PLANT<br />
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Plant-based menu<br />
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GEARING UP<br />
Top-5 equipment<br />
trends for 2020<br />
BEVERAGE<br />
BUZZ<br />
Drink trends operators<br />
can’t afford to ignore<br />
EMERGING<br />
EATS<br />
New restaurant concepts<br />
are shaking up the industry<br />
FUTURE<br />
FORWARD<br />
CANADIAN PUBLICATION MAIL PRODUCT SALES AGREEMENT #40063470<br />
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MONTHLY NEWS AND UPDATES FOR THE FOODSERVICE INDUSTRY<br />
CANADIANS ARE<br />
FLOCKING TO NEW<br />
CHICKEN CHAIN<br />
L.A.-based hot-chicken chain opens first<br />
Canadian location<br />
DAVE’S HOT CHICKEN, the L.A.-<br />
based fast-casual chain, known for its<br />
Nashville hot chicken, opened its firstever<br />
Canadian location in Toronto in<br />
January. The timing is fortuitous, as<br />
consumers stuck at home during the<br />
COVID-19 pandemic have increasingly<br />
chosen to order chicken from foodservice<br />
locations over other food options.<br />
The fast-casual concept specializes<br />
in hot chicken tenders and sliders,<br />
offered at seven spice levels, ranging<br />
from ‘No Heat’ to ‘Reaper’ (which<br />
requires a signed waiver for those<br />
FOODSERVICEANDHOSPITALITY.COM<br />
who dare), and a variety of sides,<br />
including house-made kale slaw,<br />
creamy mac’n’cheese and crispy<br />
french fries.<br />
The Toronto location’s<br />
menu features items<br />
unique to Canada, with<br />
locally sourced craft beers<br />
and classic Dave’s Hot<br />
Chicken staples shaped<br />
around Canadian cuisine.<br />
The restaurant initially<br />
opened offering takeout<br />
and is available for online<br />
ALL HAIL<br />
THE<br />
QUEEN<br />
Another popular<br />
global fried-chicken<br />
chain is coming to<br />
Mississauga, Ont.<br />
ChickQueen is the<br />
Canadian master<br />
franchise of the<br />
Chicking family,<br />
which is currently<br />
operating in more<br />
than 20 countries<br />
with more than<br />
180 locations.<br />
ChickQueen is a<br />
fully Halal quickservice<br />
concept<br />
known for its fresh<br />
chicken marinated<br />
in a trademarked<br />
blend of herbs and<br />
spices and served<br />
either fried or<br />
grilled. The menu<br />
boasts items such<br />
buckets of chicken,<br />
burgers, wraps, and<br />
chicken wings.<br />
ordering and delivery.<br />
Obelysk Food Ltd., which has<br />
extensive experience in the Canadian<br />
food-and-beverage and fast-casual<br />
industries, has signed a franchise deal<br />
with the brand to open 30 locations<br />
across Canada.<br />
“We were devoted customers before<br />
we got the opportunity to introduce<br />
the brand to the Canadian market,”<br />
says Blair Bitove, director of Business<br />
Development, Obelysk. “In just a few<br />
years, Dave’s Hot Chicken has established<br />
a cult and celebrity following<br />
across the U.S. with its craveable menu<br />
offerings and unique combinations of<br />
spices. We look forward to continuing<br />
that momentum across Canada and<br />
watching Canadians flock to the brand.”<br />
Co-founder and chef Dave<br />
Kopushyan, along with his three<br />
best friends, originated Dave’s Hot<br />
Chicken in early 2017. Kopushyan,<br />
a classically trained chef and selfdescribed<br />
spice freak, was inspired<br />
by the unique, flavourful spice of<br />
Nashville hot chicken and set out to<br />
create his own version.<br />
The brand is heralded as one of the<br />
fastest-growing restaurant concepts in<br />
history, with more than 200 locations<br />
under contract across the U.S. since it<br />
began franchising in 2019, with plans<br />
to expand across Canada. FH<br />
HOME-GROWN CONCEPT<br />
Toronto-based Paramount Fine Foods launched a fried-chicken concept last<br />
September. Krispo Chicken, operated out of Paramount’s location at 1585 The<br />
Queensway in Toronto, is a fast-casual restaurant focused on quality, local, farmfresh<br />
ingredients. And, like Paramount, all menu items feature Halal ingredients.<br />
Krispo’s online menu includes two-, three- and four-piece boxes of chicken and fries,<br />
as well as nine-piece and 12-piece family bucket meals. It also offers a signature<br />
fried-chicken sandwich — the Wicked Sandwich — and sides sides such as jalapeño<br />
corn bread, Sweet Hottie pickles, coleslaw and potato salad<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 5
COFFEE<br />
NEW.0<br />
MAN ON A<br />
MISSION<br />
Chef Tallis Voakes has joined Tim<br />
Hortons as the brand’s new Culinary<br />
Lead. Voakes was formally trained at<br />
Le Cordon Bleu in Ottawa and went<br />
on to work with world-renowned<br />
chefs, including Nobu Matsuhisa<br />
and Jason Atherton at Gordon<br />
Ramsay’s restaurant Maze, as well as<br />
at three one-Michelin-star restaurants.<br />
He’s also been an in-demand food<br />
stylist for Hollywood and TV<br />
productions. “My mission of making<br />
the food at Tim Hortons even better<br />
for our guests across Canada is just<br />
so, so exciting,” says Voakes. “There<br />
are many things that are already<br />
awesome and you don’t mess with<br />
a good thing…It’s about making<br />
sure all the elements of a sandwich<br />
or a soup or a doughnut are all the<br />
very best and create a ‘wow’ eating<br />
experience.”<br />
Tim Hortons introduced an improved<br />
Dark Roast earlier this year, featuring<br />
100-per-cent premium Arabica<br />
beans and boasting a bolder and richer<br />
flavour. The first Tim Hortons Dark<br />
Roast launched in 2014 and the recipe<br />
was then adapted to be darker in 2017.<br />
“The amount of work that went into<br />
developing this new Dark Roast was really<br />
incredible. We actually developed about four<br />
dozen variations of the Dark Roast to zeroin<br />
on the perfect balance of richness and<br />
smoothness,” says Kevin West, head of Coffee<br />
Operations, Tim Hortons. “It’s incredibly<br />
rich with a harmonious blend of complex<br />
flavours, subtle notes of chocolate, cedar and<br />
even hints of fruit and floral characteristics.”<br />
FIGHTING FEES<br />
In January, Montreal restaurant Déli Boyz filed a class-action lawsuit<br />
against food-delivery companies over the commissions charged by<br />
these services during the pandemic. The case is targeting food-delivery<br />
companies Uber Eats, DoorDash and SkipTheDishes and points to<br />
the relationship between restaurants and these companies as “a<br />
contract of adhesion, where commission cannot be negotiated<br />
and is imposed on the restaurant.” The case seeks<br />
damages, for all Quebec restaurants, equal to the amount<br />
of the commissions paid to the named delivery companies<br />
in excess of 15-per-cent of the total cost of the customer<br />
order going back two years. The application also seeks an<br />
injunction ordering third-party delivery services to stop charging<br />
commissions exceeding 15 per cent.<br />
MEANINGFUL PARTNERSHIP<br />
Mealshare and A&W Canada have launched a new,<br />
ongoing national partnership to help combat youth<br />
hunger. Through the partnership, which aims to<br />
provide 1,250,000 meals per year, one meal will be<br />
provided to a youth in need through Mealshare for<br />
every Cheddar Bacon Uncle Burger Combo ordered<br />
on ‘Mealshare Mondays.’ And, customers can always<br />
‘Make it a Mealshare’ by adding $1 to their order.<br />
“The support of A&W restaurants will make a huge<br />
impact for Mealshare and all the youth we support<br />
across the entire country,” says Jeremy Bryant, cofounder<br />
of Mealshare. Meals are provided through<br />
Mealshare’s network of 450 local charity partners<br />
across Canada, with 80 per cent of Mealshare’s<br />
financial support staying in local communities<br />
where the Mealshare item was purchased. The<br />
remaining 20 per cent goes internationally to<br />
Save the Children.<br />
6 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
ADVERTORIAL<br />
Not your Grandma’s<br />
Oatmeal-Raisin Cookies:<br />
Modern Baking with<br />
California Raisins<br />
Is there anything more comforting than a cold<br />
glass of milk with a warm oatmeal-raisin cookie?<br />
How about thickly sliced, toasted cinnamon-raisin<br />
bread (with lashings of butter)? Raisins have<br />
been a pantry staple in Canada for more than a<br />
century — and California Raisins have been the<br />
raisin of choice. In foodservice, raisins are the most<br />
economical dried fruit available; they also have the<br />
power to transform food items without overcomplicating<br />
ingredients lists.<br />
Dr. Klaus Tenbergen owns California-based<br />
Knead-to-Know Consulting and is a chef consultant<br />
for California Raisins. He’s been working with raisins<br />
for some time, having tested more than 1,000<br />
recipes (all of which can be found on the California<br />
Raisins website). He says there will always be a place in the hearts<br />
of consumers for comforting, raisin-laden baked goods.<br />
“There’s the traditional ways of using raisins — in cookies, breads<br />
and at Christmas time,” he says. “For an example of a less-traditional<br />
bake, we recently developed a bread in a can with raisin concentrate<br />
and raisins — the tin gives it a unique shape and [the raisin concentrate]<br />
adds depth of flavour. You can also use the concentrate with<br />
sparkling water for a European-style soda.”<br />
For those making healthier versions of our favourite baked goods,<br />
California Raisins make an excellent binding agent and easily replace<br />
conventional sugars. Try them in raw brownies by combining raisins,<br />
maple syrup, cocoa, walnuts and vanilla in a food processor. The soft,<br />
chewy textures also make them an ideal fat replacement.<br />
When baking items such as bread and cakes, avoid common problems<br />
by conditioning the raisins before use (see exact directions for<br />
raisin conditioning in our Tips and Tricks section). California Raisins’<br />
skin has excellent integrity and doesn’t easily tear, but it’s considered<br />
best practice to gently fold raisins into doughs and batters, adding<br />
For those<br />
making healthier<br />
versions of our<br />
favourite baked<br />
goods, California<br />
Raisins make<br />
an excellent<br />
binding agent<br />
and easily<br />
replace<br />
conventional<br />
sugars<br />
them in as the very last step.<br />
Panettone, stollen, scones and Danish pastries are<br />
some classic examples of European-style raisin bakes,<br />
but how about something a bit closer to home?<br />
Toronto-based pastry chef Lindsay Haddock<br />
spent ample time in Europe before leading her<br />
way through the pastry sections of some of Toronto’s<br />
best restaurants. She now works with Baxter’s<br />
Bakery, producing high-volume (and high-quality)<br />
baked goods for cafés and retailers throughout<br />
the Greater Toronto Area. She says there are two<br />
particular raisin recipes which come to mind when<br />
she thinks about classic Canadian treats.<br />
“We use raisins for a lot of the old classics,<br />
including our butter tarts,” she says. “People<br />
still love raisins — my kids love them; especially cinnamon raisin<br />
toast. But something that definitely divides households — and the<br />
nation — are the butter tarts. You either hard-core love raisins in<br />
your butter tarts, or you don’t.”<br />
Whichever side of the fence you’re on in this argument, no baking<br />
business can deny the 50 per cent of the population who demand<br />
raisins in their butter tarts.<br />
“For a lot of people, it’s a texture thing,” Lindsay adds. “If you like<br />
that bit of chewiness, you get that from the raisins. Another favourite<br />
raisin dessert of mine and many other Canadians is rum raisin ice<br />
cream — I just love it; it’s an iconic flavour and just so delicious.”<br />
californiaraisins.ca<br />
RaisinsCA@argylepr.com
RICE<br />
AS NICE<br />
Earlier this year, Chipotle Mexican Grill<br />
introduced Cilantro-Lime Cauliflower<br />
Rice at its U.S. and Canadian restaurants<br />
for a limited time. The new offering<br />
is compliant with keto, Whole30,<br />
paleo, vegan and vegetarian diets and is<br />
prepared using techniques and ingredients<br />
similar to the chain’s classic whiterice.<br />
Prior to the test-market launch,<br />
Chipotle reports that one out of three<br />
new menu item requests from customers<br />
had been for cauliflower rice.<br />
Keg Restaurants and<br />
Cactus Club Cafe have<br />
been recognized as top<br />
Canadian employers in<br />
Glassdoor’s Best Places<br />
to Work in Canada 2021<br />
list, ranking 12th and<br />
23rd respectively. The<br />
annual list highlighted<br />
the top 25 performers<br />
in its Employees’ Choice<br />
Awards, determined<br />
based on the quantity,<br />
quality and consistency<br />
of employee reviews<br />
between October 2019<br />
and October 2020.<br />
PLANT<br />
PIZZA<br />
Pizza Nova recently began offering Field Roast<br />
Plant-Based Pepperoni on its menu — marking<br />
the first time the product, produced by Greenleaf<br />
Foods, became available to consumers. The<br />
pea-protein-based product boasts a similar<br />
flavour and texture to traditional pork<br />
pepperoni, with fat marbling and bold taste.<br />
“We are proud to offer a plant-based pepperoni<br />
that delivers on our ‘Puro Promise’ of sourcing<br />
high-quality products that do not compromise<br />
on taste,” says Domenic Primucci, president of<br />
Pizza Nova. “The addition of Field Roast Plant-<br />
Based Pepperoni to our menu will allow us to<br />
expand our offerings and better serve flexitarians,<br />
vegetarians and vegans alike — always in the<br />
same careful and loving manner.”<br />
Bocuse d’<br />
Or Team<br />
Canada has pulled<br />
out of the 2021<br />
Bocuse d’Or competition, which is set to<br />
take place June 2021 in Lyon, France. The<br />
team had worked to prepare for the<br />
competition for the past two years, but<br />
determined that travelling during this<br />
turbulent time posed an<br />
unjustified risk.<br />
GRANTING<br />
RELIEF<br />
DoorDash is providing $1,125,000 in local<br />
COVID-19-relief grants as part of its expanded grant<br />
program to help restaurants in Montreal, Toronto<br />
and Vancouver. The $3,000 grants are intended<br />
to help offset costs associated with the ongoing<br />
pandemic and are part of the company’s US$200-<br />
million, five-year Main Street Strong Pledge, which<br />
includes a US$10-million grant program to help<br />
restaurants in select cities across Canada and the U.S.<br />
8 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021<br />
FOODSERVICEANDHOSPITALITY.COM
FROM THE DESK OF NPD<br />
Burger<br />
Bonanza<br />
Burgers continue to grow in popularity as<br />
diners feed their need for comfort food<br />
FREEPIK.COM<br />
Burgers are the top centre-of-theplate<br />
food item in Canada and<br />
always have been. According to<br />
the NPD Group/CREST data,<br />
Canadian restaurants served<br />
more than 750-million burgers<br />
during the 12 months ending November<br />
2020. Burger-serving volumes have grown<br />
for each of the past five years, despite the<br />
growing popularity of plant-based alternatives.<br />
As you might expect, burger volumes<br />
are down from the prior year — by about<br />
eight per cent. During this same time,<br />
CREST reports foodservice traffic (visits) fell<br />
by 18 per cent. If you’re doing the math in<br />
your head right now, you’ve just calculated<br />
that burgers actually became more popular<br />
since the start of the pandemic. How did<br />
this happen?<br />
Since the start of the pandemic, many<br />
have reported the growing prominence of<br />
restaurant-meal delivery. The biggest beneficiaries<br />
of this booming trend, especially<br />
during the early days of the pandemic, were<br />
the quick-service restaurants (QSR) that<br />
specialize in pizza and chicken. They were<br />
already well established with a delivery infrastructure<br />
and the apps to support it and were<br />
quickly able to accommodate the increased<br />
volume brought on by the dining-room<br />
shutdown. That’s one of the reasons pizza<br />
was the best-performing food item this past<br />
year — declining by just six per cent — and<br />
remains the top menu item for delivery, outselling<br />
burgers by two to one. Just a year ago,<br />
pizza outsold burgers by a ratio of three to<br />
one. How is it that burgers have continued to<br />
grow in popularity despite the boom in pizza<br />
delivery? The QSR burger operators were<br />
quick to capitalize on this delivery trend by<br />
increasing their availability on third-partyrestaurant<br />
apps. As a result, this restaurant<br />
channel was the fastest growing last year, collectively<br />
tripling their delivery visits.<br />
The next factor contributing to the<br />
growing popularity of burgers is the drive<br />
thru. While delivery has grown quickly, it<br />
still holds just a single-digit share of total<br />
foodservice visits. Drive thru, on the other<br />
hand, has grown the most during the past<br />
year and now represents about half of all<br />
visits. QSR burger operators have outperformed<br />
every other restaurant channel<br />
through the drive-thru window,<br />
tripling their volume in just a year.<br />
And, unlike delivery, there’s no app that<br />
will provide a quick fix for other restaurant<br />
channels to take advantage of this trend.<br />
Over the years, QSR burger operators<br />
have been able to reinforce the popularity of<br />
their signature menu item through a established ritual of new-product introduc-<br />
welltions<br />
and limited-time offers (LTO). Product<br />
innovation contributed as much as one<br />
quarter of all burger growth in recent years,<br />
but this LTO activity has slowed during the<br />
past 12 months. Operators are struggling to<br />
keep their product-development pipelines<br />
filled, due to limited access to their producttesting<br />
facilities, restrictions in working with<br />
their supplier partners and the inability<br />
to access consumer product-testing panels.<br />
Combined with operator demands for<br />
streamlined kitchen operations during this<br />
time of physical distancing, it is likely that<br />
LTO activity will continue to look a little<br />
different in the short term. That supplier<br />
community will, therefore, need to come up<br />
with new ways to support its operator partners<br />
and should prepare themselves for<br />
a re-boot of tried-and-true LTOs from the<br />
past and minor variations on themes that<br />
operators can ‘build’ with their existing<br />
kitchen ingredients.<br />
The growing popularity of burgers this<br />
past year has led to a lift in the amount<br />
consumers spend on burger-centred meals<br />
— fuelled mainly by growth in consumer<br />
demand for comfort and indulgence. This upspending<br />
is taking place across several menu<br />
categories and represents an opportunity for<br />
operators and suppliers alike to upscale their<br />
products and grow their eater checks to help<br />
offset some of the declines in volume.<br />
The number-1 request I’ve received over<br />
the past 12 months is to forecast what the<br />
future of foodservice might look like. In this<br />
ever-changing environment, I’m reluctant to<br />
make many firm predictions, but here is<br />
one that you can count on — the popularity<br />
of burgers. FH<br />
Vince Sgabellone is a foodservice<br />
industry analyst with The NPD<br />
Group. He can be reached at vince.<br />
sgabellone@npd.com.<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 9
LABOUR<br />
THE GORILLA IN THE ROOM<br />
Addressing living wages is key to employee engagement<br />
BY ANDY HICKL-SZABO | ILLUSTRATION BY DASHA ZOLATA<br />
Recently I had the pleasure of listening<br />
to The Educators episode of Foodservice<br />
and Hospitality’s Table Talk podcast, a<br />
discussion between editor/publisher Rosanna<br />
Caira and five hospitality educators about the<br />
effects of the global pandemic and what the<br />
future might hold for the industry. I was quite<br />
taken with the discussion about the state of the<br />
industry. It seems to me that the verdict was<br />
unanimous, that our business model is indeed<br />
broken. To my mind, this is the 800-pound<br />
gorilla in the room that no one wants to talk<br />
about. I was encouraged to hear that a silver<br />
lining in the COVID-19 cloud might be an<br />
impetus for some much-needed change.<br />
Rudi Fischbacher, associate dean, Faculty of<br />
Business, Humber College, spoke about grads<br />
leaving the industry early and the low barriers to<br />
entry in opening a restaurant. Christine Walker,<br />
director of Academics, Chef School and Industry<br />
Related Research at George Brown College,<br />
spoke about the warped expectations of the<br />
consumers “value-driven” proposition model<br />
and the ongoing toxic kitchen-culture problems.<br />
Bruce McAdams, associate professor, School of<br />
Hospitality, Food and Tourism Management,<br />
University of Guelph, has long spoken and written<br />
about labour attraction and retention issues,<br />
the transient nature of our labour force and<br />
how to mitigate those issues. Never mind the<br />
ludicrous commercial rents and municipal taxes<br />
that are extracted from restaurateurs in Toronto.<br />
Undoubtedly, the restaurant business model<br />
is broken. It’s never been an easy thing to say<br />
about one’s own industry, especially as a teacher.<br />
I was a student in the HAFA program at<br />
the University of Guelph for the second half of<br />
the ‘70s and it was then I started to read F&H<br />
and attended my first CRFA/HostEx restaurant<br />
shows. Labour has always been at the very top<br />
of every survey ever conducted about the<br />
problems facing restaurateurs. That’s not new.<br />
Long hours and low pay — there has been<br />
much ink spilled on these issues.<br />
There have been many thoughtful and<br />
creative ideas and best practices developed to<br />
attract, retain and engage our teams over the<br />
years. Internal marketing, service culture, the<br />
service-profit chain — these are all inspirational<br />
and high-minded concepts. The fact that it’s<br />
almost 50 years later and we’re still talking<br />
about the very same issues means only one<br />
thing — it’s not working. Many of these ideas<br />
and best practices could work. They should<br />
work. But they won’t work. They’ll never work<br />
until we pay our staff a living wage. It’s that<br />
simple. All of the “best practices” have never<br />
amounted to anything more than re-arranging<br />
the deck chairs on the Titanic. The labour issue<br />
has stubbornly remained atop all those lists<br />
all these years for a reason. If we truly want<br />
to fully engage our teams, we have to take the<br />
money issue off the table. If I need two fulltime<br />
jobs to pay for rent and food, all of your<br />
engagement and retention efforts will appear<br />
disingenuous, at best. Sadly, we’re hobbled by<br />
a legislated and immoral minimum wage that<br />
forces people below the poverty line.<br />
What all of this really means is that, when<br />
we finally decide to pay our staff a living<br />
wage, obviously, the price of going to a restaurant<br />
will have to increase and likely by 20<br />
or 30 per cent. By extension, this could well<br />
mean fewer restaurants. So be it. Fischbacher<br />
said, “the barriers to entry are too low” and<br />
he’s right. According to Walker, the public<br />
has a distorted concept of the true cost of<br />
food and she’s right, too. It should go without<br />
saying that the path forward includes realizing<br />
that tipping and paying a living wage<br />
are mutually exclusive concepts. The public<br />
will react predictably when forced to pay<br />
closer to the true cost. It’s called sticker shock.<br />
Eventually they’ll come back.<br />
Until we pay a living wage, we will never<br />
have a fully engaged staff — they simply can’t<br />
afford it. Until we pay a living wage, the restaurant<br />
business model will remain broken. Until<br />
we pay a living wage, you can expect to see a<br />
steady stream of articles and journals, speeches<br />
and surveys devoted to the latest best practices<br />
of exactly how, why and where you should put<br />
those deck chairs. Seen any icebergs? FH<br />
After more than 25 years of owning<br />
and operating restaurants both<br />
here and abroad, Andy Hickl-<br />
Szabo joined the faculty of the<br />
School of Hospitality & Tourism Management<br />
at George Brown College in 2007.<br />
ILLUSTRATION BY DASHA ZOLATA<br />
10 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
COMING NEXT MONTH<br />
THE CHANGE REPORT<br />
• The Green Report<br />
• Eradicating Racism<br />
• Plant-Based Dining<br />
• Carbon-Neutral Restaurants<br />
• Wines<br />
• Mobile-Ordering<br />
& Curbside Pickup
Comfort<br />
BETWEEN<br />
CONSUMERS ARE TURNING TO THEIR FAVOURITE<br />
COMBOS AS THEY WEATHER UNCERTAINTY<br />
BY DANIELLE SCHALK<br />
grappled with the new realities created<br />
by COVID-19 and foodservice sales rapidly shifted<br />
ASCanadians<br />
to off-premise offerings, takeout stalwarts burgers<br />
and fries remained go-to menu items.<br />
Turgay Kirbiyik, owner of Toronto-based Ozzy’s Burgers, says because<br />
are comfort food they’ve been a boon for his business during this<br />
challenging year, especially given they’re pretty takeout friendly.<br />
Comfort foods have resonated with customers during these uncertain<br />
times. According to a Technomic consumer survey, 40 per cent of<br />
consumers say they’re buying more comfort foods from restaurants<br />
than before the pandemic.<br />
And Kirbiyik wasn’t the only burger slinger to benefit. According to<br />
Ipsos Foodservice Monitor data, burgers were the second-most-popular<br />
foodservice menu category in <strong>April</strong> 2020, with 13.4 per cent of foodservice<br />
orders including burgers — up from 9.1 per cent in <strong>April</strong> 2019.<br />
And, with many burger purveyors entering the pandemic with<br />
established off-premise strategies, it’s not surprising they captured<br />
additional market share.<br />
“We’ve had delivery as a key part of our operations [for more than<br />
a decade], at about 15 per cent of our sales for the last 10 years,” says<br />
Bruce Miller, president of Oakville, Ont.-based The WORKS Craft<br />
Burgers & Beer. “So, it was very easy for us to pivot, during these<br />
ISTOCK.COM/ KATE_MALEVA<br />
12 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
FOOD FILE<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 13
The WORKS recently<br />
re-imagined its brand,<br />
updating its visual identity<br />
and all guest touchpoints<br />
[pandemic] times, to an expanded<br />
delivery percentage of sales,<br />
which, in lockdown, is up to<br />
about 45 per cent of our sales.”<br />
However, Kirbiyik says his<br />
three Ozzy’s Burgers locations did<br />
have to make some adjustments<br />
to optimize their operations for<br />
increased reliance on takeout<br />
and delivery. The concept, which<br />
focuses on unique, scratch-made<br />
burger creations, initially ran into<br />
some challenges with packaging.<br />
“Because we have some towering<br />
burgers — some of the burgers<br />
are eight inches in height — the<br />
challenge was [figuring out]<br />
which items were going to easily<br />
fit into the standard packaging<br />
that’s available.” This factored<br />
into designing a simplified menu<br />
for off-premise orders, which also<br />
put less popular and more<br />
seasonal items, such as milkshakes, on the<br />
backburner. “It kind of brought us back to<br />
what we do best,” says Kirbiyik.<br />
Miller says The WORKS also downsized its<br />
menu during the pandemic. “We [worked] with<br />
our franchise partners to be able to cut down on<br />
some of our menu items, overall, to make things<br />
faster and easier for our guests on a delivery or<br />
takeout occasion,” he explains, adding that these<br />
efforts reduced the brand’s extensive menu by<br />
about 20 per cent.<br />
And, while Kirbiyik and Miller note<br />
BRAND<br />
OVERHAUL<br />
In 2020, The WORKS<br />
Gourmet Burger Bistro<br />
underwent a complete<br />
brand and menu<br />
transformation,<br />
becoming The WORKS<br />
Craft Burgers & Beer.<br />
The aim of the<br />
project was to better<br />
represent the brand’s<br />
focus on quality, gourmet<br />
offerings through an<br />
enhanced look. The<br />
re-designed menu<br />
features a wider<br />
selection of craft beer,<br />
as well as new craft<br />
poutines and milkshakes.<br />
increased takeout/delivery sales<br />
have only served to further highlight<br />
what their brands’ most successful<br />
offerings are, both agree<br />
there are a number of trends making<br />
an impact on the segment.<br />
Though indulgent and comfort<br />
offerings have been popular,<br />
healthy options and betterfor-you<br />
alternatives are also<br />
top of mind, with Technomic<br />
research revealing 31 per cent<br />
of Canadians are buying more<br />
healthy items from restaurants<br />
than pre-pandemic.<br />
Kirbiyik confirms he’s seen<br />
shifts on this front. “Because of<br />
COVID-19, people are getting<br />
more health conscious,” he shares.<br />
“Avocado [is popular] again…and<br />
we’re seeing a lot of keto buns.”<br />
Overall, he adds, alternative buns<br />
— including gluten-free and ‘lettuce<br />
buns’ — and plant-based-patty options<br />
have seen growing demand.<br />
Social responsibility and sustainability are<br />
considerations that are impacting dining decisions<br />
as well. According to a June Techonomic<br />
survey, 65 per cent of Canadian consumers<br />
indicated social responsibility is important to<br />
them when deciding which restaurant to visit<br />
— and it’s especially important to younger<br />
consumers. And, as Technomic’s, senior<br />
managing editor, Aimee Harvey explained in<br />
the company’s What to Expect in Canada in<br />
2021 webinar, “It’s not enough for companies<br />
in our industry to simply pay lip service to<br />
social responsibility. [Gen-Z and millennial<br />
consumers] are the customers who want to<br />
see action.”<br />
The effects of these expectations can be<br />
seen in shifts in beef sourcing across major<br />
chains, as well as Wendy’s Canada’s recent<br />
switch to 100-per-cent Canadian greenhouse-<br />
ISTOCK.COM/PINEAPPLE STUDIO [BURGER]<br />
14 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
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MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 15
A January Industry Insights<br />
report from Technomic revealed<br />
mushroom-topped burgers as a<br />
key menu offering appearing at<br />
Canadian quick-serve burger chains.<br />
During the winter months, brands<br />
such as Harvey’s and Wendy’s<br />
featured limited-time offers on<br />
cheesy mushroom-melt burgers —<br />
capitalizing on customers’ affinity for<br />
comfort foods. As the report highlights,<br />
both of these offerings were<br />
“chock full of umami elements and<br />
premium descriptors.”<br />
grown lettuce. And, Harvey notes, we can<br />
expect to see other top players follow suit.<br />
As Technomic highlighted in its 2021<br />
Global Trends Outlook, rather than focus on<br />
new menu development during the pandemic,<br />
many operators focused on upgrading menu<br />
favourites. Even pre-pandemic, this trend saw<br />
McDonald’s Canada re-vamp how its burgers<br />
are prepared and served in 2019. And, last<br />
<strong>March</strong>, A&W Foodservices of Canada committed<br />
to moving to 100-per-cent Canadian<br />
grass-fed and -finished beef. In September,<br />
the company met the milestone of serving all<br />
grass-fed beef across Canada and is working<br />
toward sourcing exclusively from Canada.<br />
These changes also play into the value<br />
Canadian consumers place on local sourcing,<br />
which has only been heightened by the<br />
pandemic. Technomic research reveals 51<br />
per cent of Canadians are buying from local<br />
restaurants as a way to support the community.<br />
And, consumers increasingly expecting restaurants<br />
to source local ingredients and products.<br />
Beef and Beyond<br />
With regard to burgers, today’s consumers<br />
aren’t beholden to beef. An ever-growing<br />
range of dietary preferences, as well as desire<br />
for variety, have helped drive demand for<br />
burgers featuring a range of proteins. A prime<br />
example, plant-based burgers ranked 11th on<br />
DoorDash’s list of the most popular delivery<br />
dishes in Canada during the first half of 2020<br />
and made it to the Top-10 list of three provinces<br />
(fifth in both Quebec and Ontario; sixth<br />
in P.E.I.), while traditional beef burgers were<br />
notably absent from the national Top-20 list.<br />
“Over the last five years, we’ve seen more<br />
of a move towards the vegetarian-based patty,”<br />
shares Miller, who notes The WORKS’ Beyond<br />
Meat burgers constitute about eight-per-cent of<br />
the chain’s sales. “We also have our portobello<br />
mushroom cap and The WORKS vegetarian<br />
burger, so we have three [patty] options that<br />
are fully vegetarian. We also launched Canada’s<br />
first vegan bacon cheeseburger last year.”<br />
The WORKS offers a wide range of burger<br />
patties, which also includes a variety of beefbased<br />
options, chicken breast, the brand’s signature<br />
elk patty and crispy chicken. “We want<br />
to [offer] the ultimate gourmet-burger experience<br />
for any palette,” explains Miller, noting<br />
the classic beef patty is the brand’s number-1<br />
seller, followed by wagyu beef and the Beyond<br />
Meat patty.<br />
Kirbiyik agrees orders over the past year<br />
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MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 17
have revealed a desire for variety, sharing<br />
that people who have been ordering out a<br />
lot appear to be switching up their orders to<br />
keep things interesting or make more healthconscious<br />
decisions. However, Ozzy’s Burgers’<br />
most popular menu items continue to be its<br />
cheeseburger and fried-chicken burger.<br />
As evidenced by the wealth of media<br />
attention over the last couple of years, friedchicken<br />
sandwiches have also been gaining<br />
traction. In fact, DoorDash’s data revealed<br />
crispy- or fried-chicken sandwiches ranked<br />
among 2020’s most-ordered dishes in three<br />
provinces — first in Saskatchewan, second in<br />
New Brunswick and sixth in Nova Scotia.<br />
All the Fixins’<br />
Despite growing demand for comforting<br />
offerings and ingredients with a health halo,<br />
decisions around burger toppings often come<br />
down to personal preference.<br />
“People are very loyal to their favourite<br />
WORKS burger,” says Miller. “We actually<br />
find there’s different groupings of toppings<br />
[experiencing] popularity based on the<br />
guest’s need state and what they’re looking<br />
for.” These key ‘groupings’ include vegetarian,<br />
cheesy, barbecue and spicy toppings.<br />
Highlighting demand for spicy foods,<br />
Technomic’s Ignite menu data identified<br />
“heat-infused condiments and sauces” as<br />
being among the fastest-growing ingredients<br />
on Canadian menus during the third quarter<br />
of 2020. Year-over-year comparison revealed<br />
wasabi mayonnaise (up 23.8 per cent), chipotle<br />
aioli (up 18.4 per cent), spicy mayonnaise (up<br />
5.1 per cent) and honey-chipotle sauce (up 3.3<br />
per cent) as ingredients that saw growth.<br />
Technomic’s What to Expect in Canada in<br />
2021 trends forecast also highlighted quirky<br />
offerings as a trend to watch. Harvey points<br />
to “fun fad foods” as an opportunity to<br />
cater to customers looking for a<br />
little joy and whimsy. As an example, she<br />
points to Muskoka Jack’s Muskoka Grill’s<br />
Couch Potato Burger, which was offered as<br />
part of its summer menu and featured brisket,<br />
branded snacks and a powdered mini doughnut<br />
on top.<br />
Aside from being a great way to create buzz<br />
around a brand, Miller stresses that unusual<br />
burger creations do, in fact, generate sales. The<br />
WORKS has a long history of over-the-top<br />
menu items, including a Reese PBC burger,<br />
featuring a peanut-butter-cup-stuffed beef<br />
patty; and the Hella Nutella burger — featuring<br />
maple bacon, an onion ring and Nutella —<br />
which has become a permanent menu item.<br />
And, while many may view these burgers<br />
as novelty items, Miller says these offerings<br />
are “incredibly powerful,” citing that when<br />
the Reese PBC burger debuted, it quickly<br />
became the brand’s number-3 seller.<br />
However, the classic combination of bacon<br />
and cheese shouldn’t be overlooked. While it<br />
may be an old standby, the bacon cheeseburger<br />
still resonates with consumers and made an<br />
appearance on DoorDash’s provincial Top-10<br />
lists from the first half of 2020, ranking as the<br />
fourth most-ordered item in Saskatchewan<br />
and fifth in B.C.<br />
As Kirbiyik points out,<br />
the pandemic has meant<br />
that “the average consumer’s<br />
budget is being pinched,”<br />
which has led some customers<br />
to save money by opting for a<br />
classic cheeseburger combo<br />
rather than indulge in more extravagant,<br />
specialty burgers. This has also grown<br />
demand for specials and deals, he explains,<br />
which Ozzy’s Burgers has responded to with<br />
a $10.99 cheeseburger combo special offered<br />
on long weekends and holidays.<br />
And, rounding out the burger experience,<br />
sides aren’t to be forgotten. Ipsos Foodservice<br />
Monitor data shows typical burger accompaniments<br />
(French fries, sweet-potato fries and<br />
onion rings) also got a boost during the pandemic.<br />
While this remained the most popular<br />
order category, the number of orders featuring<br />
these items increased to 17.5 per cent in <strong>April</strong><br />
2020, up from 15.1 per cent the previous year.<br />
Kirbiyik notes sides have been influenced<br />
by the same industry trends as entrées, with<br />
sales of sweet-potato fries — often seen as a<br />
healthier alternative — up over the past year.<br />
On the more indulgent side, poutine<br />
ranked as Canada’s third-most popular dish<br />
ordered on DoorDash during the first half<br />
of 2020. It also made the list of Top-10 foods<br />
in seven provinces. And, while sides weren’t<br />
the stars of the national trends list, many<br />
others achieved high rankings on provincial<br />
Top-10 lists: French fries were the number-1<br />
dish in both Alberta and Quebec; onion rings<br />
ranked first in New Brunswick and second in<br />
Saskatchewan; and fried pickles ranked fifth<br />
in N.S. and seventh in Saskatchewan. FH<br />
18 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM<br />
ISTOCK.COM/ASAB974
RISING<br />
2021 FRANCHISE REPORT<br />
ABOVE<br />
COVID-19 has ricocheted positives<br />
into some unlikely crannies. Take franchised restaurants<br />
— a fortunate subset of the beleaguered<br />
dining industry, which has endured serious injury<br />
for all the weeks and months the deadly virus<br />
gripped the world — except when it hasn’t.<br />
If someone had told Don Fox, CEO of<br />
Firehouse Subs and Firehouse of Canada,<br />
that sales in his Canadian restaurants in the<br />
December of the pandemic would be 25-percent<br />
higher than the one a year before, he says he<br />
wouldn’t have believed it. But he does now.<br />
Certainly, things looked grimly different in the<br />
first weekend of the pandemic, in <strong>March</strong> 2020,<br />
when sales plummeted by 25 per cent. At his<br />
organization, a flurry of internal analysis determined<br />
a 30 per-cent drop would be all it could<br />
sustain. On Sunday, <strong>March</strong> 22, the ninth day<br />
of the crisis, Firehouse sales were down 53 per<br />
cent from the year before. “It was a shock to the<br />
system,” says Fox. “[We couldn’t] keep going and<br />
have the majority of our stores survive.”<br />
He never had to test the conjecture, as the<br />
numbers began climbing again in short order.<br />
Firehouse stabilized after about the first two<br />
weeks, which Fox credits to franchisees, whose<br />
strength, he says, sustains a franchise.<br />
Three days into the crisis, the company<br />
stopped collecting royalties and advertising<br />
fees from its franchisees. “We wanted to make<br />
sure [they] had as much money in their pockets<br />
to survive.”<br />
A FEW OF<br />
CANADA’S TOP<br />
FRANCHISORS<br />
SHARE THEIR<br />
SECRETS FOR<br />
SURVIVING<br />
AND THRIVING<br />
DURING<br />
COVID-19<br />
This fast-casual restaurant’s almost 1,200 franchisees<br />
also excelled at accommodating customers’<br />
comfort levels — the government’s variable and<br />
evolving restrictions notwithstanding — with<br />
operators applying social distancing. “Someone<br />
may be willing to go to a restaurant, but not to a<br />
crowded restaurant,” says Fox.<br />
Beyond franchisee sensitivity, Fox says the<br />
operations that survived and thrived were those<br />
that could pivot. Better still if they’d been preemptive<br />
about it, like Firehouse, which had<br />
already seen its dine-in business begin to shrink<br />
pre-pandemic.. At its annual franchise conference<br />
at the end of 2019, with dine-in business<br />
down to just 37 per cent, Fox indicated the skislope<br />
descent on a chart and facetiously told his<br />
operators, “Look, folks, it’s not like it’s going to<br />
go down to zero.” Still, with the majority of its<br />
business off-premise, “We realized we had to do<br />
something to make off-premise better.”<br />
That meant signing up with third-party<br />
delivery companies, creating online-ordering<br />
platforms and improving packaging, its online<br />
ordering experience, its app and on franchisees’<br />
use of third-party delivery apps — all of which<br />
took place pre-pandemic. The timing is key, says<br />
Fox, who points to franchisees’ readiness to shift<br />
into a no-contact operation as indicative of their<br />
ability to weather this revised universe.<br />
Then, when the pandemic hit, these assets<br />
were in place, though there did need to be some<br />
operational changes to become more touchless.<br />
BY LAURA PRATT<br />
ISTOCK.COM/TREETY<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 19
For example, the dispensers of proprietary<br />
Captain Sorensen’s Datil Sauce, had to be<br />
removed (restaurants switched to take-away<br />
cups) and the franchisor identified suppliers<br />
for Plexiglas for franchisees to purchase and<br />
sent them digital files of signage and stickers<br />
to print and save on shipping.<br />
The company really had two missions for<br />
Canada, where it operates 41 restaurants:<br />
to let people know they were open and to reassure<br />
them they could take care of their offpremise<br />
dining needs. “Our franchisees did a<br />
superb job in Canada, adds Fox. We have<br />
an excellent reputation for the level of food<br />
quality, customer service.”<br />
The company also quickly introduced<br />
curbside service alongside various other<br />
franchisee-led innovation, including “pop-up<br />
drive-thrus,” where interior restaurants erected<br />
parking-lot tents with mobile-payment<br />
systems and food runners. In some cases,<br />
stores also sold grocery-type items on that<br />
pavement. “We quickly enabled it for operators<br />
to sell bread, bulk deli meat, anything they<br />
had in the restaurant, which, prior to the<br />
pandemic we would never have done,” says<br />
Fox. “At the heart of it was embracing creativity,<br />
allowing flexibility.”<br />
THE ART OF INNOVATION<br />
Innovation has also saved the day at Gabby’s.<br />
Todd Sherman, president of Urban Dining<br />
Group, which operates District Eatery and<br />
Hey Lucy! in addition to its 17 (soon to be<br />
19) Gabby’s restaurants, just signed a new<br />
lease on a 6,400-sq.-ft. former restaurant in<br />
Mississauga, Ont., and will build two unique<br />
concepts — a Gabby’s pub and a Thai<br />
restaurant — inside the space. They’ll share<br />
a corridor, bathrooms, a POS system, service<br />
contracts, a purchaser and some management.<br />
Tucked in the middle of the dining-room is<br />
a granite handwashing station, freeing guests<br />
from having to visit the washroom to wash<br />
up. “We feel this is a post-COVID feature<br />
that’ll stick around,” says Sherman. This new<br />
design also features a full-blown liquor store<br />
at the front door, whose reach-in refrigerator<br />
is stocked with all the wine, liquor and cold<br />
beer both concepts sell to spare customers an<br />
after-dinner trip to the LCBO. “This is a huge<br />
consumer convenience and an opportunity to<br />
increase sales.”<br />
Gabby’s also stopped collecting franchise<br />
royalties and ad-fund submissions from its<br />
franchisees last <strong>March</strong> and helped its franchisees<br />
with graphic and communication support,<br />
including floor stickers, sidewalk decals, frontof-house<br />
foam-core boards to communicate<br />
COVID-19 protocols to guests and a COVID-<br />
19 task list for guests and operators to follow.<br />
Those of Gabby’s 16 sites that were closest<br />
to downtown cores have fared the worst in the<br />
pandemic, but the more suburban stores have<br />
done well. All told, Urban Dining Group has<br />
lost about $10 million in sales to COVID-19<br />
but, says Sherman, “we’ve found ways to adapt<br />
to new opportunities that we feel will make<br />
us stronger as we move forward.” With eyes<br />
on distressed locations with reduced rents<br />
that might be viable for his new dual concept,<br />
the leader of this 32-year-old family-run business,<br />
whose stores are primarily in the GTA, is<br />
hopeful. But he acknowledges the pandemic<br />
has impacted the interest level of would-be<br />
franchisees, killing the interest of about 10 per<br />
cent of would-be investors.<br />
In the meantime, communication has been<br />
revealed as critical to survival. From the start,<br />
Fox began communicating with his franchise<br />
community every day, a significant bump<br />
from the posts he would send out every two<br />
weeks before. He started a daily blog whose<br />
content was not only regular but regularly<br />
positive. “You think back to those early days<br />
and, from my perspective, optimism had to<br />
prevail. If we were in a situation where everybody<br />
was expecting the worst and fearing for<br />
the worst, [they’d] carry that into their restaurant<br />
every day and nothing good would come from<br />
it. Optimism has to start at the top. So,<br />
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I would set that tone, share the good news,<br />
share the good practices. My message was<br />
simple. I said, ‘Look, we’re going to go one<br />
day at a time and figure out what we have<br />
to do to generate more sales than we did the<br />
day before, even if it’s just a dollar. And we’re<br />
going to succeed at that today. And tomorrow,<br />
we’re going to beat that — day after day, at<br />
every restaurant.’ And it worked.”<br />
When COVID-19 hit, says Fox, “Our number<br />
-1 fear was that we would have restaurants<br />
close. It costs money to close a restaurant, but<br />
even more money to re-open one. The most<br />
efficient thing to do is to keep restaurants<br />
open. That’s why we stopped collecting royalty<br />
and advertising fees.”<br />
In Canada, not a single Firehouse restaurant<br />
closed. “Achieving that took a lot of sacrifice, a<br />
lot of hard work and a lot of determination on<br />
the part of the franchisee. In many respects,<br />
forgiving those royalties was my way of saying<br />
thank you. By keeping those restaurants open<br />
we kept the brand open.”<br />
“I’m very, very grateful,” says Carlos Lopez,<br />
a Firkin franchisee whose franchisor extended<br />
the same gift of relaxed royalties. Lopez,<br />
whose seven Firkin pubs in and around<br />
Toronto make him the organization’s biggest<br />
franchisee, has had to shut his two downtown<br />
locations, but is staying afloat with his<br />
remaining five.<br />
In addition to losing in-house dining, he’s<br />
lost about 20 per cent of his staff — who<br />
considered government relief offerings preferable<br />
to hanging around — and a shameful<br />
stash of food. Food waste has been an issue<br />
as restaurants struggle to be responsive<br />
to the government’s whiplash<br />
changeups that don’t give enough<br />
notice about impending openings<br />
and shutdowns, Lopez says. “If the<br />
keg was already tapped and you<br />
just put it into the line, you don’t<br />
get a full refund on it. And, if you<br />
close for three months, the beer<br />
goes bad.”<br />
Takeout sales, meanwhile,<br />
have been marginal, while delivery<br />
apps skim so much off the<br />
top that delivery’s been a constant<br />
challenge. “The situation<br />
right now is very difficult,” says<br />
Lopez. “Uber and Skip taking 25<br />
or 30 per cent of what we sell<br />
doesn’t work when you’re only<br />
doing takeout because it doesn’t<br />
cover what we have to pay for<br />
overhead expenses. And sometimes<br />
we spend days where we’re<br />
here with kitchen staff and the<br />
tablets don’t ring.”<br />
Along with waiving the usual<br />
franchising fees, head office has<br />
been “extremely helpful,” Lopez<br />
says, in helping franchisees grasp<br />
rules and guidelines, including<br />
insisting on records of every person<br />
who enters the premises, negotiating<br />
rent subsidies with landlords and<br />
interpreting government support.<br />
UBER<br />
AND SKIP<br />
TAKING 25 OR<br />
30 PER CENT<br />
OF WHAT WE<br />
SELL DOESN’T<br />
WORK WHEN<br />
YOU’RE ONLY<br />
DOING TAKE-<br />
OUT BECAUSE<br />
IT DOESN’T<br />
COVER WHAT<br />
WE HAVE<br />
TO PAY FOR<br />
OVERHEAD<br />
EXPENSES.<br />
AND SOME-<br />
TIMES WE<br />
SPEND DAYS<br />
WHERE WE’RE<br />
HERE WITH<br />
KITCHEN<br />
STAFF AND<br />
THE TABLETS<br />
DON’T RING<br />
Firehouse Subs was able to<br />
support its franchisees in pivoting<br />
the fast-casual locations<br />
to takeout and delivery<br />
Additionally, the franchisor<br />
has helped franchisees<br />
adjust their menus to<br />
feature popular, deliveryfriendly<br />
items. “As a<br />
franchisee, it makes me<br />
feel like I have someone<br />
behind me who’s supporting<br />
the brand and<br />
helping us to stay in<br />
business.<br />
“I’m nostalgic for<br />
what we used to have,”<br />
says Lopez. “I believe<br />
we’ll have it again,<br />
which will be awesome.<br />
People will go out and<br />
party again.”<br />
Firehouse Subs’ Fox<br />
is equally optimistic.<br />
“We’ve already shown<br />
that we’ve done very well<br />
in the worst conditions,<br />
so I’m bullish that we’ll<br />
continue to perform.” For<br />
one, he says, there will be<br />
less competition.<br />
The company’s January sales in<br />
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THEY WERE AHEAD OF THE GAME.<br />
THE SPEED AT WHICH YOU WERE<br />
ABLE TO IMPLEMENT OR CONVERT<br />
YOUR CHANNELS WAS KEY. WE HAVE<br />
BRANDS THAT HAD NEVER DONE<br />
ONLINE ORDERING AND DELIVERY,<br />
BUT THEY WENT INTO IT AND WERE<br />
ABLE TO CAPTURE A PART OF THEIR<br />
MARKET. THE WILLINGNESS OF<br />
FRANCHISEES TO PIVOT<br />
WAS IMPORTANT<br />
Canada are 18 per cent above last year’s sales<br />
for average-unit volume; it hasn’t closed any<br />
stores and has opened 10 units in Canada in<br />
the pandemic.<br />
“In our brand history, there was already a<br />
shift in traffic from on- to off-premise. The<br />
entire industry was in decline for dine-in<br />
business. The big question was where that<br />
decline was going to stop. Now the question<br />
isn’t how far will dine-in business fall<br />
but how far will it rise and where will it level<br />
off? It’ll take at least the next few years to get<br />
the dine-in business at the point to which it<br />
would have otherwise fallen before the pandemic.<br />
We’ll reach a point of equilibrium that,<br />
given entertainment, technology, all those<br />
factors that go into consumer behaviour, will<br />
stabilize. And restaurants will have adjusted<br />
their business models accordingly. Those<br />
restaurants whose concepts are in line with<br />
consumer needs will succeed. But we probably<br />
won’t be at that settling point until 2023.<br />
“Overall, our franchisee partners are hanging<br />
in there,” says Marie-Line Beauchamp, COO<br />
for the casual-dining division with MTY<br />
Group, which has 7,200 sites. “I’m trying to<br />
send a positive message because COVID-19<br />
could be very depressing for a lot of people.<br />
As a company, we have a lot of great stories for<br />
our franchisees and there are some brands<br />
that are doing phenomenally because of<br />
COVID-19.” For example, sales at Yuzu, a<br />
sushi brand that’s mainly in Quebec, have<br />
exploded. “Why?” Beauchamp ponders. “A few<br />
reasons. Anyone can cook a pizza or a chicken,<br />
but they rarely make their own sushi,” she<br />
says, adding MTY’s sushi brands have excelled<br />
over the last 10 months.<br />
So, too, says Beauchamp, have those brands<br />
that had perfected their online ordering systems<br />
before the pandemic. “They were ahead<br />
of the game. The speed at which you were<br />
able to implement or convert your channels<br />
was key. We have brands that had never done<br />
online ordering and delivery, but they went<br />
into it and were able to capture a part of their<br />
market. The willingness of franchisees to<br />
pivot was important.”<br />
The franchisor helped with procurement,<br />
recruitment, digital support, ongoing menu<br />
engineering and safety. For some brands,<br />
MTY adjusted its royalty structure. Some of<br />
the units in downtown urban centres have<br />
closed, but sales in rural regions have been<br />
steady. “We haven’t lost a lot of franchisees,”<br />
Beauchamp says. “As a matter of fact, there<br />
are opportunities. The government, with<br />
labour and rent subsidies, it’s a game changer.<br />
We had to be agile and to adapt all the time<br />
because we were facing challenges all the time.<br />
You had to be on the tip of your toes. I have<br />
some franchisees who had decided they were<br />
going to make it work and they were able to<br />
retain 60 or 70 per cent of their delivery in<br />
the breakfast space. Some really went out of<br />
their way to make sure an eggs Benedict could<br />
Yuzu Sushi Moncton Team<br />
(below); Firkin Pubs (above<br />
left)<br />
24 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
travel properly. Our breakfast chains, that had<br />
been open 6 a.m. to 3 p.m., were very busy<br />
serving breakfast from 8 a.m. to 10 p.m. What<br />
COVID-19 did was increase the need for<br />
speed to make [things] happen. We’re testing<br />
different types of equipment, doing drive-thru<br />
with franchisees who’d never done that before.<br />
The franchisees were willing to do all kinds of<br />
things in order to survive.<br />
“Clear and frequent communication with<br />
franchisees was critical,” says Beauchamp.<br />
“We were cheerleaders.” From day one, MTY’s<br />
management team increased communication<br />
efforts, trading annual national meetings<br />
for weekly and, in the early days, twice-daily<br />
check-ins. The franchisor, Beauchamp says,<br />
is there “to simplify operations, to stay top of<br />
mind by making sure their marketing continues<br />
to be involved in the community. Making sure<br />
people don’t forget about them and they have<br />
all the products they need — that they have<br />
the protocol for consistency and the proper<br />
tools to support health-and-safety regimes.<br />
To support them to stay open in at least one<br />
channel. To remain open. And to accompany<br />
them throughout.”<br />
Early in the pandemic, she asked her<br />
franchisees what was important for them and<br />
they said being heard. “People want to know<br />
that you’re there to listen and bring turnkey<br />
solutions, to know they’re not alone. As a franchisor,<br />
they’re my partners. We want to make<br />
sure we’re there for franchisees to do whatever<br />
we can in order for them to succeed.”<br />
To that end, MTY invited franchisees to<br />
submit new recipes with a promise to share<br />
the winners across the network. “We’re interested<br />
in increasing creativity, motivating franchisees,”<br />
Beauchamp says. “We’re trying to focus on the<br />
good, because there’s so much bad right now.<br />
It’s a daily validation. Some of our people<br />
were afraid they’d lose everything.”<br />
You bet, agrees Bryan Burke, owner<br />
of Toronto-based Loaded Pierogi, which<br />
has six locations (three franchises) in<br />
FREEPIK.COM<br />
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MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 25
Edmonton, Winnipeg and Ontario — and<br />
soon Vancouver Island, Regina and P.E.I.<br />
“Communication was the biggest thing for<br />
keeping everybody calm. Everyone was in<br />
panic mode. We had to project strength and<br />
confidence.” Head office went from its onceweekly<br />
franchisee meeting to five. “Every time<br />
there was a new regulation, recommendation<br />
or concern, we would research what was going<br />
on and reach out to our franchisees before<br />
they could digest [it]. We always tried to stay<br />
one step ahead of them before panic could<br />
set in.”<br />
The company waived royalties at the beginning<br />
and provided franchisees with PPEs and<br />
Plexiglas safety barriers. It also stepped in to<br />
maintain supply chains and advised franchisees<br />
they would not be in breach of any agreements<br />
for adjusting operating hours. From an<br />
operational standpoint, pivoting to reduced<br />
or zero dining in was a challenge, Burke<br />
concedes, and a quarter of its franchisees —<br />
particularly those in malls — suffered dips<br />
in sales, but three quarters saw spikes. Burke<br />
credits that to consumers whose dining-out<br />
impulses were stifled, turning to delivery and<br />
takeout. “The pandemic drove people to delivery<br />
platforms who hadn’t used them before.<br />
And, as the main focus of our business was<br />
always takeout, we were only hit by one of our<br />
revenue streams.<br />
“How strong some of the locations stayed<br />
and how they grew was a shock,” Burke<br />
admits. “We anticipated that everybody’s sales<br />
would drop 50 or 60 per cent. And some did,<br />
as the government stoked fear in the public.<br />
But, overall, more than two thirds of our<br />
stores grew, with all three franchisees wanting<br />
to do second locations during the pandemic.<br />
We looked at how we could drive more takeout<br />
business. We didn’t focus on dine in. From<br />
the beginning of the pandemic, we took our<br />
tables out and tried to create an environment<br />
where staff felt safe coming to work, tried to<br />
promote that through social media. We put a<br />
big push on that in the beginning, before<br />
anyone else was doing that. Public safety is<br />
what pays our rent and mortgages. We<br />
didn’t put any marketing or time into<br />
trying to drive dine-in business. We just<br />
focused on takeout and looked at how to<br />
adapt to delivery platforms. We had specials<br />
on takeout orders so we could help franchisees<br />
save on delivery commissions. We really tried<br />
to gear customers to come in, while, at the<br />
same time, pushing how safe it was. We got<br />
some amazing feedback from guests very<br />
excited to see that we were being so proactive<br />
and putting their safety first.”<br />
Going forward, Burke says, “our anticipation<br />
is of continued growth, as people start to feel<br />
more safe, mobile, with vaccines coming out,<br />
government restrictions loosening. It’s about<br />
making sure we’re listening to our franchisees.<br />
They’re our most important customers as a<br />
franchisor. We look at what we were able to<br />
give back to them above and beyond what we<br />
normally would. Don’t look at your business as<br />
finite, as this is all you’ll ever be. Every business<br />
should have the ability to pivot and make<br />
changes to help them grow and stay strong.<br />
It’s a very challenging time, but you [must]<br />
always keep the entrepreneurial positive<br />
outlook. All of this is out of our control, so<br />
let’s find ways to make it work. That was<br />
always the image we projected to franchisees.<br />
They would call and complain about the latest<br />
government requirement; we would say going<br />
against the government isn’t going to increase<br />
your sales. Let’s take this as the new normal,<br />
the new reality, and make the best of it.” FH<br />
FOLLOW US<br />
ON INSTAGRAM<br />
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profiles to culinary and equipment trends in<br />
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26 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
2021 FRANCHISE REPORT<br />
TEAM<br />
EFFORT<br />
A franchisor advisory board is there to<br />
help franchisors every step of the way<br />
BY ALLAN D.J. DICK<br />
FREEPIK.COM<br />
Franchising is a business model that requires a franchisor<br />
to constantly be wearing two hats. Under the first hat, it<br />
retains responsibility for the development of the brand<br />
and oversight of the business economics, much like it<br />
would if it continued to operate the underlying business<br />
by itself. Under the second hat, it operates all of the necessary<br />
business components for franchising — new franchisee<br />
recruitment, disclosure, site selection, brand fund, franchisee compliance,<br />
system growth, human-resource management, territorial expansion, crisis<br />
management, system finance and succession.<br />
Not surprisingly, start-up and developing franchisors don’t usually<br />
possess all of the management talent they need to fulfill all of these<br />
functions in-house. As such, it’s common for them to purchase the<br />
services they require — legal, accounting, sales, marketing, real-estate<br />
brokers and other consultants — on an as-needed basis. Similarly, the<br />
founders often remain the only formal members of the board of directors<br />
and may be heavily reliant on organizations such as their national<br />
franchise association and other providers of continuous education<br />
or programming so they can learn general strategies and best practices.<br />
People experienced in the industry don’t typically want to join a<br />
nascent board of directors because of liability concerns.<br />
It’s strongly recommended that franchisors, from their earliest days,<br />
establish for themselves an advisory board to provide guidance in the<br />
development, oversight and accomplishment of strategic plans. An<br />
advisory board is a collection of industry expertise ownership is not<br />
likely to possess itself. The franchisee principals would retain an<br />
individual to act as the advisory board chair and assist the principals<br />
on the selection and recruitment of board members based on the skill<br />
sets that are not available in-house to the principals.<br />
An advisory board is to be contrasted with a franchisee advisory<br />
council, which the franchisor may also come to have. A franchisee<br />
advisory council is a committee typically made up of franchisees<br />
selected by the franchisor and franchisor management personnel who<br />
discuss issues relating to the operation of the franchise system of<br />
concern to the franchisees or for the discussion and implementation<br />
of potential changes to the system.<br />
An advisory board should be made up of up to six individuals to<br />
ensure full-membership meeting attendance is regular. The board would<br />
meet to assist the principals in establishing their short-, medium- and<br />
long-term strategic plans and provide advice to the principals on<br />
FOODSERVICEANDHOSPITALITY.COM<br />
action plans to accomplish the strategies. Members would remain<br />
available between meetings to address any particular issue that may<br />
arise in their areas of speciality. The principals remain accountable to<br />
the advisory board. The board may be used to interview key prospective<br />
members of the management team as the needs arise to hire and, as<br />
resources warrant, the hiring of in-house expertise.<br />
Advisory-board members don’t have the same exposure to liability<br />
as do formal directors — their appointments are generally at will.<br />
They’re often paid a flat fee to attend meetings. Key in-house personnel<br />
may be asked to make appearances at or make presentations to the<br />
advisory board from time to time. The advisory board owes no legal<br />
duty to the franchisor per se; it serves only in a strategy-advisory<br />
capacity to the principals. Membership expertise at the advisory-board<br />
level may change from time to time as the franchisor evolves.<br />
Advisory-board members are expected to bring substantial industry<br />
and franchising expertise to the table and to take a keen interest in the<br />
overall performance of the franchisor. They’re also expected to have excellent<br />
contacts to be able to provide recommendations for whatever services<br />
or resources the franchisor may require in the operation of its business.<br />
As examples, many franchisors are often in need of capital at various<br />
stages of growth. An advisory board with a strong finance representative<br />
should be able to assist in the planning for when such requirements<br />
will arise and the options and contacts for securing capital. Similarly, an<br />
advisory board can assist in the development of a crisis-management<br />
plan and assist if a crisis occurs. An advisory board can also plan for and<br />
assist the principals in determining potential exit scenarios or assist in<br />
identifying the need for and options for system change.<br />
The end result is that a franchisor has access to experts that work<br />
together as a single team at every stage of development to assist the franchisor’s<br />
principals in the development of their franchise system. These<br />
individuals may not be financially invested in the franchisor, but critically,<br />
they can be expected to be emotionally invested in the franchisor and<br />
dedicated to providing value to the achievement of franchisor success. FH<br />
At Sotos LLP, our team of lawyers have significant experience<br />
in the restaurant and hospitality industry.We are<br />
often called upon to assist franchisors in their strategic<br />
planning including the creation and maintenance of<br />
franchisor advisory boards. The writer can be contacted<br />
at adjdick@sotosllp.com<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 27
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28 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021<br />
FRANCHISE<br />
REPORT<br />
241 PIZZA (2006) LTD.<br />
77 Progress Ave.<br />
Toronto, ON M1P 2Y7<br />
416-288-8515<br />
VP, Franchising and Real-Estate<br />
Development: Larry Santolini<br />
History, Plans<br />
- established in 1986 in Toronto<br />
- 64 units in Canada<br />
- four units under development<br />
Franchise Costs<br />
- franchise fee $20,000<br />
- equipment/site cost $60,000 to $75,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
A&W FOOD SERVICES<br />
OF CANADA INC.<br />
171 W. Esplanade, Ste. 300<br />
North Vancouver, BC V7M 3K9<br />
604-988-2141<br />
Director of Franchising: Ryan Picklyk<br />
History, Plans<br />
- established in 1956 in Winnipeg<br />
- 1,006 units in Canada<br />
- single franchise opportunities available<br />
with an unencumbered cash investment<br />
from $250,000 to $450,000+<br />
Franchise Costs<br />
- initial franchise fee $55,000<br />
(20-year term)<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
ALLO MON COCO<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 2001 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- initial Investment: $750,000 to $950,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- architecture/design<br />
- construction and equipment<br />
- lease negotiation<br />
- purchasing<br />
- research and development<br />
- site location<br />
- supplies<br />
- training/support<br />
APPLEBEE’S *<br />
DINE BRANDS GLOBAL<br />
450 North Brand Blvd.<br />
Glendale, CA 91203<br />
647-533-3333<br />
President: John Cywinski<br />
History, Plans<br />
- established in 1983 in Decatur, Ga.<br />
- 16 units in Canada; 2,200 outside<br />
of Canada<br />
Franchise Costs<br />
- initial franchise fee US$40,000<br />
- estimated build costs US$556,000 to<br />
US$2,600,000<br />
- national advertising fee 3.5%<br />
- royalty fee 4%<br />
Services<br />
- information available upon request<br />
AROMA ESPRESSO BAR*<br />
AROMA ESPRESSO BAR CANADA INC.<br />
446 Spadina Rd., Ste. 300<br />
Toronto, ON M5P 3M3<br />
416-281-2233<br />
COO: Sam Wadera<br />
History, Plans<br />
- founded in 2007 in Toronto<br />
- 45+ units in Canada (nearly all<br />
franchised); 150+ outside of Canada<br />
Franchise Costs<br />
- initial franchise fee $55,000<br />
- Start-up costs $527,500 to $1,495,000<br />
- advertising fee 2%<br />
- royalty fee 7%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
AU COQ<br />
FOODTASTIC<br />
9245, Rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in 1960 in Montreal<br />
- nine units in Canada<br />
- new opportunities available across<br />
Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- project cost $500,000 to $700,000<br />
- royalty fee 5%<br />
- advertising fee 2%<br />
- local advertising fee 3%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
BACARO<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in 2014 in Montreal<br />
- 10 units in Canada<br />
- new opportunities available across<br />
Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- project cost $400,000 to $600,000<br />
- royalty fee 5%<br />
- advertising fee 2%<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 29
THE 2021 FRANCHISE REPORT<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
BASKIN-ROBBINS<br />
INSPIRE BRANDS<br />
130 Royall St.<br />
Canton, MA 02021<br />
800-859-5339<br />
CEO: Paul Brown<br />
History, Plans<br />
- established in 1945 in Glendale, Calif.;<br />
first Canadian store opened in 1971<br />
- 104 units in Canada (all franchised);<br />
8,024 worldwide (all franchised)<br />
- expanding newly designed units<br />
primarily in Ontario (Toronto and Ottawa)<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
(20-year term)<br />
- total costs $93,550 to $401,800<br />
- advertising fee 5%<br />
- royalty fee 1%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
BATON ROUGE<br />
MTY GROUP<br />
200, 8150 Trans-Canada Hwy.<br />
Saint-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining: Marie-Line<br />
Beauchamp<br />
History, Plans<br />
- established in 1992 in Laval, Que.<br />
- 29 units in Canada (26 franchised)<br />
- plans to expand in Ontario and Quebec<br />
in 2021<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- total costs $1,960,000 to $2,500,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
BEAVERTAILS CANADA INC.<br />
3700 St. Patrick St., Ste. 106<br />
Montreal, QC H4E 1A2<br />
514-392-2222<br />
Development Director: Kristina<br />
Zappavigna<br />
History, Plans<br />
- established in 1978 in Ottawa<br />
- 160+ units worldwide<br />
- currently focusing on U.S. expansion and<br />
full shops<br />
Franchise Costs<br />
- initial franchise fee US$30,000<br />
- shops start at US$200,000<br />
- mobiles start at US$75,000<br />
Services<br />
- advertising/marketing<br />
- business development coaching<br />
- staff training<br />
BEN & FLORENTINE<br />
RESTAURANTS INC.<br />
MTY GROUP<br />
200, 8150 Trans-Canada Hwy.<br />
Saint-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining: Marie-Line<br />
Beauchamp<br />
History, Plans<br />
- founded in 2008 in Montreal<br />
- 56 units in Canada (48 franchised)<br />
- plans to expand into Ontario and<br />
Maritimes, as well as continued growth<br />
in Quebec<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- equipment/site cost $562,000 to<br />
$767,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
BENNY ROTISSERIE<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in 1960 in Montreal<br />
- seven units in Canada<br />
- new opportunities across Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- project costs $500,000 to $600,000<br />
- royalty fee 5%<br />
- advertising fee 2%<br />
- local advertising fee 3%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
BIG RIG<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in 2013 in Montreal<br />
- four units in Canada<br />
- new opportunities available across<br />
Canada<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- project cost $1,000,000 to $1,300,000<br />
- royalty fee 5%<br />
- advertising fee 2%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
BIG SMOKE BURGER<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 2011<br />
- nine units in Canada; nine outside of<br />
Canada (two corporate)<br />
Franchise Costs<br />
- franchise fee $35,000<br />
- other costs $338,000 to $650,000<br />
- marketing/advertising 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
BLENZ COFFEE *<br />
2285 Clark Dr., Ste. 250<br />
Vancouver, BC V5N 3G9<br />
604-682-2995<br />
President: Marc West<br />
History, Plans<br />
- established in 1992 in Vancouver<br />
- 65 units in Canada<br />
Franchise Costs<br />
- franchise fee $35,000<br />
- store cost $200,000 to $300,000<br />
- advertising fee 2%<br />
- royalty fee 8%<br />
Services<br />
- advertising/marketing<br />
- operational support<br />
- training<br />
BOOSTER JUICE<br />
8915-51st Ave., Ste. 205<br />
Edmonton, AB T6E 5J3<br />
780-440-6770<br />
President & CEO: Dale S. Wishewan<br />
History, Plans<br />
- established in 1999 in Sherwood<br />
Park, Alta.<br />
- 400 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- equipment/site development cost<br />
$280,000 to $320,000<br />
- total costs $310,000 to $350,000 (turn<br />
key investment)<br />
- advertising fee 3.5%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
30 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
BOSTON PIZZA*<br />
BOSTON PIZZA INTERNATIONAL INC.<br />
1 City Centre Dr., Ste. 708<br />
Mississauga, ON L5B 1M2<br />
905-848-2700<br />
History, Plans<br />
- established in 1964 in Edmonton<br />
- 396 units in Canada (392 franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- equipment/site cost $1,500,000 to<br />
$2,500,000<br />
- 35% liquid funds required for investment<br />
- advertising fee 3% (food sales only)<br />
- royalty fee 7% (food sales only)<br />
Services<br />
- information available upon request<br />
BROWNS CRAFTHOUSE<br />
BROWNS RESTAURANT GROUP<br />
3540 W. 41st Ave., Ste. 207a<br />
Vancouver, BC V6N 3E6<br />
778-980-2440<br />
EVP - Business Development: Bruce Fox<br />
History, Plans<br />
- four units in Canada (one franchised)<br />
- two additional locations (one<br />
franchised) set to open in 2021<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- equipment/site costs $2,500,000<br />
- other costs $450,000<br />
- total costs $3,000,000<br />
- royalty fee 6% (all in)<br />
- no marketing/co-op fees<br />
Services<br />
- culinary development<br />
- lease negotiation<br />
- opening support<br />
- operational reviews and field support<br />
- POS and payment platforms<br />
- purchasing<br />
- site selection<br />
- supplies<br />
BROWNS SOCIALHOUSE<br />
BROWNS RESTAURANT GROUP<br />
3540 W. 41st Ave., Ste. 207a<br />
Vancouver, BC V6N 3E6<br />
778-980-2440<br />
EVP - Business Development: Bruce Fox<br />
History, Plans<br />
- established in 2004 in North Vancouver,<br />
B.C.<br />
- 67 units in Canada (64 franchised);<br />
- two new Ontario franchises to open in<br />
2021 (Ottawa and Waterloo)<br />
- primarily focused on Western Canada<br />
infill and Ontario expansion<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- equipment/site costs $2,500,000<br />
- other costs $450,000<br />
- total costs $3,000,000<br />
- royalty fee 6% (all in)<br />
- no marketing/co-op fees<br />
Services<br />
- culinary development<br />
- lease negotiation<br />
- opening support<br />
- operational reviews and field support<br />
- POS and payment platforms<br />
- purchasing<br />
- site selection<br />
- supplies<br />
CAFE DEPOT<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 1994 in Montreal<br />
- 52 units in Canada (49 franchised)<br />
Franchise Costs<br />
- start-up capital required $125,000<br />
- franchise fee $25,000<br />
- other costs $243,000 to $460,000<br />
- royalty fee 6%<br />
- marketing/advertising 2%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
CAPT. SUB.<br />
GRINNERS FOOD SYSTEMS LTD.<br />
105 Walker St.<br />
Truro, NS B2N 5G9<br />
902-893-4141<br />
History, Plans<br />
- established in 1972 in Charlottetown<br />
- 39 units in Canada<br />
Franchise Costs<br />
- franchise fee $30,000<br />
- total investment $204,500 to $278,500<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design/construction<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- supplies<br />
CARLOS & PEPES<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in 1984 in Montreal<br />
- four units in Canada<br />
- new opportunities available across<br />
Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- project cost $700,000 to $800,000<br />
- royalty fee 5%<br />
- advertising fee 2%<br />
Services<br />
-advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
CASA GRECQUE<br />
MTY GROUP<br />
200, 8150 Trans-Canada Hwy.<br />
Saint-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining: Marie-Line<br />
Beauchamp<br />
History, Plans<br />
- established in 1980 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- initial Investment $750,000 to $900,000<br />
- advertising fee 2%<br />
- royalty fee 4%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies (central kitchen and<br />
distribution centre)<br />
CHICKEN CHEF FAMILY<br />
RESTAURANTS*<br />
CHICKEN CHEF CANADA LTD.<br />
97 Plymouth St.<br />
Winnipeg, MB R2X 2V5<br />
204-694-1984<br />
President: Jeff Epp<br />
History, Plans<br />
- established in 1978 in Carmen, Man.<br />
- 39 units in Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $12,000<br />
(Canada only)<br />
- equipment/site costs $180,000<br />
- royalty fee 3% (Canada only)<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
CHICKEN DELIGHT*<br />
CHICKEN DELIGHT OF CANADA LTD.<br />
395 Berry St.<br />
Winnipeg, MB R3J 1N6<br />
204-885-7570<br />
President: Jim Cartman<br />
History, Plans<br />
- established 1958 in Portage la Prairie,<br />
Man.<br />
- 20 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $20,000<br />
- equipment/site costs $245,000 to<br />
$270,000<br />
- total cost $273,000 to $306,000<br />
- advertising fee 4%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 31
THE 2021 FRANCHISE REPORT<br />
CHOCOLATO<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in 2015 in Quebec<br />
- 22 units in Canada<br />
- new opportunities available across<br />
Canada and the U.S.<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- project cost $300,000 to $500,000<br />
- royalty fee 6%<br />
- advertising fee 3%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
THE CHOPPED LEAF<br />
INNOVATIVE FOOD BRANDS<br />
531 North Service Rd. E.<br />
Oakville, ON L6H 1A5<br />
905-337-7777<br />
Brand President and Founder:<br />
Blair Stevens<br />
History, Plans<br />
- established in 2009 in Kelowna, B.C.<br />
- 100 units in Canada (all franchised);<br />
one outside of Canada (franchised)<br />
- expanding to Quebec, Nova Scotia<br />
and U.S.<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- equipment/site cost $420,000<br />
- unincumbered cash $150,000<br />
- total costs $450,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
CHUCK’S ROADHOUSE<br />
BAR AND GRILL<br />
OBSIDIAN GROUP INC.<br />
1770 Argentia Rd.<br />
Mississauga, ON L5N 3S7<br />
905-814-8030<br />
Franchise Development Manager:<br />
Elaine Macheras<br />
History, Plans<br />
- established in 2015 in Ontario<br />
- 70 units in Canada<br />
Franchise Costs<br />
- franchise fee $50,000<br />
- estimated development cost $375,000<br />
to $750,000<br />
- advertising fee 1.25%<br />
- royalty fee 3.75% on gross sales up to<br />
$38,000/week; 7% on gross sales in<br />
excess of $38,000/week<br />
Services<br />
- advertising/marketing<br />
- design and construction<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- supplies & purchasing<br />
- site location<br />
- staff training<br />
COFFEE CULTURE CAFE<br />
& EATERY<br />
OBSIDIAN GROUP INC.<br />
1770 Argentia Rd.<br />
Mississauga, ON L5N 3S7<br />
905-814-8030<br />
Franchise Development Manager:<br />
Elaine Macheras<br />
History, Plans<br />
- established in 2006 in Ontario<br />
- 35 units in Canada<br />
Franchise Costs<br />
- franchise fee $35,000<br />
- estimated development cost $300,000<br />
to $400,000<br />
- advertising fee 2%<br />
- royalty fee 7%<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
Services<br />
- advertising/marketing<br />
- design and construction<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- supplies & purchasing<br />
- site location<br />
- staff training<br />
COFFEE TIME<br />
77 Progress Ave.<br />
Toronto, ON M1p 2Y7<br />
416-288-8515<br />
VP, Franchising and Real-Estate<br />
Development: Larry Santolini<br />
History, Plans<br />
- established in 1982 in Toronto<br />
- 71 locations worldwide<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- training fee $5,000<br />
- equipment/leasehold improvements<br />
$210,000 to $395,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- purchasing<br />
- site location<br />
- staff training<br />
CORA BREAKFAST<br />
AND LUNCH*<br />
CORA FRANCHISE GROUP INC.<br />
2798 Thamesgate Dr.<br />
Mississauga, ON L4T 4E8<br />
905-673-2672<br />
Manager, Operation Standards:<br />
Danica Varjacic<br />
History, Plans<br />
- established in 1987 in St-Laurent, Que.<br />
- 130+ units in Canada<br />
Franchise Costs<br />
- initial franchise fee $45,000<br />
- equipment/site costs $600,000 to<br />
$900,000+<br />
- advertising fee 3.5%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
COUNTRY STYLE<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- established in 1963<br />
- 350+ units in Canada; one outside of<br />
Canada (358 franchised)<br />
Franchise Costs<br />
- franchise fee $30,000<br />
- royalty fee 4.5%<br />
- advertising fee 3.5%<br />
- total investment up to $517,000<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
CRABBY JOE’S TAP & GRILL<br />
OBSIDIAN GROUP INC.<br />
1770 Argentia Rd.<br />
Mississauga, ON L5N 3S7<br />
905-814-8030<br />
Franchise Development Manager:<br />
Elaine Macheras<br />
History, Plans<br />
- established in 1996 in Ontario<br />
- 20 units in Canada<br />
Franchise Costs<br />
- estimated development costs $700,000<br />
to $850,000<br />
- franchise fee $35,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design and construction<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- supplies & purchasing<br />
- site location<br />
- staff training<br />
32 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
CULTURES<br />
MTY FRANCHISING INC<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 1979<br />
- 50+ units in Canada (47 franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial Investment $293,000 to $497,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
DAGWOODS<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- established in 1989 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $15,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- franchisee training<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
DAIRY QUEEN CANADA INC.<br />
1111 International Blvd., Ste. 601<br />
Burlington, ON L7L 6W1<br />
905-636-4741<br />
Director, Franchising: Tony Watters<br />
History, Plans<br />
- established in 1940 in Illinois<br />
- 668 units in Canada; 6,404 outside<br />
of Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $45,000<br />
- investment range $1,083,525 to<br />
$1,850,425<br />
- advertising fee 5% to 6%<br />
- royalty fee 4%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- site selection<br />
- staff training<br />
- supplies<br />
DENNY’S*<br />
DENNY’S, INC.<br />
203 E. Main St.<br />
Spartanburg, SC 29319<br />
864-597-8705<br />
Senior Director of Global Franchise<br />
Development: Doug Wong<br />
History, Plans<br />
- established in 1953 in Lakewood, Calif.<br />
- 75 units in Canada; 1,628 outside of<br />
Canada (1,633 franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- equipment/site cost $1,180,000 to<br />
$2,050,000<br />
- other costs $150,528 to $354,695<br />
- total costs $1,330,528 to $2,404,695<br />
(exclusive of land)<br />
- advertising fee 3%<br />
- royalty fee 4.5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiations<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
DIXIE LEE FRIED CHICKEN<br />
DIXIE LEE CAPITAL CORPORATION<br />
RR 2<br />
Bruce Mines, ON, P0R 1C0<br />
info@dixieleefriedchicken.com<br />
History, Plans<br />
- established in 1964 in Belleville, Ont.<br />
- 40+ locations in Canada<br />
- recently launched Roosters Diner brand<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- advertising fee 5%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
DRUXY’S<br />
DRUXY’S INC.<br />
52 Abbotsford Rd.<br />
Gormley, ON L4A 2C1<br />
416-637-5976<br />
VP, Marketing: Peter Druxerman<br />
History, Plans<br />
- established in 1976 in Toronto<br />
- 25 units in Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total cost $175,000 to $225,000<br />
(full- size café)<br />
- advertising fee 1%<br />
- royalty fee 6.5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- franchisee/staff training<br />
- intranet and regional director support<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
EAST SIDE MARIO’S<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established in 1987<br />
- 69 units in Canada (65 franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- average investment $1,300,000 to<br />
$1,600,000<br />
- advertising fee 3% national, 1% local<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
EDO JAPAN<br />
6807 Railway St. S.E., Ste. 310<br />
Calgary, AB T2H 2V6<br />
403-215-8822<br />
VP, Operations, Franchising: Terry Foster<br />
History, Plans<br />
- established in 1979 in Calgary<br />
- approximately 148 units in Canada (139<br />
franchised)<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- equipment/site cost $475,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- information available upon request<br />
EGGSMART FOOD CORP.<br />
77 Progress Ave.<br />
Toronto, On M1P 2Y7<br />
416-288-8515<br />
VP, Franchising and Real-Estate<br />
Development: Larry Santolini<br />
History, Plans<br />
- established In 2008 in Toronto<br />
- 48 units in Canada<br />
- five units under development<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- training fee $5,000<br />
- architectural drawings $15,000 to<br />
$25,000<br />
- equipment/leasehold improvements<br />
$265,000 to $415,000<br />
- signage fee $15,000 to $30,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design/construction<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
EGGSPECTATION<br />
RESTAURANTS*<br />
EGGSPECTATION CANADA<br />
7960 St. Denis St., 2nd Fl.<br />
Montreal, QC H2R 2G1<br />
514-282-0677<br />
President & COO: Jon Hinkle<br />
History, Plans<br />
- established in 1993 in Montreal<br />
- 15 locations in Canada<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- total cost varies<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
- local marketing 1%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 33
THE 2021 FRANCHISE REPORT<br />
ELEPHANT & CASTLE<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established in 1977<br />
- two units in Canada, six outside Canada<br />
(none franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- total costs $1,400,000 to $1,600,000<br />
- advertising 2%<br />
- royalty fee 5%<br />
Services<br />
-advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
EXTREME PITA<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- established in 1997 in Waterloo, Ont.<br />
- 100 units in Canada (96 franchised);<br />
11 outside of Canada<br />
Franchise Costs<br />
- initial franchise fee $20,000<br />
- initial Investment $249,000 to $446,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
FAMOSO ITALIAN<br />
PIZZERIA + BAR<br />
FDF BRANDZ<br />
1901 Rosser Ave., Ste. 401<br />
Burnaby, BC V5C 6S3<br />
888-597-7272 (West)<br />
647-234-2363 (East)<br />
History, Plans<br />
- founded in 2007 in Edmonton<br />
- 29 units in Canada (one franchised)<br />
- plans to expand in Western and Eastern<br />
Canada and internationally<br />
Franchise Costs<br />
- initial franchise fee $45,000<br />
- initial investment $400,000 to $700,000<br />
- marketing fee 2%<br />
- local store marketing 1%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
FATBURGER<br />
FATBURGER - CANADA<br />
401-1901 Rosser Ave.<br />
Burnaby, BC V5C 6S3<br />
888-597-7272<br />
History, Plans<br />
- founded in 1952 in Los Angeles, Calif.;<br />
first Canadian location opened in<br />
Vancouver in 2005<br />
- 63 units in Canada (three franchised)<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- total required investment $425,000 to<br />
$525,000<br />
- marketing fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
FAT FRANKS*<br />
10560-114 St.<br />
Edmonton, AB T5H 3J7<br />
780-413-0278<br />
History, Plans<br />
- founded in 1995 in Edmonton<br />
- 18 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $10,000<br />
- minimum cash required $150,000, plus<br />
working capital and net worth >$300,000<br />
- total average investment $300,000, plus<br />
lease deposit<br />
- royalty fee 3%<br />
- advertising fee 2%<br />
Services<br />
- central purchasing<br />
- complete turnkey package<br />
- development and design<br />
- field support<br />
- inspection system<br />
- lease negotiation<br />
- management training<br />
- quality assurance<br />
- quality control<br />
- staff training<br />
- technical services<br />
FETA & OLIVES*<br />
FETA & OLIVES MEDITERRANEAN GRILL<br />
1 Palace Pier Ct., Ste. 809<br />
Toronto, ON M8V 3W9<br />
416-251-3353<br />
President: Vicki Vasiliou<br />
History, Plans<br />
- established in 2006 in Barrie, Ont.<br />
- 13 units in Canada (all franchised)<br />
- opportunities available in Ontario,<br />
Quebec, Nova Scotia, British Columbia<br />
and Alberta<br />
Franchise Costs<br />
- information available upon request<br />
Services<br />
- information available upon request<br />
FIONN MACCOOL’S<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established in 1996<br />
- 34 units in Canada (30 franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- average investment $1,300,000 to<br />
$1,600,000<br />
- advertising fee 1% national; 3% local<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
FIREHOUSE SUBS<br />
FIREHOUSE SUBS OF CANADA<br />
12735 Gran Bay Pkwy., Ste. 150<br />
Jacksonville, FL 32257<br />
800-388-3473<br />
VP, Franchise Development: Greg Delks<br />
History, Plans<br />
- established in 1994 in Jacksonville, Fla.<br />
- 41 units in Canada; 1,191 units total (38<br />
company-owned)<br />
- expanding throughout Ontario<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
- system marketing fund 1%<br />
Services<br />
- advertising/marketing<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
(THE) FIRKIN GROUP OF PUBS<br />
FIRKIN CAPITAL CORP.<br />
20 Steelcase Rd. W., Unit 1C<br />
Markham, ON L3t 1B2<br />
905-947-4444<br />
Director, Franchising: Paul Saraiva<br />
History, Plans<br />
- established in 1987 in Toronto<br />
- 27 units in Canada (18 franchised); one<br />
in U.S.<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- equipment/site cost $800,000<br />
- other costs $100,000<br />
- total cost $830,000<br />
- advertising fee 1%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
(THE) FORTUNATE FOX<br />
THE PEGASUS GROUP<br />
44 Upjohn Rd.<br />
Toronto, ON M3B 2W1<br />
terry@pegasusgroup.ca<br />
History, Plans<br />
- established 2018 in Toronto<br />
- one unit in Canada<br />
- seeking franchise partners across<br />
Canada and internationally<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
34 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- royalty fee 4%<br />
- advertising fee 1.5%<br />
- estimated total costs $520,000 to<br />
$1,700,00<br />
Services<br />
- accounting services (by request, billable<br />
service, not included in fees)<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
FOX & FIDDLE<br />
THE PEGASUS GROUP<br />
44 Upjohn Rd.<br />
Toronto, ON M3B 2W1<br />
terry@pegasusgroup.ca<br />
History, Plans<br />
- established in 1989 in Toronto<br />
- 13 units in Canada (12 franchised)<br />
- seeking franchise partners across<br />
Canada and internationally<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- royalty fee $3,000 to $4,000/month<br />
- advertising fee $500/month<br />
- estimated total costs $520,000 to<br />
$1,700,00<br />
Services<br />
- accounting services (by request, billable<br />
service, not included in fees)<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
FRESHII*<br />
2 Toronto St., Ste. 235<br />
Toronto, ON M5C 2B5<br />
Founder & CEO: Matthew Corrin<br />
History, Plans<br />
- established in 2005 in Toronto<br />
- 400+ units worldwide<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- advertising fee 1.5% corporate; 1.5%<br />
local<br />
- royalty fee 6%<br />
Services<br />
- information available upon request<br />
FROZU!<br />
GRINNERS FOOD SYSTEMS LTD.<br />
105 Walker St.<br />
Truro, NS B2N 5G9<br />
1-800-565-4389<br />
History, Plans<br />
- founded in 2013 in Truro, N.S.<br />
- 14 units in Canada<br />
- plans to expand in Atlantic Canada,<br />
Ontario and Western Canada; clip-on<br />
concept also available<br />
Franchise Costs<br />
- initial franchise fee $20,000<br />
- equipment/site cost $22,085 to $43,085<br />
- total costs $39,985 to $60,985<br />
- advertising fee 4%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease-negotiation advice<br />
- management training<br />
- purchasing<br />
- site-location training and support<br />
GABBY’S RESTAURANT & BAR<br />
URBAN DINING GROUP INC.<br />
41 Industrial St., Unit 204<br />
Toronto, ON M4G 0C7<br />
416-967-9671<br />
President: Todd Sherman<br />
History, Plans<br />
- established in 1989 in Toronto<br />
- 16 units in Canada (eight franchised)<br />
- two units set to open in 2021<br />
- plans to convert restaurants that have<br />
closed due to COVID-19 to Gabby’s brand<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- equipment/site cost $375,000<br />
- other costs $475,000<br />
- total costs $875,000<br />
- advertising fee 1%<br />
- royalty fee 4%<br />
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THE 2021 FRANCHISE REPORT<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
GOOD EARTH COFFEEHOUSE<br />
GOOD EARTH CAFES LTD.<br />
4020 7th St. S.E.<br />
Calgary, AB T2G 2Y8<br />
403-294-9330<br />
Founders: Nan Eskenazi & Michael Going<br />
President & COO: Gerry Docherty<br />
Director of Franchising: Gerry Docherty<br />
History, Plans<br />
- established 1991 in Calgary<br />
- 47 units in Canada<br />
- plans to expand in Greater Victoria,<br />
Saskatoon, Winnipeg and Edmonton in<br />
2021<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- site costs $395,000 to $595,000<br />
- advertising fee 3%<br />
- royalty fee 7%<br />
Services<br />
- commissioning support<br />
- design/construction<br />
- field support<br />
- lease negotiation<br />
- marketing<br />
- product development<br />
- site selection<br />
- staff training<br />
- supply chain management<br />
(THE) GREAT CANADIAN BAGEL<br />
3300 Hwy. 7, Ste. 101<br />
Vaughan, ON L4K 4M3<br />
905-566-1903<br />
President: Ed Kwiatkowski<br />
History, Plans<br />
- established in 1993 in Toronto<br />
- 18 units in Canada<br />
Franchise Costs<br />
- initial franchise fee full $20, 000 to<br />
$30,000<br />
- equipment/site cost (full production)<br />
$300,000 to $350,000<br />
- non-production fee $85,000 to $175,000<br />
- advertising fee 1.5%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
GRECO PIZZA<br />
GRINNERS FOOD SYSTEMS LTD.<br />
105 Walker St.<br />
Truro, NS B2N 5G9<br />
902-893-4141<br />
History, Plans<br />
- established in 1977 in Moncton, N.B.<br />
- 100+ units in Canada<br />
- plans to expand in Nova Scotia, New<br />
Brunswick, P.E.I. and Newfoundland<br />
Franchise Costs<br />
- initial franchise fee $20,000<br />
- equipment/site cost $85,000 to<br />
$105,000<br />
- other costs $79,500 to $108,500<br />
- total costs $184,500 to $233,500<br />
- advertising fee 4%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation advice<br />
- management training<br />
- purchasing<br />
- site location training and support<br />
HARVEY’S<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established 1959 in Ontario<br />
- 290 units in Canada (281 franchised)<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- total costs $500,000 to $1,000,000<br />
- advertising fee 4% national; 1% local<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
HERO CERTIFIED BURGERS<br />
ANGUS INC.<br />
78 Signet Dr., Ste. 201<br />
Toronto, ON M9L 1T2<br />
416-740-2304<br />
President: John Lettieri<br />
History, Plans<br />
- established in 2003 in Toronto<br />
- 50 units in Canada; one outside Canada<br />
- actively expanding HERO VK concept<br />
Franchise Costs<br />
- equipment/site cost $160,000<br />
- other costs $140,000<br />
- total costs $275,000 to $300,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
HOUSTON AVENUE BAR & GRILL<br />
MTY GROUP INC.<br />
4628 Louis B. Mayer St. Laval, QC H7P 6E4<br />
450-688-3793<br />
CEO: Eric Lefebvre<br />
History, Plans<br />
- established in 1998 in Rosemère, Que.<br />
- 12 units in Canada (three franchised)<br />
- seeking expansion opportunities in<br />
Quebec<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- total costs $1,070,000 to $3,705,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
HUMPTY’S FAMILY<br />
RESTAURANTS/ HUMPTY’S<br />
CLASSIC CAFES*<br />
HUMPTY’S RESTAURANTS<br />
INTERNATIONAL INC.<br />
2505 Macleod Trail S.<br />
Calgary, AB T2G 5J4<br />
403-269-4675<br />
Director, Franchising: Sergio Terrazas<br />
History, Plans<br />
- established in 1977 in Calgary<br />
- 45 units in Canada (43 franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- equipment package $130,000<br />
- other costs $530,000<br />
- total costs $690,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
IL FORNELLO<br />
IL FORNELLO RESTAURANTS<br />
576 Danforth Ave.,<br />
Toronto, ON M4K 1R1<br />
416-920-9410, ext. 113<br />
President: Ian Sorbie<br />
History, Plans<br />
- established in 1986<br />
- six units in Ontario (four franchised)<br />
- plans to open one corporate and two<br />
franchised locations in 2021; three<br />
franchised locations planned for 2022<br />
Franchise Costs<br />
- franchise fee $35,000<br />
- equipment costs $100,000 to $160,000<br />
- turnkey costs $350,000 to $800,000<br />
- advertising fee 1%<br />
- royalty fee 4%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- operational support<br />
- purchasing<br />
- site location<br />
- social media<br />
- staff training<br />
- supplies<br />
FORNELLO PRESTO<br />
IL FORNELLO CORPORATION<br />
576 Danforth Ave.,<br />
Toronto, ON M4K 1R1<br />
416-920-9410, ext. 113<br />
President: Ian Sorbie<br />
History, Plans<br />
- new fast-casual/quick-service concept<br />
based on the IL FORNELLO model<br />
- plans to open a corporate and<br />
franchised location in 2021; three to four<br />
additional locations by 2022<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
36 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
Franchise Costs<br />
- franchise fee $25,000 to $35,000<br />
- equipment costs $80,000 to $140,000<br />
- turnkey costs $250,000 to $600,000<br />
- advertising fee 1%<br />
- royalty fee 4%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- operational support<br />
- purchasing<br />
- site location<br />
- social media<br />
- staff training<br />
- supplies<br />
INDUSTRIA<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
CEO: Eric Lefebvre<br />
History, Plans<br />
- established in 2014 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- initial investment $1,066,000 to<br />
$3,705,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
JIMMY THE GREEK INC.<br />
1 First Canadian Pl.<br />
100 King St. W., P.O. Box 334<br />
Toronto, ON M5X 1E1<br />
416-214-9237<br />
President: Jim Antonopoulos<br />
History, Plans<br />
- established in 1985 in Toronto<br />
- 55 units in Canada (54 franchised)<br />
- continued expansion planned for Ontario<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- equipment/site cost available upon<br />
request<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- site location<br />
- staff training<br />
JOEY’S SEAFOOD / JOEY’S FISH<br />
SHACK / STREATS – TAQUERIA |<br />
POUTINERIE | FISH & CHIPS<br />
JOEY’S FRANCHISE GROUP<br />
3048 9th St. S.E.<br />
Calgary, AB T2G 3B9<br />
403-243-1216<br />
Vice-President: Max Gagnon<br />
History, Plans<br />
- established 1985 in Calgary<br />
- 57 units in Canada (52 franchised)<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- equipment/site cost $182,000 to<br />
$285,000<br />
- advertising fee 3%<br />
- royalty fee 5%of net sales<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
JUGO JUICE<br />
MTY FRANCHISING INC.<br />
A4, 416 Meridian Rd. S.E.<br />
Calgary, AB T2A 1X2<br />
877-377-5846<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- founded in 1998 in Calgary<br />
- 133 units in Canada; two outside of<br />
Canada (132 franchised)<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- initial Investment $210,000 to $358,000<br />
- marketing fee 4%<br />
- royalty fee 6%<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
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THE 2021 FRANCHISE REPORT<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
JUNGLE JIM’S*<br />
SAFARI EATERTAINMENT INC.<br />
657 Topsail Rd.<br />
St. John’s, NL A1E 2E3<br />
709-745-5467<br />
Partners: Stephen Pike; Barry Walsh;<br />
Sean Brake<br />
History, Plans<br />
- founded in 1991 in St. John’s<br />
- 24 units in Canada (all franchised)<br />
Franchise Costs<br />
- equipment/site cost $600,000 to<br />
$750,000<br />
- advertising fee 2%<br />
- royalty fee 4%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
KARMA<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 2019 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
(THE) KEG STEAKHOUSE & BAR<br />
KEG RESTAURANTS LTD.<br />
10100 Shellbridge Way<br />
Richmond, BC V6X 2W7<br />
604-276-0242<br />
EVP, Business Development:<br />
James Henderson<br />
History, Plans<br />
- established 1971 in North Vancouver, B.C.<br />
- 98 units in Canada; 10 in the U.S.<br />
Franchise Costs<br />
- initial franchise fee $75,000<br />
- equipment/site cost $4,000,000 to<br />
$5,500,000<br />
- marketing fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
KELSEYS<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established 1978 in Ontario<br />
- 68 units in Canada (63 franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- total costs $1,300,000 to $1,600,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
KFC*<br />
KFC CANADA COMPANY<br />
191 Creditview Rd., Ste. 100<br />
Vaughan, ON L4L 9T1<br />
416-664-5200<br />
Sr. Development Manager:<br />
Jeremy Alexander<br />
History, Plans<br />
- established 1952 in Salt Lake City, Utah<br />
- 640 units in Canada; 22,600 outside<br />
Canada<br />
- expects to increase Canadian store<br />
count to 800 in the medium term<br />
Franchise Costs<br />
- initial franchise fee US$52,000<br />
- equipment/site cost available upon<br />
request<br />
- advertising fee 5%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
KIM CHI<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 2007<br />
Franchise costs<br />
- initial franchise fee $30,000<br />
- initial investment: $340,000 to $555,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
KORYO KOREAN BBQ<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 2004<br />
- 16 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial investment $375,000 to $563,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
KOYA JAPAN<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 1985<br />
- 10 units in Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial investment $375,000 to $563,000<br />
- advertising fee 2%<br />
- royalty fee 6% to 7%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
LA BELLE ET LA BOEUF<br />
FOODTASTIC<br />
2365 Guenette St.<br />
Montreal, QC H4R 2E9<br />
514-856-5555, ext. 260<br />
info@foodtastic.ca<br />
Director of Franchising: Nikki Arvanitakis<br />
History, Plans<br />
- established in 2012 in Montreal<br />
- 14 units in Canada; one outside Canada<br />
(seven franchised)<br />
- new opportunities available across<br />
Canada and the U.S.<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- total $1,100,000 to $1,300,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
LA BOITE VERTE<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 2018 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
38 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
LA CAGE - BRASSERIE<br />
SPORTIVE<br />
SPORTSCENE GROUP INC.<br />
1180 Place Nobel, Ste. 102<br />
Boucherville, QC J4B 5L2<br />
450-641-3011<br />
President: Jean Bédard<br />
History, Plans<br />
- established 1984 in Montreal<br />
- 38 units in Canada (12 franchised)<br />
Franchise Costs<br />
- initial franchise fee $75,000<br />
- equipment/site cost $2,400,000<br />
- other costs $25,000<br />
- total costs $2,400,000<br />
- advertising fee national 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
LA CARNITA<br />
MONARCH & MISFITS INC.<br />
44 Upjohn Rd.<br />
Toronto, ON M3B 2W1<br />
terry@pegasusgroup.ca<br />
History, Plans<br />
- established 2011 in Toronto; franchising<br />
since 2015<br />
- six units in Canada (five franchised); two<br />
units outside of Canada<br />
- seeking franchise partners across<br />
Canada and internationally<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- advertising fee 1.5%<br />
- royalty fee 4%<br />
- estimated total costs $700,000 to<br />
$2,000,000<br />
Services<br />
- accounting service (by request, billable<br />
service not included in fees)<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
LA CHAMBRE<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in Montreal<br />
- three units in Canada<br />
Franchise costs<br />
- franchise fee $25,000<br />
- projected cost $500,000 to $700,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
LA CREMIERE<br />
MTY FRANCHISING INC<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 1979<br />
- 47 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000 to $30,000<br />
- initial investment $175,000 to $500,000<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
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THE 2021 FRANCHISE REPORT<br />
LA DIPERIE<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 2014 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
(five-year agreement)<br />
- initial Investment: $127,000 to $173,000<br />
- advertising fee 2.5%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
LA PREP*<br />
4500 Dixie Rd,<br />
Mississauga, ON L4W 1V7<br />
514-510-5001<br />
CEO: John Essaris<br />
VP of Franchise Development:<br />
John Beauparlant<br />
History, Plans<br />
- established in 2010 in Montreal<br />
- 55 units in Canada<br />
- expansion planned in Canada and U.S.<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- total cost $450,000 to $650,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
L’GROS LUXE<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in Montreal<br />
- seven units in Canada<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- projected cost $500,000 to $700,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
LIBERTY KITCHEN<br />
BROWNS RESTAURANT GROUP<br />
3540 W. 41st Ave., Ste. 207a<br />
Vancouver, BC V6N 3E6<br />
778-980-2440<br />
EVP - Business Development: Bruce Fox<br />
History, Plans<br />
- first franchise open in B.C.<br />
- new location set to open in 2021<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- equipment/site costs $2,500,000<br />
- other costs $450,000<br />
- total costs $3,000,000<br />
- royalty fee 6% (all in)<br />
- no marketing/co-op fees<br />
Services<br />
- culinary development<br />
- lease negotiation<br />
- opening support<br />
- operational reviews and field support<br />
- POS and payment platforms<br />
- purchasing<br />
- site selection<br />
- supplies<br />
LITTLE CAESARS PIZZA*<br />
LITTLE CAESAR OF CANADA ULC<br />
2301 Royal Windsor Dr.<br />
Mississauga, ON L5J 1K5<br />
905-822-7899<br />
Director of Real Estate & Franchise<br />
Development: James Jenkins<br />
History, Plans<br />
- established 1959 in Garden City, Mich.<br />
- 200 units worldwide<br />
- opportunities available across Canada<br />
Franchise Costs<br />
- initial franchise fee $20,000; $15,000<br />
per unit thereafter<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- supplies<br />
LOADED PIEROGI*<br />
839 Queen St. W.<br />
Toronto, ON M6J 1G4<br />
647-352-5060<br />
Owners: Adam Dolley; Bryan Bruke<br />
History, Plans<br />
- established in 2014<br />
- opportunities available across Ontario<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- royalty fee 5% turn key locations<br />
$225,000+<br />
- advertising/marketing fee 2%<br />
Services<br />
- available upon request<br />
LOOKOO<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in Montreal<br />
- two units in Canada<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- projected cost $350,000 to $500,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MADISONS<br />
MTY GROUP<br />
200, 8150 Trans-Canada Hwy.<br />
Saint-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining: Marie-Line<br />
Beauchamp<br />
History, Plans<br />
- established in 2006 in Dollard des<br />
Ormeaux, Que.<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- initial investment $1,066,000 to<br />
$3,035,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MANCHU WOK<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- established in 1990<br />
- 75 units in Canada (all franchised); 35<br />
outside of Canada<br />
Franchise Costs<br />
- franchise fee $30,000<br />
- initial investment $375,000 to $563,000<br />
- royalty fee 6% to 7%<br />
- marketing fee 1%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MANDARIN RESTAURANT<br />
MANDARIN RESTAURANT FRANCHISE<br />
CORPORATION<br />
8 Clipper Ct.<br />
Brampton, ON L6W 4T9<br />
647-533-2610<br />
President: James Chiu<br />
History, Plans<br />
- established in 1979 in Brampton, Ont.<br />
- 29 units in Canada (28 franchised)<br />
Franchise Costs<br />
- initial franchise fee $300,000<br />
- equipment/site cost $1,500,000<br />
- other costs $1,200,000<br />
- total costs $3,000,000<br />
- advertising fee $10,000<br />
- royalty fee $25,000<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
40 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
MARY BROWNS CHICKEN<br />
MARY BROWNS INC.<br />
100 Renfrew Dr., Ste. 130<br />
Markham, ON L3R 9W7<br />
905-513-0044<br />
franchising@marybrowns.com<br />
History, Plans<br />
- established in 1969 in St. John’s<br />
- 180+ units in Canada<br />
- projected to reach 300 units by 2022<br />
Franchise Costs<br />
- initial franchisee fee $30,000<br />
- equipment/site cost $500,000 to<br />
$600,000<br />
- total cost $650,000<br />
- advertising fee 4%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design/construction<br />
- operations/marketing support<br />
- lease negotiation<br />
- management/staff training<br />
- purchasing/supply chain<br />
- site location<br />
McDONALD’S RESTAURANTS<br />
OF CANADA LIMITED*<br />
1 McDonald’s Pl.<br />
Toronto, ON M3C 3L4<br />
416-443-1000<br />
Franchising Manager: Tom Marlow<br />
History, Plans<br />
- established 1967 in Richmond, B.C.<br />
- 1,450 units in Canada (85% franchised)<br />
Franchise Costs<br />
- information available upon request<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MENCHIE’S FROZEN YOGURT*<br />
YOGURTWORLD ENTERPRISES<br />
259 Yorkland Rd., 3rd Fl.<br />
Toronto, ON M2J 5B2<br />
416-645-5110, ext. 401<br />
President: David Shneer<br />
History, Plans<br />
- established in 2010 in Toronto<br />
- 58 units in Canada; 300+ outside of<br />
Canada<br />
- plans to expand throughout Maritime<br />
provinces<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- equipment cost $140,000<br />
- site cost/construction $150,000<br />
- total costs $300,000 to $350,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MICHEL’S BAKERY CAFE*<br />
THREECAF BRANDS CANADA INC.<br />
55 Administration Rd., Unit 37<br />
Vaughan, ON L4K 4G9<br />
905-482-7300<br />
1-877-434-3223<br />
Director of Operations: Ian McDougall<br />
History, Plans<br />
- established in 1979 in Toronto<br />
- five units in Canada (four franchised)<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- total costs $450,000 to $775,000<br />
- advertising fee 2%<br />
- royalty fee 7%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
MILESTONES GRILL AND BAR<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4k 0b8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established 1989 In B.C.<br />
- 44 units in Canada (15 franchised)<br />
Franchise Costs<br />
- initial franchise fee $75,000<br />
- total costs $2,000,000 to $3,000,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MONTANA’S<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244 Ext 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established in 1995 in Ontario<br />
- 103 units in Canada (98 franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- total costs $1,400,000 to $1,800,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MONZA<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
francise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in 2009 in Montreal<br />
- six units in Canada<br />
Franchise Costs<br />
- franchise fee $40,000<br />
- project cost $1,100,000 to $1,400,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MR. GREEK RESTAURANTS INC.<br />
44 Upjohn Rd.<br />
Toronto, ON M3B 2W1<br />
647-993-3266<br />
franchising@mrgreek.com<br />
History, Plans<br />
- established 1988 in Toronto<br />
- 17 units in Canada<br />
- four new units planned in 2021 in<br />
Ontario; one unit under development<br />
outside of Canada<br />
- plans to expand in Canada and<br />
internationally<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- start-up capital required >$150,000<br />
- total investment $300,000 (retro) to<br />
$400,000+ (new)<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- administrative support<br />
- advertising/marketing<br />
- design<br />
- construction (turn key)<br />
- lease negotiation<br />
- location<br />
- menu development<br />
- purchasing<br />
- training<br />
MR. MIKES RESTAURANT<br />
CORPORATION*<br />
RAMMP HOSPITALITY BRANDS INC.<br />
3700 N. Fraser Way, Ste. 100<br />
Burnaby, BC V5J 5H4<br />
647-527-9574<br />
Director of Franchising: Ryan Lloyd<br />
History, Plans<br />
- established 1960 in Vancouver<br />
- 41 units in Canada (38 franchised)<br />
- plans to open 30 units in Canada in the<br />
next five years<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 41
THE 2021 FRANCHISE REPORT<br />
MR. SOUVLAKI<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 1997<br />
- 16 units in Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial Investment: $318,000 to $558,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- information available upon request<br />
MR. SUB<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 1968<br />
- 271 units in Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- initial investment $303,000 to $447,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MUCHO BURRITO<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established 2006 in Mississauga, Ont.<br />
- 119 units in Canada (all franchised); two<br />
outside of Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial investment $359,000 to $671,000<br />
- advertising fee 4%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
MUFFIN PLUS<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 1982 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
NEW ORLEANS PIZZA<br />
CHAIRMAN’S BRANDS CORP.<br />
77 Progress Ave.<br />
Toronto, ON M1P 2Y7<br />
416-288-8515<br />
VP, Franchising and Real-Estate<br />
Development: Larry Santolini<br />
History, Plans<br />
- established 1978 In Waterloo, Ont.<br />
- 40 units in Canada (38 franchised)<br />
Franchise Costs<br />
- initial franchise fee $20,000<br />
- training fee $5,000<br />
- architectural drawings $12,500 to<br />
$20,000<br />
- signage fee $8,000 to $12,000<br />
- equipment/leasehold improvements<br />
$129,500 to $167,500<br />
- advertising fee 3 %<br />
- royalty fee 5%<br />
Services<br />
- information available upon request<br />
NEW YORK FRIES<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, On L4K 0B8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established 1983 in Toronto<br />
- 151 units in Canada; 36 outside of Canada<br />
(132 franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total costs $230,000 to $350,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
NICKELS DELICATESSEN<br />
FOODTASTIC INC.<br />
9245 rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established 1990 in Montreal<br />
- 12 units in Canada<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- project cost $700,000 to $800,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
(THE) OLD SPAGHETTI FACTORY<br />
OLD SPAGHETTI FACTORY CANADA LTD.<br />
55 Water St., Ste. 210<br />
Vancouver, BC V6B 1A1<br />
604-684-1287<br />
Director, Franchising: Ken Lobson<br />
History, Plans<br />
- established 1970 in Vancouver<br />
- 15 units in Canada<br />
Franchise Costs<br />
- information available upon request<br />
- royalty fee 5%<br />
- advertising fee 3%<br />
Services<br />
- marketing assistance<br />
- opening assistance<br />
- procurement<br />
- research/development<br />
- site approval<br />
- staff training<br />
- support and development<br />
OPA! OF GREECE<br />
OPA! SOUVLAKI FRANCHISE GROUP INC.<br />
7235 Flint Rd. S.E.<br />
Calgary, Ab T2H 1G2<br />
403-245-0033<br />
President, CEO: Dorrie Karras<br />
History, Plans<br />
- founded 1998 in Calgary<br />
- 100 units in Canada (all franchised)<br />
- plans to expand within Canada<br />
Franchise Costs<br />
Food Court:<br />
- initial franchise fee $25,000<br />
- equipment cost $150,000 to $200,000<br />
- total investments $355,000 to $480,000<br />
- advertising fee 3% of sales<br />
- royalty fee 6% of sales<br />
Street Front:<br />
- initial franchise fee $25,000<br />
- equipment cost $150,000 to $220,000<br />
- total costs $405,000 to $497,000<br />
- advertising fee 3% of sales<br />
- royalty fee 6% of sales<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
ORIGINAL JOE’S<br />
RESTAURANT & BAR<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established in 1997 in Calgary<br />
- 59 units in Canada (43 franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- total costs $1,400,000 to $1,700,000<br />
- advertising 2%<br />
- royalty fee 5%<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
42 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
PANAGIO’S ALL DAY GRILL*<br />
PANAGIO’S INC.<br />
6085 Creditview Rd., Unit 17<br />
Mississauga, ON L5B 0C5<br />
800-265-6298<br />
History, Plans<br />
- established in 2008<br />
- four units in Canada<br />
- seeking franchisees for Ontario-wide<br />
expansion<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- equipment/site cost $300,000 to<br />
$400,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- business development<br />
- lease negotiation<br />
- opening assistance<br />
- pricing/quality controls<br />
- procurement<br />
- research/development<br />
- site selection<br />
- training<br />
PANAGO PIZZA INC. *<br />
33149 Mill Lake Rd.<br />
Abbotsford, BC V2S 2A4<br />
604-859-6621<br />
Director of Franchising: Nigel Beattie<br />
History, Plans<br />
- established 1986 in Abbotsford, B.C.<br />
- 195 units in Canada (187 franchised)<br />
- capitalizing on new market opportunities<br />
in Western Canada; building the<br />
momentum in key Eastern-Canadian<br />
markets<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- total costs $560,000<br />
- royalty fee 5%<br />
- advertising fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
PANNIZZA RESTAURANTS INC.*<br />
3230 des Aristocrates<br />
Laval, QC H7E 5H7<br />
514-501-7876<br />
President: Pierre Guertin<br />
VP Marketing & Strategic Planning:<br />
Ritou Maloni<br />
History, Plans<br />
- founded 2013 in Montreal<br />
- six units in Canada<br />
Franchise Costs<br />
- initial franchise fee $20,000<br />
- total costs $175,000 to $225,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- site location<br />
- staff training<br />
- supplies<br />
(THE) PANTRY RESTAURANTS*<br />
TRIUMPH HOSPITALITY GROUP<br />
33048 – 1583 Marine Dr. W.<br />
Vancouver, BC V7V 4W7<br />
604-281-1380<br />
History, Plans<br />
- seven units in Canada<br />
Franchise Costs<br />
- information available upon request<br />
Services<br />
- information available upon request<br />
PARAMOUNT FINE FOODS*<br />
10 Four Seasons Pl., Ste. 601<br />
Toronto, ON M9B 6H7<br />
416-695-8900<br />
Franchise Coordinator:<br />
Magda Chelminska<br />
History, Plans<br />
- founded 2006<br />
- 65 units globally<br />
- plans to expand across Canada and<br />
internationally<br />
Franchise Costs<br />
- information available upon request<br />
Services<br />
- advertising/marketing<br />
- lease negotiations<br />
- regional operations support<br />
- site selection<br />
- supplies<br />
- training<br />
PARKER’S BBQ & PRIME<br />
RIB GRILL<br />
PARKERS BRANDS INC.<br />
1770 Argentia Rd.<br />
Mississauga, ON L5N 3S7<br />
905-814-8030<br />
Franchise Development Manager:<br />
Elaine Macheras<br />
History, Plans<br />
- established in 2020 in Ontario<br />
- five units in Canada<br />
Franchise Costs<br />
- franchise fee $30,000<br />
- estimated development costs $250,000<br />
to $400,000<br />
- advertising fee 1%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design and construction<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- supplies & purchasing<br />
- site location<br />
- staff training<br />
PERKINS RESTAURANT<br />
& BAKERY*<br />
6075 Poplar Ave., Ste. 800<br />
Memphis, TN 38119-4709<br />
901-766-6400<br />
VP, Franchising: Dave Blouin<br />
History, Plans<br />
- established 1958 in Cincinnati, Ohio<br />
- 16 units in Canada; 355 outside of<br />
Canada<br />
- seeking to expand in Alberta, B.C.,<br />
Manitoba, Ontario, Quebec and<br />
Saskatchewan<br />
Franchise Costs<br />
- information available upon request<br />
- advertising fee 3%<br />
- local advertising commitment 0.5%<br />
- royalty fee 4%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
PINKBERRY<br />
PINKBERRY CANADA INC.<br />
210 Shields Ct.<br />
Markham, ON L3R 8V2<br />
905-479-8762<br />
Chairman and CEO: Aaron Serruya<br />
History, Plans<br />
- established 2005 in Los Angeles<br />
- 93 units in Canada; 113 outside of Canada<br />
- plans to expand across Canada and<br />
internationally via traditional and nontraditional<br />
units<br />
Franchise Costs<br />
- initial franchise fee US$45,000<br />
- total costs US$150,000 to US$500,000<br />
- advertising fee 3% of gross sales<br />
- royalty fee 6% of gross sales<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
PITA PIT CANADA<br />
425 Princess St.<br />
Kingston, ON K7L 1B9<br />
855-748-2748<br />
Franchise Development: Melanie D’Aloisio<br />
History, Plans<br />
- established in 1995 in Kingston, Ont.<br />
- 570+ units worldwide<br />
Franchise Costs<br />
- initial franchise fee $10,000 to $20,000<br />
- total investment $291,900 to $365,150<br />
- advertising fee 1%<br />
- royalty fee 5% of monthly gross sales<br />
Services<br />
- information available upon request<br />
PIZZA 73<br />
PIZZA PIZZA LIMITED<br />
4949 51 St. S.E.<br />
Calgary, AB T2B 3S7<br />
403-221-7373<br />
SVP of Operations and Development:<br />
Philip Goudreau<br />
History, Plans<br />
- established in 1985 in Edmonton<br />
- 89 traditional locations; 17 nontraditional<br />
locations in Canada<br />
Joint Venture Costs<br />
- initial partnership fee $50,000<br />
- advertising fee 8%<br />
- administration fee 3%<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 43
THE 2021 FRANCHISE REPORT<br />
Services<br />
- accounting/finance<br />
- call centre operations<br />
- IT infrastructure<br />
- operational support<br />
- payroll<br />
- real-estate development/renewals<br />
- training<br />
PIZZA DELIGHT<br />
MTY FRANCHISING INC<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining: Marie-Line<br />
Beauchamp<br />
History, Plans<br />
- established 1968 in Shediac, N.B.<br />
- 71 franchised units in Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000 (street);<br />
$15,000 (mall)<br />
- total costs $288,000 to $646,000<br />
- advertising fee 1.5% to 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
PIZZA HUT*<br />
YUM! BRANDS INC.<br />
191 Creditview Rd., Ste. 100<br />
Vaughan, ON L4L 9T1<br />
416-664-5200<br />
Director of Development: Marco Moretto<br />
History, Plans<br />
- established 1958 in Wichita, Kan.<br />
- 419 units in Canada<br />
Franchise Costs<br />
- initial franchise fee US$24,200<br />
- application fee CAD$12,000<br />
- advertising fee 5%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- site location<br />
- staff training<br />
PIZZA NOVA<br />
2247 Midland Ave.<br />
Toronto, ON M1P 4R1<br />
416-439-0051<br />
President: Domenic Primucci<br />
Franchise Development Manager:<br />
Meraj Jamal<br />
History, Plans<br />
- established 1963 in Toronto<br />
- 154 units in Canada (152 franchised)<br />
- continued expansion into key markets<br />
with plans to add up to 10 units<br />
Franchise Costs<br />
- franchise fee $20,000<br />
- site cost $450,000 to $505,000<br />
- total costs: $450,000 to $525,000<br />
- advertising fee 4%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
PIZZA PIZZA<br />
PIZZA PIZZA LIMITED<br />
500 Kipling Ave.<br />
Toronto, ON M8Z 5E5<br />
416-967-1010<br />
VP of Franchising: Sebastian Fuschini<br />
History, Plans<br />
- established 1967 in Toronto<br />
- 418 units in Canada (373 franchised)<br />
- 204 non-traditional locations<br />
- continued growth planned in B.C.,<br />
Maritimes and Quebec<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- equipment/site cost $350,000 (depends<br />
on location; turnkey)<br />
- advertising fee 6%<br />
- royalty fee 6%<br />
Services<br />
- call centre operations<br />
- financing assistance<br />
- IT infrastructures<br />
- marketing support<br />
- operational support<br />
- real-estate development<br />
- training<br />
PIZZAVILLE INC. *<br />
741 Rowntree Dairy Rd., Unit 1<br />
Woodbridge, ON L4L 5T9<br />
416-736-3636<br />
History, Plans<br />
- established in 1963 in Toronto<br />
- 80 units in Canada (79 franchised)<br />
Franchise Costs<br />
- total costs $300,000 to $350,000<br />
- flat-fee advertising (weekly)<br />
- flat royalty fee (weekly)<br />
- more information available upon request<br />
Services<br />
- information available upon request<br />
POPEYES LOUISIANA KITCHEN<br />
RESTAURANT BRANDS INTERNATIONAL<br />
5707 Blue Lagoon Dr.<br />
Miami, FLA 33126<br />
General Manager, Canada: Rob Manuel<br />
History, Plans<br />
- founded 1972 in New Orleans<br />
- 230 units in Canada; 3,300 worldwide<br />
- continuing global expansion through<br />
2021<br />
Franchise Costs<br />
- initial franchise fee US$45,000<br />
- advertising fee 4.3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
POULET FUSÉE<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in Montreal<br />
- 20 units in Canada<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- projected cost $500,000 to $700,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
PRESSE CAFE*<br />
LES CAFES V.P.<br />
1422 Nôtre-Dame W.<br />
Montreal, QC H3C 1K9<br />
514-935-5553<br />
History, Plans<br />
- founded in 1994<br />
- 62 units in Canada; eight outside of<br />
Canada<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- total cost $200,000 to $400,000<br />
- minimum investment required 40% to<br />
50% of project cost<br />
Services<br />
- information available upon request<br />
PUMPERNICKELS*<br />
JSF FRANCHISE GROUP INC.<br />
90 Adelaide St. W., Ste. 700<br />
Toronto, ON, M5H 4A6<br />
877-308-4889<br />
Franchising: Joel Friedman<br />
History, Plans<br />
- established 1986<br />
- 15 units in Canada<br />
- plans to expand in the Greater Toronto<br />
Area and other parts of Canada<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- advertising fee 2%<br />
- royalty fee 6.5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
QUESADA BURRITOS - TACOS<br />
QUESADA FRANCHISING OF<br />
CANADA CORP.<br />
1240 Bay St., Ste. 304<br />
Toronto, ON M5R 2A7<br />
866-854-2400<br />
President: Steve Gill<br />
History, Plans<br />
- established 2004 in Toronto<br />
- 165 units in Canada<br />
- 15 locations in development<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
44 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- equipment cost $68,000 to $73,500<br />
- construction cost $110,000 to $155,000<br />
- total costs $238,500 to $320,500<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- franchisee training<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
QUIZNOS*<br />
QUIZNOS CANADA RESTAURANT<br />
CORPORATION<br />
1267 Cornwall Rd., Ste. 301<br />
Oakville, ON L6J 7T5<br />
647-259-0333<br />
Director, Franchising: Marc Choy<br />
History, Plans<br />
- established 1981 in Denver, Colo.<br />
- 750+ locations worldwide<br />
Franchise Costs<br />
- initial franchise fee $10,000<br />
- total investment $211,850 to $326,549<br />
- marketing fee 2%<br />
- royalty fee 5%<br />
Services<br />
- information available upon request<br />
RICKY’S GROUP OF FAMILY<br />
STYLE RESTAURANTS<br />
401-1901 Rosser Ave.<br />
Burnaby, BC V5C 6S3<br />
888-597-7272<br />
History, Plans<br />
- established 1962 in Vancouver<br />
- 79 units in Canada (77 franchised)<br />
Franchise Costs<br />
- initial franchise fee $45,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
ROBIN’S DONUTS (2006) LTD.<br />
CHAIRMAN BRANDS CORP.<br />
77 Progress Ave.<br />
Toronto, ON M1P 2Y7<br />
416-288-8515<br />
VP, Franchising and Real-Estate<br />
Development: Larry Santolini<br />
History, Plans<br />
- established 1975 in Thunder Bay, Ont.<br />
- 151 units in Canada (137 franchised)<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- training fee $5,000<br />
- equipment/leasehold improvements<br />
$165,000 to $350,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design/construction<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
ROTISSERIE BENNY<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
info@foodtastic.ca<br />
Director of Franchising: Nikki Arvanitakis<br />
History, Plans<br />
- established in 1960 in Montreal<br />
- six units in Canada<br />
- franchise opportunities across Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- project costs $500,000 to $600,000<br />
- advertising fee 2%<br />
- local advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SALAD LOOP*<br />
SALAD LOOP GROUP INVESTMENTS INC.<br />
124 W. 1st St., Unit 1002<br />
North Vancouver, BC V7M 3N3<br />
604-729-4717<br />
President: Sean Kim<br />
History, Plans<br />
- founded 2000 in Vancouver<br />
- 10 units in Canada<br />
Franchise Costs<br />
- information available upon request<br />
Services<br />
- information available upon request<br />
SAN FRANCESCO FOODS*<br />
28 Industrial St., Unit 203<br />
Toronto, ON M4G 1Y9<br />
416-535-7805<br />
History, Plans<br />
- founded in 1954 in Toronto<br />
- seven units in Canada<br />
- plans to expand in Southern Ontario<br />
Franchise Costs<br />
- information available upon request<br />
Services<br />
- design/construction<br />
- purchasing<br />
- staff training<br />
- other<br />
SAWMILL PRIME RIB &<br />
STEAK HOUSE*<br />
4180 Calgary Trail S., 2nd Fl.<br />
Edmonton, AB T6H 5H5<br />
780-463-4499<br />
Director of Operations: Len McCullough<br />
History, Plans<br />
- founded in 1976 in Edmonton<br />
- nine units in Canada (seven franchised)<br />
- continued growth in Alberta, B.C.,<br />
Saskatchewan, Manitoba, Ontario,<br />
New Brunswick, Nova Scotia, P.E.I. and<br />
Newfoundland<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- equipment/site cost $1,500,000 to<br />
$3,000,00 (based on size/location)<br />
- total costs $1,500,000+<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SCORES<br />
MTY GROUP<br />
200, 8150 Trans-Canada Hwy.<br />
Saint-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining: Marie-Line<br />
Beauchamp<br />
History, Plans<br />
- established in 1995 in Montreal<br />
- 38 units in Canada (36 franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- total costs $1,000,000 to $1,200,000<br />
- advertising fee 3%<br />
- royalty fee 4%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- site location<br />
- staff training<br />
SECOND CUP COFFEE CO. *<br />
AEGIS BRANDS<br />
6303 Airport Rd.<br />
Mississauga, ON L4V 1R8<br />
905-362-1818<br />
VP, Franchise Development: Audra Wosik<br />
History, Plans<br />
- established 1975 in Toronto<br />
- approx. 300 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- Pinkberry fee $5,000<br />
- total costs $300,000 to $500,000<br />
- advertising fee 2%<br />
- royalty fee 7.5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- regional operations support<br />
- site location<br />
- training<br />
- other<br />
SHOELESS JOE’S SPORTS GRILL*<br />
SHOELESS JOE’S LTD.<br />
551 Jevlan Dr.<br />
Woodbridge, ON L4L 8W1<br />
905-760-1295<br />
VP Business Development: Danny<br />
Grammenopoulos<br />
History, Plans<br />
- founded 1985 in Toronto<br />
- 28 units in Canada (all franchised)<br />
- planning to expand across Canada;<br />
primary growth in the Ontario,<br />
Manitoba, Saskatchewan and Alberta;<br />
accepting opportunities for Nova Scotia,<br />
Newfoundland and B.C.<br />
Franchise Costs<br />
- initial franchise fee $45,000<br />
- development cost $1,000,000 to<br />
$2,000,000<br />
- advertising fee 2%<br />
- royalty fee 5 to 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 45
THE 2021 FRANCHISE REPORT<br />
SMITTY’S CANADA INC.<br />
501 18th Ave. S.W., Ste. 500<br />
Calgary, AB T2S 0C7<br />
403-229-3838<br />
Director, Franchising: Jim Weidinger<br />
History, Plans<br />
- established 1960 in Calgary<br />
- 80+ units in Canada<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- equipment/site costs $160,000 to<br />
$180,000<br />
- leasehold improvements $50,000 to<br />
$700,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- site location<br />
- staff training<br />
- supplies<br />
SMOKE’S POUTINERIE<br />
SMOKE’S POUTINERIE INC.<br />
85 Kingston Rd. E., Unit 5<br />
Ajax, ON L1S 7J4<br />
905-427-4444<br />
mark@smokespoutinerie.com<br />
VP Franchising,Global Development Officer:<br />
Mark Cunningham<br />
History, Plans<br />
- established 2008 in Toronto<br />
- 150+ units in Canada; nine additional<br />
countries with locations<br />
- aggressive expansion planned for<br />
Canada, the U.S. and international<br />
locations; traditional, non-traditional,<br />
sports and entertainment, educational<br />
and amusement portfolios<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total costs $350,000 to $450,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- operational support<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- training<br />
SOUTH STREET BURGER<br />
MTY FOOD GROUP INC.<br />
2 Bishop St., Ste. 400<br />
Toronto, ON M5R 1N2<br />
416-963-5005<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established 2005 in Toronto<br />
- 40 units in Canada; one outside of<br />
Canada (20 franchised)<br />
- additional units planned in Canada and<br />
internationally<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- equipment/site cost $350,000 to<br />
$650,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- management<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SOUVLAKI BAR<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established 1990 in Montreal<br />
- 12 units in Canada<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- project cost $700,000 to $800,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
ST. LOUIS BAR & GRILL*<br />
ST. LOUIS FRANCHISE LIMITED<br />
2040 Yonge St., Ste. 200B<br />
Toronto, ON M4S 1Z9<br />
416-485-1094<br />
CEO/Founder: Brent Poulton<br />
History, Plans<br />
- established 2002 in Toronto<br />
- 70+ units in Canada<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- total costs $850,000 to $950,000<br />
- advertising fee 1.75%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
- other<br />
STATE & MAIN KITCHEN & BAR<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244, ext 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established in 2012<br />
- 28 units in Canada (20 franchised)<br />
Franchise Costs<br />
- initial franchise fee $60,000<br />
- total costs $1,400,000 to $1,700,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
STEAK FRITES ST.<br />
MTY GROUP<br />
200, 8150 Trans-Canada Hwy.<br />
Saint-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining: Marie-Line<br />
Beauchamp<br />
History, Plans<br />
- established in 1986 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial investment $750,000 to $800,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SUBWAY<br />
DOCTOR’S ASSOCIATES INC.<br />
325 Sub Way<br />
Milford, CT 06461-3059<br />
203-877-4281<br />
Chief Development Officer: Don Fertman<br />
History, Plans<br />
- established 1965 in Bridgeport, Conn.<br />
- 3,000+ locations in Canada<br />
Franchise Costs<br />
- initial franchise fee $15,000<br />
- advertising fee 4.5%<br />
- royalty fee 8%<br />
Services<br />
- floor plans<br />
- ongoing training<br />
- site selection assistance<br />
- staff training<br />
SUKIYAKI<br />
MTY FRANCHISING INC..<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded 1979<br />
- 10 units in Canada; nine outside of<br />
Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SUNNYSIDE GRILL<br />
2 Jane St., Ste. 202<br />
Toronto, ON M6S 4W3<br />
416-604-0650<br />
President: Jeff Parissi<br />
History, Plans<br />
- established 2004<br />
- 12 units in Canada (all franchised)<br />
- plans to grow by one to two units per<br />
year<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- total turnkey build-out cost $200,000<br />
- advertising fee 1%<br />
- royalty fee 4%<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
46 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- ongoing support<br />
- purchasing<br />
- site location<br />
- social media<br />
- staff training<br />
- supplies<br />
SUNSET GRILL<br />
RESTAURANTS LTD.<br />
5100 Erin Mills Town Centre<br />
P.O. Box 53036<br />
Mississauga, ON L5M 5A7<br />
905-286-5833<br />
CEO: Angelo Christou<br />
History, Plans<br />
- established 1985 in Toronto<br />
- 96 units in Canada (all franchised)<br />
- expansion planned across Canada and<br />
in the U.S.<br />
Franchise Costs<br />
- initial franchise fee $55,000<br />
- total costs $650,000<br />
- advertising fee 1%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SUSHI MAN<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- purchased in 2014<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SUSHI SHOP<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- founded 2000<br />
- 150 units in Canada (132 franchised);<br />
three outside of Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial investment $216,000 to $441,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SWEET JESUS<br />
HOLY SWEET INC.<br />
210 Shields Ct.<br />
Markham, ON L3R 8V2<br />
905-479-8762<br />
CEO: Aaron Serruya<br />
History, Plans<br />
- established in 2015 in Thornhill, Ont.<br />
- seven units in Canada; two outside of<br />
Canada<br />
- plans to expand across Canada<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- total costs $231,025 to $670,080<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SWISS CHALET ROTISSERIE<br />
AND GRILL<br />
RECIPE UNLIMITED CORPORATION<br />
199 Four Valley Dr.<br />
Vaughan, ON L4K 0B8<br />
905-760-2244, ext. 2255<br />
VP, Franchising & International<br />
Development: Courtney Hindorff<br />
History, Plans<br />
- established in 1954 in Ontario<br />
- 204 units in Canada (192 franchised)<br />
Franchise Costs<br />
- initial franchise fee $35,000 to $75,000<br />
- total costs $1,100,000 to $1,400,000<br />
- advertising fee 4% national; 1% local<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
SYMPOSIUM CAFE INC. *<br />
6021 Yonge St., Ste. 475<br />
Toronto, ON M2M 3W2<br />
416-449-3611<br />
Director of Franchising: Ron Ansett<br />
History, Plans<br />
- established in 1996 in London, Ont.;<br />
franchising since 2004<br />
- 28 units in Canada (27 franchised)<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- equipment/other costs $85,000 to<br />
$130,000<br />
- total costs $625,000 to $675,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
TACO BELL*<br />
TACO BELL CANADA COMPANY<br />
191 Creditview Rd., Ste. 100<br />
Woodbridge, ON L4L 9T1<br />
416-254-4266<br />
Development Manager: Alex Grudkin<br />
History, Plans<br />
- established 1952 in Downey, Calif.<br />
- 170+ units in Canada (all franchised);<br />
7,000 outside of Canada<br />
- plans to expand throughout Canada<br />
Franchise Costs<br />
- initial franchise fee $49,100<br />
- equipment/site cost $700,000<br />
- build cost $1,200,000 to $1,400,000<br />
- other costs $500,000<br />
- total cost $1,249,100<br />
- marketing fee 4.7% of gross sales; 1%<br />
local store marketing<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
TACO TIME<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded 1978<br />
- 131 units in Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial investment $288,000 to $506,000<br />
- advertising fee 4%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
TANDORI<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established 1979 in Montreal<br />
- 12 units in Canada (10 franchised); one<br />
outside of Canada (franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial investment $294,000 to $570,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
TASTE OF MEDITERRANEAN*<br />
T.O.M FRANCHISE INC.<br />
2 Toronto St., Ste. 324<br />
Toronto, ON M5C 2B5<br />
416-821-5561<br />
CEO: Sam Hussein<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 47
THE 2021 FRANCHISE REPORT<br />
History, Plans<br />
- established 2004 in Toronto<br />
- nine units in Canada; one outside of<br />
Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $12,000<br />
- equipment/site cost $99,000 to $175,000<br />
- no advertising fee<br />
- royalty fee $1,000 flat<br />
Services<br />
- financing<br />
- lease negotiation<br />
- marketing<br />
- site location<br />
- store set up<br />
- training<br />
TCBY<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established in 1980 in Little Rock, Ark.<br />
- established in Canada in 1990 in Montreal<br />
and Toronto<br />
Franchise costs<br />
- initial franchise fee $25,000; $10,000 for<br />
co-brand<br />
- initial investment $326,000 to $480,000<br />
- advertising fee included in cost of goods;<br />
3% for co-brand<br />
- royalty fee included in cost of goods; 5%<br />
for co-brand<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
TERIYAKI EXPERIENCE<br />
INNOVATIVE FOOD BRANDS<br />
531 North Service Rd. E.<br />
Oakville, ON L6H 1A5<br />
905-337-7777<br />
Director of Franchising: Nik Jurkovic<br />
History, Plans<br />
- established 1986 in Toronto<br />
- 55 units in Canada; 27 outside of Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total costs $300,000 to $500,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training (assist onsite)<br />
- other<br />
THAI EXPRESS<br />
MTY FRANCHISING INC<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
Vice President: Dennis Ng<br />
History, Plans<br />
- founded 2000 in Montreal<br />
- 288 units in Canada; five international<br />
(all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total costs $336,000 to $714,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
THAI ZONE<br />
MTY FRANCHISING INC<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- founded 2007<br />
- 39 units in Quebec (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total costs $468,000 to $855,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
TIKI MING<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded 1983<br />
- 30 units in Canada (28 franchised); 10<br />
outside of Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial Investment $375,000 to $578,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- information available upon request<br />
TILTED KILT PUB & EATERY*<br />
JSF FRANCHISE GROUP INC.<br />
3636 Bathurst St., Ste. 1611<br />
Toronto, ON M6A 2Y5<br />
416-819-2644<br />
VP of Franchising: Joel Friedman<br />
History, Plans<br />
- founded 2005 in Arizona<br />
- six units in Canada; 100 outside of<br />
Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $75,000<br />
- equipment/site cost $500,000<br />
- total costs $1,750,000<br />
- advertising fee 2% (national); 4% (local)<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
TIM HORTONS<br />
RESTAURANT BRANDS INTERNATIONAL<br />
130 King St. W.<br />
Toronto, ON M5X 2A2<br />
888-601-1616<br />
President, Americas: Axel Schwan<br />
History, Plans<br />
- established 1964 in Hamilton, Ont.<br />
- 3,981 units in Canada; 953 outside of<br />
Canada<br />
- continuing global expansion through<br />
2021<br />
Franchise Costs<br />
- initial franchise fee $50,000<br />
- advertising fee 4%<br />
- royalty fee 4.5% to 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- equipment<br />
- furniture<br />
- management<br />
- purchasing<br />
- staff training<br />
TIMOTHY’S WORLD COFFEE<br />
MTY FRANCHISING INC.<br />
55 Administration Rd., Unit 37<br />
Woodbridge, ON L4K 4G9<br />
877-434-3223, ext. 7314<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- established 1975 in London, Ont.<br />
- 39 units in Canada (32 franchised);<br />
two outside of Canada<br />
- exploring potential sites in various<br />
markets<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- total cost $241,000 to $633,000<br />
- advertising fee 2%<br />
- royalty fee 9%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
TOMMY CAFE<br />
FOODTASTIC<br />
9245, rue Thimens<br />
Pierrefonds, QC H8Y 0A1<br />
514-856-5555, ext. 260<br />
855-771-0177<br />
franchise@foodtastic.ca<br />
Directors, Franchising & Development:<br />
Nikki Arvanitakis; Guyaume Arseneault<br />
History, Plans<br />
- established in Montreal<br />
- four units in Canada<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- projected cost $400,000 to $600,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
TOPPER’S PIZZA<br />
TOPPER’S FRANCHISING COMPANY INC.<br />
551 Bryne Dr., Unit N<br />
Barrie, ON L4N 9Y3<br />
705-735-2127<br />
Franchise Development Manager:<br />
Anik Gaumond<br />
History, Plans<br />
- established 1982 in Sudbury, Ont.<br />
- 36 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- advertising fee 2%<br />
- royalty fee 5%<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
48 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
THE 2021 FRANCHISE REPORT<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
TOUJOURS MIKES<br />
MTY FRANCHISING INC.<br />
200, 8150 Trans-Canada Hwy.<br />
Saint-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining:<br />
Marie-LineBeauchamp<br />
History, Plans<br />
- established in 1967 in Quebec<br />
- 64 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $22,500 to $45,000<br />
- training fee $5,000<br />
- total costs $600,000 to $700,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
TRIPLE O’S RESTAURANT<br />
WHITE SPOT LIMITED<br />
200 - 8223 Sherbrooke St.<br />
Vancouver, BC V5X 4E6<br />
604-321-6631<br />
Business Development Manager:<br />
Karen Dosen<br />
History, Plans<br />
- founded 1997 in Vancouver<br />
- 68 units in Canada (61 franchised)<br />
- focusing on growth in Western Canada<br />
and Ontario<br />
Franchise Costs<br />
- initial franchise fee $40,000<br />
- equipment/site cost approx. $1,100,000<br />
(depending on site)<br />
- total cost approx. $1,140,000 (depending<br />
on site)<br />
- advertising fee 2.0%<br />
- royalty fee 6.0%<br />
- other fees 1.0%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
TURTLE JACK’S MUSKOKA GRILL<br />
MTY FRANCHISING INC.<br />
3370 S. Service Rd., Ste. 300<br />
Burlington, ON L7L 3M6<br />
905-332-6833, ext. 234<br />
CEO: Eric Lefebvre<br />
History, Plans<br />
- established 1992 in Burlington, Ont.<br />
- 19 units in Canada<br />
- one new unit under construction<br />
Franchise Costs<br />
- information available upon request<br />
Services<br />
- information available upon request<br />
TUTTI FRUTTI<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Casual Dining:<br />
Marie-Line Beauchamp<br />
History, Plans<br />
- founded 1996<br />
- 35+ units in Canada (32 franchised)<br />
Franchise Costs<br />
- initial franchise fee $35,000 to $40,000<br />
- initial investment $578,000 to $830,000<br />
- advertising fee 3%<br />
- royalty fee 5% (6% Alta. and B.C.)<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
URBAN KITCHEN/SELECT<br />
SANDWICH*<br />
SELECT FOOD SERVICES INC.<br />
155 Gordon Baker Rd., Ste. 214<br />
Toronto, ON M2H 3N5<br />
416-391-1244<br />
Director of Franchising: Carol Kahn<br />
History, Plans<br />
- established 1979 in Toronto<br />
- 11 properties in Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- advertising fee 3%<br />
- royalty fee 7%<br />
Services<br />
- information available upon request<br />
VALENTINE<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 1984<br />
- 100+ units in Canada (95 franchised)<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- initial investment $229,000 to $462,000<br />
- advertising fee 2.5%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
VAN HOUTTE<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established 1919 in Montreal<br />
- 51 franchised units in Canada<br />
Franchise Costs<br />
- franchise fee $25,000<br />
- initial investment $241,000 to $623,000<br />
- advertising fee 3%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
VERA’S BURGER SHACK *<br />
42 W. 8th Ave., Ste. 3<br />
Vancouver, BC V5Y 1M7<br />
604-683-8372<br />
President: Gerald Tritt<br />
History, Plans<br />
- established 1977 in Vancouver<br />
- 11 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total cost $164,500 to $353,000<br />
- advertising fee 3.5%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
VIA CIBO ITALIAN STREET FOOD<br />
VIA CIBO FRANCHISING INC<br />
2829 Sherwood Heights Dr., Ste. 101<br />
Oakville, ON L6J 7R7<br />
416-449-2221, ext. 114<br />
VP of Development: Sean Black<br />
History, Plans<br />
- established 2014<br />
- eight units in Canada<br />
- plans to expand franchises in British<br />
Columbia, Alberta, Ontario and Quebec<br />
Franchise Costs<br />
- initial franchise fee $35,000<br />
- equipment/site cost $600,000 to<br />
750,000<br />
- turnkey costs $650,000 to $800,000<br />
- advertising fee 1.5%<br />
- royalty fee 5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- operational support<br />
- purchasing<br />
- social media<br />
- site location<br />
- staff training (opening)<br />
- supplies<br />
VIE & NAM<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
Vice-President: Dennis Ng<br />
History, Plans<br />
- established in 2008 in Montreal<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Service<br />
- advertising/marketing<br />
- design<br />
- financial assistance<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 49
VILLA MADINA<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 2003<br />
- 43 units in Canada (all franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- initial investment $318,000 to $558,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
WASABI GRILL & NOODLE<br />
MTY FRANCHISING INC.<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of QSR: Jason Brading<br />
History, Plans<br />
- founded in 2012<br />
Franchise Costs<br />
- franchise fee $30,000<br />
- initial investment $375,000 to $563,000<br />
- marketing fee 1%<br />
- royalty fee 6% to 7%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
WENDY’S RESTAURANTS OF<br />
CANADA INC.<br />
5515 N. Service Rd., Ste. 201<br />
Burlington, ON. L7L 6G4<br />
905-331-0341<br />
wendys.franchising@wendys.com<br />
Manager, Franchise & Strategic Planning:<br />
Jane Dann<br />
History, Plans<br />
- established in 1969 in Columbus,<br />
Ohio; established in Canada in 1975 in<br />
Hamilton, Ont.<br />
- 391 units in Canada (all franchised)<br />
Franchise Costs<br />
- application fee $5,000 (new franchises)<br />
- initial franchise fee $50,000<br />
- total investment $2,000,000 to<br />
$3,500,000<br />
- advertising fee 4%<br />
- royalty fee 4%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- quality assurance<br />
- site development/location<br />
- staff training<br />
- supplies<br />
WHITE SPOT RESTAURANT<br />
WHITE SPOT LIMITED<br />
200 - 8223 Sherbrooke St.<br />
Vancouver, BC V5X 4E6<br />
604-321-6631<br />
Business Development Manager:<br />
Karen Dosen<br />
History, Plans<br />
- founded 1928 in Vancouver<br />
- 61 units in Canada (37 franchised)<br />
- focusing on growth in Western Canada<br />
Franchise Costs<br />
- initial franchise fee $75,000<br />
- equipment/site cost approx. $1,900,000<br />
(depending on site)<br />
- total cost approx. $1,975,000 (depending<br />
on site)<br />
- advertising fee 2.5%<br />
- royalty fee 5%<br />
- other fees 0.5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
WILLIAMS FRESH CAFE INC.<br />
52 Abbotsford Rd.<br />
Gormley, ON L4A 2C1<br />
416-637-5976<br />
VP, Marketing: Peter Druxerman<br />
History, Plans<br />
- established 1993 in Stratford, Ont.<br />
- 19+ units in Canada (17 franchised)<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total cost $180,000 (express unit) to<br />
$650,000 (sit-down café)<br />
- advertising fee 1%<br />
- royalty fee 6.5%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- franchisee/staff training<br />
- intranet<br />
- lease negotiation<br />
- purchasing<br />
- regional director support<br />
- site location<br />
* Denotes 2021 updates were not received and information is current as of February 2020<br />
WIMPY’S DINER INC. *<br />
160 Konrad Crest., Unit 1<br />
Markham, ON L3R 9T9<br />
888-594-6797<br />
GM: Jim Daikos<br />
History, Plans<br />
- founded 1961<br />
- 61 units in Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- total cost $250,000 to $500,000<br />
- advertising fee 2%<br />
- royalty fee 4%<br />
Services<br />
- information available upon request<br />
WOK BOX FRESH ASIAN<br />
KITCHEN*<br />
19074 22nd Ave., Unit 102<br />
Surrey, BC V3S 3S6<br />
778-545-0233<br />
CEO: Lawrence Eade<br />
History, Plans<br />
- established 2004 in Edmonton<br />
- 53 units in Canada<br />
- expanding in Western Canada during<br />
the next two years; planned growth in<br />
Ontario and Eastern Canada<br />
Franchise Costs<br />
- initial franchise fee $30,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
(THE) WORKS<br />
MTY FRANCHISING INC<br />
8150 Trans-Canada Hwy., Ste. 200<br />
St-Laurent, QC H4S 1M5<br />
514-336-8885<br />
COO of Fast Casual: Marc Benzacar<br />
History, Plans<br />
- established 2001 in Ottawa<br />
- 27 units in Canada (23 franchised)<br />
Franchise Costs<br />
- initial franchise fee $45,000<br />
- total costs $622,000 to $1,063,000<br />
- advertising fee 2%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- purchasing<br />
- site location<br />
- staff training<br />
YEH!<br />
YEH! WORLDWIDE INC.<br />
210 Shields Ct.<br />
Markham, ON L3R 8V2<br />
905-479-8762<br />
CEO: Aaron Serruya<br />
History, Plans<br />
- established 2008 in Quebec<br />
- seven units in Canada<br />
- plans to expand across Quebec<br />
Franchise Costs<br />
- initial franchise cost $32,000<br />
- total costs $219,850 to $399,500<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
YOGURTY’S<br />
INTERNATIONAL FRANCHISING INC.<br />
210 Shields Ct.<br />
Markham, ON L3R 8V2<br />
905-479-8762<br />
Founder: Aaaron Serruya<br />
History, Plans<br />
- established 1987 in Toronto<br />
- 15 units in Canada<br />
- plans to expand across Canada<br />
Franchise Costs<br />
- initial franchise fee $25,000<br />
- equipment/site cost $153,000 to<br />
$483,000<br />
- total costs $178,000 to $508,000<br />
- advertising fee 3%<br />
- royalty fee 6%<br />
Services<br />
- advertising/marketing<br />
- design<br />
- lease negotiation<br />
- management<br />
- purchasing<br />
- site location<br />
- staff training<br />
- supplies<br />
50 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
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TECHNOLOGY<br />
AHEAD OF SCHE<br />
TECHNOLOGY HAS ALLOWED RESTAURANTS TO CREATE A NEW REALITY<br />
BY BRITTAIN BROWN<br />
Brittain Brown is president of<br />
Givex. Since joining Givex in<br />
2003, he’s held various managerial<br />
roles in the national accounts and<br />
Operations divisions and has been<br />
responsible for some of the company’s<br />
largest client successes. As president,<br />
Brown has driven Givex’s international<br />
expansion efforts and<br />
overseen the successful acquisition<br />
of new additions to the Givex<br />
family of companies.<br />
The pandemic served<br />
a harsh blow to the<br />
restaurant industry,<br />
forcing countless establishments<br />
to permanently<br />
shut down, leaving many<br />
Canadians out of work<br />
and, ultimately, cutting<br />
people off from the local<br />
watering holes that, for<br />
many, served as critical community hubs.<br />
The realization that the only way out of this<br />
is through it, had restaurant owners across<br />
the country quickly finding ways to adapt<br />
to the new normal, implementing technology<br />
to enhance safety for staff and guests and<br />
pivoting their services and operations to<br />
meet evolving customer demands. After a<br />
year of innovative technology adoption and<br />
re-imagining the restaurant experience, the<br />
profound resilience of this tenacious industry<br />
has catapulted restaurants far into the future,<br />
accelerating the modernization of operations<br />
and launching them into a new reality.<br />
OUT WITH THE OLD, IN WITH<br />
THE NEW NORMAL<br />
COVID-19 came in like a wrecking ball, devastating<br />
restaurants across the country and leaving<br />
the survivors grappling with how to. While<br />
many fast-food restaurants were able to maintain<br />
drive-thru operations and some restaurants<br />
were able to switch to a take-out model, dining<br />
establishments that relied primarily on dine-in<br />
service lacked the technology and infrastructure<br />
to keep running — a reality that forced immediate<br />
and sweeping closures. Since the beginning<br />
ISTOCK.COM/TIJANA87<br />
52 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
DULE<br />
of the pandemic, at least 10,000 restaurants have<br />
closed across Canada, according to Restaurants<br />
Canada, which reported industry layoffs totalling<br />
approximately 800,000 at the height of<br />
COVID-19. Turning to technology was the only<br />
way for many establishments to survive.<br />
Social restrictions and lockdowns resulted<br />
in a surge in delivery and takeout as Canadians<br />
continued to support local businesses from the<br />
comfort of their homes, requiring restaurants<br />
to establish digital systems to accommodate the<br />
influx of orders. Many businesses utilized thirdparty-delivery<br />
apps to reach new customers, capitalizing<br />
on the easy set up and access to drivers.<br />
Others opted to develop in-house ordering<br />
systems, which allowed them complete control<br />
over customer service and the ability to drive<br />
customer loyalty without the costly fees of<br />
third-party apps. User-friendly online solutions<br />
were critical in streamlining ordering to<br />
maintain restaurants’ revenue.<br />
Adopting in-house technology to<br />
streamline orders has also been critical in<br />
reducing costs and maintaining efficiency.<br />
Implementing kitchen display systems<br />
(KDS) allows restaurants to streamline<br />
orders for the back-of-house by replacing<br />
the traditional paper-chit system with<br />
digital tools. In kitchens known for their<br />
fast-paced and chaotic environments, KDS<br />
streamline food preparation by automatically<br />
calculating cooking times and queuing<br />
up orders, negating the need to shout across<br />
the kitchen and preventing food waste and<br />
other costly errors caused by the manual<br />
organization of paper chits at the risk of<br />
misplacing or mis-ordering them.<br />
Restaurants have also widely adopted technology<br />
for the front of house to improve efficiency<br />
and reduce high-touch points in a dedicated<br />
effort to enhance safety for both staff and<br />
guests. Since the beginning of the pandemic,<br />
there’s been a notable spike in tableside QR<br />
codes to direct guests to digital menus accessible<br />
from smartphones, as restaurants quickly<br />
worked to reduce touch points by replacing<br />
physical menus with online-ordering tools. QR<br />
codes also served to direct guests to restaurants’<br />
social-media channels and website.<br />
FOODSERVICEANDHOSPITALITY.COM<br />
Many restaurants replaced shared point-ofsales<br />
(POS) systems with personal, handheld<br />
tablets for servers. This not only limits contact<br />
by preventing servers from lining up for their<br />
turn at a shared POS system, but reduces the<br />
risk of costly errors by allowing servers to ring<br />
through an order directly at the table placing<br />
it. Additionally, contactless payment options<br />
have become the new normal, with touchless<br />
technology such as tap payments more often<br />
expected than considered a luxury.<br />
The demand for gift cards also grew, offering<br />
customers a means of supporting local businesses<br />
at the start of the pandemic, and hitting new<br />
records during the holiday season as e-gift cards<br />
provided a safe solution to gift-giving. Ongoing<br />
safety concerns meant that gift cards became an<br />
ideal form of payment to reduce the use of cash.<br />
LEVERAGING FUTURISTIC<br />
TECHNOLOGY<br />
The re-imagining of restaurant operations has<br />
catapulted the industry into the otherwise distant<br />
future, expediting restaurant innovation<br />
to levels well beyond where we expected to be<br />
at this point in time.<br />
In many ways, the restaurant experience is<br />
being re-designed to meet evolving customer<br />
demands and expectations of heightened safety<br />
protocols, especially as customers continue to<br />
opt for convenience and at-home dining. If the<br />
future of restaurants relies on automation, then<br />
Toronto’s Box’d has a vision we can expect to<br />
see more of. Box’d operates on a new model<br />
whereby a digital-ordering system and contactless<br />
pick-up has removed any need for frontof-house<br />
staff. Robots may have seemed like<br />
an unattainable futuristic idea, but 2020 has<br />
evidently launched us into the future.<br />
Similarly, quick-service restaurants are<br />
implementing new concepts to re-define the<br />
drive-thru experience. The launch of Taco<br />
Bell’s new “Go-Mobile” concept is a sign of<br />
the shift in drive-thrus as they begin to offer<br />
digital ordering through mobile apps to create<br />
a frictionless ordering experience.<br />
While previously, loyal bar patrons may<br />
have been missing their favourite bartenders,<br />
convenience and health concerns have customers<br />
avoiding in-store experiences, meaning<br />
the date nights and trips to the grocery<br />
store are increasingly replaced by delivery<br />
services — and restaurants are taking note.<br />
Through in-house ordering platforms, many<br />
restaurants have pivoted their services to<br />
offer grocery delivery and meal kits, capitalizing<br />
on the stay-at-home trend and meeting customers<br />
where they are — at home.<br />
TRENDS TO LOOK OUT FOR<br />
Last year saw rapid digitization and the rise of<br />
the country’s most tech-savvy restaurants,<br />
catapulting 2021 into an evolved state, lightyears<br />
ahead of previous forecasts, and giving<br />
restaurants the tools to re-boot once restrictions<br />
are lifted. As vaccines roll out, the weather<br />
improves and restaurant patrons slowly<br />
begin to re-introduce dining out into their<br />
weekly routines, the restaurant industry will<br />
continue to evolve to meet the ever-changing<br />
demands of its beloved and loyal customers.<br />
While foodservice has already shifted to<br />
require reduced contact between servers and<br />
guests, we anticipate the increased reliance on<br />
support-staff to cater to guests’ needs. As many<br />
longtime hospitality workers have left the industry<br />
in search of stable employment during the<br />
pandemic, advanced technology that streamlines<br />
ordering and service operations will support an<br />
increase in entry-level positions and support<br />
staff roles. New positions will likely be created<br />
for delivery and sanitation management, to<br />
ensure all customer needs are met and safety<br />
is the utmost concern. For restaurants operating<br />
with servers, we expect to see more widely<br />
adopted personal tablets for front-of-house<br />
staff to reduce shared touchpoints and streamline<br />
orders. Tableside QR codes with ordering<br />
capabilities could also blossom as a means of<br />
frictionless ordering and payment for an automated<br />
tableside experience.<br />
Now that restaurateurs have had time to settle<br />
into the digital world, this will be an opportunity<br />
to re-claim ownership of the customer experience<br />
from third-party apps. We’ll likely see widespread<br />
adoption of in-house integrated-ordering apps,<br />
which will allow restaurants to have complete<br />
control over customer satisfaction and food-delivery<br />
quality, reservations and loyalty programs that<br />
will encourage returning customers.<br />
The restaurant industry has undergone a<br />
dynamic transformation, evolving rapidly to<br />
meet the ever-changing needs of customers and<br />
ensuring safety is always the top priority. If 2020<br />
taught us anything, it’s that we can’t predict the<br />
future. But the widespread adoption of innovative<br />
restaurant technology and savvy restaurateurs<br />
will ensure that the industry is not just<br />
well-prepared to weather any storm, it’s created<br />
a new reality ahead of schedule. We’ve imagined<br />
what the future could look like — we’re already<br />
living in it. FH<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 53
WE FOUND THAT, AFTER<br />
THE FIRST MONTH OR<br />
TWO OF PEOPLE BEING<br />
LOCKED DOWN AND<br />
HAVING CASUAL FOOD EVERY<br />
SINGLE DAY, THERE WAS A<br />
DEMAND AND NEED FOR<br />
HIGH-END DINING<br />
AT HOME<br />
ISTOCK.COM/DISOBEYART<br />
54 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
CHALLENGES & OPPORTUNITIES<br />
TAKE<br />
TWO<br />
COVID-19 restrictions offered<br />
opportunities for operators to<br />
re-think takeout strategies<br />
THE CHALLENGE<br />
BY AMY BOSTOCK<br />
When dining-rooms shuttered<br />
across the country, operators<br />
were forced to re-think their takeout<br />
strategies in order to survive.<br />
While some segments — such<br />
as quick-service and fast-casual<br />
restaurants — were better suited<br />
to pivot, for others, a number of<br />
challenges presented themselves.<br />
“We’ve always taken pride<br />
in having a very diverse portfolio,”<br />
says Nick Di Donato,<br />
president and CEO of Liberty<br />
Entertainment Group (LEG).<br />
“We go from casual dining (Cibo<br />
Wine Bar), which always offered<br />
takeout and was ready to move<br />
forward [during COVID-19], to<br />
BlueBlood, a very high-end steakhouse<br />
with very expensive products.”<br />
With the average check at<br />
BlueBlood ranging between $75<br />
to $100 per person, ensuring the<br />
quality of the takeout experience<br />
matched that of in-restaurant<br />
dining was a challenge. “When<br />
people are spending that kind of<br />
money, they want to have that<br />
quality. We knew steak would<br />
lend itself to being able to be<br />
packaged, because the quality of<br />
steak would resonate, but [the<br />
challenge was] finding the right<br />
packaging, the right containers,<br />
the right products.”<br />
Making space to offer takeout<br />
safely, while adhering to physicaldistancing<br />
guidelines, can also<br />
prove challenging — especially<br />
to restaurants with smaller footprints.<br />
For Vancouver-based<br />
Browns Restaurant Group, (BRG)<br />
which has a number of casualdining<br />
brands under its umbrella,<br />
that meant re-thinking the layout<br />
of their restaurants.<br />
“We’ve increased takeout<br />
packaging and pick-up area<br />
allocation, as well as designating<br />
specific driver access doors wherever<br />
possible to reduce contact<br />
occasions,” explains Bruce Fox,<br />
executive vice-president, Business<br />
Development for Browns (BRG).<br />
Changing consumer behaviour<br />
also impacted takeout<br />
success, says Di Donato. “[Our<br />
takeout business] fluctuates<br />
based on timing and periods. For<br />
example, during special events<br />
such as the Christmas season or<br />
Thanksgiving, it goes up a little<br />
bit, but I found it slowed down<br />
a little bit in January, because<br />
people are staying at home and<br />
making their own food — they<br />
may be getting tired of takeout all<br />
the time.”<br />
THE OPPORTUNITY<br />
While takeout is not a substitute<br />
for in-restaurant dining, Di<br />
Donato says government wage<br />
and rent subsidies are making it<br />
a sustainable alternative in the<br />
short term and, long-term, will<br />
help make re-opening the diningroom<br />
easier.<br />
“Right now, I’ve got my executive<br />
chef for every restaurant,<br />
I’ve got my general manager, my<br />
sous chef and her other assistant<br />
manager, all working. And so,<br />
when I’m re-opening, they can<br />
create and build our team.<br />
While Cibo Wine Bar already<br />
had the logistics of takeout —<br />
from online ordering to packaging<br />
and containers — Di Donato<br />
wondered about the feasibility of<br />
BlueBlood offering its menu to go.<br />
It was here he found an unexpected<br />
opportunity with a consumer<br />
base craving the finer things.<br />
“We decided it was feasible to<br />
create some fantastic products,<br />
but we’d have to scale it a little<br />
bit so it would be more accessible<br />
to homes,” says Di Donato, adding<br />
choosing the right packaging,<br />
containers and products was key<br />
to maintaining both food quality<br />
and the concept’s fine-dining<br />
image. “We found that, after the<br />
first month or two of people<br />
being locked down and having<br />
casual food every single day, there<br />
was a demand and need for highend<br />
dining at home.”<br />
BlueBlood’s current takeout<br />
offerings include Alaskan Crab<br />
Fritters with dill and jalapeño aioli<br />
($22), Short-Rib Wellington ($55),<br />
a selection of steaks ($60 to $75),<br />
side dishes, sauces and desserts.<br />
Di Donato says every order is also<br />
packed with a hand-written note<br />
from the BlueBlood team.<br />
Overall, LEG used the challenges<br />
thrown at it by the pandemic to<br />
find opportunities to re-visit and<br />
re-think its pickup model “and<br />
really fine tune them to be more<br />
effective and make it a part of our<br />
business. We’ve gone through the<br />
effort of creating many [takeout]<br />
packages — cost effective ones —<br />
and can produce a great product to<br />
take home, so that will stay with us<br />
moving forward.”<br />
One of the biggest opportunities,<br />
says Di Donato, has been the new<br />
ability to sell wine and spirits as<br />
part of the company’s takeaway<br />
and delivery options. “This was<br />
not previously permitted, but<br />
the new government provisions<br />
mean we can include a selection<br />
of wine and beer for delivery,<br />
which has allowed us to increase<br />
our sales.”<br />
He’s also taken the opportunity<br />
to “cut the fat” when it comes<br />
to operations. “We’ve become<br />
lean, more effective and have<br />
been forced to look at our weekly<br />
and monthly costs and come up<br />
with ways to do things a little<br />
more cost effectively. This business<br />
really is a nickel-and-dime<br />
business so cutting some of those<br />
costs and being more effective will<br />
make a difference — and that<br />
will continue on as we come out<br />
of this.” FH<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 55
TRADING<br />
SPACES<br />
Inventory levels fall as operators<br />
shift their focus to smaller footprints<br />
BY AMY BOSTOCK<br />
ISTOCK.COM/HALFPOINT<br />
56 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
CHALLENGES & OPPORTUNITIES<br />
THERE’S A LOT OF GREAT<br />
COLLABORATION HAPPENING<br />
IN THE FOODSERVICE<br />
INDUSTRY WITH OPERATORS —<br />
SHARING SPACE, DEVELOPING<br />
NEW PROJECTS AND<br />
COLLABORATING IN SUPPORT<br />
OF ONE ANOTHER — LOTS<br />
OF CREATIVITY<br />
THE CHALLENGE<br />
In <strong>March</strong>, the phones at Torontobased<br />
CHI Real Estate Group, a<br />
hospitality-business broker that<br />
helps clients buy and sell restaurants<br />
and commercial properties,<br />
stopped ringing.<br />
“The number of incoming<br />
calls our team receives is a good<br />
indication of the market. The<br />
month of <strong>March</strong> was definitely<br />
‘a brace-and-see-what-happens’<br />
month,” says Ori Grad, broker<br />
and managing director at CHI.<br />
“Our team works as a trusted<br />
partner to some of our city’s finest<br />
restaurateurs with high-quality<br />
locations. A lot of what we do<br />
is discreet and off-market. The<br />
buyers generally attracted to the<br />
calibre of opportunities we offer<br />
dried up and the phone pretty<br />
much stopped ringing.”<br />
In mid-<strong>April</strong>, he says the<br />
phone started ringing again and,<br />
by summer, his team was back to<br />
being busy, but most callers were<br />
window shopping or looking to<br />
downsize their operations.<br />
“January and February 2020<br />
were historically bad months<br />
for many businesses,” says Grad.<br />
“The combined impact of the<br />
minimum-wage increases and the<br />
uptick in the costs of goods affected<br />
the industry. Typically, business<br />
owners can look forward to business<br />
improvement in <strong>March</strong>, but this is<br />
when the province-wide shutdown<br />
occurred, leaving most owners<br />
in the most stressful situation of<br />
their career.<br />
“We know picking up the<br />
phone to call us is sometimes not<br />
an easy decision to make. While<br />
there’s a tremendous outpouring<br />
of support for the restaurant<br />
industry, at the end of the day, if<br />
continuing to operate your business<br />
does not make good financial sense,<br />
there’s no shame in admitting defeat<br />
by a global pandemic.”<br />
Bruce Fox, executive vicepresident,<br />
Business Development<br />
for Vancouver-based Browns<br />
Restaurant Group, says the biggest<br />
real-state issue facing his company<br />
right now is rent. “Reduced<br />
seating means reduced revenue,”<br />
he says. “Profit margins are thin<br />
enough in good times and the<br />
pandemic formula, with higher<br />
delivery fees and reduced dine-in<br />
revenue, is a death sentence for<br />
marginal units.” Fortunately, he<br />
adds, “we have very few that fall<br />
into that category and our franchisees<br />
are sharp operators, willing<br />
to adapt.”<br />
As restaurants were forced to<br />
close dining-rooms and pivot to<br />
takeout and delivery only, Grad<br />
says there was a significant shift<br />
in demand for locations with<br />
outdoor space. “Outdoor space<br />
turned into an extremely hot commodity.<br />
We also saw a considerable<br />
increase in demand for smaller<br />
takeout spots in busy areas, but<br />
at the time, landlords were still<br />
expecting 2019 rental rates.”<br />
Browns’ concepts, which<br />
have always boasted small, more<br />
efficient footprints, made some<br />
immediate changes when the<br />
pandemic first hit, pivoting to<br />
COVID-19-compliant seating<br />
“We added plenty of (high-quality)<br />
Plexiglas barriers and have<br />
increased spacing,” says Fox. “We<br />
now remove seats that are not in<br />
use rather than leaving them in<br />
and closing off tables, which just<br />
leads to unnecessary guest discussions/explanations<br />
about why<br />
they can’t sit at a vacant table.”<br />
According to Grad, operators<br />
shifted their focus to quick-service<br />
locations under 1,500 sq. ft.<br />
instead of larger dine-in locations<br />
and locations in the suburbs<br />
became more desirable than those<br />
in downtown Toronto. “Suburban<br />
plazas with direct-entry QSR<br />
[units] became a prized location,<br />
and many independents and franchisors<br />
were chasing after them.”<br />
The rapid rise of off-premise<br />
dining, says Vince Sgabellone,<br />
industry analyst, Canada<br />
Foodservice at NPD Group, has<br />
forced operators to think of new<br />
and faster ways to fill these orders.<br />
Dedicated digital drive-thru lanes,<br />
touchless pick-up lobbies, multiple<br />
drive-thru lanes and curb-side<br />
pickup parking are all considerations<br />
when looking at locations.<br />
As a result all of these shifts,<br />
inventory became a challenge as<br />
there was a lack of suitable spaces<br />
under 2,000 sq. ft. that were in a<br />
good location, but not part of an<br />
existing mall/plaza. Although one<br />
would expect that there would be<br />
a lot of lease availability and lower<br />
lease rates, Grad says for the most<br />
part, there has been little restaurant<br />
inventory. “Existing operators<br />
and their landlords are receiving<br />
assistance through the various<br />
subsidies and programs. There’s<br />
still a risk that a flood of vacancies<br />
may come at some point,<br />
depending on the recovery speed<br />
and the continuation of government<br />
stimulus, but all in all, the<br />
government programs have helped<br />
to avoid a catastrophe thus far.”<br />
THE OPPORTUNITY<br />
As the real-estate challenges<br />
brought on by COVID-19 continued<br />
to mount, CHI took the<br />
opportunity to offer consultations<br />
with its landlord and tenant<br />
clients, participated in educational<br />
offerings with Restaurants<br />
Canada and shared information<br />
via its blog. “There was going<br />
to be no easy or immediate<br />
solution,” says Grad. “The best<br />
way forward was to foster an<br />
open and transparent relationship<br />
where both parties worked<br />
together and compromised to<br />
stay resilient. It was a matter of<br />
trying to draw out the humanity<br />
and creativity required to confront<br />
such a unique and challenging<br />
situation as COVID-19.”<br />
Grad says the situation showed<br />
landlords that tenants cannot pay<br />
the same for rent as they did in<br />
good times — especially in certain<br />
areas that have been affected<br />
the most by COVID-19, such<br />
as financial districts. “Rent and<br />
additional rents (TMI) are high<br />
in the financial core and, without<br />
people going into their offices to<br />
work, restaurants in these pockets<br />
are struggling for consumers,”<br />
says Grad.<br />
It’s a situation that helped fuel<br />
the rise of ghost kitchens, says<br />
Grad. “We have a lot of interest<br />
in ghost kitchens — essentially, a<br />
place in a busy area that is already<br />
set up for foodservice but at discounted<br />
rental rates. These are hard<br />
to come by as downtown Toronto<br />
is expensive, even if it is an industrial<br />
building on a side street.”<br />
CHI has also seen an increased<br />
demand from investors wanting<br />
to buy commercial buildings with<br />
restaurants. “There’s a lot of great<br />
collaboration happening in the<br />
foodservice industry with operators<br />
— sharing space, developing<br />
new projects and collaborating in<br />
support of one another — lots of<br />
creativity,” says Grad. FH<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 57
SLUG HERE<br />
ISTOCK.COM/APIWAN BORRIKONRATCHATA<br />
ROLL<br />
CALL<br />
Operators are forced to reexamine<br />
staffing strategies in<br />
the wake of COVID-19 restrictions<br />
BY AMY BOSTOCK<br />
58 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
CHALLENGES & OPPORTUNITIES<br />
THE CHALLENGE<br />
According to Restaurants<br />
Canada’s Restaurant Outlook<br />
Survey published in <strong>April</strong> 2020,<br />
an estimated 800,000 foodservice<br />
employees were either laid off or<br />
not currently working as a result<br />
of government-imposed restrictions<br />
put in place to slow the<br />
spread of COVID-19.<br />
“The initial effects were like a<br />
Tsunami that kept on coming and<br />
[there was] no real plan for such<br />
an event as everything happened<br />
very quickly,” recalls Dorrie Karras,<br />
CEO of Calgary-based OPA! Of<br />
Greece. “Our first priority was to<br />
support our franchisees, as most<br />
were forced to close or limit their<br />
operations. We proceeded to slash<br />
royalties and marketing fees by 66<br />
per cent in the form of an abatement<br />
and not a deferral.”<br />
That meant the fast-casual<br />
chain now had its major revenue<br />
stream reduced to 33 per cent.<br />
“And that was on much lower<br />
sales, which meant we had to cut<br />
expenses to keep the company<br />
OUR FIRST<br />
PRIORITY WAS TO<br />
SUPPORT OUR<br />
FRANCHISEES, AS MOST<br />
WERE FORCED TO CLOSE<br />
OR LIMIT THEIR<br />
OPERATIONS<br />
from bleeding at a rapid rate. At<br />
that time, I had to make one of<br />
the most difficult decisions of<br />
my professional career and layoff<br />
almost half the head-office staff.<br />
The remaining staff’s salaries and<br />
hours were also cut, but after a few<br />
months, all staff were brought back<br />
and full salaries reinstated.”<br />
Finding ways to keep people was<br />
a challenge also faced by Calgarybased<br />
Browns Restaurant Group<br />
(BRG). “We have so many great<br />
people in our restaurants and the<br />
biggest challenge has been to find<br />
ways to sustain sales revenues to<br />
allow us to keep as many of our<br />
people employed as possible,” says<br />
James MacFarlane, vice-president,<br />
Operations at BRG. “Maximizing<br />
our off-premise dining as a sales<br />
channel has been key in this effort.<br />
We have adopted new technologies,<br />
adjusted how we operate, changed<br />
our floor plans and our restaurant<br />
designs all to facilitate greater offpremise<br />
sales while keeping our<br />
guests and our teams safe.”<br />
The logistics of staffing were<br />
also a challenge, as regulations<br />
across the country continued<br />
to change when the virus hit its<br />
second wave and sales volumes<br />
continued to fluctuate.<br />
“Typically, in our restaurants,<br />
we can forecast our daily/weekly<br />
sales quite accurately to allow us<br />
to schedule properly to provide<br />
the best possible guest experience,”<br />
says MacFarlane. “Through<br />
the pandemic, forecasting has<br />
become challenging. Consumer<br />
spending habits and patterns seem<br />
to change weekly, depending on<br />
reports in the news or changes in<br />
provincial COVID-19 regulations.<br />
This has resulted in some tough<br />
times for our teams where we have<br />
been unexpectedly understaffed.<br />
Conversely there have been periods<br />
of overstaffing that have challenged<br />
us financially.”<br />
Changes to roles and responsibilities<br />
as a result of these fluctuations<br />
presented yet another<br />
challenge for BRG. “In our<br />
restaurants, and throughout our<br />
organization, our people have<br />
taken on more work or different<br />
work than they did before.<br />
Keeping people engaged and<br />
feeling valued while they take on<br />
more work, or work they weren’t<br />
accustomed to, is an ongoing<br />
challenge,” says MacFarlane.<br />
And as an industry that relies<br />
heavily on part-time workers,<br />
MacFarlane says the introduction of<br />
the Canadian Emergency Response<br />
Benefit (CERB) meant, in many<br />
cases, “we have not been able to<br />
secure the part-time people we need<br />
as they have opted to not work and<br />
collect the CERB benefit instead.”<br />
MacFarlane says, at BRG, “we<br />
haven’t needed to do much hiring,<br />
but when we have, it’s clear that<br />
experienced staff and managers<br />
are not actively looking for work.<br />
We hope that this is because experienced<br />
people are staying put in<br />
their current roles, but we fear this<br />
is a sign that many experienced<br />
people have fled the F&B business<br />
in search of a more stable sector.”<br />
THE OPPORTUNITY<br />
In the 2020 Canadian Chain<br />
Restaurant Industry Review published<br />
by CWB, NPD Group<br />
and fsSTRATEGY, Allan Dick,<br />
co-managing partner, Sotos LLP,<br />
predicted the volume of restaurant<br />
closures “would generate<br />
a tremendous pool of available<br />
employees at a time when<br />
demand had previously outstripped<br />
supply — a trend which<br />
had previously been expected to<br />
accelerate rather than decline.”<br />
The opportunity now exists, says<br />
Dick, for restaurant owners to be<br />
aggressive in attracting top talent.<br />
This is also the time, says<br />
MacFarlane, to re-examine operational<br />
efficiencies. “While we’ve<br />
always prided ourselves on being<br />
very effective and efficient in running<br />
well-planned and well-costed<br />
schedules, the pandemic forced us<br />
to re-visit what lean looked like. In<br />
order to survive the worst days of<br />
the initial COVID-19 shutdown,<br />
and ups and downs since then,<br />
we had to re-visit every minute<br />
of every schedule shift for every<br />
person in our restaurants. This<br />
perspective has allowed us to really<br />
zero-in on where inefficiencies<br />
have existed in the past and how<br />
we can better deploy our people.”<br />
He also points to the newfound<br />
opportunity for cross<br />
training and teamwork as a silver<br />
lining over the past year. “From<br />
our GMs and chefs through to the<br />
front- and back-of-house staff,<br />
everyone has had to become more<br />
knowledgeable and versatile. This<br />
has resulted in improved efficiency<br />
levels and an increase in comradery<br />
and pride,” says MacFarlane.<br />
The biggest opportunity<br />
Karras says he was able to leverage<br />
at Opa! was the “benefit of clear,<br />
open communication. To keep<br />
our restaurants open and make<br />
sure our team rosters were full, we<br />
needed to trust each other (to follow<br />
the rules, to stay home when<br />
you’re sick and come to work when<br />
you’re not). Clear expectations,<br />
strong commitments and trust are<br />
essential and you can’t have those<br />
without communication.”<br />
Operationally, he said the chain<br />
adjusted and accommodated along<br />
the way, but has not made any<br />
permanent changes. “There’s been<br />
a tectonic shift to online ordering,<br />
[which has] added an extra level<br />
of complexity to the stores. For<br />
that reason, we continue to investigate<br />
and adopt new technologies<br />
that can make the operators’ lives<br />
less stressful in managing the new<br />
way of doing things.”<br />
“COVID-19 has thrust change<br />
upon us in many parts of our<br />
business,” agrees MacFarlane.<br />
“This rapid succession of change<br />
and adaptation has made our<br />
teams nimbler and has better<br />
equipped everyone in our restaurants<br />
to handle the evolutions<br />
that will be critical in our recovery<br />
going forward.” FH<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 59
AS RESTAURANTS PLAN FOR<br />
RECOVERY, A CONSISTENT SUPPLY<br />
OF FRESH, LOCAL FOOD CAN HELP<br />
MINIMIZE COSTS AND ENSURE<br />
AVAILABILITY OF KEY INGREDIENTS.<br />
FOCUSING ON STAPLES WILL HELP<br />
DRAW IN GUESTS BY SATISFYING<br />
THEIR CRAVING FOR COMFORT IN<br />
UNCERTAIN TIMES<br />
ISTOCK.COM/HALFPOINT<br />
60 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
CHALLENGES & OPPORTUNITIES<br />
THE CHALLENGE<br />
COST<br />
CRUNCH<br />
New challenges are shifting<br />
restaurants’ operating costs<br />
In an industry with notably low<br />
margins, inflation and added<br />
expenses have a significant<br />
impact on profitability. And,<br />
given revenues have been negatively<br />
impacted by the ongoing<br />
crisis, increased costs weigh heavy<br />
on operators.<br />
As, Nick Di Donato, president<br />
& CEO of Toronto-based Liberty<br />
Entertainment Group, explains,<br />
efforts to pivot to different revenue<br />
streams weren’t enough to<br />
make up for restrictions. “There’s<br />
no way anybody can be profitable<br />
under those circumstances, where<br />
you still have to pay rent, taxes,<br />
hydro and so on, in large spaces,<br />
and your sales were minimal.”<br />
fsSTRATEGY Inc.’s 2020<br />
C-Suite Survey indicates the<br />
majority of industry leaders (68<br />
per cent) expect the cost of sales<br />
as a percentage of revenues to<br />
change in 2021 (up from 60 per<br />
cent in 2019). And, 16 per cent<br />
of respondents anticipate cost of<br />
BY DANIELLE SCHALK<br />
goods sold will increase by more<br />
than two per cent this year.<br />
In terms of food costs, the 11th<br />
edition of Canada’s Food Price<br />
Report predicts an overall foodprice<br />
increase of three to five per<br />
cent for 2021. The report forecasts<br />
meat and vegetables will see some<br />
of the most significant increases,<br />
with expected increases of 4.5 to<br />
6.5 per cent for both categories.<br />
Most C-Suite Survey respondents<br />
(60 per cent) also indicated<br />
they expected other operating<br />
costs (such as utilities, repair and<br />
maintenance, advertising and<br />
promotion) as a percentage of<br />
revenues will increase in 2021.<br />
And, an increase of 0.1 to 1.5 per<br />
cent is anticipated by about half<br />
(48 per cent) of those surveyed.<br />
Continuous efforts to adapt to<br />
ongoing restrictions and requirements<br />
have also proved taxing.<br />
In fact, a recent survey of The<br />
Fifteen Group’s Canadian restaurant<br />
clients found the businesses<br />
had spent an average of $15,000<br />
on pandemic-specific operational<br />
changes. David Hopkins, president<br />
of the Toronto-based consulting<br />
agency, points to items such as<br />
personal protective equipment,<br />
enhanced cleaning supplies, airfiltration<br />
units and patio improvements<br />
as additional expenses<br />
restaurants have taken on.<br />
“In terms of long-term [challenges],<br />
certainly the biggest one<br />
we’re trying to model out for our<br />
clients is the overall, long-term<br />
impact of takeout and delivery<br />
service,” says Hopkins. As he points<br />
out, when third-party services cannibalize<br />
direct/on-site sales, it takes<br />
a real toll. “If you’re a $2-million<br />
restaurant and $100,000 of that<br />
revenue pivots to ordering from<br />
[third-party delivery] instead of<br />
either picking it up themselves or<br />
going to your restaurant, then that’s<br />
costing you $30,000 in straight<br />
profit that you would have had<br />
otherwise,” he explains.<br />
And, he adds, increased demand<br />
for takeout also results in an<br />
increased need for packaging supplies,<br />
which, as we approach a<br />
national ban on many single-use<br />
plastics, represent a greater expense<br />
than in the past. “Restaurants are<br />
going to have to start factoring that<br />
into their entire pricing model,”<br />
adds Hopkins.<br />
THE OPPORTUNITY<br />
The residual effects of the pandemic<br />
are expected to present<br />
some opportunities and relief<br />
on certain operating-cost fronts.<br />
“Probably the biggest one we’re<br />
expecting, and we’re already seeing,<br />
is with the labour market,”<br />
shares Hopkins, noting the current<br />
environment has shifted this<br />
to an employer market — at least<br />
for the short term.<br />
Similarly, restaurant closures<br />
have made the rent market more<br />
favourable. Hopkins notes this<br />
almost exclusively impacts new<br />
openings, but there may be room<br />
for established restaurants to<br />
negotiate better deals.<br />
And, while increased food<br />
costs present a challenge, as<br />
Hopkins explains, coping with<br />
challenges around meat pricing<br />
over the last five years has<br />
dwarfed recent changes in this<br />
category. Having weathered this<br />
on-going problem, he is confident<br />
operators are well equipped to<br />
pivot their menus and pricing to<br />
accommodate increases.<br />
“As restaurants plan for recovery,<br />
a consistent supply of fresh,<br />
local food can help minimize<br />
costs and ensure availability of<br />
key ingredients. Focusing on<br />
staples will help draw in guests<br />
by satisfying their craving for<br />
comfort in uncertain times,”<br />
Sarah Caron, director, Marketing<br />
and Nutrition, Egg Farmers of<br />
Canada, stated in Restaurants<br />
Canada’s Foodservice Facts 2020.<br />
Through this time, restaurateurs<br />
have been forced to adapt and, in<br />
many cases, become more agile in<br />
order to run their businesses as efficiently<br />
as possible. “The restaurant<br />
industry, as a whole, has demonstrated<br />
just how resilient, creative<br />
and innovative it is,” Brian Deck,<br />
CEO of Smooth Commerce, said<br />
during the Canadian Restaurant<br />
Investment & Leadership Summit<br />
in November.<br />
For example, Oakville, Ont.-<br />
based The WORKS Craft Burgers<br />
& Beer took the pandemic as<br />
an opportunity to re-create and<br />
evolve the brand. Changes included<br />
reducing the brand’s menu by<br />
about 20 per cent to help streamline<br />
operations. However, as part<br />
of the re-design, the brand also<br />
introduced a wider selection of<br />
craft beer, new craft poutines and<br />
added successful LTOs such as<br />
The Tragically Maple burger to<br />
the permanent menu.<br />
As the brand’s president, Bruce<br />
Miller explains, these efforts were<br />
made “to make sure that, when<br />
we come out of the pandemic,<br />
that we are set up for success.” FH<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 61
ISTOCK.COM/AKE1150SB<br />
DELIVERING<br />
CONFIDENCE<br />
New delivery procedures ensure orders get<br />
from place to place without the need for<br />
face-to-face contact<br />
BY DANIELLE SCHALK<br />
62 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
CHALLENGES & OPPORTUNITIES<br />
THE CHALLENGE<br />
In order to ensure consumer<br />
confidence and continued trust,<br />
companies offering food delivery<br />
— both in-house and third-party<br />
— were forced to scramble to<br />
define protocols and implement<br />
the digital infrastructure to enable<br />
effective contactless delivery to<br />
meet the demand brought on by<br />
the sudden onset of the pandemic.<br />
The fact that this was essentially<br />
a new service only added to<br />
the challenge restaurants faced<br />
when navigating how to implement<br />
it. Ordering systems now<br />
had to facilitate pre-payment and<br />
collection of drop-off instructions;<br />
restaurant staff and delivery<br />
drivers had to be trained on new<br />
procedures; and many operators<br />
sourced solutions for tamperevident<br />
packaging.<br />
“We’re privileged to be able to<br />
AGILITY HAS BECOME<br />
ESSENTIAL TO BUSINESS<br />
SUCCESS AND DIGITAL-<br />
TECHNOLOGY ADOPTION<br />
THE MAJOR ENABLER. THE<br />
URGENCY TO ADVANCE HEALTH<br />
AND SAFETY AND CONSUMER<br />
CONVENIENCE IS FAST-TRACKING<br />
INNOVATION TO ORGANIZATIONAL<br />
BUSINESS MODELS IN<br />
THE INDUSTRY<br />
provide service to our customers,<br />
but having to incorporate<br />
new zero-contact procedures<br />
— whether it’s delivery or<br />
carry out — [required] a lot<br />
of work,” shares Jeff Kacmarek,<br />
VP Marketing and Product<br />
Development, Domino’s Pizza of<br />
Canada. “A lot of changes have<br />
taken place in our operations as<br />
a result.”<br />
Restaurants had to update<br />
their digital-ordering platforms,<br />
which let to brands such as Swiss<br />
Chalet releasing updated mobile<br />
apps featuring integration with<br />
new contactless-delivery and<br />
curbside-pickup options.<br />
And, once everything was in<br />
place, significant effort had to<br />
be put into communicating the<br />
new offering and educating customers<br />
on the new procedures.<br />
Depending on the contactlessdelivery<br />
procedures employed,<br />
communicating with customers<br />
through the delivery process<br />
has also become increasingly<br />
important.<br />
In an open letter released<br />
during the early days of the<br />
pandemic, Restaurant Brands<br />
International CEO Jose Cil<br />
highlighted the significant work<br />
a company of its scale had to<br />
undertake to quickly respond to<br />
these needs. “Our in-house digital<br />
team has done great work to<br />
rapidly expand and enhance our<br />
online-ordering platforms for all<br />
three brands,” he explained. “At<br />
the same time, our marketing<br />
teams have quickly pivoted to redirect<br />
our substantial marketing<br />
efforts to focus on the importance<br />
and safety of our mobile<br />
app, delivery and drive-thru<br />
channels, in addition to other<br />
major health-and-safety measures<br />
like contactless payments.”<br />
Using tech to communicate<br />
health and safety is of great<br />
importance, Manoj Jasra, Chief<br />
Marketing & Digital Officer,<br />
Northland Properties, stressed<br />
during the Canadian Restaurant<br />
Investment & Leadership Summit<br />
in November, highlighting preorder<br />
communication on this<br />
front as a key element operators<br />
need to be “really great at.” This,<br />
he explained, is because, in the<br />
future, attracting customers will<br />
come down to providing “what<br />
gives consumers the most confidence,<br />
more than anything.”<br />
“As the second wave of the<br />
pandemic intensifies, complying<br />
with stringent safety protocols<br />
is the only way for businesses to<br />
remain open and for our consumers<br />
to have peace of mind<br />
when using services such as food<br />
delivery,” says Di Han, general<br />
manager of Facedrive Foods.<br />
THE OPPORTUNITY<br />
While significant effort was<br />
required to get contactlessdelivery<br />
offerings off the ground,<br />
the opportunity they provided to<br />
build trust and loyalty through<br />
these challenged times will serve<br />
operators well going forward.<br />
“Letting our guests behind the<br />
curtain has always been counterintuitive,<br />
but…being transparent<br />
with respect to what steps<br />
and measures you’re taking [is<br />
important] and guests are willing<br />
to meet you halfway if you make<br />
those steps on that [front],” Royal<br />
Nasager, VP Marketing, St. Louis<br />
Franchise Ltd., shared during the<br />
Canadian Restaurant Investment<br />
& Leadership Summit.<br />
And, those who have invested<br />
on this front are expected to see<br />
continued benefits beyond the<br />
short term. “I really believe there’s<br />
going to be a collective [pandemic]<br />
PTSD or hangover,” says Nasager.<br />
“Even when there is a ‘cure’ or vaccine,<br />
consumer consumption habits<br />
[and] how they want to engage<br />
and interact and brands will not<br />
change that much.”<br />
Having to adopt new tech<br />
and procedures to survive the<br />
pandemic could also shift the<br />
historically slow-to-adapt foodservice<br />
industry, collectively, into<br />
a more agile sector. A Panasonic<br />
Corporation of North America<br />
survey (August 2020), reveals<br />
businesses within the industry<br />
now see an urgent need to rapidly<br />
adapt to changing customer<br />
behaviour and demands. One<br />
in four foodservice operations<br />
and food retailers now view their<br />
companies as tech-forward early<br />
adopters — up from one in eight<br />
prior to the pandemic.<br />
“Agility has become essential<br />
to business success and digitaltechnology<br />
adoption the major<br />
enabler. The urgency to advance<br />
health and safety and consumer<br />
convenience is fast-tracking innovation<br />
to organizational business<br />
models in the industry,” says<br />
Lauren Sallata, Chief Marketing<br />
Officer, Panasonic Corporation of<br />
North America.<br />
As time goes on, there is also<br />
a growing roster of tools to help<br />
restaurants more easily facilitate<br />
and streamline contactless delivery.<br />
For example, Lightspeed launched<br />
Order Ahead in September, an<br />
online-ordering management<br />
system that allows for seamless<br />
integration of ordering platforms<br />
with Lightspeed POS and<br />
the ability to provide real-time<br />
status updates to customers. In<br />
December, DoorDash also introduced<br />
DoorDash Self-Delivery,<br />
which allows operators to handle<br />
delivery in-house while appearing<br />
on the DoorDash marketplace.<br />
And, as Jasra points out, the<br />
future of foodservice will likely<br />
focus on providing “a variety of<br />
different types of experiences,”<br />
rather than relying so heavily on<br />
on-premise visits. FH<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 63
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EQUIPMENT<br />
SAFETY<br />
FIRST<br />
- AND THEN SOME<br />
Safety planning has taken on a<br />
whole new dimension in a<br />
COVID-19 world<br />
BY DENISE J. DEVEAU<br />
ISTOCK.COM/VICHIE81<br />
Safety first has always been a<br />
mantra for responsible foodservice<br />
operations from sanitation<br />
and cleaning practices to<br />
work wear and food prep. With<br />
COVID-19, safety planning has<br />
expanded exponentially as customers<br />
demand re-assurances that protocols are<br />
being met in all facets of operations.<br />
Then there are the safety features being<br />
introduced behind the scenes, such as antimicrobial<br />
materials for appliances and clothing,<br />
enhanced ventilation and air-purification<br />
systems and UV sanitation.<br />
Anyone in the planning stages of opening<br />
new locations or expanding have had to<br />
re-think their entire approach to safety. After<br />
Fresh began its chain-wide renovation and<br />
expansion project, planning took a significant<br />
turn, says Randall Papineau, vice-president,<br />
Growth and Operations for the Toronto-based<br />
chain of plant-based restaurants. “We started<br />
planning to be successful in a pre-COVID<br />
world. Then we had to re-design all our projects<br />
to be successful in a COVID world.”<br />
A core part of that planning was upping<br />
the safety protocols to match the new normal,<br />
from HVAC equipment and filtration, to signage<br />
and barriers, to protective equipment for<br />
employees. “Now we’re exploring questions<br />
like where signage needs to be placed, how<br />
much fresh intake we need and how we can<br />
serve the greatest number of guests safely,”<br />
Papineau says.<br />
Another part of the equation is delivering<br />
that message to customers. “The challenge was<br />
how to prove safety and transparency without<br />
the place feeling like a hospital,” Papineau says.<br />
To that end, one change in the revisions<br />
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MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 65
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FOR YOUR<br />
OPERATION<br />
With safety on high alert, it’s also important to keep pace with protocols. “A hand<br />
sink is a hand sink, but how do you operate it to make sure the process is properly<br />
sanitized? That’s where an audit comes in,” says Patrick Watt, principal with A<br />
Day in Life Foodservice Development in Saint John, N.B. “We look at everything<br />
related to the preparation and serving of food, from processes and cleaning to<br />
food handling and temperature control. In total we look at about 160 criteria,”<br />
says Ed Moran, principal, Kaizen Foodservice and Design in Oakville, Ont.<br />
Here’s a sampling of what an audit can cover:<br />
SCREENING AND SOCIAL-<br />
DISTANCING PRACTICES<br />
MAINTENANCE AND<br />
CLEANING SCHEDULES<br />
PPE AND<br />
THERMOMETER SUPPLY<br />
COMMONLY TOUCHED SURFACES<br />
(INCLUDING SWAB TESTS)<br />
SOCIAL-DISTANCING<br />
SIGNAGE/MARKERS<br />
FOOD LOGS<br />
PARTITIONING AND HAND-<br />
SANITIZING-STATION<br />
PLACEMENT<br />
WASTE MANAGEMENT<br />
EQUIPMENT AND UTENSILS<br />
TAMPER-PROOF PACKAGING<br />
FOR TAKEOUT<br />
POUNDS<br />
OF CHEESE<br />
IN THREE<br />
MINUTES<br />
YOU CAN ALSO<br />
SLICE, DICE & JULIENNE<br />
Robot Coupe USA, Inc.<br />
264 South Perkins<br />
Ridgeland, MS 39157<br />
1-800-824-1646<br />
www.robot-coupe.com<br />
New technology, such<br />
as UV disinfection<br />
robots, are helping<br />
operators up their<br />
cleaning games<br />
includes switching to open kitchens<br />
behind clear barriers so guests can see<br />
the safety-and-sanitation protocols in<br />
place. “Before guests expected it to be<br />
done. Now they want to see everything<br />
from the ingredients down to the cleanliness<br />
of the uniforms and the use of PPE.”<br />
The importance of having the right<br />
safety equipment and protocols in place<br />
should never be underestimated, says<br />
Patrick Watt, principal with A Day in<br />
Life Foodservice Development in Saint<br />
John, N.B.<br />
One of the “non-sexy safety [features],”<br />
he says, is built-in fire suppression systems<br />
for ventless combi, self-venting<br />
hoods and rapid cook ovens. “Safety First<br />
(Aurora, Ont.) and Ansul (Marinette,<br />
Wis.) have units that can be installed<br />
under cabinets with pull stations that<br />
can be connected to appliances. Halton<br />
and Equipex (Providence, R.I.) also have<br />
hoods that with fire suppression built in.<br />
Ventilation is another key area of focus<br />
as the market sees a growing demand<br />
for various air purifiers and cleansers.<br />
Some can be added to existing duct systems,<br />
Watt says. “If that’s not feasible you<br />
can use self-contained units that can be<br />
mounted on ceilings. Generally, they cover<br />
about 700 sq. ft. per unit.”<br />
Demand for anti-microbial surfaces<br />
and clothing is also growing. These<br />
can be found in everything from metal<br />
casings and appliances to the fabrics<br />
used for uniforms and aprons. “UV<br />
will also find new homes in HVAC and<br />
even for sterilizing utensils and other<br />
re-usable wares,” Watt says. “We see it<br />
being used by manufacturers like Edlund<br />
(Burlington, Vt.) for its UV knife-sterilization<br />
cabinets.”<br />
UV emitters and sunlight spectrum<br />
light bulbs are among of the biggest<br />
requests from operations, says Andrew<br />
Rodricks, vice-president, Sales &<br />
Marketing for R.E.D. in Newmarket, Ont.<br />
“They tend to kill the Coronavirus in air-<br />
FOODSERVICEANDHOSPITALITY.COM
ISTOCK.COM/RAZOOMGAMES<br />
borne particles. Garland Canada is doing<br />
really well in integrating those features in<br />
appliances it already has.”<br />
Jeffrey McMullen, VP Sales for<br />
Canada at Welbilt Canada in Toronto,<br />
notes other appliance features gaining<br />
traction include self-contained cleaning<br />
systems, anti-microbial housings and “a<br />
lot of foot-pedal and knee-activated type<br />
options. In other words, anything that<br />
minimizes the number of touches on<br />
equipment required to operate it.”<br />
Another must-have item that was<br />
barely a blip on a radar screen until 2020<br />
is Plexiglas barriers, says Kristy Barber,<br />
owner/operator Avondale Restaurant<br />
Equipment Ltd, in Hamilton, Ont. “Now<br />
we get requests for everything from rolling<br />
and stationary, to standard and custom<br />
designs.”<br />
The other demand that comes as no<br />
surprise is sanitizing stations, she adds.<br />
“We always sold soap and dispensers.<br />
Now table-mount or standalone sanitizing<br />
stations are a hot [product]. Along<br />
with barriers, sanitizing stations for customers<br />
are the most-asked-for items<br />
right now.”<br />
Foggers are moving up<br />
the ranks, for both front-<br />
and back-of-house cleaning.<br />
“They’re very effective and fast<br />
without getting surfaces wet, so<br />
operators can re-seat people more<br />
quickly without having to literally<br />
wipe everything down,” Barber<br />
says. Systems can run anywhere<br />
from $300 to $3,000 depending on<br />
the space and need.<br />
As more restaurants<br />
transition to<br />
groceries and takehome<br />
meal kits,<br />
some are<br />
swapping out<br />
conventional hot<br />
and cold units for<br />
open merchandisers.<br />
“Doors used to be more<br />
popular for efficiency<br />
to prevent cold air<br />
going into the atmosphere,”<br />
Barber says.<br />
“COVID-19 changed the game completely.<br />
One customer that always had<br />
a salad bar knew it wouldn’t be the service<br />
model for them in the future, so<br />
took them out and put in hot and cold<br />
open merchandisers.”<br />
For those not willing to give up their<br />
current refrigeration system, there’s<br />
always the option to install non-contact<br />
door openers for refrigerators, as well as<br />
entry and exit doors.<br />
Social-distancing guidelines are also<br />
increasing demand for all-in-one appliances<br />
such as combi and rapid-cook ovens,<br />
Rodricks notes. “Some operators are<br />
reducing kitchen size with technology<br />
with less touchpoints so workers don’t<br />
have to stand together. Combi ovens are<br />
one of the biggest ones and any other<br />
pieces that have combined abilities like<br />
steamers that also do pressure steam and<br />
pressure fryers.”<br />
As for personal protective equipment,<br />
restaurants need to up their game, Watt<br />
says. “The big mistake I see is that many<br />
are focusing on protecting customers, but<br />
not as much on staff. If anything<br />
happens to them, you won’t<br />
have staff and you could end<br />
up being a super spreader.”<br />
Useful items include wallmounted,<br />
hands-free temperature<br />
sensors that allow people<br />
to stand in front of it for an<br />
instant reading; antimicrobial<br />
aprons, chef coats and pants; a<br />
bountiful supply of masks, hats<br />
and gloves; and portable hand<br />
sinks that can be<br />
operated by a foot<br />
pedal or touchless<br />
faucets.<br />
Whatever<br />
the choices,<br />
Papineau at<br />
Fresh says<br />
many are<br />
here to stay.<br />
“Those pieces we<br />
are putting in now will<br />
remain for a while for<br />
a lot of the customer<br />
base we serve.” FH<br />
FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 67
SLUG HERE<br />
POURING FOR PROFITS<br />
Collective Power<br />
“What no one’s talking about right now that I<br />
think is going to impact the [beer] industry is a<br />
massive amount of consolidation,” notes Garett<br />
Senez, VP Marketing, PACRIM Distributors. “As<br />
smaller breweries start to have issues, they’re<br />
going to start looking to sell.”He explains that<br />
macro-beer companies such as Budweiser and<br />
Molson already have divisions dedicated to<br />
acquiring craft-beer brands. “There’s going to be<br />
some major acquisitions coming up in the next<br />
six to 12 months for sure,” he says, adding that<br />
some of this consolidation had already began<br />
pre-pandemic.Similarly, Senez expects smaller/craft<br />
brands will band together to form coalitions,<br />
alliances and buying groups in order to weather<br />
the storm and better compete<br />
with ‘big beer.’<br />
The pandemic has caused significant shifts in beer trends<br />
BY DANIELLE SCHALK<br />
iSTOCK.COM/LILECHKA75 [COCKTAIL WITH MINT AND CUCUMBER]; SSTAJIC [ROSES]; CONTRAIL1 [ [Y [YUZU]<br />
When was<br />
the last<br />
time you<br />
went<br />
out for<br />
a beer? Odds are, it’s been<br />
a while.<br />
“Beer occasions in<br />
general are impacted by<br />
COVID-19,” says Garett<br />
Senez, VP Marketing at<br />
Vancouver-based craftbeer<br />
distributor PACRIM<br />
Distributors. “The idea<br />
of going out to a bar or<br />
socializing with people<br />
is gone — and it will be<br />
gone for the next few<br />
months — which means<br />
drinking at home is<br />
now [key].”<br />
“You rewind back<br />
to <strong>March</strong> of 2020 and,<br />
essentially overnight,<br />
bars and restaurants were<br />
shut down,” says Luke<br />
Chapman, interim president,<br />
Beer Canada. “In a<br />
typical year, those channels<br />
account for between 25<br />
and 30 per cent of total<br />
beer sales in Canada [and<br />
they] were eliminated,”<br />
Chapman explains, noting<br />
these channels are yet to<br />
fully recover. “There was<br />
a pretty strong uptick in<br />
off-trade beer sales (retail<br />
sales for home consumption)<br />
somewhere in the<br />
range of 11 or 12 per cent.<br />
Unfortunately, that wasn’t<br />
enough to offset the elimination<br />
of on-trade sales<br />
in 2020.”<br />
“It’s going to be a<br />
tough road for the [beer]<br />
industry in general, particularly<br />
for the next two<br />
to three years,” Senez adds.<br />
And, the beer industry was<br />
already facing challenges<br />
before the pandemic<br />
struck last year.<br />
“There were some<br />
changing consumer-consumption<br />
patterns prior<br />
to COVID-19 — consumers<br />
seem to be looking<br />
more towards wine and<br />
hard salters are becoming<br />
very popular,” Chapman<br />
explains. “In some ways,<br />
COVID-19 has accelerated<br />
some of the changes<br />
in consumer demand and<br />
I anticipate that will continue<br />
into 2021.”<br />
Senez notes that, while<br />
beer sales have been<br />
down, unit prices have<br />
been up. “That means<br />
premiumization is happening,”<br />
he explains,<br />
which lends itself well<br />
to the craft-beer movement.<br />
And, he points<br />
out, heightened interest<br />
in supporting local businesses<br />
has also benefitted<br />
craft beer.<br />
However, the premiumization<br />
trend limits<br />
volume consumption<br />
because, as consumers<br />
trade up, they tend to<br />
consume less.<br />
This also ties into consumers’<br />
heightened focus<br />
on health and wellness.<br />
Senez highlights demand<br />
for “better-for-you” offerings<br />
as another key trend<br />
LOOSENING<br />
RESTRICTIONS<br />
Over the past year,<br />
many provinces adjusted<br />
regulations to support<br />
businesses by allowing new<br />
channels for alcohol sales,<br />
such as allowing alcohol<br />
as part of takeout/delivery<br />
orders and producers to<br />
deliver their product directly<br />
to customers.<br />
“There’s a great opportunity<br />
in that space and, from<br />
an industry-association<br />
perspective, we’re pleased<br />
to see many provincial governments<br />
have taken the<br />
steps to make those once<br />
temporary changes<br />
permanent,” says Luke<br />
Chapman, interim president,<br />
Beer Canada.<br />
According to Restaurants<br />
Canada’s Foodservice<br />
Facts 2020, 54 per cent of<br />
licensed restaurateurs felt<br />
the ability to offer alcohol<br />
with takeout meals had a<br />
positive impact on<br />
their sales.<br />
that has been influencing<br />
beer. As he explains, this<br />
has led to greater interest<br />
in low-calorie beverages,<br />
as well as a growing appetite<br />
for non-alcoholic beer.<br />
As Chapman points<br />
out, low- and no-alcohol<br />
offerings have been a<br />
bright spot for the beer<br />
segment. “It’s still a relatively<br />
small segment of the<br />
Canadian beer market,<br />
but COVID-19 definitely<br />
has accelerated growth in<br />
that area.”<br />
Not all Canadians have<br />
taken to the less-is-more<br />
mentality. At-home beer<br />
consumption still leans<br />
heavily to large-format<br />
packs, which means many<br />
are turning to domestic<br />
economy lagers from<br />
big breweries.<br />
“In tough times people<br />
always buy beer and lipstick,”<br />
says Senez. “They’re<br />
small luxuries that people<br />
actually have a very high<br />
esteem value for.” FH<br />
68 FOODSERVICEANDHOSPITALITY.COM<br />
MARCH/APRIL 2021 MARCH/ARPIL 2021 FOODSERVICEANDHOSPITALITY.COM<br />
68
TECHNOLOGY<br />
BY ANDREA VICTORY<br />
FILLING THE<br />
Tech companies are stepping up to help<br />
restaurants run more efficiently<br />
ISTOCK.COM/FRANCESCOCH<br />
In the new normal, government restrictions<br />
and labour shortages have had extensive<br />
impacts on restaurant operations of all sizes.<br />
Over the past year, technology has stepped<br />
in to fill the gap, ensuring kitchens run more<br />
efficiently without breaking the bank.<br />
ACCELERATING WITH ONLINE ORDERING<br />
Previously, where restaurants could rely on consistent walk-in business,<br />
delivery was supplementary. But 2020 saw most foodservice businesses<br />
pivot to a takeout/delivery model. “Online ordering is not going to go<br />
away — the shift from offline to online has happened,” says Zhong Xu,<br />
co-founder & CEO of New York-based Deliverect. “Restaurants are<br />
looking at how to increase online sales and a logical step is to increase<br />
online channels for more sales.”<br />
Launched in 2018, Deliverect offers seamless integration with more<br />
than 50 of the biggest POS vendors to streamline delivery apps. Xu<br />
says that, over the last year, the company experienced massive demand<br />
for its software. In 2019, the company processed 2.3-million delivery<br />
orders and in 2020, that number jumped to more than 16 million.<br />
Adoniram Sides, senior director of Product Global Hospitality for<br />
Montreal-based Upserve by Lightspeed agrees. “We’ve seen the labour<br />
picture change dramatically in the past year and seen a significant change<br />
in what restaurateurs are using our products to do. For example, they’re<br />
using online ordering in a very heavy way. Restaurants that have never<br />
used online ordering now rely on it as a major part of their business.”<br />
Forced to reach customers online, many restaurateurs found managing<br />
a host of delivery options to be labour-intensive, as well as rife with a<br />
high margin of error. Sides makes it clear, “The POS and technology<br />
platforms you choose really determine whether you need a lot of<br />
human labour to cover the gaps or not.”<br />
THE INTEGRATION ECOSYSTEM<br />
Outside of delivery, smart appliances are available to take care of headache-inducing<br />
tasks such as temperature monitoring. Texas-based Swift<br />
Sensors monitors and records food temperatures for compliance and<br />
FOODSERVICEANDHOSPITALITY.COM<br />
safety using sensors in refrigeration units that send real-time temperatures<br />
to any device and store the information for compliance reporting.<br />
Being able to roll with the daily challenges means owners and operators<br />
can add new technology as needed. Chris Adams, vice-president of<br />
Strategy at Oracle Food and Beverage notes, “Our partner ecosystem<br />
and open API architecture gives customers the ability to spin up new<br />
channels with modern technology that’s fast and easy to roll out, so<br />
they can test, learn and pivot as needed.”<br />
INSIGHTS ADD VALUE<br />
The responsiveness and agility of today’s restaurateur is made possible<br />
by the unprecedented amount of information that even the smallest<br />
operation has within its POS and integrated platforms.<br />
“Understanding business performance, from sales channel to kitchen<br />
productivity, is essential to ensuring restaurants can re-bound and rebuild<br />
their business, even in the face of reduced foot traffic,” says Adams.<br />
Sides says ensuring guests’ return and understanding menu performance,<br />
online and off, is crucial. “Restaurateurs think about cost of<br />
acquisition for a diner. We know it costs you less when a diner comes<br />
back because they enjoyed your meal.”<br />
In addition, modern tech-based POS systems can pull summaries and<br />
predictions based on historical and real-time data at the click of a button<br />
from anywhere be it the restaurant office, on the floor or on the go.<br />
TECHNOLOGY COMPANIES AND CUSTOMER SUPPORT<br />
“We’re all in this together” can feel like overused rhetoric, but tech<br />
companies are taking it seriously. With dizzyingly robust options for<br />
every aspect of running a restaurant, customer-service teams are at the<br />
ready to ensure their tools are understood and optomized by customers.<br />
At Oracle Food and Beverage, Adams notes, “We developed a program<br />
to help reduce the upfront capital expense for customers looking to<br />
upgrade their legacy technology and move to the cloud. Our One-for-<br />
One program gives restaurateurs the opportunity to replace their existing<br />
workstation or tablet with an Oracle MICROS device for one dollar<br />
with every Oracle MICROS Simphony license.”<br />
At Deliverect, customer support provides advice on how to optimize<br />
menus, suggesting caption sizes and keywords. “We see [the relationship]<br />
as a partnership with our customers,” says Xu. FH<br />
MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 69
CHEF’S CORNER<br />
ROLLING WITH<br />
THE PUNCHES<br />
Chef Brandon Clemens on leading through COVID-19<br />
After a period of time cooking<br />
in Europe and England, chef<br />
Brandon Clemens returned to<br />
southwestern Ontario last year.<br />
But, ironically, the day he stepped<br />
into the kitchen as The Bruce Hotel’s new<br />
executive chef in <strong>March</strong> 2020, he found his<br />
staff busy packing up food and supplies.<br />
“I walked into the kitchen and it’s literally<br />
the first day of lockdown. Chefs are cleaning<br />
out fridges and shutting it down. Being there<br />
while it was happening was a strange experience,”<br />
Clemens recalls.<br />
Fast forward to today and both The Bruce, a<br />
boutique hotel with 25 guestrooms and suites<br />
in Stratford, Ont., and Clemens reflect on what<br />
the pandemic has meant. “How we operate<br />
changed,” he says of a condition that’s industrywide.<br />
“But it was an opportunity to learn new<br />
styles of cuisine — food that we could package<br />
and travels well. It was a dynamic shift and a<br />
whole new market, essentially.”<br />
Cambridge, Ont.-born Clemens, 29, started<br />
BY ANDREW COPPOLINO<br />
his hospitality journey at the nearby Elm<br />
Hurst Inn. “I knew some cooks there and<br />
started as a dishwasher when I was 15 years<br />
old.” It was a time-honoured progression:<br />
having paid his dues in the dish pit, Clemens<br />
was eventually able “to crack some eggs,” he<br />
says, and do some cooking. A high-school<br />
apprenticeship came next and, though he had<br />
an interest in graphic design, he enrolled at<br />
Fanshawe College for formal culinary training.<br />
“It wasn’t until my last high-school year that<br />
I realized cooking was something I was really<br />
interested in. I discovered I liked the push of<br />
the kitchen. Every five minutes there’s a new<br />
adventure, a new problem to solve.”<br />
After achieving his Red Seal, he left for<br />
Alberta’s Fairmont Château Lake Louise to<br />
apply those problem-solving skills as chef de<br />
partie — a position that, in 2015, led him to<br />
another Fairmont icon: The Savoy Hotel in<br />
London, U.K., where he ran Kaspar’s seafood<br />
program and oversaw menu development for<br />
then executive chef Holger Jackisch.<br />
His varied experiences have<br />
helped prepare him for the current<br />
reality. Noting the contrasts and<br />
the varied systems from kitchen<br />
to kitchen and country to<br />
country — how chefs organize<br />
and approach their tasks — is<br />
something he says he’s brought<br />
to his role at The Bruce Hotel.<br />
The times are challenging: the<br />
kitchen — and the tasting menu<br />
— are circumscribed by the<br />
pandemic; it means a crew of<br />
eight cooks, many of whom<br />
attended the Stratford Chefs<br />
School a few blocks away. “We’d love to have<br />
some more,” Clemens says, acknowledging<br />
that COVID-19 has likely changed dining for<br />
a long time. He cites a San Pellegrino forum<br />
he’s joined with chefs around the world discussing<br />
the post-pandemic world and how<br />
food at restaurants is going to be received.<br />
“I think people are going to be so thankful<br />
when they are able to sit together at a table<br />
again and share food with friends. Before the<br />
pandemic, diners were very focused on their<br />
needs and less on the restaurant experience.”<br />
Post-pandemic will be different, he says,<br />
despite the joy we will feel given our new freedom.<br />
A tasting menu offers an experience that<br />
includes engaged conversation about food,<br />
according to Clemens. “It’s the evolution of an<br />
evening that is about more than the food.” But<br />
there will be obstacles too, he notes, including<br />
dealing with a new way of looking at food<br />
and serving across the industry — and not<br />
just at higher-end venues with tasting menus.<br />
“It’s part of a bigger question for after the<br />
pandemic. Food will cost more and it might<br />
be difficult for businesses to prosper in this<br />
market,” Clemens says, predicting small plates<br />
and sharing will be popular.<br />
“When everything re-opens, there will be<br />
a big surge in the sharing scene. That will be<br />
because of cost, but it’s also something that<br />
people will want — that sharing and breakingbread<br />
moment.” FH<br />
PHOTOGRAPHY BY TERRY MANZO PHOTOGRAPHY<br />
70 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM
E27. THE EDUCATORS<br />
featuring five leading educators<br />
E28. FOOD FOR THOUGHT<br />
featuring Christine Couvelier,<br />
President of Culinary Concierge<br />
E29. SAVING HOSPITALITY<br />
featuring John Sinopoli, President<br />
of the Ascari Hospitality Group<br />
E30. SURVIVAL MODE<br />
featuring Tony Elenis, President & CEO<br />
of the Ontario Restaurant, Hotel, Motel<br />
Association and Ian Tostenson, President<br />
& CEO of the B.C. Restaurant Association<br />
E31. HOSPITALITY HEROES<br />
featuring 2020’s Hospitality Heroes<br />
E32. LENDING A HAND<br />
featuring Todd Barclay, President<br />
and CEO of Restaurants Canada<br />
E33. RESPONDING TO CHANGE<br />
featuring Susan Senecal,<br />
President and CEO of A&W Restaurants<br />
E34. ERADICATING RACISM – PART 2<br />
featuring a group of industry leaders<br />
E35. THE EMPATHETIC ENTREPRENEUR<br />
featuring Mohamad Fakih, Founder<br />
and CEO of Paramount Fine Foods<br />
E36. IN SEARCH OF HOSPITALITY<br />
featuring Andy Hickl-Szabo,<br />
professor at George Brown<br />
College in Toronto<br />
CLICK HERE TO LISTEN NOW!<br />
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