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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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©2021 Cargill Meat Solutions Corporation


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 />

ART DIRECTOR COURTNEY JENKINS<br />

DESIGN ASSISTANT JACLYN FLOMEN<br />

SOCIAL MEDIA MANAGER/EVENTS<br />

CO-ORDINATOR JHANELLE PORTER<br />

DIRECTOR OF BUSINESS DEVELOPMENT<br />

WENDY GILCHRIST<br />

SALES AND MARKETING ASSISTANT<br />

KATE WALES<br />

CIRCULATION PUBLICATION PARTNERS<br />

CONTROLLER DANIELA PRICOIU<br />

ADVISORY BOARD<br />

ASCARI HOSPITALITY GROUP, JOHN SINOPOLI<br />

CHARCUT RESTAURANT CONNIE DESOUSA,<br />

JOHN JACKSON<br />

FAIRFAX FINANCIAL HOLDINGS LIMITED NICK PERPICK<br />

FHG INTERNATIONAL INC. DOUG FISHER<br />

JOEY RESTAURANT GROUP BRITT INNES<br />

LACTALIS CANADA IVEN ZANARDO<br />

MTY GROUP MARIE-LINE BEAUCHAMP<br />

NARAMATA INN NED BELL<br />

PARAMOUNT FINE FOODS MOHAMAD FAKIH<br />

PROFILE HOSPITALITY GROUP SCOTT BELLHOUSE<br />

SOTOS LLP ALLAN DICK<br />

THE HOUSE OF COMMONS JUDSON SIMPSON<br />

THE MCEWAN GROUP MARK MCEWAN<br />

UNIVERSITY OF GUELPH, SCHOOL OF HOSPITALITY<br />

& TOURISM MANAGEMENT BRUCE MCADAMS<br />

WELBILT MARY CHIAROT<br />

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VEGELICIOUS<br />

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SKILLS<br />

HIDDEN<br />

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THIS YEAR’S OHI<br />

WINNERS ARE<br />

RAISING THE BAR<br />

IN ONTARIO’S<br />

HOSPITALITY INDUSTRY<br />

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 />

POWER<br />

Plant-based menu<br />

offerings are still top<br />

of mind for diners<br />

JULY/AUGUST 2020 $4.00<br />

CANADIAN PUBLICATION MAIL PRODUCT SALES AGREEMENT #40063470<br />

TRENDS 2020<br />

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 />

Technology is<br />

re-shaping foodservice<br />

PLUS<br />

THE 2020<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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FOODSERVICEANDHOSPITALITY.COM<br />

*Source: Nielsen, September 2020<br />

©/® The J.M. Smucker Company or its subsidiaries.<br />

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 />

CONTINUED ON PAGE 22<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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22 FOODSERVICE AND HOSPITALITY MARCH/APRIL 2021 FOODSERVICEANDHOSPITALITY.COM


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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 />

FOODSERVICEANDHOSPITALITY.COM<br />

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 />

Covering everything from chef and restaurant<br />

profiles to culinary and equipment trends in<br />

Canada’s foodservice and hospitality industry.<br />

@FOODSERVICEMAG<br />

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 />

FOODSERVICEANDHOSPITALITY.COM<br />

MARCH/APRIL 2021 FOODSERVICE AND HOSPITALITY 65


GRATE<br />

MACHINE<br />

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 />

EPISODES AVAILABLE ON APPLE PODCASTS AND SPOTIFY

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