Opinion pieces on the foodservice equipment and supplies industry from leaders and laymen from all aspects of the business, including dealers, distributors, design consultants and multi-unit operators.
A couple of years ago the Wounded Warrior Unit at Walter Reed Army Medical Center made headlines for all of the wrong reasons. The facility was outdated and in poor shape. Simply put, the facility was beneath the level of quality that the U.S. soldiers who had sacrificed so much for our country deserved.
Part 4 in a series of posts on how industrial engineering philosophies and techniques can be applied to foodservice operations.
While the housing market continues to be an anchor in the U.S. economy, Inc. Magazine recognizes a handful of foodservice operators for their rapid growth in recent years.
While July foodservice sales appear better than expected, there remains some uncertainty around the impact such economic factors as employment levels and food prices are having on the foodservice industry.
Trying to manage labor challenges is enough to make most foodservice and retail operators want to stick their heads in the sand. Doing so, however, creates other opportunities for the business to fail. That's where applying activity-based labor management techniques, a core principle of industrial engineering, can help foodservice and retail operators eliminate at least one bull's-eye.
In this week's blog, Jerry Steigler takes a look at the most restaurant-dense markets in the U.S. and sifts through the sands of economic data in search of some implications for the foodservice industry.
In a world full of me-too competitors, it is sometimes difficult to recognize true innovation. I was struck by this thought as I read this month's facility design project, which profiles Danforth Dining Hall. Much of what this University of Rochester project features will seem somewhat familiar to you: open prep areas, vegetarian and vegan options, Mongolian grill, and air conditioning. (It's OK to smile if you hadn't realized that there were still places in the continental United States that, up to this point, thought they could get by without air conditioning.)
Nobody likes it when someone moves our cheese but everyone loves it when a change really enhances our experience. And that's the catch that most businesses — including those in the foodservice industry — face today. How can a company evolve to remain relevant and efficient without alienating its current customer base? It's as tricky as it sounds but when done thoughtfully and with vision, the results can be spectacular.
Last year I got up on my soap box and wrote an article entitled "A Climate of Denial." The article discussed how the foodservice equipment industry's business model changed to one where everyone buys direct thus destroying or eliminating entire channels of distribution. For years I have written articles for publications and never received a response like this: 254 emails or phone calls. And these calls and letters weren't to touch base but to share opinions.