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.
On a much more frequent basis, foodservice professionals need to justify capital projects as facilities age, equipment fails or customers demand new services. At the same time, the C-suite faces increased financial pressures, which result in the organization's most valuable capital projects requiring funding approval before moving forward. This combination becomes challenging for operators when, by nature, foodservice capital projects face tough scrutiny. Without a solid financial analysis detailing the return on investment (ROI), a project stands little chance for approval.
If there is one lesson that I have learned well through my association with FE&S over the years, it is the tremendous value of peer recognition. I have listened spellbound as award winners from DSR of the Year to Hall of Famer to Top Achievers to Dealer of the Year have graciously accepted their place among the very best in the industry at the FE&S Dealer of the Year and Industry Awards Gala.
As internationally renowned restaurateur and occasional country singer Kenny Rogers once told us: "You got to know when to hold 'em, know when to fold 'em, know when to walk away and know when to run." Unfortunately with the mixed signals the economy continues to send us it's getting harder and harder to know when to do what.
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 The facility was outdated and in poor shape.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.