casual-dining segment faces unique challenges 2016 100€¦ · 2016 top 100report 23 stealing...

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TAKING IT TO THE STREETSSTREET VENDORS ARE BRINGING GLOBAL FLAVOURS

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TOP100THE 2016

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FOODSERVICE AND HOSPITALITY JUNE 2016 1FOODSERVICEANDHOSPITALITY.COM

Features 14 AROUND THE WORLD IN 80 BITES Street vendors across Canada are bringing global flavours to their neighbourhoods By Mary Luz Mejia

2016 TOP 100 REPORT

23 STEALING SHARE With competition intensifying, today’s Top 100 operators are looking to steal market share by getting more creative and innovative By Rosanna Caira

30 SECOND CHANCES Retail veteran Alix Box is reinventing Second Cup By Jennifer Febbraro

35 THE POWER OF TWO Druxy’s Inc. seeks to broaden its Ontario presence with the newly combined forces of Williams and Druxy’s Famous Deli By Danielle Schalk

37 THE “TOP 100 REPORT” Compiled by Kostuch Media Ltd.

61 FOOD FOR THOUGHT The casual- dining segment is facing a unique set of challenges By Andrew Speller

67 TECH TALK Innovative tech solutions are making life easier for foodservice operators By Denise Deveau

71 HOP TO IT With patio weather in full swing, craft-beer warriors share the bevvys that are hogging the spotlight By Jackie Sloat-Spencer

Departments 2 FROM THE EDITOR5 FYI12 FROM THE DESK OF ROBERT CARTER72 CHEF’SCORNER:Daniel Burns, Luksus, New York City

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SPECIAL TOP100 REPORT ISSUE

2 FOODSERVICE AND HOSPITALITY JUNE 2016 FOODSERVICEANDHOSPITALITY.COM

FROM THE EDITOR

For daily news and announcements: @foodservicemag on Twitter and Foodservice and Hospitality on Facebook.

Late last year, the Ontario government

passed Bill 12, An Act to Amend the

Employment Standards Act, 2000 (with

respect to Tips and Other Gratuities).

The bill becomes law this month, prohib-

iting employers from withholding, mak-

ing deductions from, or collecting tips or

other gratuities from employees unless

authorized under the Employment

Standards Act, 2000.

The new legislation provides protection

for tips employees receive. Ironically, the

notion of tipping is currently undergoing a

radical transformation, fuelling one of the

industry’s most important conversations.

So why is a model that has endured for

years now under such scrutiny? First off,

recent increases to the minimum wage,

in both the U.S. and Canada, and higher

costs in general, are forcing operators

to take a hard, long look at how they

run their businesses. In theory, many

operators understand the importance of

paying staff living wages, but the reality

is they know these increases place untold

pressure on their ability to turn a profit.

Secondly, there is now greater awareness

among operators that the tipping model

is inequitable, rewarding front-of-the-

house personnel at the expense of the

back of the house.

For Canadian-born Amanda Cohen,

owner and chef of New York’s Dirt Candy,

the decision to eliminate tipping in January

2015 was made to guarantee survival in

the competitive New York market. “The

only way to get [staff] into my kitchen

was to pay them more,” she told elle.com.

To do this, she launched a 20-per-cent

administrative fee, added it automatically

to every guest check, and then divided it

among servers and cooks. But the move

didn’t elicit the positive feedback she had

hoped. “People were very critical,” she says.

Still, she didn’t back down, and customers

eventually came around.

Since then, the no-tipping movement

has gained a strong following across

the U.S. Operators such as Danny

Meyer of New York City’s Union Square

Hospitality, Thomas Keller of The French

Laundry in Yountville, California and

David Chang all support no-tipping.

Clearly, the movement is gaining

momentum, at the same time as the

topic of fair wages gains traction. At last

month’s Gold Awards, held at Toronto’s

Four Seasons, Grant van Gameren, chef

of Bar Isabel and Bar Raval, and winner

of the Chef of the Year category, chose to

use his acceptance speech to warn attend-

ees that paying staff more means we all

need to be prepared to pay higher prices

for our food. He implored executives in

the audience to “talk about the state of

pay for chefs, cooks and dishwashers.

Remember, there’s a lot of people sweat-

ing, working long hours and not being

able to enjoy life as much as other people.

They deserve to be paid more,” he said.

Will the no-tipping movement con-

tinue to grow or will it fizzle? And, will

Canadian operators follow suit? Time

will tell. At the moment, it’s unclear

whether customers would accept paying

higher costs for their meals to subsidize

the elimination of tips. But, given that

in Europe service compris has been the

norm for years without customer resis-

tance, chances are the tipping model will

eventually give way to a new reality. After

all, we live at a time when disruption is

de rigueur, and where the rules of the

game — and sometimes even the game

itself — are changing daily.

The notion of tipping is currentlyundergoing a radical transformation, fuelling one of the industry’s most important conversations

“

”

THE TIPPING POINT

Rosanna CairaEditor/Publisher

[email protected]

EDITOR & PUBLISHER ROSANNA [email protected]

ART DIRECTOR MARGARET [email protected]

MANAGING EDITOR AMY [email protected]

ASSOCIATE EDITOR ANDREW [email protected]

ASSISTANT EDITOR DANIELLE [email protected]

MULTIMEDIA MANAGER DEREK [email protected]

DIGITAL CONTENT MANAGER MEGAN O’[email protected]

GRAPHIC DESIGNER COURTNEY [email protected]

SENIOR ACCOUNT MANAGER/U.S.A. WENDY GILCHRIST [email protected]

ACCOUNT MANAGER MARIA FAMA [email protected]

ACCOUNT MANAGER MAGGIE [email protected]

ACCOUNT MANAGER CHERYLL SAN [email protected]

CUSTOMER SERVICE ASSOCIATE ELENA [email protected]

CIRCULATION PUBLICATION PARTNERS [email protected], (905) 509-3511

CONTROLLER DANIELA [email protected]

FOUNDER MITCH KOSTUCH

ADVISORY BOARDCARA OPERATIONS KEN OTTO

CORA FRANCHISE GROUP DAVID POLNYCRAVE IT RESTAURANT GROUP ALEX RECHICHI

FAIRFAX FINANCIAL HOLDINGS LIMITED NICK PERPICKFHG INTERNATIONAL INC. DOUG FISHER

FRESHII MATTHEW CORRIN JOEY RESTAURANT GROUP BRITT INNES

KATIE JESSOP REGISTERED DIETITIANLECOURS WOLFSON LIMITED NORMAN WOLFSON

MANITOWOC FOODSERVICE JACQUES SEGUINSCHOOL OF HOSPITALITY & TOURISM MANAGEMENT,

UNIVERSITY OF GUELPH BRUCE MCADAMSSENSORS QUALITY MANAGEMENT DAVID LIPTON

SOTOS LLP JOHN SOTOSSOUTH ST. BURGER CO. JAY GOULD

THE HOUSE OF COMMONS JUDSON SIMPSONTHE MCEWAN GROUP MARK MCEWAN

UNILEVER FOOD SOLUTIONS NORTH AMERICA GINNY HARE

To subscribe to F&H, visit foodserviceandhospitality.com

VOLUME 49, NUMBER 4 Published 11 times per year by Kostuch Media Ltd.,

23 Lesmill Rd., Suite 101, Toronto, Ont., M3B 3P6. Tel: (416) 447-0888, Fax (416) 447-5333, website: foodserviceandhospitality.com.

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RETURN MAIL TO: Kostuch Media Ltd., 23 Lesmill Rd., Suite 101, Toronto, Ont., M3B 3P6. Member of CCAB, a Division of BPA International, Restaurants Canada, The American Business Media and Magazines Canada. We acknowl-edge the financial support of the Government of Canada, through the Canadian Periodical Fund (CPF) of the Department of Canadian Heritage. Printed in Canada on recycled stock.

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M O N T H L Y N E W S A N D U P D A T E S F O R T H E F O O D S E R V I C E I N D U S T R Y

REGIONAL ROOTS Among the seminars and presentations offered at Terroir10, was a panel of participants from last year’s Cook it Raw Alberta experience, which explored possibilities of regional cuisine through four principles: tradition, creativity, collaboration and sustainability. Panellists Jamie Kennedy, John Jackson, Connie Desousa, Cam Dobranski, Paul Rogalski, Fraser Abbott and Sal Howell relayed highlights of their experience participating in this multi-faceted event, where the group spent several days camping, foraging, hunting and, of course, cooking.

FYI

T oronto’s annual Terroir Symposium

marked its 10th anniversary last

month with an ambitious lineup

and a new venue.

Hosted at the Art Gallery of Ontario

(AGO), the symposium’s venue was an apt

setting to explore this year’s theme — A

Feast of Art, Culture and Technology. The

day featured a packed schedule of career-

development workshops, presentations, din-

ing experiences and food-focused art tours.

Nearly 100 speakers from across the coun-

try and abroad lent their talent and insight

to the day’s events, including 28 separate

workshops/sessions on topics ranging from

ideas for enhancing your restaurant/business

to bettering the industry and the world.

Canadian ex-pats turned New York City

Etsy gurus Maya Bruck and Aaron Paas took

their audience on a virtual do’s-and-don’ts

industry tour of how restaurateurs can best

communicate and reach their digital audi-

ence. “An online brand is a living thing,”

Bruck said, explaining restaurants’ websites

should keep it simple while looking the part

to suit their own individual brand.

Italian-Brazilian writer and chef Luciana

Bianchi’s session discussed the technological

impact globalization has had on the restaurant,

agricultural and food industry throughout the

world. While the restaurant industry has ben-

efited from greater communication and better

technology, Bianchi warned that the rise in

technology and information-sharing shines a

light into the darker corners of the industry —

animal cruelty, land grabbing in the undevel-

oped world, as well as forced labour.

Chefs Amanda Cohen of Dirt Candy in

NYC, the AGO’s Renée Bellefeuille, Stephanie

Duong of Roselle Desserts in Toronto,

Momofuku Noodle Bar’s Hans Vogels, Jason

Bangerter of Cambridge, Ont.’s Langdon Hall

and Michael Hunter of Antler in Toronto

contributed innovative ideas to the event’s

dining experiences, which included a “Bongo

Breakfast” and vegie-centric lunch.

The conference came to a close with art

presentations and a Turkish-themed cocktail

party hosted by Turkish chef Eyüp Kemal

Sevinç and the Tourism Office of Turkey. l

COMING TOGETHER The Terroir Symposium returned to Toronto to explore innovative ideas and celebrate industry leaders BY DANIELLE SCHALK WITH FILES FROM ANDREW SPELLER

TO TOP THINGS OFF The Terroir Symposium’s 10th anniversary celebrations featured a collaborative Grand Dinner hosted at the AGO’s Frank restaurant and a Rural Retreat set in Durham Region. The dinner featured plates created by chefs Christine Flynn, Todd Perrin and Bertrand Alépée using the bounty of Canada’s north-ern climate. The Rural Retreat was hosted at Ocala Orchards Farm Winery in Port Perry, Ont. and treated Terroir10 delegates to an unforgettable day of eating, drinking and storytelling, complete with food preparation at an outdoor feast cooked by — who else — Ontario chefs.

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COMINGEVENTSJune5-7: Ontario Dairy Council Convention 2016, JW Marriott The Rosseau Muskoka Resort & Spa, Minett, Ont. Tel: 866-542-3620; email: [email protected]; website: ontariodairies.ca

June12-14: 2016 Canadian Poultry and Egg Processors Council Convention, Halifax Marriott Harbourfront Hotel, Halifax. Website: cpepc.ca

June16: Kostuch Media’s Icons & Innovators Breakfast featuring Cora Tsouflidou, Sheraton Centre Toronto Hotel, Toronto. Tel: 416-447-0888 x235; email: [email protected]; website: foodserviceandhospitality.com/shop

June16-19: IFT Food Expo, McCormick Place, Chicago, Ill. Tel: 312.782.8424; email: [email protected]; website: am-fe.ift.org

June26-28: Summer Fancy Food Show, Jacob K. Javits Convention Center, New York. Tel: 646-878-0301; website: specialtyfood.com

Sept.15-18: Canadian Health Food Association East Conference and Trade Show, Metro Toronto Convention Centre, Toronto. Tel: 800-661-4510; email: [email protected]; website: chfa.ca

FOR MORE EVENTS, VISIThttp://bit.ly/FHevents

AN EVENING OUT Canada’s first three locations to offer the Starbucks

Evenings menu, serving savoury plates and alcohol,

are in Toronto. The new menu features Canadian

and international wines, craft beers and cider.

Starbucks will also introduce a sharable plate option,

which includes bacon-wrapped dates with balsamic

glaze; artichoke and goat cheese flatbread; meat-

balls with tomato-basil sauce; parmesan-crusted

chicken skewers; and truffle popcorn. Beginning at

2 p.m. daily, these locations will also offer the com-

pany’s exclusive limited-quantity Starbucks Reserve

coffees — exotic blends from locations such as

Malawi, Vietnam, Guatemala, Cameroon and more.

“Starbucks Evenings is focused on creating a new

afternoon and evening occasion where customers

can gather with friends or family or find a quiet spot by themselves to enjoy a sophisticated and

welcoming environment,” says Rossann Williams, president, Starbucks Canada. The Starbucks

Evenings menu is available at three Toronto Locations: 3079 Bloor St. W., 446 Spadina Rd. and

1740 Avenue Rd.

EASTERN EXPANSIONOn March 31 Cara Operations Ltd. acquired Groupe St-Hubert Inc. for $537 million. “The two

companies share similar management philosophy and fundamental values,” says Jean-Pierre Léger,

chairman and CEO of Groupe St-Hubert Inc. “For Cara, this is also an opportunity to solidify a

more significant presence in Quebec,” says Bill Gregson, Chair of the Board and CEO of Cara

Operations. Cara currently operates only six per cent of its total

locations in Quebec, including Harvey’s, East Side Mario’s, Casey’s,

Bier Markt and New York Fries. The deal also fuels the expansion of

St-Hubert’s retail food segment. The St-Hubert management team

will continue to oversee operations, while maintaining its two

head offices in Laval and Boisbriand, Que. Groupe St-Hubert Inc.

owns 120 rotisserie restaurants in Quebec, Ontario and New

Brunswick, as well as St-Hubert Retail, an agrifood division

which produces and distributes food products in Canada.

FOODSERVICEANDHOSPITALITY.COMFOODSERVICEANDHOSPITALITY.COM

FYI

SAUCY NEWS A&W Food Services

of Canada Inc. will

be the first national

restaurant chain to

serve French’s Ketchup

and Classic Yellow

Mustard. “At A&W,

we’re always looking to

partner with Canadian

suppliers and farmers

who are producing

natural ingredients,”

says Susan Senecal, president and COO, A&W Food Services of Canada

Inc. “The tomato farmers in Leamington [Ont.] and mustard seed farm-

ers in Saskatchewan work hard to produce the best quality ingredients

for French’s, and we are proud to add these locally sourced products to

the menu at all of our Canadian restaurants.” French’s is made without

preservatives or artificial flavours and contains 100-per-cent Canadian

tomatoes and mustard seeds.

RESTO BUZZ David Hawksworth’s newest restaurant, Nightingale, is scheduled to open in Vancouver this spring. The 7,400 sq.-ft. restaurant will highlight local ingredients in globally inspired dishes. Nightingale’s menu includes fresh vegetables, sea-sonal salads and creative proteins, including a 24-oz dry-aged Alberta prime beef strip-loin ($129)…Tannis Ling of Vancouver’s Bao Bei has teamed-up with executive chef Joel Watanabe and sous-chef Alain Chow to open a new restaurant, Kissa Tanto. The menu at the 80-seat Japanese-Italian concept is inspired by the flavours of Japanese food fused with the warmth of Italian cuisine…Montreal wine bar Pullman is gaining a companion restaurant this month, as Bruno Braën and Catherine Bélanger are set to open Moleskine next door. The restaurant will fea-ture a take-out window serv-ing small plates and ice cream come summer. The two-floor venue will host a more casual concept on its first floor and offer a more complete menu, including wood-fired pizza, on the second floor…The team behind Halifax’s Field Guide restaurant launched a new eatery Highwayman inspired by an Alfred Noyes poem by the same name. The kitchen, helmed by Dan Vorstermans, produces dishes such as Boquerones (anchovies) and chips ($7); ravioli with whey and pine nuts ($16); and Crema Catalan ($9)…After 30 years of serving politicians, lobbyists and journalists, Hy’s Steakhouse & Cocktail Bar, located within a short walking distance of Ottawa’s Parliament Hill, closed its doors in February due to disagreements regarding lease-renewal terms.

Opening a new restaurant? Let us in on the buzz. Send a high-res image, menu and background information about the new establishment to [email protected].

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FYI

IN BRIEFVancouver Magazine has released the results of its 2016 Restaurant Awards — naming Maenam Restaurant of the Year. The Thai restau-

rant also took home a collection of other honours including: gold for

Best Thai, silver in the Best Casual category and bronze for Best West

Side…North 42 Degrees Estate Winery in Colchester, Ont.’s Essex

County is gearing up for a $1-million expansion. The investment will

allow the team to add a larger wine-tasting area, more retail space and

a restaurant…Tim Hortons released two new maple-flavoured bever-

ages for a limited time; The Creamy Maple Chill is a non-caffeinated

beverage with maple flavour, while the maple Iced Capp adds an extra

touch of Canadiana by also using maple flavouring

Canadian coffee chain Good Earth Coffeehouse is celebrating its 25th

anniversary. Since opening its first location in Calgary in 1991, Good

Earth has grown to include more than 45 locations in B.C., Alberta,

Saskatchewan and Ontario… East Side Mario’s launched its new

national pick-up and delivery service, ‘Mario in Minutes.’ The brand

created a guest team to handle all phone, web and mobile orders for

this new initiative…The team at Joey Restaurants launched Joey Pay, its first proprietary mobile payment app for iPhones…The Eataly

franchise is scouting sites for its first Canadian property. While the

location for the Toronto store is still unknown, the owners are alleg-

edly eyeing the trendy Yorkville area…The renowned Chicago-based

brewery, Goose Island, is coming to Toronto. The expansion marks the

company’s first Canadian location, bringing the brew-

ery’s core brands, such as Matilda, Sofie, Honkers Ale

and Goose IPA to the Toronto market. The timelines for

construction and opening have yet to be announced…

Madisons New York Grill & Bar franchise is bringing

its fine-dining experience to Canada. Opening in time

for the spring season, Madisons Ottawa is the first

Canadian outlet for the brand.

PEOPLE The team at Hockley Valley Resort’s signature restaurant

Cabin and Adamo Estate Winery, welcomes renowned

chef Roberto Fracchioni to its culinary team as head

chef. Fracchioni completed his culinary training in

some of Canada’s most prestigious restaurants, including

Scaramouche, Canoe, Auberge de Pommier and Niagara’s

Inn on the Twenty. In his new position, he will oversee

the upscale dining restaurant Cabin, as well as the entire

food program at the new Adamo Estate Winery, slated to

open later this year…Alexandra Feswick, chef de cuisine

at the Drake Hotel in Toronto, is the new Dairy Farmers of Canada’s (DFC) Grate Canadian Cheese Cook-Off

champion. The biannual showdown took place on April

8 at DFC’s Canadian Cheese Counter at the Toronto

Food & Drink Market, where four top Canadian top

chefs took to the stage to create the ultimate mac and

cheese using Canadian cheese.

SUPPLY SIDEMetalcraft reinvented its drinking vessel offerings with

the launch of more than 20 mugs, tumblers, cups and

drink cans. Focusing on trendy looks in natural ele-

ments, the new lines of drinkware are made of antique

and shiny copper, stainless steel in satin and mirror

finishes and black and gold with brass handles. The new

drinkware is featured in American Metalcraft’s new

product brochure being introduced at the NRA Show

this month…Unilever Food Solutions is introducing

the Hellmann’s Burger Route, an online marketing

campaign which aims to provide restaurant operators

with national exposure. Restaurants joining the initia-

tive are promised eye-catching merchandise, social-

media support and recipe ideas.

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The past few years have been chal-

lenging for the foodservice sector in

Canada. In 2015, commercial food-

service traffic was once again flat. In fact,

foodservice incidences — defined as the

percentage of Canadians who visit food-

service daily — have been consistently flat

since 2012. While there was some dollar

growth in national year-over-year sales at

foodservice, the increase held steady at two

per cent, in line with menu inflation.

Consumer beverage consumption at

commercial foodservice has also been chal-

lenged of late. Total beverage servings have

remained flat compared to last year and

only half of the top 10 beverage categories

are currently seeing any growth in servings

at all.

Further compounding the issue is the

reality that the sparkling beverage cat-

egory, which includes bev-

erages such as carbonated

soft drinks, has come under

significant pressure over

the last few years. In 2015,

for example, total servings

declined two per cent year

over year.

There were a few win-

ners in 2015. For example,

bottled water servings were up 8.6 per cent,

juice servings grew 2.6 per cent, iced/fro-

zen/slush coffee servings increased 11.8 per

cent and milk servings were up 2.1 per cent.

Some of the hardest-hit categories in 2015

were hot tea and alcoholic beverages, which

saw declines of 10.8 per cent and 5.4 per

cent respectively. The latter is a considerable

concern for FSR operators who rely heavily

on alcoholic beverage servings to help drive

average eater check and improve overall

margins. Adding to these declines is the

fact that tap-water servings were up 2.5 per

cent in 2015.

While major trends in foodservice and

beverage consumption tend to be national,

there are some interesting regional patterns

to consider from province to province. For

example, the landscape in Ontario has seen

an upturn in the latest year, with industry

dollars increasing at a rate of four per cent,

ahead of all other regional year-over-year

trends. In fact, sparkling category declines

are seen across all regions, with the excep-

tion of Ontario where sodas, soft drinks

and other CSDs are up two per cent on

the year.

However, there are several growing/

emerging beverage categories worth keep-

ing an eye on in 2016. For example, shakes,

malts and floats have seen strong growth

year-over-year and are currently up 29 per

cent compared to last year. Furthermore,

frozen/slushy/iced coffee has also per-

formed well, up 16 per cent. Lastly, carbon-

ated bottled water has seen some strong

growth over the last year, and is currently

up eight per cent.

Opportunity still exists for savvy

operators who are willing to implement

new and innovative beverage offerings.

Increasing variety and focusing on new,

unique beverages is especially impor-

tant in FSR and QSR, where alcohol

has long been relied upon to drive up aver-

age eater check. As alcohol consumption

at foodservice continues to decline, bev-

erage innovation can play a key role in

helping to achieve growth in a traffic-

challenged market. l

BOTTOMS UPBeverage innovations are key to achieving growth

Robert Carter is executive director, Foodservice Canada, with the NPD Group Inc.

He can be reached at [email protected] for questions regarding the latest trends

and their impact on the foodservice business.

FROM THE DESK OF ROBERT CARTER

PHOTO

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ITH LEAF DESIGN W

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FOOD FILE

STREET VENDORS ACROSS CANADA ARE BRINGING GLOBAL FLAVOURS

TO THEIR NEIGHBOURHOODS

AROUNDTHE WORLD IN

80 BITES

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FOOD FILE

STREET FOOD is the

food of the people. Stalls, kiosks and trucks

congregate around busy city streets the

world over, filling the air with the scent of

just-grilled skewers or glossy noodles tossed

in blazing woks. Street food is synonymous

with affordable, fresh fare that’s usually

hand held, easy to transport and to eat. Most

importantly, it’s food people want to eat —

because it’s delicious.

According to Australia-based IBISWorld’s

report, Street Vendors in Canada, published

in 2015 by Andrew Alvarez, the “Street

Vendors industry has been one of the best-

performing industries in the broader food-

services sector during the past five years,”

with revenues totalling $279.2 million and

profits reaching $11.7 million.

HOT MARKETS| “Canadian Food Trends to 2020: A Long

Range Consumer Outlook” prepared

by Serecon Management Consulting in

Edmonton, Alta., notes that “Quebec and

Ontario have the largest share of street ven-

dors by an overwhelming margin, with 43.8

per cent and 37.8 per cent of establishments,

respectively.” Most vendors, according to this

report, set up shop close to densely popu-

lated areas, such as office buildings or work

sites, to get the most bang for their opera-

tional buck.

That’s the case with Grumman ’78, an

outfit credited with bringing street food back

to the streets of Montreal in 2010. It now

operates a bricks-and-mortar location in the

St-Henri neighbourhood, in an old garage

that used to house the city’s cavalry. But

when spring has sprung, you’ll find its lime

green truck — the first in the city — hitting

the road and selling globally inspired tacos

(especially since 2013, when street food got

its legal status in Montreal).

Hilary McGown is one of three partners

in the Grumman empire (formerly

a cook at Toronto’s Splendido res-

taurant, she now runs the business’

administration and accounting). For

the Grumman team, street food is all

about the taco. “It’s one of the most

classic forms of street food — you eat

it with your hands, it’s not expensive

and it’s always delicious,” she says,

adding, “When I go out to eat, I usu-

ally spend more than I wanted to. I’m

just as satiated if I’d had a ceviche

or a taco [instead]. You can eat well

without it having to be expensive.”

Team Grumman views the taco as an

affordable, blank canvas. Its most popular

creation is a riff on the bahn mi sandwich,

made with roasted, pulled pork shoulder

dressed in hoisin sauce and garnished with

pickled daikon and carrot (one taco for $6

on the truck or two for $14 at the restau-

rant). “Most people think we’re Mexican. We

use corn tortillas, work with jalapeños and

other chiles, but our driving force is what’s

delicious, rather than what would be cultur-

ally relevant,” explains McGown.

THE CRAVEABLE FACTOR| McGown’s observation is backed up by

Jill Failla, associate editor of Consumer

Research at Technomic Inc., who believes

it’s primarily consumers’ desire to try inno-PHO

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CRAVABLE FALVOURS Sev Puri from the Bombay Street Food Company (top); ethnic salad options from Grumman 78 (below)

TACO FEVER A perennial favourite, tacos are the ultimate street food

STORY BY MARY LUZ MEJIA


vative, global, “craveable” flavours that’s

attracting them to street fare (versus just

lower prices).

Seeking out discernible, regionally specific

flavours is what keeps Torontonians com-

ing back for more at The Bombay Street

Food Company. Two sisters-in-law decided

to bring the street food of Mumbai (a.k.a

Bombay) to Toronto, initially using festivals

and farmers’ markets as testing grounds.

What they found was that their food

appealed to former Bombay residents crav-

ing nostalgia, as well as to Canadians who

enjoyed the bright, fresh and bold flavours

of the Indian city and who had begun to

crave them, too.

“We don’t do fusion — we’re committed

to authenticity. To us, that means being able

to fulfil the nostalgic food fantasies of former

Bombay residents, using farmers’ market

fresh ingredients,” says co-owner Amreen

Omar. Her sister-in-law Seema Omar, who

grew up in Bombay, adds, “Palates have

changed here in Toronto. People are accept-

ing of new flavours; every food festival we’ve

participated in has given us a great response.”

The company’s daily, scratch-made cre-

ations include various freshly made masalas

(spice blends) and three, vibrant chutneys —

another reason people seek them out. Failla

notes vendors touting authentic, premium

ingredients can get away with higher prices,

even for street-food items. Scratch-made

components such as aioli and slaws, or in

this case masalas and chutneys, add value in

the minds of discerning clientele.

At farmers’ markets, The Bombay Street

Food Company’s most celebrated dishes

include the keema pav ($8), a sandwich

of spicy beef served on a griddle-warmed

bun along with a farm-fresh salad. “This is

a relatable dish,” says Amreen, “because it’s

FOOD FILE

HAND-HELD DELIGHTS Kheema Par (top), a sandwich of spicy beef popular in Mumbai is one of The Bombay Street Food Company’s best sellers; the Alley Burger made with ground heritage pork sausage, roasted garlic and Quebec cheese curds (below) from Calgary-based Alley Burger

Let’s put your ideas in motionWhat does it take to move from idea to execution? It takes a partner ready to work a little harder, think a little smarter and never, ever settle.So whether it’s a new flavour, a new fry, or a fresh look at your business,Lamb Weston® is ready to make things happen.

See what’s possible with potatoes at LambWeston.com 1 888 593 7866

REVISION: 1 DATE: JULY 9, 2015

DOCKET: XXXX CLIENT: LambWeston COLOUR: CMYK

PROJECT: New Print Ads TRIM SIZE: 8.125 ” x 10.875”

DESCRIPTION: Food Pendulum Ad - Media Edge/Kostuch BLEED SIZE: 8.375” x 11.125”

CONTACT: Barbara MacDonald DATE REQUIRED: 2015 TYPE SAFETY: 7.125 ” x 9.625”


T: 905 361 0305 F: 905 629 9305

©2015 ConAgra Foods, Inc. All Rights Reserved.

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FOOD FILE

like a burger or a Sloppy Joe.” The other

fan favourite is the vegan and lactose-free

rice and lentil bowl with a vegetable salad

($6). It’s right on trend, according to the

IBISWorld report, which notes customers’

health-conscious dining choices have been

swiftly answered by savvy operators willing

to highlight vegetarian, vegan and other

healthy options on menus.

This spring, it will be opening a fast-

casual service location (with a take-out

component) on Bay Street in Toronto,

where it hopes office, hospital and univer-

sity foot traffic will keep its 11 a.m. to 9

p.m. eatery busy. It is planning on pricing

a lunch combo, which will include a main

and a drink, at around $15.

FLAVOUR FOCUSOne sure way to differentiate yourself from the competition is to offer house-made, quality condiments and sauces, focusing on flavour-forward ingredients. Here are three ingredients making a splash for these food operators.

CHUTNEYS Some say Indian street food is “powered” by the flavour bombs that are chutneys — the sauces or side dishes that accompany a wide variety of snacks and plates. They’re con-sidered an off-shoot of Anglo-Indian cuisine, in which fruits, veg-etables, herbs and spices get paired with vinegar and sugars to preserve them for later consumption and to heighten the flavour of dishes. At The Bombay Street Food Company, three chutneys in particular are made fresh daily (the Omars insist on no leftover

usage). “At our house, mom would make chutneys for lunch and dinner and they would be used up dur-ing the meals. We’re bringing that experience to our customers,” says Seema Omar. Specialties include a green chutney made of fresh corriander, mint and green chili; a ginger chutney; and a sweeter tamarind, date and jaggery (cane sugar) chutney. You’ll find these served with pakoras, sev puri and other scratch-made specialties, adding both add depth and dimension.

PIRI PIRI AIOLI At Calgary’s Charcut Roast House, Connie De Sousa’s Portuguese father is the keeper (and maker) of the family’s piri piri recipe. Piri piri, which means “pepper pepper” in Swahili, is a multi-purpose, fermented pepper sauce consumed in Portugal and various African countries, including South Africa, Mozambique and Namibia. It’s usually made with any combination of crushed chiles (traditionally African bird’s eye chiles), lemon juice, paprika, pimiento, oregano, onions, citrus peel, salt, pepper and bay leaves, to name a few. It can be used as a marinade (for chicken and sea-food in particular), as a dipping sauce, or mixed with say, a garlicky

mayonnaise, for a particularly delicious aioli of sorts. At Alley Burger, the piri piri is folded into the house aioli to create the eatery’s famous burger secret sauce. It also finds its way into other Alley Burger recipes and various dishes at Charcut where a little layered, lingering heat is on the menu.

DRIED HIBISCUS FLOWERS In Spanish, hibiscus flowers (also known as rose mallow) are called flor de Jamaica. They grow in tropical regions around the world, are high in antioxidants and vitamin C and are a completely natural, mild diuretic. In Jamaica, the flower is called sorrel and used in hot and cold drinks. In Mexico, the red flowers are used to make agua fresca (non-alcoholic, refreshing “waters” or juices) as well as rehydrated in a sugar syrup to make brilliant, crimson-hued dessert garnishes. You’ll also find dried hibiscus powder tinting everything from

sodas to women’s cosmetics. On its own, the reconstituted dried flower juice is tangy, almost mouth-puck-ering. Hence why it’s enhanced with sugar or honey and often lime juice to balance out the tartness. At Montreal’s Grumman ‘78 (on both the truck and the sit-down restaurant), the dried flowers are turned into simple syrups to garnish everything from drinks to desserts.

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SPEND PREDICTORS| When consumers reign in their

discretionary spending, sug-

gests the IBISWorld report,

they’ll likely opt for the creative,

reasonably priced fare of food

trucks and street-food options.

When new and diverse food

options capture their atten-

tion, clients quell cravings with

“niche product offerings, and

high-quality gourmet options.”

Calgary’s Alley Burger answered

both criteria with its initial

offering of $5 gourmet burgers,

sold out of the alley behind its

sit-down Charcut Roast House.

In the winter of 2011, hun-

dreds of burger lovers lined up

for a taste of Connie De Sousa

and John Jackson’s must-try

burgers. The original Alley

Burger, made with ground heri-

tage pork sausage, whole chunks

of roasted garlic, spices, white

wine, Quebec cheese curds and

a Portuguese piri-piri aioli made

daily by De Sousa’s dad ($6

small, $10 regular), became an

instant hit. Listening to custom-

er demands, it also created the

Whole Truck burger, a 7K Ranch

grass-fed beef burger that guests

got to top their way ($8 small,

$12 regular). Fries, “Spiced

Your Way” ($5) and a soup and

sourdough bread option ($8)

round out the menu at its new

Simmons Building location (it

recently sold its burger food

truck in favour of a bricks-and-

mortar location).

Jackson and De Sousa’s food

reflects their love of charcute-

rie, while borrowing from their

familial heritage and their travels

to Europe. To keep innovating,

Jackson says it’s all about keep-

ing its “incredible and passionate

team engaged and part of the

conversation at the table.” To

keep clients coming back at a

reasonable price point, he says

the operation tries to remain

flexible and look for value

opportunities guests will appre-

ciate and recognize, adding, “We

always look for ways to transfer

savings on to our guests and

show great value for their dollar.”

The team at Grumman ’78 has

a similar philosophy. McGown

says she buys the best ingredients

she can for a fair price from repu-

table butchers and farmers; all

of which is reflected in her food.

“I can’t sell a taco for $3, or I’ll

go under. But I do try and give

people the greatest $7 taco they’ve

ever had,” she says. That price also

reflects staffing costs, truck and

restaurant insurance and rent.

“Because I have a truck and a res-

taurant, my costs are doubled.”

Why keep the truck then?

It’s profitable, says McGown,

bringing in about 10 per cent of

its sales, even though the break-

even is high. “It’s expensive

running a truck, almost double

the cost of a restaurant, because

you need bricks-and-mortar

to run the truck. It’s an exten-

sion of a dining room [but it’s]

highly weather-sensitive,” she

explains. If there’s a rain storm,

no one comes out to eat. The

truck is used more as an assem-

bly line, in which restaurant-

cooked dishes (via sous vide

machines) are warmed on an

immersion circulator on the

truck before going on a steam

table and ultimately put togeth-

er and seasoned for the cus-

tomer. And for a business with

a short, seasonal window of

opportunity (April to October),

that’s a risky proposition.

The other reason it keeps

the lime green mobile? “It’s

a roving billboard,” says

McGown. And in a town like

Montreal that’s chock-full of

edible options, sometimes a

cheery, rolling, green salute to

your tastebuds is as good as

word-of-mouth kudos. l

FOOD FILE

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Stealing ShareWITH COMPETITION INTENSIFYING, TODAY’S TOP 100 OPERATORS ARE LOOKING TO STEAL MARKET SHARE BY GETTING MORE CREATIVE AND INNOVATIVE

the

TOP100

The winds of change continue to blow strongly

in the foodservice industry, altering the land-

scape and pushing operators to get more cre-

ative in how they appeal to today’s increasingly

demanding and fickle clientele. After several

slow years, the industry is grappling with the

reality that competition is tougher than ever.

And with the millennial cohort, aged 18 to 34, now assuming an

increasingly important position, their likes and dislikes will help

further shape and influence the foodservice landscape in ways

never before imagined.

According to statistics from Restaurants Canada, commercial

foodservice sales increased by two per cent in 2015, for total sales

of $60 billion, while total foodservice sales grew 4.1 per cent to

$74.9 billion. Commercial sales are projected to increase by 3.5 per

cent in 2016 to $62.1 billion, while total industry sales are expected

to hit $77.5 billion, up by 3.5 per cent. This year’s Top 100 com-

panies posted 2015 sales of $30 billion, up 5.6 per cent from last

year’s $28.4 billion.

Like many businesses across the economy, the foodservice

BY ROSANNA CAIRA

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industry is facing a slew of challenges —

falling traffic counts, rising ingredient costs

and the impact of changing technology

and demographics. Over the past five years,

sales in all industry segments have either

remained flat or declined. Total traffic vol-

ume remains constant at 6.6 billion annual

customers, with the QSR segment growing

slightly by two per cent; within the FSR seg-

ment, customer traffic declined by two per

cent while among retail, HMR and conve-

nience traffic declined by two per cent and

one per cent respectively.

Not surprisingly, in order to combat

declining traffic counts, operators are now

being forced to steal share from each other

through consolidation, menu innovation

and technological adaptation — trends that

dominated this year’s Top 100 Report.

CONSOLIDATION IS THE NAME OF THE GAMEThe company making the most headlines

in 2015 was Cara Operations Ltd., which

acquired New York Fries, The Landing and

a 40-per-cent stake in Toronto celebrity chef

Mark McEwan’s food empire. According to

Bill Gregson, CEO, Cara, The New York Fries

acquisition gave it “a strong track record of

growth, profitability and product develop-

ment.” Earlier this spring, the company also

acquired Montreal-based St. Hubert in a

move expected to give the company a stron-

ger foothold in the Quebec market.

Moving forward, the company’s strategy

is to dispense of under-performing stores,

convert to more successful brands and focus

on improving its core business. This year, for

example, Swiss Chalet, the venerable brand

the company has owned since the 1950s,

opened a total of 16 new stores, while add-

ing new items such as Butter Chicken and

Asian-inspired chicken stir fries to its menu.

Cara is also looking to add 30 new East Side

Mario’s units by converting the lower per-

forming Kelsey’s locations.

Don’t expect the acquisition activity to

slow any time soon. Earlier this year, speak-

ing at the Canadian Restaurant Investment

Summit in Toronto, Paul Rivett, president of

Fairfax Financial Holdings, owners of Cara

and The Keg, told a room of foodservice

operators the company is looking to actively

pursue additional acquisitions.

Of course, the acquisitions spree started

in earnest in August 2014, when Restaurant

Brands International acquired iconic

Canadian brand, Tim Hortons, and set up

shop in Oakville, Ont. amid a flurry of con-

troversy around relocating its head office for

tax reasons. In its first full year of operation

as a new business, the company set out to

reduce its costs — downsizing its head-

office staff by approximately 1,000. It also

began to create price efficiencies by amal-

gamating its Burger King and Tim Hortons’

purchasing functions and focused its sights

on international expansion. In the past year,

a total of 155 new Tim Hortons popped up

and the company also closed 27 U.S. under-

performing stores in Portland, Ore. and

Syracuse, N.Y.

Another juggernaut making headlines this

past year was Montreal-based MTY, which

now controls 41 different flags ranging from

Extreme Brands to Country Style Donuts.

Last year the behemoth gobbled up Big

Smoke Burger, a young brand in the über-

competitive burger market. Unfortunately,

MTY does not break out individual sales by

brand, though it did reach total volume sales

of more than $1 billion for the first time in

its history. To provide a realistic scope of the

breadth of its holdings, F&H has provided

estimates for each of its brands.

It wasn’t just the big guys joining forc-

es in 2015. Late last year, two mid-sized

chains from the Next 25 came together when

Toronto-based Druxy’s acquired Guelph-

based Williams Coffee Pub, bringing these

two Ontario entities together to tap into

various synergies (see story on page 35).

But is consolidation the cure for the

industry’s ills? Not according to Doug Fisher.

The Toronto-based foodservice consultant

says, “The acquirers all have something in

common — they are big and very well run

and operated and all have benefitted from

their acquisitions in terms of economies of

scale; and in some cases are benefiting from

local management. However, the restaurants

under the brands are becoming more uni-

form.” And, adds Fisher, “Consolidation is

only good for shareholders and senior man-

agement teams.”

BATTLE OF THE BURGER GIANTSIn an effort to steal share from competitors,

many of the Top 100 brands are extending

product lines and introducing new menu

offerings. Leading the way is McDonald’s,

which had a busy 2015, launching a mod-

ernized guest experience featuring self-order

kiosks and the Create-Your-Taste burger

1 McDonald’s Restaurants of Canada Ltd.

2 A&W Food Services of Canada Inc.

3 Wendy’s Restaurants of Canada Inc.

4 Burger King Canada (Redberry Franchising Corp.)

5 Harvey’s (Cara Operations Ltd.)

* $3,896.0

$1,093.4

* $623.7

* $370.0

$296.0

* Denotes estimate; ‡ Canadian-owned company whose operations outside Canada are reflected in gross sales and units

TOP 5

CHAINS(millions)

ILLUSTRATIONS : DREAM

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menu — all while giving customers the

ability to choose from 30 different options,

including 12 toppings, two buns, a lettuce

wrap and nine sauces. The company is hop-

ing to rewrite the rules of guest service with

customizable menu options, new technology

and a best-in-class guest experience.

The QSR chain also added the Mighty

Angus, the first premium burger the com-

pany has added to its menu since 2012.

According to Anne Parks, director of Menu

Development, “The very first item on the

menu in 1967 was a hamburger and at its

heart, McDonald’s has always been a ham-

burger company,” boasting that the QSR

company “serves more guests than all other

national burger chains combined.”

As consumers’ hunger for sustainable

products grows, McDonald’s is hoping to

satiate it with news it has funded a beef

sustainability pilot program, which will help

establish an independent verification process

for sustainable beef. That means the compa-

ny is on track to purchase a large portion of

its beef supply from sustainable sources. It’s

also committed to fully transition to sourc-

ing 100-per-cent-Canadian cage-free eggs

(free run) for its restaurants over the next

decade. “Our decision to source 100-per-

cent Canadian cage-free eggs reinforces the

focus we’re placing on our food and menu to

meet guests’ changing expectations, allow-

ing them to feel better about the food they

enjoy at our restaurants,” says John Betts,

president and CEO. The company will also

work closely with the industry to source

only chicken raised without antibiotics that

are important to human medicine by the

end of 2018.

A&W Restaurants, which, three years ago

became the first chain to introduce beef and

chicken without antibiotics, spent the bet-

1 Boston Pizza International Inc.

2 Pizza Pizza (Pizza Pizza Limited)

3 Pizza Hut (PH Canada Company)

4 Domino’s Pizza of Canada

5 Panago Pizza Inc.

$1,060.0

$451.0

$332.8

* $272.5

$160.7

PEOPLE MAKE THE DIFFERENCE

Franchisees are the key to Pita Pit’s success. According to Chris Fountain, CEO, Pita Pit Canada, the Kingston, Ont.-based QSR chain is selective about its franchisees, turning down more than 80 per cent of applicants before even reaching the financial qualifications stage. “A good portion of our success is how selective we are with picking the right franchise partners,” says Fountain. “We continue to look for people who can lead their team and connect with their community. We are investing heavily in giving them better tools to do those two things.”

Pita Pit recorded sales of $296 million in 2015, up 31 per cent from $226 in 2014.

The brand added 54 new stores last year, with the strongest performance occurring in the Maritimes. “We’ve had some great success sto-ries across the country but the Maritimes was one of our strongest markets in 2015. We are really excited to see continued growth there. We have amazing franchise partners there that fully reflect they type of people we love working with.”

Pita Pit has a unique approach to growth, preferring to find good people first and then find them the right location. Expansion plans include growing the brand’s presence in every province — including the opening of the first store in the Yukon.

“Rising costs will continue to affect every-one,” says Fountain of challenges facing his company in the coming year. “Prices will follow input and labour costs and brands will have to find a balance of providing extra value in a limited market.”

For its part, Pita Pit has launched a rewards program. “Our national Pita Pit More rewards program allows us to focus on regularly engag-ing and rewarding our most loyal customers. Over the next few months we will be extending that platform with pre-order and guest feed-back modules.”

The company has also launched a new Pita Pit décor package for new builds and, Fountain says, the company will continue to add tools and training to enhance the capabilities of its franchisees. — Amy Bostock


TOP 3

CHAINS(millions)

1 Tim Hortons Inc. (Restaurant Brands

International Inc.)

2 Starbucks Coffee Canada Inc.

3 The Second Cup Ltd.


‡$8,055.8

* $1,200.0

$174.9

TOP 5

CHAINS(millions)


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ter part of 2015 reinventing itself, aggres-

sively adding 23 units across the country

and becoming the first company to intro-

duce a new franchise program aimed solely

at millennials.

In recent years, competition in the burger

segment has intensified as consumers’ love

affair with better burgers continues to push

new boundaries, spurred by the growth

of smaller niche operators such as Hero’s,

South Street Burgers and the U.S.-based Five

Guys. Since selling New York Fries to Cara,

former owner Jay Gould is now focusing his

efforts exclusively on South St. Burger. Last

year, in an effort to grow his dinner business

and appeal to a changing demographic, the

company launched a craft-beer program.

“For the last seven to eight months, same-

store sales have been on a roll,” boasts Gould.

“Competition has slowed, or disappeared,

and I think we are being recognized by con-

sumers as one of the best.”

BREAKFAST DAYPART CONTINUES TO SHINE Despite market challenges and slump-

ing traffic, daypart usage continues to

shift. According to The Canadian Chain

Restaurant Review, produced by NPD and

Geoff Wilson & Associates, “Breakfast/

brunch is performing strongly and is expect-

ed to continue to grow,” with double-digit

growth, driven by both the casual-dining

and QSR segments, becoming the norm

in this segment. Among the best-growing

menu items are breakfast sandwiches, hash

browns, bacon and sausage.

After years of growing the breakfast mar-

ket in Quebec, Ontario and Alberta, the

team at Chez Cora focused on product

development last year, adding 20 new break-

fast items and introducing an early-bird

1 Boston Pizza International Inc.

2 Keg Restaurants Ltd.

3 Montana’s (Cara Operations Ltd.)

4 Moxie’s Grill & Bar (Northland Properties)

5 White Spot Restaurants (White Spot Limited)

$1,060.0

‡$579.0

$239.0

* $208.9

$176.0


1 Dairy Queen (International Dairy Queen)

2 Coldstone Creamery (Kahala Franchising LLC)

3 Yogen Früz (Yogen Früz Inc.)

4 Pinkberry (Kahala Franchising LLC)

5 Booster Juice (AW Holdings Corp.)

$638.0

‡$624.6

‡$360.0

‡$141.7

$141.0


TOP 5CASUAL-DINING

CHAINS(millions)

TOP 5SPECIALTY SNACK

CHAINS(millions) WHILE SOME OPERATORS see challenges in

the western market, Popeyes Lousiana Kitchen sees opportunity. The Georgia-based QSR chain, which currently operates 105 restaurants in Ontario, has already signed deals in Calgary and Edmonton — markets Robert Manuel, Popeyes’ Regional Leader – Canada says are ripe for the picking.

“Asisde from what’s happening in the pres-ent, the Alberta market is interesting,” he says. “It’s in an economic downturn as it relates to oil prices and business specifically focused in Calgary, but QSR is performing really well there,” a trend he says tends to happen in times of economic uncertainty as families trade down to a value component. “But we’re seeing record low vacancy rates in Calgary for real estate and it’s a market which continues to do better than people outside of Alberta seem to think it is.”

Manuel says Popeyes’ Lousiana heritage plays very well in the Canadian market and the numbers support his claim — in 2015, the brand

recorded sales of approximately $103 million. “Canada is very diverse and appreciates differ-ent cultures — that’s something which gives us a competitive advantage.”

In the last couple of years, the company has made headway as far as real-estate and marketing operations, leading to a growth which includes both core markets in and around the GTA, such as Scarborough, Mississauga and Brampton, as well as Ottawa.

“We’ve had encouraging success in the last couple of years in the Ottawa market,” says Manuel. “We opened three restaurants there in 2015, which are performing extraordinarily well.” So well, in fact, Popeyes will add three or four more locations in the nation’s capital in 2016.

Continuing to make operational enhance-ments is one of the chain’s biggest focuses for 2016. “We have a long-term vision where our service experience equals that of our quality. We want to have legendary service that rivals our chicken,” says Manuel. — Amy Bostock

POPEYES LOUSIANA KITCHEN SETS SIGHTS ON WESTERN CANADA

THE ACQUIRERS ALL HAVE SOMETHING IN COMMON — THEY ARE BIG AND VERY WELL RUN AND OPERATED AND ALL HAVE BENEFITTED FROM THEIR ACQUISITIONS IN TERMS OF ECONOMIES OF SCALE


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“

”


program featuring 15 new items as well as

seasonally inspired dishes. After focusing

on westward expansion in recent years, the

company is now setting its sights on the

U.S. market, with a new unit slated to open

in Boston later this year and more to fol-

low. Sunset Grill opened nine locations to

bring its unit total to 127, while Eggsmart,

the other Montreal-based breakfast chain,

added three new units to its mix last year

and introduced a new menu.

ME–TOO MENTALITY One of the key lessons Tim Hortons,

McDonald’s and Starbucks have been forced

to learn in recent years is in order to grow

market share, you can’t rely on just one

strong product offering, pushing chains to

become all things to all people. And, the

trend is continuing. Last year, Starbucks

went through a menu revamp, adding kale

and quinoa options at lunch, offering more

panini choices and debuting new low-cal

items. It also introduced all-day breakfast

sandwiches. On the beverage side, the cof-

fee chain gave customers a carbonation

option for its Teavana teas and fruit juices

and introduced Starbucks Reserve Coffee.

Similarly, Tim Hortons continues to intro-

duce new lunch items and, late last year,

McDonald’s introduced its first standalone

McCafé concept at Toronto’s Union Station.

Alongside French croissants, a mini choc-

olatine and cream cheese danishes made

with real fruit, the McCafé also features

Egg Mcmuffins throughout the day and an

assortment of freshly prepared artisan sand-

wiches and salads.

TAPPING INTO TECHNOLOGYThrough all the activity, there’s an underly-

ing interest developing in technology. Not

surprisingly, apps, online services and in-

store kiosks are the latest tools being used

to appeal to today’s tech-savvy millennials.

According to Robert Carter, executive direc-

tor of Toronto based NPD, “Technology-

based digital door traffic has tripled in

the last four years — a disruptive revolu-

tion allowing savvy operators to steal share

from their competitors.” In fact, the “Digital

Door” now accounts for $1.2 billion in

annual sales, growing at a rate of 20 per cent,

says Carter.

Last year, the Pizza Pizza team enhanced

its customer ordering apps; Second Cup

introduced a new rewards program to

drive customer loyalty and frequency; and

Starbucks led the way by introducing its

popular mobile-ordering app, which allows

customers to order before they even arrive at

the store. According to a story in the Toronto

Star, mobile payments now account for 20

per cent of Starbucks’ business. The com-

pany also debuted personalized drive-thrus

equipped with a two-way video screen that

allows customers and baristas to see each

other during the ordering process.

MEASURED GROWTHWhile new concepts continue to be launched

(according to stats from NPD, the industry

managed to grow by 3,863 units in 2015,

representing 4.2 per cent growth) take a

CASUAL-DINING CHAIN Browns Socialhouse has established itself as one of the fastest-growing companies in Canada, logging $105 million in sales in 2015 — up 51 per cent from 2014 — and moving them up 13 positions in this year’s Top 100 rankings.

“Our growth is primarily a result of adding new units,” says Bruce Fox, COO of Vancouver-based Browns Restaurant Group. “Since we began our push to offer franchise opportunities (in 2010) we have had a tremendous response from the type of experienced operators we were looking for.”

The brand opened 45 new units last year, many of which were in Alberta. “We added more units in Alberta than anywhere else, but new outlets were well-received wherever they opened.”

Strong performance occurred in the com-pany’s home market and in new communities. In 2015, more new franchisees joined the orga-nization than ever before. Meanwhile, almost all of Brown’s existing franchise owners will be adding units in the next 18 to 24 months. “The best vote of confidence in any team is when existing players want more ice time,” says Fox.

Overall, the company expects to add at least 12 new units in 2016, pushing it over the 60 unit mark.

“We are building where our franchisees want us to,” Fox explains. “There is plenty of undeveloped territory, so we will push on according to franchisee demand. We expect Western Canada to continue to be the focus while we seek appropriate development partner(s) for the Ontario market.”

In the coming year, Fox says Browns Socialhouse will continue to drive guest counts through culinary innovation, while still main-taining great price/value in a widening span of operating markets where labour and costs vary. “It’s not easy. It requires capable and committed franchisees. We are very pleased that we have such a motivated group.” — Amy Bostock

RISING STAR

1 KFC (Kentucky Fried Chicken Canada Company)

2 Swiss Chalet (Cara Operations Ltd.)

3 St. Hubert BBQ Ltd.

4 Popeyes Louisiana Kitchen

5 Scores (Imvescor Restaurant Group Inc.)

$630.7

$560.0

* $359.0

* $103.0

$100.4


TOP 5

CHAINS(millions)


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THE TEAM at Kostuch Media strives to present as accu-rate an overview as possible of Canada’s foodservice industry. Earlier this year, hundreds of surveys were emailed to chain restaurants across the country, asking restaurant executives to indi-cate the number of units and gross sales at their chains as of Dec. 31, 2015 as well as expansion plans for the

coming year. With the excep-tion of several publicly listed operations, which reported on a fiscal-year basis, the majority of the companies surveyed provided year-end sales. We have noted those companies reporting fiscal-year sales as part of the company’s commentary.

Keep in mind that Canadian-owned companies report sales for all their units

in Canada and internationally (denoted on the chart with a ‡) while American subsidiar-ies only report sales achieved in their Canadian units.

In the cases where com-panies refused to divulge sales figures, F&H has provided estimates based on the company’s historical data, industry growth aver-ages as well as average unit volume sales. This ensures

consistency in our report and provides as accurate a rep-resentation as possible of the major players in the industry.

Almost half a century after F&H produced its first Top 100, it continues to be the most authoritative barometer of the leading companies in the foodservice-and-hospital-ity industry. However, it’s only as good as the information we receive from the compa-

nies surveyed. We do our best to explain anomalies or discrepancies, but we don’t always receive completed information in a timely fash-ion, necessitating a great deal of time and energy being expended to ensure they are included. We hope when it comes time to fill out the next questionnaire, your company considers the value of this report.

Methodology

look at the Top 100 as a barometer and

it’s evident growth is measured these days.

With fast food now entering its senior

years (A&W celebrates its 60th anniver-

sary this year, while McDonald’s turns 50

in 2017), market saturation is a distinct

possibility.

Still, several of the top chains continued

to proliferate in 2015. Tim Hortons

took top expansion honours, adding

155 new units to its stable, followed

by Subway with 99 units. Fuelled by

the growing ethnic foods movement, Thai

Express opened 27 units while Pita Pit

added a total of 15 new stores to its portfo-

lio. Boston Pizza, which has grown steadily

in recent years, slowed somewhat, adding a

dozen new units across the country while

Starbucks was forced to close about 133

cafes when Target Canada announced its

Canadian exodus, although the company

says it plans to open 100 new units annu-

ally over the next few years.

Many Canadian brands continued their

fascination with the international market.

Smokes Poutinerie opened five new units

in the U.S. last year, with 20 more in devel-

opment. It also debuted its new Wienerie, a

concept focused on the lowly hot dog with

more than 16 different options available.

For others, renovations and innovations

became the order of the day. St. Louis Ribs

undertook a chain-wide renovation pro-

gram; Crabby Joe’s Tap & Grill introduced

a revitalized brand image, decor and menu

with plans to roll it out across Ontario;

and Vancouver’s perennial hamburger

favourite, White Spot, introduced a new

west-coast prototype in Prince George,

B.C. Dairy Queen and Wendy’s both fol-

lowed suit, jumping on the renovation

bandwagon.

Casual chain Brown’s Socialhouse, the

fastest-growing company on this year’s

Report (see story on page 27), with growth

of 51 per cent, also introduced an inno-

vation centre in Vancouver for culinary

development and added new units in

Ontario and Alberta. And, after a few years

of adding units in eastern Canada, Joey’s

expanded into California, opening splashy

new digs in the competitive Los Angeles

market and a unit in Canada’s capital —

bringing its total unit count to 25. Not to

be undone, Cactus Club made its Ontario

debut last fall, opening a flagship location

in Toronto, a new unit in Calgary with

plans for another Toronto unit scheduled

to open at Toronto’s Sherway Gardens mall

later this year.

So what’s on the horizon? Over the

next five years, growth is projected at

less than one per cent annually, which

means operators will continue to steal

share through diversification. Already this

year, Starbucks threw down the gauntlet

when it introduced alcohol in three of its

Canadian cafés. “We’re constantly look-

ing for ways for customers to say: “Isn’t

that cool that Starbucks did something

new?” said Rossann Williams, president of

Starbucks Canada in a recent story in the

Toronto Star. Whether other QSR chains

will follow suit remains to be seen but,

with strong headwinds expected to con-

tinue and the millennial demographic set

to exert more influence, one thing remains

certain — more change is coming. l

TOP 5 ASIAN

CHAINS(millions)

1 Mandarin Restaurant Franchise Corporation

2 Thai Express (MTY Food Group Inc.)

3 Sushi Shop (MTY Food Group Inc.)

4 Teriyaki Experience (Innovative Food Brands)

5 ThaiZone (MTY Food Group Inc.)

$135.9

* $98.1

* $52.5

‡ $43.3

* $34.8


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STIME.CO

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TOP100the

SecondChanceSRETAIL VETERAN ALIX BOX IS REINVENTING SECOND CUP


If you know the enemy and know yourself, you need not fear the results of 100 battles.” The classic line, written in Sun Tzu’s Art of War in 6th century B.C. could just as

easily have been spoken by Second Cup’s latest trailblazer and CEO, Alix Box. Fearless, determined, and pointedly stra-tegic, Box is the entrepreneurial superhero who is reinventing the Second Cup brand — one franchise at a time.

ChanceS


A seasoned vet at the retail game, Box’s business

acumen is like no other. With a résumé that touts,

most recently, executive roles as senior VP of Retail

at Holt Renfrew and a 10-year run as vice-presi-

dent of Operations at Starbucks Coffee Company —

as well as earlier career stints at Michel’s Bagette

and Mmmmuffins — Box has experience in the rein-

vention game.

At both Holt’s and Starbucks, Box cultivated a

renewed team spirit and drove up sales and growth.

When she started at Starbucks in 1997, for example, the

company ranked third in Canadian sales and its green

siren-of-the-seas Seattle symbol wasn’t yet

present on every street corner. All that changed

under Box’s watch and it’s no coincidence she

was the perfect choice for Second Cup: her

intimate knowledge of its competition is, per-

haps, the ultimate advantage.

Second Cup’s chairman, Michael Bregman,

was banking on it. When the brand’s founder

tapped her for the position, Box hadn’t yet sat

in the CEO chair. Since her assignment, Box

has undertaken a top-to-bottom restructur-

ing of the company, revealing an unwavering

dedication to her corporate vision. It’s all

part of a larger plan to reposition Second

Cup as one of the major powerhouse coffee

competitors in Canada. “The truth is, I have

a passion for specialty retail and people,” says

Box. “Second Cup always has been an iconic

Canadian brand and at the core of that brand

was unrivaled coffee quality. That’s at the

heart of the whole concept.”

Her first foray into Second Cup’s corporate

culture was meeting with franchisee owners across the

country. Box went into the conversation open-minded

and ready to hear the worst. “I sat down with every

franchisee to hear their thoughts and feelings about the

brand,” Box explains. “We especially needed to build

those relationships again. Overall, they were just really

dissatisfied and frustrated.”

From those meetings, Box took quick action to rem-

edy the recurrent franchisee stories of feeling neglected

and disconnected from the brand. Her first step was

a direct show of appreciation to its front-line staff.

“Within the first 115 days, we reduced our own royal-

ties, allowing the franchisees to earn more,” she says.

It was a gesture that unanimously garnered Box the

support she needed to bolster the energies of an already

tired and disheartened franchise network.

“Second, we restructured our office to specifically

cater to the needs of franchisees. We also renamed it

‘Coffee Central’.” This was a symbolic move on Box’s

part to decrease the hierarchal nature of the com-

pany. She also instituted a policy whereby Second Cup’s

Coffee Central — or “main office”— was required

to respond to franchisee inquiries within a 24-hour

time-frame. “Part of the disconnect happened because

franchisees would call head office and sometimes never

hear back,” she says. Gemma and Kartik Alton, who

own nine Second Cups between them, can testify to

the huge changes Box has implemented. “She’s not

afraid of change,” says Kartik. “I really respect the fact

she increased our gains by about 2.5 per cent for every

franchise. That’s quite dramatic. There has never been a

give-back like that in our company’s history.”

“It’s this kind of action that gives everyone renewed

faith in the company,” says Gemma. “You get the sense

she has our best interests at heart.”

In June 2015, Box hired chief financial officer

Barbara Mallon to execute the restructuring plan. “She

was looking for a partner to move the plan forward,”

explains Mallon, who is responsible for everything from

IT, supply chain, real-estate planning and food catego-

ries to legal issues. “We hadn’t known each other prior,

but were introduced through a member of the board.

Funnily enough, we met for a coffee.”

According to Mallon, Box’s leadership style is one-

of-a-kind. “She’s a very good leader of people,” says

Mallon. “Her team is truly a team and she involves

everyone. The fact that she works on a collaborative

basis is huge. One person’s issue becomes all of ours

to discuss, which is great because it means there are no

silos created between staff.”

At the end of 2014, Box made the Second Cup’s

future tangible with the ultimate prototype café at King

FUTURE FACING The new upscale Café of the Future concept reflects Box’s vision for Second Cup’s evolution

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and John Streets in Toronto. The contemporary, open-

concept space features what Box was seeking to high-

light — “a premium coffee experience from the music

to the cups to the food.” Other than the reminiscent

scents of Second Cup’s famous Paradiso blend, there

is little resemblance between the old and new Second

Cup aesthetic.

The “Café of the Future” features natural lighting, a

central baking case, a “slow bar” for coffee aficionados

to converse with baristas while charging their various

devices and an artisanal Steampunk machine. The space

also offers a number of different seating arrangements

— tables, benches and a bar area. Even the workers’

dress code has changed. “Originally, it was all black,

which connotes a sort of fast-food feel,” says Box. “Now

people can wear their own denim and a choice of a

white or black shirt.” New denim aprons are also part of

the more modern, hipster look.

The operation has been open for two years and has

seen 46 per cent growth in each year since. Box hopes

the concept will be equally as successful in the newly

renovated Commerce Court, Toronto Eaton Centre and

at Montreal’s Gare Centrale (Central Station) locations.

“That was her baby from the start,” explains Mallon.

“With the ‘Café of the Future’, when I look at that huge

accomplishment, it all came from Box — her drive

for action.” Mallon credits Box with bringing the new

vision for Second Cup to life, so it would be a state-

ment not just to franchisees, but to the public. “Alix has

a strong bias for action,” says Mallon. “I have worked

in other companies where you would meet on it again

and again. But Alix isn’t like that. If you want to change

something, she wants a timeline and you are held

accountable. That’s not something you see every day.”

In the cut-throat retail market, Box’s decision to rein-

vent Second Cup as upscale was especially astute. For

one, it immediately withdrew the brand from directly

competing with the Tim Hortons and McDonald’s

rivalry for the best value/ low price point coffee. It also

positioned itself to lure in more millennials through

Box’s commitment to local Canadian communities.

As the only Canadian-owned coffee franchise, Box

wanted to highlight all things Canadian in its stores.

In May 2016, Second Cup launched “Batch 49” coffee,

which reflects Canada’s position — literally and figu-

ratively — in the world. As well, all renovated Second

Cups will feature a mural by a local artist of its local

monuments and neighbourhood landmarks. Canadian

music by emerging bands is also key. Box also col-

laborated with local artists — Matt Andres of British

Columbia, Adrian Forrow of Ontario, and Zela Lobb

from Quebec — to design specialty paper cups.

“The millennial customer is someone we want to

attract,” says Box. “And we know they respond to that

connection to the local and to quality.” To lure them,

Box also installed a rewards program, a mobile app

(subscribed to by over 200,000 users as of May 2016)

and has cultivated a daily online presence on various

social-media sites. It has also become the exclusive cof-

fee brand of Air Canada.

In keeping with the theme of supporting local busi-

nesses, Box changed the Second Cup’s bakery selection

to reflect fresh-never-frozen treats. It was a tall order,

but sustainable if the very best local bakeries could be

sourced. At this point, 80 per cent of the baked goods

are sourced locally. “This allows us to feature local fla-

vours or special dishes that are neighbourhood-driven,”

says Box. “This means we can be relevant locally. If you

want an almond croissant in Montreal, it should also be

baked in Montreal.”

Though Second Cup’s coffee has always been

Rainforest Alliance Certified, Box reviewed each step

of the coffee production line. “From sourcing to roast-

ing to marketing, I reviewed each and every step to

ensure we were delivering the best we could.” While

Box remains mum on what specifically she upgraded in

the coffee timeline from bean to cup, she says: “We are

focused on the entire process. We want to be the very

best at everything we do. Full stop.”

By the end of her three-year plan (2018), nearly

30 to 40 per cent of Second Cups will be completely

renovated in line with Box’s vision for the “Cafés of the

Future.” Not only is Second Cup’s redux bound to rock

the coffee wars — it will make Canadians proud to be

part of the revolution. l

SECOND CUP ALWAYS HAS BEEN AN ICONIC CANADIAN BRAND AND AT THE CORE OF THAT BRAND WAS UNRIVALED COFFEE QUALITY. THAT’S AT THE HEART OF THE WHOLE CONCEPTALIX BOX, CEO, SECOND CUP

“”


cquisitions and mergers con-

tinue to make headlines in

the foodservice industry.

Among the latest crop

is Druxy Inc.’s acquisi-

tion of Williams Fresh

Cafe earlier this

year, which combined the power of the two

Ontario-based, regional chains.

In the decades since launching its Druxy’s

Famous Deli brand, the Druxerman fam-

ily has established a strong presence in the

Greater Toronto Area (GTA) — boasting a

total of 44 units in Ontario, which reported

$16 million in sales for 2015.

Acquisitions are new territory for the fam-

ily-run company, but the opportunity to

expand the brand to new markets sparked the

team’s initial interest. “Druxy’s has been based

in the GTA for 40 years, where there’s lots of

competition for good locations,” says Peter

Druxerman, VP of Marketing for Druxy’s.

“We felt the possibility of growth through

acquisition was a better route than continu-

ally trying to find new locations”

The company’s original intention was to

convert the 26 exiting Williams units to

Druxy’s locations, effectively bringing the

brand’s unit count to 70 while simultaneously

establishing the deli chain’s presence outside

of the GTA. However, the game plan quickly

changed as Druxerman and his brothers famil-

iarized themselves with the Williams brand.

“We didn’t know much about Williams. We

started looking at the business and discovered

what was, in our eyes, a very successful chain,”

explains Druxerman. “We quickly decided we

weren’t changing this brand.”

Not only did they discover the coffee chain

had a strong and loyal customer base (posting

sales of $23 million for 2015), but the Druxy’s

team also found Williams boasted many of

the same qualities the company was inter-

ested in exploring with its own brand, while

sharing the deli chain’s philosophy of serving

high-quality products.

Druxy’s will continue to operate the two

chains as separate brands, but is actively

exploring opportunities to capitalize on the

strengths each has to offer. The company

has already started testing Williams coffee

in select Druxy’s locations and Druxerman

says there are plans to begin testing Druxy’s

sandwiches at Williams locations later this

year, noting that corned and roast-beef items

will be among the first. “In Williams, fran-

chisees and customers are looking for beef,”

he explains.

While the company continues to examine

crossover opportunities, Druxerman expects

both restaurants to benefit from a more

visible brand name and greater purchasing

power. “My first task is combining the supply

[chain] for the two,” he says. “We are trying

to improve the financial situation of our

franchisees by lowering their purchase price

for various products by having a larger base

[from which] to purchase.”

Looking ahead, Druxerman says the

Druxy’s team will continue to expand its

understanding of the Williams brand and

what the two brands have to offer one anoth-

er. The company also plans to grow each

brand by five to six units in Ontario over the

next 12 months. l

DRUXY’S INC. SEEKS TO BROADEN ITS ONTARIO PRESENCE WITH WILLIAMS FRESH CAFE ACQUISITIONBY DANIELLE SCHALK

PowerThe

OfTwo

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RANK COMPANY HEAD-OFFICE UNITS GROSS SALES GROSS SALES LOCATION 2013 2013 (millions) 2012 (millions)

* Denotes estimate; Ω Y/E Fiscal April 2013; √ Y/E Fiscal May 2013; ∂ Y/E Fiscal June 2013; ∑ Y/E Fiscal July 2013; ◊Y/E Fiscal August 2013; ∞ Y/E Fiscal September 2013; ∆ Y/E Fiscal October 2013; † Y/E Fiscal November 2013* Denotes estimate; ‡ Canadian-owned company whose operations outside Canada are reflected in gross sales and units

TOP100the



RANK2016 2015

1 1 Tim Hortons Inc. (Restaurant Brands International Inc.) Oakville, ON 4,413 ‡ $8,055.8 ‡ $7,343.3

Tim Hortons Inc. is owned and operated by Restaurant Brands International Inc.,

the publicly traded parent company of Tim Hortons and Burger King with 3,650

Tim Hortons units in Canada and 763 units internationally. During the past year, the

company added 155 new restaurants.

2 2 McDonald’s Restaurants of Canada Toronto, ON 1,443 *$3,896.0 *$3,888.0

A wholly owned subsidiary of McDonald’s Corp., McDonald’s Restaurants of Canada

operates 1,443 units in Canada. In 2015, the company launched a modernized guest

experience in its restaurants, featuring self-order kiosks, table delivery and the

Create-Your-Taste burger menu. Late last year, it also launched the first location of its

new stand-alone McCafé concept in Toronto’s Union Station.

3 3 Subway (Doctor’s Associates Inc.) Milford, CT 3,240 $1,534.4 $1,400.0

A privately owned company operated by Doctor’s Associates Inc., Subway operates

3,240 units in Canada and 41,423 outside of Canada. Last year, Subway added 99

new units in Canada.

4 5 Starbucks Coffee Canada Inc. Toronto, ON 1,358 *$1,200.0 $1,000.0

Starbucks Coffee Canada Inc. operates as a division of Starbucks Corporation with

1,358 units in Canada. During the past year, the company added 26 units in Canada.

In late 2015, Starbucks launched its Mobile Order & Pay in Toronto and has since

expanded the service to other Canadian markets.

5 6 A&W Food Services of Canada Inc. North Vancouver, 854 $1,093.4 $985.6

A&W Food Services of Canada Inc. is a privately owned company with 854 units in BC

Canada. The team plans to continue its aggressive expansion across Canada,

focusing on Ontario and Quebec. It also introduced a new urban franchise program

for millennials.

6 4 Boston Pizza Inc. Richmond, BC 372 ‡ $1,060.0 $1,012.0

Boston Pizza International Inc. is a private, Canadian-owned operating company and

franchisor of 372 restaurants in Canada. It opened 12 new Boston Pizza restaurants

in 2015, including nine in Western Canada and three in Ontario. During the past year,

Boston Pizza renovated 54 restaurants. There are currently five new locations

under construction.

7 10 Dairy Queen Canada (International Dairy Queen) Minneapolis, MN 629 $638.0 $616.3

Dairy Queen Canada is a division of International Dairy Queen, which operates 629

units in Canada and 6,038 units outside of Canada. During the past year, 46 units

participated in a remodelling program. In 2016, the company plans to open 26 units

in Canada and remodel 29.

8 9 KFC Canada Company (Yum! Brands Inc.) Vaughan, ON 633 $630.7 $624.2

KFC Canada Company operates as a division of Yum! Brands Inc., a publicly traded

company, with 633 units in Canada. In 2015, Yum! Brands, Inc. announced it will

separate into two independent, publicly traded companies — Yum! China and

Yum! Brands.

9 8 Coldstone Creamery (Kahala Franchising, LLC) Scottsdale, AZ 1,253 ‡ $624.6 —

Coldstone Creamery is operated by Kahala Franchising, LLC, a private, Canadian-

owned company with seven units in Canada and 1,246 units outside of Canada.

Coldstone Creamery is focused on expanding in international markets such as

Sri Lanka, Cambodia and Bangladesh.


* Denotes estimate; Ω Y/E Fiscal April 2013; √ Y/E Fiscal May 2013; ∂ Y/E Fiscal June 2013; ∑ Y/E Fiscal July 2013; ◊Y/E Fiscal August 2013; ∞ Y/E Fiscal September 2013; ∆ Y/E Fiscal October 2013; † Y/E Fiscal November 2013

10 7 Wendy’s Restaurants of Canada (The Wendy’s Company) Oakville, ON 354 *$623.7 *$638.0

*$638.0 Wendy’s Restaurants of Canada, Inc. is a division of The Wendy’s Company, with

354 units in Canada and 6,016 international units. During the past year, the company

focused on revamping its stores and fuelling franchise growth. In 2016, the company

plans to open 10 units in Canada.

11 12 The Keg Steakhouse & Bar Richmond, BC 101 ‡ $579.0 ‡ $529.0

The Keg Steakhouse & Bar is a Canadian-owned company with 91 units in Canada

and 10 units in the U.S. In 2016, it plans to open four new units. Y/E September 2015

12 11 Swiss Chalet (Cara Operations Ltd.) Vaughan, ON 217 $560.0 $546.0

Swiss Chalet is owned by Cara Operations Ltd., with a total of 217 units in Canada.

In 2015, its parent company was taken public and the company opened 16 new

restaurants in 2015.

13 13 Pizza Pizza Toronto, ON 636 $451.0 $413.3

A privately owned company, Pizza Pizza Limited operates 636 units in Canada.

The company plans to add 15 new units in 2015 in Ontario, Quebec, Manitoba and

Saskatchewan. During the past year, the team enhanced its mobile-ordering apps.

14 14 Burger King Mississauga, ON 281 *$370.0 $352.1

Burger King Canada is operated by master franchisee Redberry Franchising Corp.,

with 281 units in Canada. Last year, Burger King launched several new products

including buffalo chicken fries. The company will continue to launch more new

products in 2016 with a focus on fewer and more impactful products.

15 16 Yogen Früz Markham, ON 1,108 ‡ $360.0 ‡ $326.6

Yogen Früz is a privately owned Canadian company with 80 units in Canada and 1,028

outside of Canada. In 2015, the company introduced a new line of smoothies using

coconut milk. The company plans to expand in Spain and Portugal in 2016.

16 15 St. Hubert BBQ Ltd. Laval, QC 120 *$359.0 *$345.0

St. Hubert is a privately owned company with 120 units in Ontario, New Brunswick

and Quebec. In 2015, the company introduced a new catering service to serve

corporate or private events. Earlier this year, Cara Operations announced it will be

acquiring the rotisserie chain, with the deal set to be completed by summer.

17 17 Pizza Hut Canada Company (Yum! Brands Inc.) Vaughan, ON 370 $332.8 $313.4

Pizza Hut Canada Company operates as a division of Yum! Brands Inc., a publicly

traded company, operating 370 units in Canada. In 2015, Yum! Brands, Inc.

announced it intends to separate into two independent, publicly traded companies,

Yum! China and Yum! Brands.

18 18 Harvey’s (Cara Operations Ltd.) Vaughan, ON 268 $296.0 $267.0

Harvey’s is owned by Cara Operations Ltd., a publicly traded company, with 268

units in Canada. In 2015, the company added seven units in Canada.

18 22 Pita Pit Kingston, ON 586 ‡ $296.0 ‡ $226.0

A privately owned Canadian company with 215 units in Canada and 371 units outside

of Canada. In 2015, Pita Pit opened 15 new locations in Canada and implemented a

new store design. Expansion is expected worldwide in 2016.

19 19 Domino’s Pizza of Canada Windsor, ON 408 *$272.5 *$256.5

The privately held company launched a new Apple Watch app and DXP delivery

vehicle (Delivery Expert). In 2015 the brand opened its 400th Canadian location.


TOP100the

38 FOODSERVICE AND HOSPITALITY JUNE 2016


RANK2016 2015


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20 21 Montana’s Cookhouse (Cara Operations Ltd.) Vaughan, ON 99 $239.0 $234.0

Montana’s Cookhouse is operated by Cara Operations Ltd., a publicly traded

company, with 99 units in Canada. During the past year, the company added eight

units in Canada.

21 23 Moxie’s Grill & Bar (Northland Properties) Vancouver, BC 65 *$208.9 *$205.7

A privately owned company operated by Northland Properties, Moxie’s Grill & Bar

operates 65 units in Canada. In 2015, the team opened one new location.

22 26 Jack Astor’s (SIR Corp.) Burlington, ON 30 $191.7 ‡ $170.6

Jack Astor’s is owned and operated by SIR Corp., with 30 units in Canada. During

the past year, the company added two units in Ottawa and completed renovations

in two of its restaurants. It plans to open one new location. Y/E August 2015

23 25 White Spot Restaurants (White Spot Limited) Vancouver, BC 63 $176.0 $172.0

White Spot Restaurants is a private company owned by White Spot Limited. During

the past year, the team introduced a new core menu. The company will continue to

seek expansion opportunities for the brand in 2016.

24 24 The Second Cup Ltd. Mississauga, ON 310 $174.9 $182.8

The Second Cup Ltd. is a publicly traded company operating 310 units in Canada.

During the past year, the company reduced its store count by 37 units and

launched a new store prototype.

25 27 Milestones Grill + Bar (Cara Operations Ltd.) Vaughan, ON 55 $172.0 $169.0

Milestones Grill + Bar is owned by Cara Operations Ltd., a publicly traded company

with 55 units in Canada. During the past year, the chain added two new units

in Canada.

26 28 East Side Mario’s (Cara Operations Ltd.) Vaughan, ON 78 $170.0 $168.0

East Side Mario’s is owned by Cara Operations Ltd., a publicly traded company,

with 78 units in Canada. In 2016, Cara Operations plans to add 30 new restaurants.

27 29 Joey Restaurant Group Vancouver, BC 25 *‡ $167.0 $159.0

A privately owned company operated by Joey Restaurant Group, Joey Restaurants

added two more locations to the family in 2015; JOEY Lansdowne in Ottawa and

JOEY Woodland Hills in L.A., bringing its total to 25 locations as of year-end 2015.

28 32 Cora Breakfast and Lunch (Cora Franchise Group) Mississauga, ON 130 *$162.5 $145.0

A privately owned Canadian company that operates 130 units. In 2015, the company

introduced 20 new breakfast items and an Early Bird program added 15 specially

priced menu selections. In 2016, the company plans to continue Canadian expansion

and open a new unit in Boston, with more American units planned.

29 31 Panago Pizza Inc. Abbotsford, BC 192 $160.8 $153.6

Panago Pizza Inc. is a private company operating 192 units in Canada. During the

past year, the company added nine units in Canada, with plans to open 10 units in

2016. The company plans to capitalize on new opportunities in Western Canada,

Ontario and the Maritimes.

30 30 Kelsey’s (Cara Operations Ltd.) Vaughan, ON 71 $149.0 $157.0

Kelsey’s is owned by Cara Operations Ltd., a publicly traded company, with 71 units

in Canada. In 2016, Cara Operations plans to add 30 new restaurants.


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RANK2016 2015


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31 20 Taco Time (Kahala Franchising, LLC) Scottsdale, AZ 268 ‡$145.9 ‡$121.3

Taco Time is operated by Kahala Franchising, LLC, a privately owned company

with 124 units in Canada and 144 units outside of Canada.

32 34 Smitty’s (Smitty’s Canada Limited) Calgary, AB 100 $145.0 $140.0

Smitty’s is a privately owned company, operated by Smitty’s Canada Limited, which

operates 100 units in Canada. In 2015, the team plans to open three new units in

B.C., Ontario and the Maritimes.

33 – Pinkberry (Kahala Franchising, LLC) Scottsdale, AZ 265 ‡ $141.7 —

Pinkberry is operated by Kahala Franchising, LLC, a private Canadian-owned

company with five units in Canada and 260 units outside of Canada. In 2015, the

Kahala team acquired Pinkberry and consolidated the California-based company.

The company is now running its franchise operations from its head office in

Scottsdale, Ariz.

34 35 Booster Juice (AW Holdings Corp.) Edmonton, AB 308 ‡ $141.0 ‡ $139.0

A private company operated by AW Holdings Corp., Booster Juice is a Canadian-

owned company with 308 units in the country and seven internationally. In 2016, the

company plans to add more than 30 new units in Canada and open in two new

international territories.

35 37 Mandarin Restaurant Franchise Corporation Brampton, ON 25 $135.9 $125.0

A privately owned company, Mandarin Restaurant Franchise Corporation operates

25 units in Canada. During the past year, the company opened new units in Kingston,

Ont., and Orleans, Ont. The company is currently renovating a unit in Nepean, Ont.

36 33 Country Style (MTY Food Group) St. Laurent, QC 404 *$130.7 *$143.1

Country Style is owned by MTY Food Group and operates 404 units across

the country. Y/E November 2015

37 36 Ricky’s Group of Family Style Restaurants Burnaby, BC 90 $125.0 $130.0

Ricky’s Group of Family Style Restaurants is a private company operating 90 Ricky’s

All Day Grill and Ricky’s Country Restaurants in Canada. In 2016, the company plans

to open between three and four units in Western Canada, in addition to one in

Burlington, Ont.

38 38 Pizza Nova Toronto, ON 150 $120.0 $112.0

Pizza Nova is a privately owned company with 150 units in Ontario. During the

past year, it opened two restaurants and plans to continue its expansion in

southern Ontario.

39 53 Browns Socialhouse (Browns Restaurant Group) Vancouver, BC 45 $105.0 $69.7

Browns Socialhouse is a private company, owned by Browns Restaurant Group, with

45 units in Canada. During the past year, it established an innovation centre in

Vancouver for culinary development. In 2016, it plans to add 12 new units.

40 - Popeyes Lousiana Kitchen Atlanta, GA 103 *$103.0 —

Popeyes Lousiana Kitchen is a publicly traded company with 103 units in Canada

and 2,450 outside the country. In 2015, the company celebrated its 100th unit in

Canada and unveiled a new restaurant design featured in 21 locations in 2015. This

year, the company plans to open 20 units in Canada and open its first locations in

Calgary and Edmonton.


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41 43 Sunset Grill Mississauga, ON 127 $101.6 $94.4

Sunset Grill is a private company operating 127 units in Canada. During the past

year, the company opened nine locations in Canada. It plans to add three units in

Alberta in 2016.

42 41 Trattoria di Mikes (Imvescor Restaurant Group Inc.) Montreal, QC 73 *$100.6 $102.0

Trattoria di Mikes (formerly Mike’s Restaurants) is operated by Imvescor Restaurant

Group Inc., a publicly traded company, with 73 units in Canada. The company plans

to renovate eight locations in 2016. Y/E October 2015

43 39 Scores (Imvescor Restaurant Group Inc.) Montreal, QC 41 *$100.4 $105.6

Scores is operated by Imvescor Restaurant Group Inc., a publicly traded company,

with 41 units in Canada. The company plans to renovate eight locations in 2016.

Y/E October 2015

44 40 Denny’s (Northland Properties) Vancouver, BC 58 *$99.0 *$103.0

A private company operated by Northland Properties, Denny’s operates 58 units in

Canada. Last year, the company added three units in Canada; it plans to open an

additional three units this year.

45 45 Thai Express (MTY Food Group) St. Laurent, QC 281 *$98.1 *$89.3

Thai Express is a banner operated by MTY Food Group, a publicly traded company,

with 281 units. In the past year, the team added 27 units. Y/E November 2015

46 42 Bâton Rouge Steakhouse & Bar (Imvescor Restaurant Group Inc.) Montreal, QC 29 *$96.3 $96.3

Bâton Rouge Steakhouse & Bar is operated by Imvescor Restaurant Group Inc.,

a publicly traded company, with 29 units in Canada. In 2016, the team plans to

renovate six locations. Y/E October 2015

47 44 Pizza 73 (Pizza Pizza Limited) Toronto, ON 103 $94.4 $90.2

A private chain operated by Pizza Pizza Limited, Pizza 73 operates 103 locations in

Canada. During the past year, the team added two new locations in Canada and

enhanced its customer-ordering apps.

48 47 Mary Brown’s Famous Chicken & Taters (Mary Brown’s Inc.) Markham, ON 130 *$91.8 *$84.8

Mary Brown’s Famous Chicken & Taters is a subsidiary of Mary Brown’s Inc., with

130 units in Canada. During the past year, the chain added 10 locations in Canada.

It plans to continue its expansion coast to coast and double the number of stores

during the next five years.

49 48 New York Fries (Cara Operations Ltd.) Vaughan, ON 159 *$85.5 ‡$84.5

In 2015, Cara Operations acquired NYF. The company currently has 159

units in Canada

50 46 Mr. Sub (MTY Food Group) St. Laurent, QC 291 *$83.0 *$88.8

Mr. Sub is operated by MTY Food Group, a publicly traded company, with 291

units in Canada. Y/E November 2015

51 50 Taco Bell Canada Company (Yum! Brands Inc.) Vaughan, ON 176 $78.9 $75.5

Taco Bell Canada Company operates as a division of Yum! Brands Inc., a publicly

traded company, with 176 units in Canada. In 2015, Yum! Brands, Inc. announced it

will separate into two independent, publicly traded companies — Yum! China and

Yum! Brands.


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52 54 Triple O’s (White Spot Limited) Vancouver, BC 69 ‡ $78.0 ‡ $68.2

A private, Canadian-owned company operated by White Spot Limited, Triple O’s

operates 57 units in Canada and 12 outside of Canada. Last year, the team intro-

duced a new west-coast prototype in Prince George, B.C. In 2016, the team

plans to add three units in Canada.

53 51 La Cage Aux Sports (Sportscene Group Inc.) Boucherville, QC 49 $77.9 $74.9

La Cage Aux Sports is operated by the publicly traded company, Sportscene Group

Inc., with 49 units in Canada. During the past year the company continued its strategic

repositioning and implemented a new interior design. Y/E August 2015

54 56 St. Louis Franchise Limited Toronto, ON 47 $74.5 $65.0

St. Louis Franchise Limited is a private company with 47 units in Canada. During the

past year, the company added five units in Canada, and undertook a chain-wide

renovation program. In 2016, the team plans to open seven new units.

55 52 Menchie’s Frozen Yogurt (Yogurtworld Enterprises) Vaughan, ON 104 *$70.2 *$70.3

Menchie’s Frozen Yogurt is a private company franchised by Yogurtworld Enterprises,

with 104 units in Canada and 400 outside of Canada. The chain plans to open new

locations in Cochrane, Alta., Langley, B.C., Winnipeg and Brampton, Ont.

56 49 Crabby Joe’s Tap & Grill (Obsidian Group Inc.) Mississauga, ON 34 *$68.4 *$82.6

A privately owned company, managed by Obsidian Group Inc., Crabby Joe’s Tap

& Grill operates 34 units in Canada. Recently the brand introduced a revitalized

brand image, decor and menu with plans to roll it out across Ontario.

57 57 Prime Pubs (Cara Operations Ltd.) Vaughan, ON 33 $68.0 $63.0

Owned by Cara Operations Ltd., a publicly traded company, Prime Pubs operates

33 units in Canada. During the past year, the chain added three new units in Canada.

58 55 Pizza Delight (Imvescor Restaurant Group Inc.) Montreal, QC 84 *$64.3 $67.4

Pizza Delight is operated by Imvescor Restaurant Group Inc., a publicly traded

company, with 84 units in Canada. In 2016, the team plans to renovate nine locations.

Y/E October 2015

59 62 Cactus Club Vancouver, BC 29 *$63.5 *$59.2

A privately owned company with 29 units in Canada, Cactus Club recently opened

its flagship unit in Toronto as well as a new unit in downtown Calgary. The team plans

to open a new unit at Sherway Gardens in Toronto in 2017.

60 60 Shoeless Joe’s Sports Grill (Shoeless Joe’s Limited) Vaughan, ON 32 $62.8 $60.5

Shoeless Joe’s Sports Grill is operated by Shoeless Joe’s Limited, with 32 units in

Canada. This year, the team is planning to expand in Western Canada while con-

tinuing to build its base of restaurants in Ontario. Seven new units are planned to open

in 2017.

61 65 Mucho Burrito (MTY Food Group) St. Laurent, QC 96 *$62.7 *$56.2

Mucho Burrito is operated by MTY Food Group, a publicly traded company, with 96

units. During the past year, the brand added 10 new Mucho Burrito units.

62 71 The Pickle Barrel Markham, ON 12 $61.5 *$51.5

Pickle Barrel is a privately owned company that operates 11 Pickle Barrel restaurants

and one Glow Fresh Grill and Wine Bar. Sales figures also include catering receipts.


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63 59 Mr. Mikes SteakhouseCasual (RAMMP Hospitality Brands Inc.) Burnaby, BC 25 *$61.0 *$61.0

Mr. Mikes SteakhouseCasual is a privately owned company operated by RAMMP

Hospitality Brands Inc., with 25 units in Canada. In 2016, the team plans to open

10 new units in Canada; 30 new units are planned for Western Canada during the

next five years.

64 63 Five Guys Burgers and Fries Lorton, VA 63 *$60.0 *$59.1

A privately owned company with 1,000 units in the U.S. and 63 units in Canada. The

Five Guys Burgers and Fries team plans to open a new unit on King St. in Toronto

in 2016.

65 66 The Firkin Group of Pubs Markham, ON 36 ‡*$59.2 ‡ $56.0

The Firkin Group of Pubs is a privately owned Canadian company with 30 units in

Canada and six outside of Canada.

66 74 Smoke’s Poutinerie Inc. Ajax, ON 90 ‡ $57.0 $49.5

Smoke’s Poutinerie Inc. is a privately owned company operating 85 units in Canada

and five units outside of Canada. Smoke’s Poutinerie currently has more than 100

locations open or in development in Canada and more than 20 locations open or in

development in the U.S.

67 68 Lone Star Texas Grill Oakville, ON 24 *$56.3 *$54.0

Lone Star Texas Grill is a privately owned company operating 24 units in Canada.

During the past year, Lone Star opened one new unit in Canada.

68 67 Red Robin Gourmet Burgers, Inc. Burnaby, BC 18 *$55.8 *$55.8

Red Robin Gourmet Burgers, Inc. operates 18 units in Canada.

69 58 Coffee Time (Chairman’s Brands Corp) Toronto, ON 124 *‡ $54.6 *‡ $61.6

A privately owned, Canadian company operated by Chairman’s Brands Corp,

Coffee Time has 98 units in Canada and 26 outside of Canada. During the past year,

the chain introduced a new menu. In 2016, the Coffee Time team plans to add four

new units.

70 69 Opa! of Greece Calgary, AB 91 $53.2 $52.1

Opa! of Greece is a privately owned company operating 91 units in Canada. Last

year, the company opened three new franchised units in Canada, and rolled out its

updated interior restaurant design and website. In 2016, the company plans to open

seven units.

71 72 Sushi Shop (MTY Food Group) St. Laurent, QC 134 *$52.5 *$50.9

Sushi Shop is operated by MTY Food Group, a publicly traded company, with

134 units in Quebec and Ontario. During the past year, the chain opened four

new locations.

72 78 Jimmy the Greek Inc. Toronto, ON 52 $52.0 $44.0

Jimmy The Greek Inc. is a private company operating 52 units in Canada. In 2014 the

team opened three new units; it plans to continue its growth by three units in 2016.

Select locations are set to offer breakfast menus in 2016.

73 73 Brewsters Brewing Company & Restaurant Calgary, AB 14 *$50.0 *$50.0

(Specific Gravity Hospitality Group)

Brewsters Brewing Company & Restaurant is a privately held company operated by

Specific Gravity Hospitality Group with 14 units in Canada.


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74 77 EggSmart (Chairman’s Brands Corp.) Toronto, ON 44 *$47.5 *$44.3

EggSmart is a privately owned company franchised by Chairman’s Brands Corp.,

operating 44 units in Canada. During the past year, the chain added three new units

in Canada, and introduced a new menu. The company plans to open four new units

in 2016.

75 61 Extreme Pita (MTY Food Group Inc.) St. Laurent, QC 169 *$46.7 *$60.0

Extreme Pita is owned by the MTY Food Group Inc. There are currently 169 units

across the country.

76 64 Casey’s (Cara Operations Ltd.) Vaughan, ON 19 $46.0 $59.0

Casey’s is owned by Cara Operations Ltd., a publicly traded company, with 19 units

in Canada. The company continues its Roadhouse brand strategy, winding down

operations by closing units, or converting Casey’s units to other brands.

77 76 Jugo Juice (MTY Food Group) St. Laurent, QC 132 *$45.3 *$47.4

Jugo Juice is operated by MTY Food Group, a publicly traded company, with

132 units.


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74 77 EggSmart (Chairman’s Brands Corp.) Toronto, ON 44 *$47.5 *$44.3

EggSmart is a privately owned company franchised by Chairman’s Brands Corp.,

operating 44 units in Canada. During the past year, the chain added three new units

in Canada, and introduced a new menu. The company plans to open four new units

in 2016.

75 61 Extreme Pita (MTY Food Group Inc.) St. Laurent, QC 169 *$46.7 *$60.0

Extreme Pita is owned by the MTY Food Group Inc. There are currently 169 units

across the country.

76 64 Casey’s (Cara Operations Ltd.) Vaughan, ON 19 $46.0 $59.0

Casey’s is owned by Cara Operations Ltd., a publicly traded company, with 19 units

in Canada. The company continues its Roadhouse brand strategy, winding down

operations by closing units, or converting Casey’s units to other brands.

77 76 Jugo Juice (MTY Food Group) St. Laurent, QC 132 *$45.3 *$47.4

Jugo Juice is operated by MTY Food Group, a publicly traded company, with

132 units.

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78 82 Humpty’s Family Restaurants (Humpty’s Restaurants International, Inc.) Calgary, AB 46 $44.7 $42.7

Humpty’s Family Restaurants is a private company operated by Humpty’s

Restaurants International, Inc., with 46 units in Canada. During the past year, the

chain added two locations. There are plans to open one unit in 2016.

79 80 Robin’s Donuts (Chairman’s Brands Corp.) Toronto, ON 146 *$43.8 *$42.9

Robin’s Donuts is a private company franchised by Chairman’s Brands Corp., with

146 units in Canada. During the past year, the chain grew by three locations. In 2016,

the company expects to add 26 new locations in Canada.

80 81 Tutti Frutti (MTY Food Group Inc.) St. Laurent, QC 44 *$43.7 *$42.8

Operated by MTY Food Group Inc., a publicly traded company, Tutti Frutti has

44 units in Quebec, Ontario and Alberta. During the past year, the chain opened a

new unit in Canada.

81 83 Teriyaki Experience (Innovative Food Brands) Oakville, ON 125 ‡ $43.3 ‡ $42.2

Teriyaki Experience is a private Canadian-owned subsidiary of Innovative Food

Brands, with 101 units in Canada and 24 units outside of Canada. It plans to open

five units in Canada in 2016.


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78 82 Humpty’s Family Restaurants (Humpty’s Restaurants International, Inc.) Calgary, AB 46 $44.7 $42.7

Humpty’s Family Restaurants is a private company operated by Humpty’s

Restaurants International, Inc., with 46 units in Canada. During the past year, the

chain added two locations. There are plans to open one unit in 2016.

79 80 Robin’s Donuts (Chairman’s Brands Corp.) Toronto, ON 146 *$43.8 *$42.9

Robin’s Donuts is a private company franchised by Chairman’s Brands Corp., with

146 units in Canada. During the past year, the chain grew by three locations. In 2016,

the company expects to add 26 new locations in Canada.

80 81 Tutti Frutti (MTY Food Group Inc.) St. Laurent, QC 44 *$43.7 *$42.8

Operated by MTY Food Group Inc., a publicly traded company, Tutti Frutti has

44 units in Quebec, Ontario and Alberta. During the past year, the chain opened a

new unit in Canada.

81 83 Teriyaki Experience (Innovative Food Brands) Oakville, ON 125 ‡ $43.3 ‡ $42.2

Teriyaki Experience is a private Canadian-owned subsidiary of Innovative Food

Brands, with 101 units in Canada and 24 units outside of Canada. It plans to open

five units in Canada in 2016.

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82 - Famoso Neapolitan Pizzeria (Famoso Inc.) Richmond, BC 28 $42.6 —

Famoso Neapolitan Pizzeria is a private company operated by Famoso Inc., with

28 units in Canada. The team is looking to expand into Saskatchewan, Ontario,

Alberta and B.C., and add two units in the next year.

83 92 The Old Spaghetti Factory (Old Spaghetti Factory Canada Ltd.) Vancouver, BC 14 $42.0 $39.0

The Old Spaghetti Factory is a privately held company operated by Old Spaghetti

Factory Canada Ltd., with 14 units in Canada. The team plans to add a new location

in Calgary in 2016.

84 70 Gino’s Pizza Halton Hills, ON 79 *$41.9 *$52.0

A private company, Gino’s Pizza operates 79 units in Ontario. It recently opened a

new unit in Brampton, Ont.

85 85 Fatburger (Frankie’s Burger Enterprises) Burnaby, BC 46 $41.0 $40.0

Fatburger is a privately owned company operated by Frankie’s Burger Enterprises,

with 46 units in Canada. The team plans to add seven units in 2016.

86 86 Hero Certified Burgers (Angus, Inc.) Toronto, ON 59 ‡ $39.0 ‡ $39.0

A private, Canadian-owned company operated by Angus, Inc., Hero Certified Burgers

operates 59 units in Canada. The company recently added a new unit in Buffalo, N.Y.,

and plans two more in 2016.


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82 - Famoso Neapolitan Pizzeria (Famoso Inc.) Richmond, BC 28 $42.6 —

Famoso Neapolitan Pizzeria is a private company operated by Famoso Inc., with

28 units in Canada. The team is looking to expand into Saskatchewan, Ontario,

Alberta and B.C., and add two units in the next year.

83 92 The Old Spaghetti Factory (Old Spaghetti Factory Canada Ltd.) Vancouver, BC 14 $42.0 $39.0

The Old Spaghetti Factory is a privately held company operated by Old Spaghetti

Factory Canada Ltd., with 14 units in Canada. The team plans to add a new location

in Calgary in 2016.

84 70 Gino’s Pizza Halton Hills, ON 79 *$41.9 *$52.0

A private company, Gino’s Pizza operates 79 units in Ontario. It recently opened a

new unit in Brampton, Ont.

85 85 Fatburger (Frankie’s Burger Enterprises) Burnaby, BC 46 $41.0 $40.0

Fatburger is a privately owned company operated by Frankie’s Burger Enterprises,

with 46 units in Canada. The team plans to add seven units in 2016.

86 86 Hero Certified Burgers (Angus, Inc.) Toronto, ON 59 ‡ $39.0 ‡ $39.0

A private, Canadian-owned company operated by Angus, Inc., Hero Certified Burgers

operates 59 units in Canada. The company recently added a new unit in Buffalo, N.Y.,

and plans two more in 2016.

87 84 Applebee’s (DineEquity) Kansas City, MO 16 *$38.2 *$40.6

A division of DineEquity, the publicly traded parent company of Applebee’s and

IHOP, Applebee’s owns 16 units in Canada. The chain is pursuing development by

expanding into new markets and increasing its presence in markets it’s already in.

88 91 Vanelli’s (MTY Food Group Inc.) St. Laurent, QC 95 *$36.7 *$33.3

Vanelli’s is a banner operated by MTY Food Group Inc., a publicly traded company,

with 95 units in Canada. During the past year, the chain added nine new units

in Canada.

89 79 241 Pizza (Chairman’s Brands Corp.) Toronto, ON 76 *$36.4 *$43.2

A privately owned company operating 76 units in Canada, 241 Pizza is franchised

by Chairman’s Brands Corp. In 2016, the team plans to open four new units.

90 87 Joey’s Seafood Restaurants (Joey’s Franchise Group) Calgary, AB 52 $36.0 $38.0

Joey’s Seafood Restaurants is a private company operated by Joey’s Franchise

Group, with 52 units in Canada. The team plans to add four units in 2016 and further

develop the chain’s new brand, Joey’s Urban. Y/E Fiscal October 2015


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91 97 Eggspectation Restaurants Montreal, QC 20 ‡ $35.0 ‡ $30.9

A private, Canadian-owned company, Eggspectation Restaurants has 11 units in

Canada and nine outside of Canada. In 2016, the team plans to expand by adding

new locations in Quebec, the U.S., Qatar and U.A.E.

91 96 Jungle Jim’s Eatery (Jungle Jim’s Restaurants) St. John’s, NL 26 $35.0 $31.5

Jungle Jim’s Eatery is a private company operated by Jungle Jim’s Restaurants,

with 26 units in Canada. In 2016, the chain plans to add two units in Canada.

92 88 ThaiZone (MTY Food Group Inc.) St. Laurent, QC 35 *$34.8 *$34.0

ThaiZone is a banner operated by MTY Food Group Inc., a publicly traded company,

with 35 units. During the past year, the chain added one location in Canada.

93 107 Bier Markt (Cara Operations Ltd.) Vaughan, ON 7 $34.0 $27.0

Bier Markt is owned by Cara Operations Ltd., a publicly traded company with a total

of seven units in Canada. The chain plans to open one new Bier Markt location

in 2016.

93 89 Greco Pizza (Grinner’s Food Systems Ltd.) Truro, NS 96 $34.0 $33.7

Greco Pizza is a private company operated by Grinner’s Food Systems Ltd., with

96 units in Canada.


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91 97 Eggspectation Restaurants Montreal, QC 20 ‡ $35.0 ‡ $30.9

A private, Canadian-owned company, Eggspectation Restaurants has 11 units in

Canada and nine outside of Canada. In 2016, the team plans to expand by adding

new locations in Quebec, the U.S., Qatar and U.A.E.

91 96 Jungle Jim’s Eatery (Jungle Jim’s Restaurants) St. John’s, NL 26 $35.0 $31.5

Jungle Jim’s Eatery is a private company operated by Jungle Jim’s Restaurants,

with 26 units in Canada. In 2016, the chain plans to add two units in Canada.

92 88 ThaiZone (MTY Food Group Inc.) St. Laurent, QC 35 *$34.8 *$34.0

ThaiZone is a banner operated by MTY Food Group Inc., a publicly traded company,

with 35 units. During the past year, the chain added one location in Canada.

93 107 Bier Markt (Cara Operations Ltd.) Vaughan, ON 7 $34.0 $27.0

Bier Markt is owned by Cara Operations Ltd., a publicly traded company with a total

of seven units in Canada. The chain plans to open one new Bier Markt location

in 2016.

93 89 Greco Pizza (Grinner’s Food Systems Ltd.) Truro, NS 96 $34.0 $33.7

Greco Pizza is a private company operated by Grinner’s Food Systems Ltd., with

96 units in Canada.

94 90 Chicken Chef Family Restaurant (Chicken Chef Canada Ltd.) Winnipeg, MB 34 $33.0 $33.5

A privately owned company, Chicken Chef Family Restaurant is operated by Chicken

Chef Canada Ltd., with 34 units in Canada. It recently completed a pilot project by

adding a lounge component to its full-service dining offerings. It’s also designing a

fast-casual express concept. The team plans to open three units in 2016.

95 98 The Works Gourmet Burger Bistro Oakville, ON 26 $32.5 $30.6

A privately owned company, The Works Gourmet Burger Bistro has 26 units in

Canada. The team plans to add two units in 2016 in Port Credit, Ont., and

London, Ont.

96 101 Topper’s Pizza Canada (Topper’s Franchising Company Inc.) Barrie, ON 37 $32.2 $30.0

Topper’s Pizza Canada is operated by Topper’s Franchising Company Inc., with 37

units in Canada. Beginning in 2016, the team plans to add 15 new locations, with

aggressive plans to reach more than 100 units in Ontario by 2018.

97 94 Houston Avenue Bar & Grill (Houston Canada Inc.) Laval, QC 10 $32.0 $32.0

Houston Avenue Bar & Grill is a privately owned subsidiary of Houston Canada Inc.,

with 10 units in Canada. The brand recently launched its new menu and plans to add

four new units in 2016.


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98 105 Symposium Café Toronto, ON 21 $31.5 $27.7

Symposium Café Inc. is a privately owned company operating 21 Symposium Cafés in

Canada. In the past year, the company renovated five units. Five additional units are

planned for 2016.

99 93 Valentine (MTY Food Group Inc.) St. Laurent, QC 100 *$31.3 *$32.9

A Quebec-based QSR operated by MTY Food Group, a publicly-traded company,

with 100 units.

100 95 Café Dépôt (MTY Food Group Inc.) St. Laurent, QC 62 *$31.1 *$31.7

A café bistro concept, operated by MTY Food Group, with 62 units in Quebec.

101 103 Wok Box Fresh Asian Kitchen Surrey, BC 56 ‡ $29.7 $29.0

102 104 Fox & Fiddle (Pegasus Hospitality Group) Toronto, ON 18 *$29.5 *$27.9

103 75 Dixie Lee Chicken Kingston, ON 48 *$28.4 *$47.5 104 100 Sawmill Prime Rib & Steak House Edmonton, AB 9 $27.9 $30.1

105 109 Cultures (MTY Food Group Inc.) St. Laurent, QC 60 *$27.2 *$26.3

106 106 Canyon Creek (SIR Corp.) Burlington, ON 8 $27.1 $27.5



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98 105 Symposium Café Toronto, ON 21 $31.5 $27.7

Symposium Café Inc. is a privately owned company operating 21 Symposium Cafés in

Canada. In the past year, the company renovated five units. Five additional units are

planned for 2016.

99 93 Valentine (MTY Food Group Inc.) St. Laurent, QC 100 *$31.3 *$32.9

A Quebec-based QSR operated by MTY Food Group, a publicly-traded company,

with 100 units.

100 95 Café Dépôt (MTY Food Group Inc.) St. Laurent, QC 62 *$31.1 *$31.7

A café bistro concept, operated by MTY Food Group, with 62 units in Quebec.

101 103 Wok Box Fresh Asian Kitchen Surrey, BC 56 ‡ $29.7 $29.0

102 104 Fox & Fiddle (Pegasus Hospitality Group) Toronto, ON 18 *$29.5 *$27.9

103 75 Dixie Lee Chicken Kingston, ON 48 *$28.4 *$47.5 104 100 Sawmill Prime Rib & Steak House Edmonton, AB 9 $27.9 $30.1

105 109 Cultures (MTY Food Group Inc.) St. Laurent, QC 60 *$27.2 *$26.3

106 106 Canyon Creek (SIR Corp.) Burlington, ON 8 $27.1 $27.5

107 108 Baskin-Robbins Canton, MA 97 *$27.0 *$26.5 108 - Good Earth Cafes Ltd. Calgary, AB 44 $26.7 — 109 99 Au Vieux Duluth Express (MTY Food Group Inc.) St. Laurent, QC 11 *$25.8 *$30.5

110 116 South St. Burger Co. Toronto, ON 33 ‡ $25.6 ‡ $20.0

111 102 Timothy’s World Coffee (Threecaf Brands Canada) Vaughan, ON 52 *$23.8 *$29.3

112 112 Mr. Greek Restaurants Inc. North York, ON 20 ‡ $23.5 ‡$24.0

113 115 Villa Madina (MTY Food Group Inc.) St. Laurent, QC 45 *$23.3 *$21.3

114 111 Tandori (MTY Food Group Inc.) St. Laurent, QC 21 *$23.1 *$25.3

115 110 Williams Fresh Café (Druxys Inc.) Gormley, ON 26 $23.0 $26.2

116 113 Tiki Ming(MTY Food Group Inc.) St. Laurent, QC 54 *$22.5 *$23.8

117 116 Don Cherry’s Sports Grill Inc. Parry Sound, ON 15 $22.0 $20.0

118 114 La Crémière (MTY Food Group Inc.) St. Laurent, QC 61 *$21.5 *$21.5

119 119 The Landing Group (Cara Operations Ltd.) Vaughan, ON 4 $19.0 $18.0

120 116 Rock Creek Tap & Grill Regina, SK 7 $17.0 $20.0

121 126 The Chopped Leaf (Innovative Food Brands) Oakville, ON 28 $17.0 $11.0

122 117 New Orleans Pizza (Chairman’s Brands Corp.) Toronto, ON 43 *$16.1 *$18.8

123 118 Druxy’s Famous Deli Gormley, ON 44 $16.0 $18.5

124 121 Gabby’s (Gabby’s Franchise Systems Ltd.) Toronto, ON 14 *$15.0 $15.0 125 121 Alice Fazooli’s/Scaddabush (Sir Corp.) Burlington, ON 5 $13.8 $13.9


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Casual-dining restaurants

(CDRs) offer the ideal

middle-ground for din-

ers looking for the best

of both worlds — good

food at a reasonable cost. The wide-

spread appeal of casual restaurants

translates into sales numbers account-

ing for more than half of all foodser-

vice revenue in Canada.

“In Canada, CDRs represent about

$26 billion in sales annually,” says

Robert Carter, executive director for

Foodservice Canada with Toronto-

based NPD Group Inc. “The overall

foodservice industry in Canada is about

$50 billion a year.” But while the dollar

value of casual restaurants has increased, Carter says the traffic has

declined as people watch their expenditures more closely. “The per-

capita consumption has decreased over the past three to four years.

So, people [aren’t] going out as much they used to, but they’re paying

more when they do.”

According to a report from Chicago-based Technomic, which

sampled 20,651 Canadian consumers over 18 between Q2 2015 and

Q1 2016, 43.4 per cent of millennials are going to CDRs on a regular

basis — almost double the visits of generation Xers (22 per cent) and

baby-boomers (21.8 per cent) combined.

As a result, Carter says restaurant operators are focusing marketing

efforts on the millennial cohort. “Millennials don’t have brand loyalty.

They’re jumping around to different restaurants all the time [and]

they’re the social-media users being targeted by casual restaurants.

The game has changed dramatically in the past 10 years”.

COOK IT AND THEY WILL COMEWith customer preferences constantly evolving, CDR menus have

had to evolve with them to meet the demands of a new generation

of diners.

SEGMENT REPORT

Food for ThoughtCasual-dining accounts for half of annual foodservice sales in Canada but the segment is facing a unique set of challenges

BY ANDREW SPELLER

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According to Carter, while sharing platters,

ethnic and spicy foods are all the rage, there are

some surprises when it comes to what isn’t hot.

“Alcohol and desserts are declining — con-

sumers are more worried about drinking and

driving and (drinks and desserts) increase the

bill dramatically.”

Jonathan Benjamin, vice-president of

Development, USA & Canada for Texas-based

Romacorp Inc., which operates the Tony Roma’s

brand in more than 30 countries, including 26

in Canada, says healthier customer eating habits

are also influencing his brand’s menu develop-

ment. “Farm-to-table is becoming very popu-

lar,” he says. “Our focus is on quality — we are

[putting] fewer items on the menu and doing

those things very well, as opposed to trying to

be everything to everyone. There is [a] trend

to [a] more hands-on approach and people are

willing to pay more for hand-crafted cocktails

as opposed to those put together with mixes.”

Browns Socialhouse recognizes the importance of healthy and

fresh food menu offerings. “We know people want food with integrity

and ingredients from sources they can trust,” says Bruce Fox, COO of

Browns Restaurant Group. “We hand-craft more menu items every

SEGMENT REPORT

SUSTAINABLY SOCIAL Browns Socialhouse, recognizing consumer demand for transparency, has implemented sustainable food-sourcing practices; Tony Roma’s is going back to its brand roots with a renewed focus on ribs (below)

WHAT’SFORDINNER?According to Kristin Menas, associate editor, Canada and Adult Beverage at Technomic Inc. in Chicago, what’s old is new again when it comes to popular menu items. Bruschetta, pretzels and waffles are making a comeback on CDR menus across the country.

Since 2014, BRUSCHETTA mentions are up 11.1 per cent in entrées on Canadian casual restaurant menus. “In addition to offering it as a starter, bruschetta is topping everything from flatbreads to sandwiches,” says Menas. “Bruschetta adds an element of freshness to a dish. It’s also a more upscale preparation of tomatoes, particularly for sandwiches.”

PRETZEL mentions are up a whopping 22.9 per cent on menus at CDRs in Canada. Menas says she is seeing operators experiment with the salty snack as a breading on proteins.

For example, Toronto’s Bier Markt serves a pretzel-crusted and fried calamari with harissa aioli, complete with housemade remoulade and fresh lemon. Popular chains Montana’s and Kelsey’s have jumped on the pretzel bandwagon as well. Montana’s now offers a salted pretzel-caramel crunch dessert and Kelsey’s added Sweet & Salty Chicken Fingers coated in caramel sauce and crushed salted pretzels to its menu. “When used in a nontraditional way, pretzels are also a way to grab attention and add some fun to a menu,” Menas says.

WAFFLES are once again serving as the foundation for sweet and savoury menu offerings in the casual-dining world. While waffle mentions are up 20 per cent, it’s the daypart which boasts the most surprising results — appearing in lunch and dinner items. Waffle batter can also serve as a hearty starch, which easily serves as a base for ingredients such as fried chicken or sauces.


cycle. On the supply side, our shrimp is grown and harvested through

an environmentally sustainable method and…our poultry is processed

within 100 kilometers of the farms, shipped to the restaurants 100 per

cent fresh, never frozen. We built a $500,000 Innovation Centre last

year to house our dedicated culinary development team. Overall, we

are on a mission to just ‘do it better’ every day.”

DAVID VERSUS GOLIATHWhile casual chains are thriving, independent mom-and-pop opera-

tions aren’t faring as well. “Independents are closing their doors aggres-

sively,” Carter says. “In the past year we saw more independent opera-

tions close their doors more than ever before.”

According to Carter, there are two major factors working in favour

of popular chains such as The Keg or Milestones — social media and

brand awareness. “Consumers are more educated and sophisticated

than ever,” he says. “CDRs have to manage social media, PR, brand

awareness and for independents it’s a real struggle.”

Thanks to larger operating budgets, big chains have the manpower

to handle social-media campaigns, allowing them to poach customers

from smaller operators. “Big chains are literally stealing customers

from independents [via these means],” Carter says.

However, not all casual restaurants are increasing their social-

media footprint. In fact, Browns Socialhouse is reducing theirs. “We

are [like in many things] contrarians,” Fox says. “We are actually

reducing our social-media output and are relying strongly on our

franchisees’ execution to create [positive word-of-mouth]. Our goal

is to never spend a dollar on paid [consumer-targeted] media and

to focus all effort on delivering the best guest experience in the busi-

ness. We know this is easy to say and not easy to do and we know it’s

ambitious. But, it’s our strategy.”

ROOM TO GROW“We’re going to see acceleration soon in site selection,” says Benjamin,

citing availability of retail space and leasing costs as ongoing chal-

lenges for the segment. “Areas where there were casual restaurants in

the past may not make sense anymore. These include shopping malls,

as demographics and the market have shifted.”

Use of space has also changed, he says. “Guest flow, kitchen ergo-

nomics and other design changes will allow us to capture the same

[number] of table turns and income with less space. We have places

with 7,000 to 8,000 sq. ft. built seven or eight years ago, as opposed to

our new models, which are shifting to 5,200 to 6,000 sq. ft. This is the

new [CDR] sweet-spot [for operating space].”

Benjamin has also seen a decline in free-standing restaurants.

“Gone are the days of one or two-acre places to accommodate space

and parking — those are too expensive to continue these days.”

He adds secondary and tertiary markets have more appeal to CDRs

as the high cost of living in cities such as Toronto and Vancouver

drives people to the suburbs. “It’s a huge trend swing,” Benjamin

says. “For example, we just opened very successfully in Thunder

Bay. We have a lot of locations in secondary and tertiary markets

that are thriving.”

Tony Roma’s is not only expanding in Canada, but worldwide;

“We’re working on a five-year growth plan right now,” says Benjamin.

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“Our growth of [late] has been more overseas. Asia, Europe, South

America and the Middle East — they’re all growing markets. As for

Canada, we have 25 locations and a great footprint in Western Canada,

but we have a big gaping hole in B.C. and Ontario. Those are our two

biggest growth markets [in Canada].”

Browns Socialhouse had a strong year in 2015 and appears to be

navigating the shifting tides in the industry with ease. The popular

concept has experienced consistent and massive growth throughout

the past four years — from $33 million in 2012 to $105 million in

2015. It had a 45 per cent unit expansion, bringing its total Canadian

location numbers to 60 by year’s end. This growth was concentrated

mostly in Western Canada, with outlets opening this year in the

Okanagan Valley, Vancouver Island, Greater Vancouver, Calgary,

Edmonton, Regina and Winnipeg, but the brand also has plans to

grow its Ontario presence.

“The brand resonates with consumers,” says Fox. “We provide a

guest experience they enjoy and we offer an interesting menu with

great value. Our game plan is [to] constantly push the envelope. We

are not ‘cookie-cutter’ in our design and we intend to keep evolving

our menu.”

Tony Roma’s game-plan to stay competitive hinges on going to

back to what made them great in the first place, while simultaneously

embracing industry change. “We were the innovator and inventor of

baby-back ribs when we opened in 1972,” says Benjamin. “You can’t

touch our ribs. A 66 per cent brand awareness [means that we have]

fierce customer loyalty, which translates into generational change.”

PURSUING SUCCESSCasual-dining operators are also facing competition from outside the

segment as the emerging fast-casual restaurant category continues

to gain momentum. “[It’s] putting pressure on casual restaurants

because these [fast-casual operators] have found an area no one [has

tapped yet],” says Carter. “This year, it represented three to five per

cent of restaurant traffic and it’s growing at a huge rate. It also had

greater than 10 per cent growth for customer traffic.”

Where do shifting landscape, emerging trends and an unpredict-

able future leave the Canadian CDR industry? “It’s really going to

come down to customization,” Carter says. “CDRs can’t afford to have

people saying they had a bad experience [on] social media. There will

be much more focus on training staff, [ensuring] servers [are] knowl-

edgeable and menu innovation. But, there’s no silver bullet. Discounts

at happy hour are no longer cutting it. Loyalty programs [and B2B

partnerships] are going to be huge. We’ll start to see more things like

Cineplex movie theatres partnering [in B2B programs] with restau-

rants like Montana’s, so that they can feed off each other’s foot traffic

and simultaneously grow their brands.” l

SEGMENT REPORT

A MATTER OF LOYALTYWhile social-media marketing and brand awareness are shifting the entire patron-advertising paradigm of the sector, there are other factors in play.

CDRs are mimicking the hotel industry with regard to loyalty programs, forging new relationships between operators and other entities such as Cineplex movie theatres. “You need to have an optimal price-point,” says Robert Carter, executive director for Foodservice Canada with Toronto-based NPD Group Inc. “Casual-restaurant operators are struggling to figure this out right now. But loyalty programs are taking off throughout the industry. Getting existing customers to come back more often is a key to any operator’s suc-cess and CDRs are looking to capitalize on this.”

Carter says these types of partnerships are poised to become more important than daily specials. However, specials still have a place on the menu, he says, citing the strategy being used by Cara’s current CEO Bill Gregson as an example. “Bill is using the same plan he had at the Brick at Cara — giving deals to get people in the doors”. A strategy which can snow-ball into good online reviews, social media chatter and increased foot traffic.

REGIONAL DISTRIBUTION OF

DINERS WHO VISITA CDR ONCE A MONTH OR MORE

ONTARIO 4.6%QUEBEC 0.2%BRITISH COLUMBIA 6%PRAIRIES 5.6%ATLANTIC 0.7%NORTHERN TERRITORIES 0.1%SOURCE: TECHNOMIC

BRANCHING OUT Tony Roma’s is focusing on growth in oversea markets, as well as B.C. and Ontario

full of FLAVOUR, free of artifi cial ingredients

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influencers

ICONSListen and learn as KML editor and publisher has a candid conversa-tion with Cora Tsouflidou, founder of Chez Cora and queen of the fast- casual breakfast segment. Find out how this dynamic entrepreneur has build a successful breakfast concept from the ground up and learn what she’s doing to grow the brand in Canada and the U.S. market.

INNOVATORS Join us for the Top 100 Awards presentation as KML recognizes this year’s top growth leader and fastest-growing company. Learn who this year’s leading chains are, what their plans for growth look like, and the emerging trends from KML’s extensive pulse taking of the industry.

INFLUENCERSThis is a unique time in our industry where digital savvy millenials are rapidly emerging as inspiring young innovators, entrepreneurs and thought leaders. Culled from out May “Top 30 Under 30” issue, we have assembled a dynamic panel of four millenials for an indepth dis-cussion about this growing and influential demographic. Learn what these influencers are looking for in terms of a career in foodservice and hospitality. Find out which brands they patronize and why? Find out why they can’t live without technology for even a nano second. And finally, discover what you need to do to target this growing cohort and compete in this new age of disruption.

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EQUIPMENT

TECH TALKInnovative tech solutions are making life easier for foodservice operators

HEAD IN THE CLOUD Cloud-based POS and reservation systems allowoperators to stay on top of operational efficiencies in real-time

There are countless innovations

currently coming to market

to help foodservice operators

streamline tasks, improve customer

service, or simply add a wow factor.

Mobile devices are becoming all

things to restaurant owners and their

patrons — whether it’s a pre-ordering

and payment app, running a loyalty

program or POS system, or engag-

ing in more targeted marketing. Even

appliances — from ovens to ventilation

systems — can be managed from afar.

As a chef/consultant with B.C.-

based ChefDBrown Ltd., Darren

Brown has always been a technology

buff. “Tech helps the industry in a huge

way,” he says. “A lot of what’s out there

helps open the doors for folks getting

in over their heads.”

Kitchens are also heading to the

Cloud for everything from POS and

ordering to monitoring and recipe

sharing, he adds. “We’re seeing more

and more software integration for

kitchen management.”

BY DENISE DEVEAU


Here are some exciting tech

offerings making waves in food-

service operations:

APPS GALORE“Everything gets better and

smarter in a digital world,” says

Ray Reddy, co-founder and CEO

of Toronto-based Ritual, devel-

opers of an order-and-pay app

for smaller businesses. “Ordering

and paying is the first big step

that will take you beyond the

digital wallet. We’ve seen the first

wave with Starbucks and soon

every QSR will be doing it.”

He cautions that anyone

getting into the order-and-pay

game needs to have the infra-

structure to support it so they

don’t lose their regular clientele.

“There’s a store in New York

called Sweet Greens that at 12:30

p.m. has a wall with five shelves

holding about 130 pickup

orders. That’s a great example of

the system working well.”

For Chad Salyn, general

manager of Last Best Brewing

& Distilling in Calgary, three

apps play a key part in running

the company’s four restaurant

operations (the other sites

are Jasper Brewing Company,

Wood Buffalo Brewing

Company and Banff Avenue

Brewing Company). The first is

OpenTable Guest Centre, which

has recently launched a Cloud-

based version. “We switched to

[this] app because we can have

instant knowledge of our reser-

vations and it’s easily accessible.

The information we get lets us

target promotional opportuni-

ties, drive sales and find out

when we need to increase staff-

ing levels.”

He also utilizes a Micros in

Motion app for monitoring

restaurant sales in real-time,

including large voids, labour

costs and staff performance.

“It lets me keep a finger on the

pulse of what’s going on.” His

third pick is Optimum Control,

a restaurant-based inventory app

to help monitor spending and

usage. “That really helps to keep

our costs under control.”

John Lettieri, president

of Hero Certified Burgers in

Toronto, says this year will see a

big push for mobile apps. He’s

working with his POS provider,

Mississauga, Ont.-based ABS,

to expand into mobile payment

and loyalty apps this summer.

“We see it as a tool to com-

municate with customers more

through direct couponing,

ordering and payment process-

ing. The technology just gets

easier and cheaper as it grows,”

he says.

Gino Di Domenico, man-

aging partner for Tacofino in

Vancouver, relies on apps like

Nowait Host, a restaurant wait-

list and table-management app

to text customers waiting for

tables and quickly check status

for his bricks-and-mortar loca-

tions. “We also use the Lavu iPad

POS system designed for smaller

restaurants. It offers Cloud for

reporting which makes things

so much easier as we expand,

because we can get reports on a

daily basis.”

But, is the app world getting

to be too much? Not if restau-

rateurs play their cards right,

THE TRUCK STOPS HERE – AND HERE – AND HERE

GIVEN THE FACT they are constantly on the move, food-truck operators are the perfect candidates when mobile innovation comes knocking.At Bake Three Fifty, a Toronto food-truck concept offering custom ice-cream sandwiches and cupcakes, owner Jenn Burko manages all her transactions with the Square payment app — a small adapter that con-nects to the headphone jack on a mobile phones and accepts Visa, MasterCard, American Express and Discover cards.

“The app itself is very easy to use; it works like a calculator. You type in the amount to be charged, press the charge button and swipe the credit card, from there you have the option to email a receipt to each customer,” Burko explains. “The app keeps a log of all your transactions and you are emailed a copy of your total sales at the end of each day.”

Gino Di Domenico, managing partner for Tacofino in Vancouver, didn’t make the leap to mobile POS for his food trucks, largely because of issues with Internet access in some regions in which they serve. But one mobile app he’s happy to see is Street Food, which gives customers up-to-the-minute infor-mation on where their trucks are located on any given day. “We’re seeing more and more apps coming out,” he adds. “It’s a matter of choosing what saves time — and lineups.”

STAY ON TARGET The HACCP Manager saves operators time and money

EQUIPMENT

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Reddy says. “A lot of merchants

can spend thousands on new

apps and devices, but if they

don’t know the value they’re

getting or [don’t] use it, then it

won’t deliver a return on invest-

ment. That’s one of the biggest

challenges of new technology.”

MEASURE FOR MEASUREMobile apps may be getting

most of the attention these

days, but temperature-moni-

toring tools are also reaping the

rewards of new tech and apps.

Danny Collis, president Collis

Group Inc. in Richmond Hill,

Ont., says while they may not

be the most exciting item on a

checklist, temperature-monitor-

ing tools are becoming essential

in keeping things on track from

a health-and-safety perspective.

“Some temperature-monitoring

systems are very inexpensive and

can save a lot of labour. A kitch-

en with four walk-in refrigera-

tors, for example could be rigged

for about $1,500.”

NotifEye, for example, is a

wireless temperature-monitoring

system for walk-in or reach-in

boxes that also sends alerts to a

mobile phone. The data not only

keeps managers up-to-speed on

health-and-safety guidelines, the

program will send notices via an

internet gateway.

With the HACCP Manager

from Cooper-Atkins, a handheld

data collection instrument for

recording food temperatures,

data can be downloaded to a

computer for reporting and

analysis. “It’s a huge labour sav-

ings versus printing off a sheet.

In one large chain operation

test environment, it has proven

to save 1.5 to two hours a day,”

Collis says.

As a contracted producer of

nutritional meals to the child-

care community in Toronto,

Food for Tots takes food tem-

perature measurement very seri-

ously. Alan Toong, production

manager, says the Marathon

Products EDL-RTD2 high tem-

perature data logger is a critical

tool they can’t do without. “Food

safety is a huge factor for us so

we use the handheld logger to

measure temperature all the way

from production to transport.”

OTHER STUFFOne “really cool” area of inno-

vation is on the sous-vide side,

says Brown. “Anova came out

with an affordable circulator

that starts at about $200. It’s

Bluetooth and Wi-Fi enabled

and can be controlled com-

pletely with your phone — you

just give it the parameters for

cooking and remotely start the

machine.”

The low cost makes it an ideal

option for small franchises and

protein cooking, he says. “You

can get a couple for a countertop

without adding hood fans. Joule

is introducing an even more

compact sous-vide circulator

that is also mobile-enabled.”

A new tea lounge project in

Vancouver’s Yaletown will be

among the first to showcase an

innovative tower tea brewing

system from Alpha Dominche.

Brown describes it as an old-

school espresso maker in style,

but the boilers underneath can

be controlled by an iPhone or

iPad. “If you want your water at

61 degrees, you can get there in

precisely 90 seconds,” he says.

With so many options to

consider when it comes to tech-

nology, Brown’s advice is to take

a deep breath, sit back and see

how things work over the longer

term. “I’m a big fan of trialing

new gadgets with the proviso it

may not be the right solution.

The key is learning if something

works at the foundation level

and build up from there.” l

EQUIPMENT

Franchise Development: [email protected]

O ur mission is to grow world class restaurant brands that create wealth & opportunity for our partners.

Browns Socialhouse® now has over 40 franchised locations, and this year we are adding 13 more.

Now we’re serving up fresh new concepts.

Our first London Bull® location is up and running with two more under development.

Our next concept, Liberty Kitchen® is almost ready to make its appearance. Stay tuned...

$100+ Million in system wide sales 50+ locations | Spanning 5 provinces

brownsrestaurantgroup.com

We’re the round pegsin the square holes.


Early this year, Restaurants

Canada released its annual

“Canadian Chef Survey”

and the number-1 trend in the

foodservice industry was hardly

a surprise. Indeed, craft beer has

taken the alcohol space by storm,

becoming the fastest-growing

category at the LCBO and rak-

ing in nearly $184-million in the

past year.

The craft-beer trends ebb

and flow as the season changes,

but David Ort, author of The

Canadian Craft Beer Cookbook,

says there’s been a shift in drink-

ing habits. Whereas high-ABV

(alcohol by volume), hoppy

IPAs (India pale ale) have been a

dominant seller for years, a new

bevvy is hogging the spotlight.

“One of the trends coming up,

especially for summertime drink-

ing, is Pilsners,” he says. “They’re

lagers that originated in Czech

Republic and are usually lower-

alcohol, mildly sweet with a crisp

finish. They’re great for hot days

because they go well alone or

with food.”

Aside from pilsners, Rob

Swiderski, a certified cicerone,

has been following the growing

popularity of sour beers. The

owner/operator of Craft Beer

Market, which operates loca-

tions in Calgary, Edmonton and

Vancouver, offers 120 craft brews

on tap, 50-per-cent of which are

locally sourced. “There’s been

such a big shift in the way people

are thinking right now,” when

it comes to seasonality, he says.

So next to the typical summer

best-sellers such as lagers, fruit-

flavoured wheat ales and Belgian

Witbier, the operator is noticing

the slow emergence of sour beers.

“They’re an acquired taste, but

they’re great for food-pairing

as well. They

almost resemble

a wine because

of the acidity in

them, so [they

pair well with]

anything salt-

based, such as

seafood, pork

belly, cured

meats and

funky cheeses.” Craft Beer Market

offers a series of rotating handles

including the Sour Tower, which

pours Lambic, Berliner Weisse

or Flanders Red. Ort adds, “It’s

acidic, tart and it’s not what you

expect at all. It goes well with

food and it’s refreshing — but

difficult to make on a large scale.”

The competition for shelf

space at local liquor outlets and

The Beer Store has led some

craft brewers to break into the

foodservice industry. “I think

the connection between craft

beer and food is getting closer,”

says Ort. “A brewpub will have a

restaurant where you will go and

eat their food and drink their

beer and also has a bottle shelf

where you can buy beer to take

home.” It’s a model that’s been

working for brewpubs such as

Brewsters in Western Canada and

Granite Brewery in Toronto for

more than two decades. Guests

can dine on casual fare and then

pick up a growler or bottles to

go. “The idea that breweries will

own more of their chain of pro-

duction and marketing will be an

important one,” says Ort. l

POURING FOR PROFITS

HOP TO ITWith patio weather in full swing, craft-beer warriors share the bevvys that are hogging the spotlight

BY JACKIE SLOAT-SPENCER

GLASS FROM THE PAST Libbey Foodservice’s glassware expert, Jerry Moore, is on a mission to get restau-rateurs to stop serving craft beer in a mixing glass. “That glass is an enormous seller for any glass manufacturer and for a lot of reasons: it’s really durable, it’s a great item for a lot of things, but it doesn’t do a beer any justice.” A better (and best-selling) option, he says, is to choose specialty glassware such as Belgian beer glassware, which pairs well with Belgian-style dubbels, porters and Russian imperial stouts. The rounded bowl allows for better heat transfer from the hand, allowing the beverage to warm slightly, plus, its curved rim traps the flavour and aroma of the beverage. “[Another] big trend is smaller-sized glassware, in terms of capacity and how much the glass holds. That’s a trend that goes along with the emergence of higher-gravity, higher ABV beers.”

TRENDS ON TAP Craft Beer Market operates in Vancouver (right), Edmonton (bottom right) and Calgary, offering 120 craft brews on tap

72 FOODSERVICE AND HOSPITALITY JUNE 2016 FOODSERVICEANDHOSPITALITY.COM72 FOODSERVICE AND HOSPITALITY JUNE 2015

CHEF’SCORNER

A fter finishing degrees in both mathematics and philosophy,

Canadian-born chef Daniel Burns decided his future was in

the restaurant business.

Prior to his culinary-related epiphany, the now Michelin-starred

chef ’s love of food had remained largely subconscious. “I didn’t really

think about being a chef until after university,” he says. “I did like

cooking growing up and I helped out in the kitchen a lot, but it wasn’t

until later on that I realized I wanted to pursue it as a career.”

The Halifax native traded the East Coast for the West Coast,

where he apprenticed through Vancouver Community College and

Camosun Community College in Victoria, B.C. Burns then worked

briefly at Susur in Toronto before moving to the United Kingdom to

further hone his culinary skills in a pastry position at the renowned

Fat Duck in London.

Until this point, Burns had trained exclusively as a savoury chef,

but his time at Fat Duck began a pattern of strategically flip-flopping

between savoury and pastry positions at world-renowned restaurants

around the globe, including St. John in London, England and Noma

in Copenhagen, Denmark, where he spent three years as the famed

restaurant’s pastry chef. “I feel equally as confident on both sides,”

says Burns. “Pastry work is very organized and precise. I learned you

can apply many pastry work techniques back to the savory kitchen.”

In 2009, Burns moved to New York City to open Momofuku’s

test kitchen before embarking on his own venture in collaboration

with Danish brewer Jeppe Jarnit-Bjergsø. The restaurant, Luksus (the

Danish word for luxury), is tucked behind a sliding door in the beer

bar Tørst (Danish for thirst). The 16-seat space offers a rotating tast-

ing menu of seasonal, Nordic-influenced dishes ($125/person) with

optional beer pairing (additional $55). The small eatery offers sched-

uled seatings, with one slot available on Tuesdays and Wednesdays

and two Thursday through Sunday.

The chef ’s culinary style, which focuses on bright, fresh and clean

flavours, has been influenced by his wealth of experience in a num-

ber of famed European restaurants. “Consciously or unconsciously,

when you prepare a dish it will be influenced by where you’ve

worked, what you’ve seen, where you’ve travelled and who you’ve

cooked with,” he says.

In the past, Burns featured dishes such as pickled fiddlehead ferns

with spicy mustard; beef broth with thinly sliced beef heart, oyster

purée and pickled pearl onions; salted plum purée with squab or

duck; and swirled bay leaf and carrot ice cream.

Burns’ goal for the restaurant is to keep it evolving and expanding.

As a result, the team at Luksus began growing its own vegetables in

both the restaurant’s quaint backyard and in a nearby rooftop garden.

Burns and Jarnit-Bjergsø also plan to release a cookbook titled Food &

Beer, which delves into the duo’s beer pairing philosophy. l

PHOTO

S: LAUREN COLCHAM

IRO [DANIEL BURNS], DREAM

STIME.CO

M [BITS & BITES]

BITS & BITES

A WORLD OF INFLUENCECanadian chef Daniel Burns hasmade a name for himself with hisBrooklyn, N.Y.-based restaurant Luksus BY DANIELLE SCHALK


Culinarybucketlist:“I’m really excited to go to Mexico and would also like to go to Peru and Japan”

Ultimate comfortfood: “Pasta or ramen”

Favourite/firstfoodmemory?“Picking blueberries at my grandmother’s farm-house in Bathurst, N.B.”

Favouriteingredient“English peas or fava beans”

casual-dining segment faces unique challenges 2016 100€¦ · 2016 top 100report 23 stealing...

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