(Kelly Kagamas Tomkies) Food Services (Ferguson Ca (BookFi) PDF

Career Launcher
Food Services
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Career Launcher
Food Services
Kelly Kagamas Tomkies
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Career Launcher: Food Services
Copyright © 2010 by Infobase Publishing, Inc.
All rights reserved. No part of this book may be reproduced or utilized in

any form or by any means, electronic or mechanical, including photocopying,
recording, or by any information storage or retrieval systems, without
permission in writing from the publisher. For information contact:
Ferguson
An imprint of Infobase Publishing
132 West 31st Street
New York NY 10001
Library of Congress Cataloging-in-Publication Data
Tomkies, Kelly Kagamas.

Food services / by Kelly Kagamas Tomkies. — 1st ed.
p. cm. — (Career launcher)
Includes bibliographical references and index.
ISBN-13: 978-0-8160-7967-4 (hardcover : alk. paper)
ISBN-10: 0-8160-7967-6 (hardcover : alk. paper)
ISBN: 9781438132051 (e-book)
1. Food service—Vocational guidance. I. Title.
TX911.2.T68 2010
647.95’023—dc22
2009028106
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Produced by Print Matters, Inc.

Text design by A Good Thing, Inc.
Cover design by Takeshi Takahashi
Cover printed by Art Print Company, Taylor, PA
Book printed and bound by Maple Press, York, PA
Date printed: May 2010
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
This book is printed on acid-free paper.

Contents
Foreword / vii
Acknowledgments / xi
Introduction / xiii
1
Industry History / 1
2
State of the Industry / 27
3
On the Job / 56
4
Tips for Success / 86
5
Talk Like a Pro / 104
6
Resources / 127
Index / 147
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Foreword
Restaurants are an industry unlike any other. There is no indus-
try that reaches so deeply into the heart of this country, touches so
many people, embodies so many dreams, provides so many liveli-
hoods, and offers so much community as America’s restaurants.
Every one of the nearly 1 million restaurants and food-service
operations in the United States enhances the quality of life for all
they serve. Each has regular customers; some have hundreds. All of
these regulars have a favorite booth or dish or server that makes them
feel good no matter how they felt when they walked in the door.
Restaurants are not just the heart of our neighborhoods. They are
the backbone of our national, state, and local economies. Restaurant
sales account for 4 percent of our nation’s gross domestic product.
Restaurant businesses serve more than 130 million customers each
and every day. Every dollar spent in a restaurant generates another
$2 in sales for related industries, bringing their total impact on the
economy to more than $1.5 trillion a year. Restaurants are Ameri-
ca’s gathering place—and there is a vibrant place in that industry for
those who wish to be there.
In 2009, restaurants will employ 13 million people, about 1 in
10 working Americans. They are the nation’s second-largest private-
sector employer. Over the next 10 years, restaurant and food service
operations will be hiring 1.8 million new employees, many in man-
agement positions. Is it possible for any hard-working individual to
be one of the industry’s next success stories? Absolutely!
It is not an uncommon story for professionals in the industry to
go from the dish room to the boardroom. With determination, cre-
ativity, and a love for hospitality, people in this industry can start at
the entry-level and quickly move up into positions of prominence.
Most readers of this book have probably already had a taste of
working in the restaurant and food service industry—nearly one-
half of all adults have worked in restaurants! For 1 in 4 people, it
was their very fi rst job. Even those who have not worked in a res-
taurant before can readily see the variety of opportunities available.
Whether someone has dreams of becoming a chef-operator, the mas-
ter manager of a multinational chain, the creator of the next great
marketing campaign, or an innovative designer or architect, there is
a career in the restaurant industry that matches that dream.
vii
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viii Foreword
In this industry, it is not as much about whom you know and

where you have been as it is about who you are and what you can
do. It is about a person’s energy, creativity, work ethic, and style
with people. A person who works hard and stays committed to the
industry can do very well. If this person then chooses to leave the
industry, the skills fi rst learned there will help him or her do well
nearly anywhere else. Throughout our history, restaurants have
offered countless families with big dreams the chance to express
their creativity and serve their communities.
The entrepreneurial opportunity in the industry is remark-
able, and the career options are multiplying. As a nation, we are
spending more of our income eating out. This year, we will spend
nearly half of every food dollar on food prepared outside the home,
according to the most recent research conducted by the National
Restaurant Association.
Today there are roughly 90 cooking shows on TV, across nine dif-
ferent networks. The Food Network alone has broadcast more than
200 shows on how to make a hamburger—meaning even the basic
burger has been taken to a whole new level. So we respect a good
burger when we get one.
In the last 10 years, the number of cooking schools has nearly
doubled. Five of America’s most popular magazines by circulation
are food magazines. It is clear we love our food. Our interest in cook-
ing has only intensified our interest in someone else’s cooking as well
as our own. This has created more and better educational and career
opportunities. So now is your chance to seize these opportunities
that the restaurant and food service industry can provide.
Whatever your interest, whatever your passion, there is a path
to follow—or create. From front-of-the-house service and manage-
ment to culinary fi nesse, there is a place for everyone. Whether the
attraction is to real estate, fi nance, science, or technology, the food
service industry needs employees with the talent, skills, and passion
to perform. If the fascination lies with marketing, communications,
advertising, or design, there are opportunities in this industry for
people with those skills and interests.
The National Restaurant Association is committed to helping the
industry see what’s around the corner in four critical areas: food and
healthy living, jobs and careers, entrepreneurship and profitability,
and sustainability and stewardship. The association is doing all it can
to support this remarkable industry, whether by serving up research
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Foreword ix
and insights, offering scholarships for hospitality students, or provid-

ing best-in-class food-safety training to industry professionals.
Together with the National Restaurant Association Educational
Foundation, the association’s vision is to lead America’s restaurant
industry into a new era of prosperity, prominence, and participa-
tion, enhancing the quality of life for all we serve. I look forward to
welcoming you to the industry.
—Dawn Sweeney
P RESIDENT AND CEO
NATIONAL R ESTAURANT ASSOCIATION
WASHINGTON, D.C.
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Acknowledgments
I would like to sincerely thank the following people for their
efforts to provide me with information, contacts, and interviews
for this book:
• All of the wonderful people at the National Restaurant

Association, especially Dawn Sweeney, president and
CEO and Brice Grindy, senior economist
• Francine Cohen, editor in chief, Food & Beverage Magazine
• Victor Gielisse, associate vice president, Culinary Institute
of America
• Jim Grote, founder and CEO of Donato’s Pizza
• Karen Ickes, senior vice president of human resources,
Wendy’s International
• Clint R. Lautenschleger, director of staffi ng at Bob Evans
Farms, Inc.
• Chef Dave Martin, Vynl Restaurants, New York City
• Edna Morris, CEO of Geshai Ollin and a founding
member of The Women’s Foodservice Forum
• Mario Ponce, principal, Partners in Hospitality
• Ed Rothenberg, vice president of strategy and innovations,
Micros Systems Inc.
xi
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Introduction
As a child you discover things you like to do. You try different activi-
ties, learn new skills, and have a lot of fun. Somewhere along the
way you figure out what you want to do when you “grow up.” While
you can go to college, work in your chosen industry, and even get
sound advice from established professionals, at some point you want
a how-to manual that gives you solid advice for succeeding in your
chosen profession.
This is where the Career Launchers series comes in. While no
book can encapsulate everything you need to know about a particu-
lar industry, this book endeavors to put together a package of infor-
mation that will give you a historical perspective, the key trends, a
snapshot of the industry, an idea of the job opportunities available,
tips for success, and resources you can use throughout your career.
This book is written for the new professional. Whether you just
graduated from culinary school, received your degree in hospitality
and landed that manager’s position, or are starting your own res-
taurant, you will have lots of questions. Career Launchers may not
have all the answers, but you will fi nd this book loaded with enough
information that if you cannot find the answers in its pages, you will
defi nitely know where to go to fi nd it outside of them.
You can use this book as a handy reference guide. If on your first
day on the job someone throws an unfamiliar term at you, turn to
“Talk Like a Pro” and look it up. If you are wondering if you should
join an industry association or attend a conference, you can turn to
the “Resources” chapter for more information. You can also use the
book to fi nd solid advice from industry veterans and executives who
have “been there and done that.”
You can never have too much knowledge. Career Launchers gives
you the basic knowledge you need to launch a successful career in
the food services industry. As a former editor of a publication called
Midwest Food Service News, I already knew that the food services indus-
try’s executives are some of the most helpful and community-minded
people in the country. As any newcomer to the industry will very
quickly learn, even competitors in the restaurant and food services
industry like to help each other. All it took was one e-mail mention-
ing the book to one person, and several people called, e-mailed, or
sent names of others whose expertise would be an excellent addition
xiii
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xiv Introduction
to the book. Throughout the pages of this book, one of the lead-
ing sources of information is the National Restaurant Association.
Through this excellent organization access was gained to member-
only reports and information; in addition, the association president
and CEO Dawn Sweeney graciously accepted the invitation to write
the foreword.
This industry is overflowing with knowledge and those who are
willing to share it with others. Finding books, articles, and schedul-
ing interviews with industry veterans and experts was not difficult.
The process used to write this book was fairly simple. Looking
at the goals for each chapter, as much information as possible was
gathered pertaining to the subject matter. The resources used were
primarily textbooks, books, articles, and academic papers and stud-
ies. Countless hours were spent searching the Internet and reading
books and other materials to gather the information for the “Talk
Like a Pro,” “On the Job,” and “Industry Resources” chapters. Doz-
ens of industry experts were e-mailed and called, and phone inter-
views were scheduled, asking questions about the hottest trends, the
biggest opportunities, and information on how to succeed. Chefs,
teachers, restaurant owners, and executives generously donated
their time and their thoughts so readers would be privy to their
hard-earned knowledge and experience. Most of these sources have
learned their lessons the hard way, and they are eager to spare new
generations the pain of making the same mistakes.
There are many facets of the food services industry. Not surpris-
ingly, commercial restaurants make up more than 60 percent of it,
so this book is decidedly restaurant-focused. But even readers who
are working in a noncommercial food service operation, as personal
chefs, or are employed by a company that supplies products to the
industry will fi nd the information in this book helpful. The “Tips for
Success” chapter certainly applies to many industries. The “Indus-
try History” chapter provides an excellent background for how the
industry got to where it is today, and the “State of the Industry”
chapter is a great tool to use when targeting customers.
Of course, like all professions, food services is rapidly changing.
What is hot today will be yesterday’s news tomorrow. So if there is
one overriding theme in this book, it is the need to stay current. Do
not let learning about the industry end here. Utilize the resources
listed in this book and read other books, buy subscriptions to trade
publications, sign up for association alerts, e-newsletters, and pod-
casts, and attend conferences and seminars. Stay informed.
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Introduction xv
As mentioned before, the information about this industry is amaz-

ingly abundant. When it came to the history of the industry there
were a few paths that could be taken. There was an extraordinary
amount of information available about the histories of certain foods.
In fact, as many readers may already know, there are professional
food historians and entire encyclopedias of foods, where they came
from, when, and how they developed.
Then there was the very interesting path of how food service orga-
nizations and systems actually started, when, and how. Although
this book deals with the industry in the United States, its early
beginnings took place across the ocean in Europe.
Readers will fi nd that the end result in Chapter 1, “Industry His-
tory,” is the interweaving of all three paths. The history of certain
foods and beverages like hamburgers, ice cream, coffee, and soft
drinks, all had an impact on the development of restaurants. Read-
ers will fi nd some of their histories included in this chapter. The
main focus though, is the second path, how food services systems
started first in Europe, and then in the United States. Readers will
also see that the latter part of the chapter deals quite a bit with
drive-in and fast-food restaurants, since they do make up a large
part of the industry today.
What is not contained in the history chapter is a history of non-
commercial and supplier organizations, although the beginnings of
food preservation and processing are mentioned. All food service
operations owe their beginnings, at least in part, to colleges and uni-
versity food service systems, and this is mentioned in the chapter.
In Chapter 2, “State of the Industry,” please note again that the
primary focus of the chapter is the restaurant industry. That is not
to say that noncommercial and other segments are not discussed in
the chapter; they are. But since the restaurant segment constitutes
the majority of operations in the industry, most of the focus is on it.
Again, a lot of the information contained in the chapter will be use-
ful to anyone in the industry, especially suppliers. Gaining a more
thorough knowledge of restaurant customers can only help those
supplying them serve them more effectively.
The information in the remaining chapters is easily applied to
any segment of the industry. “On the Job” opens the doors to new
horizons and careers in the industry of which readers may not have
been aware. “Tips for Success” offers information on how to build a
professional reputation, increase the chances of getting promoted,
hunt for jobs and interview, and develop a career path. “Talk Like a
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xvi Introduction
Pro” is a glossary of industry terms. Some of them might be heard

on the job every day. Others may only be heard in passing a few
times a year, but if a term comes up that is unrecognizable there is a
good chance it can be found in the glossary. The “Resources” chap-
ter helps readers learn where to go for more information about the
industry. It includes books, associations, educational resources, pub-
lications, and Web sites. If there is a gap in anyone’s knowledge base,
the “Resources” chapter can point him or her in the right direction
to fi ll it.
Finally, there are special boxed features spread throughout the
book. These features may provide some handy fast facts related to
the chapter or industry, offer a more detailed look at industry tech-
nology, or offer other insights and useful information. Look for these
special boxed features throughout each chapter.
While each chapter in Career Launchers: Food Services presents dif-
ferent information about the food services industry, there are some
common ideas and thoughts throughout. One interesting fact to
keep in mind is that while this is one of the largest industries in the
country in terms of sales and employees, it is not for everyone. It is
a service industry, which means employees work when people want
service.
Let’s take, for example, a person who works for Starbucks. She
arrives at work at 5:00 A.M. If someone does not show up for the
next shift at 10:00 A.M. she may be asked to stay. Early in the morn-
ing customers are not always bright-eyed and bushy-tailed. She has
had her share of dealing with unfriendly and downright rude peo-
ple, and all the while she maintains a positive, courteous attitude.
Most days she is on her feet the whole day and when she gets home
she cannot wait to take a shower because she smells like coffee and
bread. Her story is not unusual. But at the end of the day if you ask
her what she likes about it, it comes back to one thing: the people.
Despite the few rude ones who come her way, there are the regulars
who know her by name. She sees them when she is not at work and
they are happy to see her and stop and chat.
Nearly every industry expert interviewed mentioned how impor-
tant relationships are in this business. If someone does not like
working with people, then he or she had better take a back-office
position, and even then he or she had better appreciate how impor-
tant customers are to the business. Readers will fi nd in nearly every
chapter of the book how important it is to have a passion for food
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Introduction xvii
and serving people. Without those passions, it is just another job.

For anyone entering this career that has those passions, experts will
promise one thing: you will never be bored.
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CL_FoodSvcs_F.indd xviii 5/20/10 11:50:53 AM
Chapter 1
Industry History
The word “history” conjures up memories of high school and college

days when students memorized dry facts and names that appeared
to have no bearing on their day-to-day lives. But when it comes
to learning everything about a chosen career field, reading about
its history can serve some very important purposes. For example,
the phrase “History always repeats itself” is not without some ele-
ments of truth. Let’s say someone has an idea that can improve his
or her company’s standing in the market or bring more customers
in the door. There is a good chance that another person in the past
has already executed a similar idea. Knowing the history of what
worked and what did not, and especially why, can save the grief of
launching an idea that has already failed many times in the past.
It can also inspire people to think of innovative ways to customize
their ideas so that they will work.
Another important reason to read up on industry history is to
understand its trends. Unless an employee has years of experience
in the industry, studying its history is the next best way to pick up
on important trends. Chef Dave Martin, teacher and chef at New
York City’s Vynl restaurants, is most well-known as a Season One
contestant on Bravo TV Network’s Top Chef and presents an example
of an important trend. He says that during tough times Americans
tend to turn to comfort foods. “In today’s economy the fancy fluff is
not working,” says Martin. “People want real food that tastes good
and doesn’t break the pocketbook.”
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2 Food Services
And lastly, the story of how the industry got to this point in time
when on a typical day 130 million Americans will eat at a restaurant
(according to the National Restaurant Association), is actually pretty
darn interesting.
From feudal times to the arrival of the fast casual segment, this
history will give you insights on why the food services industry is
one of the largest in the world today and how it all happened.
Early History
Since eating is one of humankind’s most basic needs, it is a natural
assumption that the food services industry had a very early start.
The food services industry began in Europe during the Middle Ages.
In those days, a feudal lord might invite 100 of his closest friends
and family members to dine at his castle; that’s quite a lot of mouths
to feed, and a staff of 100 was needed to prepare the food and serve
the guests. Hence a system of food service had to be created.
Feudal lords were not the only ones creating a food service system.
Religious orders, colleges and universities, and royal households were
also developing systems to feed many hungry mouths. In England
abbeys were constantly feeding large numbers of residents and people
who were traveling through. In fact these abbeys provide some of the
earliest examples of a detailed food services accounting system. The
food operations in the abbeys were funded by laypeople in the local
community, and the abbeys also grew a lot of their own food.
The royal household of the King of England is another example
of an early food service operation. Feeding up to 250 people at a
time, the cooking staff could be quite extensive. Cheap labor was in
ample supply and the lowest-ranking cooking staff member often
worked for scraps of food and a place to sleep on the floor. In those
days there was not a lot of fuss about food safety. There were a lot
of animals roaming in and out of the kitchen, and people who were
passing through the kitchen often stuck their fi ngers into nearby
pots and pans for a taste. Over the years, of course, people began
recognizing the importance of properly preparing and storing foods.
Equipment and storage solutions improved and fewer staff members
were needed as a result.
Ice cream was invented in the mid-1600s, but was brought to the
forefront by King Louis IV of France. Known for his lavish style of
entertaining, the king was the fi rst to serve ice cream at a banquet.

Industry History 3
The delicious food immediately gained popularity. Until the 1850s

the most popular flavor of ice cream was lemon.
Early Restaurants
The fi rst restaurants were part of inns. In these early times there were
two main reasons for hitting the road: either you were embarking on
a religious pilgrimage or you were a merchant, hoping to score some
sales in the villages down the road. Either way you needed a place
where you could sleep and get a bite to eat. In these days travelers
paid one price for both their accommodations and meals. There was
no incentive for innkeepers to make the meals as tasty as possible, so
the food was often uninspiring at best, and the service sloppy.
Meanwhile in America, restaurants fi rst began in the form of
taverns, where residents could go to drink a beer, the most common
beverage in the country at the time. The first tavern in America was
opened in Manhattan in 1642 by William Kieft, governor of New
Amsterdam.
In 1750, Thomas Lepper opened his tavern, believed by some his-
torians to have been named The Leopard. Copying an old English
custom, this tavern took the idea of “today’s specials” very literally.
The tavern keeper offered no menu at all. Whatever meal he had pre-
pared for his own supper, he offered to his customers for a few coins.
Fraunces Tavern was opened in New York in 1762 by Sam Fraunces.
Although it served both food and wine, it was better known for its
wine. The tavern is still in operation today and diners can now also
tour its museum.
Later, travel of a different kind—stagecoach travel—also created
the need for inns and restaurants. These operations located along
the stagecoach route were usually family-owned and operated and
it was simpler to feed guests the same food the family ate. The meals
were usually hearty and there was plenty of it to satisfy the guests.
Wild game such as turkeys and geese were plentiful and found their
way onto many tables during this time. In fact America became
quite well-known for its quantity of meat.
Early examples of restaurants in these days are those opened in
New York by Widow Bradshaw and John Snedicker. The widow’s
restaurant featured chicken fricassee, while Snedicker’s offered
asparagus dinners. While most travelers were more interested in
meaty fare, Snedicker’s tavern still attracted many patrons.

4 Food Services
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New Netherland (of which New Amsterdam, later known
as New York City, was a main territory) William Kieft, was located
at the corner of Dock Street (now Pearl Street) and Coenties Slip in
Manhattan. Kieft had the three-story stone tavern built so that visi-
tors who came to the city for harvest fairs would have a place to stay.
Over time, it came to serve as not only a tavern, but also a court-
house and jail. It was the official site of City Hall until a new one
was built at the corner of Wall and Nassau Streets in the year 1700.
Around this time hotel owners in Europe began separating the

billing of lodging and board. This led to the creation of distinct food
service operations. The word “restaurant” is derived from the French
word restaurer, which means to rest or refresh. French cook shops
had developed and had quickly learned the market value of take-out
service. They were licensed to prepare ragouts, or stews, for patrons
to take and eat at inns or homes. These early restaurants also learned
to post their menus on exterior walls or doors so hungry consumers
would be tempted to stop for a meal.
The United States can thank its third President, Thomas Jeffer-
son, for some of its food service history. Prior to his election Jef-
ferson was a United States Minister in France. During his tenure
there he was inspired by many of the country’s customs and prac-
tices, including its food and cooking. Once in the White House Jef-
ferson instituted many French culinary arts under the direction of
the French chef Julien Lemaire, and a French maitre d’hotel. He also
made sure two of his servants from his estate, Monticello, worked
with these French experts so they could take this knowledge back to
Monticello. He owned an ice cream machine so guests could enjoy
the delicious treats. Jefferson loved to host dinner parties and they
were nightly events during his White House days as well as when he
returned home to Monticello. In fact the President spent more than
his salary on food and wine while he was in office.

Industry History 5
In the Western United States another innovation in the industry

was being introduced. Cafeterias were a product of the gold rush days
in the mid-1800s. Miners demanded quick service and in-and-out
dining. Restaurant owners adapted to meet this demand and created
the first cafeteria-style restaurants. They were hugely popular and
quickly spread across the country.
Early restaurants in America were not well-known for their deli-
cious cuisine. People preferred home-cooked meals for very good
reason. Restaurants in the mid-1800s provided plain, hearty, and
edible fare, but did not rise much above this in taste. American wives
spent a great deal of their time and energy in producing three boun-
tiful and tasty meals a day, and people did not have a lot of interest
in venturing into restaurants for substandard food.
One very big exception to this rule was Delmonico’s in New York.
In the late 1820s John Delmonico, a sea captain, decided he was tired
of life at sea and settled down in New York. Since he was originally
from Ticino, Switzerland, which is wine country, Delmonico opened
a store that offered wines by the barrel for home consumption. Busi-
ness boomed so the following year John invited his brother Peter to
join the business. Peter’s experience was in baking, so Delmonico’s
began offering patrons wines, spirits, coffee, pastries, and choco-
lates. This concept was such a success that in 1831 the Delmonicos
hired a French chef and opened a full-fledged restaurant. Patrons
had never before sampled this kind of cooking. The Delmonicos also
attempted to bring balance to restaurant food by offering more veg-
etable and salad dishes. They showed their patrons that they could
do more with home-grown fruits and vegetables.
In 1832 a third member of the family, a nineteen-year-old nephew
of John and Peter named Lorenzo, joined the family business, which
was turning away so many customers that a second restaurant was
opened. The second restaurant proved such a success that three more
brothers were needed to keep them running. A fire destroyed most
of the fi rst restaurant in 1835, so a third restaurant, much larger and
more ornately decorated, was built.
By this time Delmonico’s had competition in the form of the
Astor House restaurant. But the uniqueness and quality of Del-
monico’s continued to keep it the market leader and it thrived. One
dish in particular that was created at Delmonico’s is still served at
countless restaurants today, Lobster Newberg. Ben Wenberg, a fre-
quent customer of the restaurant, was given permission to create
his own sauce for lobster in Delmonico’s kitchen. The Delmonicos

6 Food Services
loved the sauce so much they put it on their menu, calling it Lob-
ster à la Wenberg. But Wenberg fell out with the Delmonicos over
a brawl he had started at the restaurant. Wenberg was out, but the
dish remained and was renamed Lobster à la Newberg, which has
since been shortened.
Lorenzo took over the operation of the restaurants after the death
of his Uncle John in a hunting accident and the retirement of his
Uncle Peter. He remained at the helm for three decades, expanding
its reputation and renown. Lorenzo was considered a pioneer in the
industry; he exemplified the combination of hard work and atten-
tion to detail that characterizes so many successful professionals in
the industry.
A History of Popular Beverages

Another staple of the food services industry, carbonated beverages,
was developed in the late 1700s and early 1800s, way before Pepsi or
Coca-Cola came on the scene. Scientists had discovered the secret of
creating what they called gas-
eous water in the late 1700s,
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cool laboratory trick until
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1990: $239.3 billion into a more solid market posi-
tion with his slogan: “Youth as
2000: $379.0 billion
it sips its fi rst soda experiences
Projected 2009: $565.9 billion the sensations, which like the
(http://www.restaurant.org) sensations of love, cannot be
forgotten.” The slogan was a
bit long by today’s standards,
but equally as full of promises as today’s advertising.
While no one is quite sure whether soda water was fi rst flavored
by Elie Magliore Durand or Eugenie Roussel, both of Philadelphia, it
is certain that they both sold flavored soda water to their customers,

Industry History 7
and that it was a huge hit. By 1849, there were 64 soda plants in the
United States, and that number had nearly doubled by 1859, when
it became a million dollar industry! Early popular flavors included
root beer, birch beer, spruce beer, pepsin, ginger, lemon, cherry, and
sarsaparilla. Nearly thirty years later, in 1886, Atlanta druggist John
S. Pemberton invented a soda water that he believed would cure
headaches and hangovers. He added coca leaves and cola nuts to
plain water in a kettle in his backyard and sold it at his drugstore.
He made a $50 profit the fi rst year. Then he spilled some soda water
into the cola and decided he liked the added zip it gave the mixture.
Two years later Asa G. Candler, another druggist prone to violent
headaches, purchased the formula from Pemberton for $2,000. It
was Candler who recognized the non-pharmaceutical, commercial
value of Coca-Cola and launched it as a beverage for pleasure.
It was also in the 1800s that Americans began their love affair
with coffee. In the early days of the country England had tea to sell.
It was cheap and readily available to the colonies, so tea became
the beverage of choice in colonial America. The price of tea shot up
during the War of 1812, and coffee was the most economical alter-
native. Today coffee houses like Starbucks comprise one of the most
successful segments of the industry. According to 2007 figures by
Technomic, a food services research and consulting company, Star-
bucks was number 3 in chain restaurant sales. The top two posi-
tions, respectively, were held by McDonald’s and Burger King.
Early Innovations
As the industrial revolution of the 19th century brought about new
innovations, people looked to technology for better, faster, and safer
ways to preserve foods. In 1809, what has become modern-day food
processing was invented. A Frenchman named Nicholas Appert
invented vacuum-packed hermetically sealed jars for food storage.
Emperor Napoleon, who had been looking for ways to stockpile food
for his armies, awarded the clever inventor 12,000 francs. Canning
as a system of food preservation is still used today.
In the 1850s in America, another inventor had developed a
machine that could mass produce the tops and bottoms of tin cans
for food storage. Henry Evans’ machine was a huge time-saver for
tinsmiths who could no longer keep up with the demand manually.
Following Evans’ machine, an unknown genius invented what was

8 Food Services
called “the joker.” This machine replaced the need to hand-solder

the lids onto cans. The total effect of these inventions is stagger-
ing. When producing the cans by hand, skilled tinsmiths produced
120 cans per day. Post-inventions, unskilled laborers produced 1,500
cans a day. By 1860, just before the Civil War, the annual output of
the fledgling food processing industry was 5 million cans of food.
Still, it is interesting to note that most of the canned products were
purchased for military consumption, similar to the jars of food for
Napoleon’s army. It was not until World War II and later, when more
women entered the workforce, that American housewives decided
to partake of the convenience of processed foods. Up until that time,
most women took pride in their culinary accomplishments over the
lure of convenience.
Refrigeration was invented in the mid-1800s. A schoolteacher
named Benjamin Nyce patented the first cold storage warehouse.
Even though this invention broadened many horizons, it was not
until nearly 100 years later that Americans used refrigerators in
homes as they are used today. Early refrigeration was mainly used
for transporting fresh foods.
Cookbooks of the mid-1800s called for incredible volumes of
ingredients for everything from soups to oyster dishes. In the mid-
1800s oysters were extremely popular. An example of this abun-
dance is in Mrs. Horace Mann’s cookbook, Christianity in the Kitchen,
published in 1861. In this cookbook a recipe for cake calls for 20
eggs. The recipe also noted that the cook preparing the cake needed
to beat the batter vigorously for three hours. Ouch.
Innovator Georges Escoffier

By the late 1800s French chef and author Georges Escoffier was
becoming a well-known force in the Paris restaurant industry. Not
only did Escoffier create techniques that are still used today, but he
also introduced organization into the kitchen, creating the brigade
system, a hierarchal system of kitchen roles that is still used today.
Escoffier is credited with updating and simplifying more complicated
French culinary arts originally created by Antoine Carême, a leader
in the development of French haute cuisine. The result of Escoffier’s
simplification was that chefs throughout France, then Europe, and
since worldwide are able to reproduce the fi nest cuisine for their
customers. His methods are now considered essential techniques for
all chefs to know. Because of Escoffier’s efforts, the profession of chef

Industry History 9
became well-respected throughout the world. Escoffier’s landmark

cookbook/textbook, Le Guide Culinaire, was published in 1903 and is
still used today.
The Early 20th Century: 1900 to 1939

By the early 1900s, another innovation in the restaurant indus-
try was launched in Philadelphia. It was called an “automat” and
its design was inspired by a “waiterless” restaurant in Berlin. The
automat was a combination of cafeteria-style service and a vending
machine. Customers moved through cafeteria-style lines, procur-
ing their food selections by depositing coins in window cases. The
automat was a popular segment of the industry through the 1930s.
It was during the early part of this century that a major food
item—bread—transitioned from always being homemade to store-
bought. In 1900, despite the fact the pre-baked bread had been
introduced to consumers, 95 percent of the flour purchased in the
United States was purchased for in-home, individual use. Just like
the increased use of canned foods, however, pre-baked bread slowly
gained popularity from the 1930s on, as more women joined the
labor force. By 1970, only 15 percent of the flour sold in America
was used to bake bread.
The early years of the 20th century was also when a popular
cuisine was given its name. The term “Tex-Mex” was first coined
by journalists in Texas during the 1920s, although it described resi-
dents of Texas who were of Mexican descent, rather than food. The
term quickly became associated with Southwestern cuisine and
stuck. Tex-Mex is not all the same, however; it varies throughout
the region. Today, restaurants that serve Tex-Mex are some of the
most popular in the industry.
Prohibition’s Effect on the Food Services Industry

The movement that created the legislative act of Prohibition, which
outlawed alcohol, also gained strength in the early 1900s. It had
started out as a by-product of the Women’s Christian Temperance
Union (WCTU), which was organized by Frances Willard of Oberlin,
Ohio, in the late 1890s. It gained significant momentum through-
out the early part of the century. The WCTU felt that alcohol led
people to commit other sins and crimes and that abolishing it could
only help society. Many other like-minded people and organizations

10 Food Services
joined their cause. Oberlin College became the headquarters for the
movement, which consolidated with similar organizations across the
country to become the Anti-Saloon League of America. The cause
gained a valuable ally in James Cannon Jr., a Southern Method-
ist clergy member who directed a women’s college and published a
daily newspaper in Richmond, Virginia. He was a lobbyist for the
Anti-Saloon League in Washington, D.C. But the movement’s suc-
cess can be attributed primarily to Wayne Bidwell Wheeler, also
from Oberlin College. This gentleman had proven himself an excel-
lent Anti-Saloon League organizer and speaker, and showed great
forethought, attending law school while maintaining his league
activities. Wheeler had moved to Washington, D.C. by 1916, where
he was general counsel for the league and represented a nationwide
organization that sought the abolition of the manufacture and sale
of alcohol.
The United States’ entrance into World War I on April 16, 1917,
delayed passage of Prohibition legislation, but the Anti-Saloon League
continued putting pressure on senators and congressmen, and finally
the Eighteenth Amendment was ratified in January 1919.
The California wine industry was hardest hit by Prohibition.
Despite the fact that millions of wine-drinking immigrants from
European countries continued to pour into the country, wine pro-
duction declined because of Prohibition. Some growers switched to
growing fruits and vegetables. But it did not take long before illegal
drinking operations began to grow, which reversed that trend. Pro-
hibition had successfully done away with California’s number-one
competitor, imported wines. Still, the demand was not necessarily
for quality, but for massive quantities. Grapes that could produce
the most wine per acre were chosen over tastier grapes. Wine mer-
chants used clever means to circumvent Prohibition laws and to
legally sell their products. They created what were called “bricks of
Bacchus,” or grape concentrate. Along with the bricks came care-
ful instructions of what not to do, to prevent it from turning into
the illegal wine, which of course served as instructions of how to
“accidentally” make wine. The bricks typically displayed a large
label which read: CAUTION: WILL FERMENT AND TURN INTO
WINE.
Another industry affected by Prohibition was the beer industry.
Beer was America’s alcoholic drink of choice, far more preferred
than wine. Since fortunately beer was big business in America at
that time, its manufacturers had enough cash to wait out the dry

Industry History 11
Keeping
in Touch
File Edit
C
Communicating with Customers
Send
T
Through the Years
Throughout the years, how restaurant owners communi-
T
cate with their customers has continued to evolve. Opera-
tors want placing an order to be as easy and convenient as possible.
Here’s a look at how this process has evolved through the years.
1900s–1930s: Ordering was done entirely in person in a facility or

drive–in.
1940s: Electronic carhops began taking orders, and early drive-thrus
began to appear.
1950s–1960s: Customers could call their favorite restaurants and
place their orders, especially for pizza.
1980s: Fax that order in!
1990s–present: Online ordering, ordering by fax machine, and order-
ing by cell phone. These methods may soon be joined by texting.
period. Some of them decided to make soft drinks. Congress did

allow beer drinkers to make “near beer.” Near beer’s alcoholic con-
tent was not to exceed one half of one percent. It tasted terrible, but
patrons drank it (and the illegal brews) until the repeal of Prohibi-
tion. Amateur beer makers thrived during Prohibition, as did malt
and hop shops in the country. There were nearly 100,000 of them
throughout the United States, as well as 25,000 stores selling brew-
ing apparatuses.
Hard liquor was also a popular drink in taverns throughout Amer-
ica’s early days and through Prohibition. The fi rst distillery opened
in Boston as early as 1657 and by the early 1800s there were nearly
2,000 distilleries across the country. Prohibition had a devastating
effect on these distilleries. Even though it was a healthy industry
prior to Prohibition, most distilleries lacked the resources to make it
through these years without sales. Bootleg whiskey was the drink
of the hour. When Prohibition was repealed, only about half of the
distilleries were able to reopen.

12 Food Services
Instead of reducing crime, Prohibition had the opposite effect on

the country, and more crime and violence spread across the country
as a result of illegal liquor production. Americans had decided Pro-
hibition was not working, even though the government was reluc-
tant to act. By 1933, however, Prohibition was fi nally repealed.
The National Restaurant Association was formed in 1919 when a
group of concerned restaurateurs met in Kansas City, Missouri, over
Prohibition. Prohibition did impact restaurants. Their dependence
on alcohol sales hurt business and many did go bankrupt. In their
place speakeasies sprouted up across the nation, including The 21
Club in New York and the Coconut Grove in Los Angeles.
Despite the negative impact of Prohibition on the restaurant
industry, the 1920s and 1930s were a time of tremendous growth for
restaurants. Restaurants were no longer considered a luxury—they
had become a necessity. The repeal of Prohibition brought the return
of beer and alcohol to menus; this helped boost the development of
fi ne-dining and deluxe supper clubs that featured entertainment,
like Trader Vic’s, Romanoff’s, El Morocco, and the Pump Room.
The Rise of Fast-food

The rise of the automobile also had a huge impact on the food ser-
vices industry. Almost as soon as automobiles hit the road, drive-in
restaurants appeared on the scene, ready to quench the thirst and
feed the hunger of road weary travelers. Drive-ins were the forerun-
ners of today’s fast service segment, serving very similar customers,
with the same goal: good food, good service, low price, and all hap-
pening speedily. Over the decades they slowly evolved into the fast-
food restaurants of today.
The fi rst drive-in restaurant, the Pig Stand, was opened by J. G.
Kirby on the Dallas-Fort Worth Highway in 1921. Waitresses ran out
to the cars to wait on customers and had to hop up on their running
boards to reach them. They soon became known as carhops. How-
ever Kirby’s somewhat questionably named restaurant was not the
fi rst to provide “curbside” food service to customers. Sixteen years
earlier, in Memphis, Harold Fortune’s drugstore and soda fountain
was overrun with customers. It was a hot summer evening, and the
number of customers demanding ice cream was exceeding space in
the store. Fortune began allowing the gentlemen customers to pur-
chase their ice cream orders and take them outside to their ladies.
It was such a success he began offering outdoor service on a regular

Industry History 13
basis. When automobiles became popular Fortune moved his busi-

ness to a location that could serve customers in their cars. His res-
taurant actually created a traffic jam when cars lined the streets
waiting for service.
Many of America’s most successful and long-standing fast-food
restaurants were created during this period. In 1921 Billy Ingram
and Walter Anderson started White Castle restaurants with an
investment of $700. Their concept was simple. They sold bite-sized
burgers for a nickel each. Ingram pioneered many fast-food stan-
dards that are important to the success of today’s chains, including
strict product consistency, unit cleanliness, coupon discounts, heat-
resistant cartons for carry-out orders, and folding paper napkins.
Just a few years later, in the summer of 1923, root beer stand
owner Roy A. Allen and a former employee Frank Wright opened
their fi rst A&W Restaurant near Sacramento, California. In 1925
Howard Dearing Johnson of Wollaston, Massachusetts, took a bank-
rupt pharmacy and converted it into a soda fountain. When Howard
Johnson’s first opened it sold three ice cream flavors, vanilla, choco-
late, and strawberry, all developed by the proud owner. The soda
fountain was a success, so Johnson added a few more items to the
menu: hamburgers and hotdogs. Then he opened more units, and
lacking capital, he decided to franchise the restaurants. By 1940,
Howard Johnson had created 100 franchises and developed 28 ice
cream flavors. The Howard Johnson restaurants are credited with
being the fi rst to set up franchising.
In Washington, D.C., J. Willard Marriott had an astute observa-
tion one hot, sunny, July afternoon in 1927. No one had anywhere to
stop for a cold drink. So Marriott put up $3,000 and started his A&W
Root Beer store (a franchise operation) with his future wife, Alice.
The nine-seat store grossed $16,000 the first year. That was the begin-
ning of the Marriott Corporation. Marriott then developed his own
restaurants called Hot Shoppes and developed 20 locations for them
spread out from Philadelphia into Florida. He opened his fi rst motel
in 1957. At the time of Marriott’s death in 1985, the Marriott Corp.
owned 1,400 restaurants and 143 hotels and resorts worldwide.
By the end of the 1930s the hamburger was defi nitely the star
item of most restaurants’ menus; no menu was considered complete
without one. In 1937 the cheeseburger was invented by an entrepre-
neur named Lionel Sternberger of Glendale, California. Sternberger
had purchased the Hinky Dink Barbecue Stand, renaming it the
Boulevard Stop. Sternberger planned to serve hamburgers, but he

14 Food Services
knew that if he was going to compete with the other diners and
restaurants in the area his burgers had to be unique. So he started
adding sauces, relish, lettuce, and cheese to them. He called it “the
aristocratic hamburger with cheese.” People loved it. It was almost
like getting a complete meal on a bun.
Another burger joint that got its start at this time was Big Boy.
When 19-year-old Bob Wian learned a neighbor’s six-stool lunch
counter was for sale he sold his car and used the money to purchase
it. He had started out working at different places as a dishwasher and
a fry cook and the restaurant industry was in his blood. A 90-pound
six-year-old named Richard Woodruff began hanging out at Bob’s
counter. Wian gave him odd jobs to do and paid him with food,
nicknaming him “Big Boy.” Around the same time Wian’s friends
who played in the Chuck Foster Band would drop over to Wian’s to
catch a bite to eat after playing. One of them complained about the
lack of variety on the menu saying, “Hamburgers! Don’t you have
anything different?” Wian accepted this culinary challenge and
immediately cut a sesame bun into three slices, added two ham-
burger patties, cheese, lettuce, mayonnaise, and a special relish and
handed it to him. Everybody loved and wanted this special burger.
Another friend of Wian’s was an animation artist. He drew Wood-
ruff in his checkerboard pants, eating a burger. The Big Boy and the
Bob’s Big Boy Burger became Wian’s trademarks.
Ice cream was also undergoing some changes in the 1920s and
1930s. Earlier in the century the ice cream cone had been invented,
and by 1924, Americans were eating 245 million ice cream cones
annually. The Good Humor bar arrived on the scene in 1920, bring-
ing with it the concept of ice cream on a stick. Another ice cream
favorite, Eskimo Pie, was invented in the 1920s. Christian Nelson
owned a shop that sold both ice cream and candy. When a little boy
in his store could not decide whether to order an ice cream sandwich
or a candy bar, Nelson had the idea for a product that would be a
combination of the two. He sold the fi rst chocolate covered ice cream
bar with no stick in 1921 under the name of Eskimo Pie, and just
one year later the company was selling 1 million Eskimo Pies a day.
Popsicles were patented in 1924. And while hand-dipped ice cream
was already an American icon, Thomas Carvel invented the fi rst soft
serve ice cream machine in 1934. The fi rst Dairy Queen opened in
Joliet, Illinois, in 1940.
A fi nal development in the industry that occurred during this
time period revolved around parking. As drive-ins and diners

Industry History 15
proliferated, people parked wherever they pleased. Most days this

worked out OK, but since most parking lots were gravel or dirt, they
quickly became mud pits after a good rain. By the end of this time
period, as more attention was paid to a restaurant’s exterior, the
same attention was then cast on the parking lot. By the end of the
1930s parking lots became paved and lines marked specific places for
patrons to park.
Midcentury: 1940–1980
While White Castle, A&W, and Howard Johnsons continued to
thrive through the middle of the 20th century, a new generation of
entrepreneurs was also ready to have their day in the sun. One of
these was Carl N. Karcher. In 1941, Karcher was working as a bakery
deliveryman. He had $15 cash and a Plymouth. He borrowed $311
using his car as collateral and purchased a hot dog cart. He made
$14.75 his fi rst day in business. His hot dog business succeeded and
eventually evolved into a drive-in barbecue and fast-food operation.
His menu featured hamburg-
ers and chicken sandwiches.
Called Carl Jr.’s, his restau-
rant spawned other loca-
On the Cutting
tions and 50 years later he
had more than 600 units and
Edge
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made $640 million in sales. According to Ed Rothen-
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Karcher was the fi rst to add burg, vice president of prod-
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taurants that are standard in for

fo MICROS Systems, Inc.
of Columbia,
C Maryland, future
today’s industry: air condition-
point of sale (POS) technology will
ing, carpeting, background
include what he calls the digital wallet.
music, automatic charbroilers, Using SmartPhones and similar technol-
salad bars, nutritional guides, ogies, customers will be able to connect
and all-you-can drink bever- directly to a restaurant’s POS system
age bars. and place and pay for their orders.
While Karcher was starting
Carl Jr.’s, two brothers in San
Bernardino, Mo and Dick McDonald, were bucking industry stan-
dards and creating their own unique concept in 1940. They opened
a 600-square-foot facility that violated a basic rule of kitchen design:
it exposed the entire kitchen to customers. Their 25-item menu gen-
erated $200,000 in annual sales. Twenty carhops served a huge

16 Food Services
parking lot designed to hold 125 cars full of hungry customers. But
competition for the drive-in dollar was fierce in the 1940s, so feeling
the pressure of competition and the strain of maintaining a large
staff of carhops, the McDonald brothers made some drastic changes
to their business model. In 1948 they eliminated carhops, closed
the restaurant, and converted the service line to walk-up windows.
They also lowered the price of the hamburgers from $.30 each to
$.15 each, cut their menu to 10 items, and created a production line
to efficiently and quickly produce the food. In another daring move
to save costs McDonald’s did away with plates and silverware —after
all, hamburgers and fries are fi nger foods. Speedy service was their
goal and they boasted that they could “bag” a customer’s meal in
20 seconds. It took a few months for customers to adjust, but the
changes were a fi nancial success. Annual sales jumped to $300,000,
and franchising soon followed. The infamous golden arches arrived
on the scene at the Phoenix, Arizona, location in 1953. By 1961
McDonald’s had sold 500 million hamburgers.
In the 1950s new entrepreneurs and existing operators were
noticing the McDonald brothers’ success. Similar concepts began
opening across the country. With names like Pay-Tak, Thrift-O-Mat,
Hamburger Hand-Out, and the Cheese Hut, obviously none of these
achieved the same level of success as the restaurant they copied—
with one exception. In Florida, Burger King opened with some inno-
vative ideas. They offered $.18 burgers and “Insta” machines that
made malts and burgers. However the big name “fast-food” chain
operators of the 1950s were still mostly drive-in concepts: Bob’s Big
Boy, Steak ‘N Shake, Sonic, Dog ‘N Suds, and A&W.
Midcentury Dining Trends

During the 1940s Americans began looking at restaurants in a differ-
ent way. They were not just a place to go as a special treat anymore;
they were becoming an important part of our daily lives. In 1941
there were more than 150,000 eating places in America with a total
seating capacity of 11.6 million. Twelve million meals were served
at restaurants that year. But as the McDonald brothers experienced
fi rsthand, the 1940s were also a challenging time for food service
operators when it came to staffi ng. World War II drained the nation’s
men from the workforce, and many women stepped up to take their
places. They worked primarily in factories, leaving teenagers as the

Industry History 17
primary pool of workers for the food services industry. Operators

found teens unreliable and struggled to maintain a high level of ser-
vice quality. After the war ended it took a few years for restaurants
to recover. Returning soldiers initially looked for higher paying work
than that offered at restaurants. Owners still hired young, inexpe-
rienced workers to keep their restaurants staffed. They developed
training programs, and to attract more seasoned staff members, also
began offering profit sharing and other benefits. These efforts paid
off and eventually service quality returned.
By the 1950s the industry was again tackling a problem related
to teens, especially drive-in restaurants. Soda fountains had been
the place for teens to hang out in the 1930s and early 1940s, but by
the end of the 1940s teens had switched their loyalties to drive-in
restaurants. Soda fountains had been converting to the more lucra-
tive drive-in model, so teens followed. Depending on the group of
teens that chose your locale this could be a blessing or a curse. At
the least it was a nuisance for most operators. Teens arrived early
and did not leave until closing. They made meals out of fries and a
shake and took up space other hungry customers could have used.
In addition, teens’ behavior ranged from challenging to outright acts
of vandalism. Stolen silverware, initials carved into booths, slashed
upholstery, and jammed juke boxes were commonplace in drive-ins
across the country.
Drive-ins were a leading segment in the industry through the
1940s, and there was a wide range of food served in them. One item,
the hamburger, almost seemed like a prerequisite, but many offered
choices that ranged from smoked salmon to jellied chicken loaf with
fruit salad (not the most appetizing sounding dish). But operators
learned over the years that trying to maintain inventory for a big
menu of items was cost-prohibitive and eliminated many items in
favor of those that were tried and true.
They also began making changes, trying to create a competitive
edge and reduce costs like McDonald’s. Operators were looking for
options to reduce personnel, specifically carhops. This need in addition
to customers’ growing desire for speedy service led to many innova-
tions and changes. One restaurant designed a conveyer belt that deliv-
ered customers’ food in cardboard boxes to their cars. More practical
ideas occurred in the late 1940s with the idea of take-out and take-
home food. Many drive-ins already offered this option, but by the end
of the decade many were considering it as the only dining option.

18 Food Services
By the 1950s, eating out was a $16 billion a year industry, accord-
ing to the National Restaurant Association. This growing trend in
eating out was attributed to a larger population, shorter workweek,
people traveling more, and a greater demand for take-home food.
Teenagers were not the only age demographic that enjoyed eating
at drive-ins. In the 1950s families began eating there more often,
and operators did all they could to cultivate their business. This was
when family-friendly restaurant innovations like “kiddie-size” por-
tions and “junior menus” evolved. Restaurants offered kids’ birthday
packages and gave treats or prizes to kids at the end of the meal.
But teens were still creating a problem for drive-in owners. They
kept families away, littering the parking lots and raising the volume
on their car radios to a blare that was uncomfortable for families.
Operators used several tactics to try to appease both the teens and
families, but because of the loss of families they were quickly los-
ing money. Restaurant owners tried placing minimum order quan-
tities or time limits. Some created a gate and token system, while
others even hired guards and created teen disturbance policies. But
none of them worked. The teens became even more unruly, bucking
the efforts to rein them in, and neighbors complained that the kids
yelled out “indecent” language and threw beer cans and bottles in
the streets.
There were two restaurants during the 1950s that were the fi rst
to create drive-thru operations. One was in Billings, Montana, a res-
taurant called Big Boy (which was not affi liated with Bob’s Big Boy).
The other was called the Tastee In and Out in Lincoln, Nebraska.
Each installed microphones along the driveways leading to their
facilities. After using the microphone to order their meals, custom-
ers drove the short distance to the building and picked them up.
Microphones were not the only electronic devices designed and
considered to help boost the dwindling market of drive-ins. One
invention created to save on labor costs was the electronic carhop.
This device consisted of a speaker, microphone, and serving station
equipped with a permanent menu and tray table. Customers pushed
one button and were connected to an operator who took their food
orders. Then if they chose, they could push another button and listen
to music until a carhop arrived to deliver the order and their bill.
By the end of the 1950s new menu items were also popping up
all over the country. Some of them were so popular they spawned
their own restaurants. The ever-growing restaurant market was
now flooded with pancake houses, donut shops, steak houses, and

Industry History 19
INTERVIEW
Trends of the Industry
Bruc
Bruce
ce Gr
Grindy
rindy
Senior economist with the National Restaurant
al Restau
R Association in Washington, D.C.
urant A
When examining the food service vicee industry’

industry’s
ind history one fact be-
comes crystal clear: successfull operations adapt
ad and change to meet
customer’s needs. As people’s lives became busier, the need for ready-
prepared foods created a growing demand. Concepts that adapted to
meeting that demand have become leaders in their markets. We asked
industry veteran Bruce Grindy about the industry’s history and its
impact on the future.
How can looking at the history of the industry help us

identify trends, both positive and negative?
The overarching historical trend of the industry has been the evolu-
tion from luxury to necessity. This will continue into the future, as
operators continue to fi nd ways to provide convenient options for their
customers.
How can it prevent future mistakes?

Continue to evolve and respond to customer wants and needs. If we
look at industries that are struggling today, it is often those that do not
adapt to meet the changing times.
How has the industry’s past shaped its current status?

A hallmark of the industry has been its ability to continually adapt to
meet the ever-changing wants and needs of the dining public. And this
will continue well into the future. Customers twenty years from now
will have options we cannot even think of today, just as we have op-
tions that customers twenty years ago would never have dreamed of.
increasingly popular pizza parlors. And like all other good ideas in
the industry, pizza shops began to franchise. The early franchises in
the 1950s were Pizza Hut, Domino’s, and Little Caesar’s.
Another segment that gained momentum in the 1950s was cof-
fee shops. These restaurants were known primarily for their hearty
breakfasts. Two examples of these that quickly became chain opera-
tions were Denny’s and IHOP.

20 Food Services
The 1960s became the decade known for innovative marketing

concepts. Drive-ins were slowly becoming a thing of the past, yes-
terday’s idea, as one by one they converted to different, more sta-
ble and lucrative models, like take-home, self-service, or fast-food
operations. Successful full-service concepts that began in the 1960s
include TGI Fridays, Arby’s, Subway, Steak & Ale, Red Lobster, and
Wendy’s. Large fast-food chains became public companies in the
1960s, including Kentucky Fried Chicken and Denny’s.
By the end of 1969 more fast-food entrepreneurs wanted their
turn at bat, opening new stores in the hopes of matching the success
of restaurants that were now giants in the segment, like McDon-
ald’s. Two of these include Columbus, Ohio’s Dave Thomas. A for-
mer Kentucky Fried Chicken franchisee, Thomas named his square
hamburger restaurant after his daughter Wendy. And in Lexington,
Kentucky—nowhere near an ocean—the first Long John Silver’s
Fish & Chips opened its doors.
Television was beginning to have an impact on the food service
industry as early as the 1960s. Televised cooking shows increased
consumer awareness of what constituted good food. In 1966, chef
and author Julia Child, considered a pioneer in television cooking,
received an Emmy for her show The French Chef. Child had started
her career in the 1930s as an advertising copywriter. It was not until
after her marriage to Paul Child in 1946 that Child was introduced
to French cuisine. Child was employed by the United States Foreign
Service and the couple moved to Paris in 1948. Child was delighted
by French cuisine and studied at the Cordon Bleu school, then under
two French chefs. Her passion for French cuisine led her to help
with the writing of Mastering the Art of French Cooking, which was
published in 1961. The impact of the book was to inspire home cooks
everywhere to expand their cooking skills. Child was much beloved
by her readers and television audiences, and created a much wider
interest in cooking and fi ne-dining.
Customers continued to crave the new and different. In 1967
McDonald’s decided to satisfy that craving as it test marketed a dou-
ble-decker burger called the Big Mac. They rolled out the Big Mac
nationwide the following year. Food processors and suppliers also
began looking at their customers as potential partners. In 1967 Pills-
bury purchased Burger King’s 274 units for $18 million, and in 1968
General Mills purchased the 1,000-unit Burger Chef for $20 mil-
lion. That same year Ralston Purina acquired controlling interest in
Foodmaker, the parent company of Jack in the Box.

Industry History 21
The late 1960s were also years when food manufacturers sought
to satisfy consumers’ cravings for new and different foods. In 1969
two fabricated potato chips were introduced, Proctor & Gamble’s
Pringles, and another version called Chipos, put on the market by
General Mills. This was also the year Kellogg’s introduced Frosted
Mini-Wheats cereal.
In many homes both parents worked, meaning they had less time
for household duties like cooking. But it also meant there was more
disposable income available. Busy working parents were looking for
convenience at home, on the job, and in leisure activities, including
restaurants. On the home front Pepsi Co. sought to oblige, introduc-
ing the fi rst two-liter bottle of Pepsi in 1970. General Mills came up
with Hamburger Helper, and Orville Redenbacher and his partner
Charles Bowman introduced their gourmet popcorn to an increas-
ingly discerning generation of consumers.
By the 1970s restaurants were a $42.8 billion industry. Televised
cooking shows continued to gain popularity, affecting consumers’
attitudes and choices when they chose to eat out, which they were
continuing to do with ever-increasing regularity. Like the expansion
of menus in the late 1950s, the 1970s saw even more expansion, as
ethnic foods such as Chinese, Mexican, and Indian cuisines began
a dramatic rise in popularity. By the 1970s women had entered the
workforce in larger numbers, and they began entering food service
management and executive positions. According to the Women’s
FoodService Forum, by this time 14 women held executive positions
at large companies, and formed this association so that others would
have an easier time achieving this level of success. Today the Forum
has more than 3,700 members.
By the end of the 1970s food service professionals were begin-
ning to see customer interest in healthier foods, vegetarian menu
items, and the beginning of “California cuisine.” Wendy’s was one of
the first fast-food restaurants to recognize the need for healthier fare
when it offered a salad bar in 1979. New restaurants that opened in
the 1970s tended to be theme-oriented, like Hard Rock Café, which
opened its fi rst location in London in 1971, and Chili’s Grill and Bar,
which opened in Dallas in 1975.
Another trend in restaurants in the 1970s was to create new menu
items in an effort to keep customers interested or lure new ones in the
door. McDonald’s launched two new menu items in the 1970s, the
Egg McMuffin, and in an effort to compete with Wendy’s, the Quar-
ter Pounder. Denny’s introduced the Grand Slam Breakfast in 1977,

22 Food Services
while Arby’s offered its new Beef ’n Cheddar sandwich in 1978. This
was also the decade that launched the current-day coffee house craze,
with the first Starbucks opening in Seattle, Washington, in 1971.
The 1980s were challenging years for most food service opera-
tors. The economy was in bad shape and restaurants were hard hit
by the downturn of the recession in the ’80s. There was turmoil in
the industry and the result was, according to West & Wood’s Intro-
duction to Foodservice, “. . . unbridled expansion, overleveraged buy-
outs, employee buyouts, operators fi ling for Chapter 11, system-wide
restructuring, downsizing, and job layoffs.”
New United States’ legislation was proposed and enacted to
improve the environment. The new legislation along with solid waste
proposals and health and nutrition mandates all impacted operators’
costs. As a result, major mergers and acquisitions between restau-
rants and food processors and manufacturers began to occur around
1982 and picked up momentum throughout the decade. In 1982,
Hardee’s acquired the 650-unit Burger Chef from General Foods,
converting many of the Burger Chef units to Hardee’s. H.J. Heinz
Co. acquired two businesses in 1984: Borden’s $225 million food
service business, and the $200 million All American Gourmet. Also
in 1984 Consolidated Foods, which later became Sara Lee, acquired
Jimmy Dean meats. The year 1985 also proved eventful for the
industry. R.J. Reynolds acquired Nabisco Brands for $4.6 billion and
changed its name to RJR Nabisco. In the same year Marriott Corpo-
ration acquired the Howard Johnson restaurant and motel chain. It
sold most of the hotels and converted many of the restaurants into
Big Boy units the following year. In 1987 International Dairy Queen
acquired Orange Julius. By 1988 the consolidation trend intensified
and it was a huge year for mergers and acquisitions in the industry.
Grand Metropolitan plc, a British conglomerate, paid $5.79 billion
to acquire Pillsbury, along with its Häagen-Dazs ice cream division
and Burger King restaurants. In the same year Phillip Morris bought
Kraft Foods for $13.1 billion and added it to their General Foods
division. They renamed the combined entity Kraft General Foods
and it became the largest food company in the world. Also in 1988
SYSCO acquired CFS Continental to become the largest food service
distributor in North America, and Hershey Foods sold its Friendly’s
Ice Cream restaurant chain to Chicago-based Tennessee Restaurant
Co. Tennessee Restaurant already owned 330 Perkins locations. And
rounding out the decade of consolidation, Allied-Lyons acquired the

Industry History 23
2,000-unit Dunkin’ Donuts chain in 1989. The result was increased

competition for business for independent restaurant owners, and
consumers saw fewer independent restaurants and more chains
throughout this time period.
The tough economic times did not deter restaurant entrepreneurs
from opening new restaurants during the decade. Examples of res-
taurants that launched during the 1980s include: Wolfgang Puck’s
restaurant, Spago, which opened in Los Angeles in 1982; that same
year General Mills opened its fi rst Olive Garden restaurant; Culver’s
Frozen Custard Butterburgers opened in Wisconsin in 1984; and the
fi rst Boston Chicken restaurant opened in Newton, Massachusetts,
in 1985. But no significant restaurant openings occurred during the
last half of the decade.
The healthier-foods trend that started in the 1970s continued into
the 1980s. Kellogg’s introduced Nutri-Grain whole grain cereals in
1981; Diet Coke was launched in 1982; Wendy’s added baked potatoes
to its menu in 1983; in 1990 McDonald’s and Burger King stopped
frying their foods in beef fat and released ingredient information to
the public; in 1989 ConAgra launched ten Healthy Choice dinners,
designed to be low-calorie, low-salt, low-fat, and low-cholesterol. The
Healthy Choice brand has expanded and is still successful today.
Many chain restaurants that did not consolidate or take other
measures to maintain their revenues during the 1980s closed. Res-
taurants that did not survive the 1980s include Flakey Jake’s and
D-Lites of America.
The 1990s to the Present

Most of the trends that started in the 1970s and 1980s continued to
play a role in how food service operators did business in the 1990s.
Mergers and buyouts of both restaurants and food companies con-
tinued to occur throughout the 1990s. This time some of the buyouts
occurred to spread company risk to different markets. One example
is McDonald’s acquisition of the Chipotle Mexican Grill concept in
1998. If one large chain was not merging with another, it was fi ling
its initial public offering (IPO) and selling stock. Included in the list
of restaurants that fi led IPOs in the 1990s are Au Bon Pain, IHOP,
Sonic, and Outback Steakhouse. Restaurants and food manufactur-
ers continued to produce and market healthier options for their cus-
tomers, although some merely tried to create a healthier image. For

24 Food Services
example Kentucky Fried Chicken changed its name to KFC so cus-

tomers would not think of it as a fried food restaurant.
Ethnic foods’ popularity increased throughout these years—in
fact, by 1991 salsa began to outsell ketchup in retail stores. Brave
entrepreneurs continued to launch new restaurant concepts in a sat-
urated, competitive market. One concept that launched in the 1990s
was Planet Hollywood. In 1996 it launched the Official All-Star Café
in New York’s Time Square and completed an initial public offering,
raising $190 million, setting a record for the most actively-traded
IPO in NASDAQ history.
Co-branding was another new trend that began in the late 1990s
and has gained popularity ever since. Co-branding refers to the busi-
ness model in which two different restaurant concepts owned by the
same parent company are housed together under one roof; exam-
ples include many Taco Bell/Pizza Hut combinations and Long John
Silver’s/A&W. YUM Brands, owner of these concepts, began incor-
porating the co-branding model to give consumers more choices
when visiting an establishment. No other company has used this
strategy as extensively, or achieved its level of success.
Another restaurant marketing concept that began in the 1990s
that has gained popularity is placing restaurants (either full-size
menu or a scaled-back version) in retail stores, discount stores, gas
stations, and other locations, rather than building standalone facili-
ties. For example, Little Caesar’s contracted with K-Mart to open
restaurants in 400 of their stores in 1991. Since this partnership
began more K-Marts have incorporated the restaurants into their
stores and new stores typically contain the restaurants.
Still, many operators, both large and small, went out of busi-
ness or fi led bankruptcy during these years due to changes in the
economy and increased consolidations. A few victims of the 1990s
were Service America, the $1 billion noncommercial food service
operation, and Western Sizzlin, the 350-unit budget steakhouse.
Both fi led for Chapter 11 in 1992.
New trends that occurred during this decade and beyond relate to
consumers’ increasing use of technology, starting with cell phones.
In the late 1990s some restaurants reacted to cell phones’ newfound
ubiquity by posting rules or banning their use entirely. Since then the
prevalence of cell phones has created the need to revise these policies.
By the late 1990s the increased usage of the Internet began
affecting restaurant operations. Large operators began to recognize

Industry History 25
the value of marketing on the Internet and ordering food using fax
machines, cell phones, and online ordering systems, as technology
continued to make life busier for families. “The Internet grew expo-
nentially in acceptance [by operators and customers] for getting an
order for carry-out or delivery,” says Ed Rothenburg, vice president
of product strategy and innovation for MICROS Systems, Inc. of
Columbia, Maryland. MICROS supplies enterprise applications for
the hospitality industry. “More and more people are placing orders
and picking them up [using cell phones or the Internet].” Rothen-
burg predicts that soon customers will be able to text message their
orders and payment information to restaurants. Rothenburg says
that the new generation emerging from colleges and universities
prefers communicating in that form, and it is all about managing
customer relationships.
Throughout the years the bottom line has been to meet custom-
ers’ needs and do it a little differently than the next operator. The
industry’s colorful and fascinating history shows that food service is
a place where creativity shines through.
A Brief Chronology
1642: The fi rst tavern is opened in America by William Kieft, governor
of New Amsterdam.
1750: Thomas Lepper opens his tavern, called The Leopard.
1801: Thomas Jefferson, the third president of the United States, brings
French cuisine to the White House and his estate Monticello.
1831: The fi rst fi ne-dining restaurant in the United States,
Delmonico’s, launches in New York.
1888: Cocoa-Cola hits the market.
1903: Georges Escoffier publishes his groundbreaking book on French
cooking techniques and kitchen organization, Le Guide Culinaire.
1919: Prohibition is enacted in 1919, affecting the California wine
industry and restaurants everywhere. The National Restaurant
Association is created when a group of restaurateurs meet to dis-
cuss Prohibition’s impact.
1921: Drive-in restaurants, the forerunner of fast-food restaurants, are
created in response to drivers’ dining needs. The fi rst drive-in, The
Pig Stand, opens in 1921. White Castle also opens in 1921.
1933: Prohibition is repealed.

26 Food Services
1937: The cheeseburger is invented by Lionel Sternberger of

Glendale, California.
1940: The fi rst Dairy Queen opens in Joliet, Illinois.
1941: Carl Jr.’s restaurants launched in 1941. McDonald’s began
operating in the 1940s.
1941: By this year there were more than 150,000 eating places in
America with a total seating capacity of 11.6 million.
1953: The infamous golden arches of McDonald’s are first used in the
company’s building design at its location in Phoenix, Arizona.
1961: By this year McDonald’s had sold more than 500 million
hamburgers.
1966: Chef and author Julia Child receives an Emmy for her
television show The French Chef.
1967: McDonald’s launches the Big Mac.
1969: The fi rst Wendy’s opens in Columbus, Ohio.
1971: The Hard Rock Café opens its fi rst location in London.
1975: Chili’s Grill and Bar opens in Dallas.
1977: Denny’s introduces the Grand Slam Breakfast.
1982: Wolfgang Puck opens Spago in Los Angeles.
1983: Wendy’s offers baked potatoes at all of its locations.
1991: Salsa outsells ketchup at retail stores.
1996: Planet Hollywood launches in New York.
Late ’90s to present: Increased use of Internet and technology to
place and pay for food orders for take out.

Chapter 2
State of the Industry
“You Gotta Eat, Right?” Who has not heard that question at least
once? One of the biggest factors in the food services industry’s favor
is that eating is truly a necessity of life. More people than ever before
view eating out as part of that necessity. In fact, according to the
National Restaurant Association’s 2009 Industry Forecast, 45 per-
cent of adults say restaurants are an essential part of their lifestyles,
1 in 3 say they are not eating out as often as they wish, and 35
percent of adults say that on a weekly basis they are not purchasing
take-out foods or having restaurant food delivered as often as they
would like, primarily because of concerns about the economy.
Despite the fact that Americans are still concerned about fi nan-
cial security and are tightening their pocketbooks, the National Res-
taurant Association says that restaurant sales will continue to grow
this year, to a record $566 billion. True, they will not grow at the
rate the industry has seen in the last several years, but growth is still
growth. This could be attributed to the continuing demand for con-
venience by families on the go. Edna Morris, an industry veteran of
more than 30 years, has served in executive capacities with Hardee’s
and Qunicy’s Steakhouse. She is currently the CEO of Genshai Ollin
and developing a restaurant concept around locally grown food. She
says the industry remains very vibrant even in tough times. “People
may be going out to eat fewer times, or not ordering a bottle of wine,
but they are still going out,” she says. Morris says the status of the
restaurant industry is often a leading indicator of the economy in
general. “When there is discretionary money to go out sales go up,”
27

28 Food Services
Morris says. “The restaurant industry is the first to be affected by a

rough economy but it is also the fi rst to emerge.”
However, Technomic, a research-based food services consulting
fi rm, also offers a forecast and it is not as rosy as the NRA’s. Tech-
nomic predicts sales in 2009 will decline by 2.2 percent. Most seg-
ments will decline or hold their own, and the largest jump in sales
will be in the educational food services sector, which Technomic
predicts will increase by a modest 3 percent.
Still, the industry is huge, and despite its mammoth size it is sur-
prisingly adaptable, nimbly changing to meet ever-changing cus-
tomer needs. Currently more than 945,000 restaurants compete in
the United States and employ 13 million people. And that does not
include food service suppliers, which is itself a $38 billion industry.
Its adaptability is just what allows it to succeed, say many industry
veterans. It is critical for operators today to know their customers’
needs, and supply them. Most people in the industry recognize that
the two top needs consumers have today are for convenience and
fast service. According to The Food Service Industry: Trends and Chang-
ing Structure in the New Millennium by Charlotte G. Friddle, Sandeep
Mangaraj, and Jean D. Kinsey, time and convenience are essentials
of today’s and tomorrow’s lifestyles and cooking. Younger genera-
tions are relying more heavily on ready-prepared foods from grocery
stores and restaurants and are spending less time in the kitchen.
In addition, providing good service and quality food are as impor-
tant as making it convenient and quick. “A customer always wants
good service appropriate to the concept—fi ne-dining, fast casual,
or fast-food,” says Donatos Pizza Founder and CEO Jim Grote. “The
customer may put up with ‘poor’ service to get a good price and a
quality product when money is scarce, but they will remember who
gave the best service and took care of them when times are better.”
The Challenges Ahead

According to the National Restaurant Association, operators across
all segments cite rising costs as their number one challenge in the
coming 2009–2010. Food and energy costs continue to rise, and
since customers’ budgets are still tight, raising prices is not neces-
sarily the answer. Most restaurant managers say they plan to cover
rising costs by increasing sales. The best way to do this, they say, is to
focus on repeat business. They plan to reward repeat customers with
discounts, and listen to their needs, especially in the quick service

State of the Industry 29
Everyone
Knows
K
Organic versus Healthful
O
One of the hottest trends in the food service industry is
O
th increased demand for organic and healthy foods. But
the
what many in the food service industry do not know is that
wha
organic does not equal healthful. The United States Food and Drug
Administration dictates what foods can be labeled organic and what
can be labeled healthful. “Organic” refers to a product that has been
produced without manmade chemicals of any kind. The end product
can still be high in fat, sugar, sodium, and calories—hardly healthful!
Only foods that meet the FDA’s guidelines in fat, sugar, sodium, and
calories are allowed to be labeled “healthful.”
category. Repeat customers account for 75 percent of sales at quick

service restaurants, according to the National Restaurant Associa-
tion’s quick service operator survey, so retaining these valuable cus-
tomers will be a priority in the coming years.
Other challenges restaurants face in the current economic envi-
ronment are battling the competition, and obtaining fi nancing. As
banks and other fi nancial institutions tighten the reins on loans,
operators have found it harder to get credit than in years past. Smart
operators are renegotiating lease terms, carefully studying their cash
flow, carefully planning, and reducing costs wherever possible to
counter the reduced availability of fi nancing.
Employment, Wages, and Profit

Recruiting, hiring, and retaining quality workers have long been the
bane of operators’ existence. In fact hiring and retaining employees
usually tops the lists of food service operators’ challenges. In 2009
the story was a bit different. Because of the rise in unemployment,
restaurateurs and food service operations were able to meet their
employment needs. But this will not be a continuing trend. The res-
taurant industry’s inherent turnover rates (due to young team mem-
bers) means it is continually hiring.

30 Food Services
The food services industry—especially the restaurant industry,

which constitutes well over half of the industry—is one of the larg-
est employers in the United States. Restaurants alone represent 9
percent of the nation’s total job base, according to the National Res-
taurant Association. In 2008 the industry expanded its workforce by
1.6 percent. But in January of 2009, according to the United States
Bureau of Labor Statistics, employment in the leisure and hospital-
ity industry had dropped from 13.5 million to 13.3 million, a 1.5
percent drop, and this trend continued through the fi rst quarter of
2009, with the number employed in the industry dropping to 13.2
million by the end of the quarter, an additional .8 percent drop.
The good news for employees, however, is that the average hourly
wage for production employees in the leisure and hospitality indus-
try continues to increase. In the last ten years the average hourly
wage rose by more than $2 an hour from $8.13 per hour in Decem-
ber of 1999 to $10.94 per hour by December of 2008, according to
the United States Bureau of Labor Statistics. This may not be so good
for managers and operators trying to control costs. But a higher
hourly wage will attract more people to fi ll jobs, which, as men-
tioned before, are plentiful due to turnover of young employees.
Even though the hourly wage has risen, the average number of
hours worked in a week has declined over the last ten years. Accord-
ing to the United States Bureau of Labor Statistics, in December 1999
employees in the commercial food services industry worked an aver-
age of 26.1 hours per week. By December 2008, that number had
dropped to 25.0.
The current rise in unemployment has actually helped meet labor
shortages in the food services industry, but the National Restaurant
Association is predicting that 2009 will be the fi rst year since 1991
the industry will actually cut jobs overall, rather than increase its
employment base, and so far U.S. Bureau of Labor Statistics are
backing up that projection. The National Restaurant Association
is also predicting, however, a significant increase in its workforce
over the next 10 years. In its 2009 Industry Forecast the association
predicts that by 2019 the restaurant industry will employ 14.8 mil-
lion people, an increase of 14 percent. The labor force during this
same time period is only expected to grow by 9 percent, creating
a shortage of workers in the industry. The association also predicts
that three states in the country will experience the fastest growth
in jobs: Texas, Nevada, and Florida, because of growing populations
in these states.

The demographics of this workforce may see a defi nite change.

Many operators depend on younger workers for the bulk of their
labor needs. In fact 50 percent of workers in the industry today are
under age 25, but statistics show that fewer people in this age group
are entering the workforce. According to the association, 59 percent
of 16- to 24-year-olds were in the labor force in 2008, a drop of
nearly 10 percentage points over the last 20 years.
On the other end of the demographic spectrum, more baby boom-
ers and older adults are retiring and looking for ways to supplement
their incomes. The number of Americans age 65 or older that are
working continues to rise, and it may be from this pool that food ser-
vice operators need to draw. Adults age 65 and older reached a labor-
force participation rate of 16.7 percent in 2008, nearly a 40-year
high, and the number of individuals age 65 or older in the workforce
is expected to grow 80 percent in the next decade!
As an up and coming employee of the industry, you may be won-
dering where most of this growth is going to occur over the next
10 years. The National Restaurant Association predicts that by 2019
there will be an additional 40,000 food service managers on the
job, an increase of 14.1 percent. Jobs that will experience the high-
est growth by 2019 are fast-food preparers and counter workers (an
increase of 16.1 percent), food preparation workers (an increase of
16.0 percent), and chefs and head cooks (15.8 percent).
As the need for labor rises, as well as the costs of hiring, operators
will be looking at other options in terms of getting things done. The
National Restaurant Association’s forecast says most operators plan
to improve their restaurants’ productivity to decrease the need for
workers. That is not the only option, however. Jim Grote, founder
and CEO of Donatos Pizza, says centralized locations for food prepa-
ration may become more prevalent.
Current Trends
Any trend in the food services industry is geared toward meeting a
particular customer need, whether that is for faster service, added
convenience, or healthier menu choices. Many of the trends spread-
ing throughout the industry today started during the 1970s, when a
growing number of two-parent working families wanted an easier
way to feed their families. These parents and their children were
often on the go, but parents were worried they were sacrificing the
health of their children for the convenience of fast-food. In response,

32 Food Services
healthier menu items, especially for children, began to appear at

restaurants as early as the late 1970s.
Edna Morris, an industry veteran and CEO of Genshai Ollin, says
that healthful food choices will defi nitely continue as a trend well
into the future. “People want healthful food,” Morris says. “They
want to know that it is less processed and handled and that the
growers are committed to sustainability. People want to understand
where their food comes from. You will be seeing more wholesome
options and at the same time a consciousness about reducing our
carbon footprint. People don’t want their food to come from 3,000
miles away. That will continue to shape the industry.”
Francine Cohen, editor in chief of Food and Beverage Magazine,
agrees, adding that more restaurants will be buying fresh foods from
local growers. “There’s something to be said about going to a farm-
er’s market and getting the best price for the best product,” she says.
“It’s not realistic to expect that chefs will get all their foods locally,
but they do as much as they possibly can. It’s a very creative thing to
do and gives them the possibility to change up their menus.”
The National Restaurant Association surveyed more than 1,600
chefs and asked them to rank more than 200 items in terms of how
hot a trend they were. These chefs ranked the use of locally grown
produce the number one trend in the country, which also relates to
the industry’s growing desire for “going green.”
Another trend that is sweeping the nation, according to the
National Restaurant Association survey, is mini-desserts. Restau-
rants in all categories are recognizing the need for smaller dessert
options, and are cashing in on smaller-scale versions of customers’
favorites. For example, Mongolian’s BD Barbecue is offering mini-
desserts based on their larger scale versions. The new desserts satisfy
customers’ cravings for something sweet, but meet their desire for
smaller and less expensive options. On the opposite end of the popu-
larity scale is pie. Although chefs felt pies are perennial favorites,
they are the least trendy dessert option out there.
The trends that rank third and fourth in the National Restau-
rant Industry’s survey tie back to the idea of more healthful menu
options. The third trend is the use of organic produce, and the fourth
is the availability of nutritionally balanced options for children on a
growing number of restaurant menus. Victor Gielisse, associate vice
president at the Culinary Institute of America in New York City notes
this trend, but adds that unless these more healthful options are also

Fast
Facts
F
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1. Fast food preparers and counter workers, up 1.5 percent

2.
2 Food preparation workers, up 1.5 percent
3. Chefs and head cooks, up 1.5 percent
4. Food and beverage serving workers, up 1.4 percent
5. Supervisors, food preparation, and serving workers, up 1.4 percent
6. First-line supervisors/managers of food-preparation and
serving workers, up 1.4 percent
7. Counter attendants, cafeteria, food concession, and coffee shop,
up 1.4 percent
8. Waiters and waitresses, up 1.4 percent
9. Cooks, restaurant, up 1.3 percent
10. Food servers, non-restaurant, up 1.3 percent
(http://www.restaurant.org)
tasty they may not stay on the menu for long. “There is an emphasis
on resources, where the food is coming from,” says Gielisse. “And
people want healthier foods. Diet and nutrition have to be met, but
the first thing that comes to mind is they are tasteless. How can we
layer flavor complexities, seasonings, garnishes, in food preparation
so food is healthy and flavorful? Food preparation is the key.”
New cuts of meat rank fifth in the association’s Top Trend list.
Examples of these include the Denver steak, pork flat iron, and bone-
in Tuscan veal chop. Other trends that chefs cite in the survey include
the use of superfruits (mangosteen, açai, and goji berry), fruits and
vegetables as side dishes in children’s meals, and tapas, or small plate
dishes on menus. Tapas fi rst appeared on the scene in Spain, and
are served at nearly every establishment there. They are similar to
appetizers but they are not eaten as a warm up for more food. They
are eaten instead of an entrée and are served with a cocktail. Often
people will go to more than one location for a drink and tapas. Tapas

34 Food Services
allow customers to taste a restaurant’s offerings without loading up

on food and they provide a less expensive way to explore the menu.
Items that hit bottom in popularity on the survey include French
fries and other fried foods, baked potatoes, and potato salad. Keep
in mind that this means they are not considered a hot new trend,
not that they will be disappearing from menus in the near future. In
fact a large number of the chefs surveyed consider these perennial
favorites.
Gielisse also notes that many people are looking for authentic
food experiences. “People used to say they were looking for eth-
nic food,” he says. “Now they say they want authentic Spanish, or
French.” Gielisse says this trend can be attributed to the prolifera-
tion of television shows. “People are more educated when it comes
to food now.”
Menu items aside, there are other trends that will continue to
grow in 2009. Convenience is at the top of that list. “Convenience
is always a huge trend and important to consumers,” Morris notes.
“People want to be seated when they are ready. They are time-
starved, time-crunched, and want food when it works for them.
Operators who can meet that need will be rewarded handsomely.”
Technology will play a more dominant role in restaurant opera-
tions in the future. Long hours are historically part and parcel with
the food services industry. No matter how successful a restaurant is,
or how excellent the staff members, the business requires the owner
to be present to stay on top of day-to-day operations. But enhanced
point of sale (POS) systems are paving the way to better working
hours for today’s entrepreneurs, according to Ed Rothenberg, vice
president of product strategy and innovation at MICROS Systems,
Inc. Rothenberg says new systems will alert owners when too many
“no sales” are rung up at the cash register, or there is a schedul-
ing problem. “You can immediately and remotely manage the busi-
ness,” says Rothenberg. Technology will also impact how operators
manage customer relationships, and how customers can order and
receive their food.
So which segments of the industry are most likely to succeed in
the future? According to the National Restaurant Association pro-
jections, the only segment in the commercial side of the industry
that will not experience a downturn in sales over the next year will
be limited or quick service restaurants. This segment will achieve
a very small growth rate of .4 percent in 2009. While remaining

segments will see decreases in sales, the segment least affected will
be bars and taverns. Evidently Americans can cut back on eating
out when times are tough, but cutting back on visits to their favorite
watering holes is not a part of the plan. Bars and taverns are pro-
jected to see a .4 percent decrease in sales in 2009. Other segments
that will see more modest downturns in sales are social caterers at
-1.6 percent and full-service restaurants at -2.5 percent. The seg-
ment projected to experience the steepest drop in sales is cafeterias,
grill-buffets, and buffets, at -5.2 percent.
Technology
The food services industry has not been immune to the explosion
of new technologies that started in the 1990s and has continued
to escalate ever since. The combination of computers, POS systems,
and the Internet has broadened operators’ horizons and abilities to
serve and communicate with customers.
As mentioned earlier, improvements to POS technologies have
allowed restaurant owners to remotely manage their restaurants.
MICROS Systems’ Rothenberg says it boils down to enforcing stan-
dards. “Let’s say I have opened a restaurant,” he says. “I have chosen
the real estate, created the menu, hired the servers, decorated the
interior, and kept the parking lot clean. I’m there 20 hours a day
making sure the restaurant is running the way I want it to.” In other
words, he says, he now has no personal life, and if he wants to open
another location how does he ensure both are running according to
his standards? Today’s POS systems can solve these problems.
“The technology monitors inventory and production,” Rothen-
berg says. “It looks at consistency. In almost every area you can set
standards, the system can measure them, create reports, and allow
you to see whether they are being met.”
There are systems that track inventory, staffi ng, and scheduling. If
an operator is short-staffed during a high-volume daypart the system
will send him or her an alert. If a cashier is keying too many “no sales”
transactions on the cash register, the manager will receive an alert.
“The moment something happens you can immediately be notified
and react,” Rothenberg says. He also notes that operators can use the
alert system for routine tasks, like checking the status of restrooms
and the parking lot. Most POS technologies today offer information
solutions for both front-of-house and back-of-house operations.

36 Food Services
With convenience already high on consumers’ priority lists more

decision-makers in the hospitality industry are considering self-
service kiosks, similar to those currently found in grocery stores
and other retail outlets. NCR, a leading technology company based
in Dayton, Ohio, says self-service kiosks may be a very important
trend in the food service industry. A study conducted by NCR says
that consumers are getting increasingly frustrated with long waits
at traditional check-out lines at restaurants. According to NCR, one-
third of the operators in the hospitality industry have said they are
considering the use of this technology. NCR cites economic factors,
labor challenges, and customer trends as the reason for the inter-
est in this technology. Still, more than 40 percent of the operators
surveyed by NCR are reluctant to start self-service kiosks. Most of
these operators cite the upfront cost of installing the kiosks as the
leading deterrent, but with rising labor costs, self-service kiosks may
begin to look more attractive. NCR is also quick to add that self-
service is more than just a kiosk. Other self-service options that are
growing in popularity include ordering on the Internet, and order-
ing via a mobile device, such as a cell phone or a personal digital
assistant (PDA). Rothenberg says these options are going to play a
bigger role in the industry as college kids enter the workforce. “This
[text messaging] is the way they communicate,” he says. Digital wal-
lets, where a customer can text his or her order and pay for it, will
be the wave of the future.
While all these new technologies may have very positive
impacts on an operator’s future bottom line, most are still more
concerned about today’s bottom line and how technology can
help them weather the current economic crisis. Participants at the
14th Annual International Foodservice Technology Exposition in
Orlando, Florida, held in February of 2009, said their departments
were using systems that monitor spending and hardware and soft-
ware that aid front-of-house operations to help their companies
cut costs and drive customer traffic. Most of these participants are
chief information officers (CIO) at large chains like Subway and
Dunkin’ Donuts. Their primary concern is helping their franchi-
sees succeed, and in some cases just survive these tough economic
times. The information that can be gathered through current POS
systems allows them to do that. Glenn West, senior vice president
of information systems and electronic commerce for Papa John’s
International Inc. in Louisville, Kentucky, says that if a technology

cannot yield immediate results for franchisees, it is being deferred

until economic conditions improve.
That is not to say other technologies are not being considered by
many operators. Among the technologies discussed at the 2009 Orlando
Technology Expo, the ones that were deemed most “discussion-wor-
thy” were remote ordering and pay-at-table systems, Payment Card
Industry (PCI) compliance and data security, and mobile marketing.
The role of the Internet is defi nitely increasing in the industry
as well, and there are many facets of its use, from online ordering
to inviting more customer interaction through company Web sites.
The rise of online ordering was also a discussion point, and a leader
in this area is Papa John’s, which was one of the first companies to
incorporate the system into its business model. The company said
this ordering system is gaining traction with both consumers and
franchisees, which are beginning to see it succeed.
Rothenberg notes that the Internet is not only being used as
an online ordering system. He says many operators are using it to
remotely manage their restaurants. POS systems’ information can
be uploaded to a Web site and anywhere a restaurant owner can
launch a browser, he or she can look at the latest restaurant metrics.
“Managers can get a view in a flash of what is going on at the res-
taurant,” Rothenberg says.
Companies are also using the Internet for another very impor-
tant factor of the industry: managing customer relationships. As
more consumers use the Internet to order their food online they will
be given the opportunity to respond to customer surveys, receive
e-mail newsletters and offers, and benefit from other marketing
opportunities that tie the consumer to the restaurant, according to
Rothenberg. “Consumers can sign up and companies will capture
their information and link them to a transaction,” he says. From
there restaurants can see their consumers’ demographics and who is
patronizing the restaurant.
Operators will be able to see if they are reaching their target mar-
kets. It will give them an opportunity to ask the question, “Do I need
to do anything differently?” The Internet allows companies to mar-
ket to customers more cost efficiently, inviting them to return with
offers of discounts on their favorite menu items and other ideas.
“Before the Internet this type of customer tracking and marketing
was a multi-million dollar campaign,” Rothenberg notes. “Now it is
affordable for smaller businesses.”

38 Food Services
Laws and Regulations Governing the

Food Services Industry
The food services industry is a highly regulated one, and no one
would want it any other way. Laws and regulations in place are
designed to ensure that patrons can enter an eating establishment
with confidence that the food they order and consume is safe. The
United States is considered to have one of the safest food services
industries in the world.
Still, food services operators have a large number of laws and
regulations to adhere to. Not only do operators need to stay cur-
rent on all labor and wage laws, as well as federal, state, and local
tax laws, but they also need to be knowledgeable of food and health
safety laws. Food must be cooked and presented at certain tempera-
tures. Tips must be reported and restaurant owners are responsible
for making sure employees are doing so. Operators are required to
be certified, licensed, and insured to sell food to patrons. There are
building laws, codes, and enforcements as well. Food service provid-
ers in schools and institutions are subject to even more laws and
regulations. It can be an overwhelming and mind-boggling task to
stay on top of all the regulations required by the industry. While the
information below is a good start, it is not intended to replace your
own thorough investigation of the specific laws and regulations you
need to follow in your business and location.
Federal Labor and Wage Laws

Many restaurants and food service organizations hire from a younger
pool of workers, ages 16 to 24, and some even hire 14- or 15-year-old
kids. The employees at the lower end of that range are usually still
in school and laws specify how many hours they are legally able to
work and what kind of jobs they can do. According to the United
States Department of Labor, 14- and 15-year-olds are only allowed
to work between 7:00 A.M. and 7:00 P.M. outside of school hours.
Kids this age can only work 3 hours on school days, 8 hours on non-
school days, and 18 hours in school weeks, 40 hours a week on non-
school weeks. Between June 1 and Labor Day kids in this age group
can work until 9:00 P.M.
The laws are not so specific when it comes to the 16- to 18-year-
old age group . In fact there are no federal laws governing how many
hours and when kids age 16 and older can work. However, there

are some restrictions about the type of jobs kids under age 18 can
work. Kids who are 16- and 17-years-old may only perform non-
hazardous jobs. Kids who are 14- and 15-years old may work out-
side school hours in various nonmanufacturing, non-mining, and
nonhazardous jobs. Employers may be required to provide proof of
an employee’s age, so they must make sure that they have a copy of
their employees’ driver’s license, learner’s permit, state ID, or certi-
fication of age.
All employees regardless of age should be paid at least minimum
wage. There are some exceptions, however, and they can be a bit
tricky. For example, a special minimum wage of $4.25 per hour
applies to employees under the age of 20 during their fi rst 90 con-
secutive calendar days of employment with an employer. After 90
days, the Fair Labor Standards Act (FLSA) requires employers to pay
the full federal minimum wage, which is $7.25 per hour worked.
Full-time students in specific circumstances also can be paid
less than minimum wage. Employers that hire full-time students
employed in retail or service stores, farms, or colleges and universi-
ties can obtain a certificate from the United States Department of
Labor which allows the student to be paid no less than 85 percent
of the minimum wage. The certificate also limits the hours that the
student may work to 8 hours in a day and no more than 20 hours a
week when school is in session, and 40 hours per week when school
is out, and requires the employer to follow all child labor laws. Once
students graduate or leave school for good, they must be paid at least
the federal minimum wage.
There is another scenario that allows employers to pay less than
minimum wage. Under the Student Learners Program, high school
students who are at least 16 years old and who are enrolled in voca-
tional education may be paid no less than 75 percent of the min-
imum wage, provided the employer obtains a certificate from the
U.S. Department of Labor. Many high schools now offer vocational
programs like this in the hospitality and food services industry and
students work at a specific restaurant as part of their vocational train-
ing. Employers interested in applying for a student learner certificate
should contact the Department of Labor Wage and Hour Regional
Office with jurisdiction over their state.
What about wage laws for adults? Are there any special regu-
lations for adults in the food services industry? An employer of a
tipped employee is only required to pay $2.13 an hour in direct
wages if that amount plus the tips received equals at least the federal

40 Food Services
On the Cutting
Edge
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Online Ordering
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Studies have shown that more than 30 percent of casual
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dining customers use the Web sites of their favorite restau-
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rants to gather information or place orders. Not surprisingly,

ran
51 percent of quick service experts agree that online ordering is
“the next big thing,” according to QSR Magazine. “What’s happened
is that restaurants are realizing that more people are doing online
ordering and have high-speed access,” says Rob Saunders, director of
marketing for Dotmenu Corporation, New York, New York. “At this
point restaurants almost have to have online ordering.”
minimum wage. The employee retains all tips and the employee
customarily and regularly receives more than $30 a month in tips. If
an employee’s tips combined with the employer’s direct wages of at
least $2.13 an hour do not equal the federal minimum hourly wage,
the employer must make up the difference. There are also state reg-
ulations that employers must take into consideration as well. Some
states have minimum wage laws specific to tipped employees. When
an employee is subject to both federal and state wage laws, the
employee is entitled to the provisions that provide the greater ben-
efits. So operators must take state regulations into account before
setting wages.
In addition to tips affecting minimum wage, employers in food
services operations also have to ensure that their employees are
reporting their tips on their taxes, and are withholding taxes from
them. Businesses are also required to report tips on the business
tax return as well. This can become burdensome for both employer
and employee. Employees have been encouraged to keep daily logs
of the tips they receive and report them to the employer. In 2007
the IRS responded to the food services industry’s complaint that tip
reporting was having a negative impact on the industry. It started
the Attributed Tip Income Program (ATIP). ATIP reduces indus-
try recordkeeping burdens, has simple enrollment requirements,
and promotes reporting tips on federal income tax returns. ATIP is

similar to previous programs, except in a few important ways: ATIP

does not require employers to meet with the IRS to determine tip
rates or eligibility, employers are not required to sign an agreement
with the IRS to participate, and like other tip reporting programs,
participation by employers and their employees is voluntary.
Employers who participate in ATIP report the tip income of
employees based on a formula that uses a percentage of gross
receipts, which are generally attributed among employees based on
the practices of the restaurant. Employees are then not required to
keep daily logs of their tips. While participating in ATIP employees
are not subject to tax examination by the IRS. Not all operations
qualify for the program. The bottom line is that all employees that
receive more than $20 per month in tips must report 100 percent of
those tips on their taxes or both the employee and restaurant may
be subject to an audit.
Food and Health Safety Laws

Not only are restaurant owners required to know food safety, but
they are also required to keep their employees safe. After all, kitchen
staff members are working with equipment that could cause inju-
ries. Slick floors and other potential hazards could cause accidents to
both staff members and guests. An operator needs to have a plan in
place to meet all safety and Occupational Safety and Health Admin-
istration (OSHA) requirements. Additionally operators have to pass
local health codes to be able to receive certification to serve food.
In addition, since September 11, 2001, the United States Food and
Drug Administration has published information on how retail food
outlets and food service operations can reduce the risk of food tam-
pering and terrorist efforts.
When it comes to safe food handling, kitchen staff members must
be educated on the basics. This is not only important from a regu-
lation standpoint, but from the customer’s viewpoint as well. In a
recent poll conducted by Michigan State University’s Food Safety
Policy Center, 63 percent of Americans say they are very or fairly
concerned about the safety of the food they eat.
The primary guidance for food safety in food services kitchens
comes from the United States Food and Drug Administration’s Center
for Food Safety and Applied Nutrition. The Center publishes Hazard
Analysis and Critical Control Point (HACCP), which details seven
principles for preventing foodborne illness. These seven principles

42 Food Services
were originally developed more than 30 years ago for the space
program to keep astronauts’ food safe for consumption. HAACP is
widely used throughout the industry today. The seven principles are
described as follows, courtesy of the FDA’s Center for Food Safety
and Applied Nutrition Web site:
1. Analyze hazards. Potential hazards associated with a food

and measures to control those hazards are identified. The
hazard could be biological, such as a microbe; chemical,
such as a toxin; or physical, such as ground glass or metal
fragments.
2. Identify critical control points. These are points in a food’s
production, from its raw state through processing and ship-
ping to consumption by the consumer, at which the poten-
tial hazard can be controlled or eliminated. Examples are
cooking, cooling, packaging, and metal detection.
3. Establish preventive measures with critical limits for each
control point. For a cooked food, for example, this might
include setting the minimum cooking temperature and time
required to ensure the elimination of any harmful microbes.
4. Establish procedures to monitor the critical control points.
Such procedures might include determining how and by
whom cooking time and temperature should be monitored.
5. Establish corrective actions to be taken when monitoring
shows that a critical limit has not been met. For example,
reprocessing or disposing of food if the minimum cooking
temperature is not met.
6. Establish procedures to verify that the system is working
properly. For example, testing time-and-temperature record-
ing devices to verify that a cooking unit is working properly.
7. Establish effective recordkeeping to document the HACCP
system. This would include records of hazards and their
control methods, the monitoring of safety requirements, and
action taken to correct potential problems. Each of these
principles must be backed by sound scientific knowledge:
for example, published microbiological studies on time and
temperature factors for controlling foodborne pathogens.
Establishing an HACCP system is important in meeting food safety

requirements, but operators also have to make sure they pass local
health inspections. Each food service operation needs to apply for a

license to serve food in its chosen location and meet all local guide-
lines, which can vary from state to state and even county to county.
There are also fees associated with obtaining the license that should
be part of the establishment’s budget. Typically operators should be
prepared to present information like a detailed drawing of the area
used by the business, including all entrances and exits and a state-
ment indicating the seating capacity and square footage; the location
and type of all plumbing fi xtures, including sinks, grease traps, and
the location and size of the hot water tanks; a floor plan showing
the location of fi xtures, and equipment; a list of all floor, wall, and
ceiling fi nishes; a list of all food equipment with the manufacturer
and model numbers listed; and a copy of the menu.
Food safety rules (in addition to HACCP) must be communicated
and posted. These include hand washing rules, safe cooking temper-
atures, hair restraint requirements, safe food storage and handling
requirements, health requirements of the employees, cleaning and
maintenance guidelines, and other information. Details are avail-
able at local health departments. Each state has detailed food safety
requirements for food service establishments. For example, Ohio
Administrative Code provides a 125-page document on state regu-
lations for food services establishments. It is up to each individual
operator and his or her staff to make sure the operation is meeting
all state and local regulations.
One way to learn the ins and outs of the extensive laws and regu-
lations governing food safety is to take advantage of the National
Restaurant Association’s ServSafe program. ServSafe is a program
that teaches food safety basics and it is offered nationwide through
employers, state restaurant associations, or online. After successfully
completing the program employees are ServSafe certified. The pro-
gram focuses on four key areas: basic food safety, personal hygiene,
cross-contamination and allergens, and cleaning and sanitation. It
provides the training resources to help keep food safety an essential
ingredient of every meal.
Laws governing employee safety are found at the United States
Department of Labor’s division of Occupational Safety and Health
Administration. On the OSHA Web site food service employers can
fi nd the specific laws and regulations governing the food services
industry. OSHA’s primary goal is to ensure that all employees have a
safe work environment. Potential hazards are identified and policies
for minimizing their risks are detailed. OSHA also includes a lot of
information specifically for teen safety, since so many teens work at

44 Food Services
food operations. The National Institute for Occupational Safety and

Health (NIOSH) estimates that in 2003 alone, 54,800 work-related
injuries and illnesses among youth less than 18 years of age were
treated in hospital emergency departments. Because only one-third
of work-related injuries are seen in emergency departments, it is
likely the actual number of such injuries among working youth is
much higher; some estimates are as high as 160,000 injuries and
illnesses each year. The vast majority of these injuries occur in eat-
ing and drinking establishments. The restaurant industry and other
retail businesses rank high among United States industries for risk
of adolescent worker injuries. Operators need to pay close attention
to regulations to ensure the safety of teen employees as well as other
employees.
Current Legal Issues

There are several pending laws and regulations that may impact the
industry, either negatively or positively. These descriptions are cour-
tesy of the National Restaurant Association.
The Americans with Disabilities Act (ADA) Notification Act
would give business operators 90 days to review and correct alleged
accessibility problems. It also would protect businesses during that
time from lawsuits that allege ADA violations.
The Alternative Minimum Tax is an income tax system the United
States Congress created in the late 1960s to ensure that individuals
and corporations earning above certain income thresholds could not
use tax deductions, exclusions, and other loopholes to avoid paying a
minimum amount of taxes. Thousands of small businesses and mil-
lions of middle-income Americans now face AMT liability because
Congress does not regularly increase the income threshold.
Business Meal Deductibility is seen as an issue by restaurants.
Business meal deductions are currently limited to 50 percent of
costs. The National Restaurant Association’s position is that doing
business over a meal is the only means of marketing and advertising
for many small businesses and self-employed individuals and that it
is a legitimate deduction that should be fully deductible.
Another issue that could have a huge impact on the industry is
the Employee Free Choice Act. Currently employees are entitled to a
private-ballot election when deciding whether they want union rep-
resentation in their workplace. Elections are overseen by the National
Labor Relations Board (NLRB), which has numerous procedures

in place to ensure fair, fraud-free elections. Because of NLRB safe-

guards, employees can cast their votes confidentially, without peer
pressure or coercion from unions or employers.
If Congress passes the Employee Free Choice Act, employees
effectively lose their right to private-ballot elections. The bill would
establish what the Act is calling a “card-check” union organizing
system, in which a majority of employees simply sign a card in favor
of union representation. The measure would also require a govern-
ment-mandated arbitrator to force a contract if the employer and the
union do not reach an agreement within 120 days.
Several legislative acts are pending in relation to food safety.
While no bills have cleared Congress as of December 2009, action is
being discussed on several fronts. One being considered is expand-
ing the FDA’s capacity. Some critics argue that the FDA does not
have the resources or authority it needs to do its job. John Dingell
(D-Mich.) and others have suggested a range of proposals, includ-
ing increasing FDA funding, holding the FDA more accountable for
food-safety results, giving the agency authority to issue mandatory
recalls, and empowering the FDA to create national food registries
for adulterated foods and require everyone in the food chain—res-
taurants included—to report to that registry.
A second area being looked at is ensuring the safety of imported
foods. An estimated $2 trillion in imported products entered the
United States in 2008 and experts expect that amount to triple by
2015. A top-level White House interagency working group released its
fi rst report on import safety in September 2008. The report advocates
that the United States move toward a risk-based, prevention-focused
model rather than relying on the current system of “snapshots” at
the border to interdict unsafe products. Since other countries’ food
safety systems are not as rigorous as the United States’ there is quite
a bit of risk associated with imported foods.
A third area under consideration by lawmakers is improving pro-
duce safety. Recent large, multistate foodborne-illness outbreaks
linked to contaminated produce have increased public concern about
the safety of fresh produce. One example is the outbreak of salmonel-
losis that occurred in jars of salsa in 2008, and another outbreak of
salmonellosis that occurred in peanut butter in 2009. In both cases
these items were recalled from grocery store shelves. Senate Agri-
culture Committee Chairman Tom Harkin (D-Iowa) is working on
a produce safety bill that will include mandatory regulation of the
fresh produce industry—which the industry itself has called for.

46 Food Services
INTERVIEW
The Rise of Prepared Foods
Jim
m Gro
Grote
ote
Founder and CEO of Donato’s
nato Pizza,
o’s Piz based in Columbus, Ohio
zza, bas
In your opinion what is the e current

rre state
sta of the food service
industry and how did it gett there?
Since I began in the early sixties the scheduled family meals have
given way to the convenience of ready-to-eat food due to the influence
of both parents working along with after school activities, especially
sports for the kids. Each family member seems to be on a variety of
schedules and meals are revolving around these schedules.
These and other cultural changes have contributed to the tremen-
dous rise in the demand for prepared food consumed away from home
and at home. All meal occasions have benefited from this demand,
including breakfast, lunch, dinner, and late night. With the increased
demand for prepared foods comes the desire for meal variety, resulting
in many new concepts.
I believe that food service is continually growing, but individual
segments will expand or contract with economic conditions. As dis-
posable income shrinks, the consumer is still demanding price, qual-
ity, and service. Because they have less income, they are very discern-
ing about where they spend their dollars. As an example, a customer
would say that a product isn’t the very best quality, but for the money
it is good enough. In good times, a customer may say, “I want the best
quality and I am willing to pay for it.”
What are some of the newest trends in the industry that will
really gain momentum over the next few years?
[There will be] continued development of wholesome, healthy food
that tastes good. More and more consumers will demand transparency
about the ingredients in their food and the quality and healthfulness
of those ingredients.
At Donato’s, we’ve introduced a variety of more healthful menu
items in the past few years, we’ve removed trans fat from our products
before it was mandated, and we’ll continue to develop products that
not only taste good, but are good for you as well.
As labor costs increase, more food will be prepared in a central loca-
tion and distributed to restaurants for customization of individual orders.

Labeling is also an issue for the industry. Labeling menu items

is something some operators want and others do not. The National
Restaurant Association supports labeling, and is urging members of
Congress to co-sponsor the Labeling Education and Nutrition Act of
2008 (LEAN Act), which will provide a national nutrition labeling
standard for food service establishments with 20 or more locations.
National Restaurant Association research has shown that Ameri-
cans are seeking to eat more healthfully when they dine out. While
many restaurant chains have responded to this trend by offering
nutrition information, state and local policymakers have reacted by
passing menu-labeling laws. Instead, the LEAN Act proposes that
the federal government should set a single national standard for
nutrition-information disclosure for chain food service companies.
Such a uniform national nutrition standard will allow consumers
access to detailed nutrition information that meets their needs while
providing clarity, consistency, and flexibility for restaurants in how
that information is provided.
This list of pending issues is nowhere near exhaustive. One thing
is clear: The industry is complex and so are the laws and regula-
tions governing it. Being a member of an industry association or
reading trade publications providing regular updates and informa-
tion is critical for understanding the issues that may affect an opera-
tion’s bottom line and day-to-day business. These associations also
feature conferences, seminars, and other educational and network-
ing opportunities that keep people in the field apprised of the latest
trends and technologies, a key factor of career success.
Key Conferences and Industry Events

Many people may think industry events are a waste of time, but
they should think again. Conferences, seminars, and events can
benefit employees in many ways. First, every industry is constantly
changing, and the food services industry is no exception. It can take
a lot of work to keep up with all the trends and changes occurring
on a nearly daily basis. Attending important conferences and events
keeps you informed of all the latest developments in the industry.
Also, never underestimate the value of networking. In today’s
tough economy it is more important than ever before to main-
tain relationships with others in the industry. “Networking is cer-
tainly important,” says Karen Ickes, senior vice president of human

48 Food Services
resources for Wendy’s International. Ickes says that in the current

job market, when a company advertises for a position it is flooded
with applications. One of the best ways to stand out from the crowd
is networking—knowing someone at the company who can recom-
mend you. Attending industry conferences and events is one of the
best ways to meet others in the industry and expand your network.
Key industry conferences are also informative about career
development and marketing yourself within the industry. Often
events offer continuing education and certification courses, one-on-
one mentoring and meetings with key leaders in the industry, and
opportunities to talk to others about how they are successfully deal-
ing with issues in the industry. All in all, choosing to attend the
right industry events can lead to more opportunities down the road.
Here are some of the conferences and events to consider.
All Things Organic Conference and Trade Show Given the

growing popularity and demand for organic products, this is an
important event for food services professionals. In three days,
participants can meet with more than 300 organic suppliers
offering the right products to grow their businesses. Attendees
can network with thousands of business professionals, exhibitors,
and organic companies to obtain ideas that are critical to the suc-
cess of their businesses. (http://www.organicexpo.com)
American Culinary Federation Annual Conference The Amer-
ican Culinary Federation describes its annual conference as the
biggest annual gathering of chefs, students, and food service pro-
fessionals in the United States. An array of workshops, seminars,
cooking demonstrations, networking opportunities, and social
functions are part of this convention that takes place in July.
(http://www.acfchefs.org)
American Hotel & Lodging Association Summer Summit
This association for operators in the hotel and lodging segment
of the industry offers members committee meetings, educational
programming, networking opportunities, and the AH&LA Stars
of the Industry Awards luncheon. The association says this is a
prime opportunity to get involved in a committee while getting
to know industry leaders in an intimate setting. This yearly event
takes place in June. (http://www.ahla.com)
American Society for Healthcare Food Service Adminis-
trators National Convention ASHFSA is affi liated with one
of the largest organizations in heath care today, the American

Hospital Association. ASHFSA says that it is the premier source of

professional education and networking for food and nutrition ser-
vice management professionals. The ASHFSA conference, which
usually takes place in May, blends a celebration of the past with a
look into the future. The conference highlights four basic corner-
stones of the industry: market, menu, management/personnel,
and material/equipment. (http://www.ashfsa.org)
Association of Correctional Food Service Affiliates Interna-
tional Conference The ACFSA 2009 International Conference
offers attendees the opportunity to stay on top of the latest devel-
opments in correctional food service through presentations, infor-
mative roundtables, a vendor show, networking opportunities, and
more. ACFSA says correctional food service is a fast-moving pro-
fession and attending the 2009 International Conference, which
takes place in August, is an excellent way to learn and advance
professional and personal growth. (http://www.acfsa.org/events
.php)
Commercial Food Equipment Service Association Fall Confer-
ence CFESA holds biannual conferences in the spring and fall of
each year. The Fall Conference takes place in conjunction with the
NAFEM Show and will vary by location. The benefits of attending
the CFESA conference include networking within the food service
industry, guest speakers, high quality presentations, interactive
workshops, stimulating discussion and feedback, workshops and
seminars, and roundtable and group meetings. (http://www.cfesa
.com)
Council of Hotel and Restaurant Trainers Semi-Annual Con-
ference This conference calls itself the premier gathering of hotel
trainers, restaurant trainers, and human resource profession-
als. Professionals meet to learn from inspiring keynote speakers,
participate in interactive educational breakout sessions, network
together, and share best practices. The three-day conference is
packed with informative sessions designed to help hotel and res-
taurant training professionals solve key issues facing the hospital-
ity industry. This event takes place in July. (http://www.chart.
org/?x=events_upcoming_conferences)
Dine America Executive Idea Exchange Dine America is the
conference that brings restaurant executives together to exchange
ideas designed to bring customers to their stores. Dine America
invites a select group of industry executives, so participants can be
sure they will interact with some of the best minds in the business.

50 Food Services
This event takes place in September and explores how operators

can build their businesses not only with but in spite of the market.
(http://www.dineamerica.us)
Food Marketing Institute’s Future Connect Usually occurring
each May, the Food Marketing Institute offers attendees three
educational tracks: operations, executive, and senior executive.
The highly interactive and collaborative format mixes strategi-
cally focused general sessions with hands-on, university-style
case studies and work groups. The program includes content
that focuses on three primary business areas: performance, peo-
ple, and profit. Performance Connect is a program designed to
improve the participant’s contribution to the company. Focus is
on individual growth, personal development, and professional
effectiveness. People Connect hones people management skills.
The focus is on how to motivate and improve the performance of
all employees, including direct and indirect reports, colleagues,
and teammates. Profit Connect optimizes the performance of the
participant’s team, department, store, division, and company.
Focus is on understanding the fi nancial picture and how people
across the company can make an impact. (http://www.fmi.org)
Food Safety Summit The Food Safety Summit, which typically
occurs each April, is the largest and most established food safety
and defense exposition in North America. The Summit features a
full program of intensive educational seminars, workshops, net-
working events, and a large trade show exhibition. (http://www
.foodsafetysummit.com)
Foodservice Consultants Society International Worldwide
Conference This organization that supports food service consul-
tants offers its worldwide conference each year in China, usually
in October. Participants are offered educational and networking
opportunities unique to those in a consulting capacity. The con-
ference was also one of the first to “go green” and achieved a cer-
tificate for its carbonless footprint. (http://www.fcsi.org)
Healthcare Foodservice Management Annual Conference
Each August HFM presents dynamic, award-winning international
speakers, informational lunch sessions, educational breakout ses-
sions, a silent auction theme party, and exciting HFM culinary
competitions. HFM says this is attendees’ opportunity to meet
other health care food service leaders from across North America;
network with peers; and learn about new trends, critical issues,
and challenges facing operators today. (http://www.hfm.org)

Institute of Food Technologists Annual Meeting and Food

Expo The IFT says this annual June meeting is the largest annual
food science forum and exposition in the world. More than 20,000
food scientists, suppliers, marketers, and others from around the
globe meet at the convention, attracted by the promise of encoun-
tering the driving forces behind the innovations and information
affecting consumers, growers, processors, regulators, and research-
ers who make the U.S. food supply diverse. Experts from com-
panies, government agencies, and research institutions provide
insight during more than 1,000 presentations covering topics rang-
ing from new health and safety benefits and product innovations
to the latest consumer favorites, fears, and trends. Approximately
1,000 companies regularly present their latest advancements for
making food more fun, functional, nutritious, appealing, or acces-
sible. (http://www.ift.org)
Institute for Supply Management Hospitality Supply Man-
agement Conference ISM’s mission is to lead the supply
management profession to achieve excellence through research,
promotional activities, and education. The ISM believes that in
today’s challenging environment, it is critical for supply manag-
ers to bring more value to their organizations. The Hospitality
Supply Management Conference helps supply professionals gain
new perspectives while networking with colleagues and indus-
try leaders. Professionals can discover upcoming trends, discuss
best practices, and learn about current trends and innovations
in sustainability, disaster planning, and food safety. The event
typically occurs in May. (http://www.ism.ws/education/content
.cfm?ItemNumber=18844)
International Association of Culinary Professionals Annual
International Conference IACP members from around the
globe gather each April for several days of networking, learning,
and information exchange at this conference. Attendees include
longtime and brand new IACP members. IACP promises that
there are always new connections to make, myriad opportunities
to hone skills, and, of course, unparalleled food experiences to
enjoy. New trends in the industry are addressed, as well as their
impacts on members. (http://www.iacp.com)
International Foodservice Distributors Association Distribu-
tion Solutions Conference This event is important for those
in the distribution side of the industry. The primary goal of the
conference is to provide educational opportunities to executives

52 Food Services
and professionals in the industry. Attendees can hear from peers

about technologies and business practices that can improve long-
term competitiveness, access a unique exposition featuring the
latest products and services supporting distributor operations,
plus take advantage of facility tours and networking events. The
conference includes a balance of sessions that meet the diverse
needs of food service distributors, and provides timely topics for
broadliners as well as system and specialty distributors. Educa-
tional topics include the newest methods for improving efficien-
cies, and implementing and leveraging existing practices and
technologies. This annual conference typically occurs in October.
(http://www.ifdaonline.org)
International Food Service Executives Association Annual
International Conference and Seminar This conference for
industry executives takes place each March. This association and
conference is all about developing leaders and their leadership
skills and abilities. Training and classes for certification and net-
working are a large part of the conference. Executives are encour-
aged to receive certification as master executives in the industry.
(http://www.ifsea.com)
International Foodservice Manufacturers Association Food-
service Fundamentals Seminar IFMA offers the Foodservice
Fundamental Series of educational programs for individuals who
are new to or have just recently entered the food service industry.
This series offers three separate programs ranging from an intro-
duction and overview of the food service marketplace through
advanced comprehensive courses for more experienced members,
which are focused on the various supply-chain members. Semi-
nars occur throughout the year. (http://www.ifmaworld.com)
International Foodservice Manufacturers Association Presi-
dents Conference Each November executives involved in food
service manufacturing gather to interact with other food service
leaders. The IFMA says that this conference offers an unsurpassed
opportunity to connect with operator and distributor customers
and gain insights that executives can incorporate into strategic
planning. Past discussions and activities included an analysis of
current political and cultural headlines and their impact on the
country’s future, perspectives from leading food service and busi-
ness authorities, peer-to-peer interaction with operator and dis-
tributor supply-chain partners, and networking events designed

to widen participants’ circle of business contacts. (http://www

.ifmaworld.com)
International Foodservice Technology Expo and Conference
Technology is changing the way operators do business in nearly
every facet of the industry. This conference, which occurs in Feb-
ruary, presents the effective use of technology and how it can
deliver powerful gains in productivity and profits for food service
companies. The event connects technology decision-makers to
profit-making I.T. solutions. It offers ideas for using food service
technology to help organizations spark sales, increase efficiency,
and pump up profits. (http://www.fstec.com)
International Hotel & Restaurant Association Annual Con-
gress Each October members of this international organization
meet to discuss global issues affecting the industry. The three-day
event provides education and networking for worldwide hospi-
tality executives. The 2008 congress covered sustainable devel-
opment and climate change and hospitality. (http://www.ih-ra
.com)
National Association of College and University Food Services
Conference The National Association of College and University
Food Services assists members and advances the collegiate food
service industry by providing insight, education, services, and
knowledge exchange. At the conference the NACUFS says learn-
ing will be fun and easy. The conference, which takes place in
July, offers a wide variety of speakers and sessions as well as the
conference’s Culinary Challenge. (http://www.nacufs.org)
National Restaurant Association Restaurant, Hotel-Motel
Show This event is considered the largest industry trade event
in the world. It takes place each May and offers attendees access
to the newest innovations in equipment and technology, sixty-
five free educational seminars, and free personalized consulting.
Celebrity chefs like Ming Tsai share their insights with attendees.
(htpp://show.restaurant.org)
Natural Products Association Natural MarketPlace Consider-
ing the growing popularity and demand for organic and natural
products, this is an important event for food services profession-
als. The MarketPlace features a trade show floor with more than
400 exhibits of the latest natural products and services alongside
special events, activities, and a highly rated education program
featuring leading experts. The Natural Products Association says

54 Food Services
Natural MarketPlace is a powerful selling, networking, and edu-

cational opportunity, allowing attendees to source new products,
build industry relationships, and connect with more than 4,500
colleagues. (http://www.naturalmarketplaceshow.com)
North American Association of Food Equipment Manufactur-
ers Trade Show NAFEM’s biennial trade show attracts approx-
imately 20,000 food service professionals and features more than
600 North American manufacturers. In addition to educational
and networking opportunities, participants are able to get a pre-
view of some of the latest innovations in food service equipment
in the trade show’s gallery. The gallery showcases products that
address areas of greatest operator concern, including labor and
cost savings, energy efficiency, food safety, and sanitation. The
trade show usually takes place in February. (http://www.nafem
.org/thenafemshow)
Prepared Foods New Product Conference With more opera-
tors in all segments of the industry turning to prepared foods as a
source of menu options, this conference can keep you up to date
on the latest products. The Prepared Foods Network offers suppli-
ers an integrated and innovative portfolio of magazines, annual
directories, conferences, newsletters, and Internet-based products
designed to ensure the successful marketing of their products.
Prepared Foods Network calls this conference the food and bever-
age industry’s premier event, where R&D, marketing, and execu-
tive management professionals gather to gain valuable insights
into new food and beverage products and exciting new consumer
trends around the world. (http://www.bnpevents.com)
Produce Marketing Association Foodservice Conference and
Exposition The PMA’s three-day learning and networking con-
ference, which takes place in July, is focused on bringing food ser-
vice professionals together to learn about produce industry issues
and topics, see the latest products and services, and strengthen
relationships. Attendees meet face-to-face with food service lead-
ers from throughout the supply chain, including chefs, restau-
rant owners and operators, food service distributors, wholesalers,
consultants, packers, and industry product and service providers.
(http://www.pma.com/foodservice/20101)
School Nutrition Association Annual National Conference
According to SNA this is the largest and most important annual
gathering for the K–12 school nutrition profession. It offers more

than 80 quality education sessions, which SNA guarantees will

provide attendees with new perspectives and practices. Also, the
conference’s exhibit hall contains information and ideas, new
products to boost participation, equipment to help streamline
production, and materials to expand a program’s summer service.
SNA also says the conference is participants’ best opportunity to
meet face to face with thousands of operators from districts across
the nation. (http://docs.schoolnutrition.org/meetingsandevents)
Summer Fancy Food Show This is one of North America’s larg-
est specialty food shows. It takes place in June and presents new
ideas and new products to keep menus fresh and innovative.
Highlights include 140,000 specialty foods and beverages, 2,300
exhibitors from 75 countries, and more than 20 customized edu-
cational seminars, tastings, cooking classes, and tours. (http://
www.specialtyfood.com)
Women Chefs and Restaurateurs Annual Conference Each
November this event for women in the industry provides network-
ing opportunities, high-level educational sessions, and exciting
keynote presentations. The goal of the organization is to support
women in the industry. (http://www.womenchefs.org)
World Pastry Forum The World Pastry Forum is a series of classes
and seminars taught by international leaders of the pastry indus-
try. At the forum top chefs from around the globe converge to
teach new and exciting classes. Attendees can learn innovative
techniques that will be used throughout the industry and network
with the best pastry chefs and industry suppliers. The World Pastry
Forum offers participants the full experience to excel as a pastry
chef. Attendees can choose demonstrations and intensive hands-
on programs. (http://forums.worldpastryforum.com/events)

Chapter 3
On the Job
Most people are attracted to the food services industry for two reasons:
a love of food, and an enjoyment of working with people. Whether
you are an accountant, information technology professional, or cre-
ative chef, there is a place for you in the industry. As a worker in one
of the nation’s largest industries you can take your pick of location,
restaurant, or branch of the industry. If restaurants or noncommercial
food service is not your first choice of career, there are industry sup-
pliers, equipment manufacturers, food safety specialists, nutritionists,
attorneys, and engineering jobs. The industry is always in need of
creative, energetic people with fresh ideas and dedication.
Below you will fi nd an A-through-Z listing, broken up by indus-
try segment, of the jobs available in the industry today. Each listing
will describe the job, its level (entry, mid-, etc.), education or certifi-
cation needed, if there are any direct reports associated with the job,
and the career path associated with it. That way you can easily chart
your path to your end career destination.
Administrative and Professional

Accountant
Accounting is an important function for any operation, large or
small. Often accounts tie in to inventory, human resource man-
agement, and other measurements of operational efficiency.
56

On the Job 57
Small restaurant owners may hire accounting fi rms to manage

this function or do the basics themselves. Large food service cor-
porations, multi-unit operations, and larger independent res-
taurants may employ in-house accountants or Certified Public
Accountants (CPAs) to ensure accounting is accurate, meets fed-
eral, state, and local regulations, and is providing the reporting
necessary for management to make ongoing decisions. There may
be positions available at all levels, entry, mid-, and executive.
Most accounting positions require a college education. Some may
require a CPA. Experience as an accountant or CPA in the food
service industry is usually required or considered a plus. If the
company has a team of accountants and accounting clerks, there
may be some employees reporting to the accountant. Supervisory
and management positions may be available. In large operations
this career path could lead to executive positions, such as chief
fi nancial officer.
Fast
Facts
F
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Salaries in the Food Services Industry
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Here are some average salaries for chefs and cooks as of

H
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M 2006, according to the United States Bureau of Labor

May
Statistics:
Stat
Among chefs and head cooks:
• Median annual wage-and-salary earnings were $34,370.
• The highest 10 percent earned more than $60,730.
• The middle 50 percent earned between $25,910 and $46,040.
• The lowest 10 percent earned less than $20,160.
Among fast-food cooks:
• Median annual wage-and-salary earnings were $15,410.
• The highest 10 percent earned more than $20,770.
• The middle 50 percent earned between $13,730 and $17,700.
• The lowest 10 percent earned less than $12,170.

58 Food Services
Communications/Public Relations
This area of employment is typically found at the corporate level. A
communications and/or public relations employee will be respon-
sible for writing or editing communications for both internal and
external audiences, such as company newsletters and news releases.
This department may be responsible for interacting with the media
or reviewing marketing and advertising material. There may be posi-
tions available at all levels, entry, mid-, and executive, depending on
the size of the organization. A college degree in a related field, such as
communications or journalism is required. Certifications or accredita-
tion are not required to obtain employment, but are available through
the Public Relations Society of America (http://www.prsa.org). Pub-
lic relations professionals must have excellent communication skills,
including writing and public speaking skills. Some companies require
previous experience, depending on the level of the position. Some
positions may require event planning or project management skills or
background. Supervisory and management positions may be respon-
sible for supervising other staff members in the department. In large
companies communications department team members may be pro-
moted to supervisory or management positions. Executive positions
may also be available. Marketing and advertising may also fall under
the jurisdiction of the communications department.
Consultant
Consultants in the industry may be self-employed or part of a con-
sulting fi rm. They are hired by restaurants and institutions that
may want to improve a particular facet of business, such as cus-
tomer service or customer traffic. This would be either a mid- or
executive level position. A college degree along with several years
of experience is usually required for consultants. Other consultants
may be retired restaurant entrepreneurs or operators with no for-
mal education, but a long track record of success. Certifications are
not required to obtain employment or clients, but consultants are
expected to stay current on trends in the industry that could impact
their clients. The Food Service Consultants Society International
offers ongoing education and standards for its members. Consultants
should have extensive knowledge and experience in the industry
along with excellent communication and organizational skills. Con-
sultants may have staff members working for them. If the consultant

On the Job 59
is self-employed there are no promotional opportunities, of course,

but if hired by a consulting fi rm, there may be management and
executive positions available.
Engineering/Design/Construction
Many restaurant chains, food manufacturers, and other segments
of the industry are frequently building, remodeling, or redesigning
their facilities. Food service operations come with their own unique
requirements and challenges and engineers, designers, and construc-
tion specialists work to meet all company and government require-
ments and regulations. Opportunities for employees in this field are
also available at construction and design fi rms that specialize in
construction for the food service industry. These are considered mid-
level positions and higher. College degrees in related fields are usu-
ally required. Engineers, designers, and construction managers will
be required to have some on-the-job experience. Professional certi-
fications or accreditations depend on the job. Companies will also
want employees to have some interest in or experience with the food
service industry. Engineers, designers, and construction personnel
may be responsible for supervising other staff members. Employees
can advance to management and executive positions, depending on
the size and need of the company.
Facilities/Maintenance
Responsibilities for this field in the food service industry depend on
the employer. A single-location, independent restaurant may hire a
facilities person to do everything from clean the building to main-
tain and repair equipment. At larger food service corporations facili-
ties employees may be responsible for maintaining several locations,
as well as making sure they meet all building and safety codes. There
may be positions available at every level, depending on the size of
the company or restaurant. Education required for most positions is
a high school diploma, vocational education, plus on-the-job experi-
ence. Supervisors and managers, especially those in charge of many
facilities and employees, may be required to have a college degree
plus supervisory experience. Employees will be expected to have
good communication skills, a driver’s license, and mechanical skills.
Employees in most positions will not have direct reports, unless they

60 Food Services
are working in a supervisory capacity. In some larger operations

supervisory and management positions may be available.
Executive Management
Executive level personnel are expected to lead an organization and
ensure it meets measurable objectives. They are considered the
visionaries that can take a company to new levels of success. They
must also be able to communicate effectively and inspire others in
the organization to excel. This is an executive level position. Execu-
tives are expected to have advanced degrees in business or hospital-
ity management as well as several years of demonstrated success as a
leader in the industry. An executive will have several direct reports.
Executives are usually at the top of their chosen fields, but may be
promoted to even higher executive levels or top positions within
their companies if they are successful.
Human Resources Representative

Human resources professionals are responsible for recruiting and
hiring high-quality employees. They are also often responsible for
knowing federal and state employment regulations and ensur-
ing that they are being met throughout the organization. Human
resources personnel may also conduct salary reviews and assist
departments and the company with maintaining a competitive edge
when it comes to hiring employees. There are positions at all levels
available in this facet of the industry. A college degree in human
resource management, business, or related field is required. Most
employers prefer employees with previous human resources experi-
ence. Higher level positions will also require supervisory or man-
agement experience. Human resources professionals are expected
to possess excellent communication and people skills. Certifications
are not required to obtain employment, but may be preferred. They
are available through the Society for Human Resource Manage-
ment (http://www.shrm.org). Entry-level positions usually do not
have direct reports, but higher level positions may be responsible for
supervising other staff members. In large operations there is plenty
of room for growth for the human resources professional. Depart-
ments typically have several layers of management from supervisor
to manager, director, and vice president, allowing many promo-
tional opportunities.

On the Job 61
Information Technology Professional

Information technology (IT) professionals can find many opportu-
nities in the food service industry. Smaller independent operations
often outsource this function, but larger operations and chains need
in-house technology gurus as technology figures prominently as a
means of order and service delivery. IT professionals may write com-
puter programs to meet company needs, maintain computers and
networks, phone equipment, and POS equipment. There are posi-
tions available at all levels. A college degree plus appropriate soft-
ware and network certifications may be required depending on the
specific job. Employers also prefer professionals with some on-the-
job experience. In addition to technical skills, IT professionals may
need to possess excellent communication, organizational, and proj-
ect management skills. Supervisors and managers will have direct
reports. IT departments offer promotions in the form of managerial
positions. Also, as technical skills increase and professionals earn
additional certifications, employees may earn promotions.
Interior Designer
Designers are responsible for creating the interiors for current and
future restaurant concepts. They must be able to create a design that
meets the requirements for the specific goals of the restaurant. For
example, fast-food designs will be much different than fi ne-dining
establishments. In the restaurant industry designers can find jobs at
larger corporations as well as design fi rms. These positions are con-
sidered mid- to executive level. Employees are required to have a
postsecondary education in design through a college or design school.
Certifications are not required to obtain employment, but are avail-
able through the American Society of Interior Designers (http://www
.interiors.org). Designers will be expected to be creative, knowledge-
able, and possess excellent communication and organizational skills.
A designer usually does not have direct reports but may be expected
to supervise installations of fixtures and equipment. In large corpora-
tions and design firms managerial positions may be available, from
supervisory roles through executive levels.
Inventory/Supplies Coordinator or Manager

This is a position most often found in chain operations, where buy-
ers are necessary to purchase food and restaurant supplies. People

62 Food Services
working in these jobs are expected to keep inventory at levels at

which no critical item runs out, yet are not overstocked so that
inventory spoils or is not utilized. Purchasing professionals must
consider price, quality, availability, reliability, and technical sup-
port when choosing suppliers and merchandise. To be effective,
purchasing specialists must have a working technical knowledge of
the goods or services to be purchased. There may be positions avail-
able at all levels: entry, mid-level, and executive. According to the
United States Department of Labor Bureau of Labor Statistics Occu-
pational Outlook Handbook (OOH), the amount of education required
for these positions varies according to the size of the company. Some
larger fi rms may require a minimum of a bachelor’s degree, while
upper management positions may require an MBA. According to
the OOH, certifications are not required in some organizations,
but are becoming increasingly important in others. Inventory and
supply professionals can obtain designations of Certified Purchas-
ing Manager, Certified Professional in Supply Management, and
Accredited Purchasing Practitioner through the Institute for Supply
Management (http://www.ism.ws). OOH says purchasing manag-
ers, buyers, and purchasing agents must know how to use word
processing and spreadsheet software and the Internet. They must
also have the ability to analyze technical data in suppliers’ propos-
als; possess good communication, negotiation, and mathematical
skills; and have the knowledge of supply-chain management and
ability to perform fi nancial analyses. Entry-level purchasing pro-
fessionals will not have direct reports, but supervisors and manag-
ers may be responsible for other staff members. Depending on the
size of the company and purchasing department, management and
executive opportunities may exist.
Legal Representation
Large food service corporations and chain restaurants may have
their own legal staff. These lawyers will be expected to keep execu-
tives apprised of all legal issues that may arise in the course of day-
to-day operations. Lawyers will be expected to review all business
documents and contracts, Web site and advertising material and
licenses, and franchise agreements to make sure the business is pro-
tected. Legal representatives are considered mid-level to executive
positions. A bachelor’s degree and law degree are required. Lawyers
must pass the state bar examination to be licensed to practice law in

On the Job 63
that state. Most states also require applicants to pass a separate writ-
ten ethics examination. Continuing education is required. Company
lawyers may have direct reports, usually administrative assistants.
Executives or managers of the department will also be responsible
for managing the legal team. Depending on the size of the company
and purchasing department, management and executive opportuni-
ties may exist.
Marketing Representative/Supervisor/Director
Marketing department personnel are responsible for successfully
marketing a restaurant or a particular product of the restaurant,
depending on the size of the organization. Marketing campaigns
must meet budget requirements. Personnel will develop market-
ing material and choose appropriate advertising and promotional
outlets. Depending on the size of the organization, there may be
positions available at all levels. A college degree in business with
an emphasis on marketing is required. Higher level positions may
require an MBA degree. Certifications are not required to obtain
employment, but are available through the American Marketing
Association (http://www.marketingpower.com). Lower level posi-
tions may require some previous industry experience—typically at
least one to two years. Higher level positions may require advertis-
ing agency experience or extensive knowledge of marketing strate-
gies, techniques, and channels. Mid- to higher level positions may
be responsible for managing or supervising other staff members. A
career path for the marketing professional is marketing coordinator
or representative, promoted to marketing supervisor. A supervisor
can be promoted to marketing director, and depending on the size
of the organization, executive level positions may be the fi nal step
in a marketing career.
Product Research and Development

Product research and development (R&D) takes place at large chain
restaurants as well as food service suppliers. In the food services
industry these professionals are chefs, dieticians, or kitchen tech-
nicians that develop and test new products to roll out to company
restaurants or food service customers. R&D employees are expected
to produce good-tasting foods that may also be highly nutritious,
and easily produced and packaged. There are positions available at

64 Food Services
all levels. According to the OOH, most research technicians need an

associate’s degree or a certificate in applied science or science-related
technology. Technicians with a high school diploma and no college
degree typically begin work as trainees under the direct supervision
of a more experienced technician, and eventually earn a two year
degree in science technology. No certifications are required or avail-
able for these professionals. The OOH says research and development
professionals should have good communication skills because tech-
nicians are often required to report their fi ndings both orally and in
writing. Additionally technicians should be able to work well with
others. Because computers often are used in research and develop-
ment laboratories, technicians should also have strong computer
skills, especially in computer modeling. Organizational ability, an
eye for detail, and skill in interpreting scientific results are impor-
tant as well, as are a high mechanical aptitude, attention to detail,
and analytical thinking. Entry-level technicians will not have direct
reports. However, supervisors and managers will be responsible for
directing other staff members. Advancement occurs as technicians
are promoted to supervisory and management roles. Depending on
the size of the company, executive positions may also be available.
Quality Assurance
These positions are most often available at very large chain restau-
rants and food service suppliers and processors. Quality assurance
workers monitor or audit products to make sure they meet company
quality standards. When defects are found, quality assurance inspec-
tors notify supervisors and help to analyze and correct the problems.
Quality control positions are usually considered entry-level, but are
usually only obtained after the employee has spent time in produc-
tion and understands the production process. A college degree is not
required, but more quality control programs require employees to
have more advanced computer and technical skills, so vocational
training programs are becoming available. According to OOH, train-
ing has become more formalized with the advent of standards from
the International Organization for Standardization. As a result, cer-
tification as a quality inspector, offered by the American Society for
Quality (http://www.asq.org), is designed to certify that someone is
trained in the field and may enable workers to advance in this field.
Other qualities quality assurance employees should possess include
math and communication skills and good hand-eye coordination and

On the Job 65
vision. Another important skill is the ability to analyze and inter-

pret data, manuals, and other material to determine specifications,
inspection procedures, formulas, and methods for making adjust-
ments. Entry-level positions will not have direct reports. Depend-
ing on the size of the company and quality assurance department,
management and executive opportunities may exist.
Real Estate and Development

Employees in this position have expertise in fi nding suitable real
estate for future restaurant locations. They also manage exist-
ing properties by renegotiating leases and assuring that the real
estate meets corporate goals. Jobs in this department are consid-
ered mid- to executive level positions. A college degree in busi-
ness administration or management is required. Some companies
require or prefer employees in these positions to have an MBA or
JD, especially at executive levels. Certifications are not required
to obtain employment. Real estate and development professionals
are expected to have some experience in the field of corporate real
estate. They are also expected to have knowledge of zoning regula-
tions and standard lease terms and conditions, as well as knowl-
edge of developing traditional and nontraditional sites. Managerial
and fi nancial analysis skills may also be required. Employees in
these positions may have supervisory responsibilities for other staff
members. Career paths at large multi-unit companies include pro-
motions to supervisor, then manager. Executive level positions at
large corporations include vice president and chief development
officer.
Restaurant Assistant Manager

Assistant managers assist the general manager of a restaurant and
ensure quality customer service, appropriate staffi ng levels, compli-
ance with government and safety requirements, and some supervi-
sion of staff. This is a mid-level position. Education requirements
differ from restaurant to restaurant, though most prefer candidates
with a college degree or some college education. Certifications are
not required to obtain employment. Some restaurants or companies
may require six months to a year of restaurant supervision expe-
rience, or supervision experience in another industry. Assistant
managers are expected to have excellent communication skills and

66 Food Services
the ability to interact positively with customers and employees. The

assistant manager may have serving and/or kitchen staff employees
reporting to him or her. The typical career path for assistant man-
agers is a promotion to general manager at the same store or differ-
ent location. If the company is a large chain operation, additional
opportunities for promotion may be from general manager to dis-
trict manager, and then to executive level management positions.
Restaurant Manager
The responsibilities of restaurant managers can vary from one com-
pany to another. In general the manager is responsible for all facets
of the operation, from overseeing the ordering of supplies, to the
preparation of the food, and overall customer experience. Managers
must ensure that kitchen equipment is in working order and food
and employee safety procedures are being followed. Depending on
the size of the company and their policies, the managers may also be
responsible for recruiting and hiring employees. Other administra-
tive and culinary tasks such as approving employee time sheets and
menu development and promotion may also be part of the manager’s
responsibilities. This is considered a mid-level position. According to
the OOH, postsecondary education is preferred for many food service
manager positions, but it is not a requirement for many others. The
OOH reports that more than 40 percent of food service managers
have a high school diploma or less education, and less than 25 per-
cent have a bachelor’s or graduate degree. However, a postsecondary
degree is preferred by higher end full-service restaurants and for
many corporate positions, such as managing a regional or national
restaurant chain, or overseeing contract food service operations at
sports and entertainment complexes, school campuses, and insti-
tutional facilities. Certifications are not required to obtain employ-
ment or for advancement but are available through the National
Restaurant Association (http://www.restaurant.org). Managers can
earn the certification of Foodservice Management Professional. This
designation is most helpful to those who do not have formal educa-
tion or extensive experience in the industry. Managers also need to
be reliable and demonstrate they have leadership skills and can take
initiative. Excellent communication and problem-solving skills are
also a must for managers. Managers will have several direct reports,
as well as take ultimate responsibility for the employees at the loca-
tion they manage. A willingness to relocate is often essential for

On the Job 67
Professional
Ethics
E
How to Resign from a New Job
H
So you take a job you think you are going to love only to
S
find out it is totally different than you thought it would
be. You decide to bow out early. How do you tactfully
resign? Human resource experts agree that in every situation
honesty is the best policy. Let your boss know as soon as possible
the job is not what you had expected. Do not lay blame on the com-
pany. You do not want to burn any bridges. The sooner you resign,
the more likely the company can hire a replacement that was already
interviewed, preventing them from having to start over with the
recruiting and hiring process.
managers to advance to positions with greater responsibility, says

the OOH. Managers typically advance to larger or more prominent
establishments or regional management positions within restaurant
chains. Some may open their own food service establishments or
franchise operation.
Risk/Safety/Security Coordinators or Managers

Risk managers and those specializing in safety and security help
prevent harm to workers, property, the environment, and the gen-
eral public. In large food services operations and companies these
specialists assess the risks associated with day-to-day operations and
prepare procedures to minimize those risks. These are considered mid-
level positions. The OOH says that some employers require workers
specializing in this field to have a bachelor’s degree in occupational
health, safety, or a related field. There also are associate’s degree and
one-year certificate programs, which primarily are intended for tech-
nicians. According to the OOH, although voluntary, many employ-
ers encourage their employees to earn certification. Certification is
available through several organizations. The Board of Certified Safety
Professionals offers the Certified Safety Professional (CSP) creden-
tial. Also, the Council on Certification of Health, Environmental,
and Safety Technologists certifies people as Occupational Health and

68 Food Services
Safety Technologists (OHST), who may be called Certified Loss Con-

trol Specialists (CLCS), Construction Health and Safety Technicians
(CHST), and Safety Trained Supervisors (STS) (see http://www
.bcsp.org for more details). Employees in this field should be respon-
sible and very detail-oriented. Good communication skills are also
important. Entry-level positions will not have direct reports. Super-
visory or management positions will. Depending on the size of the
company and risk management and safety department, manage-
ment and executive opportunities may exist.
Sales
Sales positions in the food services industry are primarily available
at industry suppliers versus restaurants, although some food service
operations have diversified and are offering packaged products to
consumers at grocery stores and require sales professionals to sell
these products to grocery stores. Sales representatives demonstrate
their products and explain how using those products can reduce costs
and increase sales. According to the OOH sales representatives stay
abreast of new products and the changing needs of their customers in
a variety of ways. They attend trade shows where new products and
technologies are showcased. They also attend conferences and con-
ventions to meet other sales representatives and clients and discuss
new product developments. In addition, the entire sales force may
participate in company-sponsored meetings to review sales perfor-
mance, product development, sales goals, and profitability. There are
usually positions available at all three levels. There does not appear
to be any industry standard as far as education requirements. At the
minimum a high school diploma and some industry experience will
be required. Some companies will prefer candidates with a bachelor’s
degree. According to the OOH nearly 40 percent of all sales represen-
tatives (excluding retail sales people) have a college degree. Certifica-
tions are not required to obtain employment, but those employed in
a food processing or manufacturing environment may want to earn a
Certified Professional Manufacturers’ Representative (CPMR) or the
Certified Sales Professional (CSP) designation, offered by the Manu-
facturers’ Representatives Education Research Foundation (http://
www.mrerf.org). Sales representatives should be goal-oriented, be
able to operate independently, and possess good organizational and
communication skills. Persuasiveness and persistence are also neces-
sary. Entry-level sales positions will not have direct reports. However,

On the Job 69
supervisors and managers will be responsible for other staff mem-

bers. According to the OOH, promotions frequently take the form of
an assignment to a larger account or territory where commissions are
likely to be greater. Those who have good sales records and leadership
ability may advance to higher level positions such as sales supervisor,
district manager, or vice president of sales. Others fi nd opportunities
in purchasing, advertising, or marketing research.
Tax Specialist
Tax specialists are usually accountants that specialize in tax laws
and accounting. They are primarily employed by large corporations
and organizations with ongoing tax accounting needs. Tax special-
ists will ensure that all fi nancial aspects of the company are properly
reported on the business tax returns. They have extensive knowl-
edge of tax laws so they can ensure that the company is taking full
advantage of all deductions. This is considered a mid-level position.
Most accountant and auditor positions require at least a bachelor’s
degree in accounting or a related field. If a tax specialist is required
to fi le a report with the Securities and Exchange Commission (SEC),
he or she is required by law to be a Certified Public Accountant
(CPA). CPAs are licensed by their State Board of Accountancy.
According to OOH, the Accreditation Council for Accountancy and
Taxation, a satellite organization of the National Society of Accoun-
tants, confers three designations to accountants who specialize in
tax accounting: Accredited Business Accountant (ABA), Accredited
Tax Advisor (ATA), and Accredited Tax Preparer (ATP). Candidates
for the ABA must pass an exam. Candidates for the other designa-
tions must complete the required course work and in some cases
also pass an exam. Tax specialists also need to have excellent math
and analytical skills. Communication skills are also important. Tax
specialists will not usually have direct reports. Depending on the
size of the company and the accounting department, supervisory,
management, and executive level positions may be available.
Restaurant: Kitchen Staff

Baker
Bakers may be employed at restaurants, bakeries, or food suppliers
or manufacturers. Bakers will need to consistently produce quality
bread and baked goods for consumers or other customers. In some

70 Food Services
cases bakers may be asked to create new baked goods for restaurant
or customer consumption. This is an entry-level position. The OOH
says that bakers often start as apprentices or trainees. Apprentice
bakers usually start in craft bakeries, while trainees usually begin in
store bakeries, like those in supermarkets. Many apprentice bakers
participate in correspondence study and may work toward a certifi-
cate in baking. Working as a baker’s assistant or at other activities
that involve handling food is also a useful way to train. The skills
needed to be a baker may often be underestimated. Bakers need to
know about ingredients and nutrition, government health and sani-
tation regulations, business concepts, applied chemistry—including
how ingredients combine and how they are affected by heat and
production processes—and how to operate and maintain machin-
ery. Certifications may be required to obtain employment at cer-
tain restaurants or suppliers. The Retail Bakers of America (http://
www.rbanet.com) offer certification for four levels of competence
with a focus on several broad areas, including baking sanitation,
management, retail sales, and staff training. The American Institute
of Baking (http://www.aibonline.org) offers five career paths with
certifications: certified baker, bread and sweet rolls; certified baker,
cake and sweet goods; certified baker, cookies and crackers; certi-
fied ingredient service provider; and certified maintenance techni-
cian. In addition to baking skills and knowledge, bakers should have
an eye for detail and good communication skills. Bakers may have
direct reports if serving in a supervisory capacity. Some managerial
positions may be available, or bakers may be promoted to a buyer
position.
Executive Chef
An executive chef is not just a cook, he or she is usually totally in
charge of the kitchen, which means keeping track of inventory and
food supplies, preparing and designing menus, setting prices, and
maybe even interviewing and hiring other kitchen staff members.
Executive chefs are either classified as “working” or “nonworking.”
Working chefs prepare food alongside other chefs and cooks, non-
working executive chefs do not. This is a senior-level position. Most
executive chefs have received formal education at colleges or culi-
nary schools and have kitchen experience in other positions. Execu-
tive chefs can receive certification through the American Culinary

On the Job 71
Federation, St. Augustine, Florida (http://www.acfchefs.org). Cer-

tification is not a requirement for the job. In addition to excellent
kitchen skills, an executive chef should possess excellent communi-
cation, managerial, and basic business skills. All kitchen personnel
typically report to the executive chef. This is the top of the line for
most restaurants, as far as kitchen staff is concerned. However, some
executive chefs may be promoted by being responsible for multiple
locations of the same restaurant, or decide to become entrepreneurs
and open their own restaurants.
Fast-Food Cook
Fast-food cooks work in chain or independent fast-food restaurants
and prepare a limited selection of menu items. They cook and package
batches of food, such as hamburgers, French fries, and fried chicken, to
be kept warm until served. This is an entry-level position. Postsecond-
ary education is not required, and in some cases a high school diploma
is not required either. Most restaurants provide on-the-job training,
which includes all aspects of food preparation, including food safety,
sanitation, and workplace safety. Certifications are neither required
nor available. Certifications are available to those who wish to learn
more advanced cooking skills and are available through the American
Culinary Federation. The OOH says cooks must be efficient, quick, and
work well as part of a team. Manual dexterity is helpful for cutting,
chopping, and plating. These workers also need creativity and a keen
sense of taste and smell. Fast-food cooks do not have direct reports.
Cooks who demonstrate an eagerness to learn new cooking skills and
accept greater responsibility may also be asked to train or supervise
less-skilled kitchen staff. Others may move to larger or more presti-
gious kitchens and restaurants, according to the OOH.
Fast-Food Shift Supervisor

Supervisors at fast-food establishments need to have the same
knowledge and skill sets as their employees and may be required to
cook or wait on customers in addition to supervising the employees
during the shift. They are responsible for handling customer com-
plaints and ensuring that food and service standards are met. This is
a mid-level position. No postsecondary education is usually required.
Instead most restaurants prefer experience in fast-food service along

72 Food Services
with proven supervisory or leadership skills. Most restaurants pro-

vide training. Certifications are not required to obtain employment,
but depending on the direction the employee wants to take, he or
she can become a certified food preparer or manager (see entries for
Fast-Food Cook and Restaurant Manager for details). Supervisors
should possess excellent communication skills and have the abil-
ity to handle high pressure and volume situations. All employees
working a specific shift report to the supervisor. Shift supervisors
can either be promoted to higher level kitchen duties or assistant
manager or manager positions.
Garde Manger
In fi ne-dining and full-service restaurants the person serving in this
position is responsible for creating salads, appetizers, and other small
dishes that require minimum cooking or heating. Some employees
in this position are required to create special designs with butter,
cheese, and ice. Professionals in this position ensure that food is
being served at the correct temperature and seasoned correctly. This
is an entry-level position. Employers generally look for garde man-
gers that have completed culinary school or have years of experience
serving under an executive chef. Garde mangers must be able to
meet local requirements for food preparation. Certifications are not
required to obtain employment, but are available through American
Culinary Federation, St. Augustine, Florida (http://www.acfchefs
.org). Garde mangers are expected to be creative and resourceful,
have the ability to work as a team member, and have a strong work
ethic. A garde manger does not have direct reports. In some restau-
rants garde mangers are considered sous chefs, but the typical career
path for a garde manger is usually a promotion to chef, executive
chef, or a position in a larger restaurant or kitchen.
Kitchen Manager
Similar to restaurant managers, kitchen managers are responsible
for all kitchen operations, usually at independent full-service res-
taurants. They are responsible for maintaining inventories, keeping
costs down, and recruiting, hiring, and managing kitchen staff and
must have knowledge of food safety and health regulations. This is a
mid-level position. No postsecondary education is usually required,

On the Job 73
although some fi ne-dining establishments prefer managers with

culinary or hospitality degrees. Restaurants are looking for man-
agers with previous kitchen management experience. Certifications
are not required to obtain employment, but are available through
the National Restaurant Association (http://www.restaurant.org).
Certifications range from apprentice through master level. Restau-
rants also look for kitchen managers who have excellent communica-
tion, organizational, and leadership skills. All kitchen staff members
report to the kitchen manager. In some fi ne-dining or full-service
establishments kitchen managers can be promoted to general man-
ager. In some chain restaurants kitchen managers can be promoted
to larger restaurants or other managerial positions.
Kitchen Steward
The kitchen steward is responsible for the cleanliness of the kitchen
and all the plate ware and utensils. His or her responsibilities include
running and maintaining all cleaning equipment. This is an entry-
level position. No postsecondary education is required. Certifications
are neither required nor available. Some restaurants prefer previous
experience but most are more concerned with an applicant’s physi-
cal abilities. Employers are looking for kitchen stewards who can lift
heavy objects (up to 150 pounds), stand on their feet for long peri-
ods of time, possess some mechanical aptitude, can work as part of
a team, and can communicate in English. A steward does not have
direct reports. If a steward is interested in learning other basic skills
in a kitchen as an apprentice or trainee, he or she may advance to
other positions in the kitchen.
Line/Prep Cook
Line cooks measure, mix, and cook ingredients according to reci-
pes, using a variety of equipment, including pots, pans, cutlery,
ovens, broilers, grills, slicers, grinders, and blenders. Line cooks
may also be responsible for ordering food supplies and maintain-
ing the smaller cooking equipment. In most cases this is con-
sidered an entry-level position, but in some kitchens it may be
considered mid-level. No postsecondary education is usually
required, although some full-service and fi ne-dining establish-
ments prefer cooks with culinary degrees or previous experience

74 Food Services
in food service. Some restaurants provide training. Certifications

are not required to obtain employment, but employees that want
to become certified professional chefs can contact the American
Culinary Federation, St. Augustine, Florida (http://www.acfchefs
.org). Line cooks should genuinely enjoy working with food. Basic
math and communication skills are also beneficial. A line cook does
not have direct reports. The typical career path for a line cook is
usually a promotion to chef, executive chef, or a position in a larger
restaurant or kitchen.
Maitre d’hotel
This position is similar to restaurant manager and is more com-
monly available at hotels, cruise ships, and similar resorts. The
maitre d’hotel is responsible for supervising food service staff and
ensuring that all guests are experiencing the highest level of service
and quality. They are in charge of reservations, seating, and other
administrative tasks. This is a mid-level position. No postsecondary
education is usually required, although some establishments require
a minimum of one to two years of culinary school or other food ser-
vice education, along with a minimum of three years experience in
the field. Certifications are not required to obtain employment and
are not offered for this specific position. The maitre d’hotel usually
supervises the wait staff. The typical career path for this position is
promotion into more mid-level management positions.
Pastry Chef
Pastry chefs focus on desserts and other baked items. They are required
to produce great-tasting items while maintaining costs and inventory
levels. They may be required to have advanced knife and culinary
skills. They must be knowledgeable of kitchen and food safety pro-
cedures. This is a mid-level position. No postsecondary education is
usually required, although most eating establishments prefer pastry
chefs with formal culinary training and a minimum of two years
of experience. Some restaurants provide training. Certifications are
not required to obtain employment, but are available through the
American Culinary Federation, St. Augustine, Florida (http://www
.acfchefs.org). Pastry chefs are expected to conduct themselves in a
professional manner. They must be detail-oriented and have a strong

On the Job 75
knowledge of kitchen and health requirements. Depending on the

position and size of the kitchen, a pastry chef may have direct reports
to assist him or her. The typical career path for a pastry chef is usu-
ally a promotion to head chef, executive chef, or a position in a larger
restaurant or kitchen.
Short-Order Cook
Short-order cooks prepare foods and meals that do not require
extensive preparation or cooking time. They must have the abil-
ity to cook and prepare food to order in a short amount of time,
and possess basic kitchen skills and knowledge of food preparation
and safety standards. This is an entry-level position. No postsecond-
ary education is usually required, although some restaurants prefer
short-order cooks with previous experience. Some restaurants pro-
vide training. Certifications are not required to obtain employment,
but if short-order cooks are interested in becoming chefs, they can
work toward certification through the American Culinary Federa-
tion, St. Augustine, Florida, (http://www.acfchefs.org). Short-order
cooks are expected to possess basic math and communication skills,
and the ability to work in high pressure or volume situations as part
of a team. A short-order cook does not have direct reports. Unless
the short-order cook aspires to the position of chef, advancement
opportunities are limited.
Sommelier
The sommelier, or wine steward, is expected to have extensive knowl-
edge of wines from all parts of the world. He or she must be able to sug-
gest wines that are appropriate for the customers’ meals or particular
courses, and may manage wine inventory. This is considered a mid-
level position. Most restaurants prefer sommeliers with formal train-
ing and education. Certifications are usually not required to obtain
employment, but are available through the Court of Master Somme-
liers (http://www.mastersommeliers.org), the American Sommelier
Association (http://www.americansommelier.com), and the Som-
melier Society of America (http://www.sommeliersocietyofamerica
.org). Depending on the size of the restaurant, the sommelier may
direct wine and/or bar servers. Sommeliers may become educators,
trainers, or managers of larger establishments.

76 Food Services
Sous Chef
Depending on the restaurant and how the kitchen is organized, sous
chefs are typically the “right hand” of the executive chef. He or she
is expected to work in some leadership, training, and supervisory
capacities over line cooks and other kitchen staff members. He or she
will also be responsible for performing the executive chef’s job when
the executive chef is not there. The sous chef may also assist the exec-
utive chef in menu preparation and monitoring food inventory levels.
This is considered a mid-level position. Most restaurants prefer sous
chefs with formal culinary training and education. Certifications are
not required to obtain employment, but are available through the
American Culinary Federation, St. Augustine, Florida (http://www
.acfchefs.org). Sous chefs are expected to be creative, energetic, and
have extensive cooking and knife skills. Sous chefs are also expected
to have detailed knowledge of food safety and kitchen equipment
and some leadership skills. Line cooks and other staff members may
report to the sous chef. Sous chefs may me promoted to head chefs,
executive chefs, or choose to open their own restaurants.
Restaurant: Front of House Staff

Bartenders
Bartenders are responsible for dispensing drinks to restaurant or bar
patrons. Bartenders are required to know how to prepare mixed-
drink orders, pour wines, beer, and dispense soft drinks and other
beverages. Bartenders may also be responsible for serving diners
in the bar area, and may be required to know the food menu and
prepare the bill and collect payment. Bartending can be considered
entry-level or mid-level depending on the position and type of facil-
ity. In a large restaurant or bar facility with a larger staff of bartend-
ers, supervisory positions may be available. No formal education is
required for bartenders, although bartending schools are available to
teach formulas for drinks. Usually bartenders gain their expertise on
the job. Certifications can be earned through various organizations
and bartending schools, but are not a requirement for employment.
A bartender usually does not have direct reports, but in a situation
where there is a large bar staff, supervisory positions may be avail-
able. If bar staff supervisor positions are available this may be a career
path. Otherwise, if the bartender is interested, he or she could learn
kitchen duties or other front-of-house positions.

On the Job 77
Busser
The busser is responsible for clearing tables after diners leave. It is
his or her job to remove the dishes, silverware, etc. and reset the
table as speedily as possible for quick turnaround of tables. He or she
may also be responsible for keeping waiting staff stations stocked,
or tables stocked with condiments. In some restaurants bussers will
also expedite orders. This is an entry-level position. No postsecond-
ary education is usually required. No certifications are required or
offered. Bussers are required to possess the ability to stand for sev-
eral hours and lift heavy objects. Bussers are also expected to have
a friendly customer-service attitude and good communication skills.
A busser does not have direct reports. There are no direct paths for
promotion for bussers, although if the busser has expediting experi-
ence he or she may acquire a job as expediter.
Cashier
Cashiers work the point-of-sale (POS) registers and are responsible
for properly inputting a customer’s check, processing payments, and
making change when necessary. Cashiers interact with custom-
ers and so must be friendly and professional. This is an entry-level
position. No postsecondary education is usually required, although
some employees prefer previous money-handling experience. Most
restaurants provide training. Certifications are neither required nor
offered. Cashiers are expected to possess basic math and commu-
nication skills, problem-solving skills, and the ability to work in a
high pressure, fast-paced environment while accurately maintain-
ing cash receipts. A cashier does not have direct reports. There are
no typical or direct career paths for cashiers, although some may
choose to advance to host or hostess positions or become part of the
wait or serving staff where tips may be earned.
Expediter
Job descriptions of expediters vary from one restaurant to another.
The expediter’s duties may include making sure that each meal and
dish is complete before the waiter or waitress takes it to the cus-
tomer, including adding garnishes or condiments. Expediters may
also serve as liaisons between wait staff and kitchen staff, respon-
sible for advising wait staff when a menu item is out of stock or
when special items are introduced. Expediters may also be required

78 Food Services
to stock wait stations. This is an entry-level position. No postsecond-

ary education is usually required, although some food service opera-
tions prefer expediters with previous experience. Most restaurants
provide training. Certifications are neither required nor offered.
Expediters are expected to have good communication skills and
the ability to work on their feet for long periods of time. Expediters
should be friendly and enjoy working as part of a team. An expe-
diter does not have direct reports. There are no direct career paths
for expediters. If they have an interest they could apprentice in the
kitchen or become a waiter or waitress.
Head Waiter/Waitress
Head waiters or waitresses provide the same service to customers as
waiters or waitresses, but the supervisor or manager often assigns
them other special duties. The head waiter or waitress may also be
the first employee to deal with service complaints. This can be an
entry-level position, but is most often considered mid-level. No post-
secondary education is usually required, although some fine-din-
ing establishments prefer head waiters or waitresses with culinary
degrees. Some restaurants provide training. Certifications are not
required to obtain employment, but are available through the Fed-
eration of Dining Room Professionals (http://www.fdrp.com). Certi-
fications range from apprentice through master level. Head waiters or
waitresses should genuinely enjoy working with people and striving
for quality customer service. In many restaurants head waiters or
waitresses are expected to have some knowledge of a dish’s ingre-
dients, and so must become familiar with the restaurant’s menu. A
head waiter or waitress does not have direct reports. In some fine-
dining establishments employees interested in becoming members
of kitchen staff, managers, or other more advanced positions are
expected to start as members of the wait staff.
Host/Hostess
The responsibilities of the host or hostess may vary from restaurant
to restaurant. Responsibilities can include seating guests; managing
reservations; and providing guests with menus, high chairs, or other
needed items. In some restaurants hosts also run the POS systems and
are responsible for keeping any retail items stocked (if the restaurant
sells take home items like baked goods, candy, gum, etc.). This is an

On the Job 79
entry-level position. No postsecondary education is usually required,

although some food service operations prefer employees with previous
experience. Most restaurants provide training. Certifications are not
required to obtain employment, but are available through the Federa-
tion of Dining Room Professionals (http://www.fdrp.com). Certifica-
tions range from apprentice through master level. Hosts or hostesses
should a genuinely enjoy working with people and striving for quality
customer service. In many restaurants hosts or hostesses are expected
to communicate any special menu items and do some suggestive sell-
ing. They may be required to have some knowledge of a dish’s ingredi-
ents, and so must become familiar with the restaurant’s menu. A host
or hostess does not have direct reports. There are no direct career paths
for hosts or hostesses.
Trainer
Some food service operations or large chains and corporations hire
or promote personnel to train new hires or staff members that do
not have kitchen or serving experience. The trainer is expected to
communicate and teach new hires the methods and standards for
preparing and serving food at the restaurants. They are also often
required to teach food safety regulations and standards. This is a
mid-level position. No postsecondary education is usually required,
but trainers will need to have kitchen and food safety experience.
Trainers will need to have certification in food safety. Certifica-
tions can be obtained through the National Restaurant Association’s
ServSafe program (http://www.restaurant.org) or through the
National Registry of Foodservice Professionals. Some restaurants or
food service operations will require trainers to have previous train-
ing experience. Trainers should have excellent communication and
teaching skills, good organizational skills, and a desire for excellent
customer service. A trainer does not have direct reports. Some large
food service operations and corporations may have larger training
departments, and trainers could advance to supervisory or manage-
ment positions.
Waiters/Waitresses
Waiters and waitresses, also called servers, are front-of-house employ-
ees who take customers’ orders; they usually deliver meals to the tables
as well. Servers are responsible for taking care of all of a restaurant

80 Food Services
customer’s needs from beverages to dessert. This is an entry-level

position. No postsecondary education is usually required, although
some fine-dining establishments prefer servers with culinary degrees.
Some restaurants provide training. Certifications are not required to
obtain employment, but are available through the Federation of Din-
ing Room Professionals (http://www.fdrp.com). Certifications range
from apprentice through master level. Servers should genuinely enjoy
working with people and striving for quality customer service. In
many restaurants servers are expected to have some knowledge of the
menu so they can answer guests’ questions. A server does not have
direct reports. In some fine-dining establishments employees inter-
ested in becoming members of kitchen staff, managers, or other more
advanced positions are expected to start as servers.
Non-Restaurant Positions
Cafeteria Cook
Cafeteria cooks typically work in noncommercial food service estab-
lishments or in the cafeterias of businesses, hospitals, schools, or
prisons. Like cooks at commercial food service operations, cafeteria
cooks are expected to prepare meats, vegetables, and other foods for
customer consumption. Depending on the location, cafeteria cooks
may be required to cook to higher nutritional standards. This is an
entry-level position. No postsecondary education is usually required,
although some food service operations prefer cooks with previous
experience. Some operations provide training. Certifications are
not required to obtain employment, but certifications in food safety
would be considered a plus. Cooks must have the ability and skills to
prepare and serve meals. They must have good communication skills
and be able to stand for long periods of time. A cafeteria cook usually
does not have direct reports. Depending on the size of the operation
some cooks may be promoted to head cook or kitchen manager.
Caterer
Caterers are usually independent or self-employed but some are hired
by food service companies or restaurants to cater functions for busi-
ness or other clients. Caterers work with clients to prepare a menu
for a specific function, whether it is a business luncheon or an anni-
versary party. Customers typically pay per meal and caterers prepare

On the Job 81
Best
Practice
P
Choosing the Right Job
C
How do you know what career and job will work for you?
H
A in most things in life, there are no guarantees you will
As
love your job or career. Two ways to determine whether you
will like a job is to talk to others that are doing the job now, and
actually try the job out. When you talk to the person actually doing
the job find out if you can job shadow him or her for a day or two.
That can give you a great idea of what the job is actually like. There
are also several books and Web sites where you can take quizzes
and evaluate your skills and interests in order to determine a career
choice best suited for you. Examples are Career Tests: 25 Revealing
Self-Tests to Help You Find and Succeed at the Perfect Career by Louis H.
Janda, (Free-Career-Test.com), and (LiveCareer.com).
and deliver the food to the client’s location. This is a mid-level posi-
tion. No postsecondary education is usually required, although most
operations prefer caterers with a culinary degree or food services or
catering experience. People interested in becoming caterers or start-
ing a catering business can earn a certificate through some culi-
nary schools or become a certified catering executive through the
National Association of Catering Executives (http://www.nace.net).
Some restaurants provide training. Caterers are expected to have a
valid driver’s license and a friendly, customer-service oriented atti-
tude. A caterer does not have direct reports. Depending on the size
and type of the organization, sales or management positions may be
available.
Cookbook Writer/Editor
Cookbook writers develop creative or innovative ideas for cookbooks,
compile or develop recipes, and write them in a cohesive and enjoyable
format. Editors that specialize in cookbooks usually have a culinary
background, understand cooking preparation techniques, and pocess
basic editing skills. This is a mid-level position. A college degree in

82 Food Services
English, journalism, or communications is usually preferred for edi-

tors, and formal training or experience in the culinary industry is pre-
ferred for both writers and editors. There are usually no direct reports
for these positions. Writers may be promoted to editors, and editors
may be promoted to managing editors or publishers.
Customer Service/Manager
Customer service or food service managers are typically employed at
grocery stores, convenience stores, gas stations, etc. in the food ser-
vice area of the store. They are required to provide customer service
in the area. Managers are required to manage the food service area by
making sure supplies are stocked and customers are receiving quality
customer service. There are positions available at all levels. No postsec-
ondary education is usually required, although some companies prefer
employees with previous experience. Most companies provide train-
ing. Certifications are neither required nor available. Customer service
providers or managers should have excellent communication, organi-
zational, and customer service skills. A manager will have customer
service representatives reporting to him or her. Depending on the size
of the company, other management positions may be available.
Dietician/Nutritionist
Dieticians and nutritionists are primarily employed by hospitals or
other health care organizations, although fitness facilities and similar
organizations also hire dieticians to develop menus. Dieticians look at
patients’ medical diagnoses and laboratory levels and create diets for
patients to follow while at the hospital or under medical care. Nutri-
tionists perform similar work. This is a mid-level position. Dieticians
and nutritionists must have bachelor’s degrees and valid licenses for
the state in which they work. Most employers seek experienced dieti-
cians. Although not required, the Commission on Dietetic Registra-
tion of the American Dietetic Association (http://www.eatright.org)
awards the Registered Dietitian credential to those who pass an exam
after completing academic course work and a supervised internship.
Dieticians and nutritionists are expected to have good communica-
tion and organizational skills. A nutritionist or dietician does not have
direct reports. Experienced dietitians may become self-employed or
advance to management positions, such as assistant director, associ-
ate director, or director of a dietetic department.

On the Job 83
District Manager
District managers are responsible for managing the operations of sev-
eral restaurant units within a geographic area. They are responsible
for ensuring that sales goals are achieved as well as all other budget
goals, such as cost containment. They ensure customers’ satisfaction
and fair administration of regional personnel policies, procedures,
and guidelines. This is a high level position. A bachelor’s degree and
5 to 10 years of experience in the food service industry are required.
Some operations may require the employee to have previous multi-
unit management experience. Certifications are not required but are
available through the International Food Service Executives Asso-
ciation (http://www.ifsea.com). The certified Foodservice Manage-
ment Professional (FMP) designation is earned through the National
Restaurant Association (http://www.restaurant.org). District man-
agers are expected to have strong fi nancial, analytical, and lead-
ership skills. A district manager will have several direct reports,
usually an administrative assistant, and unit restaurant managers.
District managers may advance to other executive positions within
their organization.
Food Critic
Food critics may be independent reviewers, or they may be hired
by particular publications to visit restaurants and write full reviews
of the quality of the food and service. This is considered a mid-level
position. A college degree in English, communications, or journal-
ism, combined with formal culinary training, is usually the required
or preferred level of education for this position. Food critics should
have a passion for food, knowledge of the industry, and excellent
writing skills. Certifications are not required to obtain employment.
Some people use culinary certifications to become critics. There are
no direct reports for this position. Critics may fi nd employment with
larger publications with a wider audience.
Food Writer/Editor
Food writers or editors are typically employed by a particular pub-
lication and write about trends in the industry. Full-time and free-
lance positions are usually available. There are positions available at
all levels. A college degree is required, usually in writing related fields
like English, journalism, or communications. Certifications are not

84 Food Services
required to obtain employment and are not available. Both writers

and editors should have excellent writing skills, an excellent com-
mand of the English language, and good organizational skills. Editors
in charge of writers also need to have supervisory and people skills.
Food writers and editors should also have experience and knowledge
of the industry. A culinary background is helpful. An editor may have
writers reporting to him or her. Depending on the size of the publica-
tion, management positions may be available.
Personal Chef
There are two types of personal chefs. Personal chefs may be hired
exclusively by one household to prepare all meals served there each
day. A more common type of personal chef is an independent chef
who prepares and sells meals for several different clients. Sometimes
the personal chef prepares the meals in the client’s kitchen. Other
times he or she prepares them off-site and delivers them to the cli-
ents. This second type of personal chef is most often an indepen-
dent operator, and not an employee. This is an entry-level position.
Most clients hiring personal chefs, whether as an employee or for
occasional meals, prefer chefs with culinary backgrounds and food
service experience. Certifications are not required but are available
through the United States Personal Chef Association (http://www
.uspca.com). Personal chefs should enjoy planning and preparing
meals of all kinds, customized to meet the needs of their clients,
and have good communication and customer service skills. Depend-
ing on the chef’s clientele or specialty, some culinary training and
knowledge of nutritional needs may be required. A personal chef
does not have direct reports unless he or she has a large business
and hired employees to assist him or her. Depending on the size of
the household or business the personal chef is hired by, promotions
may be available for supervisory positions. Personal chefs may also
be hired as chefs at food service operations.
Project Manager
Project managers are most often hired by non-restaurant food ser-
vice organizations such as school and business food service organi-
zations and food service suppliers. Project managers are responsible
for leading a project team and ensuring each project goal is met by
its deadline. Projects include the incorporation of new technologies,

On the Job 85
concepts, locations, and menu items. This is a mid-level position.

A bachelor’s degree and some experience in project management
and food service are usually required. Certifications are not required
but are available through the Project Management Institute (http://
www.pmi.org). Entry-level project managers will work with more
experienced managers until they have gained more experience.
Project managers are expected to be assertive, flexible, and have
good communication skills. A project manager usually does not have
direct reports. Depending on the size of the organization, supervi-
sory and management positions may be available.
Retail Manager
Retail managers are hired by contract food service operations in
businesses, schools, or hospital cafeteria settings to manage the
operations of these businesses. Retail managers are responsible for
the successful retail/cafeteria operations usually under the guid-
ance of the director. Retail managers perform a variety of duties,
including the planning and supervision of special functions, main-
taining cash controls, payroll records, and hiring and training of
hourly team members. The retail manager ensures customer sat-
isfaction and good public relations through the safe and efficient
use of resources. This is a mid-level position. A bachelor’s degree is
required along with three to five years of experience in the indus-
try, usually in a management role. Certifications are not required
but are available through National Restaurant Association (http://
www.restaurant.org). Retail managers should have knowledge of
food and catering trends with a focus on quality, production, sanita-
tion, food cost controls, and marketing and presentation. They are
also expected to possess supervisory, leadership, management, and
coaching skills as well as good communication skills, both written
and verbal. Retail managers should be knowledgeable of fi nancial,
budgetary, accounting, and computational practices. Staff members
at a retail location will report to the retail manager. Depending on
the size of the company, additional managerial and executive posi-
tions may be available.

Chapter 4
Tips for Success
No one said it would be easy. The food services industry is full of

oxymorons. It is glamorous and grueling, rewarding and thankless,
enjoyable and terribly challenging. Few industries can push and
develop someone like food services. Employees work long hours,
often constantly on their feet, and must face countless customers
with smiles on their faces. But it is undeniable that something about
it gets into the blood. That is why Jim Grote, founder and CEO of
Donatos Pizza, recommends that anyone choosing a career in this
industry must have a passion for it in order to succeed. “Do some-
thing you love,” he says. “I was and continue to be passionate about
great-tasting pizza and providing excellent customer service. If you
do something you love, then it doesn’t feel like work.”
Launching a career in this industry means working at a restaurant
or other food service outlet, a supplier, consulting firm, or starting a
restaurant. In any of these situations, the person must be willing to
do what it takes to survive and succeed.
Getting a Job
It used to be that looking for a job meant hours scouring the want
ads in newspapers. Those days are long gone. Today there are a wide
range of job boards and Web sites where job seekers can search for
their dream jobs. Most employers post openings on one or several
sites, which can then be re-posted at other sites. If you do not have
Internet access at home, it is a good idea to go to the library at least a
86

Tips for Success 87
few times a week to check for new job postings. Karen Ickes, senior
vice president of human resources with Wendy’s International, says
job seekers must use the Internet to fi nd work today.
There are the major job Web sites as well as sites specific to food
service industry jobs. If you are looking for a job at a specific com-
pany, postings may also be on the company’s Web site, like Wendy’s.
Clint R. Lautenschleger, director of staffing at Bob Evans Farms,
Inc., agrees that for entry-level and corporate jobs, checking ads on
Web sites is the best way to go. “As with most of the service and hos-
pitality industry, online job boards such as CareerBuilder and Mon-
ster are the most popular and prevalent sources for posting open
positions,” he says. “Due to the wide variety in companies repre-
sented in these industries it is also beneficial to constantly review
company Web sites.”
Some of the most frequently visited job Web sites today are Yahoo!
HotJobs, JobCentral.com, CollegeRecruiter.com, CareerBuilder.com,
Monster.com, Job.com, Career.com, TrueCareers.com, Indeed.com,
Net-Temps.com, and Craigslist.org.
Web sites that are devoted to the food services industry and post
open positions include Hospitality Works, Resources in Food, Food-
service.com, Foodservicecareers.com, and RestaurantJobsNetwork.
com. Another great way to fi nd jobs is through industry associa-
tions. If you are a member of an association check that association’s
Web site. Chances are jobs are posted somewhere on the site, and
there could be advantages to looking for jobs through an association.
Often job boards are only open to association members, and jobs are
not posted at traditional job boards, so you are competing with a
much smaller pool of people.
Lautenschleger cautions that Web sites are not the best way to
obtain every job. “As you migrate up the hierarchy into field man-
agement one should understand the company culture and how you
obtain such a position,” he says. “Some companies offer only inter-
nal promotion while others may use third-party recruiting agencies
to fi ll these field management positions. The most effective way to
know the answer to this is to check with the company fi rsthand.”
Finally, a great way to fi nd open positions is through word of
mouth. Just ask. If you have a friend that works at the company that
you are interested in, give him or her a call and ask if there are any
openings. Even if there are not openings at the time of your call, you
have planted a seed in your friend’s mind, so that when an opening
pops up your friend will think of you.

88 Food Services
In fact, many experts agree that networking is the number one

way to fi nd a job today. According to Ickes, companies are flooded
with résumés for every position they advertise. Networking is a way
to stand out from the crowd, which is extremely important. Ickes
recommends reaching out to previous coworkers when networking.
She says to indicate that you are exploring new opportunities.
Lautenschleger agrees. “Networking with individuals at a com-
pany remains yet another increasingly effective way to land a future
position. In general, hiring managers have a certain comfort level
in really knowing a candidate—beyond what they learn during an
interview—and personal referrals can go a long way in increasing
your chances.”
Today networking is not just accomplished through traditional
means and relationships. Networking is also done through social
Web sites such as Facebook, Twitter, and LinkedIn. As your network
and interests broaden you will fi nd others with the same interests
and connections to more people in the industry. New opportunities
may come your way when you are not even looking.
Once you have applied to some jobs and landed an interview the
best policy is always to be honest about your goals, objectives, skills,
and salary requirements. Like any good relationship, you are bound
to fi nd yourself mismatched with a job or company if you are not
honest about what you are looking for.
Dr. Randall S. Hansen is founder of Quintessential Careers, one
of the oldest and most comprehensive career development sites on
the Internet. He is also CEO of EmpoweringSites.com. He has put
together a list of dos and don’ts when it comes to job interviews.
While some of these may seem like common sense, it is surpris-
ing how many people make these faux pas. Among his list of dos:
Do brush your teeth or pop a breath mint before the interview. Do
travel to the interview location prior to the day of the interview so
you are familiar with how to get there and how long it takes to do so.
Do stress your accomplishments and dress appropriately. Do shake
hands firmly, wait until you are asked to be seated, and avoid using
poor language and pause words such as “um” and “uh.” Do ask intel-
ligent questions about the company and at the end of the interview
do tell the interviewer you want the job and ask about the next step
in the process.
His list of don’ts includes: Don’t chew gum during the inter-
view. Don’t bring up controversial topics. Don’t speak negatively
of previous bosses, companies, or coworkers. Don’t smoke, even

Tips for Success 89
if the interviewer does and offers you a cigarette. Don’t tell jokes
during the interview, and don’t appear desperate for the job. Don’t
answer any question with a single yes or no answer; instead, give
an explanation for your answer as much as possible. Finally, always
be honest.
Building a Professional Reputation

Once you have obtained your dream job—or the closest thing
to it—in the very competitive food services industry, you will be
concerned about building a professional reputation. Most human
resource professionals advise employees to look at both their exter-
nal customers and their internal customers when building a repu-
tation. Your external customers are those outside of the company.
They include not only the restaurant’s customers, but also those you
do business with outside the restaurant, such as bankers, printers,
and accountants. That is why it is important to conduct yourself pro-
fessionally at all times.
Another way to build a professional reputation outside your com-
pany is to get involved in a professional organization, says Ickes.
“Build an external network,” she says. “Go to seminars and confer-
ences and if you’ve participated in a unique project share your fi nd-
ings with your peers there.”
Inside the organization you need to become the “go-to” person
others will think of when opportunities arise. “Know as much as
you can about as much as you can,” Lautenschleger recommends.
“But don’t lose sight of what your core duties are. Building relation-
ships internally will assist with this, and it makes you invaluable if
tough times ever do come around.”
Ickes recommends establishing relationships with your peers
within your organization. Get to know the people you work with in
other departments. “Opportunities arise when you build upon your
knowledge base and get to know your peers,” she says.
There is no getting around the fact that the food services industry
focuses on people and relationships, perhaps more so than any other
industry today. In order for an up and coming employee to create the
most professional reputation possible, it is essential to have excellent
communication skills, listen to your internal and external clients,
and know how to respond when the feedback is less than positive.
Here are some tips to keep in mind when building a professional
reputation.

90 Food Services
Tip #1: Use active listening techniques. Often in the food

services industry, things just do not go as planned. The results can
be unhappy customers and employees. Managers and supervisors
are usually the ones to listen to their complaints and problems.
Although not every problem can be easily solved, sometimes the
best results occur when the customer or employee knows he or she
is being heard and understood. That is where active listening comes
in. If possible, take the customer or employee to a quiet location
where he or she can be clearly heard. Next, listen and focus on what
the person is saying. Do not interrupt or form responses while the
person is speaking. Wait patiently for him or her to fi nish his or her
thought. Finally, sum up what the person said when responding
before proposing a solution to the problem. That way the person
knows he or she has been heard and understood. This can go a very
long way to defusing the tension in the situation.
Tip #2: Stay positive when on the job site. As mentioned, this
industry is one where anything and everything can go wrong at the
drop of a hat. While the temptation may exist to voice disappoint-
ment, anger, and other negative emotions, this will most likely not
fi x the situation. In fact, it can affect others on the team in a negative
way. It certainly will not create a professional reputation. Instead,
voice concerns with employees, customers, and managers in a way
that is positive and approaches the situation from a problem-solving
standpoint. For example, there may be an irate customer who is
complaining a great deal. Instead of discussing it with the manager
in terms of, “Man, all this customer does is gripe and complain,” a
better way to phrase it would be, “This customer has a lot of com-
plaints. What can we do to address them?” It describes the situation
accurately, but without being negative or judgmental.
Tip #3: Do not talk negatively about other employees or
customers. Food service industry professionals meet and work with
a wide range of people, from sales people, bankers, wholesalers, and
suppliers to chefs, important customers, and food critics. It is impor-
tant to create a professional reputation by keeping conversations as
positive as possible, no matter how unpleasant the situation may
be. That includes not making snide remarks about the boss and co-
workers. At the end of the day, at home and away from the com-
pany, feel free to vent emotions to close friends and family members
who will not spread the words. When on the job, refrain from doing
so, no matter how tempting it might be. Grumbling to a co-worker
about the manager may seem like an okay thing to do at the time,

Tips for Success 91
Keeping
in Touch
File Edit
You just concluded a great interview for your dream job.

Send
D you send a thank you note?
Do
Absolutely, says Karen Ickes, senior vice president of
human resources for Wendy’s International. “A quick hand-
hu
written thank you note is the most personal,” she says. While
writte
you may be tempted to take the easy route and send your note via
e-mail, if the position is really important to you, fight that temptation.
“Many candidates simply run home and send a pre-written e-mail
thank you note,” says Clint R. Lautenschleger, director of staffing at
Bob Evans Farms, Inc. “That is fine, but to make a real impression
take the time to hand write a note. It seems simple, but it is not done
as much anymore. You will be remembered.”
Ickes says it is OK to make an additional salient point in relation
to the job, but do not use the note as a sales tool, because that can
turn people off.
And always send your note 24 to 48 hours following the inter-
view. “The interviewer should receive it within a week,” Ickes says.
but that co-worker may end up becoming the boss and remember
that conversation. Or the co-worker may decide to tell the boss about
the conversation if an opportunity presents itself. Negative conver-
sations often have a way of coming back to haunt the participants,
so the best policy is just not to have them.
Tip #4: Have a team approach. In this industry, each person
depends on someone for something. The wait staff depends on the
kitchen staff to properly prepare the food. The chefs depend on the
kitchen managers to order high quality ingredients. In order for the
operation to be a success, each person must also be successful, which
can only occur when employees work together as a team. Remember
the most delicious meal ever prepared may not be worth a repeat
visit to the restaurant if it was sloppily served on dirty dishes. Like-
wise, the best service in town cannot overcome inedible food. Take
a team approach each day on the job. Observe what others need to
be successful and do what it takes to ensure this success. Other team
members will notice and the team spirit will spread, creating a well-
coordinated operation and happy customers.

92 Food Services
Tip #5: There is no such thing as too much communica-

tion. The menu was discussed at the server meeting. Memos were
written and distributed. Everyone should know the details of the
upcoming event, shouldn’t they? What about the person who was
sick and could not attend the meeting and did not get the memo?
In a business that is very detail-intense, communication is crucial
for making sure that everyone has the information they need to
do their jobs. This includes having meetings, asking questions, put-
ting things in writing, and never assuming anything. Creating and
distributing checklists and conducting one fi nal meeting before a
large event or function can prevent small issues or big disasters from
occurring. Make sure information is communicated first-hand, not
through a secondary source, and reiterate important details. Com-
municate expectations as well.
How to Get Promoted

Some people think the best way to earn a promotion is by earning
an MBA. Others say the best way is to fi nd a mentor within the
organization who can offer you advice and support. While neither
of these methods is going to hurt your chances of getting promoted,
they certainly are not going to get you there exclusively. Sandy J.
Wayne, professor and director of the Center for Human Resource
Management at the University of Illinois, Chicago, conducted a study
of 570 employees and 289 managers at a large company in the United
States. She asked them to rank the most important factors influenc-
ing promotions. The results were surprising. What the employees
thought would earn them promotions was very different than the
factors cited by managers. For the employees, having an MBA from a
highly ranked school ranked at the top of the list. Their bosses cited
leadership skills as the most important factor. Employees also gave a
high rank to having a mentor. Executives hardly mentioned this at
all. They were looking for employees with a strong work ethic.
The fact is there is no magic bullet or formula that will ensure a
promotion, but there are things you can do that can improve your
chances and keep you in mind so when opportunities come up you
will make the list of those considered. Both Ickes and Lautenschleger
agree that you can forget any chances of promotion if you are not
competent in your current position. “It is certainly important to be
extremely competent in your current role,” says Ickes. “You must
be meeting your goals and objectives.” Lautenschleger takes this a

Tips for Success 93
step further, saying you will not even be considered unless you have
proven yourself competent in your present position. Once it is clear
you have mastered your current level, there are actions you can take
and things to avoid that will increase your chances of getting a promo-
tion. Lautenschleger advises employees to look at the job you would
like and the skills it requires. Most likely there will be skill sets that
you either do not have, or have not been able to prove that you have.
Lautenschleger says managers are more likely to promote employees
that take the initiative to acquire the skills that appear to be missing.
“Remember that the job you want likely requires very different
skills and unless you are working in a large organization with many
developmental programs in place you may have to self-develop,” he
says. “Example being, if you are a great specialist but want to be the
manager of the specialists you not only have to be a great specialist,
but also show you can be a great leader. This must be accomplished
by both formal and informal means. Show the decision makers you
are willing to take on leadership assignments and prove you are will-
ing to invest in yourself through training, reading, and education.”
Ickes recommends getting involved in other activities at the com-
pany. Volunteer to help out, organize, and lead projects and com-
munity work. You will be demonstrating to managers that you can
supervise and lead others. Ickes also recommends working with the
current supervisor to develop a strategy that will lead to the job
the employee is eying. It is also a good idea to fi nd a mentor in the
department to which the employee wants to be promoted. Remem-
ber not to rely on mentoring alone. Mentoring will only work if you
have proven yourself capable in your current position and are work-
ing to prove you have the skills required to move to the next level.
Marian R. Ruderman and Patricia J. Ohlott (Standing at the Cross-
roads: Next Steps for High-Achieving Women) looked at why promotions
occurred at three Fortune 500 companies. They looked at 61 promo-
tions that were considered typical at the companies and asked what
had led to the promotions. Their research indicates that the promo-
tions were based on the individuals’ efforts and abilities. They found
that jobs were often created to fit the candidate. The decision makers
did not place much emphasis on formal assessments, such as perfor-
mance evaluations. They found that in almost half of the cases, only
one person was considered for the job. In addition, a tremendous
variety existed among the types of promotions. The bottom line of
the research was that organizational context should be considered
when trying to understand promotions. In other words, spend time

94 Food Services
Problem
Solving
S
How to Decline a Job You Do Not Want
H
IIt may not happen often, but the delightful dilemma of
re
receiving two job offers does happen. Which one should
you choose? Unless the offers are nearly identical, which
is highly unlikely, you probably already know which one you want,
says Karen Ickes, Wendy’s International senior vice president of
human resources. What if you receive one offer, and are waiting for
a second? Ickes says to be honest with the company who has already
tendered the offer. “Tell the company you need more time to con-
template the offer,” she says. “You can usually ask for about a week.”
She says if the company is pressed for time and needs an answer
sooner it does not hurt to let the person know you are interviewing
elsewhere. In fact, she says, if the company that presented the offer
knows that, they may make their offer more attractive. “It certainly
heightens a company’s interest in you,” Ickes says. “But don’t lie
about it, if that is not the case.”
Once you have decided which job you are choosing make sure
you are gracious when declining the other offer, and do give a reason
for your decision. “Explain the logic for your decision,” says Clint
Lautenschleger, of Bob Evans Farms, Inc. “The hiring manager or
recruiter may not want to hear it, but you owe it to them to explain
why you made your decision. They hopefully would reciprocate if
they chose a different candidate for a position.”
to really understand the company’s culture and the process used to

hire and promote. Each company will be different. Ask questions
and do your research.
Elizabeth Freedman, MBA, is an award-winning speaker and
business columnist, and is the author of Work 101: Learning the Ropes
of the Workplace without Hanging Yourself and The MBA Student’s Job-
Seeking Bible. She offers some dos and don’ts when it comes to seek-
ing promotions. Among her dos are: Do imitate those who have the
job you want. She advises people to take them out to coffee or lunch
and ask questions about what qualities have made them success-
ful on the job. Do become an expert in your field. She encourages

Tips for Success 95
workers to join industry associations and groups and attend their

meetings and seminars even if you have to pay for them yourself.
She says that the education and networking you will experience will
be worth every penny of the investment and make you more mar-
ketable to your company and others.
Another important item in Freedman’s list is to understand your
boss and his or her priorities. When you see how your job fits in
with your boss’s and prioritize your work in conjunction with his
or hers you make your boss look good. And in turn you will look
good. It will also help you to understand when the best time is to
ask questions or when he or she needs to be left alone. These kinds
of considerations go a long way.
Another point Freedman makes is that employees need to make
an effort to get along with all coworkers no matter how old they are.
This is especially true in the food services industry, where cowork-
ers can be anywhere from 16 to 65. We all tend to gravitate toward
people our own age or think of younger people as our kids or older
people as our parents. But when you work with people of different
age ranges it is important to put those tendencies aside and fi nd com-
mon ground. A food service staff has to work together as a team if it
is going to function smoothly and for the success of all involved. So
remember that you are all on the same team and try to get along.
Just as important, says Freedman are some pretty clear don’ts.
One of her top don’ts is trying to fight the current system. Even if
you clearly see some of its inefficiencies, the best way to correct them
is working with the system rather than against it. Making sugges-
tions for improvements is a positive way to initiate needed changes.
Remember where you are in the hierarchy and work within the
scope of your position as you try to make things more efficient.
Another don’t Freedman has seen at different companies is for-
getting that you and your work are always visible. It may seem
sometimes like no one is paying attention or a particular task is not
important, but performing sloppily will always come back to haunt
you. It may also be that the task you thought no one cared about was
the one task management is watching to determine if you are man-
ager material. Always perform at your best and view every project as
an opportunity to show your stuff.
Another sure way to stifle your chances of promotion, says Freed-
man, is to get the reputation as a complainer. You may be entirely
correct about the problems within the organization, but if you take
every opportunity to complain about them rather than taking a

96 Food Services
more positive approach, you will be seen as the complainer instead

of the person with great ideas for improvement. Freedman says you
might also be seen as someone who is not knowledgeable enough
about the company or the industry to know what works and what
does not. The best way to proceed when things just are not “right”
in your eyes is to do your research, ask questions, and make sug-
gestions to decision makers. Keep your complaints private.
Lastly, don’t become invisible, says Freedman. You may be over-
whelmed with work, but if you bury yourself and do not volunteer
to help others or make a real effort to connect with coworkers on a
regular basis your name will not be one of the fi rst mentioned when
an opportunity comes along.
Planning Your Career

Like getting a promotion, there is no one way to plan your career in
the food services industry or any other industry. Experts agree that
the bottom line is you have to know what you really want, and then
work with key people to develop a plan to get it.
“You must fi rst identify what you want,” Bob Evans’ Lauten-
schleger says. For some that may be the easy part. For others it
is not so easy. Freedman says there have been numerous cases
of people spending years pursuing a specific career only to land
that dream job and realize it was not what they thought it was
at all. Before you fi nd yourself in that position, if you have not
already done so, spend some time in the area of the industry you
have chosen. Talk to people who are already where you want to
be and ask them lots of questions. Make sure the career path you
are choosing is really going to give you the end results you’re look-
ing for.
Ickes says you defi nitely have to have self-awareness and initiative
when planning your career and know exactly what it is you want.
Once you have determined what you want, then what? How do
you go about realizing your dreams? Lautenschleger says to make
sure your goals are realistic. “Not everyone can be the CEO, but
perhaps the director or VP is a more suitable role for a particular
person or skill level,” he says. Then, depending on your ultimate
goal and your current position, you have a few options. If you are
employed by a larger company with a human resources department,
you can meet with a professional in that department, to discuss your
career goals and develop a career plan. “HR professionals can help

Tips for Success 97
Professional
Ethics
E
S
Should You Exaggerate During an
I
Interview?
While this may sound like a no-brainer at first glance,
W
what
wh we actually do in a pressure situation when we
really need and want a job may be a different matter. Many
people have been known to lie or exaggerate about their skills in an
interview situation. And both human resource professionals Clint
Lautenschleger and Karen Ickes say that is not okay. Not only will
it almost always be discovered that you lied, but it could also mean
immediate dismissal from the position.
“Any savvy recruiter or hiring manager will eventually perform
reference checks and will eventually learn about your ‘little white lie,’”
says Lautenschleger. “You are much better off being truthful about
your experiences. A great rule of thumb is the less you exaggerate, the
less you have to remember to what extent you exaggerated. Tell the
truth and your story is always the same!” Remember, says Ickes, falsi-
fying information on an application is grounds for termination.
you develop a plan,” Ickes says. “But remember the individual is

responsible and accountable for making it happen.”
Just as you did when working toward a promotion, look at the
skills required for your ultimate goal and then at the skills you cur-
rently possess. If you are missing some basic skills take it upon your-
self to develop them, either through your company and the training
it has to offer, or through other educational opportunities like col-
lege courses and continuing education through industry associa-
tions. It is also important to continue to stay in touch with industry
trends, company culture, and opportunities inside and outside your
current scope of responsibilities. You will be more likely to reach
your ultimate goal, enjoy it, and succeed if you do.
Continuing Education and Certifications

It seems these days that just about every job in every profession
offers some certification and continuing education requirements,
and the food services industry is no exception. While most jobs do

98 Food Services
not require certifications, they do not hurt and can give you a com-
petitive edge over those who do not hold certifications. Of course
some jobs do require a certain educational background or certifica-
tion. For example if you were looking for a position as a chef, most
employers want to see that you have attended a culinary school.
“Clearly someone with interest in the food industry—particularly
in the realm of chef— needs to attend some sort of formal culinary
training,” notes Lautenschleger. “For management, it is not quite as
clear cut. Take advantage of whatever courses your company offers,
but also look toward your local college or university for leadership
and/or business classes or even certification programs.”
In Chapter 3, “On the Job,” you will find a listing of jobs in the
industry, and in each listing you will see whether there is specific
education or certifications offered or required. Generally speaking,
most employees in the industry can get certifications related to their
field through an industry association. For example, if you are a public
relations coordinator for a large restaurant chain, you can get cer-
tification through the Public Relations Society of America. Certain
professions, like IT professionals, must be certified in certain software
and management programs to land particular jobs. Before you take
the time and spend the money to earn a certification, talk to manag-
ers and HR professionals to make sure it will truly benefit you.
Tess Price has a Ph.D. in human resources organizational devel-
opment and adult education and is a columnist for Office Arrow, a
professional development Web site for administrators. Price says cer-
tifications can mean the difference in whether you are considered
or hired for a particular job. “If you are certified in your job area but
another applicant is not, you may improve your chances of getting
an interview or being hired,” says Price. In fact, she adds that it may
actually be a satisfactory substitute for postsecondary education in
some fields. To determine whether you need certification and con-
tinuing education, it is always best to rely on your human resources
professional and the culture in your company.
Advice for Chefs and Restaurant Entrepreneurs

While all the advice given so far could be applied to employees in
various food services operations, what about those who are pursu-
ing excellence as a chef or starting their own restaurants? These
fields attract many creative and talented people, but it takes more
than just talent to succeed in this very tough industry.

Tips for Success 99
As a culinary arts professional, it is a matter of providing consis-

tent, quality products, and less about proving you are better than
someone else. One chef who can speak that message from experi-
ence is Chef Dave Martin, teacher and chef at New York City’s Vynl
restaurants. He is most well-known as a season one contestant on
Bravo TV Network’s Top Chef and he says not to let your ego get in
the way. “You really cannot have an ego in this business,” Martin
says. “The word ‘passion’ gets used a lot, maybe it is overused, but it
is not a glamorous job. You really have to love it.” Martin says he left
a lucrative career because of his love of creating delicious foods. “But
you have to be hard-working. You still have to have some blue collar
in you. There will be times when you need to wash dishes, bus tables,
whatever it takes to get the job done.” Martin says not only may you
have to help out in these capacities, but that it is also very beneficial
for you to do so. “You have to understand what it is like to be a waiter
or a bus boy,” he says. “You are part of a team and that’s really impor-
tant to appreciate and understand what it takes to get it all done.”
Martin says it is important to work together as a team because
your recipes will not be consistent if your team of cooks does not
respect you. “I can go in and re-create recipes, but if no one is over-
seeing me I can turn them into whatever I want. As a chef I need
to be personable and earn respect. They will not make the food the
way I want them to if they don’t respect me.”
Martin says it is hard to fi nd that middle ground between being
nice and being the boss. “You have to be nice, but you also have to
be someone who inspires people and who they can learn from and
respect on all levels,” he says. “That’s where you have to lose the ego
and attitude. For goodness sake you’re cooking dinner for people.
Know the customer and be about the customer. Leave the ego thing
behind. We’re all in this business to make people happy.”
Finally, Martin says, be prepared to start at the bottom, and not
for a lot of money. “You really need to think it through,” he says.
“It’s a hard road and you’ll work for some tough chefs. Not every
chef is nice. Be prepared. It can be great, but it’s hard work. You have
to suck it up and just keep going.”
Victor Gielisse, associate vice president at the Culinary Institute
of America, advises new chefs to learn about global flavor. “Eth-
nic cuisines used to be pretty broadly defi ned,” he says. “Food was
labeled Asian, Latin, or Mediterranean. As it became more popular
it also became more regional. Today we have South American, Sicil-
ian, and Indonesian. We’re seeing a global palette of more authentic

100 Food Services
INTERVIEW
Career Advice from a Human Resources Professional
Kar
Karen
ren Ic
Ickes
ckes
Senior vice president of human
man resources
ources ffor Wendy’s International
n reso
What are the best ways for someonemeo to get a job in the food
services industry today?
Today the best way to fi nd a job is using Internet job boards. Stay on
top of the sites that employers are using for your field. For example,
research and development and marketing departments lean toward
sites more oriented toward those fields. Networking is certainly impor-
tant. With the unemployment rate as high as it is [in summer 2009],
when a job is advertised we are flooded with applicants. It is hard to
stand out in the crowd. If you know someone you have worked with,
a boss, etc., contact him or her and let that person know you are ex-
ploring new opportunities.
What are the best strategies for building a professional

reputation?
The best strategy for building a professional reputation is to get in-
volved in a professional organization. You will get to know others
outside your company and build an external network. Also, attending
or speaking at seminars and conferences, and sharing fi ndings of new,
unique projects will build your reputation. Within [an] organization,
[you need to] establish relationships. If you work with the accounting
department, get to know your peers there. Build upon that relation-
ship and volunteer to participate in initiatives and opportunities avail-
able. That will build your knowledge base and you will get to know
your peers.
What are some good strategies for getting promoted?

Certainly it is important to be extremely competent in your current
role. Meet all of your goals and objectives and get involved in other
activities. Work with your supervisor to build a strategy for promotion.
Ask him or her for help in putting together a development plan. Also,
fi nd a mentor in the department to which you would like to move.
foods. We have our own cuisines but chefs everywhere are learning
these.” Gielisse says this trend is also due to the fact that people are
more well-read and educated thanks to televised cooking shows.

Tips for Success 101
Gielisse also stresses the importance of getting and maintaining

an education. “The education students receive today is unbelievable,”
he says. “They are immersed in histories and cultures. Creativity
comes later. But it is never-ending. You have to take a path of con-
tinual education. You have to be current and stay abreast of things
through classes, blogs, Twitter, [or] another course or program.”
Gielisse says it is not enough to just stay on top of trends; it is
also important to find ways to bring extra value to an organization.
“Technically you can be capable, but you also need to pursue personal
growth. And you have to maintain a professional profile even when it
is difficult. That can be the biggest differentiator in the business.”
Operation: Success
If launching your career in the industry means that you are looking
to start your own restaurant, you are not alone. Starting any new
business, especially one as challenging as a restaurant, can be an
extremely daunting task. Longtime veterans and industry experts
provide some solid advice for new entrepreneurs.
Francine Cohen, editor in chief of Food & Beverage Magazine, says
the primary driver of any operation has to be quality. “Over the last
two or three years it has become more evident that quality is the pri-
mary driver over quantity,” she says. “Menu engineering is all about
providing quality food and service at a decent price point.”
Jin Grote, founder and CEO of Donatos Pizza, has been in the
business for 45 years. He agrees with Cohen. “Customers’ desire for
great-tasting food that is consistent will never change. And neither
will the need to provide outstanding service to create loyal custom-
ers who return to your restaurant again and again.”
Chef Dave Martin says the importance of the location you choose
for your restaurant cannot be overemphasized. “You have to aware
of the demographics in the area. You cannot go into an area where
there are a large number of Chinese residents and open a Latin
American restaurant. You have to look at the neighborhood.”
Mario Ponce, a restaurant consultant and principal of Partners in
Hospitality agrees that location is vital to the success of the opera-
tion. He has seen some distinct exceptions to the rule, but overall
location can make all the difference. “You have to make sure you
have the right concept in the right place,” he says. “When restau-
rants close it’s often because they have the wrong concept for their
neighborhood, for example opening a fi ne-dining restaurant in a

102 Food Services
working class area. It’s like trying to put a square peg in a round
hole. Understanding your market is important.”
If you feel confident that you are opening the right concept at
the right location, the next essential ingredient for success is talent.
“Your talent is the brand,” Ponce says. “You have to have great talent
from the chef to the general manager and support staff.” Ponce says
that is why hiring the right people is so important.
Ponce also puts a lot of emphasis on leadership skills. “You can-
not be a leader and have a narrow perspective,” says Ponce. “If the
business is doing poorly most leaders fi nd it easier to deal with costs.
They reduce portion sizes, get lesser-grade foods, or reduce customer
service. But the real question to answer is how to get more sales.”
Being a leader, says Ponce, you have to be open to looking at all
aspects of the business. If you have not had formal leadership train-
ing, then it is critical for you to develop leadership skills as soon as
possible. Ponce recommends reading books on the subject or view-
ing videos by speakers like internationally known management
consultant Tom Peters online. Ponce says he has learned that there
are five nonnegotiable skills needed to be an effective leader: vision,
passion, integrity, trust, and courage.
On the practical side of the business, experts agree that the suc-
cess of a business can often boil down to how well it is capitalized.
“You have to make sure there is capital available when times are
tough,” Ponce says. “My gut reaction is that it all boils down to who
has the best capitalization with the strongest business plan,” notes
Cohen. “The business is thriving, but adjustments to business models
are defi nitely occurring. Starbucks is cutting back stores. Dunkin’
Donuts is increasing its product line.” It is about being nimble and
adjusting to customer demand and flow.
“Take a good hard look at operations,” says Cohen. “You have to
be savvy enough to understand where to cut back and not impact the
customer’s experience.” Cohen uses the example of steak. Instead of
using the most expensive cut, use a less expensive cut and put the
extra effort into preparing it in a way that is just as flavorful as the
more expensive version.
Finally, there is the matter of ethics. Grote says that after 45 years
in the business his philosophy has never changed. “Do it right or not
at all,” he says. “Always do the right thing. You will build credibility,
trust, and loyalty. Donatos was founded on a simple philosophy: to
make the best pizza and to treat others the way you would like to be
treated. This is goodwill and this philosophy is still the driving force

Tips for Success 103
behind everything we do at Donatos, both in our restaurants and in

the communities we serve.”
Edna Morris, CEO of Genshai Ollin, is an industry veteran of
more than 30 years. Morris says community service is very impor-
tant to the success of a restaurant and for an entrepreneur’s own
personal growth. “Get into some aspect of public service that you
like,” she says. “Find your niche and spend as much time there
as you can.” But she also says to not forget to spend time in your
base business as well, learning every facet of the operation you can.
“There is no substitute for spending time in your base business,” she
says. “Learn everything you need to know, even if you specialize
in human resources or marketing. Everything you do will be more
impactful because you know the business.”
She also advises operators to remain a student. “Stay curious,”
she says. “Never think you’ve learned it all, and use every opportu-
nity to network in similar and different fields.”

Chapter 5
Talk Like a Pro
From culinary terms and kitchen equipment, to food safety, point

of sales systems, and marketing and accounting terms, discussing
the food services industry with other professionals can often end up
sounding like a foreign language to those not familiar with all the
terminology. Nothing is worse than being the butt of jokes or get-
ting an assigned task wrong the fi rst few days on-the-job because
you did not want to admit you did not understand what someone
was saying.
Take a few moments to read through this in-depth glossary of
terms. And remember to use it as a handy reference guide in the
future. You never know when a “new” term might be mentioned on
the job. And experts agree, in this industry you will always be learn-
ing something new.
accreditation Certain jobs in the food services industry can

require accreditation or employers will prefer to hire accredited
employees for them. One example is a baker, who can
become accredited through the Retailer’s Bakery Association.
Accreditation is often achieved through written and hands-on
tests.
actual cost pricing This method for determining menu prices is
most often used by caterers. It takes the total budget amount
and divides it into percentages for labor, overhead, food cost,
and profit. The four percentages must equal 100 percent.
104

Talk Like a Pro 105
add-on items Primarily used in restaurants, these are menu

items that customers order in addition to their entrée such as
salads, beverages, and desserts.
airline food service A subsegment of the transportation food
services segment, the retail sales equivalent for airlines is
defi ned as the value of all meals, including nonalcoholic
beverages, on domestic and international fl ights originating in
the United States. Technomic calculates the number of meals as
a function of the number of revenue passenger miles flown in
the United States by domestic and foreign airline carriers.
à la carte Applicable to all types of food service operations, à la
carte is a menu or portion of a menu on which each item is
ordered separately and has its own price.
all other retailers The “all other retailer” segment represents
sales of food and nonalcoholic beverages for immediate
consumption at establishments in general merchandise stores
such as Sears and Kmart, in drug stores such as Walgreens,
and in other retail hosts like liquor stores. Sales of food and
beverages at convenience stores and supermarket in-store delis
are looked at as separate categories. In addition to major national
organizations, small chains and independents are also included.
allumette A kitchen term that refers to a knife cut often used for
potatoes. The slices measure 1/4 inch by 1/4 inch by 2 1/2 inches.
all-you-care-to-eat A segment of the restaurant industry in
which customers prepay a flat rate, and then have access to the
dining area where the food is available in unlimited supply.
Alsace A region of France located on the German border that
originated Franco-German cuisine adopted by the United States
and other countries, such as quiche.
Apicius This is the name of the Roman citizen credited as the
author of the fi rst cookbook ever written, in the fi rst century.
apprentice In an apprenticeship, students work full time under a
master chef and go to school part time. They are paid salaries.
Many programs, like the one through the American Culinary
Federation (http://www.acfchefs.org) offer apprenticeships.
area treatment The design and décor of the areas of a restaurant
or cafeteria where food is served.
artisan breads Artisan breads is the term used for breads that
were originally created internationally by skilled bakers. They
may take training and skill to successfully bake, especially on

106 Food Services
a consistent basis. In the United States artisan breads achieved

amazing popularity in the 1990s, and are still very popular at
bakeries and restaurants today. Many of them are now well-
known breads like foccacias and baguettes.
artisan wines Similar to artisan breads, this term refers to
wines that originated outside the United States, most often
in European countries by specially trained or educated
winemakers. These wines are usually the product of skilled
winemakers.
as purchased This kitchen term refers to the weight of a food
product, typically a cut of meat, before trimming or removal of
unwanted parts.
assembly/serve system Used most commonly in cafeteria
or non-restaurant settings, fully prepared foods are stored,
assembled, and reheated.
au gratin oven Also known as a fi nishing oven, this piece of
kitchen equipment is an oven with a hinged door attached to
the top of a broiler.
back of the house This term is also written and spoken as “back-
of-house,” and refers primarily to all operations and employees
in a restaurant or food services establishment that take place or
work in the kitchen or away from the public eating area.
bain-marie A kitchen term that can refer to a hot water bath or
the vessel used for the hot water bath. The hot water bath is
used to keep foods hot.
baker’s table This table for the kitchen is usually built with raised
sides or curbing, usually four to six inches tall that reduces flour
spillage during the baking process. It may also have tilt out bins
for ingredient storage.
banquet cart This mobile piece of equipment is typically used for
buffet-style dining. This cart may be insulated or non-insulated
and typically comes equipped with shelving or racks for plates,
and an electrically powered heating or refrigeration device.
bar corkboard This term refers to the under-counter workspace
in bars. It is also known as a sink workboard and it contains
sinks, drain boards, cocktail mix stations, ice storage chests,
beverage coolers, and glass washers.
bars and taverns Considered a category of the food services
industry, the United States Census Bureau defi nes them as
“establishments known as bars, taverns, night clubs, or drinking
places primarily engaged in preparing and serving alcoholic

Talk Like a Pro 107
beverages for immediate consumption. These establishments

may also provide limited food services.” Technomic, a food
services consulting and research company, says that bars and
taverns represent the smallest primarily commercial segment of
the industry.
batonnet A kitchen term that refers to a knife cut that measures
1/2 inch by 1/2 inch by 2 1/2—3 inches. The uniformity of slices
makes a dish more attractive and assures more even cooking.
Beard, James A well known authority in food services, he is
the author of many books, had his own catering business and
restaurant, and was the fi rst person in the industry to have a
television show. He died in 1985. Since then the James Beard
Foundation of New York awards chefs, food and beverage
professionals, broadcast media, journalists, and authors working
on food, and restaurant architects and designers awards that
are so prestigious they have been called the Oscars for the food
industry by Time magazine.
béchamel A cooking term that refers to a basic white sauce made
of milk, butter, and flour (roux). It is the basis for many other
sauces such as Mornay sauce.
beef cart A mobile cart used for keeping meat at serving
temperature in the dining room while a server or other
employee slices it for customer consumption.
beer system A method used in some restaurants or bars for beer
dispensing. The kegs of beers are kept in a refrigerated location
and a system of pressurized, insulated, and refrigerated lines
transports it to dispensers at the bar.
biological hazard Not just a medical term, in the food services
industry this term refers to the potential contamination of food
by pathogenic microorganisms.
blanch A cooking process usually used for fruits or vegetables.
The food product is immersed in boiling water for a brief period
of time. Sometimes this process is followed by an immersion in
ice to stop the cooking process.
blast chiller A refrigeration unit that circulates cold air. The
benefit to using it is that it can reduce the temperatures of hot
foods very quickly.
bolster A kitchen term that refers to a part of cooking knives. The
bolster is the part of the knife that joins the blade to the handle.
Its purpose is to add weight and balance, keeping the chef’s
hand steady.

108 Food Services
bottle trough A bar term that refers to the trough mounted to

the bar work board where frequently used bottles of alcohol and
mixers are kept.
boulangerie A term that originated in France, it refers to a bakery
that specializes in bread and rolls.
bouquet garni A French cooking term that refers to a bundle of
herbs tied together and put into a pot to boil for stock or soups.
They are then removed before the dish is served. There is no
one recipe for bouquet garni, it may vary according to the dish
it is seasoning. A soup garni may consist of herbs such as basil,
burnet, thyme, chervil, rosemary, peppercorns, savory, and
tarragon.
branded concept A term that refers to an operation’s marketing
campaign. This is a campaign that communicates an identifiable
and consistent brand to consumers over time.
branded product costs An accounting term for franchisees, this
refers to the costs of products it is necessary to buy to maintain
the franchise or license agreement.
breading machine A piece of kitchen equipment that coats food
items with breading mix.
brix A kitchen term that refers to the percentage of sugar in a
product that contains syrup or other sugar solution.
broadline distributor A distributor that carries a complete
and broad line of products to serve the food service industry
including dry grocery, frozen, tabletop, equipment and supplies.
Some broadliners carry perishable food items such as meat,
dairy, and produce. A typical broadline distributor can carry
8,000 to 12,000 stock-keeping units. In addition to products
broadliners also offer credit terms and other services that can
add value to the food service operator.
broker A wholesaler who brings buyers and sellers together.
brunoise A name for a knife cut that produces small, uniform
pieces, measuring 1/8 inch by 1/8 inch by 1/8 inch.
buffalo chopper A piece of kitchen equipment that is used to
fi nely chop food items. Food can be either cooked or raw.
business and industry This is a segment of the food services
industry that feeds employees in offices, factories, and plants.
According to Technomic, a large extent of this service is handled
by contract feeding companies such as ARAMARK, Service
America, and Canteen.

Talk Like a Pro 109
bussing A word used to describe the act of clearing away used

plates and silverware from a table in a restaurant dining area.
Sometimes this job also entails preparing the table for the next
customer.
buying groups Companies that consolidate purchases and
provide support for their distributor members. Most often
small, medium, and even some large broadline distributors
are members of a buying group. Technomic says most buying
groups carry their own members’ distributor-label products.
by-the-ounce This is a
strategy employed by
several restaurants in
different segments.
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strategy for steaks. The Over the years French culinary
Ove
customer chooses the cut terms have become Anglicized to the
of steak and is charged by point that many people do not realize
the ounce. they are derived from the French term,
cafeterias/buffets such as fi llet and entrée. The reason
According to the United these French cooking terms have become
engrained into our language is due pri-
States Census Bureau,
marily to Frenchman Auguste Escoffier,
this segment of the food
who published what was at the time con-
services industry consists sidered the most important cookbook,
of food service operations The Culinary Guide, in the early 1900s.
that serve patrons in a Included in this widely read book were
continuous line. The menu French cooking techniques and terms.
consists of various foods
that are prepared and
ready as customers move through the cafeteria line.
caramelization Cooking term that refers to foods with high
sugar content that are cooked at high temperatures, usually 300
degrees or higher, to release the sugars and brown.
casual dining restaurant The casual dining restaurant is
a subsegment of the full-service segment. In full-service
restaurants, patrons receive table service, versus ordering at
a counter. In casual dining restaurants, establishments have

110 Food Services
table service, full bar service, and focus on lunch and dinner
dayparts. Check averages are between $10 and $25 per person.
chain/multiunit operators Chain or multiunit companies are
those that operate more than 10 food service establishments
and maintain some degree of centralized control. Chain/multi-
unit operators manage both commercial and noncommercial
establishments.
chapati A flatbread that originated in India and which cooked on
a hot griddle.
check averages Used as a measurement and defi ning factor
most often in the food services industry, this term refers to the
average dollar amount of checks at a particular restaurant.
chemical hazard Applicable to all food services operations, this
term refers to the potential contamination of food by other
chemicals found in an operation’s facilities such as cleaners and
pesticides.
colleges and universities Colleges and universities represent
a market in the food services industry. Included in this group
are public and private two-year and four-year colleges and
junior college programs. The key food service areas are board
contracts in dormitories, cafeterias, snack shops, and special
function services.
combi-ovens These ovens offer a bit more versatility; they can
cook foods with dry/convection heat or steam heat.
comfort foods Menu items intended to remind customers of old-
fashioned, traditional, home-cooked American meals.
commercial establishments In the industry this term refers to
public establishments, which could be housed in freestanding
buildings or included in or part of another establishment, with
the objective of preparing, serving, and selling meals and snacks
for profit to the general public. This is how this part of the
industry is distinguished from noncommercial establishments.
commissary system Used primarily by food service operations
with multiple locations, a central production kitchen controls
the cooking and food supply and delivers the food to the other
locations.
contract food services Used most commonly by non-restaurant
operations, this refers to companies that offer cafeteria or food
services to their employees, but have contracted with outside
vendors to supply the food and/or service.

Talk Like a Pro 111
convenience store (petroleum-based) Convenience stores

represent a portion of the food services industry, because they
often sell and serve food and beverages. Technomic further
breaks this category into petroleum based, and traditional
convenience stores. The petroleum based segment consists of
convenience stores that are part of gas stations.
convenience store (traditional) Higher margin grocery stores
that do not have a broad inventory or product offering and are
not part of gas stations.
conventional supermarket Supermarkets are considered part
of the food services industry when they sell ready to eat foods
in delis or bakeries. Technomic, a fact-based research and food
services consulting fi rm says supermarkets offer a full line of
groceries, meat, and produce and earn at least $2 million in
annual sales. These stores typically carry at least 9,000 items.
Most of these full-service stores also offer a service deli and
bakery.
conveyor ovens Ovens used frequently for pizzas and subs, they
are set at one temperature and a conveyor belt moves the food
through the oven so it is consistently baked each time.
cook/chill method A cooking method most commonly used in
institutions such as hospitals and prisons, food is prepared by
conventional methods and then chilled or refrigerated until
time for use.
cook/freeze A cooking method used in institutions such as
prisons or other non-restaurant food service preparations, like
cook/chill or ready/prepared, food is prepared by conventional
methods and then chilled or refrigerated until time for use.
cook-hold oven An oven that cooks foods slowly. The benefit of
this is that the food retains more moisture, shrinks less, and is
more flavorful.
costing An important part of budgeting, forecasting, and
planning, this is the process used to determine an operation’s
costs and potential profits.
critical control point Part of the HACCP food safety process,
any point in a food system where loss of control could pose an
unacceptable health risk.
cross-contamination In kitchens cross-contamination can occur
when bacteria in one food is transferred to others through
cutting boards, knives, unclean countertops, or hands.

112 Food Services
C-stores Another name for cash and carry convenience stories.

custom sandwich A menu item that allows customers to custom
build their sandwiches from a published list of ingredients.
Usually the term refers to cold sandwiches only.
cycle menu A strategy of many restaurants, usually ones in the
full-service segment, in which a set of planned menus is cycled
through during regular time periods such as winter, spring, and
fall.
danger zone In the food services industry this term refers to the
United States Food and Drug Administration’s determination
that foods at temperatures between 41 and 140 degrees are at
higher risk for contamination. It was found that bacteria rapidly
multiply in foods in this range of temperatures.
dayparts In the food services industry this term refers to the
various meal times throughout the day, such as breakfast,
lunch, and dinner dayparts. Not all restaurants serve customers
during all of these dayparts. Dayparts are viewed as different
markets for restaurants.
direct subsidy Restaurant accounting term which refers to
money used to offset the difference between food service sales
and expenses.
display cooking This term refers to a restaurant design, fi rst
started in California where the kitchen and food preparation is
visible to the patrons; also known as open kitchen design.
drug stores Drug stores can be considered part of the food services
industry when they sell food products. A drug store is defined by
the United States Census Bureau as an establishment that sells
prescription drugs. It may also sell a variety of additional items
related to health care, beauty and skin care products, and other
household items. Some of these establishments may also feature a
soda fountain or lunch counter.
du jour menu Many operations offer this current day menu,
giving the operation the opportunity to provide seasonal or
more creative or profitable fare.
dunnage rack A platform used to store cases or bags of food in a
cold storage unit or storeroom. The platform may be mobile or
stationary, solid or louvered.
durable equipment Restaurant equipment that becomes
a permanent part of the facilities. This term can refer to
equipment used in service, preparation, or storage of food.

Talk Like a Pro 113
ECR Electronic cash registers that also maintain data of all

products sold.
edible portion This is a kitchen term that refers to the weight of a
menu item after it has been trimmed, prepared, and cooked.
Escoffier, Auguste The name of a French chef who lived in the
late 1800s through the early 1900s who revolutionized the
workings of kitchens and created many famous recipes such as
Peach Melba. He also wrote the book The Culinary Guide in 1903.
expendable equipment This term refers to small items used in
food services that are frequently lost or broken and will need
to be frequently replaced. Examples of these items are plates,
silverware, and kitchen utensils.
factor pricing A method for determining menu pricing. This
method takes your target food-cost percentage (how much
you want to make on this item, most establishments target
a percentage of 10 to 20 percent), and divide it into 100. For
example if you want to make a 20 percent profit, take 20 and
divide it into 100. Your factor is 5.00. Then you multiply this
factor by the actual food cost of an item. If the cost of a steak
on your menu is $3.00, multiply it by your factor $5.00 and the
menu price of that item is $15.00.
family value marketing A pricing strategy in restaurants or other
food service established aimed to appeal to parents’ budgets.
FF&E Abbreviation that stands for furniture, fi xtures, and
equipment in a food service operation.
fi ne-dining restaurant A subsegment of the full-service
segment, these establishments emphasize dinner and check
averages are typically more than $20 per person. These
restaurants are also known as white tablecloth restaurants.
fi rst-in-fi rst-out Used by a variety of food services organizations,
this is a food inventory method that is used to ensure that
products are used in the order they arrive at the location.
flow of food This term applies to all food service operations,
and refers to, from start to fi nish, how food enters a restaurant
or food service operation, and the path leading to its fi nal
destination.
food cost percentage pricing A method for determining menu
pricing. Of all the pricing methods, this one is the most widely
used. It takes the price of an item and divides it by the target
food cost percentage. For example if you have a burger on your

114 Food Services
menu that costs you $1.00 to prepare, and your target food cost
percentage (how much you want to make on this item, most
establishments target a percentage of 10 to 20 percent) is 25
percent, $1.00 divided by 25% = $4.00.
food merchandiser Used frequently by restaurants that sell items
for customers to take home like desserts or other baked goods,
or by cafeteria-style restaurant formats, this term refers to
refrigerated or heated cabinets with glass doors or ends.
Foodservice Management Firms or Contract Feeders This
term refers to companies that operate and manage food service
facilities within and/or for other establishments (usually
noncommercial establishments like prisons) for the purpose of
making a profit.
forecasting The estimate of the quantity of food needed for a day
or other specified time period.
front of the house This term is also written and spoken as “front-
of-house,” and refers primarily to all operations and employees
in a restaurant or food services establishment that take place or
work in the public eating area.
full-service restaurants Restaurants that offer a relatively
broad menu along with table, counter, and/or booth service.
Customers are waited on at their tables rather than walking to
order counters. These establishments primarily offer meals for
immediate consumption at their locations, but customers can
also order food for take-out.
garde manger This entry-level position in the kitchen is
responsible for preparing cold foods.
general merchandise stores These businesses are sometimes
included in the food services category when they sell food.
The United States Census Bureau defi nes these stores as retail
stores that sell a broad variety of products across a number
of categories, including dry goods, clothing, furniture, house
wares, hardware, and food. Variety stores, department stores,
and warehouse clubs are included in this category. According
to Technomic, general merchandise stores and drug stores are
often combined to form the general merchandise/drug segment.
grade In the food services industry meats, poultry, and eggs are
given grades to designate their quality. The higher the quality of
the product, the higher the grade will be.
gray water This is a kitchen term that refers to wash water and
other water that is disposed of through sink drains.

Talk Like a Pro 115
gremolata This kitchen term refers to a condiment that is made

with minced parsley, garlic, and lemon zest. It is usually paired
with veal but also goes well with fish and seafood.
gross margin Accounting term that indicates the amount derived
by subtracting the unit cost from the unit price, or total cost
from total price.
gross-profit pricing This method of menu pricing is appropriate
for established organizations with several months of history,
and after an item has been on the menu prior to knowing its
actual costs. This is calculated using the following information:
past revenue in dollars, past gross profit in dollars, past number
of customers, and the item’s actual food cost. The revised menu
cost is determined by dividing the gross profit by the number
of customers. The result is an average gross profit per customer.
Add the average gross profit per customer to the item’s actual
food cost and the fi nal result is its menu price.
group purchasing organizations Organizations of the food
services industry whose main function is to consolidate purchases
and provide support for their food service distributor members.
Most small, medium, and even some large broadline distributors
are members of a group purchasing organization. Additionally,
most GPOs carry their own members’ distributor-label products.
hazard analysis Used in all food service operations, this is a
system for food safety that details safe food handling procedures
and potential hazards to food safety. It identifies potential food
safety hazards so that key actions known as Critical Control
Points (CCPs) can be taken to reduce or eliminate risks of
hazards occurring. (See critical control points.)
home meal replacements Becoming a more popular strategy at
many restaurants in all segments, menu offerings designed by
restaurants that families can take home and eat together.
indirect subsidy An accounting term that includes all the costs
of operating a facility, including rent, security, property taxes,
insurance, and other overhead.
in-house management Mainly used in food service operations
other than restaurants, this term primarily refers to facilities
that own and operate their own food service departments. For
example, a hospital or large company that provides cafeteria
services to its employees.
julienne A commonly used knife cut, slices measure 1/8 inch by
1/8 inch by 2 1/2 inches.

116 Food Services
just-in-time inventory control Used in many food services

operations, this is an inventory management system that looks
at suppliers’ and customers’ demands over time and works to
reduce inventory costs.
kitchen brigade system This is a term that refers to a method of
organizing kitchen staff members created by Auguste Escoffier,
a French chef in the late-1800s and still used by most food
services establishments today. It is an organizational chart for
the kitchen, and defi nes jobs and a chain of command with the
chef at the top of the hierarchy.
K-minus Industry term used to refer to a food service facility that
does not contain a kitchen. Instead a central kitchen prepares
the food and transports it to the facility.
layout Used primarily in kitchens, this refers to a plan for
equipment placement in a given room.
limited service restaurant Establishments whose patrons
generally order or select items and pay before eating. Food and
drink may be consumed on premises, taken out, or delivered
to customers’ locations. Note: This segment consists of quick-
service, cafeterias, and buffets.
maitre d’hotel Often shortened to maitre d’, can be responsible
for a wide range of duties, from seating guests, to overseeing
servers, and handling customer complaints. Most often the
maitre d’ ensures that guests are seated as promptly and
comfortably as possible and that the turnover of seating during
operating hours is smooth.
manning chart A chart that graphically depicts the staffi ng
needs of a food service operation. The chart includes job titles,
functions, and time schedule.
marketing channel This term refers to the entire cycle of food
delivery, from the growers of food products to the fi nal customer
ordering and receiving a menu item at the restaurant.
market segmentation Used to determine an operation’s
customer base, this is the process of separating customers into
distinct groups based on factors such as geographic location or
demographics.
matzoh A type of Jewish unleavened, baked flatbread.
meal solutions Similar to home meal replacements, a term that
refers to menu items offered by restaurants that families can
take home and eat together.

Talk Like a Pro 117
menu explosion Used by management or owners to determine

kitchen equipment needs in new or remodeled kitchens, this is
a process that calculates the amounts of food prepared for each
menu item in a specific kitchen.
menu matrix A menu matrix is used to determine the amount of
products sold in a restaurant, and is typically used to determine
food costs.
menu pattern or meal plan This term can be used by all categories
of the food services industry and refers to an outline of each menu
category and the number of selections offered in each category.
mid-scale restaurant A sub-section of the full-service category,
mid-scale restaurants offer table service but limited or no
alcohol beverage service. Check averages are in the $6 to $10
per person range.
mirepoix A cooking term that refers to a mixture of chopped
carrots, celery, and onions, which are used in many soups,
stews, and sauces.
misbranded The food industry must comply with the Food
and Drug Administration regulations. The FDA dictates what
needs to be on the label of food products. An item is considered
misbranded if the information on the label is not complete or is
misleading.
modular equipment Kitchen equipment that is the same
height, color, and design. Each piece can be purchased and used
separately, or in various combinations.
molé A Mexican sauce concocted with many spices, vegetables,
and even chocolate; it may have originated in Spain in the late
17th century, or with the Aztecs.
MTO Abbreviation for restaurants that provide menu items to
their clients that are made to order.
noncommercial establishments Another term for institutional
food services, this refers to all nonpublic facilities where meals and
snacks are prepared and served to support the population of the
facility, and not as its main source of revenue or business plan.
nonselective menu This term refers to menus that offer no
choices in each category.
order wheel Metal or wood wheel with clips used by cooks and
servers to track customer food orders.
organic foods The United States Food and Drug Administration
defines organic produce as that which “is grown without using

118 Food Services
most conventional pesticides; fertilizers made with synthetic

ingredients or sewage sludge; bioengineering; or ionizing
radiation. Before a product can be labeled ‘organic,’ a government-
approved certifier inspects the farm where the food is grown to
make sure the farmer meets the U.S. Department of Agriculture’s
organic standards. Companies that handle or process organic
food before it reaches the supermarket or restaurant must be
certified too.”
other noncommercial This
Everyone classification of food service
operations is primarily used
Knows
K by Technomic. It defi nes
this category as follows: a
The Top Five
T significant number of other
IIndustry Terms establishments that offer food
Whether you work in a caf-
W service either for profit or in
eteria or a four star restaurant,
eter charitable establishments.
you will hear these five terms being This segment is composed
used. They are universal terms you of several small groups that
should know wherever you go: usually offer some kind
back of the house of food service, usually
bussing cafeteria-style. They are
front of the house typically child care centers,
penal institutions, or religious
plating
organizations like convents.
point-of-sale terminal (POS) other retail hosts Many
retail businesses sell food
and beverages as a part of their business model. This segment
includes miscellaneous retailers (liquor, bakeries, etc.) and does
not represent a large percentage of the industry.
participation ratio This number allows operators to determine
the ratio of people that are actually using the facility during
any specific day part or time period. It is calculated by taking
the total population in the facility’s area and dividing it by the
number of customers.
participation stimulators Another term for marketing or other
efforts to drive more customers in the door, such as special
events, sales, or offers.
pellet This term refers to a preheated metal disk that is used to
maintain the temperature of an individual portion of plated hot
food.

Talk Like a Pro 119
per capita spending A calculation that allows the food service

operator to determine how much money each person spends at
his or her operation in a given population and time period. It is
calculated by taking total food sales over the specific time and
dividing it by the available population.
perpetual inventory This term refers to an ongoing record of
the quantities of each food product that are available in an
operation’s storage facilities.
personal chefs Personal chefs began making an appearance
in 1991. While the term could apply to chefs that work for an
individual household full time, its more recent and prevalent
function is that of a chef that prepares full meals for several
clients and delivers them to the homes. Personal chefs also
prepare the meals in the homes of the clients.
physical inventory Food services operations often conduct a
physical count of all items available in their storage facilities to
make sure they match with facility records.
plate presentation A kitchen term that refers to how a dish is
presented to a customer. The more well-presented an item is, the
higher the customer perceives its value.
plating This is a kitchen term that refers to the process of putting
a customer’s food on the plate and includes adding sauces or
garnish. Plating is an important part of the presentation of the
meal.
poaching Kitchen term that refers to a cooking process used
to prepare delicate foods like eggs or fish. The food is lightly
simmered in a liquid, which can be milk, water, or broths.
point-of-sale terminals (POS) This is a combination of cash
registers and computers that keeps track of items sold. Today’s
POS systems can provide a great deal of helpful information and
safeguards.
poori A fried flatbread that originated in India.
portion-pak Small individual-size portions of condiments,
such as ketchup, mustard, and mayonnaise, in disposable
packaging.
potentialized food cost This calculation allows operators to
determine where their food costs are exceeding their ideal costs
for each item. Given an operation’s menu matrix, an ideal food
cost is noted for each item.
pre-portioned Food items such as meats or vegetables that are
sold fully trimmed and portioned and ready to prepare.

120 Food Services
primary market Part of the food services industry marketing

channel, this is the most basic source of food supply, the growers
or processors.
primary/secondary schools food service Primary/secondary
schools food service encompasses all public and private primary
and secondary school feeding. Total consumption is based on
school purchases and government contributions, which together
compose the total dollar value of food. The key components are:
lunch participation, breakfast participation, milk programs,
commodity contributions, and à la carte feedings.
prime cost pricing A common method for determining menu
pricing, this technique takes labor costs into account. To use
this method you need: total labor cost as a percentage, the
labor cost for the specific menu item, actual item food cost, and
target food cost as a percentage. To use this method, fi rst add
the cost of labor to prepare it to its food cost. Then determine
what percentage the item’s labor cost is of your total labor cost,
and you have the item’s labor percentage. Add this percentage
to your target food cost percentage (the percent of profit you
wish to make from the item). This sum is your prime food cost
percentage. Divide the total item cost by the prime food cost
percentage, and the result is the menu price.
prix fi xe menu Menu that offers the complete meal, with
everything included in one price.
production schedule This planning vehicle used by most
operations is a thorough list of the menu items that will be
prepared for the day, as well as a list of any advance preparation
needed.
productivity rate A measurement of the productivity of a specific
employee or work group. There are various ways to measure
productivity, such as sales dollars achieved per labor hour or
meals served per hour.
pulper A piece of kitchen equipment that grinds garbage and
waste, it is usually floor-mounted.
punch list Detailed checklist of all the equipment that will go
into a facility, which is then tested to ensure equipment meets
specifications before the facility actually opens.
quick casual This segment of the restaurant industry is a sub-
segment of the limited-service restaurant segment. Restaurants
are typically attractive and comfortable, and they serve freshly
prepared (or foods perceived to be freshly prepared), wholesome

Talk Like a Pro 121
quality, authentic foods in a reasonably fast service format.

Check averages are usually in the $6–9 per person range.
ready-prepared A cooking method most often used in
institutions such as prisons, in which food is prepared by
conventional methods and then chilled or refrigerated until
time for consumption.
rechaud A term that refers to a small table with a small heater
on it. In restaurants it is placed by customers’ tables to keep hot
foods hot while customers are eating other items.
recommended daily allowance (RDA) Determined by the
Food and Nutrition Board of the National Academy of Sciences
in Washington, D.C., this term refers to the nutrient levels
Problem
Solving
S
Handling Customer Complaints
H
While most businesses depend on relationships, in the
W
fo services industry maintaining good relationships with
food
customers is absolutely essential in order to achieve success.
cust
Here are some tips for dealing with customer complaints:
1. Listen to the customer. A server or other employee may give you
his version of the story. You should keep an open mind. Do not
begin thinking of solutions or responses until you fully under-
stand the situation.
2. Once you know what happened, apologize. If it was not the fault
of the restaurant, apologize anyway. Say, “I’m sorry your experi-
ence here didn’t meet your expectations.”
3. Sound professional. There is a fine line between a professional
manner, and sounding condescending. Do not cross that line.
Remain courteous even when the customer is not.
4. Lastly, it is perfectly okay to use industry-specific terms (jargon)
during the conversation, if they are appropriate. If you use a
term that the customer may not understand, explain it to her.
But do not throw in jargon for the sake of appearances. Custom-
ers will know what you are doing, and you will be crossing that
fine line again.

122 Food Services
needed per age group and gender for a healthy, balanced diet.
The RDAs determine healthy levels of vitamins and food groups.
remouillage A French cooking term that means “rewetting.”
Chefs use bones to make stock, and remouillage occurs when
the same bones are used again to make another pot of stock.
rethermalization This cooking method refers to the process of
bringing foods that have been cooked and chilled or frozen for
later use back to eating temperatures.
revolving tray oven An oven that can use gas, electric, or oil
heat, it contains a Ferris Wheel-like device that rotates trays of
food. Trays are loaded or unloaded through one door.
roux A French cooking term that refers to the combination of fat,
usually butter, and flour used to thicken sauces and soups.
running rate An accounting term for food costs, this term refers
to the average, current cost of a particular item over a specific
time period.
sachet A cooking term referring to a small, tied bag made out
of cheesecloth and fi lled with herbs and spices. The sachet is
dropped into pots of soups or stews for added flavor.
salad engineer A member of the wait staff who has mastered the
art of carrying two fi xed price self-service salads on one plate
without spilling.
salamander A shelf or cabinet mounted over the back part of a
range or steam table, it uses this heat to keep foods warm.
satelliting This term refers to when establishments sell or deliver
food to other locations or facilities.
schedule of releases Used for staffi ng purposes, this schedule
breaks down each day part into segments, and details the
number of staff members at each segment, and when each
segment is released from work.
scramble system Used primarily for cafeteria-style business
models, this system separates different various points of service,
such as beverage service and desserts to improve customer flow
and merchandising opportunities.
secondary market This term refers to the second step in the
marketing channel where food products from the primary
markets are distributed to their buyers.
selective menu Most commonly used in restaurant operations,
these menus offer more than one choice of food items in all of
its categories.

Talk Like a Pro 123
self-operated food service An operation that is maintained and

managed in-house.
semi-à la carte menus Menus that offer meals that include one
or more sides, like a vegetable and salad, but other items like
soups, desserts, and appetizers are sold and priced separately.
semiselective menu Used most often in restaurants, menus that
offer more than one choice of food item in at least one of its
categories.
servery The area in cafeteria where food is served to customers.
signature items Many restaurants or chefs build their concepts
around a signature item, which is a menu item that is prepared
in a way that makes it unique, and which the operation can
then charge more for.
single service In food services single service refers to disposable
paper products used for serving food. It includes paper plates,
napkins, cups, plastic silverware, etc.
single-use menu This term refers to a menu designed for a special
occasion or holiday such as Thanksgiving, most commonly
occurring in restaurants, but also other segments of the industry.
small plate offerings Similar to tapas, small plate offerings are
a restaurant term that refers to an alternative to ordering a full
meal. Instead customers can choose a small plate of snacks that
provide tastes of many menu items. The advantages are customers
get to sample many menu items, and prices for the small plate
offerings are typically lower than ordering a full meal.
sommelier The sommelier, or wine steward, is in charge of wines
at a restaurant. The wine steward must be knowledgeable of all
the many kinds of wines, vintages, and wineries and be able to
discuss them with customers.
sous chef Part of the kitchen staff, the sous chef is considered
second in command of the kitchen. In smaller operations, he or
she may do many things. In larger establishments, he or she will
direct other specialists in the kitchen.
sous vide Kitchen term referring to a production method in
which food is fully cooked and then vacuum-packed.
specialty distributor In the food services industry specialty
distributors distribute foods in a specific product category (e.g.,
meat, dairy, produce, equipment, beverages, ethnic foods,
etc.) to restaurants or a specific segment (airlines, vending,
etc.). Like broadline distributors they provide delivery, credit,

124 Food Services
sales representation and other value-added services. The main

difference between specialty distributors and broadliners is that
specialty distributors do not carry a full line of food service
products. Instead they typically carry a broader and deeper line
of products within their specialization categories.
spoken menu Used most often in fine-dining establishments, this
is a method for communicating the menu to customers. In this
method the menu is read to the customers and offers a means of
servers employing suggestive selling.
spoodle This is a kitchen term that refers to a utensil used for
serving food. It is a combination of a spoon and a ladle. They are
often used to guarantee portion sizes.
standardized recipe As the name suggests, it is an
establishment’s own recipe for a particular menu item.
Using standardized recipes for menu items ensures quality,
consistency, cost control, makes pricing easier, helps create
inventory and purchasing lists, and helps in training new
employees on the item.
standards of fi ll The FDA’s standards that detail the minimum
amounts that need to be contained in each product container.
These guidelines are used most often by food manufacturers and
processors.
standards of identity This term refers to the FDA’s guidelines
for what an item needs to contain to be able to label it a certain
product. For example if a product is labeled low fat, the FDA’s
guidelines dictate the percentage of fat it can contain to carry
that label.
standards of quality The FDA’s guidelines defi ning quality
and describing the number and kinds of defects allowable in
products, primarily canned fruits and vegetables.
static menu Used in many restaurants, a menu that remains the
same every day.
straight line system Older, more traditional cafeteria model
where customers obtain all food and beverage items in one long
straight line. This is not always the most efficient system and
can create long lines.
suggestive selling Used most often in full-service food services
operations, suggestive selling occurs when the server in a
restaurant suggests particular menu items, extras, or describes
daily specials.

Talk Like a Pro 125
supermarket food service A growing number of supermarkets

compete with restaurants and other segments of the food
services industry by providing ready-to-eat foods, typically in
deli departments. All prepared ready-to-eat or ready-to-drink
products from a supermarket’s deli except for bulk or unfinished
items like meats, cheeses, and assembled but uncooked pizzas
are considered supermarket food service. Specific deli products
classified as food service include beverages, desserts, fresh salads,
fried or barbecued chicken, barbecued ribs, hot prepared entrees,
sandwiches, yogurt, tacos, soup, salads and other self-service
bars. Additionally, restaurants, food bars, and kiosks operating
within the store are classified as supermarket food service.
sweat This cooking term refers to a method in which vegetables
are cooked in a small amount of oil and butter. Sweating is
known to bring out the flavors of the vegetables, while sautéing
seals them within.
systems distributor A food service systems distributor
exclusively serves chain restaurants and other multi-tenant
operators. They only carry the items used by their chain
customers, typically only 500 to 1,000 stock-keeping units.
Usually systems distributors do not provide sales representation
for the products they carry.
table d’hôte menu This term refers to a menu that lists and
prices complete meals.
tapas Although tapas have been around in Spain for many years,
they are a relatively new trend in the United States. Tapas refer
to an order of small bites of food that are typically served with
alcoholic beverages. They can be anything from cheeses, olives,
and cured meats, to tuna. They differ from appetizers in one
important aspect: they are not meant to be a prelude to an
entrée, but to be eaten with the drink until the person is full.
tempered Frozen foods that are thawed by placing them in the
refrigerator. This can also refer to a technique of slowly adding
hot liquids to cold ingredients and is done so the cold items will
not curdle.
toque blanche The French term used universally for the chef’s hat.
transportation food service Transportation food service is a
segment of the food services industry that primarily refers to
airlines and other transportation companies that serve food as
part of their services.

126 Food Services
upscaled menus Usually used in fi ne-dining restaurants, menu

items are designed to appeal to gourmets, usually with more
expensive ingredients.
vended food service A food service facility where all food is
dispensed through automatic merchandising equipment.
vending The vending market is defi ned as all food and beverage
products sold through automatic vending machines, regardless
of their location. Not included are other vended products such as
cigarettes, cigars, bulk vending, and other nonfood items.
verbal menus Another term for spoken menus, used by some
fi ne-dining establishments. Verbal menus are where servers
verbally present the day’s options to guests. This gives the
servers opportunities for suggestive selling.
whole foods Often confused with organic foods, whole foods are
not necessarily organic, and vice versa. The term refers to foods
that are unprocessed and unrefi ned, or minimally processed or
refi ned.
yield test Yield tests are most often conducted by restaurants and
food processors, and determine how much of a food product is
edible after it is prepared and how much is discarded.

Chapter 6
Resources
Thanks to the World Wide Web, there has been a veritable explosion
of resources available to newbies of any field, including food ser-
vices. From trade associations, Web sites, and publications, to schools
and universities, there is a wealth of resources today that can keep
you competitive and help you succeed in this exciting, extremely
fast-paced industry. These sources provide information such as job
postings, human resources forms, laws and regulations of the indus-
try, and food safety issues. The difficulty lies in choosing the right
sources for you. Once you have determined a career path and area
of specialization, resources supporting this choice are plentiful. Here
are the most well-known resources available to those in the food
services industry today.
Associations and Organizations

While association fees can be expensive, the benefits of joining at least
one can far exceed the costs involved. The size of the organization’s
membership often determines the extent and quality of its benefits, but
most associations offer continuing education, seminars, networking,
and an annual conference. They also usually keep up with the latest
news and trends and seek to keep their members informed as well.
There are trade associations for every facet of the food services
industry. Here are the most prominent associations for each industry
segment.
127

128 Food Services
Food Service Providers

Commercial Food Equipment Service Association Members of
this association are food equipment parts, suppliers, and service
technicians. An online inventory system, certification of skills,
training classes, and conferences are also part of membership
benefits. Certified members are more likely to get jobs or custom-
ers. 2216 West Meadowview Road, Suite 100, Greensboro, North
Carolina, 27407, (336) 346-4700 (http://www.cfesa.com)
Food Marketing Institute Food retailers and wholesalers can
join this association that develops and promotes policies and pro-
grams for its members. Food service operators will fi nd exclusive
food safety research and information, a 24/7 Crisis Hotline, and
access to the industry’s most comprehensive consumer and oper-
ations research services, the world’s largest collection of industry
resources, and a variety of print and electronic resources, good
reasons to join this association. The organization also conducts
and publishes research and information for the public. 2345 Crys-
tal Drive, Suite 800, Arlington, Virginia, 22202, (202) 452-8444,
(http://www.fmi.org)
Food Processing Suppliers Association This global association
serves suppliers to the food, beverage, and pharmaceutical indus-
tries through market research, education, events, and industry
advocates and councils. Members gain access to the largest face-
to-face marketing event in the food, beverage and pharmaceutical
industry in the United States, the latest market intelligence to help
them more effectively make decisions for their business, and lever-
ages the purchasing power of more than 500 member companies
to obtain the best rates possible for goods and services. 1451 Dol-
ley Madison Boulevard, Suite 101, McLean, Virginia, 22101-3850,
(703) 761-2600, (http://www.iafis.org)
International Foodservice Distributors Association This asso-
ciation represents food service distributors throughout the United
States, Canada, and internationally and has more than 170 mem-
bers that provide food, equipment, and other products to restau-
rants and other food service providers. 1410 Spring Hill Road,
Suite #210, McLean, Virginia, 22102, (703) 532-9400, (http://
www.ifdaonline.org)
North American Association of Food Equipment Manufactur-
ers More than 625 food equipment manufacturers hold member-
ship in this association. It provides these members opportunities
to showcase their latest innovations, as well as certifications,

Resources 129
publications, and educational seminars. It also provides members

the research, educational opportunities, and business forums they
need to make them more competitive. 161 North Clark Street,
Suite 2020, Chicago, Illinois, 60601, (312) 821-0201, (http://www
.nafem.org).
Hospitality and Restaurants

American Beverage Institute ABI represents restaurants that
serve adult alcoholic beverages. ABI sponsors research and edu-
cational materials involving alcohol and its effects on consumers.
It also seeks to provide information on responsible adult bever-
age consumption to the public and policymakers. 1090 Vermont
Avenue NW, Suite 800, Washington, D.C., 20005, (202) 463-7110,
(http://www.bacdebate.com)
American Hotel & Lodging Association Educational resources,
networking among 11,000 industry executives, and exclusive bot-
tom line savings are some of the benefits reported by this trade
association. Members also receive national advocacy on Capitol
Hill, public relations and image management. The organization
also offers educational materials and research. 1201 New York
Avenue NW, #600, Washington, D.C., 20005-3931, (202) 289-
3100, (http://www.ahla.com)
American Institute of Baking Several segments of the food pro-
cessing, distribution, food services, and retail industries are served
internationally by this association, through education, research,
food safety education, and audit services. 1213 Bakers Way, PO
Box 3999, Manhattan, Kansas, 66505-3999, (785) 537-4750,
(http://www.aibonline.org)
American Institute of Wine & Food This association promotes
the enjoyment of food and wine by bringing together profession-
als in the culinary industry with non-professionals. The primary
benefit of joining is networking opportunities both locally and
nationally, with well-known chefs, authors, restaurateurs, wine
and food producers and purveyors, as well as other professionals
and enthusiasts. Founding members include Julia Child and Rob-
ert Mondavi. AIWF also provides scholarships and educational
programs. 26364 Carmel Rancho Lane, Suite 201, Carmel, Cali-
fornia, 93923, (800) 274-2493, (http://www.aiwf.org)
Foodservice Consultants Society International, the Americas
Consultants in the food service industry can become certified,
take continuing education courses, keep up to date on the latest

130 Food Services
industry trends, and network with other professionals. Other

members can advance their careers through professional recog-
nition and numerous networking opportunities with colleagues.
15000 Commerce Parkway, Suite C, Mt. Laurel, New Jersey,
08054, (503) 223-9504, (http://www.fcsi.org)
Foodservice Educators Network International Culinary teach-
ers get the opportunity to network, share ideas, and better prepare
for their students through this organization. The FENI provides a
forum for educators to present papers and discuss the latest con-
cepts. 20 W Kinzie Street, Suite 1200, Chicago, Illinois, 60654,
(312) 849-2220, (http://fenisummit.com)
Green Restaurant Association Teaching and encouraging restau-
rants to be environmentally sustainable is what this association
is all about. Restaurants can earn certifications and fi nd green
suppliers and products. 89 South Street, Suite 401, Boston, Mas-
sachusetts 02111, (617) 737-3344, (http://www.dinegreen.com)
International Association of Culinary Professionals Devoted to
providing continuing education and development for its more than
3,000 members worldwide, IACP serves as a resource and support
system for professionals in the food and beverage industry. Join-
ing this association gives members a listing on its directory, the
opportunity to purchase its mailing list, and member-to-member
discounts. 1100 Johnson Ferry Road, Suite 300, Atlanta, Georgia,
30342, (404) 252-3663, (http://www.iacp.com)
International Food Service Executives Association Network-
ing, mentoring, and community service are the primary focal
points of this organization for food service industry leaders. Edu-
cation, development, and certifications are also offered to mem-
bers worldwide. 500 Ryland Street, Suite 200, Reno, Nevada,
89502, (775) 825-2665, (http://www.ifsea.com)
International Franchise Association The IFA protects, enhances,
and promotes franchises of every business category internation-
ally. Members include hardware stores, appliance repair, and home
décor businesses as well as restaurants. 1501 K Street NW, Suite
350, Washington, D.C., 20005, (202) 628-8000, (http://franchise
.org)
International Hotel & Restaurant Association This association
promotes and protects the interests of hotels and restaurants world-
wide through events and news reports. Members receive benefits
that include access to industry best practices, networking with other

Resources 131
Keeping
in Touch
File Edit
Networking
N
Send
There are many benefits derived from networking. Let’s

T
fa it though, not everyone is into doing the network-
face
ing thing. Practicing and delivering a canned introduction,
working the crowd, etc., can feel forced, phony, and like a lot of work.
That is why experts today say lose the old mind-set of looking for
people who can help your business, and instead identify people you
feel you can really connect with on a personal level. Also remember
to give as much as you receive. When you genuinely want to help
others, they are more likely to return the favor. When you relax and
enjoy the experience instead of forcing it, here’s what you can gain:
• At the least new friendships with those you may not have
met elsewhere
• Relationships with others interested in your industry that can
give you a new perspective
• Connections with other companies in your industry
• First knowledge of jobs and promotions at other companies
• Pass-it-forward opportunities—if they cannot help you, they
may know someone who can
executives, and other benefits. 87, rue Montbrillant, 1202 Geneva,

Switzerland, +41 22 734 80 41, (http://www.ih-ra.com)
National Ice Cream Retailers Association Ice cream and frozen
dessert retailers can network at the association’s annual confer-
ence, share promotional and marketing ideas, take part in con-
tinuing education, and receive the latest news and other benefits
of this organization. 1028 West Devon Avenue, Elk Grove Village,
Illinois, 60007, (847) 301-7500, (http://www.nicra.org)
National Restaurant Association This association is the nation’s
largest for the restaurant industry, and has more than 380,000
member restaurants. Legislative representation, access to impor-
tant research that impacts your operations and bottom line, top
rated professional training and education, and tools and resources

132 Food Services
are included in member benefits. 1200 17th Street NW, Washing-

ton, D.C., 20036, (202) 331-5900, (http://www.restaurant.org)
U.S. Personal Chef Association This relatively new segment in
the food services industry (it started in 1989) is supported by this
association offering training, certification, insurance, menu plan-
ning software, and equipment. 610 Quantum, Rio Rancho, New
Mexico, 87124, (800) 995-2138, (http://www.uspca.com)
Women Chefs & Restaurateurs Started by some of the top women
chefs in the industry, this association seeks to promote and
enhance the role of women in the restaurant industry. Members
gain access to job banks, research, discounts, and more. P.O. Box
1875, Madison, Alabama, 35758, (877) 927-7787, (http://www
.womenchefs.org)
Institutional or Noncommercial Food Service

The National Association of College & University Food Ser-
vices The NACUFS provides its more than 600 members educa-
tional opportunities, technical assistance, scholarships, industry
information, a jobs bank, and research. 525 Jolly Road, Suite 280,
Okemos, Michigan, 48864-3680, (517) 332-2494, (http://www
.nacufs.org)
The School Nutrition Association Formerly the American School
Food Service Association, the SNA’s more than 55,000 members
receive benefits that include education and training, certification,
and legislative representation. The association represents the nutri-
tional needs of all children. Members can enhance and further
their careers through SNA Certification and Credentialing, and
increase their wealth of knowledge with professional development
materials and up-to-date industry news. 700 South Washington
Street, Suite 300, Alexandria, Virginia, 22314, (703) 739-3900,
(http://schoolnutrition.org)
The Society for Foodservice Management The goal of this asso-
ciation for on-site cafeterias in corporations, hospitals, and other
locations is to enable its members to achieve their career and busi-
ness objectives through networking, research, publications, and
other member benefits. A membership directory, regional events,
and advertising and sponsorship opportunities are also available.
15000 Commerce Parkway, Suite C, Mount Laurel, New Jersey,
08054, (856) 380-6829, (http://www.sfm-online.org)

Resources 133
Books and Periodicals

Books
Bond’s Top 50 Food-Service Franchises. By Robert E. Bond (Source
Book Publications 2009). Primarily targeted at investors, this
book offers an in-depth analysis of 50 top restaurant franchises,
ranked according to fi nancial growth and stability, historical per-
formance, and owner and customer satisfaction.
Careers in the Food Services Industry (Success Without College). By
Robert K. Otterbourg (Barron’s Educational Series, Inc., 1999).
Featuring more than 25 profi les of people who have successfully
entered the food service industry, this practical guide outlines the
most efficient pathways to culinary careers. It contains a wealth
of information on topics such as pay scales, the processes of job
recruitment, and how to complete a successful apprenticeship.
Food Jobs: 150 Great Jobs for Culinary Students, Career Changers
and Food Lovers. By Irena Chalmers (Beaufort Books, 2008).
Covering everything from the obvious (chef) to the more obscure
(wild game hunter), this book provides a thorough introduc-
tion to a wide variety of culinary careers. Those who may feel
a calling to the field, but are unsure of where to begin or how
to channel their energies, are advised to seek out this book. It
also features detailed interviews with experienced profession-
als, such as food historian Betty Fussell and Stonewall Kitchens
founder Jonathan King.
Opportunities in Culinary Careers. By Mary Donovan (McGraw-Hill,
2008). Another fi ne introduction to the opportunities of the culi-
nary world, this volume covers a range of careers, with a specific
focus on self-employment in jobs such as private caterer or lunch
stand owner. Potential work settings are described in detail, such
as restaurants, food testing labs, and nursing homes. The volume
also includes a thorough resource section for information on pro-
fessional apprenticeships and educational programs.
Opportunities in Food Service Careers. By Caprione Chmelynski (VGM
Career Horizons, 1999). This introduction to the various jobs in the
food service industry serves as an excellent primer for those just
beginning to investigate the field. The author discusses each career
in detail, from educational requirements to salary information to
descriptions of the day-to-day tasks involved in the job.

134 Food Services
Periodicals
Busy professionals in this fast-paced industry may have difficulty
fi nding time to read, but if you want to maintain a competitive edge,
you will have to do so. Innovations in menus and menu items, ser-
vice, equipment, technology, and business practices occur almost
daily. Taking advantage of these innovations can make one opera-
tor or manager more successful than others in the same market. In
addition to the latest changes, these publications also offer news, job
Problem
Solving
S
K
Keeping Up with Industry News and
T
Trends
A career in the food services industry often means work-
ing long hours with little sleep or time for reading. But
staying informed of the latest trends and news is critical for build-
ing success. Here are some time-saving ways to stay on top of the
informational curve.
• E-newsletters: E-newsletters like the National Restaurant Associa-
tion’s Smart Brief are free and open to anyone—you do not have
to be a member. Other food services Web sites like Foodservice-
central.com also offer free e-newsletters with a free member-
ship. Each day as you check your e-mail you can also take a few
minutes to scan the latest news.
• Podcasts: The Podcast Grill interviews executives and movers
and shakers in the restaurant industry. You can also download
the podcasts at iTunes and PodcastAlley.com. Once you down-
load them, listen to them on the train, bus, as you walk to work,
or during a break. Nation’s Restaurant News and Restaurants and
Institutions are among other publications and Web sites that also
offer podcasts. (http://podcastgrill.wordpress.com)
• RSS feeds: Restaurant News Resource offers the latest industry
news, trends, and job openings in a variety of formats. You can
subscribe to its RSS feed using Live Bookmarks, download to
your PDA, or request the news in a daily e-mail. Read at your
convenience. (http://www.restaurantnewsresource.com)

Resources 135
listings, articles on food safety and government policy issues, and

other useful information.
Most publications offered by trade associations are part of the
member benefit package. Other industry magazines offer free sub-
scriptions to those who qualify. As long as you are a member of the
publication’s target market, you should get your subscription at no
charge. Here are the leading publications in each industry segment.
Food Service Providers

Foodservice Equipment & Supplies. Distributed monthly for dealers
and distributors of food service equipment and supplies and for
those who design food service facilities, this magazine reports on
industry trends, forecasts, and people and events. (http://www
.fesmag.com)
Foodservice Equipment Reports. Supplies objective reviews and
evaluations of equipment and supplies. It also publishes in-depth
coverage of distribution and specification channels and a yearly
buyer’s guide. It is published monthly. (http://www.fermag.com)
Hospitality Design. This magazine publishes ten times a year and
includes information about renovation, design, and construction
of restaurants, hotels, resorts, cruise ships, and other hospitality-
oriented locations. (http://www.hdmag.com)
Hospitality Technology. This magazine can provide reviews, reports,
and information on the latest technology in the field and what
it can do for restaurants’ bottom line. It prints 10 issues a year.
(http://www.htmagazine.com)
NAFEM in Print. This is a quarterly publication of the North Ameri-
can Association of Food Equipment Manufacturers. Its goal is to
provide comprehensive coverage of the industry. Its sister publica-
tion, NAFEM for Operators, publishes articles on the latest equip-
ment trends and news for operators in the food services industry.
Hospitality and Restaurants

Chain Leader. Turn here for information about managing restaurant
chains at the corporate headquarters level. The monthly maga-
zine discusses topics like fi nances, human resources, leadership,
and brand management. (http://www.chainleader.com)
Chef. This magazine is written for culinary professionals, with ideas
for new menu items, keeping kitchen costs down, and using sea-
sonal ingredients. Chef publishes eleven issues per year. Its sister
publication, Chef Educator Today, serves the teaching culinary

136 Food Services
professional and is the official publication of the Foodservice

Educators Network International. (http://www.chefmagazine
.com); (http://www.chefedtoday.com)
The Consultant. This is published by the Foodservice Consultants
Society International for its members. Articles are written by
members and key industry professionals. The Society also pub-
lishes presentations and conference material in this quarterly
magazine. (http://www.fcsi.org/the_consultant.htm)
Cornell Hospitality Quarterly. This is an academic journal of Cornell
University publishing research in the field of hospitality manage-
ment. It also publishes case studies and industry perspectives. (http://
www.hotelschool.cornell.edu/research/chr/pubs/quarterly/)
Fast Casual. This magazine serves the fast casual restaurant segment
by reporting on specific departments each issue. These depart-
ments include new concepts, fastest brands, menu concepts, res-
taurant design, metrics, statistics, and marketing ideas. (http://
www.fastcasual.com)
Food and Drink. This magazine’s readers are CEOs, executives, and
leaders of restaurant, food processing, manufacturing, service, and
distribution companies. Articles present ideas of best practices in
many facets of operations, including supply chain management,
productivity, and food safety. (http://www.fooddrink-magazine
.com)
Hotel F&B. Targets hotel, resort, and casino food services operators,
one of the largest sectors of the industry. This bimonthly publi-
cation “covers profitable and effective strategies in the develop-
ment, operation, and marketing of hotel food service,” according
to the publication’s Web site. (http://www.hotelfandb.com)
My Foodservice News. This is a bimonthly national publication for
independent restaurateurs and chefs. The goal of the publica-
tion is to serve as its subscribers’ primary source for news and
information about the food services industry. Subscribers can
also receive an electronic version of the publication and a weekly
e-newsletter. (http://www.mymfn.com)
Nation’s Restaurant News. This is a weekly publication that brings
in-depth coverage of all aspects of the industry to its readers. It
looks at independent restaurants, chains, suppliers, operations,
employment, and research. Subscribers can also sign up to receive
e-newsletters and daily news faxes. (http://www.nrn.com)
Pizza Magazine. This is published by Pizza Marketing Quarterly. The
goal of both media is to provide marketing and promotion tips

Resources 137
for this large sector of the industry, with more than 75,000 res-
taurants in the United States in 2008. Pizza Magazine is published
monthly. (http://www.pmq.com)
Pizza Today. Presents money-making tips, ideas, marketing, res-
taurant management, a vendor directory, and more. This is a
monthly publication of the National Association of Pizzeria Oper-
ators. (http://www.pizzatoday.com).
QSR Magazine. Serves up the news for the quick service restaurant
segment. Departments include menu, operations, technology,
and equipment. The magazine prints thirteen issues per year.
(http://www.qsrmagazine.com)
Restaurant Business. Strives to meet the business needs of restau-
rant owners, whether they are independents or franchisees. The
monthly magazine focuses on information that improves the
bottom line from growth strategies to innovations. (http://www
.restaurantbiz.com)
Restaurant Hospitality. Targets full-service restaurant operators and
employees (versus fast-food chains and restaurants) as its readers.
Professionals at hotels, motels, fast casual restaurants, and clubs will
find information on all aspects of operating a successful business,
including labor issues, menu innovations, new technologies, and
emerging new concepts. (http://www.restauranthospitality.com).
Restaurants & Institutions. Readers fi nd business-critical information
in this publication. This monthly magazine provides information
on the broadest range of food services segments: noncommercial
organizations, hospitals, convenience stores, supermarkets, and
hotels, as well as independent restaurants and chains. (http://
www.rimag.com)
Restaurant Startup & Growth. Readers are entrepreneurs in the
industry. This monthly publication features start-up profi les, case
studies, start-up resources, menu ideas, chef training, and more.
(http://www.rsgmag.com)
Slammed. Shares in-depth restaurant industry expertise through
expert-led roundtables, guest columnists, and business profi les. It
offers more than a discussion of problems—it proposes solutions
for front-of-house as well as back-of-house issues. It also features
content for suppliers. (http://www.slammedmagazine.com)
Institutional or Noncommercial Food Services

Campus Dining Today. Published by the National Association of Col-
lege & University Food Services this news magazine for those in

138 Food Services
college and university food services is published twice a year and

serves the association’s members. (http://www.nacufs.org/i4a/
pages/index.cfm?pageid=3412)
Food Management. Offers operators or employees of noncommercial
food services organizations helpful information. Each monthly
issue contains ideas and how-to information about food and
management. (http://food-management.com)
Foodservice Director. This monthly publication serves the noncommer-
cial food service sector by reporting the latest industry news and
business resources and information. (http://www.fsdmag.com)
Journal of Child Nutrition & Management. This is published by the
School Nutrition Association and provides its members with the
latest research and discussions on child nutrition. It is published
bi-yearly. (http://docs.schoolnutrition.org/newsroom/jcnm)
School Nutrition Magazine. This is published monthly by the School
Nutrition Association for its members. Professionals in school
food services programs can turn to this magazine for discussions
of many aspects of efficiently running their operations. (http://
schoolnutrition.org/newsroom/jcnm)
Web Sites
The number one advantage to Web site viewing over accessing other
forms of resources is interactivity. You are not going to get a big
response from the magazine you are holding when you ask it a
question. However, most of the Web sites below provide discussion
forums, bulletin boards, and other means of getting almost immedi-
ate answers to your questions. Memberships to most of the sites are
free and you will gain several additional benefits from joining. All of
these Web sites give you access to up-to-date industry news as well
as valuable tools and other information. Here are some of the lead-
ing food services industry Web sites.
DineGreen.com. As the official Web site of the Green Restaurant

Association, DineGreen.com examines the most prevalent envi-
ronmental problems restaurants encounter, and proposes solu-
tions. (http://www.dinegreen.com)
Foodservice.com. This is among the original online communities
for the food services industry. Daily features include job postings,
a virtual food show, daily industry news and editorials, culinary
schools and discussion forums. (http://www.foodservice.com)

Resources 139
Foodservice Central. Look here for food service community industry

news, opportunities to buy and sell products online, a job market-
place, event equipment rentals, and market research. Membership
includes a free e-newsletter. (http://www.foodservicecentral.com)
MonkeyDish.com. This site is owned and produced by the same
company as Restaurant Business magazine. It is a customizable
site loaded with useful information and tools, such as human
resources forms, downloadable worksheets, templates, and video
tutorials. The site also reports on the latest menu trends and posts
hundreds of recipes. (http://www.monkeydish.com)
Ontherail.com. Started by a former chef and a former waiter,
Ontherail.com features active news groups, bulletin boards, press
information, job postings, Web site posting and free e-mail services
are all part of this industry Web site. (http://www.ontherail.com)
Profitablehospitality.com. Discover free downloads of reports and
articles for money-saving and profit-generating ideas for those in
the hospitality business. A Members Only area provides more in-
depth information. Membership rates include an up front pay-
ment plus monthly fee. (http://profitablehospitality.com)
Restaurant Doctor. From industry consultant Bill Marvin, this site
offers free information, a library of resources, and schedule of indus-
try events and programs. (http://www.restaurantdoctor.com)
RestaurantOwner.com. This is an online community of thou-
sands of independent restaurant owners. The site contains how-
to articles, training manuals, forms, business form templates,
and other tools designed to aid the budding restaurateur. (http://
www.restaurantowner.com)
RestaurantMarketingGroup.org. This Web site posts restaurant
marketing ideas and solutions. It provides tools and support ser-
vices, and membership to the organization is free. Once a mem-
ber the site e-mails you marketing tips and advice. (http://www
.restaurantmarketinggroup.org)
Restaurant News Resource. Find news releases, articles, inter-
views, stock quotes, appointments, and the latest trends related
to the restaurant and hospitality industry on this site. (http://
www.restaurantnewsresource.com)
RestaurantReport.com. knows that every restaurant’s goal is to
provide a quality dining experience. So the site posts information
to aid restaurant owners, operators, managers, and staff members
to do that. The site’s information covers marketing, management,
accounting, service, operations, public relations, and design.

140 Food Services
Its sister site is Runningrestaurants.com, and it offers exclusive

information, forms, and audio fi les to its members. (http://www
.restaurantreport.com)
Training and Educational Resources

Getting ahead is about more than just who you know. It is also about
keeping up with the latest knowledge, skills, and certifications in
the industry. Continuing education is important in every field, but
especially so in the ever-changing food services industry. Below is
a list with descriptions of some of the top programs in the country
for keeping you on the cutting edge. All information has been taken
from the school, college, or university Web sites unless otherwise
noted. Le Cordon Bleu Cooking schools are mentioned throughout
this chapter. They are Parisian-style cooking schools that provide
varying degree programs. They now offer international-based cook-
ing techniques rather than just French techniques. Le Cordon Bleu
is widely accepted in the nation and overseas as a leading culinary
arts school.
Also keep in mind that the trade associations mentioned in this
chapter also offer continuing education courses, seminars, and cer-
tification training. You will fi nd that information in our listing of
industry trade associations. Another source of educational informa-
tion is The International Council on Hotel, Restaurant and Insti-
tutional Education, which publishes its Guide to College Programs in
Hospitality, Tourism and Culinary Arts. The guide profi les hundreds of
college programs across the country.
Here is a listing of some of the leading culinary and hospitality
management programs in the nation.
Ashworth College Ashworth’s online education plan offers a pro-

gram in hospitality management through its school of business.
The program includes lessons in all aspects of efficiently running
a hotel or restaurant, including time management. It primarily
focuses on day-to-day, practical job skills including managing the
front and back office, coordinating guest and banquet services,
banquet reservations and seating, housekeeping, marketing work
flow, staffi ng, tourist services, scheduling, customer service and
more. 430 Technology Parkway, Norcross, Georgia, 30092, (800)
957-5412, (http://www.ashworthcollege.edu).

Resources 141
California Culinary Academy If you are located in San Francisco

and are interested in learning culinary arts, the academy teaches
students the Le Cordon Bleu program. Students earn associate’s
degrees in the culinary arts and baking, and certificates in the
culinary arts. 350 Rhode Island Street, San Francisco, California,
94103, (888) 897-3222, (http://www.baychef.com)
Cooking and Hospitality Institute of Chicago A Le Cordon Bleu
school, the institute offers associate’s degrees in the culinary arts
and baking, and certificates in the culinary arts. It was founded in
1983 and invited to be a Cordon Bleu school in 2000. The CHIC
offers quality culinary, pastry arts, and hospitality, and general
education curriculums of higher education for its students. 361
West Chestnut Chicago, Illinois, 60610, (888) 295-7222, (http://
www.chic.edu)
Cornell University Known worldwide as one of the best schools for
hospitality management, Cornell’s School of Hotel Administra-
tion offers degree programs at nearly every possible level, includ-
ing doctoral degrees. Cornell also conducts industry research
through its Center for Hospitality Research. 537 Statler Hall,
Fast
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tthe top reasons why joining one is a great career move:

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• Networking: Meet people who can help you move up

or connect you with jobs and other resources you need.
• Information: Most associations publish newsletters, journals, or
magazines with the latest industry news, trends, and technologies.
Many also offer seminars and conferences led by key leaders in
the field.
• Advocacy: There is strength in numbers. Large associations often
employ top lobbyists who advocate for new laws or revising exist-
ing laws for the betterment of the industry.
• Jobs: Several associations offer job boards, postings, or other
employment services.

142 Food Services
Ithaca, New York, 14853-6902, (607) 255-9780, (http://www

.hotelschool.cornell.edu/research/chr)
The Culinary Institute of America Hyde Park, New York, is the
main location of the CIA, where students can earn bachelor’s
and associate’s degrees in culinary arts. Graduates can pursue
careers as chefs, restaurant owners, managers, food writers, or
in culinary research and development. There are also branches
in California and Texas. The school offers a comprehensive pro-
gram that includes an externship and 1,300 hours of hands on
training. 1946 Campus Drive, Hyde Park, New York, 12538-1499,
(845) 452-9430, (http://www.ciachef.edu)
DeVry University Students who are interested in managing hotels
or restaurants, rather than in culinary degrees, can obtain a bach-
elor of science degree with a concentration in hospitality manage-
ment at one of DeVry’s ninety locations, or take courses online.
DeVry focuses on making education easy for working adults. One
Tower Lane, Oakbrook Terrace, Illinois, 60181, (866) 338-7934,
(http://www.devry.edu)
Florida State University FSU’s Dedman School of Hospitality has
been around for more than sixty years, providing the hospitality
industry with educated leaders. Students focus on one of the fol-
lowing programs: lodging management, conventions and events
management, food and beverage management, and club man-
agement. Its state-of-the-art facility provides hospitality students
with teaching kitchens, a satellite technology center, a publication
resource center, and a placement center. The building also con-
tains an affi liated 35,000 square-foot, professionally managed city
club that provides hospitality students with real-world food and
beverage experience. UCB 4100, Florida State University, Talla-
hassee, Florida, 32306, (850) 644-4787, (http://cob.fsu.edu/dsh)
The Institute of Culinary Education This New York City-based
school has six-to eleven-month career training programs in culi-
nary arts, pastry and baking arts, and culinary management. For
several years the school has been a finalist or award winner of
the International Association of Culinary Professionals’ Awards
of Excellence for Culinary Schools. 50 W. 23rd Street, New York,
New York, 10010, (888) 354-2433, (http://www.iceculinary.com)
The International Culinary Center Students in New York City
can learn culinary arts or restaurant management skills in as
little as nine months (non-degree programs) at the French Culi-
nary Institute or the Italian Culinary Academy. The school’s

Resources 143
in-house restaurant offers students real-world kitchen and res-

taurant experience. 462 Broadway, New York, New York, (888)
324-2433, (http://www.internationalculinarycenter.com)
The International Culinary School at The Art Institutes The
Art Institute offers 40 locations nationwide. Degree and non-
degree programs in culinary arts, baking and pastry, hospitality
management, and food and beverage management are available.
Those looking to specialize in baking and pastry can receive an
associate’s degree or certificate. Students are introduced to a vari-
ety of international recipes and culinary techniques. Culinary
learning takes place outside of the classroom through real-world
internships, student-run restaurants, enlightening guest lectures,
and opportunities to study abroad. (888) 624-0300, (http://www
.artinstitutes.edu)
Johnson and Wales University Johnson and Wales University’s
two food service industry-related colleges, its Culinary Arts Col-
lege and Hospitality College, work together to offer students
certificate programs and undergraduate and graduate degrees.
Whether you want to sharpen your culinary, business, market-
ing, or management skills, Johnson and Wales has developed
course work and programs to meet the myriad needs of a very
diverse industry. Johnson and Wales offers a unique approach
to education in this field, combining hands-on culinary train-
ing with a foundation in the liberal arts, business classes, social
responsibility and relevant work experience. This pioneering
model of education prepares students for success in today’s global
economy. 8 Abbott Park Place, Providence, Rhode Island, 02903,
(800) 342-5592, (http://www.jwu.edu)
Kendall College Certificates, associate’s, and bachelor’s degrees in
baking and pastry arts, culinary arts, culinary management, hos-
pitality management, hotel management, professional catering,
professional cookery, and restaurant management are offered at
this Chicago-based college. Its low student to teacher ratio and
hands-on learning experiences provide students with a balance
of practical skills and theoretical knowledge needed to excel. 900
North Branch Street, Chicago, Illinois, 60642, (888) 90.KEND-
ALL, (http://www.kendall.edu)
The Kitchen Academy There are two Kitchen Academy Locations.
Culinary students in Seattle or Sacramento will receive a fresh
approach to professional cooking. Designed by chefs, this new
culinary arts school curriculum offers an immersive concept in

144 Food Services
culinary training delivering hands-on cooking experience. It is

geared to help prepare students for a real-world culinary career.
Students earn a professional culinary arts diploma. (888) 807-
7222, (http://www.kitchenacademy.com)
Le Cordon Bleu Internationally known and recognized for its culi-
nary arts programs, the school offers 14 locations around the
country. It also offers programs in baking and hospitality and
restaurant management. (http://culinary-school.org)
New England Culinary Institute With campuses in Montpelier
and Essex Junction, Vermont, the institute offers undergraduate
degrees in culinary arts and hospitality and restaurant manage-
ment, as well as associate’s and certificate programs. Eighty-four
faculty members teach students in thirteen production kitch-
ens. The program offers students intense personal attention from
world class chef instructors and other industry professionals. The
school’s restaurants are the classrooms and students are expected
to perform under real life working conditions from the very first
day of class. 56 College Street, Montpelier, Vermont, 05602, (877)
223-NECI, (http://www.neci.edu)
Penn Foster Career School Penn Foster Career School is designed
for adults who want the ability to earn a degree at their own pace
and convenience. Course work is shipped to students’ homes, and
completed independently. Students can earn an associate’s degree
in hospitality management through the school and also take advan-
tage of its career services program. 925 Oak Street, Scranton, Penn-
sylvania, 18515, (800) 275-4410, (http://www.pennfoster.edu)
Scottsdale Culinary Institute In Scottsdale, Arizona, Scottsdale
Culinary Institute offers Le Cordon Bleu programs in culinary
arts, hospitality and restaurant management, baking, and culi-
nary management. Students receive diversified culinary train-
ing. 8100 East Camelback Road, Suite 1001, Scottsdale, Arizona,
85251, (847) 585-2731, (http://www.chefs.edu/scottsdale)
Stratford University Stratford offers a broad course offering for
industry professionals. Earn a bachelor’s degree in hospitality man-
agement, or associate’s degrees in culinary arts, baking and pastry
arts, and hotel and restaurant management at this university in
Falls Church, Virginia. The school also offers a professional diploma
in advanced culinary arts. 7777 Leesburg Pike, Falls Church, Vir-
ginia, 22043, (800) 444-0804, (http://www.stratford.edu)
Sullivan University With four campuses in Kentucky, Sullivan
offers day, evening, weekend, and online courses for students

Resources 145
to earn a degree. Degree programs offered at Sullivan include

a bachelor of science degree in hospitality management and an
associate’s of science degree in hotel and restaurant management.
Sullivan’s advantages are small class sizes and career-focused
class work. 3101 Bardstown Road, Louisville, Kentucky, 40205,
(800) 844-1354, (http://www.sullivan.edu)
Texas Culinary Academy The Texas Culinary Academy offers its
students Le Cordon Bleu certificates and associate’s degree pro-
grams in culinary arts and baking. The school is located in Aus-
tin, Texas, and offers a unique combination of classical French
cooking techniques with innovative American technology at cur-
rent industry standards. 11400 Burnet Road, Suite 2100, Austin,
Texas, 78758, (http://www.tca.edu)

Index
A advocacy, 141
abbeys, 2 airline food service, 105
accountant, 56–57, 69 à la carte, 105
accreditation, 104 all other retailers, 105
actual cost pricing, 104 All Things Organic Conference
ADA. See Americans with and Trade Show, 48
Disabilities Act allumette, 107
add-on items, 105 all-you-care-to-eat, 107
administrative/professional, job Alsace, 105
descriptions, 56–69 Alternative Minimum Tax, 44
accountant, 56–57, 69 Americans with Disabilities Act
communications/public (ADA), 44
relations, 58 Apicius, 107
consultant, 58–59 apprentice, 104
engineering/design/ area treatment, 105
construction, 59 artisan breads, 105–106
executive management, 60 artisan wines, 106
facilities/maintenance, 59–60 assembly/serve system, 106
human resources as purchased, 106
representative, 60 assistant manager, restaurant,
information technology 65–66
professional, 61 associations/organizations,
interior designer, 61 127–132
inventory/supplies coordinator food service providers,
or manager, 61–62 128–129, 135
legal representation, 62–63 hospitality/restaurants,
marketing representative/ 129–132
supervisor/director, 63 ATIP. See Attributed Tip Income
product research and Program
development, 63–64 Attributed Tip Income Program
quality assurance, 64–65 (ATIP), 40–41
real estate/development, 65 au gratin oven, 106
restaurant assistant manager, automat, 9
65–66 automobile, impact on food
restaurant manager, 66–67 services industry, 12
risk/safety/security
coordinators or managers, B
67–68 back of the house, 35, 106, 112
sales, 68–69 bain-marie, 106
tax specialist, 69 baker, 69–70
147

148 Index
baker’s table, 106 C

banquet cart, 106 cafeteria cook, 80
bar corkboard, 106 cafeterias/buffets, 5, 9, 109
bars/taverns, 3, 4, 11, 35, canning, 7
106–107 caramelization, 109
bartenders, 76 career path, 92–96. See also job
batonnet, 107 descriptions; specific job titles
Beard, James, 107 human resources
béchamel, 107 professional’s advice on, 100
beef cart, 107 planning, 96–97
beer industry, 10–11 carhops, 15–16, 17, 18
beer system, 107 carry-out, 20
beverages, history of popular, cashier, 77
6–7 casual dining restaurant, 109–110
biological hazard, 107 caterer, 80–81
blanch, 107 Center for Food Safety and
blast chiller, 107 Applied Nutrition Web site, 42
bolster, 107 certifications, continuing
books/periodicals, 133–138 education and, 97–98
bottle trough, 108 Certified Public Accountant (CPA),
boulangerie, 108 69
bouquet garni, 108 chain/multiunit operators, 110
branded concept, 108 chapati, 110
branded product costs, 108 check averages, 110
brands/branding chefs, 98–101
co-, 24 executive, 70–71
talent as, 102 pastry, 74–75
breading machine, 110 personal, 84, 119
breads sous, 76, 123
artisan, 105–106 chemical hazard, 110
fi rst storebought, 9 children, healthier-foods trend
bricks of Bacchus (grape and, 31–32
concentrate), 10 chronology, food services industry
brix, 108 history, 25–26
broadline distributor, 110–111 co-branding, 24
broker, 108 Coca-Cola, history of, 7
brunoise, 108 coffee, 7
buffalo chopper, 108 colleges and universities, 110
business and industry, 108 combi-ovens, 110
Business Meal Deductibility, 44 comfort foods, 110
busser, 77 commercial establishments, 110
bussing, 109, 112 commissary system, 110
buying groups, 109 communication, professional
by-the-ounce, 109 reputation and, 90–92

Index 149
communications/public relations, D
job descriptions, 58 danger zone, 112
conferences. See events/ dayparts, 112
conferences demographics, workforce, 30–31
construction. See engineering/ design/construction, job
design/construction, job descriptions, 59
descriptions desserts, trends in, 32
consultant, 58–59 dietician/nutritionist, 82
continuing education, digital wallets, 36
certifications and, 97–98 dining trends, 27
contract food services, 110 1940–1980, 16–23
convenience, hospitality industry direct subsidy, 112
and, 35–36 display cooking, 112
convenience store (petroleum- distilleries, 11
based), 111 distributors
convenience store (traditional), 111 broadline, 108
conventional supermarket, 111 specialty, 123–124
conveyor ovens, 111 systems, 125
cook(s) district manager, 83
cafeteria, 80 drive-in restaurants, 12–15
fast-food, 71 drug stores, 112
line/prep, 73–74 du jour menu, 112
short-order, 75 dunnage rack, 112
cookbooks, early, 8 durable equipment, 112
cookbook writer/editor, 81–82
cook/chill method, 111 E
cook/freeze, 111 economy, challenges facing
cook-hold oven, 111 industry, 28–29
costing, 111 ECR (electronic cash registers), 113
CPA. See Certified Public edible portion, 113
Accountant education. See also specific jobs
critical control point, 111 certifications/continuing,
cross-contamination, 111 97–98
C-stores, 112 electronic carhop, 18
customer(s) electronic cash registers (ECR),
complaints, 121 113
needs, 28, 31 employees, talking about other,
repeat, 29 90–91
talking about, 90–91 employment
tracking, 37 federal labor/wage laws,
customer service/manager, job 38–41
descriptions for, 82 job promotion, 92–96, 100
custom sandwich, 112 reputation building and,
cycle menu, 112 89–92, 100

150 Index
tip reporting, 40–41 flow of food, 113

union representation, 44–45 food(s). See also fast-food industry;
workforce, 16–17, 30–31, healthier-foods trend
38–39 cost percentage pricing,
employment, wages, profit, 29–31 113–114
engineering/design/construction, ethnic, 21, 24, 34
job descriptions, 59 flow of, 113
entrepreneurs, restaurant, 98–101 imported, 45
entry-level positions. See job labeling, 45–47
descriptions; specific job titles locally-grown, 27
equipment, 112, 117 organic v. healthful, 29
Escoffier, Auguste, 113 prepared, 46
Escoffier, Georges, 8–9 safety, 41–44, 45
ethics, 102–103 trends in popular, 34
ethnic foods, 21, 24, 34. See also whole, 126
specific foods Food and Drug Administration
Europe, early food service systems (FDA), 29, 41–42, 45
in, 2–3 food critic, 83
events/conferences, 47–55 food merchandiser, 114
executive chef, 70–71 food processing, history and, 7–8
executive management, 60 food service director/supervisor.
expediter, 77–78 See customer service/manager,
expendable equipment, 113 job descriptions for
food service industry. See also job
F descriptions
facilities/maintenance, job airlines, 105
description for, 59–60 current trends, 31–35
factor pricing, 115 economic challenges facing,
family meals, 46 28–29
family value marketing, 113 employment, wages, profit,
fast-food cook, 71 29–31
fast-food industry, 29 events/conferences in, key,
franchising, 19–20 47–55
projected growth rate for, laws/regulations, 37–47
34–35 technology and, 35–37
rise of, 12–15 wages/salaries in, 57
fast-food shift supervisor, 71–72 food service industry, history of,
FDA. See Food and Drug 1–26
Administration chronology, 25–26
federal labor/wage laws, 38–41 early food service systems, 2–3
FF&E (furniture, fi xtures, and early innovations, 7–9
equipment), 113 food processing, 7–8
fi ne-dining restaurant, 113 mergers/buyouts of 1980s,
fi rst-in-fi rst-out, 113 22–23

Index 151
1900–1939, 9–15 hazard analysis, 115

1940–1980, 15–16 Hazard Analysis and Critical
1990s–present, 23–25 Control Point (HACCP), 41–43
Prohibition’s effect on, 9–12 head waiter/waitress, 78
restaurants, 3–6 health, laws/regulations, 41–44
rise of fast-food, 12–15 healthier-foods trend, 21, 23, 29,
studying trends in, 19 31–33, 46
Foodservice Management Firms/ history. See food service industry,
Contract Feeders, 114 history of
food service providers, 128–129, home meal replacements, 115
135 hospitality industry, 129–132
food writer/editor, 83–84 convenience and, 35–36
forecasting, 114 Internet marketing for, 25
franchises, early, 19–20 periodicals on, 135–137
French haute cuisine, 8–9 resources, 129–132
front of the house, 35, 112, 114 host/hostess, 78–79
staff, 76–80 human resources representative,
full-service restaurants, 114 60
furniture, fi xtures, and equipment career advice from, 100
(FF&E), 113
I
G ice cream
garde manger, 73, 114 fi rst, 2–3
general manager. See restaurant 1920s/1930s, 14
manager indirect subsidy, 115
general merchandise stores, 114 information technology
grade, 114 professional, 61
grape concentrate (bricks of in-house management, 115
Bacchus), 10 initial public offering (IPO), 23, 24
gray water, 114 inns, 3
Green Restaurant Association, 130 institutional commercial
gremolata, 115 resources, 138–140
gross margin, 115 institutional/noncommercial food
gross profit pricing, 115 service, 132
group purchasing organizations, instructor. See trainer
115 interior designer, 61
growth, projected Internal Revenue Service (IRS),
job, 33 40–41
restaurant sales, 27–28 International Association of
Culinary Professionals Annual
H International Conference, 51
HACCP. See Hazard Analysis and Internet
Critical Control Point job search on, 87, 88
hard liquor, 11 marketing on, 25

152 Index
ordering on, 36 Le Cordon Bleu Cooking schools,

interviews, job, 88–89, 97 141, 144
inventory, 116, 119 leadership, 95, 104
tracking, 35 Legal issues, current, 44–47
inventory/supplies coordinator/ legal representation, job
manager, 61–62 description for, 62–63
IPO. See initial public offering limited service restaurant, 116
IRS. See Internal Revenue Service line/prep cook, 73–74
listening techniques, 90
J Lobster Newberg, 5–6
Jefferson, Thomas, 4 locally-grown food, 27
job(s), 86–89
choosing right, 81 M
declining unwanted, 94 maitre d’hotel, 74, 116
search, 87, 141 manager(s)
top ten/projected growth, 33 customer service, 82
total job base, 30 district, 83
job descriptions. See also education inventory/supplies coordinator
administrative/professional, or, 61–62
56–69 kitchen, 72–73
non-restaurant positions, project, 84–85
82–88 restaurant, 65–67
restaurant front of house staff, retail, 85
76–80 manning chart, 116
restaurant kitchen staff, 69–76 manufacturing, food, 21
julienne, 116 market(s)
just-in-time inventory control, 116 primary, 120
secondary, 122
K segmentation, 116
kitchen brigade system, 116 marketing, on Internet, 25
kitchen manager, 72–73 marketing channel, 116
kitchen steward, 73 marketing representative, 63
K-minus, 116 marketing supervisor/director, 63
matzoh, 116
L McDonald’s, history of, 15–16
labeling, food, 45–47 meals, family, 46
laws/regulations, 37–47 meal solutions, 116
current legal issues and, meat, 3, 33
44–47 menu explosion, 117
federal labor/wage laws, menu matrix, 117
38–41 menu pattern/meal plan, 117
food safety laws, 41–44, 45 menus, types of, 112, 117, 120,
health, 41–44 122, 123, 124, 125, 126
layout, 116 mergers/buyouts, 22–23

Index 153
mid-scale restaurant, 117 P

mini-desserts, 32 participation ratio, 118
minimum wage, 30, 39, 40 participation stimulators, 118
mirepoix, 117 pastry chef, 74–75
misbranded, 117 Payment Card Industry (PCI), 37
modular equipment, 117 PCI. See Payment Card Industry
molé, 117 pellet, 118
MTO (made to order), 117 per capita spending, 119
periodicals/books, 133–138
N perpetual inventory, 119
National Institute for Occupational personal chefs, 84, 119
Safety and Health (NIOSH), physical inventory, 119
43–44 plate presentation, 119
networking, 47–48, 88, 89, 131, 141 plating, 118, 119
NIOSH. See National Institute for poaching, 119
Occupational Safety and Health point-of-sale (POS)
noncommercial establishments, 117 registers, 77
non-restaurant positions, 80–85 terminals, 15, 34, 36, 118, 119
cafeteria cook, 80 poori, 119
caterer, 80–81 portion-pak, 119
cookbook writer/editor, 81–82 POS. See point-of-sale
customer service/manager, 82 positive attitude, 90
dietician/nutritionist, 82 potentialized food cost, 119
district manager, 83 prepared foods, 46
food critic, 83 pre-portioned, 119
food writer/editor, 84–85 pricing, 104, 113, 115, 120
personal chef, 84, 119 primary market, 120
project manager, 84–85 primary/secondary schools food
retail manager, 85 service, 122
nonselective menu, 117 prime cost pricing, 120–121
prix fi xe menu, 120
O produce
Occupational Safety and Health labeling of fresh, 45
Administration (OSHA), 41, 43 organic, 32
order wheel, 117 production schedule, 120
ordering, 11 productivity rate, 120
on Internet, 36 product research/development, job
remote, 36–37 description for, 63–64
organic foods, 32, 117–118 Prohibition, 9–12
OSHA. See Occupational Safety project manager, 84–85
and Health Administration promotions, job, 92–95, 100
other noncommercial food service, public relations, jobs in, 57–58
118 pulper, 120
other retail hosts, 118 punch list, 120

154 Index
Q early, 3–6
quality assurance, job description/ full-service, 114
career path for, 64–65 mid-scale, 120
quick casual, 120–121 number of, 28
quick-service, projected
R growth/decline of, 34–35
RDA. See recommended daily remote management of, 37
allowance in retail stores, 24
ready-prepared, 121 word derivation, 4
real estate/development, 65 restaurant entrepreneurs, advice
recession, 1980s, 22 for chefs and, 98–101
rechaud, 121 restaurant front of house staff,
recommended daily allowance 76–80
(RDA), 121–122 bartenders, 76
refrigeration, 8 busser, 77
relationships, xvi, 89 cashier, 77
remote ordering, 36–37 expediter, 77–78
remouillage, 122 head waiter/waitress, 78
reputation, building professional, host/hostess, 78–79
89–92, 100 trainer, 79
communication, 92 waiters/waitresses, 79–80
listening techniques, 90 restaurant industry
positive attitude on job site, dining trends, 16–23
90 growth of sales since 1970, 6
talking about other IPOs, 23, 24
employees, 90–91 resources, 129–132
team approach, 91 sales, 6, 27–28
resources restaurant kitchen staff, 69–76
associations/organizations, baker, 69–70
127–132 executive chef, 70–71
books/periodicals, 133–138 fast-food cook, 71
choosing right job, 81 fast-food shift supervisor,
institutional commercial, 71–72
128–140 garde manger, 72
institutional/noncommercial kitchen manager, 72–73
food service, 132 kitchen steward, 73
job search, 87, 88 line/prep cook, 73–74
training/educational, 140–145 maitre d/hotel, 74
Web sites, 138–145 pastry chef, 74–75
restaurant(s), xv, 129–132. See also short-order cook, 75
job descriptions sommelier, 75
assistant manager, 64 sous chef, 76, 123
casual dining, 109–110 restaurant manager, 66–67
drive-in, 12–15 retail manager, 85

Index 155
retail stores, restaurants in, 24. See speakeasies, 12

also all other retailers specialty distributor, 123–124
rethermalization, 122 spoken menu, 124
revolving tray oven, 122 spoodle, 124
risk coordinators/managers, 67–68 standardized recipe, 124
roux, 122 standards of fi ll, 124
running rate, 122 standards of identity, 124
standards of quality, 124
S Starbucks, 7, 22
sachet, 122 static menu, 124
safety, food, 41–44, 45 straight line system, 124
safety/security coordinators/ suggestive selling, 124
managers, 67–68 supermarket food service, 125
salad engineer, 122 sweat, 125
salamander, 122 systems distributor, 125
salaries, 57
sales T
job description/career path table d’hôte menu, 125
for, 68–69 talent, 102
restaurant industry growth, 6 tapas, 33, 125
satelliting, 122 taverns, 11, 35, 106–107
schedule of releases, 122 fi rst American, 3, 4
School Nutrition Association tax
Annual National Conference, Alternative Minimum Tax, 44
54–55 Business Meal Deductibility,
scramble system, 122 44
secondary market, 122 tax specialist, 69
selective menu, 122 team approach, 91
self-operated food service, 35–36, technology, current trends and, 34
123 teenagers, drive-ins and, 17, 18
semi-à la carte menus, 123 television, 20
semiselective menu, 123 tempered foods, 125
servery, 123 terms, industry, 104–126
short-order cook, 75 top five, 118
signature items, 123 thank-you letter, interview
single service, 123 follow-up, 91
single-use-menu, 123 tip reporting, 40–41
small plate offerings, 123 toque blanche, 125
soda fountains, 17 trade associations, joining, 141
soda water, history of, 6–7 trainer, 79
sommelier, 75, 123 training/educational resources,
sources, xiv, xv 140–145
sous chef, 76, 123 transportation food service, 125
sous vide, 123 turnover rates, 29

156 Index
U Web sites, 138–145

unemployment, 30 whole foods, 126
unions, 44–45 wines
upscaled menus, 126 artisan, 106
Prohibition and, 10
V women, in workforce, 21
vended food service, 126 Women’s FoodService Forum,
vending, 126 21
vending machines, 9 workforce
verbal menus, 126 age statistics of, 30–31
demographics, 30–31
W federal labor laws on age of,
wages 38–39
federal laws, 38–41 women in, 21
minimum, 30, 39 World War II and, 16–17
salaries and, 58
waiters/waitresses, 79–80 Y
head, 78 yield test, 126

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Career Launcher

CL_FoodSvcs_F.indd i 5/20/10 11:50:51 AM

Advertising and Public Relations

CL_FoodSvcs_F.indd ii 5/20/10 11:50:52 AM

CL_FoodSvcs_F.indd iii 5/20/10 11:50:52 AM

Copyright © 2010 by Infobase Publishing, Inc.

All rights reserved. No part of this book may be reproduced or utilized in

Library of Congress Cataloging-in-Publication Data

Tomkies, Kelly Kagamas.

Ferguson books are available at special discounts when purchased in bulk

You can find Ferguson on the World Wide Web at http://www.fergpubco.com

Produced by Print Matters, Inc.

Printed in the United States of America

This book is printed on acid-free paper.

CL_FoodSvcs_F.indd v 5/20/10 11:50:52 AM

CL_FoodSvcs_F.indd vii 5/20/10 11:50:52 AM

In this industry, it is not as much about whom you know and

CL_FoodSvcs_F.indd viii 5/20/10 11:50:52 AM

and insights, offering scholarships for hospitality students, or provid-

CL_FoodSvcs_F.indd ix 5/20/10 11:50:52 AM

• All of the wonderful people at the National Restaurant

CL_FoodSvcs_F.indd xi 5/20/10 11:50:53 AM

CL_FoodSvcs_F.indd xiii 5/20/10 11:50:53 AM

CL_FoodSvcs_F.indd xiv 5/20/10 11:50:53 AM

As mentioned before, the information about this industry is amaz-

CL_FoodSvcs_F.indd xv 5/20/10 11:50:53 AM

Pro” is a glossary of industry terms. Some of them might be heard

CL_FoodSvcs_F.indd xvi 5/20/10 11:50:53 AM

and serving people. Without those passions, it is just another job.

CL_FoodSvcs_F.indd xvii 5/20/10 11:50:53 AM

The word “history” conjures up memories of high school and college

CL_FoodSvcs_F.indd 1 5/20/10 11:50:53 AM

CL_FoodSvcs_F.indd 2 5/20/10 11:50:54 AM

The delicious food immediately gained popularity. Until the 1850s

CL_FoodSvcs_F.indd 3 5/20/10 11:50:54 AM

The first American tavern, built by director-general of

Around this time hotel owners in Europe began separating the

CL_FoodSvcs_F.indd 4 5/20/10 11:50:54 AM

In the Western United States another innovation in the industry

CL_FoodSvcs_F.indd 5 5/20/10 11:50:55 AM

A History of Popular Beverages

soda water and put it on the

market in the United States.

By 1832, the fi rst marketing

CL_FoodSvcs_F.indd 6 5/20/10 11:50:55 AM

CL_FoodSvcs_F.indd 7 5/20/10 11:50:56 AM

called “the joker.” This machine replaced the need to hand-solder

Innovator Georges Escoffier

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became well-respected throughout the world. Escoffier’s landmark

The Early 20th Century: 1900 to 1939

Prohibition’s Effect on the Food Services Industry

CL_FoodSvcs_F.indd 9 5/20/10 11:50:56 AM

CL_FoodSvcs_F.indd 10 5/20/10 11:50:56 AM

1900s–1930s: Ordering was done entirely in person in a facility or

period. Some of them decided to make soft drinks. Congress did

CL_FoodSvcs_F.indd 11 5/20/10 11:50:57 AM

Instead of reducing crime, Prohibition had the opposite effect on

The Rise of Fast-food