OPTAVIA® Dining out Guide
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An Introduction to Food and Drink for Whole Health
WHOLE HEALTH: INFORMATION FOR VETERANS An Introduction to Food and Drink for Whole Health Whole Health is an approach to health care that empowers and enables YOU to take charge of your health and well-being and live your life to the fullest. It starts with YOU. It is fueled by the power of knowing yourself and what will really work for you in your life. Once you have some ideas about this, your team can help you with the skills, support, and follow up you need to reach your goals. All resources provided in these handouts are reviewed by VHA clinicians and Veterans. No endorsement of any specific products is intended. Best wishes! https://www.va.gov/wholehealth/ An Introduction to Food and Drink for Whole Health An Introduction to Food and Drink for Whole Health How can focusing on what I eat and drink support my Whole Health? Making healthy choices about what you eat and drink is a powerful way to help care for yourself. Food and drink give our bodies the fuel used to work properly, stay healthy, and fight disease. The right foods help you not only to live, but to live well. People often do not realize that their food choices affect the way they feel, both physically and emotionally. Choosing foods that nourish rather than harm your body may help prevent chronic conditions and the need for certain medications in the future. Food can also be used to help treat some health conditions. How much do the foods and drinks I consume really make a difference in my health? Each person’s body is different. -
A Roundup of Noteworthy Foodservice Findings for the Week of Dec. 7, 2020 ECONOMIC IMPACT NAVIGATOR
Industry Insights A roundup of noteworthy foodservice findings for the week of Dec. 7, 2020 ECONOMIC IMPACT NAVIGATOR WHEN CONSUMERS WILL FEEL COMFORTABLE Comfort With Dine-in DINING ON-PREMISE 3% 1 to 4 weeks Service Will Remain 10% 1% 1 to 2 months Low 3% 7% The majority of consumers (54%) This time line to return to on-premise 3 to 4 months indicate that they won’t feel comfortable dining is extending, and uncertainty is 8% dining indoors for at least six months, increasing overall compared to August, and a quarter (24%) are unsure when when only an average of 20% 11% 4 to 6 months they will feel comfortable. expressed uncertainty around returning 10% to on-premise dining. However, with a The comfort level of dining indoors is vaccine on the horizon, we may see surely tied to the explosion of COVID- 26% expectations solidify, but that is unlikely 6 months to 1 year 19 cases and associated risks with 21% to shrink the time frame significantly. spending time indoors, while comfort with outdoor dining may also factor in 28% More than a year cooler weather and a distaste for the 17% outdoor dining experience, which is reflected in a higher level of uncertainty 24% around returning to outdoor dining I don’t know compared to indoor dining. 29% Indoors Outdoors Base: 505 (indoors) and 543 (outdoor) consumers who aren’t currently dining on-premise Source: Technomic Economic Impact Navigator Program, survey from Nov. 4-7, 2020 © 2020 Technomic, Inc. 2 IGNITE COMPANY TOTAL U.S. FOODSERVICE INDUSTRY Industry Sales ANNUAL NOMINAL SALES CHANGE (%) Forecasted to Fall 3.7% 3.9% Over 26% in 2020 Due to the severe and prolonged Additional forecasting and segment- impact of the COVID-19 pandemic, U.S. -
Handout 6A: Food and Drink
G5 M1 Handout 6A • WIT & WISDOM™ Name: Date: Handout 6A: Food and Drink Directions: Read the following text. Then, reread the text and annotate three to five things you notice and three to five things you wonder about. From the Nez Perce National Historic Trail website Food and Drink Fish were an important food for Indian families. They were caught in many different ways. Some tribes made hand-knotted nets, both large and small. Some of the tribes in the Pacific Northwest still fish with large dipnets, from a platform built up above the edge of the riverbank. Others use a seine net (pronounced “sayn”) to catch many fish at once. Some tribes made a fish trap from sticks. Others built dams with rocks, dirt, and fallen trees; they would then scoop the fish from the water with baskets. The Nez Perce and other tribes picked and ate many kinds of wild berries—strawberries, blueberries, wild grapes, huckleberries, serviceberries, currants, cranberries, and many more. Researchers have found there were 36 different kinds of fruit that Indians dried to eat in the winter. They knew what the plants looked like, where they grew, and when they got ripe every year. Berries were carried home in baskets and eaten fresh, but they were also dried and saved for winter. Huckleberries and other berries—such as serviceberries and currants—were often used by the Nez Perce to make a staple food called pemmican. Meat is sliced very thin, then dried, and then pounded or ground with stones to a dry powder. Chopped dried berries are added to the powdered meat, and then melted fat (such as deer fat or buffalo fat) is mixed in. -
Energy, Saturated Fat, and Sodium Were Lower in Entrées at Chain
RESEARCH Original Research Energy, Saturated Fat, and Sodium Were Lower in Entrées at Chain Restaurants at 18 Months Compared with 6 Months Following the Implementation of Mandatory Menu Labeling Regulation in King County, Washington Barbara Bruemmer, PhD, RD; Jim Krieger, MD, MPH; Brian E. Saelens, PhD; Nadine Chan, PhD, MPH ARTICLE INFORMATION ABSTRACT Article history: Background Policies on menu labeling have been proposed as a method to improve the Accepted 17 April 2012 food environment. However, there is little information on the nutrient content of chain Available online 14 June 2012 restaurant menu items and changes over time. Keywords: Objective To evaluate the energy, saturated fat, and sodium content of entrÊes 6 and 18 Food labeling months post-implementation of restaurant menu labeling in King County of Washing- Restaurants ton State for items that were on the menu at both time periods, and across all items at 6 Energy intake and 18 months and to compare energy content to recommendations provided by the 2005 Dietary Guidelines for Americans. Copyright © 2012 by the Academy of Nutrition Setting Eligible restaurants included sit-down and quick-service chains (eg, burgers, and Dietetics. pizza, sandwiches/subs, and Tex-Mex) subject to King County regulations with four or 2212-2672/$36.00 doi: 10.1016/j.jand.2012.04.019 more establishments. One establishment per chain was audited at each time period. Statistical analyses Hypothesis one examined entrÊes that were on the menu at both time periods using a paired t test and hypothesis two compared quartiles at 6 months to the distribution at 18 months using a Mantel-Haentzel odds ratios and 95% CIs, and a Cochrane-Armitage test for trend. -
National Retailer & Restaurant Expansion Guide Spring 2016
National Retailer & Restaurant Expansion Guide Spring 2016 Retailer Expansion Guide Spring 2016 National Retailer & Restaurant Expansion Guide Spring 2016 >> CLICK BELOW TO JUMP TO SECTION DISCOUNTER/ APPAREL BEAUTY SUPPLIES DOLLAR STORE OFFICE SUPPLIES SPORTING GOODS SUPERMARKET/ ACTIVE BEVERAGES DRUGSTORE PET/FARM GROCERY/ SPORTSWEAR HYPERMARKET CHILDREN’S BOOKS ENTERTAINMENT RESTAURANT BAKERY/BAGELS/ FINANCIAL FAMILY CARDS/GIFTS BREAKFAST/CAFE/ SERVICES DONUTS MEN’S CELLULAR HEALTH/ COFFEE/TEA FITNESS/NUTRITION SHOES CONSIGNMENT/ HOME RELATED FAST FOOD PAWN/THRIFT SPECIALTY CONSUMER FURNITURE/ FOOD/BEVERAGE ELECTRONICS FURNISHINGS SPECIALTY CONVENIENCE STORE/ FAMILY WOMEN’S GAS STATIONS HARDWARE CRAFTS/HOBBIES/ AUTOMOTIVE JEWELRY WITH LIQUOR TOYS BEAUTY SALONS/ DEPARTMENT MISCELLANEOUS SPAS STORE RETAIL 2 Retailer Expansion Guide Spring 2016 APPAREL: ACTIVE SPORTSWEAR 2016 2017 CURRENT PROJECTED PROJECTED MINMUM MAXIMUM RETAILER STORES STORES IN STORES IN SQUARE SQUARE SUMMARY OF EXPANSION 12 MONTHS 12 MONTHS FEET FEET Athleta 46 23 46 4,000 5,000 Nationally Bikini Village 51 2 4 1,400 1,600 Nationally Billabong 29 5 10 2,500 3,500 West Body & beach 10 1 2 1,300 1,800 Nationally Champs Sports 536 1 2 2,500 5,400 Nationally Change of Scandinavia 15 1 2 1,200 1,800 Nationally City Gear 130 15 15 4,000 5,000 Midwest, South D-TOX.com 7 2 4 1,200 1,700 Nationally Empire 8 2 4 8,000 10,000 Nationally Everything But Water 72 2 4 1,000 5,000 Nationally Free People 86 1 2 2,500 3,000 Nationally Fresh Produce Sportswear 37 5 10 2,000 3,000 CA -
Restaurant Quarterly Update
Restaurant Quarterly Update F a l l 2 0 1 8 1 Restaurant MonthlyQuarterly Update Update | January| Fall 2018 2018 KEY Market Update INFORMATION ( 1 ) September restaurant survey data indicated a 1.2% improvement in same-store sales (SSS), while the third quarter had an overall increase in SSS of 1.2%. This quarterly result represents the strongest sales growth rates for restaurants in the past three years and is the first quarter since the fourth quarter of 2015 in which all three consecutive months were positive. September SSS grew by 1.2%, while comparable traffic fell by Even though the industry appeared stronger due to hurricanes in Texas 1.4% and Florida in the previous year, sales growth was impressive across the entire country. All geographic regions reported positive sales growth throughout both September and the third quarter as a whole, with 76% of all designated market areas (“DMAs”) posting positive growth. Average guest checks are up 2.9% in 2018 vs. 2.2% for the same Although the industry generated positive sales growth, restaurants period last year, helping to mitigate experienced a 1.4% decline in same-store traffic in September. While the drop in traffic this is an improvement from earlier in the year, it still indicates that restaurants are likely far from a true long-term recovery. Even though the third quarter experienced a 1.3% decline in same-store traffic, this represented the best quarterly result in the past three years. Job growth among chain restaurants has accelerated in Even as sales hint at a recovery, the reality is that restaurants opened recent months, with the number of for more than one year continue to lose guests. -
Chipotle's Strategic Marketing
International Journal of Scientific & Engineering Research, Volume 7, Issue 2, February-2016 1248 ISSN 2229-5518 Chipotle’s Strategic Marketing Ibrahim Alhadlaq Abstract— This paper is going to analyze the target market and positioning strategy of Chipotle Mexican Grill as well as predicting future challenges. —————————— —————————— INTRODUCTION he Chipotle Mexican Grill craze is real if you ask just city of Toronto, Ontario. The initial success of that location, T about any person who has every sat down and enjoyed an generated the company to open four more locations in the item off Chipotle’s menu. They lead the charge in what is Greater Toronto area. Also in Canada, a location was opened considered the globes new obsession in how their food is pre- in the city of Vancouver, British Columbia. Owing to pared in a timely manner, known as “fast casual” dining. Due Chipotle’s success across the border, they then managed to to a recent health kick and more people starting to be con- break into the European markets as well, with three additional scious about what they are putting in their bodies the fast food cities. Multiple locations were opened in London, England, industry has taken a hit and those who remain have been Paris, France, with the latest in Frankfurt, Germany. forced to make adjustments. It’s no secret that the ingredients your food might contain coming out of a drive thru window ARKET OF PERATION such as McDonalds or Wendy’s may not be very healthy for M O you, in fact it is been publically exposed for about the past Most Chipotle restaurants are located in heavily urban areas decade now. -
Marriott Distribution Services Awarded Darden Restaurants Contract
MARRIOTT DISTRIBUTION SERVICES AWARDED DARDEN RESTAURANTS CONTRACT MARRIOTT DISTRIBUTION SERVICES AWARDED DARDEN RESTAURANTS CONTRACT WASHINGTON - Jan. 18, 2000 - Marriott Distribution Services (MDS), a division of Marriott International, Inc. (MAR / NYSE), today announced that it has been awarded a food services distribution contract for Darden Restaurants, Inc., and will provide food service distribution to Olive Garden and Red Lobster restaurants in 25 states. "We are very pleased to be named a food service distributor for Darden Restaurants' Olive Garden and Red Lobster restaurants," said Robert Pras, president of Marriott Distribution Services. "We look forward to working with both restaurant operations to ensure a smooth transition, and to provide quality products and services to their restaurants." Marriott Distribution Services, based in Washington, D.C., is one of the largest limited-line distributors in the United States. It provides food and related supplies to both external customers and Marriott facilities, and carries an average of 3,000 product items at each of its 13 distribution centers. MDS currently operates distribution centers in Los Alamitos and Milpitas, Calif.; Denver, Colo.; Groveland and Port St. Lucie, Fla.; Hanover Park, Ill.; Savage, Md.; Warren, Mich.; Westborough, Mass.; Edison, N.J.; Salem, Ore.; Fort Mill, S.C.; and Fort Worth, Texas. Darden Restaurants, Inc., based in Orlando, Fla., is the largest casual dining restaurant company in the world. It operates more than 1,120 Red Lobster, Olive Garden, Bahama Breeze and Smokey Bones restaurants in 49 states and Canada, and employs over 115,000 people. ------------------------- MARRIOTT INTERNATIONAL, INC. is a leading worldwide hospitality company with over 1,900 operating units in the United States and 56 other countries and territories. -
Training Coordinator Job Description Direct Report Relationship: Vice President, Training & Customer Service Location: Scottsdale, Arizona FLSA Status: Exempt
Training Coordinator Job Description Direct Report Relationship: Vice President, Training & Customer Service Location: Scottsdale, Arizona FLSA Status: Exempt Equal Opportunity Employer M/F/D/V TRAINING COORDINATOR POSITION SUMMARY Help maximize the efforts and effectiveness of the Kahala Training Team by managing franchisee training registration, identifying gaps and efficiencies in processes, developing resources and providing training support. This position supports all of the Quick Service Restaurant (QSR) brands under the Kahala Brands umbrella (e.g., Cold Stone Creamery, Blimpie, TacoTime, Planet Smoothie, Pinkberry, etc.). TRAINING COORDINATOR KEY RESPONSIBILITIES Oversee all training registrations, communicating regularly with franchisees, training stores, field and office team Maintain training records Proctor monthly ServSafe exams Provide team support (e.g., room set up, scheduling, formatting PowerPoints) for the successful execution of classroom training and other training efforts Ensure training stores have the information and resources needed to successfully train franchisees Process training store payments Work with our print vendor to maintain and order all brand resources Manage content on franchisee portal Continuously provide innovative training solutions (e.g., quizzes, handouts, best practices, apps, etc.) Support team in executing company-wide events TRAINING COORDINATOR PERSONAL ATTRIBUTES Optimistic, enthusiastic and service-minded (to model values of the hospitality industry) Strong organizational -
Panera Bread Co
Hospitality Review Volume 23 Article 4 Issue 1 Hospitality Review Volume 23/Issue 1 January 2005 Who Shook Big Mac?: Panera Bread Co. Kyuho Lee Virginia Polytechnic Institute and State University, [email protected] Melih Madanoglu Virginia Polytechnic Institute and State University, [email protected] Follow this and additional works at: https://digitalcommons.fiu.edu/hospitalityreview Part of the Hospitality Administration and Management Commons Recommended Citation Lee, Kyuho and Madanoglu, Melih (2005) "Who Shook Big Mac?: Panera Bread Co.," Hospitality Review: Vol. 23 : Iss. 1 , Article 4. Available at: https://digitalcommons.fiu.edu/hospitalityreview/vol23/iss1/4 This work is brought to you for free and open access by FIU Digital Commons. It has been accepted for inclusion in Hospitality Review by an authorized administrator of FIU Digital Commons. For more information, please contact [email protected]. Who Shook Big Mac?: Panera Bread Co. Abstract The uthora s identify the firm-specific orc e competencies that Panera Bread has relied on to achieve a competitive advantage in its business domain. The tudys illustrates how the company scans the dynamically changing environments and tailors their products and services in accordance with these changes. This article is available in Hospitality Review: https://digitalcommons.fiu.edu/hospitalityreview/vol23/iss1/4 Who shook Big Mac?: Panera Bread Co. by Kyuho Lee and Melih Madanoglil The authorr identi3 thefirm-per.~fir McDonald's Corporation, a company core competencier that Paizera Bread ha that has been in business since the relied on to achieve a comperitive 1950, reported irs historic firsr advantage in itr burinerr domain. -
October 2019 (Pdf)
USC CARD STATEMENT - TEAM TRAVEL OCTOBER 2019 CARDHOLDER MERCHANT DATE AMOUNT Alewine,William Andrew CHICK-FIL-A #03119 9/30/2019 80.11 CHICK-FIL-A #03119 9/30/2019 7.43 CHICK-FIL-A #03119 9/30/2019 28.53 CINCO DE MAYO 9/30/2019 187.69 FAIRFIELD INN & SUITES 9/30/2019 44.07 FAIRFIELD INN & SUITES 9/30/2019 98.53 FAIRFIELD INN & SUITES 9/30/2019 98.53 FAIRFIELD INN & SUITES 9/30/2019 98.53 SUBWAY 00214221 9/30/2019 63.53 ENTERPRISE RENT-A-CAR 10/1/2019 479.47 OLIVE GARDEN 0021231 10/3/2019 160.72 WENDY'S 51769 10/7/2019 67.30 CHIPOTLE 1607 10/14/2019 128.20 CHICK-FIL-A #01022 10/17/2019 100.33 WENDYS 3228 00032284 10/17/2019 75.44 CHICK-FIL-A #00509 10/21/2019 98.52 CHICK-FIL-A #02795 10/21/2019 114.95 COOK OUT DILLON. 10/21/2019 82.76 COOK OUT WEST SPARTANBU. 10/25/2019 102.49 2,117.13 ANDERSON,KALEN 0233-CLSC AIRSIDE 9/30/2019 15.96 BARNABYS OF NORTHBROOK 9/30/2019 127.75 MARIANOS #533 9/30/2019 89.31 NANDOS STREETERVILLE 9/30/2019 157.31 PANERA BREAD #204956 9/30/2019 49.56 ST CLAIR - ONTARIO 9/30/2019 52.00 UNITED 9/30/2019 30.00 UNITED 9/30/2019 40.00 UNITED 9/30/2019 30.00 UNITED 9/30/2019 40.00 UNITED 9/30/2019 30.00 UNITED 9/30/2019 40.00 UNITED 9/30/2019 30.00 UNITED 9/30/2019 40.00 UNITED 9/30/2019 30.00 UNITED 9/30/2019 40.00 UNITED 9/30/2019 30.00 UNITED 9/30/2019 40.00 UNITED 9/30/2019 30.00 UNITED 9/30/2019 40.00 WALGREENS #3926 9/30/2019 17.67 BUDGET RENT-A-CAR 10/2/2019 1,292.49 MCDONALD'S F22821 10/2/2019 22.58 GARRETT POPCORN SHOPS 10/3/2019 53.34 MANCHU WOK RB ORD 10/3/2019 17.04 RENAISSANCE CHICAGO NO 10/3/2019 8.23 -
Utilizing Vmware SD-WAN in Restaurant Hospitality to Elevate the Customer Experience
CUSTOMER STORY Utilizing VMware SD-WAN in Restaurant Hospitality to Elevate the Customer Experience INDUSTRY Hospitality / Food Service Delivering a truly omnichannel presence to its customers and HEADQUARTERS meeting an annual growth initiative of 20 percent year over year Salt Lake City, UT (YOY), Café Rio used VMware SD-WAN to meet all its corporate goals. CHALLENGES • Required high amounts of bandwidth to support an omnichannel experience Problem Situation • Traditional phone system Café Rio started out as a small restaurant serving authentic dishes and quickly grew to configuration was not standardized or six restaurants. Since 2004, this restaurant chain has grown to nearly 115 stores and centrally managed expanded to numerous states. As the chain grew in popularity and actual YOY growth exceeding 20 percent, Café Rio knew it needed to raise the customer service bar to • Network outages caused downtime continue its high growth expectations. Introducing a complete omnichannel for restaurant PoS transactions experience in each restaurant would help it reach its goals. This included the enablement of ordering through their mobile app and online ordering website, fast RESULTS and easy in-store kiosks for self-ordering, line buster tablets for queue management, • Increased bandwidth by 25X and guest Wi-Fi. • Future savings of over $200,000 In an effort to introduce efficiencies into day-to-day restaurant practices, Café Rio per year on communications costs equipped each restaurant with new technology and equipment. This included by moving from a traditional phone providing managers with tablets so that they could access reports or send emails from system to a VoIP-based platform any location on the premises as well as have interested applicants apply for open • Reduced initial Capital Expenses for positions in real-time.