Are you looking for a partner to grow with NOW & into the future? Is“shopping”the market showing you the results you need? Do you need help… · with Menu Development through comprehensive analysis? · to Reduce Costs while not compromising quality? · with Attracting Customers on your“o-night”? · with Increasing your check size & repeat business? Well, PFG Milton’s wants to be your partner & GROW TOGETHER!!! If your answer to any or ALL of these questions is“YES”, please contact a PFG Milton’s Sales Consultant to discuss the benets of our PFG Milton’s Gives Back Operator Program! PFG Milton's...fullling our commitment to the development & success of the independent operator by providing foodservice solutions through our National Brand Partners, Performance FoodGroupStrategicBrands,&ourCulinaryResourceTeam. 3501 Old Oakwood Road Oakwood, GA 30566 770.532.7779 www.pfgmiltons.com Schedule your visit to PFG Milton’s today for a comprehensive analysis of your business to determine how we, as partners, can enhance your operation for more protable growth!
Transcript
Are you looking for a partner to grow with NOW & into the future?
Is “shopping” the market showing you the results you need?
Do you need help…· withMenu Development through comprehensive analysis?· to Reduce Costswhile not compromising quality?· with Attracting Customers on your “o@-night”?· with Increasing your check size & repeat business?
Well, PFGMilton’swants to be your partner & GROWTOGETHER!!!
If your answer to any or ALL of these questions is “YES”, please contact a PFGMilton’s Sales Consultant to discuss the beneAts of our PFG Milton’s GivesBack Operator Program!
PFG Milton's...fulAlling our commitment to the development &success of the independent operator by providing foodservice
solutions through our National Brand Partners, PerformanceFoodGroup Strategic Brands, & our Culinary ResourceTeam.
3 5 0 1 O l d O a k w o o d R o a d O a k w o o d , G A 3 0 5 6 6 7 7 0 . 5 3 2 . 7 7 7 9
w w w . p f g m i l t o n s . c o m
Schedule your visit to PFG Milton’s today for a comprehensive analysis of your business to determine how we, as partners, can enhance your operation for more proAtable growth!
your foodservice needs. From foil to paper products,
each product has been selected to represent the
highest quality available when compared to
competitive products in their class. These standards
assure customer confidence in every product
positioned under the FIRST MARK brand.
F O I L S TO R AG E B AG S F I L M N A P K I N S T I S S U E TO W E L S C A N L I N E R S C U T L E R Y D E L I PA P E RRaising Beef to the Next Level, Fearlessly
SHELTERFROM THE
STORMEarlier this spring, Tyson Food Service developed a special edition of its Insights & Discovery newsletter seriesoutlining the state of the economy and foodservice industry. Entitled “Weathering the Tough Times,” this piece alsoprovided strategies and tactics for operators to employ during the tough times.
As 2008 progresses, the signs have become more ominous that the overall economic forecast is mostly cloudy.Slumping consumer con!dence, continued turmoil in the housing market, higher unemployment and record-shatteringenergy prices have combined to further weaken an already susceptible economy. Virtually all industries in the U.S.are a"ected, and foodservice is no exception. Impacts of slow sales and sharply higher commodity and food costs arecausing the industry to feel considerable pain.
This special edition of the Insights & Discovery newsletter updates some of the conditions and factors a"ectingeconomic and foodservice-speci!c indicators related to the current slump. More importantly, however, suggestions andmeasures are provided to shelter operators from the storm they currently face.
% Operators Employing to Address Higher Food Costs
Base: Operators indicating rising food costs have had a negative impact on their businessSource: Technomic Operator Survey
34%
29%
23%
9%
Reduce foodwaste/spoilage
Improve yield
Raise menu prices
Switch to lowerpriced brands
39%
37%
32%
29%
28%
Emphasize lower foodcost menu items
Reduce expensiveingredient usage
Promote lower foodcost menu items
Reduce value-addedproduct usage
Switch todistributor brands
COST CONCERNS CONTINUERising costs related to food and other supplies are not abating in the channel. The producer price index for food(PPI-FOOD), the key measure of food cost inflation, continues to increase significantly. Continued competition forfood sources from bio-fuel producers and developing countries, Midwest crop damage due to severe flooding andever-increasing fuel prices to produce and distribute food have resulted in record commodity pricing. Virtually nofood product category has been spared from increasing costs, whether it is be a protein, dairy product, produceitem, snack food or beverage.
Foodservice operators report feeling the impact of higher food costs in their operations. In a recent surveyconducted by Technomic with foodservice operators, 86% state that rising food costs have had a negative impacton their business today, challenging them to look for ways to be more efficient. Operators are using a number oftactics and strategies to address these higher costs, namely looking to reduce food waste/spoilage, increase yieldand increase menu prices.
page 5
SHELTER FROM THE STORMEconomic sluggishness and record price increases have resulted in a“perfectstorm” for the foodservice industry. Operators are struggling to grow boththe top and bottom lines of their businesses, given slowing sales andproliferating costs. This translates into significant challenges for operators justto maintain profitability, let alone increase it. There are a number of tacticsand strategies operators can employ to shelter themselves from this storm.Some of these were outlined in the previous special edition of Insights &Discovery, entitled “Weathering Tough Times,” and they are equally relevanttoday. Some new tactics and strategies are also provided as additional meansof addressing challenges.
1. Initiate or increase frequency of deals. As consumers have less moneyin their pockets, they are more sensitive to special incentives when selectingwhere and what to eat. Offering special deals or bundled meals to consumersare tried-and-true measures to help drive traffic. The fear among manyoperators is that deals will decrease margins significantly, rendering them notworth the effort. However, sophisticated operators realize deals that getcustomers through the door are just a first step; once this is accomplished,using point of sale and suggestive selling allows for upselling to raise thetransaction values.
2. Install a two-tier pricing strategy. A number of operators have instituteda two-tier pricing strategy to drive traffic. At one end of the spectrum are“normally” priced products that often include complete meals. At the otherend are value-priced items that often just include one component of a mealand/or a smaller size (e.g., mini-sandwich). These value-priced items areanother means of driving traffic, providing operators with an opportunity toupsell customers when ordering.
3. Continue new menu development efforts. One of the first reactions ofmany operators is to pull back on tweaking the menu in tough times. Thisnatural instinct is driven by the necessity of purchasing additional productsand ingredients for a new menu item that may not meet sales expectations,resulting in wasted costs. If executed correctly, new item initiatives addexcitement to the menu and offer opportunities to increase traffic. The keysto successful new product introductions are the same in tough times as ingood: offering products that are on-trend with the operator’s target clientelebase and promoting new items via in-operation merchandising and externalpromotions. Also, as competitors may pull back on new menu development,involvement here may serve as a point of positive differentiation in thecustomer’s mind.
4. Don’t be afraid to raise menu prices. There is often reluctance amongoperators to raise menu prices, especially when traffic slows down. Operatorsfear that menu price increases will alienate customers and cause them to eatelsewhere. In the current environment, however, it will be difficult foroperators NOT to increase menu prices. Higher food costs, coupled with othercost increases in healthcare, energy and labor, will necessitate that operatorsreview their menu pricing. In fact, many are already doing so. Before taking aprice increase, operators should research how their competitors are pricing ontheir menus, so that the appropriate magnitude of any increase can bedetermined.
5. Don’t sacrifice quality for price. One common error during tough timesis operators reassessing their food ingredient and component needs, andtrading down to lower priced, lower quality goods across-the-board.Significant risks are present in doing so, most notably the risk of alienatingcurrent customers by producing inferior quality menu items. However, itmight be a good option in some circumstances to slightly downgrade forlesser costs in some categories if this doesn’t negatively affect quality anddisappoint customers.
In addition to the aforementioned strategies and tactics, a number of othersshould be considered to offset the affects of the economic situation.
6. Formalize a takeout and delivery program. Operators are formalizingtheir takeout programs to take advantage of increasing consumer demand forconvenience and satisfying dining experiences. Today’s consumer has lesstime for sit-down meals, and views takeout as an acceptable alternative. Evenin today’s environment, takeout becomes a more viable option to consumersas the tendency is to “cocoon” in challenging times. Many operators haveentered the takeout game and have been very successful in growing revenuesthrough the addition of this business. It is important to note, however, thatestablishing a takeout program will have significant impact on a restaurant’soperation and a number of issues must be addressed for successful execution.For example, operators must ensure that their products maintain their qualityand temperature through appropriate packaging and insulation conducive totransportation.
7. Promote shareable items. Consumers are more economically challengedbut still want to maximize their dining experiences. Shareable portions oritems are an excellent way of addressing these consumer needs. Shareabilitycan be promoted by offering a variety of different foods on a menu that aremeant to be eaten by multiple diners. Use creative ways of promoting theseitems, such as“Choose Four”for a fixed cost. Use beverage and other upsellingopportunities (e.g.,“Add a Fifth Item”for an additional price) to increase checkaverages and margins.
8. Look for ways to reduce waste and improve yield. As the cost of foodand commodities spike, it is important to use food products more efficiently.Look for ways to reduce waste and improve yield of the products youproduce. Tactics might include more training on efficient food preparationfor employees, finding ways of using components that are not typically used,and making smaller batches. Operators should also evaluate the costs ofmaking products from scratch compared to value-added products. In manycases, the true cost of value-added products may be lower than scratchpreparation when taking into account costs related to waste and yield.
Implications1. The economy continues to slow, and many experts believe that aturnaround will not occur until next year. Rebate checks are not expected tohave any significant positive impact on consumer foodservice spending. Forexample, operators should revise expectations for growth appropriately.
2. Trading down is occurring today, as consumers shift toward lower costsfoodservice venues. Consumer are also skipping the extras such as appetizers,desserts and even beverages. Provide value oriented options on the menuand increase promotional activity to drive traffic. Bundling also makes senseas consumers in this environment are highly value-oriented.
3. Food costs continue to skyrocket in virtually every category. Yieldimprovement via more efficient preparation and even use of value-addedproducts are ways to stretch the food dollar for operators. Operators are beingpushed to the limit on their costs, so increasing menu prices may be required.Most operators have already done so this year and are expecting to do soagain later this year.
4. Menu development efforts should be placed on the front burner, not de-emphasized, as differentiation is critical in a slowing environment. Formalizedtakeout and delivery programs are also a way of differentiation, by offeringconsumers the meals they love, in a convenient and fast format.
5. As stated before, the good news is that historically, the foodserviceindustry emerges much more quickly from tough economic times than otherindustries. We see no reason why this episode should be any different.
Menu Item Number Popularity Item Food Item Sell Item Total Total Total Profit Popularity Menu ItemName Sold % Cost Price Profit Cost Revenue Profit Category Category Class
Item # 11 120 13.0% $2.30 $7.50 $5.20 $276.00 $900.00 $624.00 High High Star
Item #12 95 10.3% $2.00 $6.50 $4.50 $190.00 $617.50 $427.50 High High Star
Total= $1575.29 $5423.75 $3844.50
Food Cost = 29.1% Ave Item Cost $4.16
Menu Popularity Factor = 6.7%
MENU ENGINEERING WORKSHEET
SMALL CHANGES TO YOUR MENU CAN LEAD TO BIG RESULTS IN PROFIT
Re-working your menu can give you the most immediate financial return.
Making a few changes to your menu can give your business a boost. You should examine your menu with regard to inventory.Cross utilization of inventory is most effective, identify slow moving inventory and evaluate menu items to considereliminating the need for specific slow moving inventory. An example of this would be if a diner has a liverwurst sandwichon the menu – they are probably throwing away more liverwurst than they are selling. This item could be eliminated. Anotherexample, if you have two sizes of burgers, chicken breast, or other like items on the menu, perhaps you could servea larger portion (2-pieces) utilizing the same inventory you use for the smaller portion.
Establish menu items that allow you to earn more money per plate. Be concerned about foodcost percent, but more importantly, focus on the dollars each plate returns.
PFG Milton’s can help. We understand the importance of your menu asyour most important marketing tool. We can help you identify yourtop profit grossing items and develop innovative, new menuselections with recipe costing that is consistent withyour concept. Ask your PFG salesperson foran on-line demo !!
Garnish (optional)24 pearl onions24 small fresh brussels sprouts
PreparationFor chowder:Heat oil in large pot over medium-high heat. Add turkey; sauté until brownon all sides, about 8 minutes. Transfer to plate. Add 1 cup bacon to pot;stir 1 minute. Add next 5 ingredients. sauté until vegetables begin tosoften, about 15 minutes. Mix in tomato paste. Add 12 cups broth; returnturkey to pot. Bring to boil and reduce heat to medium. Simmer untilturkey and vegetables are very tender, about 45 minutes.
Transfer turkey to large plate; cool. Cut meat into bite-size pieces,discarding all skin, bones, and tendons. Working in batches, pureechowder in processor until smooth. Return puree to same pot; add dicedturkey. Adjust Consistency and season with cayenne, salt, and pepper.
For garnish:In a hot sauté pan cook onions until lightly caramelized. Remove onionsfrom pan then add small diced bacon. Cook bacon over moderate heatuntil evenly browed and crisp. Drain excess fat from bacon on to cleanpaper towel
Ladle chowder into bowls. Top with onions, Brussels sprouts, bacon, andfresh herbs. Serve croutons alongside or on top of chowder.
Southern Style Chicken & Dumplings
Ingredients2 (3 pound) whole chicken2 onion, quartered4 slices lemonsalt and pepper to taste6 cups water2 bay leaf1 teaspoon dried thyme4 cups all-purpose flour1/4 cup and 2 tablespoons shortening2 teaspoons salt1/2 cup water
Directions:In a heavy pot with a lid place the chicken, onion, lemon, salt, pepper, water, bay leaf and thyme. Simmer allingredients over low heat until tender, about 1 hour.Let chicken cool slightly in pot, then remove and take the meat off of the bones. Discard the bones and skin andskim excess fat off the broth if desired.Discard the onion, lemon and bay leaf. If desired, wash out pot well. Return broth and chicken pieces to the pot.Simmer over low heat while making the dumplings.
To Make Dumplings:In a medium mixing bowl, cut shortening into the flour and salt. Stir in 1/4 cup water (more if needed) to form asoft dough. Roll out dough on a floured surface, with a rolling pin, until very thin. Cut into 1 inch wide stripsusing a pizza cutter or knife. Tear off 1 inch long pieces from these strips and drop into simmering broth andchicken meat. Simmer for 10 minutes with the lid off, then 10 minutes more with the lid on. Serve immediately.
Chef Shular’s SSiiggnnaattuurree RReecciippeesspa
ge 1
2 page 13
Most restaurants have figuredout that keeping the kids happy helps bring the families in. We have also
learned that if the children have dessert included with the kids meals – it often means that therest of the table will order dessert or at least coffee after the meal.
If you include a small sized appetizer with every children’s meal, it would not only keep the children happy but mayencourage others at the table to order an appetizer as well.
One suggestion is to serve the same appetizer to every child.
Some ideas are: • A few pieces of cheese quesadilla accompanied by sliced apples• Sliced apples and celery sticks with peanut butter for dipping
• Cheese sticks and crackers or breadsticks• Sliced cucumbers and carrot sticks with ranch dressing for dipping
• Or any small size of your restaurants appetizer offerings
If you serve this while the table is reviewing the menu it will keep the youngsters happy and set a relaxing atmosphere for the table.is will probably be not much more expensive than the bread and butter they would normally eat but the perceived value will be muchhigher.
With so many parents working full-time outside of the home – they want a place to have a family dinner where itwill be a good experience for all.
Ossobuco alla Milanese is a braised veal shanks dish from Milan, Italy, capital of Lombardy. Normallyserved with gremolata, a mix of parsley, garlic and lemon peel, and served with saffron risotto alla milanese.
Ingredients
8 to 10 large 2 1/2-inch-thick veal shanks,
each pa*ed dry and )ed securely with
kitchen string to keep the meat a*ached
to the bone
All-purpose flour for dredging the veal shanks
7 tablespoons unsalted bu*er plus addi)onal if necessary
3 tablespoons olive oil plus addi)onal if necessary
1 1/2 cups dry white wine
1 1/2 cups finely chopped onion
3/4 cup finely chopped carrots
3/4 cup finely chopped celery
1 teaspoon minced garlic
3 to 4 cups chicken broth or beef broth
1 1/2 cups peeled, seeded, and chopped tomato or 1 1/2 cups
drained canned plum tomatoes, chopped
a cheesecloth bag containing 6 fresh parsley sprigs, 4 fresh thyme
sprigs, and 1 bay leaf
1/2 teaspoon salt
In a flameproof casserole just large enough to hold the veal shanks in
one layer cook the onion, the carrots, the celery, and the garlic in the
remaining 4 tablespoons bu*er over moderately low heat, s)rring
occasionally, un)l the vegetables are so�ened and add the shanks with
any juices that have accumulated on the pla*er, the reserved wine
mixture, and enough of the broth to almost cover the shanks.
Spread the tomatoes over the shanks, add the cheesecloth bag, the salt, and pepper to taste,
and bring the liquid to a simmer over moderately high heat. Braise the mixture (covered) in
the middle of a preheated 325°F oven for 2 hours, or un)l the veal is tender. Transfer the
shanks with a slo*ed spoon to an ovenproof serving dish, discard the strings, and keep the
shanks warm. Strain the pan juices into a saucepan, pressing hard on the solids, and skim the
fat. Boil the juices for 15 minutes, or un)l they are reduced to about 3 cups, baste the shanks
with some of the reduced juices, and bake them (bas)ng them 3 or 4 )mes with some of the
remaining juices) for 10 minutes more, or un)l they are glazed.
Prepara)on:
Make the gremolata while the veal is baking:
In a bowl s)r together the parsley, the zest, and the garlic.
Sprinkle the veal shanks with the gremolata, pour some of the juices
around them, and serve the remaining juices separately.
Direc)ons
Season the veal shanks with salt and pepper and dredge them in the
flour, shaking off the excess. In a heavy skillet heat 3 tablespoons of
the bu*er and 3 tablespoons of the oil over moderately high heat un)l
the foam subsides. In the fat, brown the veal shanks in batches, adding
some of the addi)onal bu*er and oil as necessary and transferring the
shanks as they are browned to a pla*er. Add the wine to the skillet,
boil the mixture, scraping up the brown bits clinging to the bo*om and
sides of the skillet, un)l the liquid is reduced to about 1/2 cup, and
reserve the wine mixture in a small bowl.
1
2
3
page 17page 16
Pastrami Cured Salmon
1 salmon fillet, skin off (about 3 lb)2 fl oz lemon juice
Cure Mix6 oz salt3-6 oz granulated sugar½ oz cracked black pepper1 bunch coarsely chopped cilantro1 bunch coarsely chopped parsley4 oz minced shallots3 fl oz molasses½ cayenne5 crushed bay leaves2 tsp crushed coriander seed2 tsp paprika2 tsp ground black pepper
Directions:• Remove the pins from the salmon and center it skin side down on a large piece of cheesecloth. Brush with lemon juice. • Mix the cure ingredients and pack evenly over the salmon. Combine the cilantro, parsley and shallots, pack evenly overthe salmon. • Wrap the salmon loosely in the cheesecloth and cure under refrigeration for 3 days. After the third day, gently scrape offthe cure.• Bring the molasses, cayenne and bay leaves to a simmer, remove from the heat and cool. Brush evenly over the salmon.• Blend the coriander, paprika and black pepper. Press evenly over the salmon.• Rest uncovered under refrigeration for at least 12 hours before serving. The salmon may be wrapped and stored up to 1week.
page 18
page 19
Join the hundreds of thousands who have become certified Food Safety Managers at the next PFG Milton’s sponsored ServSafe® trainingsession.
Have you ever wondered what really happens when we hear that a local restaurant or chain of locationswas involved in a foodborne illness outbreak? Owners and managers are stunned by the news and
suddenly everybody knows about it. What’s worse is the financial impact of a foodborne illnessuncovered and reported. ere are the unexpected costs…
• Embarrassment via the newspapers or word of mouth and a loss of customers and sales.
• Increased insurance premiums and applicable fines and extra expenses.
• Loss of prestige and reputation.
• Loss and healthcare related Lawsuits resulting in lawyer and court fees.
What managers will learn with ServSafe® food safety training:Managers need to know food safety and the critical importance of its role. And they need to learn
how to share food safety knowledge with every employee. ServSafe® gives them the knowledge andtools to do just that. Some of the concepts managers
will understand with ServSafe® traininginclude:
e Food SafetyChallenge - Managers
will learn thedangers offoodborne illness,how to prevent itand the keys to foodsafety. ey'll see
where contaminationstarts, the
components forgood personalhygiene, and how
every employee canbe a safe foodhandler.
e Flow of Food rough the Operation - Managerswill discover how to prevent cross-contamination, and how to
utilize time and temperature control effectively. ey'll get the insidestory on safe receiving, food storage, preparation and serving, and cooling and
reheating. ey'll also learn how taking active managerial control of critical foodborne illness risk factors makesall the difference for a safe operation.
Sanitary Facilities and Pest Management - Managers will cover all aspects of cleaning and sanitation in a practical, applicable manner.ey'll also learn about pest management, and how to keep pests out of the operation.
Food Safety Regulations and Employee Training - Finally, your managers will cover the way to keep employee training ongoing, to keepfood safety working in every location.
e ServSafe® Training and Certification Program works for our workforce today!
MAKE FOOD SAFETY A TOP PRIORITY e ServSafe® Food Protection Manager Certification Program prepares managers to spread the word and promote food safety
to their entire staff. is comprehensive training contains critical information on Active Managerial Control, demonstrating how youroperation can control the most common foodborne illness risk factors. So don’t take risks. Take action!
e ServSafe® Food Protection Manager Certification Program
S a f e t y a n d q u a l i t y
a r e p a r a m o u n t .Braveheart Black Angus cattle are humanly raised and finished on pure Midwestern corn. That’s what gives the beef its outstanding marbling, tenderness and flavor — as well as its inherent nutrients. Braveheart follows stringent procedures for cattle age verification and animal traceability back to the ranch, so customers always know exactly what they’re getting and where it came from. Braveheart Black Angus Beef is produced at one of North America’s most state-of-the art plants where leading-edge quality, sanitation and safety standards are strictly enforced.
Braveheart Black Angus Beef adheres to a very strict protocol. They call it a ‘Fearless Commitment to Quality’ and it encompasses everything they do. From breeding and feeding to processing and traceability back to the farm for product verification and food safety, their rigorous practices make Braveheart Black Angus Beef the confident choice.
P r e m i u m U S D A C h o i c e
G r o u n d B e e f .With double digit growth in the past two years, Angus ground beef has enjoy increased visibility in foodservice operations and on menus across the country. Now, the opportunity to offer customers the very best in ground beef has arrived.
With Braveheart Black Angus Beef, you have the unique opportunity to promote your ground beef products as “USDA Choice”, adding an additional level of quality and taste to your already famous burger or pub dish. With USDA Choice Braveheart Black Angus Ground Beef, you will have your customers coming back time and time again for your unique, flavorful offering.
For more information about Braveheart Black Angus Beef, call Tom Holbrook with Performance Food Group-Milton’s at 770-718-3531 or contact your PFG Milton’s sales consultant today.
Stringent protocols include full traceability for unmatched safety and confidence
State-of-the-art processing Best-in-class traceability, quality assurance and safety
Features Benefits
R e a p T h e R e w a r d s
O f E x c e l l e n c e .
R a i s i n g B e e f T o T h e N e x t L e v e l , F e a r l e s s l y .
Exceptional taste and superior tenderness
“1/4” MAXIMUM trim specification
“Butcher block-ready” middle meatsimprove your yields and bottom line
Local grains provide nutrients for exceptional flavor and tenderness
Performance Food Group is proud to announce the addition
of Braveheart Black Angus Beef to their lineup to capitalize
on the thriving premium beef market. Today, as consumers
become more informed about their food choices, the demand
for premium Black Angus Beef is soaring. PFG believes that
Braveheart Black Angus Beef raises the quality, taste and
tenderness of beef to a whole new level. We asked Tom
Holbrook, Center of the Plate Specialist for PFG Milton’s, to
elaborate.
“Simply put, Braveheart Black Angus Beef is the finest we
offer. We are confident we can deliver a boxed beef program
that offers superior marbling, color and texture — attributes
that deliver a tender, juicy and succulent eating experience. It’s
remarkable. Nothing in the market compares,” Tom added.
T h e B r a n d T h at
S ta n d s F o r E x c e l l e n c e .
PFG has undertaken a high-visibility branding effort to
position Braveheart Black Angus Beef as the superior choice
for high-end foodservice operators whose patrons seek
responsibly-raised, top-quality beef. The company’s goal is to
make Braveheart Black Angus Beef synonymous with the
best-in-class, most delicious, indulgent beef that operators can
offer. It’s a well-deserved description. Braveheart Black Angus
Beef provides operators with a strong center-of-the-plate
offering that equates to an increased profitability, repeat
business and overall patron satisfaction.
Braveheart Black Angus Beef High Choice Tenderloin with crisp summer salad
1/3 lb burger made with Braveheart Black Angus 81% Ground Chuck
Braveheart Black Angus Beef USDA Prime NY Strip
Another Exclusive Feature
from PFG Milton’s
PFG Milton’s customers will see color-
coded product labels on all product
cases in English and Spanish. With a
quick glance, this easy to understand
label will tell you what temperature
zone your product should be stored in.
The labels will help take the guess
work out of proper temperature
maintenance of food inventories
purchased from PFG Milton’s
Foodservice. Knowing your business is
our business. Just one more reason
why you do business with the best.
Performance is our first name!
Receiving:Our strict receiving procedures are the first line of defense for this fooddistribution center. We take great effort to make sure every product is up toour standards for quality. All products are received onto a temperaturecontrolled dock. This allows us to maintain product temperature duringreceiving regardless of extreme temperatures outside of the building.Temperatures of most perishable products are monitored using an infraredthermometer to assure that the products were not temperature-abusedbefore delivery. The infrared thermometer allows us to keep packagingintact and assure that product integrity is not compromised. A strict HACCPplan is in place throughout our facility. All products and incoming trucks arealso examined for package integrity and signs of tampering or infestation.These procedures are in place to insure food safety and security.
Storage (Warehouse):Once the products are received and slotted our warehouse operations andInventory Control personnel maintain proper rotation of the products byfollowing first-in-first-out (FIFO). Dated products are monitored by inventorycontrol as well. All hazardous products such as cleaning chemicals arelocated in a segregated area of our warehouse to eliminate the possibilityof cross-contamination. We maintain 9 temperature zones to keep differenttypes of products at optimum condition. Our warehouse is cleaned by oursanitation crew and inspected regularly to a sanitary operational conditionper FDA Food Code and local health department regulations.
Our Quality Assurance manager maintains our HACCP program and its pre-requisite programs. She inspects product upon receipt, and during storagein the warehouse to assure the best and safest products for you and yourcustomers.
Shipping:All products are staged and shipped from a refrigerated loading dock toprotect the integrity of the cold chain. This assures the longest possible shelflife and highest quality product. Each of our trucks has two condenserrefrigeration units, one on the front and one in the rear to accommodatedifferent temperature requirements during shipping. All outbound trucks areprecooled and inspected before loading. The truck refrigeration units areinspected and calibrated on a regular basis for accuracy ensuring properhandling of product until it reaches your door.
Product Pick Labels:PFG Milton’s has developed a unique system for labeling product forshipment. Each item has a color coded label indicating the storage area(dry, frozen, and refrigerated). Please make sure that your staff is familiar withour labeling program so that perishable products can be quickly stored atthe appropriate temperatures. All refrigerated products have a Green label;all frozen products have a Blue label. Yellow labels indicate dry storageitems. Urgent or same day deliveries are labeled with Red labels regardlessof the storage area – this indicates the urgent need for the product.
FOOD SAFETY
INNOVATION IN FOODSERVICE
Ensuring Quality Products For Your Operationw w w . p f g m i l t o n s . c o m
page 24
A RREESSTTAAUURRAANNTT MMEENNUU DDEESSIIGGNN is a reflection of the restaurant itself. Restaurant menu descriptions, layouts and colors, whether formal, casual or playful, should
match your restaurant concept, location or theme.
A new menu design can improve sales an average of 2 to 10 percent, according to restaurant consultants interviewed by Restaurants USA. For an operation
that brings in $1 million a year, that amounts to an additional $20,000 to $100,000 annually. Operators should view menus as an investment not as a cost.
TThhee ddrriivviinngg ffoorrccee bbeehhiinndd pprrooffiittss iiss aa wweellll ppllaannnneedd mmeennuu..
PPRRIICCIINNGG
If you charge $14.00
for a hamburger and
your competitor cha
rges $9.00, there nee
ds to
be something fantastic abou
t your burger like gr
illed mushrooms or caramelized onio
ns to
justify the price. Oth
erwise, who do you
think your customers are go
ing to frequent?
MMEENNUU DDEESSIIGGNN
Okay, so once you ha
ve investigated the c
ompetition and created
an exciting restaurant
menu,
you need to create th
e perfect menu design
. This sounds easy en
ough, but an effectiv
e menu
design is more than j
ust printing out a li
st of items on a Word progra
m. Colors, fonts and
borders are all important el
ements of an effective
menu design.
MMEENNUU CCOOLLOORRSS AANNDD FF
OONNTT
Your menu font and color s
cheme should reflect your
restaurant theme. For exam
ple, if you
are opening a Tex-m
ex themed restaurant, vibran
t colors such as red,
turquoise, purple and
green would be goo
d choices for a menu. These
same colors would look
out of place on
the menu of a French or I
talian Bistro restaura
nt. A French bistro m
ay have a classic scri
pt
font or simple plain f
ont, while a sports b
ar or other casual re
staurant might have
a less
formal or playful font. Be
ware of choosing a f
ont that is hard to
read or too small.
MMEENNUU SSEECCTTIIOONNSS
Look at a menu from most any re
staurant and you wi
ll see that it is arran
ged sequentially:
appetizers, soups & s
alad, main entrees, and dess
erts. It is important to
have sections clearl
y
identified, by bold he
adings, boxes or bord
ers. Highlighting speci
al dishes with a star
or other
insignia, such as a ch
ef ’s special is one wa
y to draw a customer’s attenti
on to popular dishes.
Depending on your r
estaurant menu size, o
ne or two columns make for an
attractive layout.
Adding more columns runs the risk of l
ooking like a newspa
per. Daily specials ca
n be easily
changed with a clear
menu insert. Avoid add
ing to many pictures or busy
backgrounds, which
make the menu hard
to read. Also avoid
common clipart, which ta
kes away from the
professional look of y
our menu design.
MMEENNUU DDEESSCCRRIIPPTTIIOONNSS
A menu description shou
ld make a guest’s mouth wate
r. Don’t be afraid to
explain what is
in a dish, and use e
thnic names if they
fit, to add a bit of
authentic flair to th
e menu
description. For exam
ple, Chicken Margarit
a sounds better tha
n Chicken topped wi
th spicy
tomatoes. You can explai
n what is in the dish
(spicy tomatoes) in t
he description itself.
Incorporating geogra
phy or local history
into a menu item name is also a way to
make
your restaurant menu uniqu
e. For example, Maine
Lobster Roll sound
s inviting, whether
you’re eating it in M
aine or somewhere els
e, as does Texas Barb
equed Beef Ribs and
Georgia
Bourbon Peach Pie. A
void making descriptions to
o long. A sentence or
two is fine. You wan
t
to intrigue the custo
mer. If they have more questi
ons, their server sho
uld be able to give
further information abou
t a dish or recommend the h
ouse specialty.
Writing the menu for yo
ur restaurant is the
fun part. It's kind o
f like picking out na
mes
for a baby. You can
play around with ter
ms and pair different
foods together to se
e what
looks good together.
However, a menu, just li
ke a new baby, can
be rather complicated an
d
hard to understand
at times. For example, how d
o you know what to
charge in order to
make a profit? Food
cost and portion co
ntrol are two ways
to help price your
menu
correctly, so you make a prof
it but be careful not
to price yourself out
of the local market.
Another way to ensu
re a profit is to crea
te a balance of expe
nsive and inexpensive
items.
FFOOOODD CCOOSSTT
Food cost refers to t
he menu price of a certa
in dish in comparison to
the cost of the foo
d
used to prepare that
same dish. In other word
s, how much you pay for food
will determine
how much you need to cha
rge for it. Generally,
food cost should be
around 30-35%. This
means that if you pay
$1.00 for something, you
need to charge minimum of $3.34.
It may
seem like you are chargi
ng a lot more than n
ecessary, but keep in
mind that you aren't
just paying for the fo
od itself. You are pay
ing someone to prepare the
food, serve the food,
and clean up after th
e food. Everything in
your restaurant, fro
m payroll to the electr
ic bill
needs to be covered
by the food you serv
e.
AA ttyyppiiccaall mmeennuu iitteemm tthhaatt mmaannyy rreessttaauu
rraannttss ooffffeerr:: FFiilleett MMiiggnnoo
nn DDiinnnneerr..
The initial cost of a
filet mignon dinner can be
broken down into th
e following areas:
• The beef filet cost
s you $6.00 per por
tion
• The wrap (the po
tato, vegetable, salad
and bread that com
es with the filet, as
well as
any condiments the g
uest asks for) costs
$2.50
Therefore, the entire
meal costs you $8.50.
If you wrapped the
filet in bacon and t
opped
it with herb butter
(very tasty) your c
osts would increase.
So, then your prices
would
increase. Get the pic
ture? Every thing th
at goes onto the pla
te needs to be acco
unted for.
So how do you decid
e on a final menu price?
Time to brush up on tha
t high school algebra
you swore you'd nev
er use.
SSTTAAYYIINNGG FFLLEEXXIIBBLLEE WWHHEENN YYOOUU FFIIRRSSTT OOPPEENNGive your menu a chance to work. After a change or new opening, allow at least a couple
weeks or maybe a month to let people get familiar with your offerings, try out several
different things, and establish favorites. Watch for trends at different times of the day and
different meal periods. If your appetizers are selling better at lunch than at dinner, try to
figure out why.
Don't get locked into a tiered menu pricing system (requires all appetizers to be $x, all
entrees to be $y, and so on) with no room for change. If your appetizer list is really working
well but no one is interested in ordering the crab-stuffed mushrooms, you may want to
consider dropping the price by a buck or so. Be open to that possibility. Ultimately, diners
determine what works and what doesn't based on their willingness to buy menu items.
RREEVVIISSIITTIINNGG YYOOUURR MMEENNUU When you change your menu, you're trying to capture that new prospective diner and
keep him coming to your establishment while keeping your signature dishes that made
you successful.
HHeerree aarree aa ffeeww rreeaassoonnss yyoouu mmaayy wwaanntt ttoo cchhaannggee yyoouurr mmeennuu::KKeeeepp uupp wwiitthh rriissiinngg ((oorr ffaalllliinngg)) ttrreennddss:: Being at the forefront of the "wraps" trend was
great, but if you're still tied to it, that's not so good. Or if the steakhouse down the street
is busy and your steakhouse is empty, figure out why. Look at your competitor's menu
and analyze what its doing right or wrong. You can capitalize on its mistakes and improve
on its successes.AAddjjuusstt ffoorr sseeaassoonnaalliittyy:: Take advantage of seasonal produce and other items. If you live in
an area that sees dramatic climate changes, you may want to consider embracing the way
dining habits change with the seasons. So in July you may include a gazpacho (a light,
fresh, cold veggie soup) on your menu but replace it with beef stew in October. Seasonality
dramatically affects top-end restaurants, but it's less important if you don't promise fresh
items to your diners.CCrreeaattee nneeww eexxcciitteemmeenntt wwiitthhiinn yyoouurr ccoonncceepptt:: If the name of your restaurant is Danny’s
Big Taco Bar, don't put lasagna on the menu just because you read an Italian cookbook.
Instead, consider adding a taco bowl or a shredded beef option to your taco menu. You
can also make these changes to showcase trendy, new, popular ingredients; celebrating the
holidays; or commemorate local activities.Changing an entire menu isn't effective. Your regular patrons walked in your door for a
reason. They probably developed favorites and may not come back if they can't get them.
Plus, changing an entire menu isn't efficient; many hidden costs are associated with changing
your menu including testing and tasting new recipes, reprinting the menu, retraining your
staff (both kitchen and floor), retooling your processes, and reprogramming your ordering
system.
PPaayyiinngg aatttteennttiioonn ttoo ssppeecciiaallss::Showcase limited availability and truly special things: Maybe you can order Copper River
salmon (wild Alaskan salmon available only a few months each year) and want to offer it
to your customers.To create efficiency within your inventory by reducing waste from perishables going bad
before they're sold: Specials can repurpose these ingredients at a discounted price to sell
them before they perish.Never use specials as the last stop before the trash. If you're concerned that a perishable
may have already perished, toss it. Don't risk making someone sick and ruining your
reputation just to save a few bucks. When in doubt, throw it out!
To promote your favorite, high-margin items: You can offer items at a discount, hoping to
increase customer counts and increase profits. You can even create a regular weekly schedule
for specials (Thursday is chimichanga day, for example) so diners know what to expect and
put you on their calendar.One added benefit of changing the menu is your staff will be excited by the change.
Consider giving your cooks or culinary team an opportunity to create items when you plan
on offering specials or doing a menu revision. They get a chance to be creative, which
usually increases morale. RReemmeemmbbeerr::Customers spend less than two minutes perusing a bill of fare. If a menu is designed
correctly, it can have a significant impact during those few critical minutes. The menu is
the purest expression of marketing; it’s your blueprint for profitability.
The formula for costing goes as follows: Cost of your product/.35=menu price or $8.50/.35= $24.29 $24.29 is the absolute minimum you need to charge in order to make a profit off the filet mignon dinner. Of course, $24.29 is an awkward looking number, so you mightbump it up to $24.99. If you bumped it up to $29.99, your food costs would drop below 30%, which means you make a bigger profit.
PPOORRTTIIOONN CCOONNTTRROOLL One reason that chain restaurants are so successful is that they have a firm handle on portion control. The cooks in those restaurants know exactly how much of each ingredientto put in every dish. For example, shrimp scampi may have a portion control of six shrimp per dish. Therefore, every shrimp-terrino that goes out of the kitchen will have sixshrimp in it, no more, no less. This is portion control. In order to practice portion control in your own kitchen, everything should be measured out. Chicken, beef and fish should all be weighed, while shredded cheese can be storedin portion control cups and a measuring cup can dish out mashed potatoes. Once you feel comfortable cooking your menu, you can eyeball the serving amounts (sort of likeRachael Ray) but in the early stages of your restaurant, err on the side of caution and measure everything out. Another way to practice portion control is to purchase pre-portioned items, such as steaks, burger patties, chicken breasts, and pizza dough. They may be more expensive, but can save you money in labor and food waste.
MMEENNUU BBAALLAANNCCEE Food markets fluctuate depending on the season, the weather and the price of gas. One day lettuce may be $10.00 a case and then the following week it has jumped to $30.00a case. There is little you can do when prices jump, short of changing your entire menu every few weeks, and who has time for that? However, when you balance expensiveitems, which are prone to price fluctuations, with items that have stable prices, you can help maintain your desired food cost. So, go ahead and have some fresh lobster andbeef on your menu, but temper it with some less expensively priced chicken dishes or pasta dishes. Even franchises change their menus, in large part because of an increasingly savvy dining public. With more people going out to dinner more often, the question isn't if you'regoing to change your menu but when.
page 26 page 27
e ServSafe® one day, 8 hour training session is held at our Oakwood, GA Distribution Facility, and is open to current PFG Milton’s clients
and their managers. e 8 hour session is facilitated by a certified instructor, and the NRAS ServSafe® Essentials, 5th Edition textbook is
reviewed. Aer this class review the ServSafe® certification exam is administered. Successful completion of the exam awards you with the
Food Protection Manager certification that is accepted nationally in states and local jurisdictions requiring Food Safety training accredited
by the American National Standards Institute (ANSI)-Conference for Food Protection (CFP).
By successfully completing the ServSafe® Training & Certification program you should be able to:
• Recognize hazards to food safety and how to prevent, control, or eliminate the situations.
• Prevent contamination of foods and ensure the proper cleaning and sanitizing of equipment.
• Train employees on personal hygiene requirements and proper food handling.
• Explain the importance of food safety and how it affects all guests and employees.
• Increase inspection scores from the Board of Health which gives your establishment more credibility with your customers. Plus, in some
cases, business insurance premiums are lowered when a certified Food Safety Manager is part of the management team.
Class participants are encouraged to read their ServSafe® Essentials textbook before coming to class. Major units covered during the 8 hour
session include:
• e Food Safety Challenge
•e Flow of Food rough the Operation
• Food Safety Management Systems, Facilities, and Pest Management
• Food Safety Regulations and Employee Training
e ServSafe® program is more than a certification. It’s a mindset. It’s a higher standard of training. Food safety training doesn’t end once
a manager earns certification. at's where it begins — by implementing food safety practices on a daily basis. It is critical that every
person in an operation meets today’s food safety practice demands. e ServSafe program helps keep food safety an essential ingredient
in every meal, and is the one commitment that we should all share every day.
is course meets the Food Protection Manager Certification requirements of the
State of Georgia Food Code implemented on February, 2007.
PFG Milton’s and National Restaurant
Association Solutions™ working together.
For more information contact: Dennis Machowski @ 770.532.7779 x593
e ServSafe® Food Protection Manager Certification Program
Make the right decision for every person,every meal, every day.
SERVE SAFE 2008 UPCOMING DATES:
September 18th October 8
November 13th December 2ndpage 28
Visit wwwwww..ppffggmmiillttoonnss..ccoomm To See The NNeeww && IImmpprroovveedd Website
Resources Found @ PFG Milton’s website (www.pfgmiltons.com):
A Downloadable Product Catalog - A Listing of Over 1111,,000000 PPrroodduuccttss Currently StockedOur Products & Services - A Page Dedicated To:
Our Products, Including the Portfolio of PFG Strategic Brands of DistinctionOur Culinary Team of ResourcesThe OOnneeSSoouurrccee OOppeerraattoorr PPrrooggrraamm Offered Exclusively to PFG Milton’s CustomersOther Services which Include, but Are Not Limited to, FFoooodd CCoosstt AAnnaallyyssiiss & MMeennuu DDeevveellooppmmeenntt, UUpp--TToo--DDaatteeMMaarrkkeett TTrreennddss, Etc. A Link to PFG’s Exclusive Online Catalog of over 5,000 Restaurant Equipment & Supply Items (www.eandsdirect.com)
Information Concerning The In-House Servesafe Classes That PFG Milton’s OffersSchedule of Upcoming EventsFeatured Customer ShowcaseArea News & NotesInformation Pertaining To Performance Food Group, The Nation’s 3rd Largest Broadline DistributorMuch, Much More!!!
Take A Minute To Surf Our Site To Discover More Ways That PFG Milton’s Can Help With The Development & Success ofYour Operation!!!
Remember, PPFFGG MMiillttoonn’’ss FFooooddsshhooww, SSeepptteemmbbeerr 1100tthh at the GGwwiinnnneetttt CCiivviicc CCeenntteerr. More Information available on ourwebsite or contact your local sales representative for details!
CHECK US OUT
page 30
Walking into any one of Provino’s 10 locations is like stepping into an Old-World Style Italian Ristorante- the façade and décor are just the beginning of
this exquisite authentic Italian experience.For over 20 years, Provino’s has beenserving Atlanta genuine Italian cuisine,warm & friendly service, and mostimportantly bringing together greatcompany. Meal time is deeply rooted inthe Italian culture and has been relishedby Italian families for generations.
Provino Bogino, the namesake of thisexceptional concept, was no stranger tothe philosophy of Italians and theirfood…food is what brought familiestogether and that’s what John, Provino’sson, wanted to do when he wasdeveloping the Provino’s concept. As apizza maker in Massachusetts, John waseducated on the intricacies of Italiancuisine and soon realized the love for all
types of Italian dishes was in his blood. It’s inevitable…I mean, when yourfather is Provino Bogino, how could it not be? The idea to branch out from apizza house to a full-service, full-scale Italian restaurant was conjured up inVietnam...or shortly thereafter. John and Larry Fisher, original and currentpartner, decided that the melting pot that was developing in Atlanta would bethe perfect place…Memorial Drive to be exact.
In order to develop and run this successful foodservice operation (with hopesof opening many more locations in the area), John and Larry turned to whom?You guessed it, close friends and family…Tracy Ray and Harold Geriltschwere brought in to the mix at the early stages to help build a foundation forthe concepts. Both Tracy and Harold had known John, Larry, or both forseveral years and were entrusted with the family secrets to help the conceptblossom. With everyone’s dedication and perseverance, Provino’s slowlybecame a household name and their dreams were becoming a reality.
Since 1977, nine other Provino’s and two Scalini’s (another concept created bythe Italian masterminds) have opened their doors to entertain families andfriends alike. Both concepts pride themselves on the authenticity of the dishesthat have been passed down through the Bogino family tree. Whether you’rein the mood to share something off the antipasta menu, like their Mozzarella deFritto and Mushrooms Ripieno, one of the Classic Parmigiana dishes, or an entréeoff their Seafood Dinners menu, like their Mussels Marinara or Seafood Trio, it’slikely that Atlanta’s favorite rolls and salad served family-style is what willkeep you coming back…again and again! No matter what you choose off themenu, you’re guaranteed to enjoy the experience as much as the cuisinebecause both Provino’s and Scalini’s specialize in classic Italian…CLASSICis what they do…and they do it VERY WELL! Fugitaboutit, the Bogino’sfamily Italian recipes are one of a kind!
“But, it’s not just about the food,” said Tracy, “it’s about the people.” This isevident when you walk in to your neighborhood Provino’s or Scalini’s…it’slikely that you’ll see customers being greeted with open arms and hugs,inquiring about the kids, grandkids, and ultimately becoming the “extendedfamily” of Provino’s/Scalini’s. Being an employee is no different; once you’rein…you’re family…for life. That’s why you’ll notice the same friendly facesare still working happily year after year after year. Many of the members ofmanagement have been with the company since inception or closethereafter. Jim Damiano, the manager of Provino’s new location in Buford(Mall of Georgia), has been with the company since the mid 80’s. Heworked his was up from line cook in the BOH to being the FOH manager.It’s those types of loyal relationships that keep the door open and thecrowd bustling.
On any given evening, amongst the crowd, you can find a birthday boy orgirl celebrating with their surrogate Italian family. That’s right, Provino’s& Scalini’s STILL offer the birthday special…they’ve been doing it forover 20 years and you can still come in on your birthday, show your ID,and get one of their famous specialty pasta dinner for FREE! Don’t fret,this includes the world renowned garlic rolls and salad…AND birthdaydessert.
If you’re not celebrating your birthday, but are anticipating the birth ofone of your own…Scalini’s is the place for you. What, you haven’t heardabout Scalini’s “Eggplant Babies”? Nearly 300 baby pictures decorateScalini’s old-fashioned Italian Restaurant in Cobb County, Ga. All of thebabies pictured on the Italian restaurant wall were born after their mothersate the Scalini’s eggplant parmigiana. The hearty entrée is rumored topossess labor inducing powers...some have given birth within 48 hoursafter enjoying this delectable dish. “Two or three years after we began, afew people had just mentioned to us they came in when they werepregnant, and ate this eggplant and had a baby short time after that,” saidJohn Bogino, “One told another, and it just grew by itself leaps and bounds.”
Therefore, if it’s a birthday you’re trying tocelebrate, a baby you’re trying to have, or just ahankering for some fresh, high-quality,authentic Italian cuisine, either Provino’s orScalini’s is the place for you. Rich in familyhistory and tradition, these two concepts can’tbe beat. Next time you’re in, make sure to payspecial attention to the walls…Provino Bogino’simmigrant papers from Ellis Island are hidingsomewhere within the beautiful décor thatmakes dining at any of their locations a trulymemorable experience.
Come one…come all…once you’ve experienceda meal with the Provino’s and Scalini’sfamilies; you too become FAMILY! Bada BingBada Boom!!!
Mall of Georgia Provino's 3420 Buford Drive, Suite 500 (Hwy 20) - @e Plaza770-904-0242
Canton, GA1365 Riverstone Parkway770-720-967
Cumming, Georgia 1610 Market Place Blvd770-205-5605
ChaAanooga, TN5084 South Terrace Place423-899-2559
Douglasville, GA2911 Chapel Hill Road678-838-0630
Duluth, GA 3606 Satellite Blvd. (Mall Corners)770-497-8841
Kennesaw, GA 440 Earnest BarreA Pkwy NW678-594-5055
Rome, GA288 Shorter Avenue706-378-9009
Roswell, GA1255 Grimes Bridge Road770-993-5839
Snellville, GA2050 East Main Street770-972-8411
PROVINO’S LOCATIONS:
www.provinos.com
www.scal inis .com
Smyrna, GA2390 Cobb Parkway SE770-952-7222
MarieAa, GA1205 Johnson Ferry RoadSuite 101770-321-4343
SCALINIS’S LOCATIONS:
page 32 page 33
by J. Kyle Cottengim
In the fall of 2005 a posting was made to all chefs
that the selection process for the next ACF
Culinary Team USA was beginning. I remember
the anxiety and excitement when I heard this, as
I’ve been working toward this opportunity for
years. After a poor performance during the last
team selection process, I was anxious to have the
chance to redeem myself. Since then I’ve made
huge changes in my approach to competing, I
gave up those wild, throw everything on the plate
books and went back to the basics of classical
cooking. The initial step for selection was that
each chef had to summit a team try-out
application, competitor profile, employment
history, competition resume, and a 500 word
essay on “why you feel you should be on team
USA”. This process was long and hard as this was
your one and only chance to make an impression
on the coaches and selection committee. A poorly
presented package, one wrong word and lack of
experience means you get a “thanks, but no
thanks letter”. The wait for the acceptance letter
was extremely trying, as you have to begin
working on your cold food program in advance,
not knowing if you would be even selected to try-
out. A competitor who waits until the last minute
most likely will not make it, as it takes months if
not a year just to be on the level to make the
team. Out of hundreds of applications only about
30 chefs are given the invite to compete in hopes
to make it to the next round. During the first
phase of the try-out process, the chefs traveled to
a pre-selected location where we had two-twelve
hour days to complete our cold food program. A
process that many chefs would give up on, having
to practice long hours, travel many miles, prep,
cook, glaze, and lay-out the best work you
possible can; all while
under the
watchful eyes of
C e r t i f i e d
Master chefs
and National
team members.
Once your program is complete it’s up to the
judges…they hold nothing back as this is a
process to select the best, not a seminar on
International Competitions. If a chef scores high
enough, he or she will receive an invite to compete
in the finals that’s held during The NRA show in
Chicago. Only 12 out of the 30 chefs will get the
chance to showcase in this prestigious and final
step to making the team. There’s no time for
celebrating as you have only 3-4 weeks to prepare
for the most intense hot food competition many
chef’s will ever be apart of. This is the best of the
best fighting for those few spots on the coveted
Team USA. Each chef had to prepare a signature 4-
course meal with dessert, which the starter plate
came from a mystery basket of ingredients. If your
were not prepared, and ready for battle, the
pressure alone would take you under, as these
chefs are looking for the best team members who
can handle the most difficult task anyone can face;
representing your country. At the end of the 3-day
trial, a ceremony is held and the team is
announced. The announcement ceremony was the
most stressful time of this entire process, if you
added up all the hard work, long hours, time away
from family, and the mental stress, it could not
equal the feeling you had just before Chef Leonard
CMC announced the team. The stress you felt
caused temporary loss of hearing, nothing the
chef said in that speech I remembered, all I
wanted to hear was my name. And once my name
was called I wanted to jump through the roof, but
had to maintain strong composure as I was now a
member of Team USA.
Since then my life has not been the same, I’ve had
many great opportunities come my way, as well as
meeting wonderful people all over the world. They
say that one term on the culinary team is
equivalent to ten years industry experience, and
that analogy is true. I’ve learned more about
myself, competing, and my overall thought
process about food in my first week of practice
than I did over the last 4 years. To walk into a
kitchen of dedicated, driven, and highly skilled
chefs, you can’t help but to gain knowledge; if you
don’t you’ll fine yourself off the team. We do not
get paid to be on Team USA, we do it for the love,
the challenge, and the education that very few can
say they have. There’s no other feeling than to
know that at the end of the day we’re 100 times
better as a chef than what we were at the
beginning of the day. Each time we get together
as a team we strengthen the bond of brother
hood, and the love for one another that lasts a
lifetime. It’s by far the most challenging
journey a chef can take, to carry the weight of
our industry on our shoulders, to represent our
country on the international stage, and to be
an example to those who dream of the chance
to be on Team USA. I’m proud and blessed
to say that I am a member of Team
USA, to be apart of an elite few
that have won Olympic Gold.
Most chef’s that have
been on an
In te rna t iona l
Culinary Team, go on to become Master Chef’s;
that the ultimate Goal for me.
I’m presently the Corporate Executive Chef for
Performance Food Group, a broadline foodservice
distribution company that’s located throughout
the east coast. I joined PFG Milton’s because of
their dedication to excellence, and their
commitment to Team USA. Since being apart of
the Milton’s team, we have had record breaking
gains, our market has grown at a rapid pace, and
PFG Milton’s has developed into a place for
culinary training and education. Their support of
my efforts on Team USA is a testament to their
commitment to the industry as a whole. We have
shredded the image of just being a distribution
house, and are now known as the leader in the
field of culinary services and the hospitality
industry. Supplying or customers with the finest
of ingredients, a committed team of industry
professionals and, the latest in culinary trends;
places us in the forefront of our field. We have
contributed time and resources to the support of
many educational and hospitality organizations,
proving our determination to maintain the highest
level of service and a constant presence with the
American Culinary Federation.
It’s important that all establishments in the
hospitality industry support the goals and dreams
of their internal culinary team. These are the
ladies and gentlemen that sacrifice so much for so
little, with even less respect; but persist because
of the love of what we do. I encourage all
organizations to participate and invest into The
American Culinary Federation, or some
establishment that support chef’s. We are all apart
of a universal team of Food Lovers…it’s time to
build our future by giving of ourselves today.
Team USA is constantly preparing, practicing, and
focusing on the goal at hand, to win The IKA 2008
(The Culinary Olympics). There’s never a down
time, projects are constantly being planned,
meetings taking place, and work on our skills
never stops.
It’s a huge a commitment, and without the
support of family, friends, colleagues, and
employers we would not be able to achieve
international success.
Team USA Info:
ACF Culinary Team USA, a program of the
American Culinary Federation (ACF), is the official
representative team of the United States in major
national and international culinary competitions.
ACF Culinary Team USA is comprised of one
national team of six members, two regional teams
of five members each, and a youth team of five
members less than 23 years old. The regional
teams, considered a training ground for the
national team, work with and assist the national
team when they are not competing. ACF Culinary
Team USA competes in many competitions
including three major international culinary
competitions: Internationale Kochkunst
Ausstellung International Culinary Art
Competition also known as the "Culinary
Olympics;" The American Culinary Classic; and
Culinary World Cup.
page 35
page 37
DARYL L. SCHULAR, CCC
Corporate executive chef for PFG Milton’s, Daryl L. Shular, CCC, has been a coach and mentor of culinary students and competitors for many years. Shularearned an associate degree in culinary arts at The Art Institute of Atlanta, and was a member of the institute’s international culinary team. He received afaculty award for Outstanding Student Success Initiative in spring 2003. Before joining PFG Milton’s, Shular was senior lead instructor at The Art Instituteof Atlanta.
Shular is a member of the American Culinary Federation (ACF) Greater Atlanta Chapter Inc., and was a former chapter student-team coach. His mostrecent achievements include a gold medal for best of show at the ACF Choctaw Chapter Culinary Salon in Choctaw, Miss. He was also named the 2004National Champion in the ACF Nutritional Challenge at the 2004 ACF National Convention.
THE AMERICAN CULINARY FEDERATION, INC.
The ACF is known as “The Authority on Cooking in America” . The ACF is a professional organization of chefs and cooks and wasfounded in 1929 in New York City by three chefs’ organizations: the Societe Culinaire Philanthropique, the Vatel Club and the
Chef’s de Cuisine Association of America. They are an organization based on promotingthe professional image in American Chefs worldwide through education ofculinarians at all levels. The ACF is the largest professional chef’s organization inNorth America. They are made up of more than 20,000 members that belongto more than 230 chapters in four regions across the United States.
2008 IKA “CULINARY OLYMPICS”
This October 18th through October 22nd, theworld’s best chefs will gather in Erfurt,Germany to demonstrate their
creativity and expertise at the22nd IKA “Culinary Olympics.”The four day international
competition takes placeevery four years and isconsidered the mostimportant event inthe culinary field.
Team USA will betraveling to Erfurt
along with more that 40other countries in hopes to
bring home the gold.
PFG Milton’s, Daryl Shular is on theACF Culinary Team USA.
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Type of Operation (Please check one of the following.)
� Bar/Tavern � Healthcare� Business & Industry � Hotel/Resort� Casual Dining � Quick Service Restaurant� College/University � School� Family Dining � Other� Government/Military
Mail rebate with qualifying invoices to: Customer Response Center, P.O. Box 850,Brunswick, OH 44212. Please allow 4-6 weeks for rebate check processing.
Give patrons the appetizers they crave while earning up to a
$5-per-case rebateMax. $150 cash back!Minimum 5 case purchase required.
Rebate applies to purchases made between 8/15/08 and 12/31/08. Rebate only valid for PFG Milton Institutional Customers.
Qualifying McCain appetizers and potato products:Code # Description Pack size851557 Brew City® Buffalo-style Jack N Blue Cheese Sticks 4/3 lbs.233427 Brew City Buffalo Chicken Bites 4/2.5 lbs.851545 Anchor® Fiesta Bold™ Poppers® 2/4 lbs.856743 McCain Early Risers™ Handheld Breakfasts 4/3.75 lbs.869769 Moore’s® Vidalia® Battered Onion Rings 4/2.5 lbs.880074 McCain Harvest Splendor® Crinkle Cut Fries 6/2.5 lbs.254169 Moore’s® Sun Stix® Sweet Potato Fries 6/2.5 lbs.998142 Moore’s® Sun Spots® Sweet Potato Slices 6/2.5 lbs.
No. cases ofqualifyingproduct: ___________ x $5 = _________________
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Total rebate:
Offer only good between 8/15/08 and 12/31/08. Attach original qualifying invoices only, no tracking reports will be accepted. Qualifying products onlyinclude the products listed above. Offer only good for $5-per-case rebate, maximum $150 cash back. Minimum 5 case purchase required. Only one rebateper establishment allowed. Does not apply to chains or products purchased on bid or contract. Not valid with any other offer. Rebate only valid for PFGMilton Institutional Customers. This form and invoices must be postmarked by 1/31/09.
Cut through the Grease and Stay Environmentally Safe! No
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PFG Item # 998832
PFG Milton’s Associates of the Quarter
CRAIG CRAMERCraig is one of PFG Milton’s District SalesRepresentative. He has been working at PFGMilton’s for fours years and currently resides inLawrenceville, GA. In Craig’s spare time heenjoys spending time with his 3 kids and wifeHeather along with trying to skateboard andwoodworking. He believes his claim to fame wasbeing a professional skateboarder in past life andhis best friend was Tony Hawk. Craig quotes“everyday is a new opportunity.”
SUSAN PAGLIARULOSusan is currently PFG Milton’s Dry Grocery &Dot Foods Merchandiser Buyer. She’s been atPFG Milton’s for the last 3 years and currentlyresides in Braselton. In her spare time Susanenjoys time with her 3 kids and husband of 22years,Joe, a good book and jamming to sometunes. As a buyer Susan strives on making surethe customer is confident and satisfied. Susanquotes “you don’t fail until you quit.”
JAMIE HILANDJamie is currently in transportation as one of PFGMilton’s Delivery Drivers serving the Northeastenpart of Georgia. He has been working at PFGMilton’s for the past 7 years and currently residesin Tocca. Jamie has 2 wonderful kids and a lovingwife, Allison. In Jamie’s spare time away fromPFG Milton’s he enjoys a good swing on the golfcourse and the need for speed racing cars.
