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The Subway brand is growingwith a focus on fresh food and innovation

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2013

FRANCH

ISE

REPORT

(left to right) JacquieGregg, franchisee; Todd

Gregg, franchisee; HermanGrewal, Subway

development agent

ACC. MGR: Sherri/Lila PROD. MGR: Andrea P/Nikki

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ART DIRECTOR:Kevin ARTIST: ATTIL

R ARTIST: Lindsay

P DATE: 10-16-2012 9:23 AM PREP ARTIST: Lindsay

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FOODSERVICE AND HOSPITALITY FEBRUARY 2013 1FOODSERVICEWORLD.COM

ContentsVO LUME 4 5 , N UMB E R 1 2 F E B RUARY 2 0 1 3

Features

16 Foot Long AnD FAnCY Free Subwaywins followers for its fresh food, variety and

innovation By Adrian Bell

20 BUrger MADness Canadian andAmerican burger chains compete to appeal

to Canucks’ tastebuds By Cynthia David

FrAnChise rePort»»»»»»»»»»»»»»»»»»»»»»»»»»»»»29 eVoLUtion or reVoLUtion? Fromproviding more choice to adding more

dayparts and opening 24-7, the quick-service

(or fast-casual) market is responding to a

new customer By Liz Campbell

34 FrAnChise Listings

51 reADY, set, go The annual CRFA Showreturns next month with a spotlight on

regional exhibitors, food-and-drink demos

and top chefs By Jackie Sloat-Spencer

54 A FeAst For the senses Aspiringopera stars deliver arias between serving

courses at England’s Bel Canto Restaurant

By Harry W. Pope

57 it’s showtiMe Multimedia entertain-ment systems are becoming a point of

competitive pride By Denise Deveau

Departments2 FroM the eDitor3 MAstheAD5 FYi13 FroM the DesK oF roBert CArter

15 MY Best MistAKe60 PoUring For ProFits64 CheF’s Corner:

Justin Leboe, Model Milk, Calgary

64Chef

’s Corner

COVE

R PHOTO

GRAPH

Y BY MARGARET

MULLIGAN

2 FOODSERVICE AND HOSPITALITY FEBRUARY 2013 FOODSERVICEWORLD.COM

For daily news and announcements: @fsworld on twitter and Foodserviceworld on Facebook.

FroM the eDitor

i n today’s success-obsessed society,

some individuals and companies are

afraid of failure. But, as we grow and

evolve in our personal and business

lives, we realize success is ultimately

predicated on learning from our mis-

takes. Sure, some blunders can be fatal

to your career and/or business — and

should be avoided at all costs — but

undoubtedly the path to success is lit-

tered with mistakes.

And, regardless of size or repute,

every company falters at some point.

Take McDonald’s Restaurants as a classic

example. In the ’80s, executives must

have thought they’d hit the mark with

the introduction of the McRib sand-

wich, but the associated hype never pro-

duced the expected results. Similarly, a

few years later, the company experienced

less-than-stellar results when it intro-

duced its McPizza product in the late

’80s. And, in the 1960s, in an attempt to

introduce a “meatless” product at the

company’s Chicago location, founder

Ray Kroc learned first-hand that not

every new idea is a winner when he test-

ed a cheese-topped grilled pineapple on

a bun for customers who didn’t want to

eat meat on Friday. Sure, the “vegetari-

an” idea was innovative, but customers

didn’t like it.

Similarly, many of us remember Coca

Cola’s less-than-successful debut of a

new Coke formula in 1985. The product

launch produced such anger from loyal

Coke drinkers, who hated the new prod-

uct so much, that company execs were

forced to take it off the shelves, after only

79 days on the market, and bring back

the original formula.

While entrepreneurs are natural risk-

takers, never really letting the fear of fail-

ure hold them back, even when perhaps

it sometimes should, most companies

are generally risk-averse. Add to that our

typical Canadian “cautious” approach,

and you can understand why many

company execs prefer to remain in their

comfort zone. But that’s a mindset cur-

rently being challenged by management

consultants who believe true innovation

can only occur when companies take

risks and move into uncharted territory.

It’s a reality today’s top franchisors are

learning fast as the market becomes

more competitive and consumers con-

tinue to be more demanding (see QSR

story on p. 29).

This month, in an effort to learn from

the failures that make companies

stronger, I’m pleased to introduce a new

column called “My Best Mistake.” It will

appear in the magazine throughout the

year and feature various respected

industry leaders, ranging from presi-

dents to GMs to executive chefs and

suppliers. By sharing some of their mis-

takes, we hope readers will learn lessons

by osmosis, gaining valuable insight

along the way. Just as importantly, high-

lighting their gaffes will show us the

human side of seemingly infallible lead-

ers, teaching us, that while mistakes can

often be embarrassing and get us into

trouble, they also allow us to grow in

ways we could never imagine. This

month’s featured leader is Robert

Bartley, senior director of Food and

Beverage (Air Canada Centre) and exec-

utive chef for Maple Leaf Sports +

Entertainment (MLSE) in Toronto (see

story on p. 15). Happy reading.

Some blunders can be fatal to your career and/or business —and should be avoided at all costs — but undoubtedly the path to success is littered with mistakes

Rosanna CairaEditor/Publisher

[email protected]

“

”

FAiLUre to LAUnCh

PRESIDENT & GROUP PUBLISHER MITCH [email protected]

EDITOR & PUBLISHER ROSANNA [email protected]

ART DIRECTOR DAVID [email protected]

ASSOCIATE EDITOR BRIANNE [email protected] EDITOR ADRIAN [email protected] EDITOR JACKIE [email protected] INTERN SHARON TINDYEBWA

WEB COMMUNICATIONS SPECIALIST MAYA [email protected]

PRODUCTION MANAGER DEREK [email protected]

DIRECTOR JIM [email protected]

SENIOR ACCOUNT MANAGER/U.S.A. WENDY GILCHRIST [email protected] MANAGER/CANADA STEVE [email protected] MANAGER/CANADA KIM [email protected]. ACCOUNT MANAGER/CANADA MARK [email protected]

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

ACCOUNTING ELSIE [email protected]

EXECUTIVE ASSISTANT TINA [email protected]

ADVISORY BOARDBOSTON PIZZA INTERNATIONAL, INC. KEN OTTOCORA FRANCHISE GROUP DAVID POLNYEXTREME BRANDZ GROUP OF COMPANIES ALEX RECHICHIFHG INTERNATIONAL INC. DOUG FISHERFRESHII MATTHEW CORRINHEALTH CHECK, CANADA I THE HEART & STROKE FOUNDATION KATIE JESSOPLECOURS WOLFSON HOSPITALITY MANAGEMENT & CHEF RECRUITERS NORMAN WOLFSONMAPLE LEAF SPORTS + ENTERTAINMENT (MLSE) ROBERT BARTLEYNEW YORK FRIES & SOUTH ST. BURGER CO. JAY GOULDPRIME RESTAURANTS INC. NICK PERPICKSCHOOL OF HOSPITALITY & TOURISM MANAGEMENT, UNIVERSITY OF GUELPH BRUCE MCADAMSSENSORS QUALITY MANAGEMENT INC. DAVID LIPTONSOTOS LLP JOHN SOTOSTHE GARLAND GROUP MANITOWOC FOODSERVICE JACQUES SEQUINTHE HOUSE OF COMMONS JUDSON SIMPSONTHE MCEWAN GROUP MARK MCEWANUNILEVER FOOD SOLUTIONS NORTH AMERICA GINNY HARE

To subscribe to F&H, visit foodserviceworld.com

Volume 45, Number 12. Published 11 times per year by Kostuch Media Ltd., 23 Lesmill Rd., Suite 101, Toronto, Ont., M3B 3P6. Tel: (416) 447-0888, Fax (416) 447-5333, website: foodserviceworld.com.

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Return mail to: Kostuch Media Ltd., 23 Lesmill Rd., Suite 101, Toronto, Ont., M3B 3P6.Member of CCAB, a Division of BPA International, International Foodservice Editorial Council,Canadian Restaurant & Foodservices Association, The American Business Media and TheCanadian Business Press. We acknowledge the financial support of the Government ofCanada, through the Canadian Periodical Fund (CPF) for our publishing activities.Printed in Canada on recycled stock.

If you’d like to see your sales and profits reach new heights, contact Piller’s Foodservice Sales.

We’re experts at helping your foodservice programs climb to their potential.

Foodservice Sales • 1-800-265-2628www.pillersfoodservice.com

If you’d like to see your sales and profits reach new heights, contact Piller’s Foodservice Sales.

We’re experts at helping your foodservice programs climb to their potential.

Foodservice Sales • 1-800-265-2628www.pillersfoodservice.com

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

ice, ice, BabyItalian ice and frozen custard are the newest treats to hit the Canadian market, but can these cool treats stay hot year-round? BY jACKie sLoAt-sPenCer

storefront or Foodtruck?Franchisees of the U.S.-based

Rita’s Italian Ice concept have

multiple prototype options to

choose from to fit a variety of

markets. “[The units], which are

wildly successful are the mobile

trailers/trucks. It’s got a lot of

flexibility and allows you to get

the product to where the

customers are,” says Jonathan

Fornaci, CEO of Rita’s. Large-

scale storefronts are also

available; they range in size

from 1,000 to 1,200 sq. ft., or

600-sq.-ft. fixed satellite units,

ideal for malls, amusement

parks and convention centres.

FizzLeD oUt Canada is no stranger to U.S. concepts looking for new markets, but many companieshave experienced lower-than-expected sales in Canada despite hefty projections, says Doug Fisher,president of foodservice consultancy, FHG International Inc., citing Ben and Jerry’s and Krispy Kremeas examples. “The only company doing it and expanding really quickly is Cold Stone Creamery, butthat’s because they’re inside Tim Hortons. They have a market, they already have space, there’s a client,they are getting exposure and [they’re] only taking 200 sq. ft. out of a Tim Hortons,” he explains.

Move over Menchie’s, a cool new concept is making its way north. The executives of

Rita’s Italian Ice, with more than 625 outlets across the U.S., have awarded a Master

Franchise in Canada with plans to open 80 units over five years. “Our two key products

are Italian ice and [frozen] custard. With both of those products, there are no direct com-

petitors,” says Jonathan Fornaci, CEO of Rita’s Italian Ice. So what makes this product dif-

ferent than other frozen concepts? “The Italian ice is made with real fruit,” describes

Fornaci, of the fat-free treat that’s available in 60 flavours, including cherry, mango and

even Swedish fish. “You can eat it and not get the heavy feeling you would get if you had

a yogurt with all the toppings or a big ice-cream sundae.” On the other end of the scale,

the chain offers Blendinis made with Italian ice and frozen custard with a choice of mix-

ins such as Snickers. The product may have its believers, but the scope of the development

project has some questioning its projections. “I’m sure they can come in and penetrate

the market, but a master franchise of 80 units is very aggressive,” warns Doug Fisher, pres-

ident of FHG International Inc., a Toronto-based franchise consulting firm. The problem,

he notes, is the frozen-treat market has peak sales for 3.5 summer months and weaker

sales in the winter. Some businesses, such as gelato shops, are diversifying their offerings

by adding pizzas, panini and more to make up the lag in sales during winter, adds Fisher.

But Rita’s execs say the unique offering attracts fans year-round. “It’s really an interesting

and different product. It will generate its own following on which the business will ben-

efit,” adds Steve McDonough, president of Canada Water Ice Company, who will serve as

the Master Franchisor in Canada. The strategic plan is still in the works, says

McDonough, but he aims to begin opening units in the spring, starting in Western

Canada. “Eighty units was just a number we looked at as being achievable,” he explains,

specifying the number includes mobile satellite units as well as bricks-and-mortar units.

“We don’t want to over-penetrate the Canadian market, but when you look at it having

ones and twos in the smaller towns — we want to be there.”


FYi

CoMingeVentsFeb. 4: The 39th Top Management Night Gala & Fundraiser, The International Centre,Mississauga, Ont. Tel: (416) 422-3431; email: [email protected]; website: cafp.com.

Feb. 20: We Care-aoke 2013, Port CreditLegion, Mississauga, Ont. Tel: (905) 841-1223; email: [email protected];website: friendsofwecare.org.

March 3-5: The CRFA Show, Direct EnergyCentre, Exhibition Place, Toronto. Tel: (416) 923-8416; email: [email protected]; website: crfa.ca.

March 20-21: Alberta Pork Congress,Westerner Park, Red Deer, Alta. Tel: (403) 244-7821; email: [email protected]; website: albertapork-congress.com.

March 28: Icons & Innovators BreakfastSeries with Christiane Germain, location TBD,Toronto. Tel: (416) 447-0888 x236; email:[email protected]; website: kos-tuchmedia.com.

April 11-14: The Canadian Health FoodAssociation (CHFA) Expo West, VancouverConvention Centre, West Building, Vancouver.Tel: (416) 497-6939; email: [email protected]; website: chfa.ca.

The Four Seasons’ community has created a new way for

diners to continue their culinary experience after their

meals are finished — they’ve launched an epicurean web-

site. Taste by Four Seasons is an online community where

foodies can learn about the hotel company’s restaurants

and bars while getting insider info — such as secret ingre-

dients and family tested recipes — from its network of

chefs. For example, the One-Ingredient, Three-Ways fea-

ture showcases recipes from three different Four Seasons

chefs; users can vote on their favourite creation and recre-

ate recipes in their own kitchens. “Taste extends the reach

of Four Seasons chefs, sommeliers and mixologists beyond the walls of our properties,

delivering their unparalleled expertise directly to travel and food enthusiasts,” said

Chris Hunsberger, EVP, Global Product Innovation, Four Seasons Hotels and Resorts.

Chef network

Aspiring star Michael Ciufo is getting a boost from

Pizza Pizza. The quick-service giant is sponsoring the

vocalist who studied at Toronto’s Glenn Gould

School of Music at the Royal Conservatory of Music.

“Michael’s mother and my parents are from the

same town in Italy,” said Pat Finelli, chief marketing

officer, Pizza Pizza. “I saw him at a backyard concert

about seven years ago, and I thought, ‘my gosh —

what a voice.’ Since then we’ve kept in touch, and

today we’re happy to sponsor him.” The chain invested $20,000 in a campaign to sup-

port the rising artist’s performances in Toronto, Niagara Falls, Ont., Oakville, Ont., and

Waterloo, Ont. And, Ciufo’s new single, “Perfect Gift,” can be downloaded at pizzapiz-

za.ca/freemusic. In fact, more than 100,000 music download cards were handed out to

walk-in customers at Pizza Pizza locations across southern Ontario.

singing Praise

Manchu Wok is venturing into new territory with the launch of its Japanese concept,

Wasabi Grill and Noodle, which recently opened in the renovated North York City

Centre food court in Ontario. Wasabi offers cook-to-order teriyaki, including chicken,

beef, shrimp and fish; warm buffet options such as hearty curry chicken and sesame

chicken cutlets; noodles and noodle soups; and an assortment of sushi, made fresh daily

on the premises. “Today’s food courts are often mall centrepieces with modern, environ-

mentally conscious, technologically driven store designs,” said Kelvin Chen, president

and CEO of Manchu Wok, a subsidiary of Hong Kong-based Café de Coral. “[Wasabi

Noodle] satisfies the need for a wider range of great-tasting fast-food choices that tap

into the growing popularity of Japanese food in North America.” Premiering in the

newly revamped food court, Wasabi sports a black-and-red modern design, high-end

furnishings and digital menu boards.

Biting into Change

FAst FACt Non-traditional grains such as barley and wheat berries, retro-inspired menus and do-it-yourself sodas are predicted to gainpopularity in the U.S. foodservice market in 2013, according to Technomic, a Chicago-based research firm. Other key trends include SouthAmerican foods, ethnic fast-casual restos and noodles from noodle shops. �

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FYi

restAUrAntBUzzWoodfire Grill, a new barbecue joint,has opened on Second Avenue South inSaskatoon. The resto is home to two RedSeal-certified chefs and a menu featuringdishes such as a hickory-smoked burger,topped with horseradish aoli, smokedapplewood cheddar, lettuce, tomato,onions and mustard ($14) as well as gluten-free and vegan options...Chipotle MexicanGrill has opened in Vancouver in Robson Square, marking its foray into Canada’s WestCoast. Its menu will include the chain’s standard burrito, salad and tacos made with natu-rally raised meats and local and organic produce...The team behind the Sawmill PrimeRib & Steak House is celebrating the launch of its sixth full-service location in StonyPlain, Alta. Its modernized design features a granite bar, 11 flat-screen TVs as well asstand-up communal tables and bar stools...The Keg Steakhouse & Bar inside theCourtyard by Marriott Hotel in Niagara Falls, Ont., has a new look, which featuresearthy tones paired with new dark wood furnishings...Il Giardino restaurant in Vancouveris set to close after 37 years in business. Owner Umberto Menghi, who heads two otherItalian concepts, Il Caminetto and Trattoria di Umberto, said the decision to closewas bittersweet. “The staff and loyal guests at Il Giardino are like family to me, but I’mhappy we are leaving on a high note,” said Menghi in a statement.

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

Chipotle Vancouver

Franklyspeaking

Few might have guessed it, but a

$100 hotdog has staying power.

Dougie Luv, owner of DougieDog

Hot Dogs, who caused a stir by

selling cognac-infused hotdogs at

his Vancouver eatery, forged a deal

on CBC’s Dragon’s Den to boost his expansion plans. The

business owner previously made an unsuccessful pitch on the

series, but the new offer called for a $200,000 investment for

a 50-per-cent stake in his company. “I was willing to give up

more equity this time, because I want to franchise,” Luv told

the Financial Post. “I still want partners. I can’t do it all by

myself. I want the dragons to help me build this into a very

successful Canadian company.” In the same episode, which

aired in January, Zane Caplansky, owner of Caplansky’s

Delicatessen in Toronto, reappeared on the show to pitch a

new business opportunity to expand his food trucks nation-

wide. He was turned down for a second time.

TERROIR PRESENTERS

Host: Max Valiquette, Marketing and Culture Expert; Managing Director, Strategy, Bensimon Byrne

Mainstage Presenters

Nick Saul, CEO, Food Centers Canada

JP McMahon, Executive Chef, Aniar Restaurant, Galway, Ireland

Andrea MostAndrea Most, Associate , Associate Professor of English, American Literature & Jewish Studies, The University of Toronto

Trine Hanneman, Scandinavian Chef & Cookbook Author, Copenhagen, Denmark

Peter Tempelhoff, Executive Chef, The Collection by Liz McGrath, Cape Town, South Africa

Adam Mason, Winemaker, Mulderbosch, South Africa

Per-Anders & Lotta Jorgense, Editors, FOOL Magazine, Malmo, Sweden

Padraic Og Gallagher, Gallagher’s Boxty House, Dublin, Ireland

Anne Mendelson, Author, The Surprising Story of Milkthrough the Ages

Gillian Files & Brent Preston, Farmers, The New Farm, Singhampton, Ontario, Canada

Joshna Maharaj, Chef & Culinary Activist, Toronto, Canada

Trevor Gulliver, Mrs. St. John’s, London, UK

Edward Pond, Food Photographer, Toronto, Canada

Kobe Desramaults, In de Wulf, Dranouter, Belgium

Paul Rogalski, Executive Chef, Rouge, Calgary, Canada

Ingrid Fetell, Designer, The Aesthetics of Joy

Magnus Nilsson, Executive Chef, Faviken, Jarpen, Sweden

The Debate

Mitchell Davis, Executive Vice President, The James Beard Foundation

Noah Bernamoff and Rae Bernamoff, Co-owners, Mile End Delicatessen, New York

Lesley Chesterman, Fine-Dining Critic, The Montreal Gazette

Tobey Nemeth, Co-owner, Edulis, Toronto, Canada

Joe Warwick, Food Critic, The GuardianGuardian, Founder of The World , Founder of The World 50 Best Restaurants, Author, Where Chefs Like to Eat

Ticket price includes:

· GE Monogram Chef Demonstrations

· Workshops

· All Day Lounge

· Delicious Lunch prepared by the Northern Chef’s Alliance

The Debate

AP R IL 8 t h, 20 13Canada’s leading hospitality symposium

ARCADIAN401 Bay Street, Simpson Tower, 9th Floor

Toronto, ON M5H 2Y4

Tickets $175 www.terroirsymposium.com

VOTE FOR YOUR FAVORITE HOSPITALITY PROFESSIONAL!

GE Monogram Awards for Excellence in Hospitality

Three awards will be given in the categories of:

· Chef

· Beverage professional (Sommelier, Mixologist)

· Front of House

Winners will be announced at Terroir, the 7th Annual Hospitality Symposium taking place on April 8th, 2013

Enter at www.terroirsymposium.com

Contact: Arlene [email protected]: @ ArleneStein@TerroirTalk#Terroir7

Illustration by Kristina Groeger

11:45 AM

in BrieFCanadian restaurant owners are

applauding the end of the 113-

day NHL lockout. According to

data from Toronto-based pay-

ment provider Monerissolutions, merchants at fast-food businesses, restaurants and

drinking establishments near

NHL hockey arenas in major

cities experienced a 11.23-per-

cent drop in sales, compared to

sales on a game day in 2011...A

judge has overturned the

Toronto ban on the sale, posses-

sion and consumption of shark

fin; the City of Toronto is

appealing the ruling...subwayexecutives have been busy,

opening 90 units worldwide in

a single week in December...

More than 80 Canadian agri-

culture and food leaders gath-

ered at the Maple Leaf Foods’

ThinkFood! Centre in

Mississauga, Ont., to attend the

“Cut waste, grow Profit”forum. Presenters from secondharvest and the University ofguelph discussed how toreduce food waste and lower

costs...Burger King is expand-ing its menu across Canada,

introducing chicken wraps,

chicken strips, strawberry-

banana smoothies and mocha-

caramel frappes as well as elec-

tronic menu boards...

McDonald’s is testing itsMighty Wings in select U.S.

markets; they’ll be sold in

three, five and 10 pieces.

PeoPLeAnita stewart has beenappointed the University ofguelph’s first Food Laureate.Stewart, a noted culinary

author who founded Food DayCanada, will serve as the uni-versity’s honorary food ambas-

sador...Daniel Buss, executivechef at the Fairmont ChateauLaurier in Ottawa, has left hispost to pursue other culinary

opportunities in California.

sUPPLYsiDeAli group, a Milan, Italy-basedfoodservice equipment compa-

ny, has acquired scotsmanindustries, a Vernon Hills, Ill.-based commercial ice-machine

company...Allseas FisheriesCorp. has signed an exclusivelicensing agreement with

Mövenpick group to produceand market the Mövenpick-

branded smoked salmon line

exclusively for the Canadian

market...Ontario-based

Cavendish Farms has pur-

chased the assets of Maple LeafPotatoes, the frozen potatobusiness of Maple Leaf FoodsInc., which includes a 142,000-

sq.-ft. processing facility in

Lethbridge, Alta....The new

Mark Anthony Brands wineo’Clock is being sold in Shiraz

or Pinot Grigio and exclusively

available in British Columbia...

Bauscher UsA and LuigiBormioli have inked an agree-ment whereby Bauscher will

market and sell Luigi Bormioli

products exclusively to the

foodservice market...Pamholmes is the new director ofMarketing at Unified Brands,based in Jackson, Miss. Holmes

is responsible for setting the

strategic marketing direction

for product lines and managing

the company’s marketing

initiatives. �

FYi

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it’s no surprise the modern mom is busy

shifting her time between work, the family

and homemaking, but are restaurant oper-

ators remembering to respond to that market?

These days there are an estimated two-million

families in Canada with parents who both

work. As a result, going out to dinner becomes

a time-saver, which means it’s important for

operators to capitalize on that market.

It turns out tough time-management

decisions are resulting in 45 minutes less

family time per working day, compared to

two decades earlier, according to StatsCan.

The main reason for this decline is an

increase in the number of working moms.

But, whether working or not, the NPD’s

“Eating Patterns in Canada” report shows 80

per cent of women are responsible for plan-

ning and preparing dinner. With increased

time pressures, it makes sense that working

moms tend to feel more time-crunched than

men, and this is leading to changing behav-

iour in terms of eating patterns for working

parents and their families.

Restaurants have always been viewed as a

solution to a family dinner crises, which is why

convenience is the number-1 reason moms

surveyed say they take the family out to a

restaurant, according to NPD CREST research.

CREST findings show family dining occa-

sions represented 30 per cent of restaurant

traffic in 2012, generating $12 billion in

annual revenue. Quick-service restaurants

capture the majority share of these restau-

rant occasions, especially at dinner, a time

when traffic volumes have increased eight

per cent in the past year.

Mom’s use of quick-service restaurants is

also heavily influenced by what her kids like.

In fact, appealing to what the kids enjoy is a

key component of the top five selection-cri-

teria motivators influencing her decision.

Although convenience always ranks high

when it comes to eating out, mom’s also

looking for quality, healthy food, too.

Restaurant operators aiming to attract

families would be would be wise to promote

chicken offerings since the protein is

amongst the most popular menu items for

this group. Other popular menu items that

would interest mom include burgers, salads

and deli meat sandwiches. What’s more,

research shows the family matriarch is

increasingly picking a particular restaurant

to reward herself. Capitalize on that by pro-

moting dessert, and focus on providing

exemplary customer service to reward her

for choosing your restaurant. �

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

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

and their impact on the foodservice business.

SOURCE: The NPD Group/Eating Patterns in Canada — 15th Edition

MoM’s ChoiCeOperators would be wise to appeal to the working mom when planning menus and promotions

FroM the DesK oF roBert CArter

MealPlanning

FoodShopping

MealPreparation

Clean Up

7.8%

heAD oF the hoUsehoLDDivision of meal resposibilities by gender

� Someone else

� Teens/Children

� Male Head

� Female Head

7.4% 7.7% 6.6%

2.0% 2.5% 2.1%2.8%

0.1%0.1%

0.1%0.4%0.2%0.1%

0.1%sUrVeYQUestion:Of the last 10evening mealsthat your house-hold preparedand ate athome, indicatewho was prima-rily responsiblefor each activity

I intend to recognize and celebrateCanadian culinary heroes and continue toexplore how the University of Guelph hasset our national and international tableswith both talent and ingredients.

- Anita Stewart

As Food Laureate, Anita Stewart will promote U of G’sculinary contributions to Canada by refining thefood inventory, developing public awarenesscampaigns, organizing events and strengtheningconnections between producers and consumers.

“

”

The University of Guelph is proud to appoint

the world's firstFood Laureate.

What does CanadianCuisine mean to you?

Tell [email protected]


MY Best MistAKe

Chef Robert Bartley

is the senior direc-

tor of Food and

Beverage (Air Canada

Centre) and executive chef

for Maple Leaf Sports +

Entertainment (MLSE) in

Toronto. Bartley also over-

sees all culinary programs

under the MLSE umbrella,

including Real Sports Bar &

Grill Toronto — which was

named the number-1 sports

bar in North America by

ESPN — Real Sports Bar

and Grill Ottawa and

E11even restaurant. Before

joining the MLSE team in

2008, the toque held the

executive chef position at

the Four Seasons Toronto.

Here he talks about his best

business mistake, which

began in an unlikely place

— under the kitchen sink.

whAt wAs the Best MistAKe YoU MADe in YoUrCULinArY CAreer?When I was a young chef

in charge of my own

kitchen for the first time

there was a small plumb-

ing issue with a prep sink

in the back kitchen area.

Acting stubborn and

youthfully cocky, I pro-

claimed to my young

cooks: “never fear I will fix

this issue, no problem.” I

proceeded to work on the

sink, and, in a fit of frus-

tration, — because I didn’t

really know what I was

doing — I snapped the

main water feed into the

faucet, causing a stream of

water to flow onto the

floor and into the dining

room. Reacting quickly, I

scrambled to find a water

shutoff without success.

The water kept running

and running until the

manager reported the

dining room needed to be

cleared out on a busy

Thursday lunch period.

As the flooding became

very serious, eventually

leaking into a tenant’s

space below, I became

panic-stricken. We ended

up having to call the fire

department to locate the

water main and assess the

water damage caused to

neighbouring properties.

What began as a small

problem quickly escalated

into a very serious and

costly issue. We ended up

having to recover more

than 100 people’s bills for

their lunch. Damage to

our space and our neigh-

bours’ space amounted to

more than $15,000. And,

to think, it all started with

a young chef, ignorant

about his responsibilities

and refusing to seek help.

whAt DiD YoU LeArnFroM YoUr MistAKe?Firstly, you don’t have to

be the expert in every-

thing. A good leader

knows his or her ability

and that includes knowing

when to seek advice or

counsel. In fact, it’s a sign

of weakness if you don’t

ask for help. It’s vital you

understand critical opera-

tional disaster protocols.

And, when you are

responsible for other peo-

ple’s lives and investments,

you better ensure you

know how to manage a

worst-case scenario.

how hAs this MistAKe shAPeD YoUrFUtUre DeCisions?Ever since this happened,

the first thing I do when

entering a new workspace

is find out where the

water, gas and electrical

shutoff are, then I read

and understand the emer-

gency protocols. �

CheF roBertBArtLeYsenior director of Food and Beverage (ACC) and

executive chef, Maple Leaf Sports + Entertainment, Toronto

Playing Mr. Fix-it during dinner service

�


ProFiLe

FOODSERVICEWORLD.COM FOODSERVICE AND HOSPITALITY FEBRUARY 2013 17

FOOT LONGAND

FANCY FREESubway wins followers for its fresh food, variety and innovation

BY ADRIAN BELL

Photography by Margaret Mulligan

theThe Subway story is one of American entrepreneurialism

and whimsy. The chain that reaches from Singapore to San

Francisco and Vancouver Island to St. John’s, N.L., began on

a whim. A non-descript sub shop called Pete’s Super

Submarines was opened in Bridgeport, Conn., in 1965 by

high-school student Fred DeLuca, an aspiring doctor eager

to earn money for medical school. The first store was fund-

ed by a $1,000 loan from family friend Peter Buck, a local

nuclear physicist. Today, Doctor’s Associates Inc., (DAI) is

based in Milford, Conn., and led by DeLuca, CEO.

The small business has grown to become Subway, and its

reach has ballooned since 1965. “On a global basis, we closed

the year by adding between 2,500 and 2,600 stores. Of those,

about 1,100 were in the U.S. and Canada, with close to 200

in Canada. The rest are in the other 98 countries globally,”

says Don Fertman, chief development officer, for Subway,

who oversees global operations from Connecticut.

Given those figures, it’s no surprise Subway is the largest

QSR in the world, measured by number of stores, with

worldwide sales in 2011 of $16.6 billion, up from $15.2 bil-

lion in 2010 and $13.8 billion in 2009. “The economy has

been quite good to us,” Fertman chuckles. “Our timing’s

particularly good — not that we knew exactly where the

economy was heading in 2008, but we came up with the $5-

foot long at the same time the economy headed south. So

the value proposition was the right thing, in the right place,

at the right time,” he says. On Canadian soil, annual sales

have been rising, too — from $1.2 million in 2009 to $1.4

million in 2010 and $1.5 million in 2011.

Subway is winning share in many countries, with a fran-

FrAnChisingsUCCess:

(left to right) JacquieGregg, franchisee;

Herman Grewal, Subwaydevelopment agent;

Todd Gregg, franchisee


ProFiLe

chise system largely commandeered from the chain’s home base.

Simply put: Subway restaurants and regional offices are independent-

ly owned, with each franchisee reporting to a regional development

agent (DA), who reports to Subway’s world headquarters in Milford,

Conn. The DA’s primary role is to build territory for the chain by find-

ing new franchisees. Subway DAs meet with franchisees regularly and

act as mentors, ensuring the tools and support are in

place to make each store successful. In Canada, the

country is broken down into 12 regions, by province

and provincial communities; one of the larger regions

is headed by Herman Grewal, president of OhCal

Foods Canada, Subway’s development agency for

southwestern Ontario and Niagara Falls (as well as Los

Angeles and Orange County in California).

Grewal reports that the chain is strong in south-

western Ontario. “Since we came, in [April 2009],

we’ve had a sales increase of 26 per cent and traffic of

over 31 per cent, so we’re gaining a lot of momen-

tum,” he says. “We’ve built over 40 stores — we start-

ed off with 182, and we have about 226 in southwest-

ern Ontario. In Ontario, I know we’re at 1,101

stores.” That amounts to approximately 38 per cent

of the system’s 2,867-plus Canadian franchises.

For Fertman, solid business is the result of product

and focus. “When you look at our menu, we have the

health aspect, the fact that it’s better for you with fresh

veggies, freshly baked bread,” says Fertman. “It’s low

fat.” And, on the business side, Fertman keeps it

simple. “We keep the overhead low, so our franchisees make the most

profit out of every location,” he explains. “We focus on profitability

and convenience for the customer. We keep it simple — no cooking,

no frying, and we have a very flexible footprint as a result, so we can

put a Subway store just about anywhere,” he adds.

And, that model is known the world over. The ubiquitous company

has innovated and introduced region-specific menus

sensitive to local tastes across the globe. For example,

in India, Subway opened its first vegetarian store to

satisfy Hindu dietary preferences, offering subs with a

blend of corn, peas and carrots in a mayo-based sauce.

“And there’s the Aloo Patty sandwich, which features

potato patties made with turmeric and a variety of

herbs and spices,” says Les Winograd, PR specialist for

Subway. In Russia, Subway features roasted pork and

garlic sandwiches while halloumi cheese is a favourite

in Saudi Arabia. Back in America, where classics such

as the steak and cheese, or sweet onion chicken teriya-

ki sell briskly, the American Heart Association’s Heart

Check insignia appears on menus, signifying the

brand’s nutritional profile. In fact, Subway was the first

fast-food brand permitted to use the logo in the U.S.

Regardless where they’re located, Subway fran-

chisees must be engaged with the brand. “We’re not

too keen on investors investing, because we know

people have to be in the stores to make them work, to

deter theft and things like that,” Grewal says.

Typically a franchise costs $15,000 for a new store.

one-oF-A-KinD LoCAtionsSubway’s reach is enviable. Successful across the globe, the company

executives choose unique locations to attract business. Subway stores can

be found in large car dealerships and even inside the C.I.A. building. Below

are a handful of non-traditional locations.

• The True Bethel Baptist Church in Buffalo, N.Y., houses a franchise originally

built to provide job training for disenfranchised youth in the depressed city.

Reverend Darius Pridgen, the franchisee, opened the restaurant in 2003.

• Travellers to Germany can enjoy a Subway sandwich on the Rhine River

aboard the MS Stolzenfels. The cruise ship, sailing between Rudesheim and

Koblenz, can serve more than 100 hungry customers each journey.

• Drivers in Toronto can savour a submarine sandwich while having their car

washed at the company’s 828 Eastern Ave., location.

• In Pine Ridge, S.D., a local franchisee who once worked for The Department

of Indian Affairs runs a Subway on the reservation.

• U.S. government employees in Washington, D.C. leave their fingerprints on

Subway sandwiches at the Pentagon.

nUMBers gAMeThe Subway franchise modelis based on the following:

initial Franchise Fee:$15,000

investment range:An average of $85,000to $260,000, depending

on location, size of restaurantand other factors

Advertising Fee:4.5 per cent

royalty Fee:8 per cent

services:Advertising/marketing,

design, financial assistance,lease negotiation, purchasing,site location, staff training

and supplies

Start-up costs in Grewal’s southwestern Ontario territory are

approximately $80,000 to $100,000, and the equipment is on par.

(see “Numbers Game” on p. 18 for more details).

Franchisees are pleased with the chain’s approach. Doc Butler,

one of Subway’s first Canadian franchisees, bought a store in St.

John’s, N.L., in 1987 and looks back fondly on his Subway busi-

ness. “It was a fun exciting time,” he says recalling the early days on

Water Street in St. John’s. Today, his daughter owns a store that’s

among the top 15 high-volume stores in Canada. While he can’t

remember the exact figure, he says annual sales in 1987 were fair-

ly modest. “It was under $200,000 [annually]. My daughter’s store

does almost that in a month.”

Success stories abound in the Subway fold, as evidenced by

franchisee Jacquie Gregg’s string of London, Ont.-based stores.

“Doctors Associates, our franchisor, has done a great job,” says

Gregg, who owns five franchises in London, Ont., with her hus-

band, Todd. “We’ve been the

number-1 franchise for the

past 15 years. Our national

and local advertising is one

of the keys to our success.”

The Greggs enjoy their rela-

tionship with DAI and like

the fact that franchisees own

and operate an independent

purchasing co-op, which allows them to buy food at the best prices.

And, it helps that she has a good relationship with Grewal, her

development agent. “Herman and his team are very motivating and

thorough. It’s a complete pleasure to work with them,” she says.

But, aside from running a booming business, the chain also

gives back, partnering with the Toronto-based Participaction — a

Canadian fitness not-for-profit — to sponsor the organization’s

annual sports day in Canada. Commit to Fit is Subway’s exclusive

event motivating Canadians to make healthy lifestyle choices. For

example, The Cape Breton Screaming Eagles Steps-for-Health

school program promotes balanced eating, physical fitness and

rest, while the Pedal-for-Hope cycling team in Peterborough, Ont.,

supports the Canadian Cancer Society. Meanwhile, Montreal-

based Subway franchisees have supplied hundreds of sandwiches

and cookies to a local soup kitchen for the past two years.

As for the future, Subway is undergoing a refresh. “I’m excited

about the new concept we’ve been working on, upgrading our

decor,” says Grewal. “It’s more of an upscale look, so a lot of the

new-builds and remodels we’ll be building in 2013 and 2014 will

have the new decor.” The concept was designed to offer a more

inviting dining experience. “Flooring has changed, the seating is

more contemporary, there’s a nice stone wall,” explains Grewal.

Several Toronto stores have already been rejuvenated.

But, redesign or not, Gregg is excited about working on the

Subway team. “After 21 years,” says Gregg, who’s now building

her sixth Subway store, “I can honestly say I love my work. With

the help of excellent managers, incredible staff and a support-

ive family and DAI, I am always motivated to excel and open

more locations.” �

FOODSERVICEWORLD.COM

DiD YoU Know?Thirty-three year Subway veteranDon Fertman has lent his musicaltalent to the sandwich chain. Infact, the chief development officer’s band used to create jingles for the company during its early days.


FooD FiLe

Canadian and American burger chainscompete to appeal to Canucks’ tastebudsBY CYNTHIA DAVID

Continued on p. 22

IA MAtter oF tAste: (Clockwise fromright) From California’s Fatburger toToronto’s New York Fries and South St.Burger Co., as well as Vaughan, Ont.’sHarvey’s, there’s room for stateside com-petition in the Canadian burger category

BURGERMADNESS

It’s Friday night at two-

month-old Five Guys

Burgers and Fries in

Toronto’s tony Leaside area,

and the joint is hopping.

Janis Joplin’s ragged voice

fills the bright white-tiled

restaurant as a server at the

order counter calls “heads-

up” to the red and white-

clad guys and gals manning

the long open kitchen, and

calls out: “Five at the door!

Three at the door! Six pat-

ties!” Customers munch on

roasted in-shell peanuts

and read framed reviews

from Boston and Florida

while watching their Angus

beef patties being seared,

turned, pressed thin and

left to finish cooking on a

hot griddle. Meet the U.S.

version of the better burger

— coming to a Canadian

city near you.

U.s. BUrger ChAins MoVe northIn terms of sales, California-based Fatburger

and Virginia-based Five Guys have flipped

onto a ranking of Canada’s top 200 chains

and 10 fastest-growing limited-service rest-

aurants, according to Chicago-based research

company Technomic, Inc; they’re joined by

Toronto’s South St. Burger Co. and Hero Cert-

ified Burgers. “The better-burger category

exploded in the U.S. and is now making

inroads to Canada,” says Kelly Weikel, Tech-

nomic’s senior consumer research manager.

Fatburger began its Canadian tour in

Vancouver and now stretches as far east as

Prince Albert, Sask. Like its fellow Amer-

icans, the chain promises a never-frozen

“fresh-pressed” burger made from AAA

Alberta beef, stacked with fresh-cut toppings

on an “artisan” bun. It also sells turkey and

vegetarian burgers, but the company notes

Canada’s favourite signature Fatburger is the

Double MC ($8.99), featuring two Angus

patties, double cheese, special sauce and all

the fixings. The list of sides is long but

includes fresh-cooked fries ($2.99), yam

fries ($4.99), chili cheese fries ($5.99) and

poutine (5.99).

And, from seven Canadian units in 2010

— the first in Medicine Hat, Alta., — Five

Guys ended 2012 with more than 40 units in

six provinces, says Jason Huang, GM of the

Leaside restaurant, owned by Five Star

North America, one of Five Guys’ Canadian

master franchisors.

The Five Guys’ concept is simple, says

Huang. “Focus on one or two things, do

them extremely well and people will come.”

That translates into a fresh handmade patty,

cooked to order, and fresh-cut fries, pre-

blanched and cooked in peanut oil — a regu-

lar $3.99 serving feeds two. Complimentary

house-prepared toppings range from chopped

green peppers to grilled onions chosen from a

list upon ordering. Five Guys sells a basic dou-

ble-patty Hamburger ($6.99; plus $1 for

cheese or bacon and $2 for a bacon cheese-

burger) and a single-patty Little Hamburger

(starts at $5.19). Vegetarians can order a

grilled-cheese sandwich ($3.99) or a Veggie

Sandwich ($3.19) with a mix of toppings on

Five Guys’ proprietary bun.

Smashburger, another fast-growing U.S.

burger chain, opened its first restaurant in

Denver in 2007 and now has approximately

190 U.S. stores. Its first two Canadian units,

both corporate, opened in Calgary in 2012

and are performing well, says chairman and

CEO, Dave Prokupek. “Revenues are very

strong, probably 50 per cent better than our

U.S. average out of the box.” Smashburger

just signed its first franchise partner in

Edmonton, and Prokupek plans to open 10

to 15 units in Alberta before heading east

toward Toronto.

Prokupek says Canada’s strong economy

makes crossing the border appealing.

Technomic’s findings are similar. Its 2012

Top 200 Canadian chain restaurant report

shows the emerging fast-casual burger seg-

ment satisfies the niche between fast food

and casual dining and has yet to be saturat-

ed by major U.S. players such as Five Guys.

“Fast-casual restaurants are perceived as

offering fresher, higher-quality foods in a

more comfortable atmosphere than tradi-

tional QSR chains, while also providing a

lower price point than full-service restau-

rants,” says Weikel.

Since Smashburger restaurants feature

local touches, creating the menu for the

chain’s first Canadian restaurants in Calgary

wasn’t a stretch, says Prokupek. The Calgary

Burger ($6.99) is a ball of certified Angus

ground beef smashed to a patty on a but-

tered 400˚F griddle then topped with grilled

onions, pepper-jack cheese, applewood

smoked bacon, lettuce, tomato and Dijon

mayo on a kaiser roll. “In the U.S., our clas-

sic burger [topped with American cheese,

ketchup, lettuce, tomato, red onion, pickles

and smash sauce on an egg bun, for $5.99] is

usually number 1, with the regional burger

in second place,” he says. “Calgary is the first

market where the regional burger is number

1.” Popular toppings on the Create-Your-

Own Burger ($5.24) include bacon, fresh

avocado, guacamole and a fried egg.

Poutine ($3.99) was an obvious choice for

a Canadian side, Prokupek adds. It’s described

as a heritage recipe made from fries, “actual”

cheese curds and poutine gravy, while a sec-

ond version is topped with garlic sautéed

mushrooms. Regular Smashfries ($2.49) are

tossed with rosemary, olive oil and garlic.

Calgarians can wash down their burger with a

local craft beer from Big Rock Brewery or a

popular “hand-spun” Saskatoon Berry shake

made with MacKay’s ice cream from


FooD FiLe

ingreDient oF the Month: oiLCustomers at Five Guys Burgers and

Fries navigate skids of 50-lb bags of

potatoes on their way to order and pick

up the U.S. chain’s famous burgers.

Sitting beside the potatoes are 17-litre

boxes of pure peanut oil, ideal for frying

at high temperatures due to a high smoke

point and mild taste. The fries at

Colorado-based Smashburger, mean-

while, are cooked in vegetable oil mixed

with beef tallow “for a savoury taste,” says

CEO, Dave Prokupek. Harvey’s uses

Canadian canola oil, low in saturated fat

and high in healthy monounsaturated fats.

South St. Burger Co. prefers pure sun-

flower oil, low in saturated fat and high in

Vitamin E. Whatever oil you choose, store

it at room temperature in a dark, dry

place. Change it often for fresh-tasting

fries, and always change oil before it

smokes or starts foaming. Just don’t throw

it down the sink. Eco-friendly companies

would be happy to turn used oil into

biodiesel for cars and trucks.

Take-out is a tough assignment for any fry. But your customers still expect them to be warm, crisp and delicious. Simplot Conquest® fries meet the challenge with a light, clear coating that delivers great taste with triple the hold time of ordinary fries.

Learn more. Call 1-800-572-7783 or scan this tag and visit us online at simplotfoods.ca.© 2012 Simplot

BLEED: 8.625" x 11.375" TRIM: 8.125" x 10.875" LIVE: 7.625" x 10.375" 08121775015469-12

the standoutin take-out

FooD FiLe

Cochrane, Alta. Orders are delivered to the

table within five minutes.

stAYin’ ALiVe (AnD weLL) on the north siDeSo far, Canadian burger chains show no

signs of quaking in their buns as American

chains pop up across the street. Dave

Colebrook, VP, Marketing, for Canadian

veteran Harvey’s, a division of Cara

Operations Ltd., says there’s no question

burgers are hot. “Canadian burger sales are

up about five per cent in the past year,” he

says, adding that while U.S. chains have

increased competitiveness within the mar-

ket, overall, new burger restos are sustaining

market growth.

In fact, chains from both countries are on

the same aggressive expansion path. Relish

Gourmet Burgers from New Brunswick is

spreading its wings across the Maritimes

and south into Maine with weekly features

such as burgers topped with jalapeños, hot

sauce, back bacon and pepperjack cheese.

Vancouver-based Vera’s Burger Shack,

another chain on Canada’s Top 200 list,

began as a beach concession stand in 1997

and now boasts more than a dozen locations

in B.C.’s lower mainland and Ottawa. Vera’s

signature six-ounce patty ($6.99), served

slightly pink, consistently wins Best Burger

awards in local publications. The fries are

BUrger seCrets: Denver’sSmashburger patties are “smashed” to perfection on a 400˚F griddle

Foodservice&Hospitality_Feb '13_HalfPageHorAd_CTHRC emerit_Outlines_v2.indd 1 12-09-03 5:00 PM

Your guests are looking for new and interesting burger toppings.

Offer your gourmet burger aficionados a real great taste experience. By offering a variety of LOCAL Specialty Cheeses made from 100% Canadian Milk, as a topping. Adding Canadian Specialty Cheese is cost effective way to create a gourmet cheeseburger that delivers a real great taste experience. Specialty cheeses create a higher perceived cheeseburger value that you can charge a premium price for. Add Canadian specialty cheese and watch them come back for more!

Just Add Locally Produced Canadian Specialty Cheese MADE FROM 100% CANADIAN MILK.

Smoked Canadian Cheddar Cheese

Smoked Canadian

Mozzarella or

Provolone Cheese

Hot Chilli Pepper Canadian

Jack Cheese

Canadian Blue Cheese

Canadian Brie or Camembert

Natural Aged 2 yr Old Canadian Cheddar Cheese

double-cooked, and fans say Vera’s special

sauce is “so good you want to drink it.”

Meanwhile, Harvey’s built approximately

30 Canadian restaurants in 2012, says

Colebrook, moving east and west from its

primary base in Ontario and Quebec. What

sets Canada’s fifth largest burger chain apart

from U.S. upstarts, he says, is its char-boiled

burger cooked on a 600˚F open-flame grill.

“We’re not only Canadian, but we offer

something similar to a backyard barbecue

experience,” he says. A garnish station of

fresh toppings, allowing fans to customize

their burger on the spot, is another idea that

hasn’t taken off in the U.S., he says.

The chain’s Original burger ($3.99) is just

as beloved now as it was when Harvey’s

opened in 1959, says Colebrook. While the

recent Bacon Bacon burger was a big hit, the

pulled-pork-topped burger preceding it was

the chain’s “highest-ever” scoring food item.

“People who ate it absolutely loved it,” he says.

Toronto’s South St. Burger Co. opened its

first store in 2005. Like Harvey’s, its cooks

know their way around a grill, says president

Jay Gould, who just opened his 20th restau-

rant in Calgary (the city’s third) and his first

in Dubai. “Unlike almost all the American

chains, we use a char-broiler instead of a

griddle,” says Gould. “When we had our pat-

ties tested on both and sent them to a lab, we

found the griddle adds an extra 10 per cent-

plus in calories and fat.”

Fresh Canadian premium beef patties,

real cheese — cheddar and swiss from the

brick are most popular — pulled-pork pou-

tine and an “endless” supply of fresh top-

pings also distinguish South St. from U.S.

better burger chains, says Gould. He recent-

ly added a gluten-free bun, and says the New

York Fries he pioneered are cooked in trans

fat-free sunflower oil. Sales are great, he says,

with an average check of $10 to $12 a meal.

While he keeps an eye on the new Five

Guys down the road in Leaside, and waits for

Smashburger, Fatburger and maybe even

Carl’s Jr., from California to show up, along

with homegrown chains and the 11 other U.S.

concepts BurgerBusiness.com recently identi-

fied as up-and-coming, Gould says his com-

petition with them is more in terms of real

estate. “I don’t think Five Guys wants to set up

right beside us, and we don’t want to set up

right beside them,” he says. “The reality is

good real estate is hard to find, and there are

at least a few of us looking for the same place.”

The real meat of the matter is in the food —

and each brand has its trademark. �


FooD FiLe

Ubbelea Mushroom FarmsSupplying Fresh and Blanched Mushrooms to the Foodservice Industry since 1969 Why Ubbelea Fresh Sliced Mushrooms you say?

www.ubbelea.comHope to see you at the up coming CRFA show! Booth # 1144

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FOODSERVICEWORLD.COM FOODSERVICE AND HOSPITALITY FEBRUARY 2013 29

Burgers and fries weren’t really

new when Ray Croc catapulted

McDonald’s into franchise his-

tory in 1953. In Canada, White

Spot had been around since

1928, but it was the prolifera-

tion of those ubiquitous arches

that enabled the QSR segment

to make its fast, fat-filled way

into the dining habits of the

earliest baby boomers, chang-

ing the way dinner was viewed

forever. It was cheap, quick,

and everyone loved those fries.

QSR changed little in the 50

or so years that followed, but the

millennium brought about a

revolution in what has tradi-

tionally been a segment that

focused on speed and price.

Aging boomers, who first took

those QSR giants to their collec-

tive hearts and appetites,

changed their priorities. Speed

and price were replaced by the

desire for quality and interesting

flavour profiles, and they were

even willing to add a little to the

tab to get what they wanted.

Nonetheless, to a large

extent, fat still reigns in this

segment, says Doug Fisher,

president of FHG International

Inc., a Toronto-based foodser-

vice franchising consultancy.

“They may be talking the talk,

but they don’t always walk the

walk. New York Fries sales went

up 20 per cent when it intro-

duced poutine last year and

look at the success of Smoke’s

[Poutinerie in Toronto] — all

they do is poutine,” he points

out. Nonetheless, he adds:

“There’s no doubt that in the

last 10 years, QSR is offering

healthier options to appeal to

boomers. They want to bring

back the clientele they’ve been

losing since the millennium.”

They’re succeeding, accord-

ing to NPD Group CREST

data, which shows QSR traffic

grew at a rate of three per cent

in the 12-month period ending

August 2012, and QSR traffic

has grown by eight per cent

since August 2008. But Joel

Gregoire, industry analyst,

Foodservice with NPD Group

Canada, agrees with Fisher.

eVoLUtion orreVoLUtion?From providing more choice to adding more dayparts and opening 24-7, the quick-service (or fast-casual) market is responding to a new customer

BY Liz CAMPBeLLB CooKeD to orDer:Fast-casual restaurants,

such as B.C.-based Wok Box,are preparing fast-food fresh

FrAnChise rePort

30 FOODSERVICE AND HOSPITALITY FEBRUARY 2013

“Health and wellness needs to

be part of the dialogue, and

while it’s an important consid-

eration to a portion of the pop-

ulation, factors such as taste

and indulgence rank higher in

the consumer’s consideration-

set at QSR,” he says.

tAster’s ChoiCeThe key seems to be choice.

One of the earliest to recognize

health concerns was Oakville,

Ont.-based Teriyaki Experience,

which has 131 locations world-

wide, 108 of which are in

Canada with many located on

university campuses and in

hospitals. In 1993, in a move to

reduce fat, the chain began

cooking with water rather than

oil. Today, it offers water or

Asian cooking sauce (4.1 g fat

compared to 9.3 g fat per serv-

ing). “It’s important to give the

customer options,” says Nick

Veloce, president and COO.

“We’re established as a healthy

Asian alternative, but some cus-

tomers want that indulgence, so

we offer it.”

In fact, while the calendar

flipped through the 2000s,

choice became the issue. The

winds of change saw chains

such as McDonald’s and Burger

King expand their offerings —

fat-laden fries and burgers were

supplemented with healthy sal-

ads. More importantly, new,

nutrition-focused concepts

began to appear.

It was “a premonition” about

this evolution to healthier fast

food that led Lawrence Eade,

CFO and partner in WB

Franchising Ltd., to launch

Wok Box in 2004. The chain is

one of a growing number that

is completely changing the

approach to QSR. Fresh, natu-

ral ingredients are cooked to

order with proprietary sauces,

most of which are made with

reduced sodium content.

Indeed, Wok Box is purported

to be the only Asian chain in

Canada to feature the Heart &

Stroke Foundation’s Health-

Check options. On the other

hand, for those seeking indul-

gence, the chain also offers

high-fat items such as Indian

Butter Chicken ($6.99 small,

$10.99 large) and deep-fried

spring rolls ($1.50 each).

Some operators are banking

on the healthy movement

becoming a permanent change,

which will continue to gain

ground. For Toronto-based

Freshii, which launched in

Toronto in 2005 with a menu

of salads, burritos, wraps, rice

bowls and soups made with

high-quality, fresh ingredients,

the name says it all. “People

want a fast meal, but they’re

looking for a better culinary

experience,” says Matthew

Corrin, Freshii’s founder, who

grew tired of unhealthy fast

lunches while working in New

York City. “I call it health-casu-

al, and I think it’s going to

dominate the market in the

next 10 years. People are think-

ing about fat and carbs, and

they want quality ingredients.

It’s the white space in the mar-

ket where there’s room for

someone to become a global

leader.” Corrin wants Freshii to

be that leader. By spring 2013

the chain is expected to have

100 stores in seven countries,

with another 60 in develop-

ment in the next year and 300

more under contract.

But cooking to order and

using fresh ingredients mean

those early fast-food criteria —


FLAVoUr BoostThe QSR segment is responding to

Canadians’ growing taste for intense

flavours. Check out some of the

tangy offerings on a menu near you:

swiss Chalet: Sweet Heat Salad withRenée’s Tangy Thai Sauce ($12.29)

McDonald’s: Chipotle BBQ ChickenSnack Wrap topped with a bold

barbecue sauce made with dried

jalapeños ($1.99 each)

tim hortons: The Chipotle ChickenMini sandwich with tangy chipotle

chili sauce ($2.09); a grilled panino

that includes chipotle sauce with a

turkey filling ($5.97)

teriyaki experience: Zesty Thai-inspired sauce to spice up Udon

noodles and chicken ($7.09)

wendy’s: Baja Chili Salad gets a lift from flavourful Southwest Salsa

and chili ($9.59)

ChAnging it UP: Manychains are responding to customers’ call for healthieroptions, (Clockwise from topleft) with Freshii bowls fromFreshii, Chicken Teriyaki from Teriyaki Experience andSouthwest Salad from TheChopped Leaf


price and speed — become a

challenge. Typically, concepts

offering a healthy alternative

cost a little more. For example,

McDonald’s Premium

Southwest Salad with Grilled

Chicken is on the menu for just

under $7, while Freshii’s runs

closer to $9. Corrin admits

sourcing fresh, local produce

affordably is a challenge. But

Veloce, of Teriyaki Experience,

who has surveyed customers,

speaks for this new breed of

fast-casual. He explains: “Our

food is not fast food and our

competitor isn’t the fast-food

Chinese restaurant in the mall.

Our customer is a completely

different breed looking for a

healthy choice.”

Wok Box’s Eade agrees.

“People, especially families

looking for healthy alternatives,

are willing to pay a little more

for a premium product,” he

says, while acknowledging

speed remains a concern.

“We’re working on getting the

time nailed to between five and

seven minutes.” They must be

doing something right. In eight

years, Wok Box has grown to

53 locations in Canada and five

in the U.S., and the chain

launched a second concept four

years ago, The Chopped Leaf.

Like its parent concept, the

focus at The Chopped Leaf is

on healthy, freshly prepared

food — salads, soups and sand-

wiches — and it’s already made

inroads with seven outlets in

B.C. and one in Edmonton.

FLAVoUr PoCKetsThe second part of the new

equation is flavour. With the

advent and growth of spicy

Thai and Indian cuisines,

Canadian palates have become

accustomed to zesty dishes

brimming with spices and even

chilies. Curries, Thai-inspired

sauces, and the piquancy of

Cajun, Mexican and

Southwestern cuisines are spic-

ing up menus around the

country. Teriyaki Experience

has added a zesty Thai-inspired

sauce to its line-up. And, at

Wok Box, the menu offers

Indian-, Thai- and Malaysian-

style curries.

While these don’t appeal to

every palate, the issue once

more is choice, something the

giants have discovered.

McDonald’s Chipotle Chili

Snack Wrap and A&W’s Spicy

Chubby Chicken burger (with

chipotle) illustrate the point

forcibly. Even Tim Hortons

offers the option of chipotle

sauce for its Mini and Panini

sandwiches.

exPAnDing DAYPArtsHealth concerns are patently

driving sales in other segments

and, in the process, expanding

another daypart for QSRs.

While breakfast isn’t new to this

segment — McDonald’s intro-

duced the Egg McMuffin in

1975 — the notion of making it

a healthy start is a newer idea.

Today, Canadians still love their

breakfast sandwich. Case in

point, the recent introduction

of Teriyaki-flavoured eggs on an

English muffin ($2.99) has

proven successful in Teriyaki

Experience’s university markets.

The success follows the trend,

according to NPD research.

“Morning meals have grown by

16 per cent from 2008 through

2012 as more major QSR oper-

ators focus on the occasion

though a diversified menu

offering such as breakfast sand-

“”People, especially families lookingfor healthy alternatives, are willing to pay a little morefor a premiumproduct

FLAVoUr BUrst:(Clockwise from top)Customers are warming up to different flavours such asTeriyaki Experience’s springrolls, Wok Box’s teriyaki andTeriyaki Experience’s HotSpicy Chicken


wiches,” says Gregoire.

But breakfast has moved

beyond bagels and breakfast

burritos. Oatmeal found a huge

new market as chains such as

McDonald’s, Burger King,

Second Cup and Tim Hortons

added it to the menu. These

offerings joined smoothies and

yogurt parfaits as healthy alter-

natives.

Quick to capitalize on this

market, Freshii added both oat-

meal and yogurt, each with

fresh toppings. And a partner-

ship with Crema Coffee as well

as the addition of a new line of

Freshii’s own bottled fresh

juices, with produce in every

bottle ($7-$8 each), has enabled

the chain to consolidate its new

breakfast offering.

But smoothies have taken on

a life of their own, beyond

breakfast, becoming the new

snack food. “The afternoon

snack occasion has been anoth-

er area of growth for the QSR

segment with traffic growing by

18 per cent since 2008. Specialty

coffee and smoothies are two

items that are hot snacks,” says

NPD’s Gregoire. “Smoothies

have grown by more than 150

per cent since 2008 and appeal

to a broader base as they are a

viable option for kids; moms

can feel good about them as

they contain fruit.”

tiMe is MoneYWith the breakfast market

gaining ground, QSR bosses

are feeling the pressure to

remain open beyond tradi-

tional mealtimes to take

advantage of the late-night

crowd as well. According to

the NPD Group, the growth of

traffic between midnight and 6

a.m. over the past five years is

on par with total QSR, at

approximately eight per cent.

“This is not a health-conscious

crowd,” says FHG’s Fisher.

“They’re the clubbers, looking

for grease to fill up after

drinking.” Not surprisingly,

Smoke’s remains open until 4

a.m. on weekends to take

advantage of this bonanza.

A number of giants such as

Tim Hortons and McDonald’s

also remain open late; in some

cases, they operate 24 hours.

Fisher has crunched the num-

bers and believes the case for

extended openings is hard to

make. “I’m not convinced fran-

chisees are seeing a profit on

the midnight shift,” he says.

FroM the insiDe oUtFinally, it’s not just menus

being upscaled. McDonald’s

McCafé may still be in the tra-

ditional red-and-yellow envi-

ronment, but the chain is one

of many being revamped to

appeal to more sophisticated,

older diners. And, major players

are adding extras, such as free

Wi-Fi, so customers remain on

the premises through a couple

of dayparts and hopefully grab

another bite.

Teriyaki Experience has even

ditched the plastic and paper for

real china and cutlery in the

evening at a couple of locations

in a trial that began in January.

They have also added wine and

beer in the hope that customers

will see them as an inexpensive

and appealing dinner alternative.

Fast food is turning a corner.

It’s not quite as fast, not quite

as fatty and not quite as frugal,

but there’s little doubt QSRs

can rapidly and successfully

adapt to changing customer

demands. �

“

”

The afternoonsnack occasionhas been anotherarea of growth for the QSR segment with traffic growing by 18 per centsince 2008.Specialty coffeeand smoothies are two items thatare hot snacks

reinVention: From introducing breakfast at restaurants such asFreshii to offering sleek designs, at chains such as Chopped Leaf andWok Box, the quick-service market landscape is evolving

NOTE1 1539DL

Name

JAN 11, 2013

Hayley Rostohar

MLF Burger magazine ad

MLF Foodservice100%

8.13” x 10.88” 8.13” x 10.88”

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2013 Franchise Report »»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»

A&w FooD serViCes oF CAnADA inC.171 West Esplanade, Ste. 300North Vancouver, B.C. V7M 3K9604-988-2141 VP, New Restaurant Expansion:Graham Cooke

history, Plans- established in 1956 - 768 units (8 franchised)

Franchise Costs- initial franchise fee $55,000- advertising fee 2.5%- royalty fee 2.5%

services- four to six weeks in-store trainingand ongoing support

ABC CoUntrY restAUrAntsABC COUNTRY RESTAURANTS INC.15373 Fraser Hwy.Surrey, B.C. V3R 3P3604-583-2919 President: Gordon R. Beattie

history, Plans- established in 1972 - 30 units in Canada (27 franchised)

Franchise Costs- initial franchise fee $50,000- equipment/site cost $650,000- other costs $50,000- total costs $750,000- advertising fee 2% - royalty fee 4%

services- advertising/marketing- design- lease negotiation- purchasing- site location- staff training - supplies

AroMA esPresso BAr AROMA ESPRESSO BAR CANADA INC.446 Spadina Rd., Ste. 300 Toronto, Ont. M5P 3M2416-481-2233 Director of Franchising: Anat Davidzon

history, Plans- founded in 2007 - 13 units in Canada (all franchised);140-plus units outside Canada

Franchise Costs- initial franchise fee $50,000- advertising fee 2%- royalty fee 6-8%

services- advertising/marketing- design- lease negotiation- purchasing- site location- staff training- supplies

APPLeBee’s APPLEBEE’S INTERNATIONAL/DINEEQUITY, INC.8140 Ward ParkwayKansas City, Mo. 64114913-890-0100 Executive Director, InternationalFranchising: John Peddar

history, Plans- established in 1980 - 17 units in Canada; 2,000 units out-side Canada

Franchise Costs- initial franchise fee US$40,000 - equipment/site cost US$1.0 million-plus- advertising fee 0.5%- royalty fee 4%

services- advertising/marketing- design- purchasing- site location- staff training- supplies

AU VieUx DULUth exPressMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 2002- 16 units in Canada (all franchised)

Franchise Costs- initial franchise fee $30,000 - advertising fee 1.5%- royalty fee 6%

services- information available on request

BAKer’s Dozen DonUtsBAKER’S DOZEN CORP.2160 Dunwin Dr., Unit 1Mississauga, Ont. L5L 5M8905-272-1825 President: Peter Paraskakis

history, Plans- established in 1978 - 14 units

Franchise Costs- initial franchise fee $30,000- equipment/site cost $300,000- advertising fee 2%- royalty fee 5%

services- advertising/marketing- design- lease negotiation- management- purchasing- site location- staff training- supplies

BAsKin-roBBins 130 Royall St.Canton, Mass. 02021800-859-5339CEO: Nigel Travis

history, Plans- established brand in 1945- 106 units in Canada; 6,913 worldwide (all franchised)- adding newly designed stores in

Toronto, Ottawa, Montreal, Calgary,Edmonton and Vancouver

Franchise Costs- initial franchise fee $15,000 - $30,000- equipment/site cost $100,000 - $220,000- other costs $15,000 - $42,000- total costs $130,000 - $292,000- advertising fee 5% - royalty fee 1%

services- advertising/marketing- design- financial assistance available- lease negotiation- management- purchasing - site location- staff training- supplies

BAton roUgeIMVESCOR RESTAURANT GROUP INC. 8250 Decarie Blvd., Ste. 310Montreal, Que. H4P 2P5514-341-5544 Franchising Coordinator: Liette Poirier

history, Plans- established in 1992 - 29 units in Canada (all franchised)

Franchise Costs- initial franchise fee $60,000- investment (cash) $750,000- total costs $1.6 million - $1.8 million- advertising fee 2% - royalty fee 5%

services- advertising/marketing- design- lease negotiation- management- purchasing- site location - staff training- supplies

Franchise ReportIt’s that time of year again — February. And, in the Kostuch Media offices, that means the

release of our annual Franchise Report, where we offer a one-stop-shop of the foodservice

franchises operating in Canada, including head-office locations, history details, growth plans

and a breakdown of the franchise costs and services. As always, while we endeavour to pro-

vide the most comprehensive listings possible, we remind readers our information is only as

good as the responses we receive from each contact. If we’ve missed you, drop us a line at

[email protected].


BeAVertAiLs CAnADA inC.9150 Rue Meilleur, Ste. 315Montreal, Que. H2N 2A5514-392-2222 Director of Franchising: Pino Di Ioia

history, Plans- established in 1978 - 66 units in Canada (all franchised)- plans to add more mobile trailersand tourist and leisure locations

Franchise Costs- initial franchise fee $30,000- trailers starting at $110,000- tourist kiosks starting at $200,000- advertising fee 3%- royalty fee 5%

services- advertising/marketing- purchasing- staff training

Ben & FLorentine restAUrAnts inC.LORNE CASSOFF5255 Boul. Henri-Bourassa W., Ste. 210Montreal, Que. H4R 2M6514-667-6099 Director of Franchising: Peter Fisher

history, Plans- founded in 2008 - 22 units in Canada (all franchised)- plans to add 25 stores in the nextthree years in Quebec and Ontarioand potentially expand into WesternCanada; launching a new concept,Ben & Florentine Gourmet Express

Franchise Costs- initial franchise fee $30,000- equipment/site cost $625,000- other costs $40,000- total costs $695,000- advertising fee 2%- royalty fee 5%

services- advertising/marketing- design- financial assistance available- lease negotiation- management- purchasing- site location- staff training- supplies

BLenz CoFFee2285 Clark Dr., Ste. 250Vancouver, B.C. V5N 3G9604-682-2995 Director of Franchising: Sarah Moen

history, Plans- established in 1992 - 65 units in Canada

Franchise Costs- information available upon request

services- advertising/marketing- operational support- training

Booster jUiCe8915 - 51st Ave., Ste. 205Edmonton, Alta. T6E 5J3(780) 440-6770 Director, Business Development: Tim Hengel

history, Plans- established in 1999 - 279 units in Canada; 314 worldwide(309 franchised)- plans to open 40 to 45 domesticunits and between 8 and 14 international units in 2013

Franchise Costs- initial franchise fee $20,000- equipment/site cost $215,000 - $245,000- total costs $235,000 - $265,000- advertising fee national ad fund 2% and regional 1.5%- royalty fee 6%- financial assistance available


Boston PizzABOSTON PIZZA INTERNATIONAL INC.1 City Centre Dr., Ste. 703Mississauga, Ont. L5B 1M2905-848-2700 Director of Development: Felix Decata

history, Plans- established in 1964 - 341 units in Canada; 391 worldwide(388 franchised)

Franchise Costs- initial franchise fee $60,000- equipment/site costs $1,500,000 - $2,200,000- total $1,560,000 - $2,260,000- advertising fee 2.5% - royalty fee 7%


Browns soCiALhoUse BROWNS SOCIAL HOUSE LTD.3540 West 41st Ave., Ste. 207AVancouver, B.C. V6N 3E6604-630-0885 Director of Franchising: Bruce Fox

history, Plans- established in 2004 - 15 units in Canada; 17 worldwide(16 franchised)- plans to add 6 units in B.C, 4 unitsin Alberta, 2 units in Saskatchewanand 1 unit in Manitoba

Franchise Costs- initial franchise fee $50,000 - equipment/site cost $1,525,000- design fee $25,000 - total costs $1,600,000- advertising fee 1% GR- royalty fee 5% GR


BUrger King restAUrAnts oF CAnADA, inC.401 The West Mall, Ste. 700Toronto, Ont. M9C 5J4416-626-7424 Senior Manager, Development:Jacquie McGregor

history, Plans- established in 1954- close to 300 units in Canada; closeto 12,000 units outside of Canada- plans to open 20 units in Canadaper year

Franchise Costs- initial franchise fee $55,000- equipment/site cost $800,000 - $1,100,000- soft costs $30,000- total costs $885,000 - $1,185,000- advertising fee 4%- royalty fee 4%


CAFe DePot/MUFFin PLUs2464 Jean-Talon E.Montreal, Que. H2E 1W2514-281-2067 President: Tony Elisii

history, Plans- established in 1984 - 89 units in Canada (79 franchised)- plans to open 5 to 10 new locationsin 2013; 5 store renovations

Franchise Costs- initial franchise fee $25,000- equipment/site cost $200,000- other costs $25,000- total costs $250,000- royalty fee 7%


CAFFe sorrentino10665 109 St.Edmonton, Alta. T5H 3B5780-474-6466 Director of Franchising: Carmelo Rago Jr.

history, Plans- founded in 2005 - 7 units in Canada (4 franchised)- plans to add 12 units in Edmontonand surrounding area in 2013 andfurther expansion in Alberta

Franchise Costs- initial franchise fee $20,000- total costs $350,000 - $395,000,depending on size and type of location- advertising fee 2% - royalty fee 7%

services- advertising/marketing- design- lease negotiation - management- purchasing- site location- staff training- supplies

CAPt. sUBMArineGRINNERS FOOD SYSTEMS LTD.105 Walker St.Truro, N.S. B2N 5G9902-893-4141 Manager of Real Estate &Development: David Crane

history, Plans- founded in 1972 - 25 units in Canada (20 franchised)- plans to expand in P.E.I, NewBrunswick and Nova Scotia


services- advertising/marketing- design- lease negotiation - management- purchasing- site location- supplies

CArL’s jr.CKE RESTAURANTS, INC.6307 Carpinteria Ave., Ste. ACarpinteria, Calif. 93013805-745-7841 VP, Franchising: Michael D’Arezzo

history, Plans- 1,349 units worldwide (926 franchised)

Franchise Costs- initial franchise fee $35,000- advertising fee 5.5%- royalty fee 4%

services- information available upon request

»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»»» Franchise Report 2013


CAseY’sPRIME RESTAURANTS INC.10 Kingsbridge Garden Cir., Ste. 600Mississauga, Ont. L5R 3K6905-568-0000 VP, Franchise Sales and Real EstateDevelopment: Peter Natyshak

history, Plans- parent company established in 1980- 28 units in Canada (27 franchised)- plans for continued expansion inCanada in 2013

Franchise Costs- initial franchise fee $50,000- average investment range$1,400,000 - $1,600,000- advertising fee 3% national, 1% local- royalty fee 5% GR


(the) CheeseCAKe CAFeCAKEMAKER CANADA INC.10319 Saskatchewan Dr.Edmonton, Alta. T6E 4R7780-406-1700 Director of Franchise Management:Janice Krill

history, Plans- established in 1988 - 4 units in Canada (all franchised)- plans to add 2 new units in 2013

Franchise Costs- initial franchise fee $40,000- equipment/site cost $800,000- other costs $300,000- total costs $1,140,000- advertising fee 2%- royalty fee 5%


ChiCKen CheF FAMiLY restAUrAntsCHICKEN CHEF CANADA LTD.97 Plymouth St.Winnipeg, Man. R2X 2V5204-694-1984 Director of Franchising: Darren Thorgilsson

history, Plans- established in 1984 - 35 units in Canada (all franchised) - plans to add 2 new units in 2013

Franchise Costs- initial franchise fee $12,000- equipment/site cost varies- royalty fee 3%


CoBs BreAD369 Terminal Ave., Ste. 210Vancouver, B.C. V6A 4C4604-296-3500 Franchise Manager: Heather Habib

history, Plans- established in 2003 - 73 units in Canada (52 franchised);more than 700 units outside Canada - focusing on expansion across Canada

Franchise Costs- initial franchise fee $25,000- equipment/site cost $180,000 - $220,000- leasehold improvements $200,000 - $300,000- total costs $470,000 - $700,000- advertising fee 3% - royalty fee 7%


CoFFee CULtUre CAFe & eAterY OBSIDIAN GROUP INC.2256 Meadowpine Blvd.Mississauga, Ont. L5N 6P9905-814-8030 VP, Franchising: Danny Grammenopoulos

history, Plans- established in 2006 - 93 units in Canada; 215 worldwide(204 franchised)- plans to add 4 to 6 units in 2013,with plans to expand across Canadaand the U.S.



CorA BreAKFAst AnD LUnChCORA FRANCHISE GROUP 2798 Thamesgate Dr., Unit 2Mississauga, Ont. L4T 4E8905-673-2672 National Director of Development:Candace McAllister

history, Plans- established in 1987 - 132 units in Canada (127 franchised)- 15 new locations planned for 2013- in early stages of expansion strate-gy into U.S. market

Franchise Costs- initial franchise fee $45,000- equipment/site costs $650,000 - $800,000- advertising fee 3.5% - royalty fee 6%

services- advertising/marketing- design- lease negotiation- purchasing- site location- staff training - supplies

CoUntrY stYLe MTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma


Franchise Costs- initial franchise fee $35,000- advertising fee 3.5%- royalty fee 4.5%


CrABBY joe’s tAP & griLLOBSIDIAN GROUP INC.2556 Meadowpine Blvd.Mississauga, Ont. L5N 6P9905-814-8030 VP, Franchising: Danny Grammenopoulos

history, Plans- established in 1996 - 45 units in Canada (41 franchised)- plans to open 6 to 8 new units in2013 and to expand outside Ontario

Franchise Costs- initial franchise fee $35,000 - equipment/site cost $400,000 -$665,000- other costs $115,000 - $150,000- total costs $550,000 - $850,000- advertising fee 2% - royalty fee 5%

services- advertising/marketing- design- financial assistance available- lease negotiation- management- purchasing- site location

- staff training- supplies

CroissAnt PLUsMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma


Franchise Costs- initial franchise fee $30,000 - $40,000 - advertising fee 2%- royalty fee 6%


CULtUresMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 1979- 52 units in Canada; 1 internationallocation (all franchised)

Franchise Costs- initial franchise fee $30,000 - $40,000 - advertising fee 3% - royalty fee 6%


DAirY QUeen CAnADA inC. 5045 South Service Rd., Ste. 3000Burlington, Ont. L7R 3Y3905-639-1492 VP, Franchise Development &Design: Sherry L. McNeil

history, Plans- established in 1940 - 600-plus units in Canada; 6,000-plus worldwide

Franchise Costs- initial franchise fee $25,000 - $45,000- equipment/site cost $200,000 - $1.7 million- other costs $45,000 - $80,000- advertising fee between 3% and 6%- royalty fee between 4% and 5%

services- advertising/marketing- crew training - design services- distribution- lease negotiation- purchasing- site selection- staff training - supplies



De DUtChDE DUTCH PANNEKOEK HOUSERESTAURANTS INC.8484 162nd St., Ste. 108Surrey, B.C. V4N 1B4604-543-3101 President: William (Bill) K. Waring


Franchise Costs- initial franchise fee $35,000, plustraining fee, starting at $7,500- equipment/site cost $300,000- other costs $300,000- total costs $642,500-plus- advertising fee 3%- royalty fee 5%

services- advertising/marketing- design- lease negotiation- purchasing- site location - staff training- supplies

DennY’s, inC. DFO, INC.203 East Main St.Spartanburg, S.C. 29319800-304-0222 President and CEO: John Miller

history, Plans- established in 1953- 63 units in Canada; 1,691 world-

wide (1,524 franchised)- plans to add 40 units in 2013

Franchise Costs- initial franchise fee $40,000 - equipment/site cost $1,048,000 - $2,060,000- other costs $130,515 - $336,165- total costs $1,178,515 - $2,396,165- advertising fee 4% - royalty fee 4%

services- advertising/marketing- design- indirect financial assistance available- site location- staff training- supplies

Dixie Lee CAPitAL CorP.559 Princess St. Kingston, Ont. K7L 1C8613-650-5494 Director of Franchising: Dave Silvester

history, Plans- established in 1964 - 80 units in Canada; 2 units outsideCanada- plans to add 10 to 15 stores in theGreater Toronto Area in 2013

Franchise Costs- initial franchise fee $25,000- equipment/site cost $350,000- total costs $375,000- advertising fee 5%

- royalty fee 6%


DoMino’s PizzA oF CAnADA500 Manning Rd., P.O. Box 21010Leamington, Ont. N8H 4K5519-326-5280 Director of Franchising: Ken Barker


Franchise Costs- initial franchise fee $25,000 - equipment/site cost $200,000 - $300,000- total costs $205,000 - $325,000- advertising fee 4% of sales- royalty fee 5.5% of sales


DrUxY’s FAMoUs DeLi DRUXY’S INC.1200 Eglinton Ave. E., Ste. 802Toronto, Ont. M3C 1H9416-637-5976 VP, Marketing: Peter Druxerman

history, Plans- established in 1976 - 47 units in Canada (43 franchised)- plans to add 6 to 10 new units peryear in Southern Ontario, Alberta andBritish Columbia

Franchise Costs- initial franchise fee $30,000- equipment/site cost $175,000 - other costs $18,000 - $30,000- working capital $30,000- total costs $253,000 - $265,000- advertising fee 2% - royalty fee 6.5%

services- advertising/marketing- design- lease negotiation- purchasing- site location - staff training


We put our passion into everything we do!

Recognized as Canada’s breakfast industry leader, Cora adds the “WOW” factor to the guest experience.

We offer handcrafted, unique, and delicious signature plates in a comfortable, inviting family atmosphere.Over the course of 25 years, we have built a strong

foundation of success coast to coast. Cora is currently operating 130+ locations in ten provinces with plans for

further expansion throughout Canada and the U.S.Each week more than 250,000 guests are welcomed

into our “home” to enjoy an exceptional breakfast and lunch experience.

Cora’s original concept offers franchisees the opportunity to balance a successful business with an active family and social life, with hours of operation

typically being from 6:00 am to 3:00 pm.We provide extensive support and an unparalleled � rst-rate training program for franchisees and their staff. Our partners

are never alone and have the full and ongoing support of the franchisor. Your success is our success!

Franchises are still available. To learn more about the Cora Family, please call our Franchising Department at 905 673-2672 / 1 888 673-2672. Email us at [email protected]

or visit our website at www.chezcora.com

Specializing in Hospitality and Franchisee build outs, DCL delivers turnkey solutions utilizing its LEAN Construction delivery

method. As experts in hospitality and multi-unit foodservice roll-outs, we play a critical part of your delivery team.

51 Roysun Rd. Ste. 13 [email protected]

DCL_QV.indd 1 1/14/13 4:14:13 PM


eAst siDe MArio’sPRIME RESTAURANTS INC.10 Kingsbridge Garden Cir., Ste. 600 Mississauga, Ont. L5R 3K6905-568-0000 VP, Franchise Sales and Real EstateDevelopment: Peter Natyshak

history, Plans- parent company established in 1980- 93 units in Canada; 97 worldwide(94 franchised)- plans to expand in Canada in 2013

Franchise Costs- initial franchise fee $50,000- average investment range $1.4 million - $1.5 million - advertising fee 3% national, 1% local- royalty fee 5% GR

services- advertising/marketing- design- lease negotiation- management - purchasing- staff training- supplies

eDo jAPAn4838 32nd St. S.E.Calgary, Alta. T2B 2S6403-215-8800 Director of Operations: Terry Foster

history, Plans- established in 1979 - approximately 101 units in Canada;107 worldwide (103 franchised)

Franchise Costs- initial franchise fee $35,000- equipment/site cost $375,000 -$475,000 (street location) or$250,000 - $350,000 (food-court location) - advertising fee 3%- royalty fee 6%


eggsPeCtAtionRESTAURANTS EGGSPECTATION CANADA INC.6830 Park Ave., Ste. 206Montreal, Que. H3N 1W7514-282-0677 CEO: Castrenze Renda

history, Plans- established in 1993 - 8 units in Canada; 8 outsideCanada (all franchised)- plans to add 3 units in Canada and2 units in the U.S. in 2013

Franchise Costs- initial franchise fee $50,000- total costs vary, according to sizeand other factors- advertising fee 2% - royalty fee 5% - local marketing 1%

services- advertising/marketing- design- lease negotiation- management

- purchasing- staff training- supplies

(the) extreMe PitAEXTREME BRANDZ2187 Dunwin Dr.Mississauga, Ont. L5L 1X2905-820-7887 EVP, Development and Co-founder:Sean Black

history, Plans- established in 1997- 250 units in Canada; 295 worldwide(293 franchised)- plans to add 42 units in NorthAmerica in 2013

Franchise Costs- initial franchise fee $20,000- equipment cost $165,000- other costs $65,000- total costs $250,000- advertising fee 3%- royalty fee 6%

services- advertising/marketing- design - financial assistance available- lease negotiation- purchasing- site location- staff training - supplies

FAtBUrgerFATBURGER NORTH AMERICA INC.9606 Santa Monica Blvd., PenthouseBeverly Hills, Calif. 90210310-319-1850 Director of Franchising: Taylor Wiederhorn

history, Plans- founded in 1952 - 30 units in Canada; 143 worldwide(140 franchised)- domestic and international growthplanned

Franchise Costs- initial franchise fee $50,000 (in U.S.)- advertising fee up to 4%- royalty fee 6%

services- advertising/marketing- design- financial assistance available fromthird-party lenders- purchasing- staff training- supplies

FetA & oLiVesFETA & OLIVES MEDITERRANEANGRILLOne Palace Pier Ct., Ste. 809Toronto, Ont. M8V 3W9416-251-3353 President: Vicki Vasiliou




(the) FirKin groUP oF PUBs 20 Steelcase Rd. W., Unit 1C Markham, Ont. L3R 1B2905-305-9792 Director of Franchising: Paul Saraiva

history, Plans- established in 1987 - 32 units in Canada; 42 worldwide(31 franchised) - plans to add 1 franchise locationand 1 corporate location in 2013

Franchise Costs- initial franchise fee $30,000- total costs $700,000- advertising fee 1%- royalty fee 5%

services- advertising/marketing- design- lease negotiation- management - purchasing- site location- staff training- supplies

FiVe gUYs BUrgers & Fries FIVE GUYS ENTERPRISES, LLC10440 Furnace Rd., Ste. 205 Lorton, Va. 22079703-339-9500

history, Plans- opened first unit in Canada in 2010- 46 units in Canada; 1,061 worldwide

Franchise Costs- initial franchise fee $25,000- development fee $50,000- marketing fee 3% (split equallybetween national and location promotions)- royalty fee 6%


Fox & FiDDLeTHE FOX & FIDDLE CORP.44 Upjohn Rd.Toronto, Ont. M3B 2W1416-385-7705 Director of Franchising: Stephen Murphy

history, Plans- established in 1989 - 19 units in Canada (18 franchised)- plans for strategic expansionacross Canada and the U.S. in 2013

Franchise Costs- initial franchise fee $40,000- equipment/site cost $400,000 - $800,000- other costs: $68,000 - $205,000- total costs $508,000 - $1,045,000


FrAnx sUPreMeMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 1989- 9 units in Canada, 3 outsideCanada (11 franchised)

Franchise Costs- initial franchise fee $30,000 - $40,000 - advertising fee 1.5%- royalty fee 6%


Freshii2 Toronto St., Ste. 235Toronto, Ont. M5C 2B5312-636-8049 Founder & CEO: Matthew Corrin

history, Plans- established in 2005 - 20 units in Canada; 34 internationalunits- more than 300 units in developmentworldwide

Franchise Costs- initial franchise fee $30,000- total costs $200,000 - $300,000- advertising fee 3%- royalty fee 6%


gABBY’s restAUrAnt & BAr GABBY’S FRANCHISE SYSTEMS LTD.192 Bloor St. W.Toronto, Ont. M5S 1T8416-967-9671 VP: Andrew Last

history, Plans- established in 1988 - 15 units in Canada - plans to add 2 units in the GreaterToronto Area in 2013





goLDen griDDLe inC.GOLDEN GRIDDLE FAMILY RESTAURANTS10551 Highway 12 Port Perry, Ont. L9L 1B3905-985-8100 CEO: Harold McDonnell

history, Plans- established in 1964 - 18 units in Canada (17 franchised)- plans to add 2 to 3 units in 2013

Franchise Costs- initial franchise fee $25,000- equipment/site location $300,000- other costs $25,000- total costs $350,000 - $400,000- advertising fee 3%- royalty fee 5%


gooD eArth CoFFeehoUse GOOD EARTH CAFES LTD.4020 7th St. S.E.Calgary, Alta. T2G 2Y8403-294-9330 COO: Gerry Docherty

history, Plans- established in 1991 - 38 units in Canada (36 franchised)- plans to open 8 units throughoutWestern Canada in 2013

Franchise Costs- initial franchise fee $35,000- other costs $450,000- advertising fee 3%- royalty fee 7%

services- advertising/marketing- design- lease negotiation- purchasing- site location

(the) greAt CAnADiAn BAgeL1270 Central Parkway W., Ste. 303Mississauga, Ont. L5C 4P4905-566-1903 President: Ed Kwiatkowski

history, Plans- established in 1993 - 29 units in Canada (all franchised)- plans to focus on the GreaterToronto Area and add 3 to 4 loca-tions in 2013

Franchise Costs- advertising fee 1.5%- royalty fee 6%

services- advertising/marketing- design- lease negotiation- management- purchasing- site location- staff training

greCo PizzAGRINNERS FOOD SYSTEMS LTD.105 Walker St.Truro, N.S. B2N 5G9902-893-4141 Manager of Real Estate &Development: David Crane

history, Plans- established in 1977 - 57 units in Canada (51 franchised)- plans to expand in St. John’s, N.L.,and Saint John, N.B.


services- advertising/marketing- design- lease negotiation - management- purchasing- site location- supplies

hArVeY’sCARA OPERATIONS LTD.199 Four Valley Dr.Vaughan, Ont. L4K 0B8905-760-2244 Director of Franchising: Alex Gerzon

history, Plans- established in 1959 - 250 units in Canada (231 franchised)- plans to expand in Canada

Franchise Costs- initial franchise fee $25,000 - total costs $550,000 - $950,000- advertising fee 4% - royalty fee 5%


hero CertiFieD BUrgersANGUS INC.78 Signet Dr., Ste. 201Toronto, Ont. M9L 1T2416-740-2304 Director of Franchising: Jocelyn Attwood

history, Plans- established in 2003 - 45 units in Canada (all franchised)- plans to continue expansion insouthern Ontario

Franchise Costs- equipment/site cost $120,000 - $150,000- other costs $130,000 - $150,000- total costs $250,000 - $300,000- advertising fee 2%- royalty fee 6%


honeY’s Beestro AnD BArHONEY’S BEESTRO LTD.171 Marycroft Ave., Ste. 201Woodbridge, Ont. L4L 5Y5905-850-5020 President: John Battagli


Franchise Costs- initial franchise fee $30,000- equipment/site cost $200,000 - $300,000- other costs $50,000 - 75,000- advertising fee 1.5% - royalty fee 4%

services- advertising/marketing- design/site location- lease negotiation- purchasing- staff training

hoUston steAKs et Cote LeVees4628 Rue Louis-B.-MayerLaval, Que. H7P 6E4450-688-3793 Director of Franchising: Yvan Piquette

history, Plans- established in 1998 - 8 units in Canada, including two airport units (2 franchised)


services- advertising/marketing- design- lease negotiation- management- site location - staff training

hUMPtY’s FAMiLYrestAUrAnts/hUMPtY’sCLAssiC CAFesHUMPTY’S RESTAURANTSINTERNATIONAL INC.2505 MacLeod Trail S.W.Calgary, Alta. T2G 5J4403-269-4675 Director of Franchising: Sergio Terrazas

history, Plans- established in 1977 - 49 units in Canada (46 franchised)- plans to add 2 new locations in2013

Franchise Costs- initial franchise fee $30,000- equipment/site cost $280,000- other costs $340,000- total costs $650,000- advertising fee 2%

- royalty fee 5%


iL ForneLLo restAUrAntsIL FORNELLO CANADA LTD. 112 Isabella St.Toronto, Ont. M4Y 1P1416-920-9410 Director of Franchising: Sean Fleming

history, Plans- founded in 1986 - 7 units in Canada (5 franchised)- units planned in Barrie, Ont.,Ottawa and Waterloo, Ont.

Franchise Costs- initial franchise fee $45,000- advertising fee 2% - royalty fee 5%


jiMMY the greeK inC.First Canadian Place100 King St. W.P.O. Box 334Toronto, Ont. M5X 1E1416-214-9237 President: Jim Antonopoulos

history, Plans- established in 1985 - 45 units in Canada; 48 worldwide(47 franchised)- plans to continue to expand inOntario and Alberta

Franchise Costs- initial franchise fee $30,000- equipment/site cost $250,000-plus- advertising fee 2% - royalty fee 5%

services- advertising/marketing- design- lease negotiation- site location- staff training

joeY’s restAUrAntsJOEY’S ONLY FRANCHISING LTD.514 42nd Ave. S.E.Calgary, Alta. T2G 1Y6403-243-4584 VP, Business Development: Rob Hilditch

history, Plans- established in 1985 - 62 units in Canada; 3 outsideCanada (63 franchised)



- plans to open 3 to 5 Joey’s urban units

Franchise Costs- initial franchise cost $25,000- equipment/site cost $236,500 - other costs $20,750- advertising fee 2% - royalty fee 4.5%


jUgo jUiCeMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma




jUngLe jiM’s eAterY657 Topsail Rd.St. John’s, N.L. A1E 2E3709-745-5467 Partners: Stephen Pike, Sean Brakeand Barry Walsh

history, Plans- established in 1991 - 25 units in Canada; 1 outside Canada - plans to add 2 new locations in 2013

Franchise Costs- equipment/site cost $250,000 - $500,000- total costs $250,000 - $500,000- advertising fee 2%- royalty fee 4%

services- advertising/marketing- design- lease negotiation- management- purchasing - site location- staff training- supplies

(the) Keg steAKhoUse & BArKEG RESTAURANTS LTD.10100 Shellbridge WayRichmond, B.C. V6X 3W7604-276-0242 EVP, Business Development: JamesHenderson

history, Plans- established in 1971 - 90 units in Canada, 106 in NorthAmerica (56 franchised)

Franchise Costs- initial franchise fee $50,000- equipment/site cost: $2,000,000 - $3,250,000- advertising fee 2.5%- royalty fee 5%

services- advertising/marketing- design- lease negotiation- purchasing- site location- staff training

KeLseY’s CARA OPERATIONS LTD.199 Four Valley Dr.Vaughan, Ont. L4K 0B8905-760-2244 Director of Franchising: Alex Gerzon

history, Plans- established in 1978 - 93 units in Canada (60 franchised)- plans to expand in Ontario

Franchise Costs- initial franchise fee $60,000 - total costs $1.4 million - $2.2 million- advertising fee 3% - royalty fee 5%


KerneLs PoPCorn LtD. 40 Eglinton Ave. E., Ste. 250Toronto, Ont. M4P 3A2416-487-4194 Director of Franchising: Bernice Sinopoli

history, Plans- established in 1983 - 68 units in Canada (59 franchised);1 location in the U.S.- plans to add 5 units in Canada

Franchise Costs- turnkey $165,000 - $200,000- promotion fee 1% - royalty fee 8%


KiM ChiMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma


Franchise Costs- initial franchise fee $30,000 -$40,000- advertising fee 1.5%- royalty fee 6%


KorYo KoreAn BBQMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 2004- 20 units in Canada (19 franchised)

Franchise Costs- initial franchise fee $20,000- advertising fee 1.5% - royalty fee 6%


KoYA jAPAn MTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma


Franchise Costs- initial franchise fee $30,000 - $40,000- advertising fee 2%- royalty fee 7%


LA CAge AUx sPortsGROUPE SPORTSCENE INC.1180 Place Nobel, Ste. 102Boucherville, Que. J4B 5L2450-641-3011 Manager, Corporate Affairs &Franchising: Sylvie Paradis


Franchise Costs- initial franchise fee $75,000- equipment/site cost $1.4 million- other costs $25,000- total costs $1,500,000- advertising fee national 3%, local 2% - royalty fee 5%


LA CreMiereMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- established in 1979- 75 units in Canada (all franchised)

Franchise Costs- initial franchise fee $25,000 -$30,000- advertising fee 6% on purchase(2% on sales)- royalty fee 16% on purchase (5%on sales)


LA PreP1233 Rue de la Montagne, Ste. 101Montreal, Que. H3G 1Z2514-510-5001 President: John Essaris

history, Plans- established in 2010 - 54 units in Canada; 1 internationalunit (54 franchised)- expansion planned in Canada and U.S.

Franchise Costs- initial franchise fee: $35,000- advertising fee 2%- royalty fee 6%


LAVAzzA esPression CAFeESPRESSIONS CANADA192 Bloor St. W. Toronto, Ont. M5S 1T8416-967-9671 President: Todd Sherman

history, Plans- established in 1895 - 4 units in Canada; 49 internationalunits (1 franchised)- plans to add 4 to 6 units per year inCanada




LiCK’s restAUrAnts2034 Queen St. E., Ste. 200Toronto, Ont. M4L 1J4416-362-5425 President: Denise Meehan


Franchise Costs- initial franchise fee $45,000- equipment/site cost $425,000 -$525,000 turnkey- start-up costs $30,000- total costs $500,000 - $600,000- advertising fee 3%- royalty fee 6%- other fee 1%

services- advertising/marketing- design- lease negotiation- management- purchasing - site location - staff training- supplies

LittLe CAesArs PizzALITTLE CAESAR OF CANADA ULC2301 Royal Windsor Dr.Mississauga, Ont. L5J 1K5905-822-7899 Development Manager: Wendy MacKinnon

history, Plans- established in 1959 - plans to expand across Canada

Franchise Costs- initial franchise fee $20,000- royalty fee 6%

services- advertising/marketing- design- lease negotiation- supplies

MAgiC oVen798 Danforth Ave.Toronto, Ont. M4J 1L6416-462-0333 President: Tony Sabherwal

history, Plans- established in 1997 - 5 locations in Canada (4 fran-chised)

Franchise Costs- initial franchise fee $29,500- equipment/site cost $100,000- other costs $50,000 - total costs $179,500- advertising fee 2%

- royalty fee 5%


MAnChU woKMANCHU WOK (CANADA), INC.85 Citizen Ct., Unit 9Markham, Ont. L6G 1A8905-946-7200 President & CEO: Kelvin Chen

history, Plans- established in 1980 - 73 units in Canada; 67 units outside Canada


services- advertising/marketing- design- lease negotiation- management - purchasing- site location - staff training- supplies

MAnDArin restAUrAntMANDARIN RESTAURANT FRANCHISE CORP.8 Clipper Ct.Brampton, Ont. L6W 4T9905-451-4100 President: James Chiu


Franchise Costs- initial franchise fee $250,000- equipment/site cost $2 million- other costs $500,000- total costs $2.5 million- advertising fee 2% - royalty fee 5%

services- advertising/marketing - design- lease negotiation - purchasing- site location- staff training

MArY Browns FAMoUs ChiCKen & tAters!MARY BROWNS INC.250 Shields Ct. Unit 7Markham, Ont. L3R 9W7905-513-0044 President and COO: Nigel Beattie



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- plans to expand in the Atlanticregion of Ontario and Alberta andopen units in Saskatchewan andAlberta as well as internationally

Franchise Costs- initial franchise fee $25,000- equipment/site cost $350,000 -$375,000 - total costs $375,000 - $400,000- advertising fee 4%- royalty fee 4%

services- advertising/marketing- design- lease negotiation - purchasing- site location- staff training- supplies

MCDonALD’s restAUrAnts oF CAnADA LiMiteD1 McDonald’s PlaceToronto, Ont. M3C 3L4416-443-1000 COO: Jacques Mignault

history, Plans- established in 1967 - 1,414 units in Canada (1,125 franchised) - plans to focus on modernizingexisting restaurants

Franchise Costs- initial franchise fee $45,000- minimum of $500,000 in unencum-bered (non-borrowed) cash required- total costs $1 million-plus- advertising fee 4%- service fee 4%


MenChie’s Frozen YogUrtYOGURTWORLD ENTERPRISES INC.151 Spinnaker Way, Ste. 7Concord, Ont. L4K 4C3289-695-0032 Director of Franchising: David Shneer

history, Plans- established in 2008 - 35 units in Canada; 285 worldwide(280 franchised)- more than 120 franchises havebeen granted in Canada and are atvarious stages of development

Franchise Costs- initial franchise fee $40,000- equipment/site cost $300,000- other costs $10,000- advertising fee 2%- royalty fee 6%

services- advertising/marketing- design- financial assistance available - lease negotiation - purchasing- site location- staff training

- supplies

MiCheL’s BAKerY CAFeTHREECAF BRANDS CANADA INC.7880 Keele St., Unit 101Vaughan, Ont. L4K 4G7905-482-7300 Development Coordinator: Nicole Moore



services- advertising/marketing- design- lease negotiation - purchasing - site location

MiLestones griLL AnD BArCARA OPERATIONS LTD.199 Four Valley Dr.Vaughan, Ont. L4K 0B8905-760-2244 Director of Franchising: Alex Gerzon

history, Plans- established in 1989 - 47 units in Canada (11 franchised)- plans to expand throughout Canada



MontAnA’sCARA OPERATIONS LTD.199 Four Valley Dr.Vaughan, Ont. L4K 0B8905-760-2244 Director of Franchising: Alex Gerzon

history, Plans- established in 1993 - 93 units in Canada (67 franchised)- plans to add units in Alberta,Saskatchewan, Manitoba and P.E.I.


services- advertising/marketing- design- lease negotiation- management- purchasing

- site location- staff training- supplies

Mr. greeK MeDiterrAneAngriLL/Mr. greeK exPressMR. GREEK RESTAURANTS INC. 44 Upjohn Rd.Toronto, Ont. M3B 2W1416-444-3266 Franchising & CorporateCommunications: Vicki Raios Tranos

history, Plans- established in 1988 - 22 units in Canada (18 franchised)- continued focus on brand develop-ment and growing same-store sales

Franchise Costs- initial franchise fee $35,000- other costs $350,000-plus- advertising fee 2%- royalty fee 5%


Mr. MiKe’s restAUrAnts CorP.RAMMP HOSPITALITY BRANDS INC.1812 152nd St., Ste. 203Surrey, B.C. V4A 4N5604-536-4111 VP, Business Development: Rick Villalpando


Franchise Costs- initial franchise fee $50,000- total costs $900,000 - $1.2 million- advertising fee 2%- royalty fee 6%

services- advertising/marketing - design- financial assistance available- lease negotiation- management- purchasing- site location- staff training- supplies

Mr. soUVLAKiMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 1997 - 14 units in Canada (all franchised)

Franchise Costs- initial franchise fee $30,000 - advertising fee 1.5%- royalty fee 6%


Mr. sUBMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma




MUCho BUrrito EXTREME BRANDZ2187 Dunwin Dr.Mississauga, Ont. L5L 1X2905-820-7887 Director of Franchising: Sean Black

history, Plans- established in 2006 - 68 units in Canada; 3 international- plans to add 30 new locations in 2013

Franchise Costs- initial franchise fee $25,000- equipment/site cost $250,000- other costs $100,000-plus- total costs $400,000 - $500,000- advertising fee 4%- royalty fee 5%

services- advertising/marketing- design - financial assistance available- lease negotiation- purchasing- site location- staff training - supplies

new YorK Fries 122164 CANADA LTD.1220 Yonge St., Ste. 400Toronto, Ont. M4T 1W1416-963-5005 President: Jay Gould

history, Plans- established in 1984 - 130 locations in Canada; 32 outsideCanada (146 franchised)- more units planned within Canadaand internationally





niCKeLs griLL AnD BAr RESTO PRO1955 Côte de Liesse, Ste. 205St-Laurent, Que. H4N 3A8514-856-5555




o’BUrgerMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 2008 - 8 units in Canada; 3 internationalunits (all franchised)



(the) oLD sPAghetti FACtorYOLD SPAGHETTI FACTORY CANADA LTD.55 Water St., Ste. 210Vancouver, B.C. V6B 1A1604-684-1287 Director of Franchising: Ken Lobson

history, Plans- established in 1970 - 14 units in Canada (2 franchised)- plans to add 1 unit in Alberta

Franchise Costs- information available upon request - royalty fee 5%

services- advertising/marketing- design- lease negotiation- purchasing

oPA! oF greeCeOPA! SOUVLAKI FRANCHISEGROUP INC.7015 MacLeod Trail S.W., Ste. 700Calgary, Alta. T2H 2K6403-245-0033 VP, Development: Jeff Young

history, Plans- founded in 1998- 85 units in Canada, 1 internationalunit (85 franchised)- 10 to 12 new units planned acrossCanada

Franchise Costs- initial franchise fee $25,000- equipment/site cost $350,000- total costs $375,000 - advertising fee 2%- royalty fee 6%


PAnAgo PizzA inC.33149 Mill Lake Rd.Abbotsford, B.C. V2S 2A4604-859-6621 VP, Development: Todd Wylie

history, Plans- established in 1986 - 183 units in Canada (179 franchised)- plans to expand in Ontario,Saskatchewan and Atlantic Canada

Franchise Costs- initial franchise fee $25,000- equipment/site cost $320,000- other costs $30,000- total costs $375,000 - royalty fee 5%- advertising fee 5%

services- advertising/marketing- design- financial assistance available - lease negotiation- management- purchasing - site location- staff training - supplies

PAniniMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 1995- 7 units in Canada (5 franchised)

Franchise Costs- initial franchise fee $30,000 -$40,000 - advertising fee 1.5%- royalty fee 6%


PAntrY restAUrAnt groUP inC.RAMMP HOSPITALITY BRANDS INC.1812 152nd St., Ste. 203Surrey, B.C. V4A 4N5604-536-4111 VP, Business Development: Rick Villalpando


Franchise Costs- initial franchise fee $50,000- total costs $650,000 - $850,000- advertising fee 2.5%- royalty fee 5%

services- advertising/marketing - design- financial assistance available- lease negotiation- management- purchasing- site location- staff training- supplies

PerKins restAUrAnt & BAKerYPERKINS & MARIE CALLENDER’S, INC.6075 Poplar Ave., Ste. 800Memphis, Tenn. 38119800-877-7375 SVP, Development: Robert J. Winters

history, Plans- established in 1958 - 16 units in Canada; 416 worldwide(283 franchised)

Franchise Costs- initial franchise fee $40,000 - equipment/site cost varies- advertising fee 3%- royalty fee 4%

services- advertising/marketing- design- management- purchasing- site location- staff training

PitA Pit11 Princess St., Ste. 305Kingston, Ont. K7L 1A1613-546-4494 Director of Franchising: Kevin Pressburger

history, Plans- established in 1995 - 149 locations in Canada; 380 world-wide (357 franchised)- plans to open 30 new Canadianlocations and expand into 4 addition-al countries

Franchise Costs- initial franchise fee $15,000 - $25,000 - equipment/site cost $135,000 - $195,000- total costs $225,000 - $250,000 - advertising fee 1% - flat-rate monthly royalty fee

services- advertising/marketing- design- lease negotiation- management- purchasing- staff training

PizzA 73PIZZA PIZZA LTD.500 Kipling Ave.Toronto, Ont. M8Z 5E5416-967-1010 Director of Franchising: Sebastian Fuschini


Franchise Costs- initial franchise fee $30,000- equipment/site cost $270,000- other costs $25,000 - total costs $325,000- advertising fee 6%- royalty fee 6%


PizzA DePot2 Automatic Rd., Unit 122Brampton, Ont. L6S 6K8905-458-9711 President: Dilawar Khakh


Franchise Costs- initial franchise fee $20,000- equipment/site cost $130,000 -$170,000 - total costs $175,000 - $195,000 for1,000-sq.-ft. store- advertising fee $200/week- royalty fee $300/week

services- advertising/marketing- design- financial assistance available- lease negotiation- management - purchasing- site location - staff training- supplies

PizzA noVA 2247 Midland Ave.Toronto, Ont. M1P 4R1416-439-0051 Director of Franchising: Frank Macri

history, Plans- established in 1963 - 140 units in Canada - plans to add 10 units in 2013

Franchise Costs- total costs $300,000 - $325,000- advertising fee 4%- royalty fee 6%




PizzA PizzAPIZZA PIZZA LTD.500 Kipling Ave.Toronto, Ont. M8Z 5E5416-967-1010 Director of Franchising: Sebastian Fuschini

history, Plans- established in 1967 - 383 units in Canada; not includingnon-traditional sites such as sportingvenues, amusement parks, et cetera(367 franchised)- 22 new units planned in Manitoba,Saskatchewan, Quebec and Nova Scotia

Franchise Costs- initial franchise fee $30,000- equipment/site cost $270,000- other costs $25,000 - total costs $325,000- advertising fee 6%- royalty fee 6%


PizzA roYALe 650 Graham Bell, Ste. 217Quebec, Que. G1N 4H5418-682-5744 President: Réjean Samson


Franchise Costs- initial franchise fee $30,000- equipment/site cost $500,000- other costs $20,000- total costs $550,000- advertising fee 1.5%- royalty fee 3% - 4%


PizzA shACKPIZZA SHACK HOLDINGS INC.73 Vautour St.Cap-Pele, N.B. E4N 2C3506-874-4236


Franchise Costs- initial franchise fee $9,500 - $15,000- equipment/site cost $40,500 - $100,000- total costs $50,000 - $115,000- advertising fee 2%- royalty fee 5%

services- advertising/marketing- design- lease negotiation- purchasing - site location- staff training

PizzAViLLe inC.741 Rowntree Dairy Rd. Unit 1Woodbridge, Ont. L4L 5T9905-850-0070

history, Plans- established in 1963 - 75 units in Canada (74 franchised)- plans to add 6 more units in thenext 6 months



Presse CAFeCAFE SVP GROUP1422 Nôtre Dame W.Montreal, Que. H3C 1K9514-935-5553 Director of Development: Xavier Chambon

history, Plans- established in 1995 - 90 units in Canada; 103 worldwide - expansion planned in WesternCanada, U.S., Europe, Middle East,Russia and West Africa



PriMe PUBsPRIME RESTAURANTS INC.10 Kingsbridge Garden Cir., Ste. 600Mississauga, Ont. L5R 3K6905-568-0000 VP, Franchise Sales and Real-EstateDevelopment: Peter Natyshak

history, Plans- parent company established in 1980 - 27 units in Canada (20 franchised)- plans to expand in Canada andU.S. in 2013

Franchise Costs- initial franchise fee $40,000- average investment range $900,000- $1.3 million- advertising fee 2% national, 2% local- royalty fee 5% GR


QUesADA BUrritos-tACosQUESADA FRANCHISING OF CANADA CORP.2235 Yonge St. Toronto, Ont. M4S 2B1866-854-2400 CEO: Steve Gill

history, Plans- established in 2004 - 14 units in Canada- plans to open 15 franchised units in 2013

Franchise Costs- initial franchise fee $20,000- equipment/site cost $118,300 -$192,300- other costs $14,500 - $30,000- total costs $152,800 - $242,300- advertising fee 3%- royalty fee 6%

services- advertising/marketing- design- lease negotiation- purchasing- site location - staff training

QUiznosQUIZNOS CANADA RESTAURANT CORP. 1267 Cornwall Rd. Ste. 301Oakville, Ont. L6J 7T5647-259-0333 SVP, Development: Marc Choy

history, Plans- established in 1981 - 450 units in Canada; 2,650 worldwide (all franchised)- plans to open 30 new units in Canada

Franchise Costs- initial franchise fee $25,000- equipment/site cost $165,000 - $232,000- other costs $37,500 - $59,000- total costs $227,500 - $316,000 - advertising fee 7%- royalty fee 4%

services- advertising/marketing- design- financial assistance available- lease negotiation - management- purchasing- site location- staff training - supplies

riCKY’s RICKY’S ALL DAY GRILL1901 Rosser Ave., Ste. 401Burnaby, B.C. V5C 6S3888-597-7272 Director of Franchising: Stacey Hansson


Franchise Costs- initial franchise fee $45,000- equipment/site cost $805,000 -$905,000- total cost $850,000 - $950,000- advertising fee 3%- royalty fee 4.5%


ritA’sCANADA WATER ICE COMPANY LTD.7620 Elbow Dr. S.W., Ste. 180Calgary, Alta. T2V 1K2403-819-6561President: Steve McDonough

history, Plans- established in 1984 - 600-plus units worldwide- Canada Master Franchise awardedand looking for area-developmentcandidates

Franchise Costs- initial franchise fee $35,000- equipment/site cost $265,000 -$385,000- total costs $300,000 - $400,000

services- advertising/marketing- design- supplies

roCKweLL’s restAUrAntgroUP inC.RAMMP HOSPITALITY BRANDS INC.1812 152nd St., Ste. 203Surrey, B.C. V4A 4N5604-536-4111 VP, Business Development: Rick Villalpando


Franchise Costs- initial franchise fee $50,000- total costs $900,000 - $1.2 million- advertising fee 2.5%- royalty fee 5%

services- advertising/marketing - design- financial assistance available- lease negotiation- management- purchasing- site location


- staff training- supplies

roCKY MoUntAin FLAtBreAD Co. LtD.1876 West 1st Ave.Vancouver, B.C. V6J 1G5604-730-0321 President: Dominic Fielden

history, Plans- established in 2004- 3 units in Canada (1 franchised)- plans to grow by 1 to 2 units per year

Franchise Costs- initial franchise fee $40,000- equipment/site cost $450,000- other costs $200,000- total costs $650,000 - advertising fee 1%- royalty fee 5%

services- advertising/marketing- design - lease negotiation- purchasing- site location- staff training

sALAD LooP SALAD LOOP GROUP INVESTMENTS INC.124 West 1st St., Ste. 1002North Vancouver, B.C. V7M 3N3604-729-4717 President: Sean Kim

history, Plans- established in 2002 - 10 units in Canada - continued growth in WesternCanada

Franchise Costs- initial franchise fee $25,000- total costs $150,000 - $250,000- advertising fee 1% - royalty fee 6%

services- advertising/marketing- design- financial assistance available- lease negotiation- site location - staff training- supplies

sAnDwiCh tree535 Thurlow St., Ste. 600Vancouver, B.C. V6E 3L2604-220-4566 Director of Operations: Tony Cardarelli




(the) sAwMiLL PriMe riB & steAK hoUse4810 Calgary Trail S., Second FloorEdmonton, Alta. T6H 5H5780-463-4499 Director of Franchising: Len McCullough

history, Plans- established in 1976 - 7 units in Canada (4 franchised)- above average Alberta growth ratewhile seeking opportunities inWestern and Eastern Canada

Franchise Costs- initial franchise fee $50,000 - total costs vary, depending on sizeof footprint, from 4,500 sq. ft. to13,000 sq. ft. - equipment/site cost $1,500,000 -$3,000,000- total costs $1,500,050 - $3,000,050- advertising fee 2%- royalty fee 5%

services- advertising/marketing - design- lease negotiation- management- purchasing- site location- staff training- supplies

(the) seConD CUP LtD.6303 Airport Rd., Second FloorMississauga, Ont. L4V 1R8905-362-1818 President: Stacey Mowbray

history, Plans- established in 1975 - 350 units in Canada; 416 worldwide

Franchise Costs- initial franchise fee $40,000- total costs $350,000- advertising fee 3% gross sales- royalty fee 9% gross sales

services- advertising/marketing- design- lease negotiation- management- purchasing- site location - staff training

shoeLess joe’s sPorts griLLSHOELESS JOE’S LTD.8555 Jane St.Vaughan, Ont. L4K 5N9905-760-1295

history, Plans- founded in 1987 - 36 units in Canada (33 franchised)- planning to expand in Ontario andexplore out-of-province opportunities.- plans to open 5 to 7 units per year.


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Franchise Costs- initial franchise fee $45,000- total costs $750,000- advertising fee 2% - royalty fee 5%


sMittY’s CAnADA LtD.501 18th Ave. S.W., Ste. 600Calgary, Alta. T2S 0C7403-229-3838 Director of Franchising: Scott Amberson

history, Plans- established in 1960 - 100 units in Canada (95 franchised)- plans to expand in B.C., Ontarioand the Maritimes


services- advertising/marketing- design- financial assistance available- lease negotiation- purchasing- site location- staff training- supplies

sMoKe’s PoUtinerie inC.85 Kingston Rd. E. Unit 5Ajax, Ont. L18 7J4905-427-4444 Director of Franchising: Mike Graham

history, Plans- established in 2008 - 36 units in Canada (all franchised) - expansion planned in Canada, U.S.and international locations

Franchise Costs- initial franchise fee $30,000 - total costs $250,000 - $350,000+- advertising fee 2%- royalty fee 6%


soUth st. BUrger Co.122164 CANADA LTD.1220 Yonge St., Ste. 400Toronto, Ont. M4T 1W1416-963-5005 President: Jay Gould

history, Plans- established in 2005 - 20 locations in Canada; 1 interna-tional location (8 franchised)

- additional locations planned withinCanada and internationally



steAMroLLers BUrritos & BowLs2285 Clark Dr., Ste. 250Vancouver, B.C. V5N 3G9604-685-3361




st. LoUis FrAnChise LtD.2040 Yonge St., Ste. 200BToronto, Ont. M4S 1Z9416-485-1094 Director of Franchising: Kathy Hosseini

history, Plans- established in 2001 - 34 units in Canada (30 franchised)- plans to open 10 more locations,including 2 in the East Coast

Franchise Costs- initial franchise fee $40,000- equipment/site cost $400,000- other costs $50,000- total costs $490,000- advertising fee 1.5% - royalty fee 6%


sUBwAY DOCTOR’S ASSOCIATES INC.325 Bic Dr.Milford, Conn. 06461800-888-4848Chief Development Officer: Don Fertman

history, Plans- established in 1965 - 2,843 units in Canada; 37,881worldwide (all franchised)- plans to open 2,800 new locationsworldwide in 2013

Franchise Costs- initial franchise fee $15,000- total costs $85,000 - $260,000

- advertising fee 4.5%- royalty fee 8%

services- advertising/marketing - design- financial assistance available- lease negotiation- purchasing- site location- staff training- supplies

sUKiYAKiMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 1988- 28 units in Canada; 35 worldwide(all franchised)



sUnnYsiDe griLLSSG CAPITAL CORP.2 Jane St., Ste. 202Toronto, Ont. M6S 4W3416-604-0650 President: Jeff Parissi

history, Plans- established in 2004- 5 units in Canada (3 franchised)- plans to grow by 2 to 4 units per year

Franchise Costs- initial franchise fee $25,000- equipment/site cost $150,000 -$350,000- total costs $150,000 - $350,000- advertising fee 1%- royalty fee 4%


sUnset griLL restAUrAnts LtD.5100 Erin Mills Town CentreP.O. Box 53036Mississauga, Ont. L5M 5A7905-286-5833 CEO: Angelo Christou

history, Plans- established in 1985 - 90 units in Canada (all franchised)- expansion planned across Canadaand in select locations in the U.S.

Franchise Costs- initial franchise fee $50,000- total costs $485,000

- advertising fee 1%- royalty fee 5%


sUshigo48 Byward MarketOttawa, Ont. K1N 7A2613-244-1616 Director of Franchising: Eve Desmarais

history, Plans- founded in 2007 - 5 units in Canada (3 franchised)

Franchise Costs- initial franchise fee $25,000- total costs $25,000 - $300,000- advertising fee 2%- royalty fee 4-6%


sUshi shoP MTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 2001- 120 units in Canada, 2 outsideCanada (121 franchised)

Franchise Costs- initial franchise fee $30,000 -$40,000 - advertising fee 2%- royalty fee 6%


swiss ChALet rotisserie AnD griLLCARA OPERATIONS LTD.199 Four Valley Dr.Vaughan, Ont. L4K 0B8905-760-2244 Director of Franchising: Alex Gerzon

history, Plans- established in 1954- 219 units in Canada (214 fran-chised)- expansion planned throughoutCanada




sYMPosiUM CAFeSYMPOSIUM CAFE INC.6021 Yonge St., Ste. 374Toronto, Ont. M2M 3W2416-449-3611President: Terry J. Argropoulos

history, Plans- established in 1996, franchisingsince 2004 - 14 units in Canada - plans to add 5 new locations in 2013

Franchise Costs- franchise cost $525,000- other costs $125,000- advertising fee 2%- royalty fee 5%


tACo tiMeMTY TIKI MING ENTERPRISES INC. 8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma




tAnDoriMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- established in 2008 - 23 units in Canada; 4 outsideCanada (26 franchised)



tAste oF MeDiterrAneAnMEDITERRANEAN FRANCHISE INC.2 Toronto St., Ste. 324Toronto, Ont. M5C 2B5416-821-5561 President: Sam Hussein

history, Plans- established in 2004 - 18 units in Canada, 1 outsideCanada (all franchised)- plans to open 5 units in 2013

Franchise Costs- initial franchise fee $10,000 - equipment/site cost $95,000 - $120,000- total costs $105,000 - $130,000- royalty fee $750 monthly

services- advertising/marketing- design- financial assistance available- lease negotiation- management - purchasing - site location- staff training- supplies

tCBYMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma


Franchise Costs- initial franchise fee $10,000 - $15,000- advertising fee 3%- royalty fee 5%


teriYAKi exPerienCe700 Kerr St., Ste. 100Oakville, Ont. L6K 3W5905-337-7777 VP, Development: Nik Jurkovic

history, Plans- established in 1986 - 107 units in Canada; 130 worldwide - plans to add 10 units in Canadaand 3 international units

Franchise Costs- initial franchise fee $25,000- total investment $200,000 - $280,000- advertising fee 3%- royalty fee 6%


Appetites and expectations of consumers for a complete dining experience in a comfortable, visually appealing atmosphere with a menu that shows a respect for quality ingredients continues to grow. Obsidian Group Inc. develops, manages and franchises three successful brands that consistently exceed the ever-changing demands and expectations of consumers. These three brands are: Crabby Joe’s® Tap & Grill, Coffee Culture® Café & Eatery and Union Burger. Collectively, there are over 300 units operating and under development in both traditional and non-traditional locations in Canada and the United States.

The success and continued growth of these brands is accredited to the team of industry professionals that Obsidian Group Inc. has assembled. They have guided the company to become one of the fastest growing and most progressive hospitality companies in the industry. Their breath of experience covers the portfolios of concept management, operations, marketing, franchising, research & product development as well as the unwavering dedication to support the franchisees. Through this, Obsidian Group Inc. provides its brands with the expertise needed for sustained growth and its franchisees with concepts that exceed consumer expectations.

Join us and see how we can assist you in taking the first steps towards your future!

OBSIDIAN GROUP INC.2556 Meadowpine Blvd., Mississauga, ON L5N 6P9T. 905-814-8030 TF. 1-877-272-2952 F. 905-814-8272 www.obsidiangroupinc.com [email protected]

Take The First Step Towards

Your Future

www.crabbyjoes.com

www.ubburger.com

www.coffeeculturecafe.com


services- advertising/marketing- design- lease negotiation- purchasing- site location - staff training- supplies

thAi exPressMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 2000 - 173 units in Canada; 183 worldwide(all franchised)



tiKi MingMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 1983- 48 units in Canada; 54 worldwide(52 franchised)



tiM hortons inC.(THE) TDL GROUP CORP.874 Sinclair Rd.Oakville, Ont. L6K 2Y1905-845-6511 SVP, Development: Mark Holly

history, Plans- established in 1964 - 3,365 units in Canada; 4,138 worldwide

Franchise Costs- start-up costs $50,000- initial franchise fee $430,000 - $480,000- advertising fee 4% gross sales- royalty fee 3% gross sales

services- advertising/marketing- design- lease negotiation- purchasing - site location - staff training- supplies

toPPer’s PizzATOPPER’S FRANCHISING COMPANY INC.551 Bryne Dr., Unit NBarrie, Ont. L4N 9Y3705-735-2127 Director of Franchising: Peter Rakovalis

history, Plans- established in 1982 - 34 units in Canada (27 franchised)- plans to expand to 200 stores by2020

Franchise Costs- initial franchise fee $25,000 - advertising fee 2%- royalty fee 5%

services- advertising/marketing- design- lease negotiation- purchasing- site location

treAts BAKerY, treAts BAKerY CAFe, treAts CoFFeeeMPoriUMTREATS INTERNATIONALFRANCHISE CORP.1550A Laperriere Ave., Ste. 201Ottawa, Ont. K1Z 7T2613-563-4073

history, Plans- established in 1977 - 68 units in Canada (62 franchised)- plans to add 3 units per year

Franchise Costs- initial franchise fee $15,000- advertising fee 1% to 2%, depending on concept- royalty fee 7% to 8%, depending onconcept

services- advertising/marketing- design- lease negotiation- management - purchasing - site location - staff training- supplies

triPLe o’sWHITE SPOT LTD.1126 Southeast Marine Dr.Vancouver, B.C. V5X 2V7604-321-6631

history, Plans- 46 units in Canada; (41 franchised)

Franchise Costs- initial franchise fee $40,000- total cost $600,000 - $1,500,000 - marketing fee 2%, - royalty fee 6%

services- advertising/marketing- design- lease negotiation- management - purchasing- site location- staff training

tUrtLe jACK’s MUsKoKA griLLTORTOISE RESTAURANT GROUP INC.3370 South Service Rd. Ste. 300Burlington, Ont. L7N 3M6905-332-6833 VP, Franchising & Development:Peter J. Fisher

history, Plans- established in 1992 - 19 units in Canada (all franchised)- plans to add 6 units per year

Franchise Costs- initial franchise fee $50,000- other costs $1,750,000- total cost $1,800,000 - advertising fee 2% - royalty fee 6%


tUtti FrUtti MTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma


Franchise Costs- initial franchise fee $40,000 -$50,000- advertising fee 3%- royalty fee 5%


Union BUrgerOBSIDIAN GROUP INC.2556 Meadowpine Blvd. Mississauga, Ont. L5N 6P9905-814-8030 Director of Franchising: DannyGrammenopoulos

history, Plans- established in 2010 - 9 units in Canada; 51 outsideCanada (5 franchised)- expecting to add 8 to 10 locationsin the Greater Toronto Area in 2013


services- advertising/marketing- design- financial assistance available- management- purchasing- site location- staff training

UrBAn KitChen/seLeCt sAnDwiCh SELECT FOOD SERVICES INC.155 Gordon Baker Rd., Ste. 214Toronto, Ont. M2H 3N5416-391-1244 Director of Franchising: Carol Kahn


Franchise Costs- initial franchise fee $25,000 - equipment/site cost $300,000- total cost $325,000 - $350,000- advertising fee 3%- royalty fee 7%

services- advertising/marketing- design- lease negotiation - management- purchasing- site location - staff training- supplies

VALentineMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma


Franchise Costs- initial franchise fee $25,000- advertising fee 2.5%- royalty fee 5%


VAneLLisMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 2003 - 44 units in Canada; 95 worldwide(45 franchised)





VAn hoUtte CAFE-BISTRO G.M.C.R. CANADA S.E.C3700 Rue Jean-RivardMontreal, Que. H1Z 4K3514-789-4661 Director of Franchising: Claude Monette

history, Plans- established in 1919 - 70 units in Canada (65 franchised)- plans to open 10 new locations per year

Franchise Costs- initial franchise fee $40,000- equipment/site cost $400,000- other costs $60,000- total costs $500,000- advertising fee 3%- royalty fee 5%- innovation fee 0.5%

services- advertising/marketing- design- financial assistance available - lease negotiation - management- purchasing- site location- staff training- supplies

VerA’s BUrger shACK42 West 8th Ave., Ste. 3Vancouver, B.C. V6W 1T7604-683-8372 Director, Franchise Operations:Gerald Tritt

history, Plans- established in 1977 - 18 units in Canada (15 franchised)- plans to expand into EasternCanada, Alberta and U.S.

Franchise Costs- initial franchise fee $30,000- equipment/site cost $200,000- other costs $120,000- total cost $350,000- advertising fee 1.5%- royalty fee 6%


Vie & nAMMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy, Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma

history, Plans- founded in 2008 - 4 units in Canada (all franchised)

Franchise Costs- initial franchise fee $30,000 -$40,000 - advertising fee 1%- royalty fee 6%


ViLLA MADinAMTY TIKI MING ENTERPRISES INC.8150 Transcanada Hwy., Ste. 200St-Laurent, Que. H4S 1M5514-336-8885 President: Stanley Ma




Vinnie gAMBini’sRESTO PRO1955 Côte de Liesse, Ste. 205St-Laurent, Que. H4N 3A8514-856-5555




wAsABi griLL AnD nooDLeWASABI GRILL AND NOODLE(CANADA) INC.85 Citizen Ct., Unit 9Markham, Ont. L6G 1A8905-946-7200Director, Non-TraditionalDevelopment: Bob Cook

history, Plans- established in 2011- 1 unit in Canada



wenDY’s restAUrAnts oF CAnADA inC.240 Wyecroft Rd.Oakville, Ont. L6K 2G7905-849-7685 VP, Finance & Development: Mark White




wiLLiAMs Fresh CAFe inC.202 Grand River Ave.Brantford, Ont. N3T 4X9519-752-4850 CEO: Rainer Mueller

history, Plans- established in 1993- 39 units in Canada (all franchised)

Franchise Costs- initial franchise fee $35,000- total cost $500,000 - $650,000 (for full size café)- advertising fee 1.5%- royalty fee 6%

services- advertising/marketing- design- lease negotiation- management- purchasing- site location- staff training - supplies

wiMPY’s DinerWIMPY’S DINER INC.3559 St. Clair Ave. E.Toronto, Ont. M1K 1L6416-269-4679 Director of Franchising: Jim Daikos

history, Plans- 45 units in Canada- plans to open 5 units in 2013

Franchise Costs- initial franchise fee $20,000- total cost $300,000

services- advertising/marketing- lease negotiation- management- purchasing- site location- staff training

woK Box Fresh AsiAn KitChen19074 22nd Avenue, Unit 102Surrey, B.C. V3S 3S6778-545-0233 Contact: Lawrence Eade

history, Plans- established in 2004 - 50-plus units in Canada (all fran-chised), 5-plus units in U.S.- plans on extensive growth inCanada and the U.S. - Master Licenses available

Franchise Costs- initial franchise fee $25,000- equipment/site cost $250,000 - $300,000- other costs $15,000 - $50,000- total costs $325,000 - $400,000- advertising fee 3%- royalty fee 6%


(the) worKs goUrMet BUrger Bistro149 Lakeshore Rd. E.Oakville, Ont. L6J 1H3855-799-6757 President: Andy O’Brien

history, Plans- established in 2001 - 18 units in Canada (12 franchised)- plans to open 15 more units in 2013

Franchise Costs- initial franchise fee $45,000- equipment/site cost $480,000 - $650,000- other costs $150,000 - $250,000- total costs $675,000 - $945,000- advertising fee 6%- royalty fee 2%



YUM! restAUrAnts internAtionAL (CAnADA) LP101 Exchange Ave.Vaughan, Ont. L4K 5R6416-664-5200 Director of Franchising: Adrianne Chow

history, Plans- established in 1952 - 1,020 units in Canada

Franchise Costs- initial franchise fee $46,900 - advertising fee 5%- royalty fee 6%

services- advertising/marketing- design- site location- staff training

241 PizzA CHAIRMAN’S BRAND CORP.77 Progress Ave.Toronto, Ont. M1P 2Y7416-646-0987 VP, Franchising & Development:Larry Santolini

history, Plans- established in 1986

- 98 units in Canada (all franchised)

Franchise Costs- initial franchise fee $20,000- equipment/site cost $68,000 - $88,000- other costs $40,000 - $90,000- total costs $128,000 - $198,000- advertising fee 3% or flat rate- royalty fee 8% of call centre orders

services- advertising/marketing- design- financial assistance available - lease negotiation

- management- purchasing- site location- staff training- supplies


For over twenty years, IL FORNELLO has

excelled at offering a dining experience reminiscent

of the casual trattorias of Italy with a delicious menu that features fresh Italian ingredients, house-made

pastas and the classic thin crust pizzas baked in an authentic

wood-burning oven.

IL FORNELLO, a restaurant destination for everyone

any day, every day.

Franchise InquiriesSean Fleming 647.282.1861

[email protected]

Tenant RepresentativeToby Singlehurst 416.219.3874

[email protected]

Opening 2013 Barrie and Ottawa


CrFA PreView

F oodservice is set to take centre stage at the 67th

annual CRFA Show, which is expected to attract

1,200 exhibit booths and approximately 14,000

attendees to Toronto’s Direct Energy Centre

between March 3 and 5.

This year, regional booths are gaining floor space with an

influx of U.S. state pavilions and an expanded Ontario

pavilion that will cover 5,000 sq. ft. and feature a culinary

stage. “[It’s] going to have a bigger look, and there’s going to

be 50 of the province’s most innovative food companies,”

explains Garth Whyte, president and CEO of the Canadian

Restaurant and Foodservices Association (CRFA).

Meanwhile, beverage companies are also under the spot-

light this year. “One of the biggest things we’ve struggled

with is trying to bring more beverage and alcohol [vendors]

into the show,” explains Edwin Cabural, director of

Expositions. So the Flair Bartending Stage will complement

the coffee pavilion, which will be open to tea suppliers and

include coffee, tea, POS equipment, cups and more. Building

on that idea, a new pop-up bistro will offer samples of specialty meats, cheeses and

alcoholic beverages for purchase.

The star-studded event will also include demos by Mark McEwan, Vikram Vij

and Anna Olson, to name a few, while chef David Adjey, the show’s “roving ambas-

sador” will interact with attendees and compile a list of “can’t miss” booths.

In terms of show events, CBC personality George Stroumboulopoulos will

host the annual Breakfast of Champions, March 5, featuring Paul Methot of Pizza

Pizza, Debra Lykkemark of Culinary Capers — a Vancouver-based catering com-

pany — and Susan Senecal of A&W Food Services of Canada sharing business

tips. And, March 4 the annual Celebrate! Industry Night Out that honours the

show’s best booths and long-standing CRFA exhibitors will present Kendale

Products Ltd., with an award for its 50-plus years at the show.

As organizers prepare to open the doors, they’re optimistic. “There was a lot of

buzz last year, and we’re building on that, and we are expecting to match or

exceed what we had last year,” sums up Whyte.

Until then, keep reading for a sneak peak of some of the products that will be

on display at this year’s show.

reADY, set, go The annual CRFA Show returns next month with a spotlight on regional exhibitors, food-and-drink demos and top chefs BY jACKie sLoAt-sPenCer

Keep your eyes peeled for F&H’s April issue, which will include a special supplement about the ontario pavilion featured at this year’s CrFA show.[ ]�


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setting the sCene:England’s Bel CantoRestaurant offers a combination of live operatic performancesand French cuisine.Students, training to besingers, belt out arias inbetween serving dishessuch as foie gras (topright) and crab and lobster carpaccio (bottom left)



internAtionAL

i t’s a well-known fact that aspiring stars try to

make ends meet by working as waiters. But at

London, England’s Bel Canto Restaurant, the

wait staff serves customers their meal in

between performing arias from popular opera

scores. One minute the waitress is serving warm

crab gâteau with baby leeks and balsamic

glaze, the next, she’s strutting around the tables in

an 18th-century costume, while belting out “La

Habanera” from Bizet’s Carmen or joining with col-

leagues to re-create the festive drinking-song from

La Traviata against a dramatic crimson backdrop.

The idea behind the aptly named Bel Canto is to

blend opera with fine-dining. Each member of the

resto’s wait staff is an aspiring singer and registered

student at one of three prestigious training schools in

London: the Royal College of Music, the Royal

Academy or the Guildhall School of Music. The ros-

ter of students hail from 20 different nations, includ-

ing Spain, France, New Zealand, Belgium, Brazil,

Ireland, Portugal, Japan and of course the restau-

rant’s home turf, England.

Jean-Paul Maurel, Bel Canto’s founder and co-

owner, opened his London operation in 2008 after

establishing two similar ventures in France 11 years

A FEASTFOR THE

SENSESAspiring opera stars deliver

arias between serving courses atEngland’s Bel Canto Restaurant

BY hArrY w. PoPe

FAst FACtThe term bel canto

means ‘beautiful

music’ and was first

used in Italy in the

late 17th century.

MAP itBel Canto Restaurantis located inEngland’s CorusHotel at 1 LancasterGate in the leafy district of Bayswater.

internAtionAL

earlier — one in central Paris the other in the

Neuilly-sur-Seine area. An avid opera lover,

he oversees 60 singers and 10 pianists and

employs a different team of voices each

evening to recreate the operatic cast; it all

makes for a frenzied night of hospitality. “It is

a quite complicated routine having to fre-

quently liaise with our kitchen, because an

aria by composers such as Verdi, Puccini,

Mozart, Rossini and Bellini are sung every 15

minutes during dinner,” he says. “We do not

serve any food just before the singing nor

during it, so we have to keep asking our chef:

‘Are we OK to sing now?’”

Such a nightly routine presents a challenge

for the kitchen staff, but chef Giles Martin is

imperturbable. “In an operation such as this,

requiring precision timing for food delivery, we

have to be unflappable,” he says “We strive to

provide our clientele with a truly unforgettable

evening, so, for us, working at Bel Canto is not

just helping run a business, it’s a passion.”

It’s clear the culinary experience isn’t com-

promised at the restaurant that regularly fills

80 per cent of its 100-plus seats. Martin pre-

pares traditional French dishes such as Coq

au Vin, braised ox cheek, sea trout steamed

with aromatic lemongrass and tomato terrine

with a mascarpone and basil quenelle. And,

the fixed-price menu, which changes season-

ally, gives diners a choice between two cours-

es ($66), three courses ($77) and four courses

($92), served from Tuesday to Saturday

between 7 and 11 p.m.

In the dining room, at least four singers are

on duty during each service and the effect is

dramatic. “We find the customers are both

enchanted and sometimes overwhelmed,” says

Antonina Maurel, Bel Canto’s artistic director.

“People are not used to having opera singers

at such close quarters.” Antonina auditions a

long list of applicants, ranging between the

ages of 20 and 27; most have previous experi-

ence in foodservice.

And, the singers are just as enthusiastic as

their audiences and are delighted with the

gig. “You get the chance to perform in front

of a live audience,” says Victoria Gray, a 22-

year-old mezzo-soprano who attends the

Guildhall School. “It’s a wonderful experi-

ence.” Waiter Koji Terada, a Royal Academy

student, has grand dreams. “Neither of my

parents are musical, but I hope one day they

will see me perform at the Royal Opera

House here in London or at the Metropolitan

in New York.”

And, Bel Canto’s patrons help transform

those dreams into reality. “These students

have such dedication, such talent and they

make so many sacrifices,” says Maurel. “They

can’t drink, can’t smoke and are always study-

ing, practising, rehearsing. To provide them

with support is a privilege.”

But, that doesn’t mean Maurel is content

to stand still. “I am thinking of developing a

franchise operation,” he confesses, offering

scant details. That aria is being perfected for

another day. �


Bigger is better —

at least when it

comes to the

world of entertainment

systems in foodservice.

As technology evolves,

patrons are seeking an

immersive entertainment

experience, so bars and

restaurants are obliging

and putting big bucks

into eye-popping televi-

sion and sound systems.

The competitive spirit

is palpable as venue own-

ers work to outdo each

other with all the displays

and on-screen content

they can muster for

media-hungry patrons.

As Lorne Bjorgan, presi-

dent of Design

Electronics, a Niagara

Falls, Ont.-based audio-

visual and IT design and

installation company,

puts it: “If you want to be

the number-1 bar in

town, and charge $8 a

beer, you better give peo-

ple a reason to be there.”

The audio-visual com-

ponent is a huge part of

the restaurant experience

at Real Sports Bar & Grill

sites in Toronto and

Ottawa, says Rajani J.

Kamath, director,

Corporate Communica-

tions for Maple Leaf

Sports & Entertainment.

In fact, entertainment

systems represent one of

four of the company’s

critical strategic pillars

(the others being culi-

nary experience, design

and service). “That’s why

a large portion of the

budget goes into making

sure we deliver the best

quality [entertainment]

experience for fans.” That

entertainment includes

North America’s largest

restaurant large-screen

display and a wealth of

high-definition televi-

sions in every viewing

location imaginable.

But, before Real

Sports grabbed the big-

screen spotlight in

Toronto, there was Wegz

Stadium Bar in Vaughan,

Ont. Opened in 2004, the

entertainment system for

this Woodbine Entertain-

ment Group project was

by far the largest in the

Greater Toronto Area,

says Chris Mills, GM.

“The intent was to

attract new people to the

sport of horse racing by

kitting out a 23,000-

square-foot stadium bar

with a 360° view of races

and other sporting

events. Today the site

boasts 13 large flat-

screen projectors and 120

flat-panel televisions,

along with an integrated

touch-screen control

panel for authorized staff

to manage the restau-

rant’s technology. “It

doesn’t matter where you

sit, you get a big-screen

view,” Mills says.

The Wegz GM partic-

ularly likes the Crestron

control panel used to

manage audio and visual

it’s showtiMe Multimedia entertainment systems are becoming a point of competitive pride BY Denise DeVeAU

FUtUre ConsiDerAtionsWith hundreds of thousands of dollars at stake, future-proofing is important for restaurant

entertainment systems. Consider the following tips — provided by Niagara Falls, Ont.’s Design

Electronics, an audio-visual and IT design and installation company — when planning for your

restaurant’s audio-visual needs.

• If the budget allows, go end-to-end digital (versus analog), since it allows you to upgrade

pieces at a relatively low cost. (Digital offers a seven- to 10-year life expectancy on average.)

• Install high-definition technology.

• Choose an expandable matrix switching system for managing the traffic of content to differ-

ent devices. The right equipment will allow you to increase input/output functions by adding

another box.

• While everything can be run off a single network (audio-visual, POS, surveillance, Wi-Fi, et

cetera), it’s better to have a dedicated network for large-scale entertainment needs. Running

video over a network takes up a great deal of bandwidth and could slow other functions.

• Install control panels that can be easily upgraded and configured.

• Ensure that whoever you deal with can support the installation and hire local contractors

when possible. It’s essential to have a “first-responder” on hand who knows the system if

anything breaks down.

wiDe APPeAL: BostonPizza has integrated entertainment into itsToronto flagship restaurantwith everything from big-screen TVs to colouredlighting for Toronto game days

eQUiPMent


feeds. Mills describes the

touch-screen-based sys-

tem as “idiot-proof.” He

explains: “A lot of things

are pre-programmed so

you can make selections

without putting too

much thought into it.

You can show 12 to 13

games at any given time

on multiple screens

depending on what the

guest wants.” The origi-

nal bill was $500,000,

Mills reports. “But I’ve

heard of people spend-

ing well over double that

for their systems.”

Design Electronics’

Bjorgan confirms it’s not

unusual to see high-end

audio-video installations

ranging in price from

$500,000 to $1 million.

With a good setup, the

options can extend well

beyond what’s running

on the big screen to cre-

ate a more interactive

experience, he notes.

At the flagship Boston

Pizza project in downtown

Toronto, for example,

audio-visual controls are

integrated with lighting to

create mood changes relat-

ing to the time of day or

event, explains Bjorgan,

who did work on the proj-

ect. “When [the] Toronto

[Maple Leafs] score a goal,

you can push a button to

sound a horn and change

the lights to blue. If it’s

Montreal, it goes red.”

Keeping in step with

technological advances is

a constant battle. “When

we opened, no one else in

Toronto was doing any-

thing remotely similar to

a large-format sports

bar,” says Wegz’s Mills.

“But you have to stay

progressive, because oth-

ers have looked at what

we’ve done and taken

things to a different level.”

Given the pace of

technology, Wegz

reviews its entertainment

equipment on an annual

basis to determine main-

tenance needs and

expansion plans. “We

bring in key suppliers to

answer questions about

where we are and what

we want to do.

Everything has to be

done with the future in

mind.” For example, last

year, Wegz underwent a

$100,000 upgrade that

involved swapping older

displays for high-defini-

tion Panasonic screens.

It’s not just arena-style

bars getting into the high-

definition act. With more

than 800 restaurants in

the U.S. and Canada,

Buffalo Wild Wings’

(BWW) audio-visual

inventory list is immense.

The company has come a

long way on the technolo-

gy front since it opened its

first shop with a single

cathode-ray-tube (CRT)

screen in 1982. Today,

each site has 40+ Sharp

high-definition televisions

and big-screen projectors.

“Five years ago we made a

big push to high-defini-

tion,” says Joe Dungca, the

chain’s audio-video spe-

cialist in Minneapolis. He

estimates typical audio-

visual budgets are approxi-

mately $150,000 to

$175,000 per location,

which averages 5,700 sq. ft.

Its restaurants also feature

kiosks with up to four

pay-per-use touch-screen

gaming consoles that can

be brought to the table.

“These have been pretty

popular. They enhance the

guest experience and

[generate revenue].”

When the company

eQUiPMent

KeeP it siMPLe: Touch-screen interfacesallow restaurant managers to easily control their video feeds

moved to Canada two

years ago, it discovered

that, while a lot could be

standardized, there were

some regional aspects to

consider in planning.

“Canada presented some

interesting challenges in

terms of content we were

able to provide and what

sports the fans pre-

ferred,” he says. In the

U.S., almost all cable and

satellite services are pro-

vided by DirecTV, he

explains. “In Canada you

don’t have that option.

We might need to use

Rogers as a cable

provider and Bell for

satellite, for example.”

As things evolve,

BWW is switching to

larger televisions in lieu

of projectors. “We’re

working with Sharp to

provide the displays.

While projectors are

cheaper to install when

you want large screens,

they tend to be high

maintenance pieces of

equipment,” Dungca says.

“Bulbs traditionally last

about 2,000 hours. Given

the grease and smoke you

find in a restaurant envi-

ronment, and the fact

they run 14 to 16 hours a

day, that’s a lot of usage.”

That said, the cost gap is

narrowing as large-screen

televisions become more

affordable. “There was a

time when using projec-

tion was a good way to

get that larger screen size.

But when you look at the

costs to run them over

five years, it makes sense

to go with larger-format

televisions,” he says.

While it pays to be

practical, Desgin

Electronics’ Bjorgan notes

that equipment is one

area to avoid cutting cor-

ners. “You probably have

to spend 50 per cent or

more for commercial-

grade equipment. But

consumer products are

just not built to run more

than a few hours a day so

they become junk within

a year. After three years, a

high-quality display will

still look good.”�

There was a time whenusing projectionwas a good wayto get that larger screensize. But whenyou look at thecosts to runthem over fiveyears, it makessense to gowith larger-for-mat televisions

“VenDorinForMAtionCheck the cheatsheet

below for names and coor-

dinates of a couple multi-

media entertainment sys-

tems vendors:

CDw Canada (cdw.ca)

Design electronics(designelectronics.net)

Crestron(crestron.com)

For a complete

supplier’s list, check

the Buyer’s Guide at

foodserviceworld.com.

eQUiPMent

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Ashot of tequila is par for

the course in college,

which partly explains

why it’s the fourth fastest-grow-

ing spirit category in Canada

after bourbon, Irish whiskey and

spiced rum; it’s also boasted a

steady double-digit growth rate

since 2007, according to Ottawa’s

Association of Canadian Distillers

(ACD). ACD figures also show

the market is still dominated by

inexpensive mixto tequilas,

namely Jose Cuervo Gold, Sauza

Gold and Sauza Silver (made

with 51-per-cent agave or more),

which are three tequilas that

make up more than 50 per cent

of sales. That said, the premium

and super-premium tequilas are

making an impact, too.

There’s now more product

variety, more small-batch dis-

tilleries and quality tequilas in

our market than ever before.

Ontario is driving the overall

growth up 13 per cent, with the

largest volume of sales (more

than 100,000 nine-litre cases)

and more than 70 different

brands in the market; B.C., and

Alberta take the second and

third spots in sales in volume

and dollars, according to ACD.

However Canada is still way

behind the U.S. in selection.

For example, Scottsdale, Ariz.’s

Relish Bistro at the Phoenician

Hotel has more than 250 tequi-

las (ranging from about $9 a

shot to $400 for two ounces of

Clase Azul Ultra Anejo).

Reposado Bar in Toronto,

which specializes in tequila,

offers approximately 115 selec-

tions of the spirit, and business

seems good, according to bar-

tender and long-time employee

Kit Birchard. “There was a hole

in the marketplace when we first

opened,” he says, continuing on

to explain a supply problem. “We

can only private order so much.

It’s much easier to acquire tequi-

la in the U.S.,” he admits, adding

that the bar is stocked well with

high-end tequilas. “We have a

very strong top shelf now.” Its

most expensive tequila is Clase

Azul Ultra Anejo ($140 an ounce

— a bargain compared to Relish

Bistro’s $400 price for two

ounces). Birchard’s easiest pre-

mium sell is Don Julio 1942

($17 an ounce).

Meanwhile, the margarita

(traditionally made with tequila,

triple sec and lime juice) has

made a comeback in Toronto,

thanks to the taco craze and

popularity of premium cocktails.

At La Carnita, a taqueria on

College Street, owner Andrew

Richmond sells “a ton” of mar-

garitas and mixes them with

quality tequila. “We only buy

100-per-cent agave tequilas,” he

says. “Most bars use a mixto

tequila as their rail. Our rail

tequila is the premium Tromba.

We start with good product.”

The market for high-end

tequila in Quebec is also bud-

ding, according to Lawrence

Picard, a Montreal mixologist.

“What’s trendy in Quebec is

very light tequila that doesn’t

taste so agave,” says Picard.

“Cazadores and Patron really do

well, because, while they’re 100-

per-cent agave, they’re light on

the agave taste.” And, that’s not

just true in Quebec. ACD figures

show Patron, El Jimador and

Cazadores are growing by the

double-digits, driven by B.C.,

Alberta and Ontario.

Bartenders and brand man-

agers alike agree the biggest

challenge with tequila is over-

coming the stereotype perpetu-

ated in college that it’s a harsh

spirit best consumed with a lick

of salt and a bite of lime.

Former students who knocked

back rough shots of poor-quali-

ty tequila often retain bad

memories of the spirit, but the

premium and deluxe tequilas in

the market now are changing

that nightmare into a dreamy

taste experience. �

the rootsIn 1974 the Mexican government designated Jalisco and four other Mexican states as theonly regions that could produce government-certified tequila — the distilled spirit based onthe agave plant. In Jalisco, production is authorized in the whole region, which explainswhy experts estimate approximately 98 per cent of tequila is derived from the area. Therest can only be produced in small strictly defined areas within their Mexican state. Thespirit itself got its current name from the town of Tequila, named after the Tequili tribe whofirst inhabited Jalisco. Today, experts estimate there are more than 140 tequila distilleries inMexico and more than 3,000 registered brands. The spiny Weber Blue Agave plant, deifiedby the Aztecs, is the key to tequila’s unique flavour. Distantly related to the lily and aloefamily, it takes seven to nine years to grow to harvest size. By law, tequila must be pro-duced from no less than 51 per cent of sugars from the blue agave, with the rest from othernatural sugars, most commonly corn or sugar cane. If the label doesn’t distinguish it as100-per-cent Agave, it is a mixto tequila, though this descriptor is seldom on the label.

PoUring For ProFits

teQUiLA risingThe budding spirit is winning favour with thegrowth of premium and super-premium tequilasBY MArgAret swAine


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CheF’s Corner

justin Leboe took a job at the now defunct Umberto in

Vancouver when he was 13 and immediately knew he wanted to

be a chef — he just didn’t know for how long. So, Leboe

remained in the kitchen, even during his brief stint at Burnaby, B.C.’s

Simon Fraser University (SFU) where he studied political science,

admittedly to satisfy curiosity and appease his parents.

After dropping out, Leboe snubbed the formal education system,

furthering his culinary training by writing the best chefs in North

America to ask for work. His skills were shaped at some of the finest

restaurants around the world, including L.A.’s Peninsula Hotel,

Toronto’s Accolade and California’s French Laundry.

But, the chef ’s restaurant Model Milk is a departure from the fine-

dining restaurants in which he sharpened his culinary skills. In fact,

after moving to Calgary to head up a new fine-dining site called Rush,

he decided to create a restaurant that was less constrictive in terms of

the menu and atmosphere. “Where I come from, and the background

and the timeframe of where I worked, fine-dining was the goal of

every chef,” Leboe says, explaining how landing a job at a high-end

restaurant was always defined as the moment you knew you had

arrived. His own culinary venture would be different. “I wanted this

restaurant to be a reflection of my personality,” he says.

That personality is reflected from the ground up. To start, the restau-

rant is named for the building that it’s housed in — Calgary’s first dairy,

which was constructed in the 1930s. Leboe kept the name of the property

and preserved much of the original space, too. He describes the 110-seat

restaurant as “contemporary” and “raw,” a place where he could cook

dinner for his guests as he would if they came to his house to eat.

Since opening in September 2011, there have been 45 menu itera-

tions, but there are a few mainstays. For example, Leboe has a “love

affair” with hamburgers, and there is always one on the menu. At the

end of 2012, the burger was an all-natural beef patty, cured for 12

hours, served with mushroom ragout and topped with cheese curds

($18). Another signature dish is the pork tenderloin, wrapped in

house-made sausage and bacon and smoked over a southern-style

barbecue fire ($28). “I wanted to have a restaurant where I could serve

foie gras truffles on the same menu that had burgers and fried chicken,”

Leboe explains. “We achieved that.”

Although the toque — who was the only chef named on Calgary

Herald’s 2012 list of Compelling Calgarians — has lived around the

world in places such as Virginia, Los Angeles and Bermuda, he has lost

his restless energy. “At some point in this world, you have to pick a

piece of ground and fight for it,” he says.

The rising culinary star is reluctant to divulge what’s next for him,

but he will say: “We have more cards up our sleeve.” And, with the

accolades Model Milk is receiving, from customers, critics and on

media lists such as enRoute’s best new restaurant round-up and

Maclean’s rundown of the best restaurants in Canada, there is sure to

be interest when Leboe finally reveals his hand. �

BITS & BITES

PHOTO

GRAPH

Y BY C

HARLES H

OPE

the nextgenerAtionJustin Leboe is making his own rules at Calgary’s Model MilkBY shAron tinDYeBwA


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