New Hampshire Hospitality News

Bub-bubb-bubblies

“Come quickly, I am drinking the stars!” This quote, attributed to Dom Pérignon, says it all.

Sparkling wines signify wealth, richness, success, and excess. The original champagne manufacturers devoted considerable energy to creating a history and identity for their wine, associating it and themselves with nobility and royalty, a feeling that lingers to present day. Through their old-world marketing attempts, they persuaded the world to turn to champagne for festivities, parties and rites of passage and to enjoy it as a luxury and form of conspicuous consumption. Thus we have literally hundreds of years of cachet that continue to this day.

Today there is a staggering variety of champagne styles, flavors and uses, regardless of budget. It’s actually one of the most interesting and versatile wines out there; there’s literally nothing a glass of sparkling wine won’t complement. Yet it is often overlooked for the typical Pinot Grigios and Chardonnays.

Think of Sparkling wines in three categories

The first is the cachet category–the ultra-premium champagne that stings the wallet–and to some (not this author) are worth every penny. These are the true champagnes, in that they are from the Champagne region of France, made with strict adherence to French winemaking laws. Legally, if it doesn’t say “champagne,” it isn’t. Dom Pérignon, Tattinger, Moet ét Chandon, Veuve Clicquot–These are the heavy hitters, made from a combination of Chardonnay, Pinot Noir and Pinot Meunier grapes in the traditional method.

For Starters: New Restaurants and New Owners

BY MOLLY CAMPBELL

The Wild Boar, N Conway
Husband-and-wife team Paula Wallem and Mark McClure, recently reopened The Wild Boar after taking a unique approach to naming the place: Two ads in a local newspaper challenged local residents to create a unique name. The winner would receive free dining for a year. McClure says other than the name, the restaurant itself has not changed dramatically. The building offers two different experiences, depending on what the customer wants. “The dining room is very upscale. We have high-end meals, all chef prepared, and excellent service. The tavern, however, offers more comfortable, pub-style food,” McClure says. “We are seeing a lot of locals, but our main clientele has been the second-home owners who live primarily in Massachusetts and New York. It’s an unintended target, but it is who we seem to be drawing in.”

Looking at Our Next Issue

As we post articles from our January/February issue, we thought you might like to take a look at what's coming in our March/April issue

It’s Backkkkk – Absinthe is back with a vengeance. Our writer explores where restaurants can get it, how and when it became legal again and who’s drinking it.

Menu Planning – Cooks and managers are confronted with more decisions than ever before when it comes to selecting menu items. We look at the myriad of decisions that need to be made and ask experts for some basic steps to planning a cost-effective menu.

Battle of the Breakfasts – Now that the battle of the beds has been won, our reporter explores how hotels compete on breakfast. We will look at what the big guys are doing nationally and then interview local hoteliers to see what’s being served here in the Granite State.

These features and more.

Postitive Management Series

Editor’s Note: (This is part one of a two-part series.)

“Thanks for stopping in, I hope you enjoyed your meal.” “How was everything?” These are a couple of sentences that a manager or owner uses throughout the day. But do you use these same courtesies when speaking to your employees?

Deploying the old adage “Treat your customers well and your employees better” will generate a successful formula. The truth is those who succeed in our business know their employees are a key element that can make or break the business.

Managing your employees in a positive and respectful manner is where good management starts. A manager can be either an energy giver or energy taker. Ask yourself if you are an addition to the team or a subtraction? Do your employees know you’re there to help them with their jobs? Do you manage your facility in a productive and positive manner? Do you communicate in a positive fashion so everyone can attain the understood common goals?

Mice Are Not Nice

If you see mice droppings, hear chewing in the walls, see chewed food items or pieces of food packaging around your kitchen or desk, you probably have a mouse problem.

The best approach, of course, is prevention. That begins by surveying the outside of your building. If there is a space 3/8 of an inch or larger under your doors or around pipes and conduits, you’ve provided an invitation for mice to enter. While hard to imagine, mice can and often do squeeze through spaces less than half an inch wide. The good news is that fixing these openings is quick and inexpensive.

A simple door sweep on exterior doors can be installed easily and usually costs under $10 at a hardware store. Pick a door sweep with a peel-off adhesive strip for less-used doors. For those entryways that get a lot of traffic, reinforce the door sweep with a couple of screws.

Small spaces around pipes and conduits can be sealed with caulking. Larger spaces may require foam filler reinforced with copper mesh. Be careful to use only non-expanding foam as walls can burst open when injected foam expands with temperature fluctuations. Foam fillers are available at hardware stores. For really large holes, usually found around bulkheads, broken cinder blocks, etc., you may need to apply mortar or more extensive carpentry work.

In the fall, trim trees and bushes at least 18 inches from your walls and move pallets or other items away from your building. These attract rodents by providing hiding places where they can escape predators and gain entry to your building.

Visa Hurdles Not a Deterrent for New Owners

BY RACHAEL BROWN
Fleetwood Mac brought Sally-Anne and John Partoon from the United Kingdom to New England. “It was 2003 and I heard that Fleetwood Mac was doing a tour in the states. We figured that we may never see them in the U.K., so we decided to come to Boston,” says Sally-Anne Partoon, new owner of the Village House, an inn in Jackson. After the concert, the Partoons took a drive to New England and stumbled across Jackson Village. They decided to stay there for a while and vowed they would come back to visit someday, which they did in 2005 for a Christmas holiday.

“At the end of the holiday, we didn’t want to return home, so we contacted the local chamber to find out how we could stay. The chamber told us of another British couple that owned an inn in the area,” says Partoon. After returning to England, the couple set about doing their homework, which put them on a nearly two-year venture to purchase the Village House.

For Starters: New Restaurants and New Owners

BY MOLLY CAMPBELL

Que Pasa, Henniker

Located in Henniker, Que Pasa was recently bought and re-opened by Mary Walsh and her two sons, Jim and Brendan. “The biggest hurdle was getting everyone to know that we’ve re-opened, are back and open year round,” says Jim Walsh, front of house manager.

He says direct competition does not pose a threat as Que Pasa is the only Mexican-style restaurant in the area. “Everything here is homemade and fresh, which kind of keeps us apart from many in the industry,” Jim says, noting that keeping ownership in the family brings a more hometown feel to the establishment. “It’s a real different experience when you are served by a family.”

One particularly successful addition, Walsh notes, is the introduction of their breakfast burrito. “We were here prepping in the morning already, and eating them ourselves. So we asked why not open up and sell them. It’s been really successful,” he says.

Mike Libby’s Bar and Grille, Durham

Although a well-established business in this university town, Mike Libby’s Bar and Grille was recently taken over by two former employees. Peter Marcoux and Jay Mayuski have worked at the restaurant since 1993 and 1996 respectively, but took the reins only a few months ago.

While the new owners have not made any changes, Marcoux says, “The real difference is now there are two of us, not just one, so we can focus a lot better on everything that’s going on.”

The restaurant has a main dining area, which caters to families, students and large parties, and a separate lounge with televisions, creating a sports bar atmosphere. “It’s really a restaurant by day and then a bar by night,” he says.

It is unclear when Marcoux and Mayuski can expect to see profits. “I guess when the loans are paid off,” Marcoux says. “The restaurant had a really bad year in 2004, 2005 was okay, and 2006 was good. It changes from year to year, so you can never be sure.” Pleased with the state of the business so far, Marcoux says, “The transition was good and we never closed down.”

La Dolce Vita, New London

Charlene Jerome, who has taken over La Dolce Vita, which means the sweet life, has 12 years of restaurant management and says she has always wanted to open her own restaurant. Readying the establishment for its opening required adding two bathrooms and some general remodeling. And she says her biggest challenge was the kitchen. “It needed a lot of updating and renovating. I replaced a lot of equipment and was doing it on a shoestring,” she says.

“The restaurant seats 86, 15 of those at the bar,” Jerome says, adding that, “Although there is full bar service, the bar is part of the dining experience, not a separate entity.” Jerome says she takes pride in the attention to detail to the menu and atmosphere. All produce and seafood are purchased fresh daily, and Tiffany lighting accents the dining room. What ties the feel, look and menu together, Jerome notes, is the staff, and her strong ties to the community.

“I have people who have worked for me at other places, so we were already a nice working family even before I opened the doors.”

Looking At Next Issue

As we post articles from our November/December issue, we thought you might like to take a look at what's coming in our January/February issue

Employee Meals – In this time of rising costs, how much should employee meals cost? We look at the tax laws and innovative things employers do with regard to feeding the workforce.

Gambling – We look at the impact casinos would have on the state’s restaurant and lodging establishments.

GeoTourism – This new trend is defined as tourism that sustains or enhances the geographical character of a place including its environment, culture, aesthetics, heritage, and the well being of its residents. Our writer looks at what geotourism means in the Granite State and what NH hotels and inns are doing to attract geotourists.

Virgin Beverages – The designated driver is entitled to some creativity. We explore how NH-made tonics and Moxie are back in vogue in NH bars as we look at the trends and profit margins for virgin drinks.

Editor’s Note: Winds of Change

As I write this, the winter winds, or Montreal Express, are blowing in from Canada, bringing the first harbingers of winter. As we buckle in for winter, it’s reassuring to know that for many in the industry foliage season 2007 turned out successfully.

Canadian dollars played a big factor in autumnal tourism. Although Columbus Day numbers had not been tallied at press time, word on the street was that the weekend generated banner sales.

We always hope that winter in NH will mean snow (and ideally, lots of it), but winter presents some interesting staffing challenges. This issue’s lodging column takes a look at the challenges you may be facing and offers some suggestions for keeping stellar workers onboard even when guest rooms are vacant.

Last spring we visited a conference and were introduced to a business that did guest intervention. While the term brought to mind unruly tourists, it turns out guest intervention means soliciting opinions from your guests about the services you offer. Check out this issue’s article in our Lodging section, and learn how to bring your facility to the 21st century.

Speaking of the 21st century, our lodging profile highlights a legend in the hospitality industry whose country inn does well by not offering modern amenities like cell phone service, Wi-Fi, hot tubs or saunas. In our Food section, we take a look at budget busters. The cost of everything is escalating especially those items used for center of the plate. In this feature story, our writer delves into rising costs, the impact on the industry and ways to keep a handle on your expenses.

Ironically, while restaurateurs are struggling to keep food costs in check, elsewhere in the restaurant, namely out at the bar, customers are more willing than ever to bust the bank on a cocktail. In our Beverage section, read about designer alcohols currently in vogue and the pricey concoctions bartenders are whipping up. According to experts around the state, even $125-per-glass cognacs are de rigueur. Plus this issue’s Bar Buzz offers a few suggestions for high-end seasonal cocktails that quench harvest-thirsty palates.

It’s also the time of year that we reflect on all the things that we are grateful for. New Hampshire Hospitality News is now four years old, and we like to think that we offer information that helps you run your business better. But your input is invaluable. Many of our story ideas come from readers asking us great questions. Thank you for continuing to read us every other month. We wish you a happy, healthy and profitable holiday season.

Rachael Brown is managing editor and can be reached via e-mail at hospitalitynews@millyardcommuications.com or 603-540-4844

Rising Food Costs Frustrates Suppliers and Buyers

BY GLENN CAMPBELL

Gird your loins. Food costs are forecast to increase. The U.S. Department of Agriculture (USDA) recently announced yet another adjustment to its price projections for both center of the plate and dairy products. In fact, the USDA predicts 2007 food prices to end up by as much as 4.5 percent higher than last year. If that number is reached, it would mark the steepest increase in food prices in almost 20 years. In addition, that increase is nearly double 2006 price increases, which rose 2.4 percent.

Combine that bit of bad news with other reports that indicate Americans are dining out less frequently. RBC Capital Markets reports that 40 percent of Americans who dine out are doing so less often because of rising energy costs, a volatile stock market, declining house values (and perceived wealth), and declining home sales. The NPD Group, a global market research company, reports similar findings: A decrease in per capita visits to restaurants directly corresponds to a rise in fuel prices. Consumers say it simply costs less to eat at home.

Restaurateurs are feeling the pinch and can no longer rely on chicken and turkey to be profit- makers. Costs for animal feed have skyrocketed, as corn and soybean farmers can demand higher prices for their product by selling to ethanol refineries. Combine that with an increase in demand from China and India. According to Financial Times, corn prices have risen 60 percent and wheat prices about 50 percent just in the past year. All of that has meant an increase of 20 to 25 percent in wholesale chicken prices and predictions that they may soon climb to 30 to 35 percent.

“Feed—especially corn—comprises 40 to 45 percent of the cost in producing chicken. Our biggest concern is, will there be enough corn?” says Mark Hickman, chairman of the National Chicken Council.

This problem isn’t just a domestic one, either. Protests have been staged across Italy in reaction to rising pasta prices. In Mexico, authorities have placed a cap on the price of corn tortillas. Pakistani authorities have curbed wheat exports in an attempt to stem rising food prices, and the Russian government is considering similar measures to curb ever-increasing bread prices.

How does this affect restaurants here in NH? Restaurateurs have had to strike a balance between smaller profit margins and higher menu prices. “My food costs have increased by two points over the past two years,” says David Stone, kitchen manager for Horsefeathers in North Conway. In a business where the average pretax profit margin is about 4 percent for full-service restaurants, that is a huge increase. Some items though, have maintained their food cost.