Patrice & Associates http://www.patriceandassociates.com Thu, 13 Nov 2014 15:40:05 +0000 en-US hourly 1 Mike Cinamon helps Jacob find a job! http://www.patriceandassociates.com/2014/10/mike-cinamon-helps-jacob-find-a-job/ http://www.patriceandassociates.com/2014/10/mike-cinamon-helps-jacob-find-a-job/#comments Fri, 03 Oct 2014 13:17:11 +0000 http://www.patriceandassociates.com/?p=5156 testimonial

If your reading this, you are probably on a job search right now and probably wishing you could speak to someone about the hundreds of online applications you have placed.

I know the feeling all to well, and until I met Mike Cinamon with Patrice & Associates, I was pretty a much point and click with job openings.  

With Mike I had a inside advantage, and was able to get my foot in the door and meet every interview with preparation from an expert in the field.  

Thank you Mike and Patrice & Associates for helping me open a new chapter in life.

Jacob Dunn

 

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New Franchisee in Bloomington, MN http://www.patriceandassociates.com/2014/10/new-franchisee-in-bloomington-mn/ http://www.patriceandassociates.com/2014/10/new-franchisee-in-bloomington-mn/#comments Fri, 03 Oct 2014 13:14:20 +0000 http://www.patriceandassociates.com/?p=5154 dmagione_final Diana’s Approach:

I am devoted to helping candidates reach their top potential and companies in the hospitality industry to recruit the best talent. My mission is to match employers with employees to form successful work relationships. I strive to ensure I have high quality services and exceed the expectations of my customers and candidates by applying the highest standards.

I will do so by following these four key principles:

1. Develop client relationships with expert interpersonal skills as well as maintain an understanding of expectations between both the candidates and the clients.
2. Source exceptional candidates to careers where their skills are not only appreciated, but further developed.
3. Employ ethical recruiting practices.
4. Expert hiring knowledge combined with years of analyzing and critiquing resumes. My goal is be the “go to” person for hiring decisions.

About Diana

Diana graduated with honors from McGill University, earning a degree in accounting. Throughout her career, Diana has held numerous leadership positions in which she was tasked with reviewing resumes and hiring individuals for management related positions. Diana has experience in managing teams of various sizes and understand how important it is to have the right resources to be successful. She have interviewed potential candidates and made hiring decisions by matching candidates skill sets with the need of the position. Recruiting is a natural evolution to a career that has enjoyed many successes.

Diana have been fortunate enough in her life to have experienced many different cultures and people. This has allowed Diana to meet and relate to hundreds of people throughout the world. This is something that has given her the abilities needed to achieve my mission of matching employers with employees to form successful work relationships.

Diana has strong interpersonal skills which make it easy for her to develop relationships with customers and candidates. As a mother, Diana has an inherent ability to understand the needs of others and to respond quickly to those needs. Throughout her home-life and career, she have coached and mentored employees and her own children to not only to be successful in their careers, but to be successful in their everyday lives. With her experience and background, Diana will help both the client and the candidate be successful in their search and match employers with employees to form flourishing work relationships.

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New Franchisee in Falls Church, VA! http://www.patriceandassociates.com/2014/10/new-franchisee-in-falls-church-va/ http://www.patriceandassociates.com/2014/10/new-franchisee-in-falls-church-va/#comments Fri, 03 Oct 2014 13:11:59 +0000 http://www.patriceandassociates.com/?p=5152 sbetham_final

Sajjan’s Approach:

As a student leader, I had the privilege of resolving, the problems students and their families faced. In a society where people express their gratitude without reservations, I could clearly see their joy with each resolved problem. The first time I had the ability to help someone get employment, I realized how the help I extended as a student leader was temporary, whereas employment builds one’s life, family and the generations to come. I see today with great joy and satisfaction a few families who are enjoying the fruits of my service. Better employment betters every aspect of the family. Recruiting and Staffing is an industry that enables me to extend such fruits in a much bigger scale. My passion and goal is to better the lives of as many as I have the privilege to serve. I believe recruiting is a noble service in its own right.

I believe that most people want to grow and better their lives. When a good opportunity is presented most individuals will be glad to grab the opportunity provided they are convinced the benefits far outweigh the risks involved. I also believe there is abundance of opportunity no matter what the internal and external circumstances of an individual are. My approach to recruiting and staffing is to match the right opportunities to the right people while minimizing the risks and maximizing the benefits both to the employer and employee. Right candidate in the right job is a win-win for the employer and employee. I consider my service a success when the employee succeeds in his job. I will towards that success provide the requisite coaching and mentoring.

About Sajjan

Sajjan completed B. Tech in Electronics and Communication Engineering initially from Regional Engineering College, Srinagar, India and later from JNTU College of Engineering, Hyderabad, India. Right from my childhood he exhibited desire and abilities of helping others succeed. While in middle school, high school, and intermediate (11 & 12th class), Sajjan voluntarily and informally taught math’s and science subjects to his fellow students. During his college days Sajjan was an accepted leader, resolving issues they faced on campus and off campus. After completing college Sajjan took training on Mainframe computers and switched his career into computers. As an IT professional Sajjan worked as a teaching and Lab Faculty, Lecturer for Post Graduate students and then entered into IT industry. After working as a developer for a brief period he got into leadership roles. His latest employment in IT was as a Sr. Software Architect, with focus on Enterprise Architecture. Forming teams, identifying strengths and areas of improvements, coaching them with the skills necessary and mentoring them has been some of the challenges and fruits of his career.

One of the courses in Engineering that impressed him the most and determined his professional choices is “Engineering Ethics”, wherein they are / he were taught that

• An engineer is trained to succeed in not just one field but to fit and succeed in every field.
• An engineer is trained not to just follow but to lead.
• And engineer is trained not to just seek employment but to provide employment.

At some point Personal Ethics and Professional Ethics become so intertwined that they determine every aspect of one’s life. Due to practical considerations and constraints, like many he remained an employee for a long time. Each employment however added to his learning and experience molding him into a person who can combine Natural Skills and Acquired Abilities to become employment provider.

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New Franchisee in Spring Lake, FL! http://www.patriceandassociates.com/2014/10/new-franchisee-in-spring-lake-fl/ http://www.patriceandassociates.com/2014/10/new-franchisee-in-spring-lake-fl/#comments Fri, 03 Oct 2014 13:10:14 +0000 http://www.patriceandassociates.com/?p=5149 sthomas_final

Suzanne’s Approach:

As a Franchisee with Patrice & Associates, I am backed by the full resources of the top recruiting company in the hospitality industry. We work together as a team to share the best opportunities for our candidates. If you are ready to see what opportunities we have available which best suit your background and skills, let me go to work for you.

I am committed to getting to know each candidate’s background and professional skills, as well as their long-term personal and career goals. I will work with you to fine tune your resume, help prepare you for the interviewing process and help you decide your next career move.

I take pride in my ability to match clients with the most qualified candidates and feel a great sense of accomplishment when a successful match is made. My clients can expect my commitment to learning their specific needs. I will dedicate myself to understanding each client’s business and their unique staffing requirements, and I will provide as many candidates as needed to find the right fit! I enjoy developing strong, lasting relationships and strive to ensure both my clients and candidates are happy.

“Recruiting is not about money, it’s about helping people.”

About Suzanne

Originally from Upstate and Central New York, Suzanne was educated in the Jesuit Tradition at Le Moyne College, where she received Bachelor of Science in Business Administration and Marketing, and later earned the degree of Master of Business Administration. A Jesuit education is more than just textbooks and classrooms – it’s a way of teaching and learning that enriches every part of a student’s life on campus and beyond. Suzanne has strived to embody the characteristics consistent with the Jesuit ideals including pursuit of knowledge, a focus on personal integrity, ethical behavior and commitment to excellence.

Suzanne is well prepared to help you achieve your employment goals, having spent more than 25 years in sales and customer service driven industries, where she developed a passion for helping others and creating close client relationships. After relocating to the Gulf Coast of Florida, Suzanne decided she needed to make a change. She had the desire to do something that changed people’s lives, and required more people interaction. The transition to Patrice & Associates was a natural progression. Suzanne’s ability to provide leadership and direction to candidates and clients alike makes her a strong recruiter.

Suzanne looks forward to continuing to coach and mentor people as they grow and work toward meeting their career goals, building relationships with both her clients and candidates, and striving to make the perfect match for both parties involved.

Suzanne lives in Safety Harbor, FL – home of the historic Espiritu Santo Springs, or “Springs of the Holy Spirit”, a natural mineral spring. Its waters were given this name in 1539 by the Spanish explorer Hernando de Soto, who was supposedly searching for the mythical “Fountain of Youth”.

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A HUGE Thank You for Mike Cinamon http://www.patriceandassociates.com/2014/10/a-huge-thank-you-for-mike-cinamon/ http://www.patriceandassociates.com/2014/10/a-huge-thank-you-for-mike-cinamon/#comments Fri, 03 Oct 2014 13:06:41 +0000 http://www.patriceandassociates.com/?p=5146 IMG_1240

 I have had the pleasure of working with Mike Cinnamon of Patrice & Associates over the last month.  He contacted me after finding me on Linked In & the process began.  I had been with the same company for almost 16 years and was ready for a change.  I knew that I wanted to work for a growing company with a product that I could be proud of.  I had looked many times in the past, but it was never quite right.  Mike began the process quickly.  He spoke with me about myself & what I wanted out of my career.  He even helped tweak my resume to include all of my accomplishments. Within a day of speaking with him the first time I had an interview with their Vice President.  Within that 1st meeting I could tell that this time was different from all of the rest.  It was as if I had given Mike my list of all the things I would want in my next career and they had those exact things to offer!  Soon after the 1st meeting I met with the G.M. and did a “Day in the Life” at the restaurant. It just got better from there!  Mike called me daily before and after each step to make sure I was happy & feeling confident about the process.  He always had great advice to offer & made me feel like he was more of a friend or a family member than a recruiter.  He truly cared on a whole other level.  

 

Within just a  couple of weeks from the initial phone call Mitchell’s Fish Market made me an amazing offer.  It was exactly what I wanted in all aspects.  It seemed too good to believe!  I couldn’t be a better fit for my new position & I’m so excited for this amazing opportunity with a fabulous & growing company.  

 

I am so thankful that Mike found me & sent me the lead.  If he hadn’t it could have been years before I could ever find something so perfect for me on my own.  His organization & follow up will make anyone he works with confident that he is doing what is best for YOU.  I highly recommend using his expertise to any company looking for the right person or individual looking for the next step in their career.  I will be forever grateful for all that he did for me.  He gave me confidence that he wanted to make sure this position was a good fit for me and I would be happy in the end.  He wasn’t just finding a body to fill a position to get his job done.  

 

Thank you Mike times a million for all that you did for me & I wish you much happiness.  I have no doubt that you will have a long and happy career because you are SO good at what you do!

 

Sincerely,

 

Karmin Diedrick (hired by Mitchell’s Fish Market)

 

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Del Frisco’s Grille http://www.patriceandassociates.com/2014/09/del-friscos-grille/ http://www.patriceandassociates.com/2014/09/del-friscos-grille/#comments Sun, 07 Sep 2014 15:37:45 +0000 http://www.patriceandassociates.com/?p=5133 DFG_Embed1

Sister brand of high-end steakhouse taps into growing polished-casual market

Del Frisco’s Grille is operating in a sweet spot in the U.S. economy, appealing to disposable-income-rich, affluent diners, as well as aspirational consumers looking for a more upscale experience.

Capitalizing on the prestigious name of its much pricier sister concept, Del Frisco’s Double Eagle Steakhouse, this smaller, polished-casual chain booked $44.1 million in sales at its 11 units open at the end of December 2013, an 83.8-percent jump from the year earlier, when it had five units. Del Frisco’s Grille has opened two more locations so far in 2014, in Burlington, Mass., and Irvine, Calif.

The brand is a bar-centric concept, offering craft cocktails and bar snacks such as cheesesteak egg rolls and ahi tuna tacos, as well as burgers and flatbreads, along with USDA Prime steaks with the usual sides. Mark Mednansky, chief executive of Grille parent company Del Frisco’s Restaurant Group Inc., said the Grille locations in suburban locations handle robust brunch business, too.

“The concept really has proven to have legs in many different cross-sections of the country when it comes to real estate,” he said. He noted that, while Del Frisco’s Grille was planned for urban locations as places where people who entertained corporate clients at the steakhouse could go on their own dime, he has found that it resonates with upscale guests everywhere. In addition, consumers with less of an upscale flair may go to the Grille as a special occasion.

Keys to success:

Multiple dayparts: The brand appeals to consumers throughout the day, as guests frequent the restaurants for brunch, lunch, cocktails, dinner or late-night. “If you just come in for a cocktail, we’re thrilled to death,” Mednansky said.

Local feel: Different designers are used for almost each restaurant to make sure the ambiance appeals to the local community and consumers. Additionally, about 20 percent of the menu is left to local management’s discretion so they may use purveyors in the area or offer dishes they know appeal to locals. Craft beer and local wines are offered, and the wine list is largely left to local management’s discretion.

Great real estate: As part of the larger parent, Del Frisco’s Restaurant Group, the Grille brand has the clout and resources to locate and hold on to great locations, including the chain’s flagship restaurant at Rockefeller Center in New York, as well as a location in Santa Monica, Calif., across from the well-known and often-visited pier.

Strong corporate culture: “We empower our general managers to run the business the right way,” Mednansky said. “They’re responsible for every aspect,” he added.

Staff is also retained with benefits including free health insurance — not only for managers but also for hourly workers who work more than 25 hours per week. Hourly employees pay for part of their insurance until they’ve been with the company for two years, when Del Frisco’s picks up the full cost. Del Frisco’s also offers 50-percent matching funds for 401(k) retirement accounts for employees who have been with the company for a year or more.

“The happier our employees are, the happier our guests are,” Mednansky said.

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Burger Fi – Better Burgers Made by Scratch http://www.patriceandassociates.com/2014/09/burger-fi-better-burgers-made-by-scratch/ http://www.patriceandassociates.com/2014/09/burger-fi-better-burgers-made-by-scratch/#comments Sun, 07 Sep 2014 15:34:28 +0000 http://www.patriceandassociates.com/?p=5130 burgerfidelray-ext2014promo

Fast-casual chain touts scratch-made items to stand out in competitive segment

The “better-burger” segment is crowded lately, with Smashburger, Shake Shack and others expanding apace, but the four-year-old BurgerFi chain has held its own with healthy sales growth. The company tripled its systemwide sales for the year ended Dec. 31, to an estimated $42.8 million, according to NRN research. More importantly, estimated sales per unit also showed robust growth of 25.6 percent, to $1.9 million.

The North Palm Beach, Fla.-based chain, whose name stands for “The Burgerfication of the Nation,” has equally ambitious expansion plans. BurgerFi Intl. LLC plans to more than double its locations in 2014, adding several major urban markets.

BurgerFi has made its mark with cooked-from-scratch burgers topped with its BurgerFi sauce, as well as menu items such as a Kobe beef hot dog, wine and craft beers, all served in stores built with sustainable materials and boasting eco-friendly practices. And after hiring a new creative director this summer, the chain has embarked on a redesign to put more of the focus on its story and positioning as a way to set itself apart in the crowded fast-casual burger field.

While there are many chains in the better-burger boat, they don’t all fulfill that promise “through and through,” said the new creative director, Ronn Pearson. BurgerFi was started by chefs who believe in everything being hand-prepared.  “Those guys walked into the kitchen and they didn’t know from fast food. They didn’t know from cutting corners,” he said. “Nothing is rolling off trucks.”

Keys to success

The menu: BurgerFi offers high-quality burgers made with fresh Angus beef, a selection of hot dogs — including the Kobe dog and one stuffed with apples — and frozen custards. It also has a “secret menu” of special items such as the ½ and ½ Burger — half angus, half veggie — and Urban Fries with parmesan and garlic aioli.

“The opportunity for all of us in that better-burger segment is to pull the people who are stepping away from the McDonald’s, Wendy’s and BKs of the world because they’re producing an inferior burger,” Pearson said.

The eco-aware approach: While Pearson said the chain makes no claims to being 100-percent green, it is appealing to the more eco-friendly public, featuring recycled-material furniture, such as chairs made from soda bottles;  ceiling fans to help reduce air conditioning use; a low carbon footprint; and waste recycling.

“We’re not granola eco-hippies, but we are aware,” said Pearson.

New markets: Units grew 175 percent, to 33 locations, by the end of 2013, which included tough markets such as New York. Pearson said by the end of July, the company was opening its 52nd location, and plans call for reaching 70 locations by year-end 2014.

Neapolitan Shake

Besides its home state of Florida, where locations in Tampa, Orlando and Naples are coming soon, BurgerFi launched this year in Denver, Boston and Napa, Calif., which became the chain’s first location on the West Coast.

BurgerFi is careful about choosing new markets and locations, said Pearson. It looks for endcap spots where it can have outdoor seating, which makes the store expansion intentionally slower and more deliberate, he said. Management is studying existing stores to establish a set of best practices for expansion, Pearson said.

New marketing leadership: Pearson, who joined the company in June, said he’s been tasked with building up an in-house marketing team. He’s planning a big digital push and realignment of marketing dollars, as well as redesigning elements of the BurgerFi experience. Pearson said he realized the company was not clearly conveying its chef-led menu focus.

“These aren’t just burgers that we’re slinging,” he said “There’s more to the process. There’s more to our story.”

The franchisees: BurgerFi locations are 15-percent corporate-owned, but franchisees are vetted for commitment to the story of the brand. All franchisees and employees go through a two-week training program called BurgerFi University that drills them in the basics of the brand.

“We’ll talk to anybody, but we believe the franchisees that are most successful are those that believe in what we believe in,” said Pearson.

 

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Black Bear Diner http://www.patriceandassociates.com/2014/09/black-bear-diner/ http://www.patriceandassociates.com/2014/09/black-bear-diner/#comments Sun, 07 Sep 2014 15:30:34 +0000 http://www.patriceandassociates.com/?p=5127 blackbearsequimexterior2014promo

Lodge-themed concept elevates family-dining experience with casual-dining touches.

At Black Bear Diner, it’s all about value — and bears.

Bob and Laurie Manley, along with partner Bruce Dean, founded Black Bear Diner in Mt. Shasta, Calif., as a restaurant offering American comfort foods in a bear-infested, mountain lodge-themed setting that defies simple categorization.

Black Bear offers food and service more befitting of casual dining, despite its diner name. Guests feel they’re getting a great value, said Doug Branigan, Black Bear’s vice president of franchise development and operations.

“We’re polished family dining, in the upper tier of family dining,” he said.

The concept, founded in 1995, competes with brands ranging from Cracker Barrel to Mimi’s Café and offers a menu of homestyle dishes with “bear-sized” portions, from the popular chicken-fried steak to a tri-tip platter. Unlike most family-dining concepts, however, Black Bear offers beer and wine.

The average check is about $13 per person. Restaurants are typically between 4,800 and 5,800 square feet.

Based in Redding, Calif., Black Bear has grown to include 63 units in eight states, though core locations are across Northern California.

Four more are expected to open before the end of 2014, with another eight to 10 planned next year. The company aims to reach 100 locations by 2018.

Currently, 46 of the restaurants are franchised and five are corporate owned, with another 12 considered “affiliated licensed” restaurants owned by company executives.

The chain had $135 million in U.S. systemwide sales in 2013, a nearly 24-percent increase over the prior year. The company won’t disclose same-store sales, but said sales trends have been positive for 14 consecutive quarters.

Black Bear ended fiscal 2013 with 61 locations, a nearly 13-percent increase over the prior year, and estimated sales per unit were $2.3 million, up 11 percent.

Keys to success

Even daypart sales: Sales are roughly split evenly between breakfast, lunch and dinner, with dinner accounting for about 35 percent of sales. Family-dining competitors like Denny’s and IHOP, meanwhile, are struggling to build their evening business.

Value: The portions are generous and guests feel they are getting a lot for their money.

Anti-chain: No two restaurants are the same, though they all incorporate a certain namesake animal in the decor, including black bear totems carved from logs and black-bear-themed murals.

Relaxed atmosphere: It’s come-as-you-are and bring the kids. Servers wear jeans and suspenders and guests pay at a cashier on their own timing.

Authenticity: “We never intended this to be a chain. Mt. Shasta isn’t exactly a bastion of brand development,” said David Doty, Black Bear’s chief marketing officer. “It’s really the consumer that’s been pulling us along. The brand just resonates with them.”

 

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Buffalo Wild Wings invests in taco concept http://www.patriceandassociates.com/2014/09/buffalo-wild-wings-invests-in-taco-concept/ http://www.patriceandassociates.com/2014/09/buffalo-wild-wings-invests-in-taco-concept/#comments Sun, 07 Sep 2014 15:26:52 +0000 http://www.patriceandassociates.com/?p=5124 rustytacoextpromo

Casual-dining operator acquires majority stake in Dallas-based Rusty Taco

Buffalo Wild Wings Inc. has made a majority investment in nine-unit Rusty Taco Inc. of Dallas as it continues to buy into emerging brands, the company said Monday.

Terms of the Minneapolis-based casual-dining operator’s investment in the fast-casual concept were not disclosed.

The deal follows Buffalo Wild Wings’ minority investment in March 2013 in PizzaRev, a Los Angeles-based fast-casual pizza chain that at the time had three units. Buffalo Wild Wings has 1,030 casual-dining restaurants in the United States and Canada.

“Rusty Taco’s fresh approach to tacos truly sets this concept apart,” said Kathy Benning, Buffalo Wild Wings’ executive vice president and chief strategy officer who oversees new business development, in a statement.

“Buffalo Wild Wings’ investment is part of our strategy to partner with emerging restaurant concepts that have the potential for significant growth, can work throughout the country and have a highly engaged management team with a passion to grow the business,” Benning said.

Rusty Taco, which opened in 2010, has two company-owned restaurants and seven franchised locations in Dallas, Denver and Minneapolis, St. Paul and Maple Grove, Minn.

Customers order at the counter and pick up their food when their name is called. Tacos are priced and sold individually and range from beef fajita and barbecued pork to chicken and vegetarian. Breakfast tacos are served all day.

“We are delighted to be partnering with Buffalo Wild Wings and believe it can have an immediate impact in helping accelerate our growth,” said Steve Dunn, chief executive officer of Rusty Taco, in prepared remarks.

“Our co-founder Rusty Fenton always said, ‘Tacos are the most important meal of the day,’ and we truly live that every day by providing our guests with the freshest ingredients and authentic tasting tacos at an affordable price,” he added.

PizzaRev, which now has 11 units in California, two in Minnesota and three in Utah, is set to add restaurants in California and to enter Missouri, Nebraska, South Dakota and Texas.

“As part of our long-term growth strategy, we are actively looking for additional concepts to invest in to build a portfolio of emerging brands, and continue to build a dynamic restaurant company,” said Benning.

For its second quarter ended June 29, Buffalo Wild Wings reported a 43.8-percent increase in net income, to $23.7 million, or $1.25 per share, compared with $16.5 million, or 88 cents per share, in the same quarter the previous year. Revenue rose 20 percent, to $366 million, including same-store sales gains of 7.7 percent at company-owned restaurants and 6.5 percent at franchised locations.

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Dunkin’ Donuts introduces almond milk http://www.patriceandassociates.com/2014/09/dunkin-donuts-introduces-almond-milk/ http://www.patriceandassociates.com/2014/09/dunkin-donuts-introduces-almond-milk/#comments Sun, 07 Sep 2014 15:22:56 +0000 http://www.patriceandassociates.com/?p=5121 Dunkin_almond-milk_300

Dunkin’ Donuts has introduced almond milk as a premium nondairy option at most of its more than 7,500 restaurants in the United States.

Vanilla Almond Breeze Almondmilk is now available at about 75 percent of domestic locations. Parent company Dunkin’ Brands Group Inc. has suggested a 50-cent surcharge for adding almond milk instead of dairy to hot or iced coffee, although pricing is at the discretion of franchisees.

Dunkin’ Brands president for global marketing and innovation John Costello said in a press release that almond milk was being introduced in response to consumer demand.

“Over the past couple of years, based on an increasing number of customer requests, we began to explore options for expanding our menu with nondairy alternatives to milk and cream,” he said. “We believe adding Almond Breeze Almondmilk now gives our guests a unique and delicious new way to enjoy our famous coffee or lattes.”

Almond milk is enjoying increasing popularity in the United States, with consumption growing at an average annual rate of 66 percent since 2010, and now accounting for 46.4 percent of all milk alternatives, which also includes soy milk and coconut milk, according to the Almond Board of California.

Dunkin’ Donuts and its almond milk supplier, Blue Diamond, promoted the introduction of the product with an “AlmonDD Milk Adventures” Twitter Sweepstakes, presenting followers of @DunkinDonuts and @AlmondBreeze with almond-milk-themed challenges such as word scrambles. Participants who responded with the hashtag #AlmonDDmilk were entered for a chance to win one $100 Dunkin’ Donuts mobile gift card and a $500 grand prize.

The addition of almond milk, a product that first took hold in the United States among vegans and juice cleanse enthusiasts, is the latest change in coffee offerings at Dunkin’ Donuts as it continues to expand beyond its Northeast U.S. stronghold. Last week, the chain introduced its first dark-roast coffee at two new California locations and said it would roll it out nationwide on Sept. 22.

 

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