So- What do YOU think?  Do you want to pay $12 for a taco?  $14 for a Big Mac?  If prices are so high consumers will stop buying and workers will be out of a job when the restaurant closes.  On the other hand, the restaurant industry is truly a merit driven career opportunity.  It’s the only industry I’ve seen where someone can literally work their way up from a busboy to a District Manager with only a GED. Restaurants are always looking for managers and they always prefer to promote from within. So if you look at your job as a opportunity and work hard to be promoted to the MIT Program you will earn the additional money you need.

Below is an article where fast food workers in Milwaukee are going on strike.

The nationwide flood of labor uprisings in the fast food industry hit Milwaukee, Wis., on Wednesday morning when workers at several major fast food and retail chains commenced a day-long strike.

As in other cities where similar strikes have occurred, Milwaukee-based employees at companies such as McDonald’s and TJ Maxx are demanding a minimum wage of $15 an hour and the right to form a union. Organizers estimate that by the end of the day, between 150 and 200 workers may have joined the work stoppage.

“I’m for a minimum wage because I want to live comfortably, pay my bills, provide for my daughter and not feel like I can’t eat next week…because I spent my money on rent,” said Kenny Mack, a maintenance worker at McDonald’s who currently earns $10 an hour. He said that he and his 18-month-old daughter had to recently move back in with his mother because he couldn’t afford his own housing.

“People can’t survive on $7.25, especially with their current hours,” he said, referring to Wisconsin’s current minimum wage.

In the past several months, similar fast food strikes have occurred in New York, Chicago, St. Louis, and Detroit. Recently, the frequency and intensity of the strikes has increased: The St. Louis and Detroit strikes both occurred in the same week, and the latter was the largest strike yet. Organizers for the more recent strikes have strongly emphasized their desire for a $15 minimum wage, suggesting that the separate campaigns are gradually coalescing into a unified, nationwide call for a wage increase.

“I think workers definitely felt—seeing New York demand $15, seeing other cities demand $15—they felt like that was reasonable,” said Jennifer Epps-Addison, the economic justice program coordinator for Citizen Action of Wisconsin.

Two months after the first fast food strike in New York, President Obama used his 2013 State of the Union to call for an increase in the minimum wage from $7.25 to $9.00 per hour. But when Citizen Action of Wisconsin tried to organize workers around a minimum wage hike, “a lot of them said that’s not enough,” said Epps-Addison.

What does minimum wage buy?

Workers earning $7.25 and working a consistent 40 hours a week earn $15,080 a year—over $400 under the Wisconsin poverty line for a family of two. While a $9 minimum wage would increase that annual income to $18,720, an increase to $15 would make it a full $31,200. That’s still barely three quarters of what’s needed to comfortably support one adult and one child in Wisconsin, according to the Massachusetts Institute of Technology’s Minimum Wage Calculator, but it would be a dramatic upgrade from current conditions.

The other demand—union recognition—was the workers’ idea, said Epps-Addison.

“A few weeks previously, they voted and decided they wanted to form their own union, and formed an organizing committee to start building a union campaign,” she said. While there was little coordination between that organizing committee and similar committees in other cities, “we’ve certainly be inspired by what’s going on in the country,” particularly the most recent strike in Detroit.

Workers and organizers in other cities have also emphasized the organic and locally-driven nature of their own strikes. However, there is some evidence of cross-communication and resource sharing between some of the various organizing committees. For example, the Service Employees International Union, one of America’s largest unions, has lent its support and even some of its organizing staff to the campaigns. Additionally, campaign members have occasionally traveled to different cities to meet with one another: Epps-Addison said she had talked to members of the New York campaign, and that Milwaukee workers had gone to meet with their Chicago counterparts.

“Our campaigns aren’t coordinated,” said Epps-Addison. “We don’t have coordinated phone calls or anything, but there’s definitely support there. Facebook has been incredible. We’ve been able to get information in real time. [...] I think that’s helped a lot of the groups stay in the same frame of message and learn right away what’s working.”

The decentralized, networked approach to advocating a $15 wage is in some ways broadly similar to the 19th century labor movement’s push for an eight-hour work day. In the aftermath of the Civil War, hundreds of “Eight-Hour Leagues” sprung up across the country, counting farmers, union members, and even the unemployed among their ranks. Last week, Washington Post columnist Harold Meyerson said the labor movement may soon come to resemble “a latter-day version of the Knights of Labor,” one of the groups that played an instrumental role in the eight-hour push.

But the fast food strikes never were just about wages, and the demand for more worker power through formal union recognition is still just as central to the campaign. Kenny Mack, the striking McDonald’s employee, hinted at the reason why this is the case when he listed the “nastiness of customers’ attitudes, [and] managers’ attitudes,” as a grievance alongside the insufficient wages he receives. As the persistence of civil rights rhetoric around these strikes attests, worker respect and dignity remain a major concern alongside greater compensation.

It’s been nearly eight months since Hurricane Sandy wreaked havoc on the East Coast, but for many in the affected areas, recovery is still a long time coming.

That’s why nearly 2,000 restaurants across the nation are teaming up on Wednesday, June 19, for National Dine Out Day, an event that will raise money for the Hurricane Sandy New Jersey Relief Fund.

Funds collected during the event, which is being led by New Jersey First Lady Mary Pat Christie, will go toward rebuilding New Jersey communities destroyed by last fall’s storm.

Partnering restaurants—which range from national chains to local, independent operations—will donate anywhere from 15 to 50 percent of the day’s total sales to assist in stocking food pantries, providing financial counseling for families who have lost homes and jobs, rebuilding homes, and economic development.

“We’re hoping to just continue raising funds so that we can be there for the long-term need of people in New Jersey,” says Eileen Lofrese, communications director with the Hurricane Sandy New Jersey Relief Fund.

At Auntie Anne’s 1,000 domestic locations, the brand will be donating a percentage of the day’s sales to the foundation, a figure that chief marketing officer Heather Neary expects to ring in at nearly $10,000.

“We’ll also be collecting loose change from all of our guests through coin counters that we’ll have on that day,” she adds.

Not only does the brand have roots in the New Jersey coastal area, but some of its team members who also affected by the devastating storm.

“There’s still lots of folks we know throughout the state of New Jersey who are still recovering and still experiencing major heartache as a result of Hurricane Sandy, and we want to make sure we’re reaching out to those folks and keeping the message alive,” Neary says. “Long after the national news media walked away from the story, there’s still a lot of recovery that needs to be done.”

Partnering with the New Jersey Relief Fund for National Dine Out Day also reinforces the Auntie Anne’s founding belief in giving back to the communities in which it operates.

“Our participation in this and other fundraising events really helps to build on [our founder’s] vision to serve others and to make a difference in our local communities,” Neary says.

The Hurricane Sandy New Jersey Relief Fund, along with its National Dine Out Day restaurant partners, have been working hard to get word of the event out to customers.

National Dine Out Day provided marketing materials to participating brands, and celebrities like John Bon Jovi and Chef Mario Batali have partnered with the organization to do promos on billboards and radio.

At Auntie Anne’s, Neary says each unit has point-of-purchase materials to advertise the event. It also sent out a “Pretzel Perks” e-mail blast to its 500,000 newsletter subscribers, activated its mommy blogger network, and is working in coordination with the folks at National Dine Out day to take advantage of national marketing opportunities.

“We want to make sure that we’re sharing the message with as many people as possible, and with Auntie Anne’s having more than 1,000 locations, we do hope to be able to get that message out across the country,” Neary says.

Below is an article on the new Starbucks smoking ban. I am not a smoker and have never smoked, but the witch hunt on smokers has gone too far. First you could only smoke in the bar, then you couldn’t smoke in the entire restaurant, then you couldn’t smoke in offices, then you couldn’t smoke outside the office building, then you could only smoke outside in certain designated areas of the airport, then you can’t smoke in some parks, and now Starbucks won’t allow customers to even smoke outside.  Even if you are not a smoker, you have to notice how all “freedoms” are no longer free. How everyone is trying to control your life and take away your right to make decisions for yourself. How one piece at a time our liberties are being cut.

I heard on the news this morning that now you can’t take coolers, purses, etc. to football games any more. How much freedom are Americans willing to give up?

Article on Starbucks latest Smoking Ban below. You have to love the last line  ”It’s in the interest of most people, and they’re going to get that.”  Do we really need Starbucks to take care of us?  Have we turned into sheep just following the lead?  I don’t think so……….

Starbucks made waves in late May when news broke that the brand would ban smoking in its outdoor seating areas and within 25 feet of its entrances. Protestors and advocates alike took to the Internet to voice their support or disapproval of the ban, which took effect June 1. But the smoking ban did not phase Gary Stibel, CEO of the New England Consulting Group, who believes this move was a long time coming.

“It is on trend; several people are moving away from smoking on their premises,” Stibel says. “Starbucks is a sensual experience. It’s not only about the taste, but also the aroma of the coffee, and candidly, people who enjoy the aroma find it difficult to walk through an outside area where they are inhaling tobacco smoke.”

Starbucks focuses on being a community-driven and environmentally conscious institution, which helps explain why the company would choose to ban smoking on its premises. Starbucks writes on its website’s Responsibility page: “It is our vision that together we will elevate our partners, customers, suppliers, and neighbors to use our scale for good. To be innovators, leaders, and contributors to … a healthy environment so that Starbucks and everyone we touch can endure and thrive.”

“It is very consistent [with the Starbucks brand message],” Stibel says. “They’re not saying we won’t serve coffee to people who smoke; what they’re saying is, look, we would like everyone to stop. We certainly would not like anyone smoking inside or near the store. We’re looking to do everything we can to be a good community citizen.”

Some municipalities, such as New York City, had already enacted outdoor smoking bans in previous years and were not affected by the Starbucks patio and outdoor smoking ban. However, other towns have less stringent laws or a lack of smoking bans altogether. There has been some online push back from customers at Starbucks locations in these markets, especially in the Southeast. But Stibel doesn’t think this dissent among patrons will drive customers away.

“In this day and age there is almost nothing that everyone endorses. There’s always going to be an element that favors something different and that’s what makes this country so great,” Stibel says. “The vast majority of customers and associates of Starbucks are going to be in favor of this, they’re going to like it. For somebody that is a smoker and a Starbucks fan, they’re going to feel like this is not for them and it isn’t. It’s in the interest of most people, and they’re going to get that.”

I don’t know about you but I find it a nice change to be able to order something other that water, tea, pepsi or coke products.  Talk about old and tired! My husband always orders the flavored lemonades and though many restaurants offer it they do not all do it great.  Sometimes there is so much syrup in the lemonade or it’s sitting at the bottom not stirred.  All in all though, it’s nice to have more choices and the term “old fashioned” lemonade makes you feel good.

The buzz has been consistent—thunderingly consistent. Not since Kogi BBQ has there been such excitement about a West Coast quick-service concept. But this one feels bigger to me; more important, more universal, less trendy, and at the tip of the innovation triangle. Like the iPad of food, Southern California restaurant Lemonade is where all the developments of the last decade have come together to form one world-beater of a product. Maybe I am overstating it, but I don’t think I am. I love Lemonade and I think it is the future of food.

Now that I have anointed it “the next big thing,” let’s take a step back to explain what it is. Lemonade was founded by chef Alan Jackson to “capture the L.A. spirit of adventure about food,” according to its website. The company bio goes on to state that Lemonade has “an appreciation of the freshest seasonal ingredients, and a desire to reinterpret familiar dishes with unexpected twists. The food is for people who care about what they eat. It’s clean, healthy, and inventive.” In layman’s terms, it is a modern take on a classic 1950s high-school cafeteria with fresh and simple food and drinks. It has 13 locations in Southern California and shows no signs of slowing down its expansion. The recipes and design have established something that is completely original and of the moment without being pretentious or trendy.

So what makes it so great? Let me tell you.

The Food. “Seasonal Southern California Comfort Food” is a genre that I have been trying to define for years. This moniker is not universal—some call it Modern American or Continental—and there are no rules beyond the food being delicious, fresh, and encompassing multiple ethnicities. More importantly, this cuisine is what people want in New York, London, San Francisco, Hong Kong, and wherever else young urbanites are using Instagram, shopping at Topshop, and downing cappuccinos. These groups have a yearning desire for food that is seasonal, market fresh, healthy, highly flavorful, tied to no distinct cultural group, and presented beautifully. The global youth movement wants everything to be healthy, fresh, tasty, aspirational, and responsible—in other words, it feels good, tastes good, looks good, is guilt free, and you can tell your friends about it. Lemonade has perfected the delivery vehicle for this desire.

The Emotional Connection. To start, Lemonade has realized that a great hospitality experience has as much to do with how the business connects to its customers culturally as it does with what is being served. In the post-industrial age, having a great product is not enough; the emotional connection is paramount. This factor is a huge differentiator between a moderately successful regional company like Così and a cultural juggernaut like Starbucks. Lemonade has the potential to be like Starbucks because the brand and experience are as good as the product. Everyone can relate to the cafeteria because everyone went to school, and Lemonade has recreated it with better food, service, and seating, while maintaining the emotional essence.

The Perceived Health. Yes, there are calories in the food and even cupcakes on the menu, but when you eat at Lemonade, you feel like you are being healthy. It hits on all of the touch points for perceived health: a beautiful environment, great branding, quality ingredients, freshness, and light preparations. The food is sourced from local farms, prepared on premise daily, and—bonus!—it tastes even better than it looks.

The Price/Value Relationship. Food trends begin in upscale restaurants and then trickle down to national quick service. Before the early ’90s, nobody outside a Japanese restaurant sold a Spicy Tuna Roll, and it was expensive. Now you can get one for $4.95 at your local grocery store or add it to your meal at chains like Houston’s. Lemonade’s seasonal cuisine is similar. Up until a couple of years ago, these types of food were only available at high-end restaurants like Chez Panisse. Now you can enjoy them nightly on your way home from work for less than $15 per person. The price/value relationship is tremendous because it would take double or triple that to replicate this level of product at home with ingredients from a local grocer or green market.

The Branding. Branding has always been a differentiator in the quick-service space, but today it is more important than ever. Dunkin’ Donuts coffee isn’t my favorite because it doesn’t feel like me. I would rather pay $1 extra to support a brand like Four Barrel because it feels more like me. I like to think of myself as a “Four Barrel guy,” not a “Dunkin’ guy.” I’m even more excited to be a “Lemonade guy.” The brand is young, hip, colorful, and crisp, with elements of retro Americana that make me feel right at home.

All of the above is irrelevant unless the business model makes sense. Lemonade supplies its stores from a commissary and finishes the food on site to maintain freshness and control costs. Combine this approach with the limited staffing needed for a fast-casual concept, and you have a model that is both scalable and profitable. As demand increases alongside efficiencies, Lemonade should be able to establish regional footprints and own its segment nationally.