The pizza business is currently drifting in unchartered waters. The old model of making, baking and serving a praiseworthy pizza with a smile just isn’t enough to pay the bills anymore. What are we to do to prosper in the future? I’ve heard this question a thousand times at International Pizza Expo and other events this year. Here is my take on how to deal with the “new” normal way of thriving in the pizza business.

I’m going to make a big assumption here. Your pizza, salads, sandwiches and other menu offerings are absolutely the best. If you have any doubts on your products, you’d better be working on raising the bar. I’ll make another big assumption –– your entire staff is on their game. They have emotionally bought in to your way of doing business, have the service mentality DNA gene and have been trained to over deliver service.

Praiseworthy pizza as well as memorable service are the new watermarks for being recession proof.

The overwhelming majority of operators I visit and work closely with are at the top of their game in product and service. The big roadblock that keeps them in the “just getting by” lifestyle is, in my humble opinion, accountability.

To whom do you answer when your profitability tanks? Do you know where to look for and how to follow the money trail? Or do you play the blame game? I can’t tell you how many times I’ve asked the question, “What are you doing different to change your status quo?” Well, what are you doing different? Have you developed an iron grip on portion control? Are you getting timely accurate financials from a real accountant that really understands your business? Do you understand accounting? Does this person ever challenge your financial decisions and percentages? I predict that in the future, only the business savvy entrepreneurs will thrive.

Nobody ever told me that I would need a depth of knowledge that would rival a lawyer and accountant when I opened the first Big Dave’s Pizza in 1972. Back then in the dark ages, all you needed was praiseworthy pies and service with a smile. You also had to enroll in the School of Hard Knocks. My personal tuition bill ran into six figures with all the bad decisions I made. I know I have an MBA and probably a PhD if I ever quantified the money I lost, left on the table and just plain had stolen from me in my career. Then again, there was no one to ask and nowhere to go for answers. Now, there is. See you on the Pizza Today Bulletin Boards. ❖

Big Dave Ostrander owned a highly successful independent pizzeria before becoming a consultant, speaker and internationally sought-after trainer. He is a monthly contributor to Pizza Today and leads seminars on operational topics for the family of Pizza Expo tradeshows.

Q;I want to add fried foods to the menu to increase sales, but I’m not sure if I should get one of those ventless, countertop fryers or a floor model fryer.

A: It’s as simple as figuring out your space. If you have a hood and exhaust system and can fit a floor model fryer under it, it’s the way to go. I replaced a 5-foot fl at top grill with a new 4-foot grill just to fit a fryer under the hood. If you have to install a hood just to accommodate a fryer, then the countertop ventless unit makes more sense to get.

Our menu boards are old and kind of run down. Money is tight but we’d like to replace the menu board and raise prices. Any suggestions?

If you are not already exclusive with Coke or Pepsi, offer to be — but tell them you need help with the cost of new menu boards. I’m not crazy about the ones with the push on letters. I’ve had a local vinyl lettering company do up menu panels for me. Have them make you extra numbers to change the prices easily. If you want to get high-tech and modern, and really differentiate yourself, consider digital menu boards.

Sales are way down, which changes how I spend money. With lower sales, I need to spend less in my advertising budget. Where is the best place to cut back?

On the contrary, when sales are down, you need to cut back in as many controllable cost areas as possible. If you cut advertising, things can continue in a downward spiral. You really need to advertise more. Unless you are in an area where you do a lot of business with hotel guests, I would suggest getting out of the phone books. I did that and took those dollars and spread them amongst television, radio and extra print — which have given me a much better return on my investment. After four years of being in business in Georgia, I finally got with the times and got a Web site. If you don’t have one, it’s a real must. I shouldn’t have waited.

I know you did a salad and homemade dressing demo at Pizza Expo. I can see how it gives a better perception and flavor to the customer, but what do you use to serve them?

There are all kinds of different containers you can get for dressing. I buy 3-ounce plastic soufflé cups with lids to put my dressings in. I think my cost is about a nickel for the cup and lid. We portion dressings daily, so they are ready ahead of time. Make fresh salads ahead throughout the day so that it is fast and convenient for the customer to come in and grab a great salad with your homemade dressing. Think about getting some deli containers to sell your dressing in bulk. Your customers will think of you more often when they are eating your salad dressing at home! ❖

Jeffrey Freehof, owner of The Garlic Clove in Evans, Georgia, is Pizza Today’s resident expert. Send your questions to: Ask Chef Jeff, c/o Pizza Today, 908 South Eighth Street, Suite 200, Louisville, Kentucky, 40203

We are now nearly midway through the second quarter of 2009. The pizza industry has felt the burden of the greater American economic picture, but the dismal landscape outside our piece of the foodservice sector hasn’t kept operators from moving forward. There is no doubt times are tough. If your comp sales are fl at, you’re doing well. If they’re only down 3-5 percent, you are in the same boat as much of the rest of the industry.

But there’s light at the end of this proverbial tunnel. In fact, a bright beacon of hope shone in mid-March at the International Pizza Expo. In Las Vegas, of all places, light is in ready supply. The 2009 version of International Pizza Expo was no exception. When the exhibits closed for the final time on Thursday, March 12, approximately 10,000 pizza professionals had gathered under the same roof to advance our industry. The show had more than 900 exhibiting companies and nearly 5,700 attendees. The latter number virtually mirrors the attendance at International Pizza Expo 2008, which turned out to be the second-largest Expo in history.

To put it simply: this year’s Expo was a resounding success. For me personally, it turned out to be the most enjoyable Expo I’ve ever worked. Not because it was the show’s 25th anniversary or because it was so busy, but because I could sense the palpable resolve and vitality that threaded its way through the air. The hard-working pizzeria owners in attendance weren’t rolling over in the face of adversity. They were fighting back. They were unified in their determination and I didn’t feel a sense of desperation. Instead, I picked up on an urgent desire to utilize education to the fullest by way of the Expo’s seminars — and to put new ideas to immediate action. The attendees were hungry, but in a healthy way. Driven might be a better word.

As I walked the show floor or sat in the Pizza Today booth, I had scores of pizzeria operators pull me aside to share a quick ‘Thank you.’ They weren’t thanking me personally — they were thanking Pizza Today and International Pizza Expo. They shared stories of how a certain article in the magazine or a certain product they found on the show floor of a past Expo helped catapult their business to profitability. Many told me they wouldn’t be in business today if it weren’t for the magazine or the tradeshow. As you might imagine, these remarks served as an elixir — they reminded me of why the staff of Pizza Today and International Pizza Expo take their tasks so seriously. Thank you to everyone who took a moment of their time to say hello during the show. Your feedback is essential to us here at Pizza Today.

If you were at this year’s Expo, then I have no doubt it rejuvenated you and gave you hope that better days for this industry are just around the corner. In fact, it should have told you that this industry is healthier than you dreamed to imagine before March 10. Pizza has finally shed its passive defensive mentality and moved into attack mode. There’s momentum to build on — don’t back down now.

Best,

Jeremy White, editor-in-chief
jwhite@pizzatoday.com

I want to personally thank all the pizza professionals that attended this year’s International Pizza Expo®. Our 25th anniversary show was undoubtedly one of the biggest and best industry events ever held. We had phenomenal attendance, great exhibitors and a show floor the size of 4½ football fields.

You could feel the excitement and electricity coming from the jam-packed contest and demonstration areas where the World Pizza Games® and International Pizza Challenge™ were being held. This year, we had a record nine world titles up for grabs between the World Pizza Games® and International Pizza Challenge™. If you couldn’t attend this year’s show and were wondering who walked away with the hardware, cash and bragging rights, please make sure to read the Expo wrap-up article in this issue of Pizza Today.

The great thing about Pizza Expo is that no matter how many times you’ve attended past shows, there’s always something new you can learn or implement that will help improve your pizzeria. In fact, I know it seems a long way off right now, but it’s never too early to start making plans to attend next year’s Expo, which is slated for March 2-4 at the Las Vegas Convention Center. Can you believe we started out in Orlando, Florida, back in 1984 with 134 exhibiting companies and 1,350 attendees? There’s no telling what we’ll come up with to top this year’s show, but I’m sure we’ll come up with something special for 2010.

As always, we want you to know that we are committed to improving and increasing the number and quality of exhibits, demonstrations, events and seminars at our trade shows. You’ll see this commitment now, more than ever, through Pizza Today, NAPO and our e-newsletters.

When deciding on which trade show to attend, remember that general foodservice shows are precisely that — general (even if they claim to have a pizza pavilion, contests and a few pizza exhibitors). Remember, if you’re looking for new pizza products, suppliers, networking opportunities or information on how to improve your pizzeria, then International Pizza Expo® is the ONLY show for you!

For more information on Pizza Expo, give us a call at (800) 489-8324.

It’s all PIZZA and it’s all for YOU!

Best regards,
Bill Oakley
Executive VP

Russell J. Weiner is Chief Marketing Officer for Domino’s Pizza. Formerly Pepsi’s Vice President of Marketing, Colas, Weiner has been named one of Brandweek’s Top 10 Marketers of the Next Generation. Domino’s has 5,047 U.S.-based stores and 3,726 international locations. The company’s growth in recent years has come overseas, while domestic stores have struggled.



PT: Can you compare and contrast what it’s like to work for Domino’s and Pepsi?

RW: They’re very different. When you work for a company with a lot of brands versus a company that’s singularly focused on one brand … everything we do when we wake up every single day is focus on Domino’s Pizza. But there really are a lot of similarities if you think about it. The household penetration of soda is very high, and the household penetration of pizza is very high. In a way, each company makes its business trying to insulate losses in certain areas of the business and trying to grow in others. I think 2009 will be a very good year for Domino’s.



PT: What attracted you to Domino’s?

RW: Domino’s is one of the few QSR brands that’s a real exciting brand. I consider myself a brand guy. I get real excited about the brands I work on. There’s something about the Domino’s brand and the 49 years it’s been around. I’m getting into a brand with a rich history and that’s fortunate enough to work with one of the premier ad agencies.

PT: You’ve probably looked back at Domino’s past marketing efforts, both good and bad. Fudgems wasn’t a high point. What measures will you take to ensure something like that isn’t repeated on your watch?

RW: We are going to be very data-focused here. We’re not going to put out a bad product — and I’m not saying it was a bad product; I wasn’t here then — because we won’t launch a product if the data doesn’t support it. I’m a real stickler when it comes to research. We are going to treat everything going forward as though it is a permanent menu product.



PT: You probably can’t divulge any product launches at the moment, but is there anything you think is going to do particularly well that you can talk about?

RW: I feel confident everything we’re going to do in 2009 is going to do well. We’re doing some of the same type of thinking that was done behind sandwiches … incremental items to drive sales.

PT: Do you interact with franchisees much to get their input on advertising initiatives?

RW: The best part of my job is talking with the franchisees. I feel like I have the perfect job. I’m in the corporate environment, but every day I talk to a small- or medium- sized business owner. I’m an emotional guy, and I really enjoy talking to the franchisees about their businesses and hearing what they think will work. I may not always have the same opinion as them, but I never disagree with them because we’re all partners in this together. If they don’t do well, we don’t do well. If we don’t do well, they don’t do well.

As a rustic bread of northern Italian origin, ciabatta is one of those breads that can be anything you want it to be. It’s thought that ciabatta means “slipper” in Italian, though the resemblance might escape some people. “This slipper is supposed to be big and fluffy, to wear during cold weather,” says Sarah Sciortino, who, along with her husband, Renzo, owns Renzo’s Restaurant and two Renzo’s Café & Pizzeria locations in Boca Raton, Florida. That explains a lot about ciabatta’s appearance.

It’s generally agreed, though, that a ciabatta loaf or roll is fl at, irregularly shaped, has large holes in the interior and retains on its surface some of the fl our with which it’s dusted to prevent it from sticking to everything. In addition, the dough usually is given a long, slow fermentation for at least 24 hours to compensate for the fact that the very wet dough isn’t mixed much. Instead, much of the flavor and structure develop during the fermentation period. The long two-step process, which also includes overnight fermentation for a sponge, explains why many operators prefer to buy their ciabattas.

For example, when Renzo and Sarah started their business in New York 42 years ago, they made ciabatta in their shop. “We like ciabatta because it has very good fl avor,” says Sarah. “It’s like an artisan piece of jewelry, but it takes a lot of work and time to make. After we moved to Florida, when an Italian bakery opened near us, we decided to buy it instead. They deliver ciabatta every day at 8 a.m., still warm from the oven, so we know it’s nice and fresh. We usually don’t have leftovers, because we have the same order delivered every day, with a little more on weekends. But if we have any left, we put it on top of the oven to dry out, and make breadcrumbs for our other dishes.”

“We buy ciabatta made with some whole-wheat fl our so you can see the bran in the slices,” Renzo explains. “We use a 10-inch size for sandwiches at our cafés. That gives customers their money’s worth, which is important in this economy. We also use a 16-inch loaf to make garlic bread for the restaurant breadbasket. We cut the ciabatta in half, add olive oil, garlic, paprika, parsley and Romano cheese, then cut it into strips after it comes out of the oven. When we have a big table, we include plain ciabatta too, and customers can request just the plain ciabatta if they don’t want garlic bread.”

Sherri Dominic, owner of Lone Elder Pizza in Canby, Oregon, also buys ciabatta, though as a former baker, she knows how to make it. “We make all our other doughs from scratch,” she says, “but making ciabatta is a long process, so we buy frozen prebaked ciabatta rolls from our supplier. We can just pull it out of the freezer to thaw for our toasted sandwiches and ‘pizza’ slices. For slices, we split the rolls, add sauce and two toppings, then run them through the oven. It’s easy and inexpensive for customers who just want a quick bite, and the ciabatta provides a nice chewy crust. We also serve the rolls in bread baskets for customers who dine in.”

Using a sourdough starter to accelerate the fermentation process and provide some flavor development is an option for ciabatta dough. But some operators don’t see that much difference between producing pizza dough, which has to be retarded, and ciabatta from scratch. “Making ciabatta takes a couple of days,” says Roberto Ienzi, owner of Luciano Italian Restaurant and Pizzeria in Herndon, Virginia. “But we make everything else from scratch, too. We want our food to be authentic Italian, so we don’t take any shortcuts. We added ciabatta rolls to our menu about a year ago for our sandwiches, and our customers already order more of them than sub rolls.

“Fermenting ciabatta at least 24 hours after making the dough is important. If you try to make them right away, the rolls will be gummy and won’t taste right. A lot of the flavor comes from letting the dough rest after dividing it into 4-inch balls. We cover the tray with plastic wrap so the dough stays moist in the cooler.

“Once we’re ready to bake the rolls, we flatten them like small pizzas, put them on double screens and put the trays on top of the oven to start rising. This step is also important because the rolls have to proof to have the right texture inside. They should be fluffy, not heavy, and proofing them at a low temperature helps to develop more flavor.

“When they hit the right height, we put them in a 500 F oven — I wouldn’t go any lower than 480 F or more than 550 F. We don’t use steam, but we can squirt water into the oven to make sure the crust is thin and not too hard. We put the rolls near the edges of the oven, but not near the corners, so we get an even bake every time. It takes about 15 minutes for the rolls to bake.

“One advantage to making our own ciabattas is that they aren’t perfectly round, so they don’t look like they were bought. Also, they stay moist without heat for at least 12 hours, and probably longer than that. However, we don’t keep it any longer than that, because we want to maintain the highest quality. Besides, about 90 percent of our ciabatta rolls are used in lunch sandwiches.” 

“Fast” Ciabatta
Makes 4 large loaves or 24 to 30 rolls

6 cups high-gluten fl our
2 teaspoons salt
2 teaspoons instant yeast
4 to 5 cups warm water (95 F to 100 F)
1 to 2 tablespoons extra-virgin olive oil

Blend dry ingredients in mixing bowl using a paddle. Add water and oil. Mix on low speed to blend, then mix on medium speed 5 to 6 minutes or just until dough starts to pull away from the bowl. The dough will be very soft and sticky. Pour dough into well oiled container with enough room to double in size. Lightly spray with olive oil or cover with plastic wrap (or use container with cover). Ferment 1½ to 2 hours at room temperature. Dust workbench generously with fl our. Gently transfer dough to bench, using oiled scraper to avoid deflating dough.

Dust dough with fl our. Use scraper to divide dough into rectangular rolls or loaves. Gently elongate dough pieces using your hands, then fold to middle, forming desired width and length.

Transfer to fl our-dusted pan; dust again with fl our, if necessary. Cover with plastic wrap and proof until doubled. Gently flatten, fold ends to middle and elongate to desired width and length again. Cover and proof until doubled.

Oil or fl our sheet pan. Gently lift dough, place on pan, and stretch to desired length. Place in 475 to 500 F oven, using steam. Bake loaves 25 to 30 minutes (rolls 15 to 20 minutes) or until golden brown. Test by tapping on crust; baked bread will sound hollow. Tap baked loaves to remove excess dusting fl our, if necessary.

Note: This procedure allows you to produce a bread that has ciabatta like characteristics. However, it will lack the fermentation flavor that can only be developed during long fermentation.

Carol Meres Kroskey is a freelance writer based in Chicago. She has extensive knowledge covering the baking and food service industries for a variety of publications.

Brothers Amir and Ali Arab have been in the pizza business a long time. Though they didn’t exactly enter the circle of pizzeria owners by choice, they couldn’t imagine any other career these days.



When the Arabs graduated from college in the 1970s, tensions between America and their native Iran were high. As was discrimination. The Arab brothers had difficulty finding gainful employment, and they eventually had to go to work in the foodservice sector to make a living. It wasn’t long, however, before Amir felt like he was ready to open his own shop in Nashville. So, in 1983, Pizza Perfect was born on Granny White Pike. Then, in 1990, Amir opened a second location at 21st Avenue South, near Vanderbilt University. While the original Pizza Perfect store is no longer in operation, a new parlor in nearby Bellevue is open and houses a large laser-tag area above the pizzeria. It was quite an investment for the Arab brothers.



“We just opened the laser tag area, so it’s too early yet to tell how well it’s going to do,” confides Amir. “But we think it’s going to be busy and take off.” It better. The construction costs doubled thanks to a visit from the local Fire Marshal.

“It’s a 12,000 square-foot-building that we own,” says Amir. “We lease out half of it, and the rest is dedicated to Pizza Perfect. The laser tag section is around 2,300 square feet. We had planned on it costing $120,000 for that originally, but it turned into a $240,000 investment because we had to install a sprinkler system throughout the entire building.”

 

Since the Bellevue shop is in a neighborhood, Amir says it has been hit hard by the current recession. “It’s down about 20 percent right now,” he says. “This store (the Vanderbilt unit) is only down five percent. (The recession) has hit us pretty bad. But what we’ve done to counter that is to actually improve the quality instead of take away from it. Times like these, the last thing you ever want to do is compromise your quality.”

Sage advice indeed. And lest you think Pizza Perfect’s short downturn dropped revenue into the gutter, think again: the two stores combine for about $2 million in gross sales.



More than anything else, the flagship store at 21st Avenue South in Nashville has benefited from great site selection. Not only is it across from Vanderbilt, but it also sits close to a major hospital and a stone’s throw away from many music industry players.

“The music industry is what put us on the map,” says Amir. “A lot of the Northerners involved in the music industry came in here when we fi rst opened because we serve a New York-style pizza. That’s what they were used to getting in the north and that’s what they wanted.”

Before opening, says Ali, the brothers “went to New York ourselves and ate a lot of pizza by the slice and watched how people made it. We wanted to taste it and check it out.”



Pizza by the slice is a real driver for Pizza Perfect, particularly at lunch. “We do sell a lot of whole pies, too,” says Amir, “but a lot of people love slices for the convenience and value. We put out a lot of pizzas here because of that. I only have two ovens (at the Vandy operation), but I’m putting $1.4 million a year out of these ovens.”

Lunch accounts for a whopping 45 percent of sales at the Vanderbilt location. Because of that, the ticket average ($7) is significantly lower than the Bellevue store ($15), which is fancier and does more dinner business.



“We get so packed in here at lunch from Mondays through Fridays,” says Ali. Food costs run about 33 percent. Amir acknowledges that number isn’t ideal, but says there’s a reason for it.

“Yes, our food costs are high, but our food waste is low,” he explains. “It’s because we buy high quality ingredients and we haven’t raised our prices for a while. We did raise them about five percent 18 months ago, but then things went crazy with the cost of fl our and cheese and gas, so the price increase really never caught up to us.”

While the prices of those items have fallen back in line, the potential benefits of that have since been offset by the shrinking U.S. economy. Amir has weathered a handful of recessions since opening Pizza Perfect, but says the current one will go down in history.

“This is the worst one,” he says. “The main thing we have been doing is just going back to the basics. Pizza is still the best place for your money. We offer more than cheap eats — we provide good food at reasonable prices.”

The Arabs have also turned to their vendors for assistance where applicable. “One of the things I’m doing is asking my suppliers for help, stressing that now is the time to help us,” he says. “The economy is really hurting us, but with us, like I said, it’s about getting back to the basics: making sure you have a clean restaurant and offer good quality and service. It’s important to remember that value doesn’t necessarily mean cheaper. That’s what’s going to help us out.” 

Jeremy White is editor-in-chief at Pizza Today.

Thinking of expanding to another location? Now, more than ever, intelligent site selection is essential — who can afford a hit or miss approach in this economy?

Some larger operations, like Marcos Pizza, use site selection software. With 170 locations, this chain, headquartered in Toledo, is poised to open hundreds of additional restaurants. Their software, designed by Pitney Bowes, allows them to quickly determine if their target customers are present and present in enough numbers to translate to good sales potential, says Byron Stephens, vice president of new business development.

Stephens attributes a significant part of their sales growth to this technology, but smaller operators needn’t fear they’re at a disadvantage without this kind of assist. Managed correctly, traditional approaches can bring you a winning location. Let’s take a look at three general categories you need to consider when scouting for a new location; the area surrounding the site, the site and the building.

Although Frank Salese, owner of Junior’s Italian and two other restaurants in Burlington, Vermont, says he “has a nose for opening restaurants,” he nevertheless does the requisite demographic research when he’s checking out an area. He drives through the neighborhoods and visits the local city hall and Chamber of Commerce to determine if there’s any pending construction or projects that could impact the site under consideration. He also looks for a strong, nearby fast food presence.

“They do the traffic research,” he explains. “They put them where the traffic is going to be and I know this will translate into traffic for me.” Also see what the business activity/daytime population is, if this is important to your concept, says Dennis Lombardi, executive VP of foodservice strategies at WD Partners, a Columbus, Ohio-headquartered consulting fi rm. “And try to determine how the neighborhood is changing,” says Lombardi. “You want to find out how durable the community is. Is it getting better, worse or staying them same? I’ve heard of people going to local churches and asking how the community is changing.”

This is important, agrees Becky Black, VP of operations for Alhambra-based Shakey’s Pizza. “We’re moving forward with aggressive growth, but most of our existing locations have been in the same trade areas for years,” she says. “When a trade area changes from when we signed the lease, it affects us because then the synergy changes.”

Consequently, says Black, you want to investigate how the area might change over the next 5-to-10 years to see if there is a projected growth decline in your target market. Also consider the area’s lifestyle and whether it works with your concept, says Paul Travis, strategic marketing consultant for OneAccord LLC, a Belleview, Washington-based consulting firm.

“Does the way people live their life in that area fit with your concept?” he says. “Look at the neighborhoods and see the trends. Do you see empty properties? This can either indicate decline or the potential for construction, which can end up choking a location’s revenue.”

Travis suggests looking at the surrounding average income. He typically uses a three-mile radius, but for a downtown location, he’d narrow this to a 10-block radius.

When it comes to the actual site, think like a consumer, Salese advises. Drive around and enter the location from all directions. How accessible is it? How convenient is it to pull into?

Also consider:
❖ How close it is to your existing location, says Lombardi. Too far away and it might be challenging to operate; too close and you could cannibalize business from your other location.
❖ Find out the site’s history, says Travis. “If restaurants have failed in that location, you’re going to have a challenge. If there’s a lot of restaurant churn, there has to be a reason for it.”
❖ Look at the businesses immediate to you, says Salese. Are they compatible with your concept?

As for the building, be mindful of parking rules and regulations, says Salese. Some states base the number of parking spaces on the seating and on the concept. For example, in his downtown pizzeria, parking isn’t an issue, but for his dine-in restaurant it was.

Also, says Lombardi, don’t be suckered in by “false economies.” Although it might seem less expensive to move into an existing restaurant, as opposed to building out a site, you could end up spending more money in the long run.

“Think about the age of the building,” he says. “Buildings don’t last forever. If it is 15-years-old and its lifespan is 20, this is going to cost you money. You also have to consider what it would cost you to bring it into code compliance.”

Another false economy is making a decision based on price. He often sees operators back away from paying for a premium location and opting for a lesser one because of the price — and struggle because of this decision. “You pay for a good site once,” he says. “But you pay for a bad site year after year.” ❖

Pamela Mills-Senn is a freelancer specializing in writing on topics of interest to all manner of businesses. She is based in Long Beach, California.

Editor’s Note: Scott Anthony is guest-writing this month’s “Marketing Matters” column.

Free publicity? Nothing is free these days — or is it? I know one thing for certain. When it comes to press, I don’t want my pizzeria just randomly mentioned by whomever, whenever or wherever. Ultimately, I’d like to control the image I have created and to generate more awareness of myself and what my business is all about.

None of us have the resources of a major corporation. We can’t advertise on prime-time network television or do weekly mass mailings. But, there are little things we can do to make a big noise. They aren’t secrets, either. They’re simple little tricks of the trade that we all know — yet we don’t always execute them in the proper way to get the desired results.

First, you have to decide who you want to be (USP) and how you want to accomplish that. Then convey that message to your demographics. Gear your marketing and media placement in the direction to develop your niche.

Examples:
❖ Be community-minded. I sponsored a parade, hosted a fundraiser and buy local ingredients.
❖ Best Pizza – Why can I say that? What separates me from the rest?
❖ Gourmet Pizza – I offer healthy alternatives, unique products.
❖ Sporty Image – I sponsor a baseball league, I display sports memorabilia, teams eat here, a famous athlete ate here.

Develop your business around this theme or image. Make your community aware of it and make them like you by showing the positive benefits your business brings to them. Creating this awareness lends itself naturally to bringing on the free publicity.

Remember that you are part of community. You are not on your own, so make a list of those who you can align with to help promote your image. Examples:
❖ Police – I support safe driving; I use anti–theft devices; my drivers always wear seat belts.
❖ Red Cross – Am I there when a disaster strikes? Do I help others, do I donate?
❖ Make-a-Wish – Is there anyone who does not have a soft spot in their heart for a sick child?
❖ Fire Department – Everyone loves, respects and needs these guys. Do you?
❖ Big box stores, like Wal-Mart, are generally willing and have budgets to donate to a good cause. Wal-Mart, for example, has a set goal to raise a specific amount of money for the Children’s Miracle Network annually. Can you provide a fundraiser?
❖ Think of other local businesses or organizations that are influential in your community.

The PR departments in these types of organizations have great resources that will help you promote your image for free just by aligning yourself with them. They also have their own employees and databases that are now being made aware of you and your product! And they all like to talk about good things going on around town. Be part of that.

It is a good idea to have some kind of relationship with each type of media. Don’t just approach them when you want something for nothing, and don’t burn bridges by throwing the nagging salesperson out when they come calling.

Know the editor(s), news directors and food critics, and be familiar with their work – what exactly they do and how they do it. When was the last time you sent a free pizza to a media outlet and attached a note saying, “I really enjoyed your last article on……” Just let them know you are around.

Also, bear in mind that an editor’s job is no walk in the park. If you can make their job easier, your chances of having your story published increase significantly. ❖

Scott Anthony is a Fox’s Pizza Den franchisee in Punxsutawney, Pennsylvania. He leads marketing seminars at International Pizza Expo and is a frequent contributor to Pizza Today.

The assignment: How to Make Sausage for Pizza. What kind of sausage? That would be my first question. Italian? Well, the assignment did use the word “pizza,” so I am assuming it’s Italian sausage. But wait. There are as many versions of Italian sausage as there are regions in Italy. Not a problem (not that I am going to give you 20 different recipes, however). But I will give you two that I find work just great.

Simple to make? Somewhat, yes. Simple because the way this works is that these are bulk sausage recipes, not link Italian sausage recipes. Bulk sausage doesn’t require that you go through the lengthy process of having to buy sausage casing, rinsing them, using a stuffer or sausage attachment to fill the casing. You wouldn’t be using link sausage on a pizza anyway.

There are, however a few safety rules to be followed when making sausage. First, you will be working with pork, so you need to be aware of cross contamination. I always use disposable gloves when working with pork. Make sure any of the equipment –– chopping boards, bowls, plates, pans, spoons, spreaders, etc. –– are cleaned and sanitized after being in contact with pork.

Once those precautions are taken, the rest of the sausage-making process is a breeze.

You can grind fresh pork butt for your Italian sausage. The pork butt should have at least 25 percent fat to lean meat (a cut called Boston butt has a good fat-to-lean ratio and works perfectly). A 70/30 lean to fat ratio works even better.

Here are some further tips:
❖ The equipment needed to grind your own pork is but one piece, a manual grinder (I use a counter model made of cast iron. It can grind three or four pounds a minute). Or you can buy freshly ground pork and get right at it with some proper seasonings.
❖ I love sausage that includes fennel. Fennel and pork are a marriage made in taste heaven. However, if fennel is not to your taste, leave it out.
❖ “Sweet or mild sausage” indicates that no red pepper flakes are used in the mix.
❖ “Hot sausage” implies red pepper flakes. Now you adjust the heat relative to how many red pepper flakes are used. Black pepper works in a similar fashion. Add a little or a lot relative to the heat level you are looking to reach.
❖ Garlic as an ingredient or not is up to you and probably where you live. East Coast and Midwest Italian sausage could very well include garlic, but again it depends on the manufacturer (some of the big users in the Chicago area will specify a certain sausage blend to be used for their pizza). Ground fresh garlic would be a good choice, followed by garlic salt. However, be very careful how much garlic salt you use to avoid a really bitter aftertaste once the sausage is cooked.

Should you feel the urge to get very creative, there is an Italian sausage called luganega. Luganega is a mild country sausage (made mostly in the North of Italy) that includes pork, nutmeg, cinnamon, pepper and coriander. This sausage has an endearing and distinct flavor.

One more idea: You can replace the ground pork with ground turkey if you wish to shout about a healthier sausage alternative. And by adding the fennel seeds, you create (somewhat) the taste illusion of pork. The one problem with turkey sausage is the lean-to-fat ratio (not enough fat), so the sausage cooks up rather dry. When using turkey sausage I do not put it on the pizza raw; rather I cook it first and crumble it into chunks.

Once you have made the sausage you can cook it in pieces or chunks as you see fi t for further use. Also, keep in mind that after you have mixed any of the recipes above, it’s a good idea to pinch off a piece or two of the sausage and sauté it to test the flavor profile. Adding more seasoning is easy, but taking seasoning away is virtually impossible. 



Italian Sausage Recipe No. 1

Makes about 2 pounds of fresh Italian sausage (scale up in direct proportion)

The red wine vinegar in this recipe gives the sausage a bit more moisture along with an interesting taste kick.

2 pounds ground pork (70/30 lean to fat ratio)
1 tablespoon salt
2 tablespoons ground fennel seeds
1 tablespoon sweet paprika
1 tablespoon finely minced fresh garlic
1 tablespoon black pepper
2 tablespoons red wine vinegar

Mix all the ingredients together and you have Italian sausage! You can refrigerate it, covered, up to three days. It seems to get better with a little ageing, at least overnight.

Pizza Sausage Recipe No. 2

Makes about 10 pounds of sausage (scale up in direct proportion)

10 pounds ground pork
1 tablespoon salt
1 tablespoon garlic salt
1½ teaspoons ground black pepper
¼ cup paprika
½ cup vegetable oil
2 tablespoon fennel seeds
1½ teaspoons ground fennel seeds
1 tablespoon red pepper flakes

Place the ground pork into a large bowl. Season with salt, garlic salt, black pepper and paprika. In a blender or food processor, blend the oil, fennel seeds, ground fennel seeds and red pepper flakes. Mix everything into the ground pork until well blended. Refrigerate overnight to allow the flavors to blend.

Pat Bruno is Pizza Today’s resident chef and a regular contributor. He is the former owner and operator of a prominent Italian cooking school in Chicago and is a food critic for the Chicago Sun-Times.

Megan Nicholson and her partners run seven high-volume pizzerias in Wisconsin. On an average day at one of Nicholson’s Glass Nickel Pizza Company locations, approximately 800 to 1,000 orders will filter into the kitchen. One POS misstep and Nicholson knows the trouble that could follow: a kitchen in confusion and frustrated customers none-too-eager for a return visit or delivery order.

To combat common mistakes, Nicholson and her crew have committed themselves to extensive training on their POS system, thereby ensuring that the operations’ customer service element moves with efficiency and effectiveness.

“When you have staff trained well (on the POS system), then the customer can get their order in and feel confident they’ll get what they’ve ordered,” Nicholson says. “It certainly helps to make the customers’ visit that much more enjoyable when things go off without a hitch, and that type of service will keep them coming back.”

Though most operators know the perils of shoddy POS training, not all dedicate themselves to learning the system thoroughly and then providing staff the necessary support so they too can fulfill their daily duties. Taking the time to properly train staff on a new POS system can surely curtail errors, fulfill a customer’s expectations, and, better yet, heighten the bottom line.

“You just can’t throw staff in front of the computer and say ‘Sink or swim,’” says Kevin Wendland, the ASSAL Corporation’s director of training for InTouch POS. “Any business that has staff not trained properly also has a staff not armed to rectify problems quickly — and that’s the thing most likely to send customers out the door unhappy.”

When it comes to effective staff training on a new POS system, training experts offer these must-do tips: ❖ Wise owners attend the training. The number one thing that will lead to an operation’s successful use of a new POS system remains an owner present during each step of the training process, including time in training with both the POS company representative as well as the pizzeria’s staff. Since an owner is the final line of defense — not to mention the sole individual with a vested interest in seeing the investment perform — owners must intimately understand the system’s functions.

“If owners are involved, then everything goes beautifully from there,” Wendland assures. Better yet, owners who commit themselves to learning the additional features, such as accessing coupons and building a customer database (and, more importantly, understand how those features are best utilized), frequently witness an immediate return on their investment. “If operators don’t take the time to learn these features and only focus on input, then they’ve overpaid for a glorified cash register,” says Chris Clark, a training and installation specialist with Washington-based SpeedLine POS.

❖ Be prepared for the company’s training representative. Every minute the POS company’s representative must spend waiting for contractors or drilling holes into a counter is a minute lost on training, the representative’s primary duty with the on-site visit. Operators physically prepared for the installation and training can maximize their training session, eliminate wasted time, and ensure a thorough understanding of the system.

“Operators need to know from day one that they’re ready for that installer to get on site,” Clark says. “Not being ready is a big mistake operators make and one that can be easily avoided.”

❖ Overstaff in those first days of a new system. Too many operators make the mistake of not wanting to spend on labor during the training period and first two weeks of the system’s operation. Clark advises all of his clients to overstaff and specifically encourages owners to relinquish control for a few days as they learn the POS system. To avoid interruptions, Clark has even taken owners off-site to do training on a laptop.

An installer/trainer will only be on site for a limited time, which should compel an operator to have staff on hand solely for training during those days, ideally assigning no more than four staff members to a computer terminal and providing each individual ample time to interact with the system. “There will always be instances, such as out-of-the-box requests or dividing up a check, that will have the staff at a loss if they haven’t been properly trained,” Wendland says. “But you can combat these issues simply by showing each staff member the buttons appropriate for their use.”

❖ Allow for repetition and exploration. Learning a new POS system and its controls is about repetition and exploration, which is why Michael Anthony, a product specialist with Microworks POS Solutions, stands a strong proponent of slow-time role playing. At slow points, direct the staff to experiment on the system and navigate the various screens, learning to name guests, transfer items, and input unique requests.

Like Clark, Anthony also urges operators to overstaff during the first week of the system’s live run so staff members receive sufficient time to gain experience and confidence. “This is specifically important for managers,” Anthony says. “You need all of your management staff to be well-rounded and not merely proficient in one area.” 

Chicago-based writer Daniel P. Smith has covered business issues and best practices for a variety of trade publications, newspapers, and magazines.

When Mario DiBiase opened Brooklyn, New York’s Aperitivo Cafe in April 2008, he set high priority to customer convenience and security.

Such aims are what led DiBiase to become a testing site for VeriFone’s pay-at-the table wireless system, which allows DiBiase’s wait staff the ability to run a customer’s credit or debit card transaction directly at the table.

“Wireless gives the customer peace of mind,” DiBiase says. “They’re not seeing their card disappear into a back room. They can take comfort in the transaction happening right in front of them.” Increasingly, media outlets report stories of stolen credit card numbers and identity theft. Unfortunately, restaurants big and small have been unable to avoid such misdeeds, highlighting the issue for both consumers and operators.

Restaurants “are popular (targets) because the cards are in and out — you eat here one day and don’t come back for several months. Also, restaurants don’t normally do background checks on wait staff,” says Jay Foley, executive director of the San Diegobased Identity Theft Resource Center.

Credit card fraud, the most common form of identity theft, stands a precarious reality for the restaurant industry, where plastic payment accounts for nearly half of the nation’s dining excursions and the liability for any security breach falls on an operator’s shoulders.

National chains such as California Pizza Kitchen, El Pollo Loco, and Boston Market have all faced recent well-publicized security breaches while local spots have gotten burned as well. One Sacramento eatery incurred a $90,000 fine from a credit card issuer when hackers accessed consumer data.

Despite the risk, few operators wish to eliminate credit card payment. In addition to the convenience credit cards offer customers, tickets often rise when customers use credit instead of cash or check. One Visa study of 100,000 quick-service restaurants found customers spending an average of 30 percent more when they paid with plastic.

Indeed, even with safeguards, there remains unquestionable risk. Most common, employees can copy or “skim” a customer’s card by stealing the magnetic coding or adding a tip without patron consent. “Raiding the trash” for credit card receipts and paperwork can also be a potential goldmine for thieves. Online intruders can infiltrate POS systems and seize consumer data as well.

“If customers find out that they cannot pay with their credit card in a secure way at your establishment, then it will have an impact on your base income as well as your base reputation,” Foley says.

Aware of the identity theft issue, credit card companies have forged relationships with merchants to address inside as well as outside violations. American Express, for instance, works closely with its merchant partners to reduce fraud on various fronts, explains American Express spokeswoman Sarah Meron.

The New York-based charge card issuer works to educate merchants about monitoring systems capable of preventing the authorization of fraudulent charges, fraud prevention seminars, and one-on-one meetings with merchants to provide fraud prevention recommendations. Other carriers, including Visa, MasterCard, and Discover, claim similar programs to limit fraudulent activity and a merchant’s liability.

In late 2006, the five major credit card companies took a bold, collaborative step in forming the PCI Security Standards Council, a laser-focused organization to protect credit card data. Today, when a merchant reaches full cooperation with the PCI’s Data Security Standards (PCI DSS), a 12-step security program, it meets the requirements of all payment brands and minimizes its risk of a security breach.

Recognizing that the Council’s 12- step program can be overwhelming for a merchant, particularly a modest operation, and looking to identify a way in which businesses could report progress rather than noncompliance, the Council unveiled its Prioritized Approach in early 2009.

A step-by-step guide for merchants, the Prioritized Approach identifies six security milestones and puts operators on the path to addressing their most critical security needs first.

1. If you don’t need it, don’t store it: remove sensitive data and limit data retention, a primary area of risk for businesses.
2. Secure the perimeter: protect the perimeter, internal, and wireless networks, which represent the point of access for most compromises. Operators should install and maintain a firewall separating the POS system from the Internet and WiFi.
3. Secure applications: secure application processes and servers, particularly since application weaknesses are a key access point used to compromise systems and obtain access to cardholder data. Routine antivirus upgrades will help.
4. Control access to your systems: protect the cardholder data environment through monitoring and access control. In short, know who is accessing your network. Operators should disable remote access capabilities and change their system passwords from default settings.
5. Protect stored cardholder data: deploy controls for protecting stored cardholder data, particularly if your business has determined it essential to store an individual’s information.
6. Finalize remaining compliance efforts: complete PCI DSS requirements and ensure all controls are in place, including the policies, procedures, and processes needed to further protect cardholder data. From the major chains to the momand- pop operations, PCI SSC Chairman Lib de Veyra emphasizes awareness. “Everybody has to be vigilant because it’s your reputation on the line, and there could be financial implications as well,” he says. 

Wireless devices offer convenience, efficiency, and consumer peace of mind

While European waiters have utilized wireless credit card terminals for years, the U.S. market has listlessly adopted the technology.

While the wireless units run approximately $500, integrating the units into a restaurant’s existing POS system brings additional costs.

A few compelling reasons continue pushing the wireless issue to the forefront of operators’ minds.
❖ Processing the credit card in the customer’s view significantly decreases the possibility of skimming and the merchant’s subsequent liability.
❖ Tables often turn quicker as staff members run transactions at tableside and eliminate frequent trips to a workstation.
❖ Pin-based transactions cost the operator less than credit payments.
❖ Customers often appreciate the convenience. DiBiase, in fact, credits the seamless nature of wireless payment with attracting repeat business to Aperitivo Cafe.

Chicago-based writer Daniel P. Smith has covered business issues and best practices for a variety of trade publications, newspapers, and magazines.

It’s almost automatic: think of a wine that goes well with pizza, and spicy reds come to mind – Barbera, red zinfandel and, of course, Chianti. But why not think pink? Not too long ago, pink wine in the United States was looked down on by oenophiles –– mostly because it’s the same color as the inexpensive, sweet stuff that traditionally comes in a box or a jug. But now, dry pink wines, usually called Rosé in the United States, are taking over more shelf space in wine stores –– and appearing on more menus.

“It’s a lovely wine,” says Carol Morphy, co-owner of The Red Grape, a pizzeria in California’s Sonoma Valley that switches up its Rosé offerings regularly and according to season. “At first, most people think it’s going to be too sweet. But then they try it and really enjoy it. It’s dry and refreshing.”

In the past few years, the demand for dry Rosé has soared in the United States –– partly because of changing tastes and even the increasing popularity of the Mediterranean-style diet, according to some wine and food critics.

Premium Rosé sales have outpaced those of other types of wine in grocery and liquor stores, according to The Nielsen Company, which does not track sales in restaurants. In the month ending in mid- October 2008, the dollar amount of Rosé sales had jumped 19 percent from that time period the previous year. The growth of premium Rosé is coming from drinkers of other higher-end wines who are adding Rosé to their repertoires, according to Brian Lechner, client director, beverage alcohol, for The Nielsen Company. “It’ll be interesting to see how big high-end Rosés get,” Lechner says.

But it could take time. “There’s still a learning curve,” says winemaker and author Jeff Morgan, who fell in love with Rosé while living in southern France and wrote the book Rosé: A Guide to the World’s Most Versatile Wine. To help speed up the acceptance of Rosé, Morgan co-founded Rosé Avengers & Producers – RAP – an industry association dedicated to advocating for, and correcting misconceptions about, dry pink wines.

Rosés, which can range from barely pink to salmon to a jewel-like rose in color, and often are described as having flavors of strawberry, cranberry and rhubarb, usually are made by using red grapes, but leaving the skins in contact with the juice only a few days at most, removing them before fermentation. Sometimes, winemakers mix in some white grapes, too. And occasionally, especially for sparkling wines, Rosé can be made by mixing red and white wines – but that’s much less common. No single type of red grape is used for Rosé – in fact, just about any type works.

While dry Rosé might seem like a hot new thing in the United States, its history goes back centuries in Europe. The sweeter styles of pink wine became popular in the United States after World War II, thanks to Portuguese winemakers who had noticed that U.S. soldiers stationed in Europe loved to guzzle cola. “They realized if they made a sweet, sparkling pink wine, returning G.I.s might start to drink the stuff,”

Morgan says. Then, in the 1970s, sweet White Zinfandel as we know it today was created when California’s Sutter Home Winery had a mishap that left too much sugar in its wine, and sold it anyway. Sales took off, and pink wine was branded a girly beverage.

Unlike its sugary counterpart, dry Rosé is extremely versatile and can be paired withjust about any offering on a pizzera menu – from hearty, spicy sausage pizza to a light Greek salad with feta. “Versatility is what it’s all about,” Morgan says. “Rosé drinks like a white and also drinks a little like a red, which means it goes with everything.”

At The Red Grape, Morphy says she recommends it with the pizzeria’s white pizzas – especially the Mediterranean (which has artichoke hearts, plum tomatoes and kalamata olives) and the Pears and Gorgonzola pizza (which has applewood smoked bacon, pears, Gorgonzola cheese and hazelnuts). And at the Rooftop Pizzeria, in Santa Fe, New Mexico, general manager Eric Ahmann suggests Rosé with the lobster linguine with caper butter sauce or the No. 3 pizza – which is topped with roast chicken, green chile, Cotija and Asadero cheeses and piñon nuts on a blue corn crust.

If you want to add dry Rosé to your menu, check to see what your wine distributor offers and keep in mind that Rosé usually is best when consumed young – so choose recent vintages, Morgan recommends. Also, it’s a good idea to offer one domestic, one French and one Spanish or Italian Rosé, Morgan suggests, so customers can experience a range of styles. In general – though there are always exceptions – European Rosé tends to be lighter and brighter, while U.S. and other so-called New World wines, from places such as South America and Australia, tend to be bolder and more fruitty.

So customers who might not be familiar with dry Rosé can try it, it’s smart to pour them by the glass as well as by the bottle, Morgan recommends. Educating staff is key to sales, too. “We do a lot of tasting here,” Ahmann says, “so the staff know what these wines go with and what they are.” ❖

Allie Johnson is an award-winning freelance writer who lives in Kansas City, Missouri. She writes frequently about food and business.

The state of the U.S. economy is no laughing matter, but pizzeria operators are serious about remaining profitable in the face of the recession. That’s the message that came out of International Pizza Expo 2009 this spring. Nearly 5,700 operators attended the 25th Anniversary edition of the show at the Las Vegas Convention Center March 10-12, and their overriding mission was to propel the industry forward with the help of vendors and industry experts.



“The show was a smashing success,” says Jeremy White, Pizza Today’s editor-in-chief. “I’m sure a lot of people, particularly exhibitors, walked in not really sure what to expect. The number of pre-registrations were lower than in recent years, and that was a direct reflection of the doom and gloom we’re hearing about in the daily news. But what’s going on in the financial world didn’t deter pizzeria owners from turning out in near record numbers.”



In fact, International Pizza Expo 2009 turned out to be one of the largest shows in the Expo’s 25-year history. When asked why he thought the turnout was so high, White pointed to the resilience of pizzeria owners.

“These people don’t have the backing of large corporations and investors with bottomless pockets,” he says. “They’ve built their small businesses with sweat equity, and they’re proud of what they have, as they should be. When the economy tanks and we’re looking at one of the worst recessions in U.S. history, you better believe pizzeria operators are going to tighten their belts and go to work. They aren’t simply trying to keep a stock price at a certain level — this is their livelihood. If they don’t stay profitable, their business goes down and they’re in the unemployment line.

     

“The attendees at this year’s show were more serious than I’ve ever seen them be before. They were there to take in every seminar, to examine every product or service or idea on the show floor. They were ready to buy as long as the purchase was going to enable them to increase sales or operating efficiency in some fashion. It was invigorating to see.”

This year’s show featured two keynote speakers — Mike Mrlik of Gatti’s Pizza and Joey Todaro of La Nova Pizzeria. In addition, there were more than 60 concurrent educational seminars that covered everything from wine to customer service. In “Talk of the Town,” Scott Anthony offered tips for getting your pizzeria mentioned in the local press. In “How to Recession-Proof Your Business,” Bryan Dodge argued that it’s the people — not the food — that make a pizzeria special.



Other seminars paved the way for pizzerias to be more eco-friendly or gave leadership tips. But they all had one thing in common: “Each of the seminars were led by dynamic, qualified experts and were geared toward offering solutions to the problems today’s pizzeria owners face,” says White. “The goal is for our speakers to throw out ideas that our attendees can put into action immediately. They don’t want to wait until August to make meaningful changes. They want to take control now.”

     

While the seminars are a key component to the tradeshow, the glitz and glamour often accompany the competitive events. And International Pizza Expo organizers took the competitions to an entirely new level this year.

“The show gave away more prize money than ever before,” White says. “It amazes me that Bill Oakley and his staff, who plan and produce the Expo, somehow fi nd a way to make it bigger and better every year. The Expo gave away $32,000 in prize money this year, plus another $25,000 to end the show with the Mega Bucks Giveaway.”



This year, the International Pizza Challenge was divided into two categories: traditional and non-traditional. Scot Cosentino of Goodfella’s Pizza in Staten Island, New York, took top honors in the traditional competition. Grazziano Bertuzzo, meanwhile, won the non-traditional category. Bertuzzo, from Brian, Lecce, Italy, then squared off with and defeated Cosentino in a blind-box competition between the two winners. The additional round required the use of a secret ingredient — fresh mushrooms — and carried a $5,000 cash prize (both Cosentino and Bertuzzo were awarded $10,000 for winning their respective categories) as well as “World Champion Pizzaiolo” bragging rights. It was Bertuzzo’s second consecutive win.

Let’s not forget the “Rockin’ Party,” which featured the World Pizza Games fi nals. The Games featured fi ve different disciplines, all but one of which involved pizza dough: freestyle acrobatics, fastest dough, fastest box folding, largest dough and longest spin. For results, see the sidebar above. “The World Pizza Games were a ton of fun,” says White. “The Rockin’ Party is a great place to unwind and meet people within this industry, and the entertainment and ‘wow-factor’ provided by the Games are second-to-none. It’s truly a can’t-miss event at the Expo every year.”

In fact, says White, those who missed the show can view some of the action on Pizza Today’s Video Spot. “Just go to PizzaToday.com and play the featured video,” White says. “Throughout the year we’ll be highlighting footage we captured at International Pizza Expo 2009. We’ll also be conducting pizzeria tours, looking ahead to next year’s Expo and, of course, bringing Chef Jay (Pizza Today foodstylist Jerry Washington) back for his demonstrations and delightful dishes.” 



World Pizza Games Results



First Division Freestyle Acrobatics
1. Justin Wadstein, Kianti’s Pizza & Pasta Bar, Santa Cruz, California
2. Akaogi Kazuya, Aromavita, Japan
3. Jamie Culliton, Grimaldi’s, Tucson, Arizona

Fastest Dough
1. Richard Allen, Cousin Vinnie’s Pizza, Dayton, Ohio
2. Bruno DiFabio, Country Cottage, Buffalo New York
3. Giuseppe Lucia, 210 Giglio Pizzeria, Italy

Fastest Box Folding
1. Justin Stokes, Sparky’s Pizzeria, Urbana, Ohio
2. Mo Rashad, Cousin Vinnie’s Pizzeria, Dayton, Ohio
3. Mike Kelly, Grimaldi’s, Tucson, Arizona

Largest Dough
1. Spencer Glenn, Pizza My Heart, San Jose, California
2. Eric Corbin, Grimaldi’s, Tucson, Arizona
3. Giuseppe Lucia, 210 Giglio Pizzeria, Tucson, Arizona

Longest Spin
1. Akaogi Kazuya, Aromavita, Japan
2. Jamie Culliton, Grimaldi’s, Tucson, Arizona
3. David Sommers, Mad Mushroom Pizza, West Lafayette, Indiana

This report compiled by members of the Pizza Today and Pizza Expo staff.