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Papa John’s to Spend $100 Million to Rid Artificial Ingredients and Preservatives From Menu

Papa John’s to Spend $100 Million to Rid Artificial Ingredients and Preservatives From Menu

The pizza chain is truly living up to their slogan: Better Ingredients, Better Pizza

Papa John's will spend $100 million a year to produce "better ingredients, better pizza."

Companies like Pizza Hut and Taco Bell have recently made a push to rid artificial ingredients from their menus, and Papa John’s will be doing the same.

Papa John’s announced that they will spend about $100 million a year to remove the chemicals and additives from their menus, according to Bloomberg. “It’s hard to remove some of these things and still get the flavor and functionality you want,” said Schnatter. “We gave up flavor on the ranch dressing because I wanted to get the chemical out.”

The primary ingredients targeted for removal are corn syrup, artificial colors, and preservatives. Papa John’s aims to take out these ingredients by the end of 2016.

Last year, Papa John’s removed monosodium glutamate (MSG) from their ranch dressing and artificial trans fats (which is now being phased out of America) from the garlic sauce. The pizza chain started posting their ingredients online this year.

Many fast food chains are making efforts to become more transparent and hopefully more restaurants will continue to follow.


Cleaning Up

It’s a rite of passage: In August, well before the actual fall season begins, limited-service brands—especially those among the coffee, doughnut, and bakery-café categories—trip over each other to be the first to market with all fashions of fall-themed goods, from apple-pie this to caramel that and everything Pumpkin Spice in between.

For two of the biggest Pumpkin Spice purveyors, though, the late-summer unleashing of the sacred flavor this year was different—something was missing. Panera Bread and Starbucks, each known for their seasonal pumpkin spice lattes (among other fall goodies), did the unthinkable: They changed their recipes. Starbucks removed an artificial caramel color while adding real pumpkin, and Panera, which already included real pumpkin in its pumpkin spice lattes, removed mono- and diglycerides, sodium benzoate, and potassium sorbate from its recipe.

Neither move, however, came as much of a surprise. In the limited-service restaurant world, the pressure is on to get the junk—that is, many of the artificial additives and ingredients that have become a regular part of the supply chain in the decades-long attempt to make food more efficient—out of the food and beverages. Several brands are heeding customers’ calls for healthier, simpler—some say “cleaner”—ingredients, especially as consumer media decries pink slime and “yoga mat chemicals” found in major chains’ foods.

“Sometimes simpler is better,” says Dan Kish, Panera’s senior vice president of food. “I’m a chef, not a scientist, so I think great ingredients treated simply with care make great food.”

Kish has been with Panera for a decade, and, as a classically trained chef with no previous experience in the multiunit restaurant world, has helped lead an ongoing dialogue about what goes into Panera’s menu and what comes out.

For a while, Kish says, the dialogue revolved around a “pinpointed approach” where the company singled out certain ingredients and worked to slash them from the food. That strategy kept the fast casual at the top of the game when it came to clean ingredients: It was the first major limited-service chain to switch to antibiotic-free proteins, which it did, starting with chicken, in 2004 it was among the first to remove artificial trans fats and it started sourcing grass-fed beef last year.

In the last few years, though, Panera has opted to broaden that approach and formalize its commitment to premium ingredients. That’s included the creation of its No-No List of ingredients it keeps out of the menu and a commitment to remove all artificial colors, flavors, sweeteners, and preservatives by the end of 2016, a process that is already at least 85 percent complete. The No-No List, which Panera makes available for customers online and in stores, included (as of September 9) at least 80 ingredients that are either not in the menu today or are in the process of being removed. The list features commonly known ingredients like lard and aspartame, as well as lesser-known (and harder to pronounce) ingredients such as tertiary butylhydroquinone and glycerol ester of wood rosin.

“What would the things be in the pantry that I would have, that I would want to cook with, that I would be proud to serve my family?” Kish says of the ingredients Panera aims to keep on the menu. “Because if I wouldn’t serve it to my family, why would I serve it to our guests?”

The formal process of re-evaluating ingredients (Panera has 415 of them) began internally a few years ago in the Panera test kitchens. Kish says it

started with asking the right questions about the food and putting guardrails around what company leaders wanted the menu to look like. At first the team tackled what Kish calls the “gotchas”—those menu items that might seem healthier to customers but in fact contained less-than-healthy ingredients.

From there, he says, it was a matter of second-guessing the ingredients Panera used for its wide-ranging menu, even including its signature items. “It wasn’t as simple as saying, ‘Alright, what would a natural substitute be so we could call it clean or compliant?’” he says. “For me, this was much less about compliancy and much more about quality. What we had here was an opportunity to restart some of our legacy products and say, as we clean them up, how can we have more of a culinary approach and less of a scientific approach to making them great?”

Sara Burnett is the senior quality assurance manager at Panera. She says the food system is so complex that Panera had to get back to basics in figuring out what belonged on the menu, and that included asking three core questions of every ingredient: First, what is its source? Second, how is it processed? And finally, is it really necessary in the finished product? “If there was a question mark or a vague answer or something we didn’t feel comfortable with in terms of source, processing, or necessity, we said that probably belongs on our No-No List,” she says.

Asking those questions required several conversations with suppliers, Burnett says. She uses Panera’s Greek dressing as an example of how the process worked in removing ingredients that had been included on the No-No List: First, the team walked through the suppliers’ ingredient declarations to understand everything that went into the dressing, including “sub-ingredients” she says might not have been listed on the declaration. Often this required suppliers going back to their own vendors to learn more about those sub-ingredients. The Panera team then told the suppliers which ingredients they wanted removed and how they wanted the product reformulated.

“Sometimes it’s really easy and you just can take things out sometimes you just take one out and insert one sometimes you take out one and you have to put three back in,” she says. “It’s very different for each product.” The whole process, from initiating the dialogue to rolling the reformulated product out nationwide—which includes test markets in between—takes about a year, she adds.

Kish says Panera’s suppliers admirably stepped up to the challenge of cleaning up their own products, adding that the dialogue among all parties was beneficial for everyone in understanding what exactly was in the food. That understanding, he says, will help as national brands like Panera work to make clean, healthy food available and affordable to the masses.

“When everyone eats better, we’re a much stronger society than where we are today. This will play out over decades, not days or weeks,” he says. “I look forward to the day when we stop calling things ‘clean’ and we just call it ‘food’ again.”

The national push among limited-service restaurants to clean up their menus is a great way for brands to earn credit for doing the right thing in the health department. But it’s also a response to sweeping consumer trends.

According to information from market research firm The Hartman Group, customers are increasingly interested in clean labels. The firm’s research shows that when they’re shopping for food and beverages, 65 percent of customers are looking for food and beverages with ingredients they recognize (versus 60 percent who did so in 2010). Meanwhile, 60 percent of customers are looking for food and beverages with the shortest list of ingredients, compared with 50 percent who did so five years ago.

Melissa Abbott, a vice president with The Hartman Group, attributes much of the rising interest in clean-label eating to social media. While customers have long been interested in healthier eating, she says, social media has heightened awareness of what is in food and how it affects the body.

“Consumers who had to proactively go and seek that information out before, now they’re just sitting there on their tablet [or] on their smartphone and they’re learning about these things,” Abbott says. “Their expectation now is that ‘healthy’ is all-encompassing, and increasingly so.”

Abbott says all of the healthy eating trends over the years—low-carb, low-fat, low-calorie, gluten-free, and so on—have all played into a larger movement that encompasses everything from sustainability and sourcing practices to humane treatment of animals and the absence of harmful ingredients. What consumers ultimately are looking for, she says, are brands that care about the quality of their food. That means that some brands looking to clean up their ingredient lists simply for the marketing win will fall flat with their customer base.

“To just kind of jump on the bandwagon, to the consumer, lacks integrity,” Abbott says. “But if you have a foodservice operator who is already kind of speaking to that and showcasing that mentality and already playing in that space, the consumer expects it. And that is where they’re going to be willing to pay a little bit more.”

That’s especially true of Millennial consumers, says Leeann Leahy, CEO of The VIA Agency, a marketing firm responsible for Perdue Farms’ recent campaign promoting its “No Antibiotics Ever” chicken. She says Millennials are demanding ethical business practices from the companies they commit their dollars to, and with food businesses, that includes menu transparency and a detailed heritage of where the ingredients are coming from.

“They demand an understanding and transparency around what the values of that organization are, what the purpose of that brand is, and if it’s an ethically driven company,” Leahy says. “Whether they’re buying socks or food or booze, they’re looking at those things across every category.”

There isn’t complete agreement, however, on what constitutes a more ethically minded menu. Limited-service brands have committed to removing everything from artificial flavors to added antibiotics and hormones to genetically modified organisms (GMOs) in an effort to clean up their menus.

McDonald’s made the big decision this year to source only chicken raised without antibiotics, a move that other limited-service brands, including Chick-fil-A and Wendy’s, have likewise committed to. And Chipotle, which announced its initiative to remove GMOs from the menu in 2014, earlier this year confirmed that it had successfully gone GMO-free (excluding several beverages).

According to a Zagat report released in September on fast-casual consumer preferences, 19 percent of respondents said it was very important to them that fast casuals offer GMO-free food, while 35 percent said it was somewhat important. Meanwhile, 14 percent of customers said organic foods were very important, while 45 percent reported that organic foods were at least somewhat important. For comparison, only 5 percent of customers said gluten free was very important, and only 14 percent said it was somewhat important.

Noodles & Company, the Denver-based fast casual, has focused on a number of clean menu initiatives since it was founded 20 years ago. Glenn Douglas, vice president of supply chain, says that has long included naturally raised pork, organic tofu, and 14 types of freshly sourced vegetables.

Two years ago, though, Noodles & Company made the decision to re-evaluate the entire menu to take its clean ingredients a step further, Douglas says. That decision led the company to remove all artificial colors, flavors, preservatives, and sweeteners from its sauces, condiments, soups, and dressings, as well as to introduce an artificial ingredient–free bread and antibiotic- and added-hormone–free bacon. Douglas says the company is looking into added-hormone–free cheese and naturally raised steak and hopes to roll out antibiotic-free chicken by Q4 of 2016.

All of these things are relevant to Noodles’ core demographic, Douglas says, which today includes “busy, career-minded Millennial parents with families.”

“Today more than ever, these guests are looking for transparency just as much as healthy options to nourish their bodies,” he says via email. “They want to know what they are serving their families and are looking for a restaurant that can provide the fresh, homemade-cooking experience for them, so they can spend that extra time nourishing their most cherished relationships: their family.”

The VIA Agency’s Leahy says the public conversation around food additives like antibiotics, GMOs, and chemicals has been so negative that many customers no longer see clean ingredients as a positive option they see it as an expectation. She adds that the expectation for these foods grows even as experts and scientists assert that certain additives, like GMOs, aren’t actually bad for the body.

“Honestly, the fast-casual segment made this affordable, at least perception-wise,” she says. “Once upon a time organic and antibiotic-free were something for the wealthy. But then enter Chipotle and everyone can have a salad with free-range chicken and antibiotic-free meat and farm-fresh vegetables.”

Searching for better ingredients

But it’s not just fast casuals who have committed to cleaner menus. Large quick-service brands are also answering customers’ calls for cleaner ingredients and committing to gradual shifts in sourcing practices.

Papa John’s is one such brand. The company that has made the tagline “Better ingredients. Better pizza.” a household catchphrase is doubling down on the “better” claim, pulling out dozens of artificial flavors. The company boasts on its website that there are 65 “unwanted ingredients removed or not used” on its menu, versus 35 at Panera and 80 at Chipotle. Meanwhile, it lists 24 “unwanted ingredients currently used” at Papa John’s compared with 54 at Panera and nine at Chipotle, and 14 “unwanted ingredients publicly committed to removing by 2016,” versus 54 at Panera and zero at Chipotle.

Founder and CEO John Schnatter says the process of cleaning up the menu began in earnest in the ’90s, when the company—which already used fresh dough, vegetables, and sauces—worked with its meat suppliers to take out any additives. The commitment progressed over time, he says, but the formal attempt to go “clean label,” which has been spearheaded by the company’s senior vice president of research and development, quality assurance (QA), and supply chain, Sean Muldoon, came together between 2010 and 2013.

“We really weren’t that smart we were just trying to walk the talk, do what we thought was right in our heart of hearts on putting our money where our mouth is on ‘Better ingredients. Better pizza,’” Schnatter says. “We had no idea the Millennials would dig what we were already doing. It was just sheer luck, because we were just being defensive. This wasn’t an offensive play. Sean and his team have gotten us in a position where, by the end of the year, we’ll be within one or two ingredients of Chipotle on the clean label.”

That commitment doesn’t come cheap. In announcing its clean menu initiative earlier this year, Papa John’s stated that it spends about $100 million a year on the efforts. Schnatter says that figure will be more like $110–$120 million this year, adding that the extra cost comes from sourcing higher-quality ingredients.

Muldoon says keeping R&D, QA, and supply chain all under his purview has helped Papa John’s maintain its high clean-label standards. He says the ingredient changes take anywhere from six months to two years to implement, adding that the company works closely with its small group of suppliers to develop reformulated recipes.

He points to the chain’s sauces as one of the hardest ingredients to get right. “We have a supplier that has a team of really talented food scientists who we collaborate with, and they’re in our offices and in our labs a lot,” he says. “In terms of process, there’s a ton of sampling various iterations of recipes. We’ve got to get those recipes right to where we think they do two things: One, they deliver on our gold-standard flavor needs, but two, [they deliver] on our clean label as we define clean label. And sometimes it’s a challenge to do both those things.”

While the company has not committed to antibiotic-free proteins or GMO-free ingredients, Muldoon says his team will be “very strategic” and “very intentional” if it moves in that direction. He adds that the company learns from its global practices when rolling changes out domestically for example, much of its European business is already GMO-free because of the way the agriculture infrastructure is established there.

Yum! Brands concepts Pizza Hut and Taco Bell have also taken strides in cleaning up their menus. Both companies committed this year to removing artificial flavors and colors, while Taco Bell also pledged to take out high-fructose corn syrup, trans fats, partially hydrogenated oils, and unsustainable palm oil.

Dominique Vitry, director of culinary innovation at Pizza Hut, says customers today are more interested in learning about the foods they consume and are demanding more transparency, which is part of the reason the company chose to pull out unnecessary additives. But she says Pizza Hut also used the opportunity to improve upon its recipes to ensure the quality wasn’t just on par with before, but was even better.

“People hear things like removal of flavors or ingredients, and they start to think, ‘Oh, what have you done? Have you taken flavor out?’ And that is absolutely not what we’ve done here,” she says. “We want to make sure we are the best and we are the most flavorful, and we’ve got to get it right every time.”

Taco Bell’s menu cleanup has been going on for about a decade, says Liz Matthews, the brand’s chief food innovation officer. The company first reduced its sodium content by 15 percent and then simplified its menu further by removing things such as MSG and butylated hydroxyanisole. The pledge this May to remove artificial flavors and other ingredients—a process that had been in the works for a year and should be complete by the beginning of 2016—touched about 95 percent of the Taco Bell menu.

Matthews says Taco Bell’s scale made the cleanup complex. The company has several food suppliers and worked with each one to reformulate recipes and test each iteration. But the fact that the brand had close relationships with each supply partner and was already familiar with those partners’ vendors, she adds, made the process run more smoothly.

“Knowing that immediately, off the bat, already puts you ahead of the game. Just as we build partnerships with our strategic partners, they’re building those partnerships with their strategic partners,” Matthews says. “When you get everybody into a room and say, ‘This is where we’re headed’—and we all know as an industry this is where we’re headed and this is where we need to go in terms of what the customers are saying—you’d be surprised when you make the conscious decision of where you’re going you get a lot more cooperation versus just talking to one partner.”

Next up on Taco Bell’s list of ingredients to remove is preservatives, Matthews says, which will be a little trickier to take out than artificial flavors. But when you’re a business with 50 million customers a week and those customers are telling you they want a cleaner menu, Matthews says, then it’s worth the time, effort, and money.

“I think our role is to listen to the consumers,” she says. “If they’re telling us they want less in their food, then you know what? Less is more for us let’s remove where we can.”


Triphenyl phosphate, found in ‘eco-friendly’ nail polish, spurs worries

Welp. I am slightly unsettled reading this article, but not at all surprised. No one should use nail polish of any kind, whether 3-Free, 5-Free, 8-Free, etc., and think that it is “safe.” The same reason you do not want interior paint on your skin, or you wouldn’t take a deep breath in a freshly painted room or over an open can of paint. There are chemicals! Some are really bad, some are minorly bad, some innocuous. I regularly review nail polish here and when it comes to “Envirofactor” no polish gets a perfect score!

It also isn’t surprise that companies took out the ingredients plagued with bad PR and replaced them with chemicals that can also be detrimental to health. However, before I place blame on the nail polish manufacturers I must look to the federal regulations in the United States that allows untested chemicals to be used in consumer products without any testing (scientific or otherwise). The “good” news is that avoiding TPHP is fairly simple since it enters the body through dermal exposure: either paint neatly or tape the skin around your nails. Another good measure to avoid inhalation exposure is to be in a well ventilated room with a face mask on. This was longer than expected and really deserves its own post, look out for that soon!

By Michael Hawthorne, 10/23/2015 — Some cosmetics manufacturers and beauty salons promote “eco-friendly” nail polishes that are free of a handful of chemicals linked to cancer and reproductive problems.

Copyright Jose M. Osorio/Chicago Tribune 2014

But a new study suggests a replacement for one of those toxic compounds might be just as worrisome.

Signs of triphenyl phosphate, known as TPHP or TPP, turned up in every one of the 26 women tested a few hours after they applied nail polish commonly sold at department stores and pharmacies. The chemical, used to make polish flexible and durable, also is an ingredient in a controversial flame retardant added to furniture cushions.

Scientists are increasingly concerned about triphenyl phosphate because animal studies indicate it is an endocrine disruptor, meaning it can mimic natural hormones and scramble the healthy development of cells. One study showed the chemical can trigger obesity by causing immature bone cells to transform into fat. Another linked exposure to fertility problems.

The new study’s authors said popular nail polish lines — including OPI, Sally Hansen, Revlon, Maybelline and Wet N Wildswitched to triphenyl phosphate during the past decade after pressure from consumers and retailers forced them to phase out the use of another compound, dibutyl phthalate, which is banned in cosmetics in Europe and listed as a developmental toxin in California.

“The emerging science seems to be moving toward TPHP being problematic for similar reasons,” said Heather Stapleton, a Duke University chemist who co-wrote the exposure study, published this week in the peer-reviewed journal Environment International.

Though researchers acknowledged the small sample size in their study, they said exposure likely is widespread. Triphenyl phosphate is listed as an ingredient in half of the 3,000 nail products reviewed by the Environmental Working Group, a nonprofit organization that collaborated with Stapleton on the new study and has pushed for years to overhaul regulation of cosmetics.

It is unclear what, if any, hazards the chemical poses at the levels detected in women who participated in the new study. But the discovery that levels spiked shortly after they applied nail polish shows how difficult it can be even for diligent consumers to avoid chemicals in cosmetics and household products.

Stapleton and her colleagues focused on nail polish after an earlier study found that women tend to have higher levels of TPHP in their bodies than men. In the new study, levels remained stable when the participants wore gloves fitted with synthetic nails, suggesting the chemical is absorbed through the skin rather than inhaled.

The Food and Drug Administration said in a statement that federal law doesn’t require manufacturers to prove that cosmetic ingredients are safe before putting them on the market or even file product formulations with the FDA.

Echoing earlier statements about other chemicals in personal care products, the chief trade group for cosmetics manufacturers called the Stapleton-EWG study “speculative” and “misleading.”

“The makers of nail polish stand behind their products and take pride in providing Americans with access to a wide variety of safe, high quality and innovative products they trust and enjoy,” the Personal Care Products Council said in a statement.

In recent years several companies have started labeling nail polish as 𔄛-free,” meaning the products do not contain the toxic chemicals toluene, formaldehyde or dibutyl phthalate, the compound that triphenyl phosphate replaced in some product lines.

Several other common nail product ingredients also pose health risks to salon workers and customers. A 2007 safety brochure from the U.S. Environmental Protection Agency lists 17 chemicals that can trigger a burning throat or lungs, labored breathing or shortness of breath.

“For women using nail polish regularly, this represents a source of chronic exposure,” said Joseph Allen, a Harvard University researcher who has documented toxic air in nail salons but was not involved in the new study. “Unfortunately, but not surprisingly, consumers often can’t make informed decisions about the products they purchase and use due to a lack of reporting and transparency workers in nail salons simply have no choice at all when it comes to avoiding exposure.”

The EPA is concerned about triphenyl phosphate for different reasons. The chemical is an ingredient in Firemaster 550, a flame retardant the agency once touted as safe but has since determined could pose significant health risks.

A 2012 Tribune investigation revealed the EPA endorsed Firemaster 550 even though the agency’s own scientists were deeply skeptical of its safety. Studies conducted by its manufacturer found that exposing rats to the flame retardant can lower birth weight, alter female genitalia and cause skeletal malformations.

Independent scientists, including Stapleton, later found that small doses of Firemaster 550 administered to rats can trigger obesity, anxiety and other problems.

Last year the EPA added triphenyl phosphate to a list of chemicals targeted for in-depth reviews based on widespread exposure and potential toxicity.

“This is another example of why we need better cosmetics regulation and chemical regulation in general,” said Johanna Congleton, a senior scientist at the Environmental Working Group who co-wrote the new nail polish study. “We shouldn’t allow industry to keep replacing one bad chemical with another.”


Papa John's is going healthy

Papa John's is actively pushing towards healthier ingredients and wants its customers to know it.

The pizza chain emphasizes quality above all else and is looking for ways to effectively communicate its incentives with customers.

In an earnings call on Wednesday, the company revealed its revamping its digital presence and advertising campaigns to connect with customers.

" We recently began to showcase our ongoing efforts through a mix of ads and press releases," said John H. Schnatter , CE O of Papa John's, during the call. "This is more than a campaign. It's another way we communicate to our customers that we share their passion for superior quality."

The company also revealed that it plans to launch an "enhanced" version of its website next month.

With new menu items and the chain's push towards healthier substitutes, furthering and improving digital initiatives is necessary to generate buzz.

" Our digital platforms are such an important piece of our customer service commitment and driving digital mix will clearly remain a priority," Schnatter said during the call.

The pizza chain unveiled a new menu last month, dubbed " Papa's Lighter Choices," consisting of five nutritional plates.

Some of them include Mediterranean Veggie, Chicken & Veggie and Grilled Chicken & Canadian Bacon.

"We're always tinkering with new menu items and recipes, and this is a great option for people who prefer pizza on the lighter side," said Bob Kraut , chief marketing officer at Papa John's, in a press release. "You won't find any processed, low-calorie ingredients because our Papa's Lighter Choices menu items are made from the same better ingredients our customers expect from us."

In June, the chain announced its plan to spend $100 million a year working to eliminate 14 artificial ingredients from its menu.

Replacing artificial ingredients with natural ingredients is so costly for the company because of the higher price of the replacement.

Other fast food chains like Panera, Subway, Taco Bell, and McDonald's have also been removing artificial ingredients and other additives from their menus.

Papa John's healthier push didn't start this year the chain introduced its healthy Greek Pizza to the menu last year, which has been received really well by customers.

The company isn't planning to stop reinventing its menu any time soon.

" We have even more recipes in-store for 2015 and we're looking forward to sharing them," Schnatter said during the call.

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Papa John's is going healthy

Papa John's is actively pushing towards healthier ingredients and wants its customers to know it.

The pizza chain emphasizes quality above all else and is looking for ways to effectively communicate its incentives with customers.

In an earnings call on Wednesday, the company revealed its revamping its digital presence and advertising campaigns to connect with customers.

" We recently began to showcase our ongoing efforts through a mix of ads and press releases," said John H. Schnatter , CE O of Papa John's, during the call. "This is more than a campaign. It's another way we communicate to our customers that we share their passion for superior quality."

The company also revealed that it plans to launch an "enhanced" version of its website next month.

With new menu items and the chain's push towards healthier substitutes, furthering and improving digital initiatives is necessary to generate buzz.

" Our digital platforms are such an important piece of our customer service commitment and driving digital mix will clearly remain a priority," Schnatter said during the call.

The pizza chain unveiled a new menu last month, dubbed " Papa's Lighter Choices," consisting of five nutritional plates.

Some of them include Mediterranean Veggie, Chicken & Veggie and Grilled Chicken & Canadian Bacon.

"We're always tinkering with new menu items and recipes, and this is a great option for people who prefer pizza on the lighter side," said Bob Kraut , chief marketing officer at Papa John's, in a press release. "You won't find any processed, low-calorie ingredients because our Papa's Lighter Choices menu items are made from the same better ingredients our customers expect from us."

In June, the chain announced its plan to spend $100 million a year working to eliminate 14 artificial ingredients from its menu.

Replacing artificial ingredients with natural ingredients is so costly for the company because of the higher price of the replacement.

Other fast food chains like Panera, Subway, Taco Bell, and McDonald's have also been removing artificial ingredients and other additives from their menus.

Papa John's healthier push didn't start this year the chain introduced its healthy Greek Pizza to the menu last year, which has been received really well by customers.

The company isn't planning to stop reinventing its menu any time soon.

" We have even more recipes in-store for 2015 and we're looking forward to sharing them," Schnatter said during the call.

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The Global Polyisobutylene (PIB) Market is expected to grow by 349.26 thousand MT during 2021-2025 progressing at a CAGR of over 5% during the forecast period

Global Polyisobutylene (PIB) Market 2021-2025 The analyst has been monitoring the polyisobutylene (PIB) market and it is poised to grow by 349. 26 thousand MT during 2021-2025 progressing at a CAGR of over 5% during the forecast period.New York, May 31, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Polyisobutylene (PIB) Market 2021-2025" - https://www.reportlinker.com/p04821854/?utm_source=GNW Our report on the polyisobutylene (PIB) market provides a holistic analysis, market size and forecast, trends, growth drivers, and challenges, as well as vendor analysis covering around 25 vendors.The report offers an up-to-date analysis regarding the current global market scenario, latest trends and drivers, and the overall market environment. The market is driven by the increase in demand from automotive industry and growing demand for PIB-based fuel additives. In addition, Increase in demand from automotive industry is anticipated to boost the growth of the market as well.The polyisobutylene (PIB) market analysis includes the type and application segments and geographic landscape.The polyisobutylene (PIB) market is segmented as below:By Type• HR-PIB• Enhanced PIBBy Application• Additives• Automotive• OthersBy Geographical Landscape• Europe• North America• APAC• South America• MEAThis study identifies the increasing demand from other diversified applicationsas one of the prime reasons driving the polyisobutylene (PIB) market growth during the next few years.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters. Our report on polyisobutylene (PIB) market covers the following areas:• Polyisobutylene (PIB) market sizing• Polyisobutylene (PIB) market forecast• Polyisobutylene (PIB) market industry analysisThis robust vendor analysis is designed to help clients improve their market position, and in line with this, this report provides a detailed analysis of several leading polyisobutylene (PIB) market vendors that include BASF SE, Braskem SA, Chevron Corp., Daelim Co. Ltd., DuPont de Nemours Inc., Evonik Industries AG, INEOS Group Holdings SA, LyondellBasell Industries NV, The Lubrizol Corp., and TPC Group. Also, the polyisobutylene (PIB) market analysis report includes information on upcoming trends and challenges that will influence market growth. This is to help companies strategize and leverage all forthcoming growth opportunities.The study was conducted using an objective combination of primary and secondary information including inputs from key participants in the industry. The report contains a comprehensive market and vendor landscape in addition to an analysis of the key vendors.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters such as profit, pricing, competition, and promotions. It presents various market facets by identifying the key industry influencers. The data presented is comprehensive, reliable, and a result of extensive research - both primary and secondary. Technavio’s market research reports provide a complete competitive landscape and an in-depth vendor selection methodology and analysis using qualitative and quantitative research to forecast the accurate market growth.Read the full report: https://www.reportlinker.com/p04821854/?utm_source=GNWAbout ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.__________________________ CONTACT: Clare: [email protected] US: (339)-368-6001 Intl: +1 339-368-6001

Worldwide Sustainable Footwear Industry to 2026 - Key Motivators, Restraints and Opportunities

Dublin, May 31, 2021 (GLOBE NEWSWIRE) -- The "Sustainable Footwear Market 2020-2026" report has been added to ResearchAndMarkets.com's offering. The global sustainable footwear market is anticipated to grow at a CAGR of 6.2% during the forecast period. The growing emphasis and advancements in sustainability across the globe are majorly driving the demand for sustainable footwear. Additionally, strict environmental regulation is also fostering the growth of the sustainable footwear market. Furthermore, non-government organizations such as PETA are working to decrease animal cruelty during the manufacturing of apparel and footwear by increasing awareness among the people. In addition to this, these organizations also encourage people across the globe to adopt a sustainable alternative for clothing and footwear options. This, in turn, will also drive the market of the sustainable footwear market. Moreover, the rising e-commerce market is also enabling people to buy these products at remote locations, as a number of companies are just start-ups and have very limited branches and customer reach in a particular country.The global sustainable footwear market is segmented based on type and end-users. Based on the product type, the market is sub-segmented into athletic and non-athletic. The non-athletic segment will hold a major market share during the forecast period. Based on the end-users, the market is sub-segmented into men, women, and children.The global sustainable footwear market is further segmented based on geography including North America, Europe, Asia-Pacific, and the Rest of the World. North America is expected to show significant growth in the market during the forecast period. The growth in the region is attributed to the presence of a large number of sustainable footwear brands.The key players of the global sustainable footwear market include Adidas AG, Puma SE, Nike Inc., Allbirds, Inc., Everlane, Inc., Rothy's, Inc., VEJA, and others. The market players are considerably contributing to the market growth by the adoption of various strategies including mergers, and acquisitions, new product launches, and funding to the start-ups, to stay competitive in the market. For instance, in July 2020, VEJA launched a new sneaker named Urca that is made from food waste.Market Segmentation:1. Global Sustainable footwear Market Research and Analysis by Product Type2. Global Sustainable footwear Market Research and Analysis by Distribution Channel.The Report Covers: Comprehensive research methodology of the global sustainable footwear market.This report also includes a detailed and extensive market overview with key analyst insights.An exhaustive analysis of macro and micro factors influencing the market guided by key recommendations.Analysis of regional regulations and other government policies impacting the global sustainable footwear market.Insights about market determinants that are stimulating the global sustainable footwear industry.Detailed and extensive market segments with regional distribution of forecasted revenues.Extensive profiles and recent developments of market players. Key Topics Covered: 1. Report Summary 1.1. Research Methods and Tools1.2. Market Breakdown1.2.1. By Segments1.2.2. By Geography2. Market Overview and Insights 2.1. Scope of the Report2.2. Analyst Insight & Current Market Trends2.2.1. Key Findings2.2.2. Recommendations2.2.3. Conclusion3. Competitive Landscape 3.1. Competitive Dashboard3.2. Key Strategy Analysis3.3. Key Company Analysis3.3.1. Adidas AG3.3.1.1. Overview3.3.1.2. Financial Analysis3.3.1.3. SWOT Analysis3.3.1.4. Recent Developments3.3.2. Allbirds, Inc.3.3.2.1. Overview3.3.2.2. SWOT Analysis3.3.2.3. Recent Developments3.3.3. Puma SE3.3.3.1. Overview3.3.3.2. Financial Analysis3.3.3.3. SWOT Analysis3.3.3.4. Recent Developments3.3.4. Converse Inc. (Nike Inc.)3.3.4.1. Overview3.3.4.2. Financial Analysis3.3.4.3. SWOT Analysis3.3.4.4. Recent Developments3.3.5. VEJA3.3.5.1. Overview3.3.5.2. SWOT Analysis3.3.5.3. Recent Developments4. Market Determinants 4.1. Motivators4.2. Restraints4.3. Opportunities5. Market Segmentation 5.1. Global Sustainable FootwearMarket by Type5.1.1. Athletic5.1.2. Non-Athletic5.2. Global Sustainable Footwear Market by End-Users5.2.1. Men5.2.2. Women5.2.3. Children6. Regional Analysis 6.1. North America6.1.1. United States6.1.2. Canada6.2. Europe6.2.1. UK6.2.2. Germany6.2.3. France6.2.4. Rest of Europe6.3. Asia-Pacific6.3.1. China6.3.2. Japan6.3.3. Rest of Asia-Pacific6.4. Rest of the World7. Company Profiles 7.1. Ahimsa Vegan Shoes7.2. Adidas AG7.3. Allbirds, Inc.7.4. Amour Vert, Inc.7.5. BaabukSarl7.6. Cariuma Central Pte Ltd7.7. Converse Inc. (Nike Inc.)7.8. Everlane,Inc.7.9. GiessweinWalkwaren AG7.10. Keep Co.7.11. LYMI, Inc.7.12. Native Canada Footwear Ltd.7.13. Nisolo, LLC7.14. Nothing New7.15. Oka-B7.16. Puma SE7.17. Rothy's, Inc.7.18. Saola USA Inc.7.19. The Reformation Inc.7.20. The Root Collective7.21. The Tropic Feel, S.L7.22. Timberland (VF Outdoor, LLC)7.23. TOMS Shoes, LLC7.24. VEJAFor more information about this report visit https://www.researchandmarkets.com/r/anb78l CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood, Senior Press Manager [email protected] For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900

LSO/Tilson Thomas/Wang review – a rip-roaring return

LSO/Tilson Thomas/Wang review – a rip-roaring return LSO St Luke’s, LondonA thrilling resumption of full orchestral performance, with Shostakovich, Copeland and Tchaikovsky all delivered with wit and dazzling energy Devil-may-care glamour … Yuja Wang Photograph: Roberto Serra - Iguana Press/Getty Images

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The Global Automotive Carbon Ceramic Brake Rotors Market is expected to grow by $ 204.26 million during 2021-2025, progressing at a CAGR of almost 13% during the forecast period

Global Automotive Carbon Ceramic Brake Rotors Market 2021-2025 The analyst has been monitoring the automotive carbon ceramic brake rotors market and it is poised to grow by $ 204.New York, May 31, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Automotive Carbon Ceramic Brake Rotors Market 2021-2025" - https://www.reportlinker.com/p04828759/?utm_source=GNW 26 million during 2021-2025, progressing at a CAGR of almost 13% during the forecast period. Our report on automotive carbon ceramic brake rotors market provides a holistic analysis, market size and forecast, trends, growth drivers, and challenges, as well as vendor analysis covering around 25 vendors.The report offers an up-to-date analysis regarding the current global market scenario, latest trends and drivers, and the overall market environment. The market is driven by the regulations restricting brake dust formation, performance and fuel efficiency benefits of carbon ceramic brake pads, and OEMs offering advanced braking systems as product differentiators to attract more customers. In addition, regulations restricting brake dust formation is anticipated to boost the growth of the market as well.The automotive carbon ceramic brake rotors market analysis includes type segment and geographic landscape.The automotive carbon ceramic brake rotors market is segmented as below:By Type• Drilled rotors• Slotted rotorsBy Geographical Landscape• Europe• North America• APAC• South America• MEAThis study identifies the advanced manufacturing processes incorporating lost core technology as one of the prime reasons driving the automotive carbon ceramic brake rotors market growth during the next few years. Also, the development of high-performance braking systems based on adaptive braking systems and the development of advanced curved, airfoil-shaped vanes leading to lightweight brake calipers will lead to sizable demand in the market.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters. Our report on automotive carbon ceramic brake rotors market covers the following areas:• Automotive carbon ceramic brake rotors market sizing• Automotive carbon ceramic brake rotors market forecast• Automotive carbon ceramic brake rotors market industry analysisThis robust vendor analysis is designed to help clients improve their market position, and in line with this, this report provides a detailed analysis of several leading automotive carbon ceramic brake rotors market vendors that include Akebono Brake Industry Co. Ltd., Alcon Components Ltd., Baer Inc., Brembo Spa, Centric Parts, MAT Foundry Group Ltd., Rotora, Shenzhen LeMyth Technology Co. Ltd., Surface Transforms Plc, and Wilwood Engineering Inc. Also, the automotive carbon ceramic brake rotors market analysis report includes information on upcoming trends and challenges that will influence market growth. This is to help companies strategize and leverage all forthcoming growth opportunities.The study was conducted using an objective combination of primary and secondary information including inputs from key participants in the industry. The report contains a comprehensive market and vendor landscape in addition to an analysis of the key vendors.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters such as profit, pricing, competition, and promotions. It presents various market facets by identifying the key industry influencers. The data presented is comprehensive, reliable, and a result of extensive research - both primary and secondary. Technavio’s market research reports provide a complete competitive landscape and an in-depth vendor selection methodology and analysis using qualitative and quantitative research to forecast the accurate market growth.Read the full report: https://www.reportlinker.com/p04828759/?utm_source=GNWAbout ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.__________________________ CONTACT: Clare: [email protected] US: (339)-368-6001 Intl: +1 339-368-6001

China allows couples to have three children as birthrate falls

China will allow couples to have three children after a census showed its population is rapidly ageing, state media said Monday, further unwinding four decades of strict family planning controls in the world's most populous nation which have strangled the birthrate.

Global Consumer Appliances Market (2020 to 2026) - Featuring Hitachi, LG Electronics and Samsung Among Others

Dublin, May 31, 2021 (GLOBE NEWSWIRE) -- The "Consumer Appliances Market 2020-2026" report has been added to ResearchAndMarkets.com's offering. The global consumer appliances market is anticipated to grow at a CAGR of 6.2% during the forecast period. The increasing emphasis of industry players on launching products that provide consumers with technology along with functionality is driving the consumer appliance market. Moreover, appliances with connected devices & various intelligent features are also driving market growth all across the globe.The global consumer appliances market is segmented based on product type, usage, and distribution channels. Based on the product type, the market is segmented into air solutions, entertainment, laundry & cleanliness, connectivity, water solution, kitchen appliances, grooming accessories, wearables, and other consumer appliances. The air solution (HVAC system, air purifier, air cooler, fans, and exhaust fans), entertainment (television, speaker, smart speaker & radio, gaming console, and digital camera), laundry & cleanliness (washing machine & dryers, dishwasher, and vacuum cleaner), connectivity (smartphones, tablets, and desktop, laptops & its accessories), water solution (water purifiers, water geysers, and water pump), and kitchen appliances (refrigerators, microwave, mixer & juicer, stove & hobs, and others) are further sub-segmented.By usage, the market is sub-segmented into personal care/individual and domestic use. The personal care/individual segment is expected to experience a significant growth rate during the forecast period. On the basis of the distribution channel, the market is sub-segmented into online and offline. The global consumer appliances market is further segmented based on geography including North America, Europe, Asia-Pacific, and the Rest of the World. The Asia Pacific is expected to show significant growth in the market during the forecast period. The growth in the region is owing to the increased digitalization across the region.The key players of the global consumer appliances market include Apple Inc., Samsung Electronics, Whirlpool Corp., BBK Electronics Corp., Dell Inc., Panasonic Corp., Koninklijke Philips N.V., Ingersoll Rand Plc., AB Electrolux, Hitachi, Ltd., Rinnai Corp. The market players are considerably contributing to market growth by adopting various growth strategies to stay competitive in the market. For instance, in June 2020, Samsung Electronics expended its IoT profile offering in India with the launch of connected refrigerator SpaceMax Family Hub. The refrigerator comes with various features such as automate meal planning and connects with other smart appliances including smartphones and provides an entertainment screen on the refrigerator.Market Segmentation:1. Global Consumer Appliances Market Research and Analysis by Product Type2. Global Consumer Appliances Market Research and Analysis by Usage3. Global Consumer Appliances Market Research and Analysis by Distribution ChannelThe Report Covers: Comprehensive research methodology of the global consumer appliances market.This report also includes a detailed and extensive market overview with key analyst insights.An exhaustive analysis of macro and micro factors influencing the market guided by key recommendations.Analysis of regional regulations and other government policies impacting the global consumer appliances market.Insights about market determinants that are stimulating the global consumer appliances market.Detailed and extensive market segments with regional distribution of forecasted revenues.Extensive profiles and recent developments of market players. Key Topics Covered: 1. Report Summary2. Market Overview and Insights3. Competitive Landscape 3.1. Key Strategy Analysis3.2. Key Company Analysis3.2.1. Apple Inc.3.2.1.1. Overview3.2.1.2. Financial Analysis3.2.1.3. SWOT Analysis3.2.1.4. Recent Developments3.2.2. Hitachi, Ltd.3.2.2.1. Overview3.2.2.2. Financial Analysis3.2.2.3. SWOT Analysis3.2.2.4. Recent Developments3.2.3. LG Electronics Inc.3.2.3.1. Overview3.2.3.2. Financial Analysis3.2.3.3. SWOT Analysis3.2.3.4. Recent Developments3.2.4. Samsung Electronics3.2.4.1. Overview3.2.4.2. Financial Analysis3.2.4.3. SWOT Analysis3.2.4.4. Recent Developments3.2.5. Whirlpool Corp.3.2.5.1. Overview3.2.5.2. Financial Analysis3.2.5.3. SWOT Analysis3.2.5.4. Recent Developments4. Market Determinants 4.1. Motivators4.2. Restraints4.3. Opportunities5. Market Segmentation 5.1. Global Consumer Appliances Market by Product Type5.1.1. Air Solution5.1.1.1. HVAC System5.1.1.2. Air Purifier5.1.1.3. Air Cooler5.1.1.4. Fans and Exhaust Fans5.1.2. Entertainment5.1.2.1. Television5.1.2.2. Speaker, Smart Speaker &Radio5.1.2.3. Gaming Console5.1.2.4. Digital Camera5.1.3. Laundry & Cleanliness5.1.3.1. Washing Machine & Dryers5.1.3.2. Dishwasher5.1.3.3. Vacuum Cleaner5.1.4. Connectivity5.1.4.1. Smartphone5.1.4.2. Tablets5.1.4.3. Desktop & Laptop (& Accessories)5.1.5. Water Solution5.1.5.1. Water Purifier5.1.5.2. Water Geyser5.1.5.3. Water Pump5.1.6. Kitchen Appliances5.1.6.1. Refrigerators5.1.6.2. Microwave5.1.6.3. Mixer & Juicer5.1.6.4. Stove &Hobs5.1.6.5. Others (Electric Chimney, Kettle, Toaster)5.1.7. Grooming Accessories (Trimmer, Hair Dryer, Straightener, Electric Brush)5.1.8. Wearables5.1.9. OtherConsumer Appliances5.2. Global Consumer AppliancesMarket by Usage5.2.1. Personal Care/Individual5.2.2. Domestic Use5.3. Global Consumer Appliances Market by Distribution Channel5.3.1. Online Channel5.3.2. Offline Channel6. Regional Analysis 6.1. North America6.1.1. United States6.1.2. Canada6.2. Europe6.2.1. UK6.2.2. Germany6.2.3. Italy6.2.4. Spain6.2.5. France6.2.6. Rest of Europe6.3. Asia-Pacific6.3.1. China6.3.2. India6.3.3. Japan6.3.4. Rest of Asia-Pacific6.4. Rest of the World7. Company Profiles 7.1. Arcelik A.S7.2. Apple Inc.7.3. BBK Electronics Corp.7.4. BSH Hausgerate GmbH7.5. Carrier Corp.7.6. Canon Inc.7.7. Daikin Industries, Ltd.7.8. Dell Inc.7.9. Dyson Ltd.7.10. Electrolux AB7.11. General Electric Co.7.12. Google, LLC7.13. Gree Electric Appliances Inc.7.14. Haier Group Corp.7.15. Hitachi, Ltd.7.16. Huawei Technologies Co., Ltd.7.17. Ingersoll Rand Plc.7.18. Koninklijke Philips N.V.7.19. Lenovo Group Ltd.7.20. LG Electronics Inc.7.21. Midea Group7.22. Miele & Cie. KG7.23. Mitsubishi Electric Corp.7.24. Nikon Corp.7.25. Panasonic Corp.7.26. Rinnai Corp.7.27. Samsung Electronics Co., Ltd.7.28. Sony Corp.7.29. Spectrum Brands Holdings, Inc.7.30. TCL Technology Group Corp.7.31. Toshiba Corp.7.32. Vorwerk & Co. KG7.33. Whirlpool Corp.7.34. Xiaomi Corp.For more information about this report visit https://www.researchandmarkets.com/r/7gmfg7 CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood, Senior Press Manager [email protected] For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900

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Global and China Port Automated Driving Report 2021: Global Freight Shipping Rates will Rev up Deployment - ResearchAndMarkets.com

The "Global Port Automated Driving Report, 2021" report has been added to ResearchAndMarkets.com's offering.

Courtney Cox and Ed Sheeran recreate Monica and Ross's ɿriends' dance routine

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Covid news – live: Vaccine passports ‘dropped’ as 21 June lockdown exit ‘should be delayed by weeks’

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Major Shareholder Announcement

31 May 2021 Company announcement With reference to section 30 of the Danish Capital Markets Act (Danish Consolidation Act no. 1445 of 29 March 2020) (kapitalmarkedsloven), Vestjysk Bank A/S ("Vestjysk Bank") hereby announces that Vestjysk Bank has received notification that, as at 31 May 2021, Aktieselskabet Arbejdernes Landsbank ("AL") has acquired additionally 350,147,033 shares, corresponding to 28.4% of the share capital and voting rights in Vestjysk Bank. Prior to the completion of the acquisition, AL owned 400,203,538 shares, corresponding to 32.4% of the share capital and voting rights in Vestjysk Bank. This means that AL's total shareholding now equals 750,350,571, corresponding to 60.8% of the share capital and voting rights in Vestjysk Bank. Vestjysk Bank A/S Board of directors Vestjysk Bank A/STorvet 4-5DK-7620 LemvigTelephone +45 96 63 20 00 CVR no. 34 63 13 28www.vestjyskbank.dk THIS ANNOUNCEMENT IS NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION, DIRECTLY OR INDIRECTLY, IN OR INTO ANY JURISDICTION IN WHICH SUCH RELEASE, PUBLICATION OR DISTRIBUTION WOULD CONSTITUTE A VIOLATION OF APPLICABLE LAW OR REGULATIONS IN THE JURISDICTION IN QUESTION.

Have $500? 2 Absurdly Cheap Stocks Long-Term Investors Should Buy Right Now

Trading for less than $6 per share at the time of this writing, Jushi Holdings (OTC: JUSHF) is a small-cap company with serious long-term growth potential. 2020 was an extremely profitable, high-growth year for Jushi Holdings. Jushi Holdings reported a 30% increase in revenue during the first quarter of 2021.

Why Village Farms Could Make You Rich in June and Beyond

Village Farms (NASDAQ: VFF) is a well-established grower of agricultural produce and cannabis that is looking to expand worldwide. It has an ambitious goal of becoming the top cannabis producer in Canada and is working toward capturing at least 20% of market share in the dried cannabis category. Let's look at why Village Farms stock can make you richer.

The Global Automotive Glass Market is expected to grow by $ 2.15 billion during 2021-2025, progressing at a CAGR of almost 3% during the forecast period

Global Automotive Glass Market 2021-2025 The analyst has been monitoring the automotive glass market and it is poised to grow by $ 2. 15 billion during 2021-2025, progressing at a CAGR of almost 3% during the forecast period.New York, May 31, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Automotive Glass Market 2021-2025" - https://www.reportlinker.com/p04828818/?utm_source=GNW Our report on automotive glass market provides a holistic analysis, market size and forecast, trends, growth drivers, and challenges, as well as vendor analysis covering around 25 vendors.The report offers an up-to-date analysis regarding the current global market scenario, latest trends and drivers, and the overall market environment. The market is driven by the increased demand for premium vehicles and sunroofs, growing investment in glass manufacturing due to stable raw materials prices, and growing demand for passenger safety and comfort. In addition, the increased demand for premium vehicles and sunroofs is anticipated to boost the growth of the market as well.The automotive glass market analysis includes the application segment and geographic landscape.The automotive glass market is segmented as below:By Application• Passenger cars• Light commercial vehicles• Medium and heavy commercial vehiclesBy Geographical Landscape• APAC• Europe• North America• South America• MEAThis study identifies the increasing license acquisition and investments in intelligent glass as one of the prime reasons driving the automotive glass market growth during the next few years. Also, increasing technology integration with automotive windshields and the increasing popularity of innovative automotive glass will lead to sizable demand in the market.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters. Our report on automotive glass market covers the following areas:• Automotive glass market sizing• Automotive glass market forecast• Automotive glass market industry analysisThis robust vendor analysis is designed to help clients improve their market position, and in line with this, this report provides a detailed analysis of several leading automotive glass market vendors that include AGC Inc., Central Glass Co. Ltd., Compagnie de Saint-Gobain SA, Corning Inc., Fuyao Glass Industry Group Co. Ltd., Koch Industries Inc., Magna International Inc., Nippon Sheet Glass Co. Ltd., Webasto SE, and Xinyi Glass Holdings Ltd. Also, the automotive glass market analysis report includes information on upcoming trends and challenges that will influence market growth. This is to help companies strategize and leverage all forthcoming growth opportunities.The study was conducted using an objective combination of primary and secondary information including inputs from key participants in the industry. The report contains a comprehensive market and vendor landscape in addition to an analysis of the key vendors.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters such as profit, pricing, competition, and promotions. It presents various market facets by identifying the key industry influencers. The data presented is comprehensive, reliable, and a result of extensive research - both primary and secondary. Technavio’s market research reports provide a complete competitive landscape and an in-depth vendor selection methodology and analysis using qualitative and quantitative research to forecast the accurate market growth.Read the full report: https://www.reportlinker.com/p04828818/?utm_source=GNWAbout ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.__________________________ CONTACT: Clare: [email protected] US: (339)-368-6001 Intl: +1 339-368-6001

Zinedine Zidane says Real Madrid exit due to lack of trust and media leaks in attack on club president

Zinedine Zidane has hit out at Real Madrid president Florentino Perez in a stunning open letter explaining his decision to leave the club. In an open letter published in sports daily AS, Zidane has blamed a lack of "trust" in him and "messages leaked to the media" for his decision to quit for a second time. "I'm leaving, but I'm not abandoning ship and I'm not tired of coaching," Zidane said.

Outlook on the $65.42 Billion Community Housing Services Global Market to 2030 - Identify Growth Segments for Investment

Dublin, May 31, 2021 (GLOBE NEWSWIRE) -- The "Community Housing Services Global Market Report 2021: COVID-19 Impact and Recovery to 2030" report has been added to ResearchAndMarkets.com's offering. This report provides the strategists, marketers and senior management with the critical information they need to assess the global community housing services market as it emerges from the COVID-19 shut down. The global community housing services market is expected to grow from $65.42 billion in 2020 to $69.4 billion in 2021 at a compound annual growth rate (CAGR) of 6.1%. The growth is mainly due to the companies rearranging their operations and recovering from the COVID-19 impact, which had earlier led to restrictive containment measures involving social distancing, remote working, and the closure of commercial activities that resulted in operational challenges. The market is expected to reach $75.54 billion in 2025 at a CAGR of 2.1%.Reasons to Purchase Gain a truly global perspective with the most comprehensive report available on this market covering 12+ geographies.Understand how the market is being affected by the coronavirus and how it is likely to emerge and grow as the impact of the virus abates.Create regional and country strategies on the basis of local data and analysis.Identify growth segments for investment.Outperform competitors using forecast data and the drivers and trends shaping the market.Understand customers based on the latest market research findings.Benchmark performance against key competitors.Utilize the relationships between key data sets for superior strategizing.Suitable for supporting your internal and external presentations with reliable high quality data and analysis Where is the largest and fastest growing market for the community housing services ? How does the market relate to the overall economy, demography and other similar markets? What forces will shape the market going forward? The Community Housing Service market global report answers all these questions and many more.The report covers market characteristics, size and growth, segmentation, regional and country breakdowns, competitive landscape, market shares, trends and strategies for this market. It traces the market's historic and forecast market growth by geography. It places the market within the context of the wider community housing services market, and compares it with other markets. The market characteristics section of the report defines and explains the market.The market size section gives the market size ($b) covering both the historic growth of the market, the impact of the COVID-19 virus and forecasting its recovery.Market segmentations break down market into sub markets.The regional and country breakdowns section gives an analysis of the market in each geography and the size of the market by geography and compares their historic and forecast growth. It covers the impact and recovery trajectory of COVID-19 for all regions, key developed countries and major emerging markets.Competitive landscape gives a description of the competitive nature of the market, market shares, and a description of the leading companies. Key financial deals which have shaped the market in recent years are identified.The trends and strategies section analyses the shape of the market as it emerges from the crisis and suggests how companies can grow as the market recovers.The community housing services market section of the report gives context. It compares the community housing services market with other segments of the community housing services market by size and growth, historic and forecast. Major players in the community housing services market are Fair Community Housing Services Limited, Nestle Community Housing Services Ltd, Community Housing Services-Crossroads Villa, Inc, Community Housing Partners, Community Housing Ltd, and SRM Housing Services Private Limited.The community housing services market consists of the revenues from community housing services and related goods by establishments primarily engaged in providing short-term shelter for victims of domestic violence, sexual assault or child abuse, a temporary residential shelter for the homeless, runaway youths, patients and families caught in medical crisis, transitional housing for low-income individuals and families, and for elderly or disabled homeowners. Establishments that volunteer construction or repair of low-cost houses in partnership with the homeowners who assist in construction or repair of a home, subsidize housing using existing homes, apartments, hotels, or motels, or those involved in a low-cost mortgage or work for all the said end-users, are included in this market.Re-entry services are increasingly being provided for the people exiting prison. A majority of this population face homelessness after their release and have nowhere to go. Therefore, many NGOs have come forward to help them provide shelter. For instance, the US-based Lionheart Foundation provides shelter to this population and its Houses of Healing (HOH) program helps improve prisoners' lifestyle by providing them with services like transformative programs for prisoners, HOH guide book, HOH video series and many more.The community housing services market covered in this report is segmented by service into temporary and emergency shelter services permanent housing support services transitional and assisted housing services volunteer construction or repair services others and by end-users into victims of domestic violence, sexual assault or child abuse homeless runaway youths parents and families caught in medical crises low-income individuals and families elderly or disabled.In July 2020, Housing Choices Australia Ltd., an Australia-based NGO, merged with Access Housing Australia Ltd. This merger will help Housing Choices Australia Ltd. to create more housing choices and opportunities for current residents while respecting the local culture, history and tradition of both organizations. Access Housing Australia Ltd is a leading Western Australia community housing NGO. It was founded in 2007.The federal funding for social services is a major driver for the community housing services market. Funding from the government helps many homeless people get shelter. Many programs are run by different countries to assist homeless people. For instance, in the US, every year the Federal Government allocates funds to States/Territories to support social services for vulnerable children, adults, and families through the Social Services Block Grant (SSBG). In India, 'Pradhan Mantri Gramin Awaas Yojana' focuses on providing pucca houses with basic amenities to homeless families. The objective of this scheme is to build one crore of homes of 25 sqm by 2022. The government of India also launched the Shelter for Homeless program under the National Urban Livelihood Mission (NULM). Under this program, various types of shelters such as men shelter, women shelter, family shelter, and special shelter (for old age, mentally ill, sick persons) are provided. The government of India will finance 75% of the expense for the development of these shelters and the other 25% will be the State commitment. The Indian government is also working on providing rental housing to urban poor belonging to scheduled castes, scheduled tribes and other backward classes, migrants, transgender, and senior citizens. Therefore, different types of federal funding will help drive the market for community housing services.Key Topics Covered: 1. Executive Summary 2. Community Housing Services Market Characteristics 3. Community Housing Services Market Trends and Strategies 4. Impact of COVID-19 on Community Housing Services 5. Community Housing Services Market Size and Growth 5.1. Global Community Housing Services Historic Market, 2015-2020, $ Billion 5.1.1. Drivers of the Market 5.1.2. Restraints on the Market 5.2. Global Community Housing Services Forecast Market, 2020-2025F, 2030F, $ Billion 5.2.1. Drivers of the Market 5.2.2. Restraints on the Market 6. Community Housing Services Market Segmentation 7. Community Housing Services Market Regional and Country Analysis 7.1. Global Community Housing Services Market, Split by Region, Historic and Forecast, 2015-2020, 2020-2025F, 2030F, $ Billion 7.2. Global Community Housing Services Market, Split by Country, Historic and Forecast, 2015-2020, 2020-2025F, 2030F, $ Billion 8. Asia-Pacific Community Housing Services Market 9. China Community Housing Services Market 10. India Community Housing Services Market 11. Japan Community Housing Services Market 12. Australia Community Housing Services Market 13. Indonesia Community Housing Services Market 14. South Korea Community Housing Services Market 15. Western Europe Community Housing Services Market 16. UK Community Housing Services Market 17. Germany Community Housing Services Market 18. France Community Housing Services Market 19. Eastern Europe Community Housing Services Market 20. Russia Community Housing Services Market 21. North America Community Housing Services Market 22. USA Community Housing Services Market 23. South America Community Housing Services Market 24. Brazil Community Housing Services Market 25. Middle East Community Housing Services Market 26. Africa Community Housing Services Market 27. Community Housing Services Market Competitive Landscape and Company Profiles 27.1. Community Housing Services Market Competitive Landscape 27.2. Community Housing Services Market Company Profiles 27.2.1. Fair community housing services limited 27.2.1.1. Overview 27.2.1.2. Products and Services 27.2.1.3. Strategy 27.2.1.4. Financial Performance 27.2.2. Nestle community housing services ltd 27.2.2.1. Overview 27.2.2.2. Products and Services 27.2.2.3. Strategy 27.2.2.4. Financial Performance 27.2.3. Community Housing Services-Crossroads Villa, Inc 27.2.3.1. Overview 27.2.3.2. Products and Services 27.2.3.3. Strategy 27.2.3.4. Financial Performance 27.2.4. Community Housing Partners 27.2.4.1. Overview 27.2.4.2. Products and Services 27.2.4.3. Strategy 27.2.4.4. Financial Performance 27.2.5. Community Housing Ltd 27.2.5.1. Overview 27.2.5.2. Products and Services 27.2.5.3. Strategy 27.2.5.4. Financial Performance 29. Key Mergers and Acquisitions in the Community Housing Services Market 29. Community Housing Services Market Future Outlook and Potential Analysis 30. Appendix For more information about this report visit https://www.researchandmarkets.com/r/m9ck6 CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood, Senior Press Manager [email protected] For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900

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Ryanair passenger jet makes emergency landing in Berlin

A Ryanair passenger plane travelling from Dublin to Krakow made an emergency landing in Berlin after authorities were alerted to a security threat which later proved to be unfounded, German police said Monday."We had a tip-off by telephone, and we had to be sure that there was no danger," a police spokesman told AFP.


Move Over, Yellow 6. More Natural Colors From Plants Are Coming

The sweep of artificial ingredient removal is slowly but surely going underway!

Turmeric, on left, was used to make the yellow in the cupcakes on the right. NPR Courtesy of colorMaker Inc.

By Lynne Shallcross, thesalt, NPR.org–Not long ago, I tried a new kind of Doritos tinted a shade of orange that I’ll wager does not exist in the vegetable world. These JACKED Ranch Dipped Hot Wings Flavored chips were so intensely tinted that after four chips, I had to stop eating them. My mind simply wouldn’t accept them as food.

What was behind that exceedingly bold hue of orange? Red 40, Blue 1, Yellow 6, Red 40 Lake, Yellow 6 Lake and Yellow 5 Lake, according to the label.

Artificial colors like these are widely used in packaged food and considered safe by the Food and Drug Administration.

Yet an increasing number of food companies are moving away from synthetic colorings and toward plant-based ones, according to Carol Culhane, president of International Food Focus Limited, a Toronto-based firm that helps American and Canadian food manufacturers comply with food regulations.

Culhane says demand for natural colorings – which can be derived from a variety of fruits and vegetables – took off after a 2007 study in the Lancet linking artificial colors with hyperactivity in children.

This multi-colored cake’s icing is made from red cabbage juice, turmeric, annatto, beet juice, and caramel color. (Courtesy of colorMaker Inc.)

Culhane cautions that the 2007 study’s findings were preliminary and were not necessarily statistically significant. Nonetheless, she says, “the food industry wanted to take a precautionary stand” and many companies began working to replace artificial colorings with natural colorings in everything from cereal to soft drinks to powdered cheese.

They include Kraft, which announced in April that its classic macaroni and cheese will debut in 2016 without synthetic colors, and Panera Bread, which pledged to ditch artificial colorings and other additives by the end of 2016. General Mills is taking artificial colors and flavors out of its cereals by the end of 2016, and Nestle made the same announcement about its chocolate candy products, with a deadline at the end of this year.

But making food colors from plants is often more expensive than making in them in a lab. That’s because when you’re dealing with plants, Culhane says, you have to deal with a lot more fluctuations, thanks to Mother Nature. For example, she says, in a factory, companies can make as much of a synthetic color as needed at any given time the exact same way, and keep the price consistent. But pigments in real vegetables can vary from field to field, region to region and year to year.

Now that the string of announcements from Big Food is ratcheting up demand for colorings from plants even higher, companies are looking for new ways to derive bold hues from everything from grapes to carrots to beets.

In the October issue of Food Technology, Karen Nachay of the Institute of Food Technologists rounded up some of the new fruit- and vegetable-derived coloring options on the market. The Salt reached out to three of those companies toget the lowdown on how they do it.

colorMaker of Anaheim, Calif., uses a wide variety of fruits and vegetables to make a full spectrum of natural colorings – from purple carrots and red cabbage to beets and grapes. Stephen Lauro, the general manager of colorMaker, says the company gets its fruits and vegetables in juice form from growers from all over the world: grapes and beets from the U.S., red cabbage from China, purple carrots from Eastern Europe, turmeric from India and more. The custom natural color blends can be found in kid cereals, ice cream, candy and stuffed pasta.

Cheese dip is one type of food that Kalsec’s natural colors derived from carrots might go into. (Courtesy of Kalsec)

In the past few years, Lauro says more food companies have come to colorMaker asking for more natural-looking colors – not just replicas of the artificial version that look artificial (like those JACKED Doritos). “[They] don’t want a red color that looks like red 40,” says Lauro. “That was a major shift,” spurred by consumers.

Kalsec has been making natural colors for more than 50 years and is one of the world’s largest extractors of color from carrots. The Kalamazoo, Mich., company contracts with growers across the U.S. to produce them. “We have a certain variety and a certain seed mixture that works the best for us in terms of getting the best yield and the best color that we can,” Gary Augustine, Kalsec’s executive director of market development, tells The Salt. Augustine compares the process used to extract the concentrated color from the carrots to the process used to make coffee from grinds in a coffee maker.

San Joaquin Valley Concentrates sellsa natural color made from Rubired grapes used to tint things like fruit smoothies. (Courtesy of San Joaquin Valley Concentrates)

Because natural colors are not as stable as artificial colors, Kalsec applies its patented Durabritetechnology to its naturally sourced colors, making them more stable against light, heat, oxygen and trace metals. The yellow or orange natural coloring that comes from the carrots might be used in products like margarine or snack chips. “Consumers are looking for more naturally sourced ingredients,” Augustine says. “They want what we would call ‘cleaner’ labels.”

San Joaquin Valley Concentrates, a subsidiary of E. & J. Gallo Winery, creates natural shades of red, pink and purple from Rubired grapes, purple carrots and purple sweet potatoes in Fresno, Calif. The colors come in crystal and liquid forms. SJVC also sells anthocyanins — the blue, purple or red pigments – in those fruits and vegetables that give them their gorgeous red, pink and purple shades, according to Tracy Takeda, a product development technologist for the company, in an email. (Anthocyanins are also antioxidants, with a variety of healthful properties.)

Takeda says the Rubired grape is only grown in the San Joaquin Valley of California, and is a favorite because it’s more stable than other fruit colors. You might see its reddish hue in things like beverages, candy or frozen fruit bars.


Beware of Halloween Makeup Hazards

No Copyright Infringement Intended

If costume makeup is on your agenda this Halloween, you may want to reconsider your getup or at least be cautious with your cosmetic choices. Side effects of toxic costume makeup can be extreme, so take some tips from the pros this Halloween and be thoughtful when you’re dressing up. We spoke with New York City dermatologist Dr. Sejal Shah, an expert in skin conditions and diseases such as acne and rosacea, as well as those affecting hair and nails. Shah filled us in on the hazards you might encounter through your Halloween costume — it turns out the scariest part of your costume might be what’s in your makeup. Here’s what to look for, and how to avoid the risks.

Colorful makeup and dyes
“Besides color additives, makeup contains a number of base ingredients, such as fillers, fragrances, binders, emollients, and preservatives, to name a few,” says Shah. “In cheap Halloween makeup, it’s usually these base ingredients that are lower quality and likely to cause skin problems. Halloween makeup has also been found to contain detectable levels of heavy metals that can cause problems.” As far as reactions go, Shah says that the heavy texture of Halloween makeup makes it more likely to cause acne. But a few pimples should be the least of your worries. “The FDA does not require cosmetic products and ingredients to be FDA-approved before going to market,” she warns. “The exception to this is color additives, which do require FDA approval, but it is possible to have reactions to dyes.” Shah advises checking the FDA-approved list of color additives. She says red dye is known for causing reactions (it’s also found in other colors) as is PPD (paraphenylenediamine), found in black and dark colored cosmetics and dye.

Masks, prosthetics, plasticizers, and adhesives
Even if you’re not wearing makeup, you may be putting your skin at risk with low-quality masks, plasticizers, or prosthetics when worn for an extended period of time. “Absorption of these plasticizers through the skin from wearing a mask for a short time is low, but the risk is still there,” says Shah. “A poorly fitting mask can [also] cause skin irritation.” Another risky Halloween add-on may be your faux eyelashes or nails. “Glue can damage the nails or cause loss of the eyelashes, either due to pulling and traction [or cause a] skin reaction at the lash line or eyelids,” says Shah.

Be on the look out for heavy metal
And no, we don’t mean the loud music. “The scariest and most concerning substances found in Halloween makeup are heavy metals, which can be toxic,” says Shah. “For example, lead has been found in these makeups, and although lead poisoning doesn’t commonly occur via the skin, it can be absorbed through the skin.”

How to be safe this Halloween

Do a patch test
Shah suggests doing a patch test any time you are using a new product or have sensitive skin. “I recommend applying a small amount to your inner arm — the inner elbow or inner wrist work well — to see if you develop a reaction,” she says. “Some people may develop a reaction immediately whereas in others it might take a few days, so it’s a good idea to test it out for a few days, even up to a week.”

Check your ingredients
“There is a list of approved color additives on the FDA’s website, so check your makeup’s ingredient list against this list,” says Shah. Be sure to bring the list with you when shopping for costume makeup, especially if you have sensitive skin.

Don’t be too frugal
If you spend more money on face paint or Halloween makeup, you can expect better quality ingredients. “If your regular makeup isn’t going to complete your Halloween costume, try to go for high quality theater makeup,” says Shah. Look for natural-based makeup to be safe.

Treat your skin right
Be mindful of the instructions on your costume makeup — they’re there for a reason. “If you must use inexpensive low quality makeup, don’t use it around your eyes or mouth, especially if it’s not meant for that area,” says Shah. For example, certain dyes are only FDA approved for certain areas. When it comes to removal, wash your makeup off as soon as possible. “You may need to double up on the cleansing (such as a makeup wipe or remover followed by cleanser) to ensure all the makeup is off, and apply a gentle moisturizer with calming ingredients to reduce any mild irritation or dryness. If you have a more significant reaction you may need to see your dermatologist.”


Why Blaze is the Pizza Chain of the Future

It’s a well-known fact of life that everyone loves pizza. But here in Chicago, we love pizza. We have deep-felt opinions on crust, and we even have tours dedicated to and designed around one of the city’s most defining foods. With staples like Lou Malnati’s, Gino’s, and Giordano’s, as well as local gems like Homeslice and Pequod’s, Chicago knows its pies.

Sometimes, however, we may not want to wait a long time for gourmet pizza, so we resort to one of our go-to pizza chains like Domino’s DPZ or Pizza Hut YUM, foregoing style and substance for convenience. A burgeoning fast-casual pizza chain is looking to change that.

Founded in 2012 by Elise and Rick Wetzel, Blaze Pizza is one of the fastest-growing restaurants in the industry. Like a Chipotle CMG pizza dream, it prepares and bakes personal pizzas fresh-to-order in an assembly line fashion. Customers can either choose an artisanal pizza from the Blaze menu or create their own, choosing toppings from a wide selection in front of them. There’s seven cheeses, eight proteins, 17 veggies, and 10 sauces.

Fresh, Healthy Ingredients

Image via: Business Insider, Blaze Pizza

Recently, Blaze launched an initiative to rid its food selection of any artificial ingredients. Aptly named “Keepin’ It Real,” the company is committed to serving additive-free food in 2017. Blaze is working with its suppliers to remove artificial colors, flavors, preservatives, and high fructose corn syrup.

Specifically, it’s also “nixing the nitrates” in its cured meats like sausage and pepperoni, removing preservatives in its garlic and salad dressings, switching to “true hue” black olives and banana peppers without artificial colors, and moving to barbeque sauce with no high fructose corn syrup.

“To deliver against our commitment, several of our sources upgraded their recipes just for us. In some cases, we had to seek out new partners,” said Blaze Pizza’s Executive Chef Bradford Kent in a news release. “It took months of review before we finally found a banana pepper that met our standards for both color and taste, without artificial colors or preservatives, but it was worth the time invested. You really can taste the difference.”

Even its pizza dough is considered “clean.” Made from scratch on a daily basis, Blaze’s dough uses just a few simple ingredients: unbleached flour, extra-virgin olive oil, filtered water, salt, and a dash of sugar. The company’s restaurants also use sustainable packaging, including cups, lids, and straws made from plant-based materials.

Unbelievable Growth

On pace to become the country’s biggest pizza chain by 2020, Blaze Pizza has exploded since its debut only five years ago. Last year, the company opened 68 new restaurants, reaching 173 total locations in the U.S. According to Business Insider, Blaze reported year-over-year sales growth of 84% in 2016 to $186 million from $101 million in 2015.

A huge contributing factor to Blaze’s fast growth is one of its high-profile investors: LeBron James.

James was an original investor in the company back in 2012, holding franchise rights in Miami and Chicago. Since leaving behind a lucrative endorsement deal with iconic burger chain McDonald’s MCD, the NBA star has played a huge role in Blaze’s marketing strategy. Blaze hopes that with Lebron James, the pizza chain will soon become the biggest name in the fast-casual business.

Blaze also hopes to get into pizza delivery, which would put the pressure on traditional pizza chains Domino’s, Pizza Hut, Papa John’s PZZA, and Little Caesar’s, and allow Blaze to truly compete head-to-head. The company is looking to make an international push as well, though that looks to be more of a long-term goal.

The Future of Pizza?

When a company’s management team unanimously has its sights set on a $1 billion valuation and beyond, you know it’s going places. But beyond Blaze’s impressive growth track and marketing strategy lies the real reason for its success: meshing everyone’s love of pizza, fast-casual food, and authenticity.

What Blaze offers its customers that other pizza chains don’t is that made-to-order, do-it-yourself factor. As you approach the register and put in your order, your personal pizza starts to come alive right before your eyes. You see the dough put in a flattening machine, the sauce ladled on, the toppings artfully placed, the pizza slid inside a huge orange oven. Just 3 minutes later, your custom, artisanal pizza is ready to be devoured, and no matter how many toppings you add, the pies only cost $7.95 and up, depending on location.

Like many restaurants who have found success recently—think Dave & Buster’s PLAY and Starbucks SBUX—Blaze is focused on creating an authentic experience for its customers. What you see is literally what you get, and it’s a motto that will help drive the fast-casual pizza chain forward.

Is Blaze the future of the $40 billion pizza industry? Perhaps, and especially so in bustling metropolitan areas and on college campuses. If the company can expand into pizza delivery, it will become a real force to be reckoned with. But until that happens, I’ll thank my lucky stars I live in Chicago.

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Bitcoin's in a slump — here's why Warren Buffett has hated it all along

The billionaire has never made a secret of his loathing for cryptocurrency.

Bitcoin’s Volatility Spawns New Crypto Balance Sheet Alternative

(Bloomberg) -- Corporate treasurers fed up with rock-bottom returns on their cash are about to get another pitch from the world of crypto.Circle Internet Financial Ltd., one of the digital-asset firms behind the so-called stablecoin dubbed USDC that is pegged 1-to-1 to the dollar, has cooked up an alternative for the legions too conservative to follow the likes of Elon Musk and Jack Dorsey into Bitcoin. Park your extra cash in USDC and earn as much as 7% annually through high-yield accounts, the marketing says -- more than 10 times the return on an ultra-safe 1-year Treasury bill.The idea may be appealing to some treasurers who were initially seduced by the big gains in crypto, especially following Bitcoin’s roughly 40% decline since mid-April. Stablecoins such as USDC are gaining increased attention because of their ability to maintain their pegs during the wild crypto price swings, suggesting they could actually serve as a store of value. Even so, not all long-term digital market observers are convinced.“If companies wish to put their corporate reserves into a stablecoin and that is fully audited, it is like putting their money in a bank account which is what they normally do,” John Griffin, professor of finance at the University of Texas at Austin, said in an email. “However, if the account is paying out a higher yield than bank account yields, then it is not merely invested in some risk-free asset.”Here’s how Circle’s program will work: Treasurers would open a “digital-dollar account” where the company’s fiat money is converted into USDC and interest is paid out in USDC. The yield is generated by Circle lending the digital dollars to a network of institutional investors that are willing to pay an interest rate for access to additional capital.The companies would lock in their return when the account is opened, similar to a bank certificate of deposit. Circle plans to offer accounts with maturities ranging from one month to a year, with no early withdrawals allowed. Rates available will be updated on a weekly basis, depending on demand for USDC loans.That’s a bit tamer than the strategy first highlighted last year by MicroStrategy Inc. Chief Executive Officer Michael Saylor, who advocated pouring company reserves into Bitcoin because he said the dollar is being debased by surging inflation. Musk’s February announcement that Tesla Inc. had added Bitcoin to its balance sheet helped fuel the rally that took the largest cryptocurrency to a record in April before it lost more than one-third of its value.“Corporate reserves are not for investing in stocks, going to Vegas, or something more volatile and more rigged against you like Bitcoin,” Griffin said.With few companies outside the crypto realm following MicroStrategy, Tesla and Dorsey’s Square Inc. into Bitcoin, Circle hopes that stablecoins may be the next logical step. The company is working with Genesis Global Capital, one of the largest crypto lenders.The service will be first made available in the U.S. and Switzerland, and will launch “imminently,” Jeremy Allaire, Circle’s CEO, said in an interview. Thousands of businesses are already on the waiting list, according to Circle.“We are seeing the opportunity for the treasury use-case grow a lot,” Allaire said.Other providers of stablecoins are rolling out similar offerings. On May 26, Gemini exchange -- the brainchild of the Winklevoss brothers -- said investors can earn up to 7.4% annually on Gemini dollars through a program called Gemini Earn. The Gemini token is also pegged to the dollar and its reserves are held with State Street Bank and Trust, the largest financial custodian in the world. Each month, the dollar deposit balance is examined by BPM LLP, an independent registered public accounting firm.USDC reserves are attested to monthly by accounting firm Grant Thornton LLP and published online.Various small crypto lenders already offer yield accounts for different coins, including less regulated stablecoins like Tether.For these products, “appropriate users would be people who invest in junk bonds or similar risky lending,” said Aaron Brown, a crypto investor and writer for Bloomberg Opinion. “It might offer a better risk-adjusted return than alternatives. . . or not. But whatever it is, it’s not a savings account in the way most people understand that term.”More stories like this are available on bloomberg.comSubscribe now to stay ahead with the most trusted business news source.©2021 Bloomberg L.P.

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Papa John’s Schedules First Quarter Earnings Webcast and Conference Call

Papa John's International, Inc. (NASDAQ: PZZA) will release its first quarter 2021 financial results before the market opens on Thursday, May 6, 2021, with a conference call to follow discussing these results at 8:00 a.m. ET. Investors may access the live webcast at ir.papajohns.com or may dial 877-312-8816 (U.S. and Canada) or 253-237-1189 (International). The conference ID is 2447789. A replay of the call will be available at the Company’s website.

Papa John’s International, Inc. (NASDAQ: PZZA) opened its doors in 1984 with one goal in mind: BETTER INGREDIENTS. BETTER PIZZA. Papa John’s believes that using high quality ingredients leads to superior quality pizzas. Its original dough is made of only six ingredients and is fresh, never frozen. Papa John’s tops its pizzas with real cheese made from mozzarella, pizza sauce made with vine-ripened tomatoes that go from vine to can in the same day and meat free of fillers. It was the first national pizza delivery chain to announce the removal of artificial flavors and synthetic colors from its entire food menu. Papa John’s is headquartered in Louisville, Ky. and is the world’s third largest pizza delivery company with 5,400 restaurants in 48 countries and territories as of December 27, 2020. For more information about the Company or to order pizza online, visit www.PapaJohns.com or download the Papa John’s mobile app for iOS or Android.

Papa John's International, Inc.
Steve Coke, 502-261-7272
Senior Vice President of Financial Operations, Accounting and Reporting

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Nestle, under fire over unhealthy products, working on new strategy

Nestle said on Monday it was working on updating its nutrition and health strategy after the Financial Times reported an internal document at the food giant described a large portion of its food and drinks as unhealthy. The newspaper said it had seen an internal presentation circulated among top executives early this year stating that more than 60% of Nestle's mainstream food and drinks portfolio could not be considered healthy under a "recognised definition of health". The paper said this assessment applied to about half of Nestle's overall portfolio because categories like medical nutrition, pet food, coffee and infant formula were excluded from the analysis.

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The Global Polyisobutylene (PIB) Market is expected to grow by 349.26 thousand MT during 2021-2025 progressing at a CAGR of over 5% during the forecast period

Global Polyisobutylene (PIB) Market 2021-2025 The analyst has been monitoring the polyisobutylene (PIB) market and it is poised to grow by 349. 26 thousand MT during 2021-2025 progressing at a CAGR of over 5% during the forecast period.New York, May 31, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Polyisobutylene (PIB) Market 2021-2025" - https://www.reportlinker.com/p04821854/?utm_source=GNW Our report on the polyisobutylene (PIB) market provides a holistic analysis, market size and forecast, trends, growth drivers, and challenges, as well as vendor analysis covering around 25 vendors.The report offers an up-to-date analysis regarding the current global market scenario, latest trends and drivers, and the overall market environment. The market is driven by the increase in demand from automotive industry and growing demand for PIB-based fuel additives. In addition, Increase in demand from automotive industry is anticipated to boost the growth of the market as well.The polyisobutylene (PIB) market analysis includes the type and application segments and geographic landscape.The polyisobutylene (PIB) market is segmented as below:By Type• HR-PIB• Enhanced PIBBy Application• Additives• Automotive• OthersBy Geographical Landscape• Europe• North America• APAC• South America• MEAThis study identifies the increasing demand from other diversified applicationsas one of the prime reasons driving the polyisobutylene (PIB) market growth during the next few years.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters. Our report on polyisobutylene (PIB) market covers the following areas:• Polyisobutylene (PIB) market sizing• Polyisobutylene (PIB) market forecast• Polyisobutylene (PIB) market industry analysisThis robust vendor analysis is designed to help clients improve their market position, and in line with this, this report provides a detailed analysis of several leading polyisobutylene (PIB) market vendors that include BASF SE, Braskem SA, Chevron Corp., Daelim Co. Ltd., DuPont de Nemours Inc., Evonik Industries AG, INEOS Group Holdings SA, LyondellBasell Industries NV, The Lubrizol Corp., and TPC Group. Also, the polyisobutylene (PIB) market analysis report includes information on upcoming trends and challenges that will influence market growth. This is to help companies strategize and leverage all forthcoming growth opportunities.The study was conducted using an objective combination of primary and secondary information including inputs from key participants in the industry. The report contains a comprehensive market and vendor landscape in addition to an analysis of the key vendors.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters such as profit, pricing, competition, and promotions. It presents various market facets by identifying the key industry influencers. The data presented is comprehensive, reliable, and a result of extensive research - both primary and secondary. Technavio’s market research reports provide a complete competitive landscape and an in-depth vendor selection methodology and analysis using qualitative and quantitative research to forecast the accurate market growth.Read the full report: https://www.reportlinker.com/p04821854/?utm_source=GNWAbout ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.__________________________ CONTACT: Clare: [email protected] US: (339)-368-6001 Intl: +1 339-368-6001

Worldwide Sustainable Footwear Industry to 2026 - Key Motivators, Restraints and Opportunities

Dublin, May 31, 2021 (GLOBE NEWSWIRE) -- The "Sustainable Footwear Market 2020-2026" report has been added to ResearchAndMarkets.com's offering. The global sustainable footwear market is anticipated to grow at a CAGR of 6.2% during the forecast period. The growing emphasis and advancements in sustainability across the globe are majorly driving the demand for sustainable footwear. Additionally, strict environmental regulation is also fostering the growth of the sustainable footwear market. Furthermore, non-government organizations such as PETA are working to decrease animal cruelty during the manufacturing of apparel and footwear by increasing awareness among the people. In addition to this, these organizations also encourage people across the globe to adopt a sustainable alternative for clothing and footwear options. This, in turn, will also drive the market of the sustainable footwear market. Moreover, the rising e-commerce market is also enabling people to buy these products at remote locations, as a number of companies are just start-ups and have very limited branches and customer reach in a particular country.The global sustainable footwear market is segmented based on type and end-users. Based on the product type, the market is sub-segmented into athletic and non-athletic. The non-athletic segment will hold a major market share during the forecast period. Based on the end-users, the market is sub-segmented into men, women, and children.The global sustainable footwear market is further segmented based on geography including North America, Europe, Asia-Pacific, and the Rest of the World. North America is expected to show significant growth in the market during the forecast period. The growth in the region is attributed to the presence of a large number of sustainable footwear brands.The key players of the global sustainable footwear market include Adidas AG, Puma SE, Nike Inc., Allbirds, Inc., Everlane, Inc., Rothy's, Inc., VEJA, and others. The market players are considerably contributing to the market growth by the adoption of various strategies including mergers, and acquisitions, new product launches, and funding to the start-ups, to stay competitive in the market. For instance, in July 2020, VEJA launched a new sneaker named Urca that is made from food waste.Market Segmentation:1. Global Sustainable footwear Market Research and Analysis by Product Type2. Global Sustainable footwear Market Research and Analysis by Distribution Channel.The Report Covers: Comprehensive research methodology of the global sustainable footwear market.This report also includes a detailed and extensive market overview with key analyst insights.An exhaustive analysis of macro and micro factors influencing the market guided by key recommendations.Analysis of regional regulations and other government policies impacting the global sustainable footwear market.Insights about market determinants that are stimulating the global sustainable footwear industry.Detailed and extensive market segments with regional distribution of forecasted revenues.Extensive profiles and recent developments of market players. Key Topics Covered: 1. Report Summary 1.1. Research Methods and Tools1.2. Market Breakdown1.2.1. By Segments1.2.2. By Geography2. Market Overview and Insights 2.1. Scope of the Report2.2. Analyst Insight & Current Market Trends2.2.1. Key Findings2.2.2. Recommendations2.2.3. Conclusion3. Competitive Landscape 3.1. Competitive Dashboard3.2. Key Strategy Analysis3.3. Key Company Analysis3.3.1. Adidas AG3.3.1.1. Overview3.3.1.2. Financial Analysis3.3.1.3. SWOT Analysis3.3.1.4. Recent Developments3.3.2. Allbirds, Inc.3.3.2.1. Overview3.3.2.2. SWOT Analysis3.3.2.3. Recent Developments3.3.3. Puma SE3.3.3.1. Overview3.3.3.2. Financial Analysis3.3.3.3. SWOT Analysis3.3.3.4. Recent Developments3.3.4. Converse Inc. (Nike Inc.)3.3.4.1. Overview3.3.4.2. Financial Analysis3.3.4.3. SWOT Analysis3.3.4.4. Recent Developments3.3.5. VEJA3.3.5.1. Overview3.3.5.2. SWOT Analysis3.3.5.3. Recent Developments4. Market Determinants 4.1. Motivators4.2. Restraints4.3. Opportunities5. Market Segmentation 5.1. Global Sustainable FootwearMarket by Type5.1.1. Athletic5.1.2. Non-Athletic5.2. Global Sustainable Footwear Market by End-Users5.2.1. Men5.2.2. Women5.2.3. Children6. Regional Analysis 6.1. North America6.1.1. United States6.1.2. Canada6.2. Europe6.2.1. UK6.2.2. Germany6.2.3. France6.2.4. Rest of Europe6.3. Asia-Pacific6.3.1. China6.3.2. Japan6.3.3. Rest of Asia-Pacific6.4. Rest of the World7. Company Profiles 7.1. Ahimsa Vegan Shoes7.2. Adidas AG7.3. Allbirds, Inc.7.4. Amour Vert, Inc.7.5. BaabukSarl7.6. Cariuma Central Pte Ltd7.7. Converse Inc. (Nike Inc.)7.8. Everlane,Inc.7.9. GiessweinWalkwaren AG7.10. Keep Co.7.11. LYMI, Inc.7.12. Native Canada Footwear Ltd.7.13. Nisolo, LLC7.14. Nothing New7.15. Oka-B7.16. Puma SE7.17. Rothy's, Inc.7.18. Saola USA Inc.7.19. The Reformation Inc.7.20. The Root Collective7.21. The Tropic Feel, S.L7.22. Timberland (VF Outdoor, LLC)7.23. TOMS Shoes, LLC7.24. VEJAFor more information about this report visit https://www.researchandmarkets.com/r/anb78l CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood, Senior Press Manager [email protected] For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900

LSO/Tilson Thomas/Wang review – a rip-roaring return

LSO/Tilson Thomas/Wang review – a rip-roaring return LSO St Luke’s, LondonA thrilling resumption of full orchestral performance, with Shostakovich, Copeland and Tchaikovsky all delivered with wit and dazzling energy Devil-may-care glamour … Yuja Wang Photograph: Roberto Serra - Iguana Press/Getty Images

SHAREHOLDER ALERT: Levi & Korsinsky, LLP Notifies Shareholders of Danimer Scientific, Inc. of a Class Action Lawsuit and a Lead Plaintiff Deadline of July 13, 2021 - DNMR

New York, New York--(Newsfile Corp. - May 31, 2021) - The following statement is being issued by Levi & Korsinsky, LLP:To: All persons or entities who purchased or otherwise acquired securities of Danimer Scientific, Inc. (NYSE: DNMR) ("Danimer Scientific") between October 5, 2020 and May 4, 2021. You are hereby notified that a securities class action lawsuit has been commenced in the United States District Court for the Eastern District of New York. To get more .

Mothers' use of paracetamol during pregnancy linked to ADHD, autism symptoms in childhood

Washington [US], May 31 (ANI): According to a new study, prenatal exposure to paracetamol is associated with Attention deficit hyperactivity disorder (ADHD) and autism symptoms in childhood.

The Global Automotive Carbon Ceramic Brake Rotors Market is expected to grow by $ 204.26 million during 2021-2025, progressing at a CAGR of almost 13% during the forecast period

Global Automotive Carbon Ceramic Brake Rotors Market 2021-2025 The analyst has been monitoring the automotive carbon ceramic brake rotors market and it is poised to grow by $ 204.New York, May 31, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Automotive Carbon Ceramic Brake Rotors Market 2021-2025" - https://www.reportlinker.com/p04828759/?utm_source=GNW 26 million during 2021-2025, progressing at a CAGR of almost 13% during the forecast period. Our report on automotive carbon ceramic brake rotors market provides a holistic analysis, market size and forecast, trends, growth drivers, and challenges, as well as vendor analysis covering around 25 vendors.The report offers an up-to-date analysis regarding the current global market scenario, latest trends and drivers, and the overall market environment. The market is driven by the regulations restricting brake dust formation, performance and fuel efficiency benefits of carbon ceramic brake pads, and OEMs offering advanced braking systems as product differentiators to attract more customers. In addition, regulations restricting brake dust formation is anticipated to boost the growth of the market as well.The automotive carbon ceramic brake rotors market analysis includes type segment and geographic landscape.The automotive carbon ceramic brake rotors market is segmented as below:By Type• Drilled rotors• Slotted rotorsBy Geographical Landscape• Europe• North America• APAC• South America• MEAThis study identifies the advanced manufacturing processes incorporating lost core technology as one of the prime reasons driving the automotive carbon ceramic brake rotors market growth during the next few years. Also, the development of high-performance braking systems based on adaptive braking systems and the development of advanced curved, airfoil-shaped vanes leading to lightweight brake calipers will lead to sizable demand in the market.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters. Our report on automotive carbon ceramic brake rotors market covers the following areas:• Automotive carbon ceramic brake rotors market sizing• Automotive carbon ceramic brake rotors market forecast• Automotive carbon ceramic brake rotors market industry analysisThis robust vendor analysis is designed to help clients improve their market position, and in line with this, this report provides a detailed analysis of several leading automotive carbon ceramic brake rotors market vendors that include Akebono Brake Industry Co. Ltd., Alcon Components Ltd., Baer Inc., Brembo Spa, Centric Parts, MAT Foundry Group Ltd., Rotora, Shenzhen LeMyth Technology Co. Ltd., Surface Transforms Plc, and Wilwood Engineering Inc. Also, the automotive carbon ceramic brake rotors market analysis report includes information on upcoming trends and challenges that will influence market growth. This is to help companies strategize and leverage all forthcoming growth opportunities.The study was conducted using an objective combination of primary and secondary information including inputs from key participants in the industry. The report contains a comprehensive market and vendor landscape in addition to an analysis of the key vendors.The analyst presents a detailed picture of the market by the way of study, synthesis, and summation of data from multiple sources by an analysis of key parameters such as profit, pricing, competition, and promotions. It presents various market facets by identifying the key industry influencers. The data presented is comprehensive, reliable, and a result of extensive research - both primary and secondary. Technavio’s market research reports provide a complete competitive landscape and an in-depth vendor selection methodology and analysis using qualitative and quantitative research to forecast the accurate market growth.Read the full report: https://www.reportlinker.com/p04828759/?utm_source=GNWAbout ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.__________________________ CONTACT: Clare: [email protected] US: (339)-368-6001 Intl: +1 339-368-6001

Global Consumer Appliances Market (2020 to 2026) - Featuring Hitachi, LG Electronics and Samsung Among Others

Dublin, May 31, 2021 (GLOBE NEWSWIRE) -- The "Consumer Appliances Market 2020-2026" report has been added to ResearchAndMarkets.com's offering. The global consumer appliances market is anticipated to grow at a CAGR of 6.2% during the forecast period. The increasing emphasis of industry players on launching products that provide consumers with technology along with functionality is driving the consumer appliance market. Moreover, appliances with connected devices & various intelligent features are also driving market growth all across the globe.The global consumer appliances market is segmented based on product type, usage, and distribution channels. Based on the product type, the market is segmented into air solutions, entertainment, laundry & cleanliness, connectivity, water solution, kitchen appliances, grooming accessories, wearables, and other consumer appliances. The air solution (HVAC system, air purifier, air cooler, fans, and exhaust fans), entertainment (television, speaker, smart speaker & radio, gaming console, and digital camera), laundry & cleanliness (washing machine & dryers, dishwasher, and vacuum cleaner), connectivity (smartphones, tablets, and desktop, laptops & its accessories), water solution (water purifiers, water geysers, and water pump), and kitchen appliances (refrigerators, microwave, mixer & juicer, stove & hobs, and others) are further sub-segmented.By usage, the market is sub-segmented into personal care/individual and domestic use. The personal care/individual segment is expected to experience a significant growth rate during the forecast period. On the basis of the distribution channel, the market is sub-segmented into online and offline. The global consumer appliances market is further segmented based on geography including North America, Europe, Asia-Pacific, and the Rest of the World. The Asia Pacific is expected to show significant growth in the market during the forecast period. The growth in the region is owing to the increased digitalization across the region.The key players of the global consumer appliances market include Apple Inc., Samsung Electronics, Whirlpool Corp., BBK Electronics Corp., Dell Inc., Panasonic Corp., Koninklijke Philips N.V., Ingersoll Rand Plc., AB Electrolux, Hitachi, Ltd., Rinnai Corp. The market players are considerably contributing to market growth by adopting various growth strategies to stay competitive in the market. For instance, in June 2020, Samsung Electronics expended its IoT profile offering in India with the launch of connected refrigerator SpaceMax Family Hub. The refrigerator comes with various features such as automate meal planning and connects with other smart appliances including smartphones and provides an entertainment screen on the refrigerator.Market Segmentation:1. Global Consumer Appliances Market Research and Analysis by Product Type2. Global Consumer Appliances Market Research and Analysis by Usage3. Global Consumer Appliances Market Research and Analysis by Distribution ChannelThe Report Covers: Comprehensive research methodology of the global consumer appliances market.This report also includes a detailed and extensive market overview with key analyst insights.An exhaustive analysis of macro and micro factors influencing the market guided by key recommendations.Analysis of regional regulations and other government policies impacting the global consumer appliances market.Insights about market determinants that are stimulating the global consumer appliances market.Detailed and extensive market segments with regional distribution of forecasted revenues.Extensive profiles and recent developments of market players. Key Topics Covered: 1. Report Summary2. Market Overview and Insights3. Competitive Landscape 3.1. Key Strategy Analysis3.2. Key Company Analysis3.2.1. Apple Inc.3.2.1.1. Overview3.2.1.2. Financial Analysis3.2.1.3. SWOT Analysis3.2.1.4. Recent Developments3.2.2. Hitachi, Ltd.3.2.2.1. Overview3.2.2.2. Financial Analysis3.2.2.3. SWOT Analysis3.2.2.4. Recent Developments3.2.3. LG Electronics Inc.3.2.3.1. Overview3.2.3.2. Financial Analysis3.2.3.3. SWOT Analysis3.2.3.4. Recent Developments3.2.4. Samsung Electronics3.2.4.1. Overview3.2.4.2. Financial Analysis3.2.4.3. SWOT Analysis3.2.4.4. Recent Developments3.2.5. Whirlpool Corp.3.2.5.1. Overview3.2.5.2. Financial Analysis3.2.5.3. SWOT Analysis3.2.5.4. Recent Developments4. Market Determinants 4.1. Motivators4.2. Restraints4.3. Opportunities5. Market Segmentation 5.1. Global Consumer Appliances Market by Product Type5.1.1. Air Solution5.1.1.1. HVAC System5.1.1.2. Air Purifier5.1.1.3. Air Cooler5.1.1.4. Fans and Exhaust Fans5.1.2. Entertainment5.1.2.1. Television5.1.2.2. Speaker, Smart Speaker &Radio5.1.2.3. Gaming Console5.1.2.4. Digital Camera5.1.3. Laundry & Cleanliness5.1.3.1. Washing Machine & Dryers5.1.3.2. Dishwasher5.1.3.3. Vacuum Cleaner5.1.4. Connectivity5.1.4.1. Smartphone5.1.4.2. Tablets5.1.4.3. Desktop & Laptop (& Accessories)5.1.5. Water Solution5.1.5.1. Water Purifier5.1.5.2. Water Geyser5.1.5.3. Water Pump5.1.6. Kitchen Appliances5.1.6.1. Refrigerators5.1.6.2. Microwave5.1.6.3. Mixer & Juicer5.1.6.4. Stove &Hobs5.1.6.5. Others (Electric Chimney, Kettle, Toaster)5.1.7. Grooming Accessories (Trimmer, Hair Dryer, Straightener, Electric Brush)5.1.8. Wearables5.1.9. OtherConsumer Appliances5.2. Global Consumer AppliancesMarket by Usage5.2.1. Personal Care/Individual5.2.2. Domestic Use5.3. Global Consumer Appliances Market by Distribution Channel5.3.1. Online Channel5.3.2. Offline Channel6. Regional Analysis 6.1. North America6.1.1. United States6.1.2. Canada6.2. Europe6.2.1. UK6.2.2. Germany6.2.3. Italy6.2.4. Spain6.2.5. France6.2.6. Rest of Europe6.3. Asia-Pacific6.3.1. China6.3.2. India6.3.3. Japan6.3.4. Rest of Asia-Pacific6.4. Rest of the World7. Company Profiles 7.1. Arcelik A.S7.2. Apple Inc.7.3. BBK Electronics Corp.7.4. BSH Hausgerate GmbH7.5. Carrier Corp.7.6. Canon Inc.7.7. Daikin Industries, Ltd.7.8. Dell Inc.7.9. Dyson Ltd.7.10. Electrolux AB7.11. General Electric Co.7.12. Google, LLC7.13. Gree Electric Appliances Inc.7.14. Haier Group Corp.7.15. Hitachi, Ltd.7.16. Huawei Technologies Co., Ltd.7.17. Ingersoll Rand Plc.7.18. Koninklijke Philips N.V.7.19. Lenovo Group Ltd.7.20. LG Electronics Inc.7.21. Midea Group7.22. Miele & Cie. KG7.23. Mitsubishi Electric Corp.7.24. Nikon Corp.7.25. Panasonic Corp.7.26. Rinnai Corp.7.27. Samsung Electronics Co., Ltd.7.28. Sony Corp.7.29. Spectrum Brands Holdings, Inc.7.30. TCL Technology Group Corp.7.31. Toshiba Corp.7.32. Vorwerk & Co. KG7.33. Whirlpool Corp.7.34. Xiaomi Corp.For more information about this report visit https://www.researchandmarkets.com/r/7gmfg7 CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood, Senior Press Manager [email protected] For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900

SHAREHOLDER ALERT: Levi & Korsinsky, LLP Notifies Shareholders of Peloton Interactive, Inc. of a Class Action Lawsuit and a Lead Plaintiff Deadline of June 28, 2021 - PTON

New York, New York--(Newsfile Corp. - May 31, 2021) - The following statement is being issued by Levi & Korsinsky, LLP:To: All persons or entities who purchased or otherwise acquired securities of Peloton Interactive, Inc. (NASDAQ: PTON) ("Peloton") between September 11, 2020 and May 5, 2021. You are hereby notified that a securities class action lawsuit has been commenced in the United States District Court for the Eastern District of New York. To get more information .


Red Robin Names Denny Marie Post CEO

Red Robin Gourmet Burgers Inc. has named Denny Marie Post CEO, replacing Steve Carley, who is retiring after six years at the helm, the company said. Post, who is also president of Red Robin, joined the company in 2011 as senior vice president and chief marketing officer. She was promoted to executive vice president and chief concept officer in March 2015, and promoted again, to president, in February. She indicated that her move to CEO, effective Monday, was part of a planned succession at the Greenwood, Colo.-based operator. Post also joins the company’s board of directors. “I am honored to have this opportunity, and greatly appreciate the thoughtful way Steve and the board planned the succession,” Post said in a statement. “As a team, we have a tremendous legacy to build on, a strong and inspiring culture, talented leadership from our restaurants to our home office, and a collective commitment to deliver a superior guest experience. As much as we have accomplished so far, we have many more ‘best years’ to come.” Carley said he will continue to serve as an advisor to Red Robin through the end of the year. During his tenure as CEO, Carley spearheaded the growth of more than 540 restaurants in North America, the company said. He has also led Red Robin through a brand revamp over the last few years that has included the development of a barbell menu strategy that includes both value-positioned and premium burgers, as well as the launch of the fast-casual Burger Works brand. In February, Red Robin pledged to double earnings before interest, taxes, depreciation and amortization by 2020 with a plan that includes revenue growth, expense management and more efficient capital deployment. “I’m grateful for my time at Red Robin, and, after working in the restaurant industry for more than 30 years, I am looking forward to relaxing and enjoying my family,” Carley said in a statement. “Denny has true passion for Red Robin. She has proven herself as a leader, and she’s well-suited to guide the company’s next phase of growth.” In addition, Red Robin said Kalen Holmes, former executive vice president of partner resources at Starbucks Corp., and Steven Lumpkin, former executive vice president, chief financial officer at Applebee’s International Inc., have been named board members. Red Robin operates and franchises 540 restaurants under the Red Robin Gourmet Burgers and Brews and Red Robin Burger Works brands. Red Robin said same-store sales decreased 3.2 percent at company-owned restaurants for the July 10-ended second quarter, driven by a 3.9 percent drop in traffic that was partially offset by a 0.7 percent increase in average check. . Net income declined 32 percent to $7.6 million, or 55 cents per share, compared with $11.2 million, or 78 cents per share, a year ago. System-wide revenues totaled $366 million, compared to $363.2 million a year ago. – Source: NRN.

Logan’s Roadhouse Files for Bankruptcy

Nashville-based restaurant chain Logan’s Roadhouse filed for Chapter 11 bankruptcy protection Monday with plans to restructure its operations and close 18 locations. Logan’s said in a statement that its CEO, Sam Borgese, will leave the company, but it was not immediately clear when a replacement would be identified. The steak and Southerninspired casual dining chain said that it had secured support for its restructuring plan from its first-lien lenders and bondholders and landed up to $25 million in bankruptcy financing. The company’s “customers continue to face pressure on discretionary income, directly correlating to depressed restaurant sales and reduced customer traffic,” Logan’s chief restructuring officer Keith Maib said in a court filing. Logan’s has 18,964 employees, including 1,002 full-time workers, at its 234 company-owned locations, according to a court filing. The company has 26 franchised restaurants. “A plan is in place to assist employees in closing restaurants, reassigning employees to other Logan’s restaurants and providing them with outplacement services and assistance with applying for jobs,” Logan’s said in a statement. Logan’s has about $416 million in debts, almost all of which is secured, according to a court filing. The company posted $606.4 million in revenue in 2015 and a loss of $112 million before earnings, interest, taxes, depreciation and amortization, including one-time restructuring charges. Founded in Lexington, Ky., in 1991, the company went public in 1995 and was sold to the Cracker Barrel chain in 1999. LRI Holdings bought the company in 2006. LRI is currently controlled by Kelso & Co., according to a court filing. The owners completed a debt exchange in 2015 in a move that eliminated $18.5 million in annual debt payments, but it was insufficient. Foot traffic fell by 8.8% in the first half of 2016 and sales fell 4%. – Source: USA TODAY.

Jeffrey F. Carcara Named CEO of Barteca Restaurant Group

Jeffrey F. Carcara was named CEO of Barteca Restaurant Group, the parent company of Barcelona Wine Bar and bartaco Restaurants, effective immediately. He succeeds the company’s founder, Andy Pforzheimer, who remains in the role of chairman. The Norwalk, Connecticut-based Barteca currently has restaurants in operation or under construction in 11 states and the District of Columbia. The handover has been a measured transition, taking place over the past year, as Carcara worked alongside Pforzheimer and Barteca co-founder Sasa Mahr-Bautz, who is remaining in his role as chief creative officer. “I have been working in the restaurant industry for 38 years and had a strong desire to step back, but there wasn’t a way to do that without having the right person to take over,” Pforzheimer explains. “Barcelona, and later bartaco, have always been ‘works in progress’ to me. They need to keep changing and evolving or we all— customers, managers, employees—get bored. Jeff has the energy and imagination to keep this grand experiment interesting, and the experience to manage a company that has grown so quickly. I feel very lucky.” Carcara, 46, joined Barteca in 2015 bringing with him more than 25 years of experience in the restaurant industry. He started his career at Hillstone Restaurant Group and after a significant tenure went on to join Seasons 52. At Seasons 52, Carcara held several executive positions including Senior Director of Operations and was integral in growing the brand from one restaurant to more than 30 across the country. Before assuming his role as CEO of Barteca, Carcara was the COO of Del Frisco’s Restaurant Group. “I don’t think there’s any better job in the restaurant business. Barteca has some of the best concepts in the industry, and one of the strongest teams,” says Carcara. “The chance to work with Andy and Sasa for the last year has been a great learning experience, and a highlight of my career. I couldn’t be more excited about this opportunity.” – Source: fsrmagazine.com.

Subway Gets its First Logo Update in 15 Years

Subway has updated its logo for the first time in 15 years, marking the sixth time the brand has changed its logo in its 50-year history. According to Subway, the “fresh, contemporary” logo was created by the brand’s creative team in partnership with a variety of design partners. The sandwich chain has also introduced a symbol to go along with the updated logo, and both will begin to appear in Subway restaurants, communications and digital experiences worldwide early next year. The refreshed logo is being featured in a new campaign that Subway has launched to shine a spotlight on its fresh, locally-sourced offerings. It comes roughly a year after the chain announced its pledge to rid its food of artificial flavors, colors, and preservatives. Called SearchforBetter, the campaign was created by Boston-based MMB, which served as Subway’s agency of record for years before the chain puts its account under review last summer in the midst of the Jared Fogle scandal. BBDO won the account last August and has since then created a number of spots for the chain, but a Subway spokesperson said that the brand maintains “a relationship with MMB, as well as other agencies” and uses them for creative projects in addition to BBDO. The SearchforBetter spots will launch during NBC’s coverage of the Olympics Opening Ceremony. Both spots put a focus on Subway’s commitment to fresh food, including its antibiotic-free chicken and its mission to serve food without artificial preservatives whenever possible. – Source: The Drum, Glasgow, Scotland.

Noodles & Company Cutting Marketing, Slowing Growth after Bad Quarter

Noodles & Company will cut back on marketing efforts in poor-performing markets such as Denver, slow the growth of new locations and cut back on some of the service in the restaurant in order to reduce expenses. It’s all part of an effort to reverse another quarter of negative earnings per diluted shares, restaurant officials said on an earnings call recently. Ten days after chairman and CEO Kevin Reddy left the company following a string of disappointing quarters, interim CEO Dave Boennighausen said the Broomfield-based fast-casual restaurant chain is making several changes in order to reverse its fortunes. Noodles announced a 3-cent-per-diluted-share loss for the second quarter of 2016 and said that its same-store restaurant sales continued to fall at a rate of 1 percent systemwide. The company will cut back on its biggest-ever marketing effort that it launched at the end of 2015 and will
shift the resources that continue to go into it from under-performing markets into markets like Washington D.C. and Indianapolis that are showing small- to mid-single-digit increases in comparable store sales, Boennighausen said. The chain’s home market of Denver is one of those under-performing markets, he confirmed. “We did see struggles in Denver,” he said in response to an analyst question during the earnings call. “It’s very competitive … That’s one where the marketing is not able to cut through the clutter.” After opening 49 new company-owned restaurants in 2015, Noodles officials will slow that number to 35 to 40 this year and drastically to 10 to 15 in 2017, Boennighausen said. It will target only “A-plus locations” in terms of real estate and will target markets where the company already has multiple locations and is doing well, he said. It also will look to reduce expenses by having customers, who now are served by restaurant employees after ordering and have their plates picked up by staff, bus their own tables, Boennighausen said. That can reduce labor costs and can meet a norm that the fast-casual industry already has set of self-busing, he said. The biggest area of concern for the chain is under-performing new restaurants, which are averaging just 80 percent of typical store sales, he said. While he acknowledged that closing under-performing locations is “on our radar,” Boennighausen said Noodles will look more into using best practices to improve execution at these locations. Finally, the chain sees some opportunity to increase revenue, Boennighausen added. It will continue to ramp up off-premises dining through improvement of its take-out and delivery services, he said. And it will emphasize the variety of options on its menu while taking a close look at lowperforming items and deciding whether to revamp recipes or to possibly discontinue those items, he said. – Source: Dallas Business Journal.

McDonald’s Extends Recruitment of New Staff to 15-Year-Olds

Andrew Mace is a typical, busy 15-year-old. He plays football and runs track at Northridge High School and raises goats and rabbits for 4-H. But what most distinguishes him from others his age — in fact, from most teenagers — is that he has a job. Andrew started working this summer for McDonald’s in Johnstown. His hiring is part of an initiative by Mortellaro McDonald’s to employ 15-year-olds. “I think it’s helped me a lot,” Andrew said of his new job. “It’s just (taught me) all-around leadership. I want to grow into and be a better person.” The Mortellaro McDonald’s franchise has hired about 70 15-year-olds (some have since turned 16) for the company’s 15 stores in six counties in the central and eastern part of the state. The initiative was not sparked by the tight labor market in the region, said Brian Mortellaro, who owns eight of the stores while his father, Joe, owns the other seven. Instead, it was about tapping a pool of workers who many employers ignore, basically giving him his pick of 15-year-olds who want to work. “It’s more of an untapped market, and it’s easier to penetrate,” he said. Mortellaro uses the 15-yearolds for mostly service jobs — working the cash register and the drive-thru, bringing orders to customers and cleaning tables. They aren’t allowed on the grills or fryers. Since they likely haven’t worked before, he can train them the way he wants. “You can mold them. They haven’t had a lot of outside experience. It’s kind of nice to give them their first work experience. It’s rewarding,” said Mortellaro, who has a 17-year-old daughter, who works for him, along with 14-year-old twins. While restaurants typically have steady turnover, Mortellaro knows that some of these workers are likely to stick around for years to come and maybe one day even move into managerial positions. Exactly how many 15-year-olds hold a job isn’t clear. Federal and state employment data don’t track workers under the age of 16. But it doesn’t figure to be many. Despite a rise in recent years coming out of the recession, teen employment is well below where it was in the 1970s when nearly 60 percent of teenagers had a job or were looking for one, according to placement firm Challenger, Gray & Christmas. Today, only about a third of teenagers are in the labor market. “If you look at the participation rate for 16- to 19-year-olds, it’s pretty much at the lowest point in history,” said Ben Ayers, senior economist at Nationwide. Ayers said many students are bypassing summer jobs and instead are focused on bolstering their high-school resumes to get into the college of their choice. So their summers and spare time are spent on school activities, sports, volunteer work and academics. “Education is king, not just for college but wanting to get the most out of high school,” he said. “There’s a bigger payoff getting a scholarship or getting into a better school and, in the long run, that’s what people are focusing on.” As for 15-year-olds, there may be practical reasons why most employers won’t hire them. There is limit on what kinds of jobs they can do and the hours they can work. They’re also too young to drive, so transportation can become an issue. “It’s more of a hassle. Why would I bother with that when I can hire someone a year or two older,” Ayers said. Beyond the obvious financial gains for teens who work, there are work-experience gains that make them more valuable to employers in the future. In particular, they learn so-called soft skills, such as how to interact with customers and co-workers, the kind of thing that can’t be taught in school. The Mortellaro restaurants aren’t alone in hiring 15-year-olds and even 14-year-olds. Kroger has hired teenagers that young in the Columbus division since the early 1990s. They generally are put to work on the cash register or bagging groceries. They typically work evenings and weekends, when stores are the busiest, said Jennifer Jarrell, a Kroger spokeswoman. The store has about 90 workers those ages spread through 122 stores in the division. That’s less than one-half of 1 percent of the 19,000 workers for Kroger in the region. As is the case with Mortellaro, Kroger likes the notion of hiring young workers who could end up staying with the company for decades. Because of Kroger’s size, employees who start off bagging groceries could grow into jobs there in real estate or advertising, for example. “We do see quite of few that come for that job and end up staying for a career,” Jarrell said. Morgan Anderson, 15, of Newark, said she had been wanting to work for a year before she got a job at a McDonald’s in Newark owned by Mortellaro. She wants to save up money for a car and also will need to pay for the insurance and gasoline. “I’m a really independent person,” she said. “I don’t want people providing for me. I want to provide for myself.” Another one of the recent hires, Myah Harding, 15, of Mount Vernon, has found out two truths from working at the McDonald’s in her hometown: It’s tiring and the wages look much smaller after taxes are taken out. “It’s not as easy as I thought,” she says. She said she now understands how her dad feels when he gets home from work. “Your job looks so easy. Why are you so tired?” she said she has often asked him. “He told me, ‘Go get a job and find out.'” – Source: The Columbus Dispatch.

How Cheryl Bachekder Helped Rejuvenate Popeyes

Popeyes Louisiana Kitchen reclaimed its heritage and its momentum—just in time to take on KFC. Back in early 2008, Popeyes Chicken & Biscuits languished in quick-service mediocrity. A new management team led by Cheryl Bachelder, a one-time president of rival KFC, had been charged to steady the 1,900-unit company, but a litany of internal and external pressures complicated the task. Same-store sales, average unit volume (AUV), and transaction counts had suffered years of declines, and those downward trends placed the company at odds with its franchisees, many of whom considered the Atlanta-based company mismanaged and self-serving. As if that wasn’t enough, the Great Recession struck, spurring a precipitous drop in consumer confidence that further challenged gains. Then, in March 2008, Popeyes founder Al Copeland, who had built the fried chicken–peddling chain from a single unit into a global enterprise of some 800 units, died at the age of 64. Though Copeland had not directed the brand for more than 15 years, his death seemed a symbolic public blow to a brand clamoring for good news—any good news. “The brand hadn’t been managed well,” says Dick Lynch, one of Bachelder’s early management hires and the company’s chief brand officer, “and we needed to get back on track.” And that’s exactly what Popeyes did. In the last eight years, the chain has become a reinvigorated, lively force in the quick-service game, shifting its results, public perception, and its future prospects. In 2015, Popeyes added nearly $700 million in systemwide sales for the year— leapfrogging Papa John’s to enter the top 20 in the QSR 50—and captured same-store sales gains of 5.7 percent at its domestic units, the seventh consecutive year of positive comp sales. The enterprise also reached two new development milestones: opening a record 219 restaurants in 2016—125 of them in the U.S.—and crossing 2,500 total units, an army of restaurants scattered across the U.S. and more than two dozen other nations around the globe. For the once-sluggish chain, one Bachelder herself described as “tired, dirty, and slow,” things are looking up. But the road to recovery was far from smooth. Earning its way. In 1972, Copeland opened Chicken on the Run in Arabi, Louisiana, a New Orleans suburb on the eastern edge of the Mississippi River. Within months of opening, lackluster sales prompted Copeland—a one-time local doughnut magnate unafraid of bold ideas—to change course. He altered his eatery’s menu from traditional Southern-fried chicken to spicy, New Orleans–style chicken and also installed the Popeyes moniker, a nod to Jimmy “Popeye” Doyle, the detective character in The French Connection portrayed by Gene Hackman. By the mid-1980s, Popeyes was a growing phenomenon. The chain boasted more than 500 units, including restaurants outside the U.S., and had become the third-largest quick-service chicken chain. But Copeland’s ambitious appetite proved too mighty. In 1991, his company was forced into bankruptcy after his 1989 purchase of rival Church’s Fried Chicken soured. The company reorganized as AFC (America’s Favorite Chicken) Enterprises shortly thereafter. Throughout the 1990s and into the 21st century, Popeyes struggled to find solid footing. It acquired and then sold brands like Seattle’s Best Coffee and Cinnabon. It lacked direction and purpose amid a revolving door of CEOs, as well as persistent sales, profit, and store-traffic declines. Franchisees became increasingly frustrated. When Bachelder was appointed CEO in 2007, the company was drowning in a surging wave of missteps. “It was the land of silos,” says Amy Alarcon, Popeyes’ vice president of culinary innovation, who joined the company in 2007. “Franchisees looked at us with plenty of suspicion, and we had to break through that noise and unite.” Bachelder and her leadership team responded by introducing a Strategic Roadmap designed to fuel results, unify the brand, re-establish trust with franchisees, and propel the brand’s floundering marketplace standing. There was the launch of new products, including snack items and lighter alternatives to the core bone-in chicken offering a store remodeling project new menuboards and a new advertising agency. The multi-million-dollar efforts were designed to drive traffic and stop consistent same-store sales declines. “We weren’t a national advertiser in 2008, and were only in about 30 percent of the U.S.,” Lynch says, calling the company’s advertising spend “completely inefficient.” Soon after, Annie, a fictional character played by actress Deidrie Henry, became the brand’s new spokeswoman, a position designed to share blunt talk about Popeyes’ authentic and tasty food. There was also a revised name, as Popeyes dropped its “Chicken & Biscuits” tag in favor of “Louisiana Kitchen,” an effort to celebrate the brand’s heritage of Louisiana-inspired home cooking. “We wanted to tell the brand’s story and give Popeyes brand relevance … and that started with bringing the brand back to its Louisiana roots and making it authentic. We believed we couldn’t tell our brand story without a new brand identity,” says Lynch, who developed brand strategy and innovation plans for concepts like Burger King, Ruby Tuesday, and Buffalo Wild Wings before his arrival at Popeyes in 2008. Above all, however, leadership needed to restore the trust of its franchisees, a relationship that had withered and weakened amid consistent instability. “Franchisees had every reason to be unhappy, and we needed to demonstrate we could get the brand back on track,” Lynch says. Indeed, Popeyes’ leadership was focused on regaining its franchisees’ trust. Lynch recalls long and robust discussions among leadership about the brand’s core customer. Was it the consumer, investors, or franchisees? “We decided it was our franchisees, and we needed to understand how our franchisees were making money and how we could help them make more,” he says. “If they were happy, then everything else would take care of itself.” Everything became about the brand and driving its success with franchisees top of mind, Lynch says. There were operational introductions like a guest satisfaction monitor, increased food-safety assessments, and a store-level scorecard that measured key metrics like sales, profits, employee turnover, and guest experience. “We looked to better understand store-level profitability, cost savings, and traffic drivers,” he says. On the guest experience side, for instance, store managers received customer satisfaction reports along with action plans to rectify issues. If the store received a low score for, say, hot food, then the system would point out specific interventions such as checking certain elements of kitchen equipment or more closely monitoring hold times to drive improvement. Popeyes’ leadership also inspired its culinary team to be creative and innovative, so long as new creations featured ingredients or cooking techniques authentic to Louisiana. The company’s culinary brain trust responded with six to eight limited-time offerings every year, including popular options like Wicked Chicken and Rip’n Chick’n, which captured imaginations and customers. “We had a laser-sharp focus on translating the personality of Louisiana into our food so that our products could tell the story of our brand,” Alarcon says, adding that Popeyes’ culinary resolve “has come to define us, separate us, and lift us away from our competitive set.” Eager to inject Louisiana’s bold, flavorful, and creative personality into its food—weaving in the French, German, African, Italian, and British influences that pepper the region’s robust culinary scene—Popeyes’ culinary team hit other home runs with LTOs like Chicken Waffle Tenders—a portable and affordable product—and Red Stick Chicken, in which chicken strips were marinated in Tabasco sauce and cayenne before being battered and deep-fried. The culinary creativity further spurred the chain’s resurgence, reinforcing Popeyes’ Louisiana brand heritage and providing the quick serve a strong point of differentiation. Building on the momentum. Same-store sales and profitability began ticking upward in 2009 as the brand’s marketplace positioning became more clear and distinctive. Franchisees, once a largely disgruntled group, hopped on the bandwagon—“The alignment with our franchisees is more powerful than anyone will ever know,” Lynch says—and there was collective movement around a simply stated yet ambitious brand purpose: “Food that ignites our desire to serve.” “We all rallied behind those words and focused on our roadmap,” Lynch says. In 2014, Forbes called Popeyes the “KFC Killer” and credited the chain for “crushing rivals with a mix of upscale marketing and unapologetically greasy comfort food that customers—and investors—can’t resist.” The sentiment continues to ring true. In 2008, Popeyes’ AUV sat at $1 million. Today, it’s more than $1.4 million. In 2008, Popeyes’ stock price sat as low as $3.50 a share. Today, the ticker for Popeyes hovers near $60. “It’s pretty remarkable how [Bachelder] and her team have turned things around given how disjointed things were eight to nine years ago,” says analyst Alton Stump of Cleveland-based Longbow Research. “You have a system today that’s closely aligned, and everybody is on the same page to generate the best returns they possibly can.” The core components of Popeyes’ recent renaissance—the focus on its Louisiana heritage, new product proliferation, and franchisee relations—remain very present in 2016 as Popeyes aims to continue its brand-building efforts and record-breaking results. “It’s an enduring strategy,” Lynch says. “We’re working to create a legacy of systems, protocols, policies, and values that live beyond us.” Earlier in 2016, the company identified a collection of bold, long-term goals to be achieved over the next seven to 10 years, including driving U.S. restaurant AUVs from approximately $1.4 million to $2 million, increasing franchisee profitability from $340,000 to $500,000 per restaurant, and growing Popeyes’ global unit count from 2,500 to 4,000 restaurants. To accomplish these ambitious objectives, Popeyes’ new Strategic Roadmap focuses even more so on its Louisiana heritage, which leaders continue to see as Popeyes’ key brand differentiator. It also focuses on routine operational excellence at the restaurant level as a means to increase traffic counts. Popeyes is also doubling down on its people, which leadership sees as critical to driving profitability. Earlier this summer, the chain rolled out an employee engagement system in which about 60,000 crew members answered questions about their engagement with the brand and their individual restaurants. The company is now in the early stages of action planning against that data, thoughtfully and earnestly seeking concrete ways to increase employee engagement. “This is different and new territory for us,” Lynch says of the employee engagement push, “but crucial for our continued success.” The company’s three strategic pillars—Louisiana, operational excellence, and its people—will soon be enabled by ONE Technology, an initiative to build a common technology platform for the entire Popeyes system. “All of these programs need to be supported and facilitated by technology, both guest and employee facing, that seek to make lives better,” Lynch says. Stump says the technology piece is critical for Popeyes, which still has room to grow on both unit count—where it trails chicken category leader KFC by some 1,700 units—and AUV, where Chick-fil-A more than doubles Popeyes’ output. “Popeyes’ collection of data from franchisees over the years, something the brand wasn’t doing before [Bachelder’s] arrival, has helped the franchisees generate better returns and pick better sites, and ONE Technology is the next step here,” Stump says. “Popeyes has to get down to one POS system, not the 40 or so they have now.” Bachelder, meanwhile, will continue to lead the charge as CEO after inking a new multi-year employment agreement with Popeyes’ board of directors earlier this year. “One of Cheryl’s greatest talents is that she knows the right questions to ask at the right time,” Lynch says of his longtime colleague. “Best of all, she creates an environment in which these questions are addressed creatively and constructively.” Stability at the top, combined with a clear plan for the future, provides Popeyes leadership plenty of confidence that the momentum of the last eight years will continue. “We know it doesn’t get any easier, that the mountain keeps getting steeper and steeper,” Lynch says, “but we’ve had our turnaround and don’t want to do another. Everyone— our corporate staff, our franchisees, our crew, our customers, and [Wall Street]—understands what we were here to do, and that’s to continue our growth trajectory.” – Source: qsrmagazine.com.

Black Bear Diner Announces Key Addition to Executive Leadership Team

Black Bear Diner, the rapidly expanding family dining concept headquartered in Redding, California, announced the addition of restaurant industry veteran Tim Kaliher as chief operating officer. Kaliher, formerly vice president of operations for O’Charleys, Inc., is responsible for leading Black Bear Diner’s operational efficiency as the concept expands nationally. He is a member of the executive leadership team. “Our growth trajectory is accelerating quickly,” said Bruce Dean, CEO and co-founder of Black Bear Diner. “Tim’s leadership, experience and operational savvy will ensure that we remain efficient and effective in several aspects of our growth plan. Tim is an important addition to the Black Bear Diner family and we are very happy to have him on board.” Black Bear Diner has experienced 22 consecutive quarters of increased same-store sales and also achieved an 18 percent increase in system wide sales in 2015. The brand growth is being fueled by a mix of new and existing franchisees in existing markets, as well as corporate stores in newer markets. Black Bear Diner is on track to open up 14 new units in 2016, and already has 20 units in the pipeline for 2017. The brand has a goal of 100 units by 2018, with an eye towards eastward expansion. “I’m excited to join a brand that has tremendous momentum in the family dining segment,” said Kaliher. “This is a unique opportunity to help a strong brand sustain its robust growth pattern and work with a very talented roster of industry leaders. I’m thrilled to be part of the Black Bear Diner family.” The executive leadership team of Black Bear Diner includes Bruce Dean, CEO and co-founder Robin Yoshimura, chief financial officer Doug Branigan, chief development officer David Doty, chief marketing officer and Tim Kaliher, chief operating officer. Black Bear Diner is an award-winning family dining concept offering bear-sized food portions at an excellent value, with locations spread across eight western states. All Black Bear Diner restaurants feature a unique bear-inspired and log-cabin theme, designed to remind guests of a time when life was a little simpler and service and quality were the cornerstones of business. – Source: Black Bear Diner.

Goodbye, Ruby Tuesday: All 10 of the Chain’s Illinois Restaurants Abruptly Close

Tuesday was the last day you could eat at a Ruby Tuesday restaurant in Illinois. All 10 Illinois restaurants — franchises of the Maryville, Tenn.-based casual dining chain — closed their doors Wednesday, including four suburban Chicago locations. RT Midwest Holdings, a Minnesota-based franchisee that previously reorganized through a Chapter 11 bankruptcy filing in 2012, operated the Ruby Tuesday restaurants in Illinois. “As the franchisor of this concept, we went to great lengths in assisting the franchisee to remain open but he has made the decision to close his restaurants,” Ruby Tuesday said in a statement. Efforts to reach Guerrino Ruta, president of RT Midwest, were unsuccessful Friday. The closed Chicago-area Ruby Tuesday locations are in Gurnee, Melrose Park, Downers Grove and Skokie. Other Illinois locations included Rockford, Champaign, Effingham, Morton, Decatur and DeKalb. “We appreciate the patronage of the many residents and guests that have dined at the Illinois Ruby Tuesday restaurants over the years along with the dedicated employees of the franchisee and will evaluate opportunities to return to the market in the future,” Ruby Tuesday said. Ruby Tuesday was founded in 1972, opening its first restaurant in Knoxville, Tenn. The company went public in 1996 and launched its franchise operation the following year. As of March, there were 729 Ruby Tuesday restaurants in 44 states, 13 foreign countries and Guam. Most of the restaurants are corporate-owned. RT Midwest operated 11 of the company’s 28 U.S. franchise locations. It closed its Quincy, Ill., restaurant in March. Ruby Tuesday had nearly 800 locations in 2012 and has been closing restaurants in recent years amid soft sales. In fiscal 2015, same-restaurant sales were down 0.5 percent, an improvement over the previous year, when they fell 5.3 percent. In April, Ruby Tuesday reported a 5.1 percent revenue decline and a $3.1 million net loss for its fiscal 2016 third quarter. The company is scheduled to report fourth-quarter earnings Aug. 11. – Source: The Chicago Tribune.

Chipotle Promotes Tuition Reimbursement Program

Restaurant chains have expanded their educational perks. Chipotle Mexican Grill has partnered with an online education startup to help the restaurant chain expand a tuition reimbursement program that could result in some employees paying as little as $250 per year to take college courses. The program, which Chipotle unveiled, is a partnership with Colorado-based Guild Education and will allow employees at the burrito chain to pursue undergraduate or graduate degrees, taking college courses, earn a GED, or study English as a second language. The partnership builds on an existing tuition reimbursement program that already exists at Chipotle. That employee benefit received a big notable upgrade about a year ago, when Chipotle expanded the benefit to part-time employees after previously only offering the perk to salaried workers. Here’s how Chipotle came up with the $250 figure: Employees would have access to up to $5,250 in tuition reimbursement per year provided by the company. An additional $5,815 could come from federal grants (though only for qualified candidates). Through those programs and the discounted tuition that Guild is offering, that’s how college costs can in some cases reach such a low figure. Broadly, restaurant chains and retailers have in recent years aimed to entice workers with better paying jobs and perks to lure and retain talent. Much of the media’s attention has focused on wage increases, but other perks like tuition reimbursement can be an important competitive advantage for companies like Chipotle. Rival restaurant chains have moved to augment their own educational programs in recent years. Starbucks, for example, also works with an online education company in a perk it says can cover all college expenses. McDonald’s also has a
college program, albeit it is less generous. For Chipotle, an investment in the education of the company’s more than 60,000 employees can make sense strategically: about 90% of Chipotle restaurant managers came from lower-paid crew positions. Gretchen Selfridge, restaurant support officer at Chipotle, told Fortune that since the company expanded the tuition perk to part-time employees in 2015, Chipotle has contributed about $5 million to 1,500 employees’ education. A majority of those that took advantage of the perk were those working in crew and cashier positions. Selfridge said that while the number of employees that are taking advantage of the perk is low, Chipotle is hopeful that figure will increase due to the new partnership announced recently. “Most of our employees wouldn’t have an idea of how to fill out a grant,” says Selfridge, who points out that many employees hired by the restaurant chain would be first-generation college students. “This partnership can help them find ways to cover even more costs.” Selfridge explained that the company’s recent efforts to tout tuition reimbursement has also helped Chipotle confront the negative perception that comes with working at a restaurant chain. In her time talking with Chipotle’s young restaurant staff, Selfridge says she’s heard many times that employees thought college was out of reach (because it was too expensive) and also that their parents deemed a job at Chipotle as a dead-end gig. “When these kids and their parents realize there is tuition reimbursement, it shows we aren’t trying to retain them in the fast food industry forever,” Selfridge says. – Source: Fortune.

Long John Silver’s Names Marketing Veteran to the Corporate Communications Team

Long John Silver’s, has named Karen Wantland, Director, Media and Local Store Marketing. Wantland’s responsibilities include overseeing strategic planning and implementation of national and local media, driving traffic and awareness. She reports to Vice President of Media, Promotions and Marketing, Marilyn Nicholson. Wantland brings more than 20 years of experience in marketing and advertising to Long John Silver’s and has worked with a variety of well-known, national brands. “I have known Karen for many years. Her versatility, creativity and organizational skills pack a powerful punch,” said Nicholson. “She has a wide range of experience in marketing, media, public relations and advertising and has a record of helping her clients succeed.” Previously, Wantland was a media director at Scoppechio for ten years and a media supervisor at Doe Anderson prior to that. She has worked with major names including YUM! Brands, Churchill Downs, Longhorn Steakhouse and University of Louisville, to name a few. Wantland serves on many boards and is active in her community. – Source: Long John Silver’s.

Jamba Juice Continues Franchise Expansion in the Portland Market

Offering freshly made fruit juices, signature smoothies and better-for-you food options, Jamba Juice is expanding in Portland and announced it has opened a new store in the city. The new store is located on 13565 N. Cornell Road, on the corner of Cornell Rd. and Murray Blvd. The store is owned by Jamba franchise group The Cinnamon Bums, Inc. which is based in Oregon. The Cinnamon Bums owns 20 additional Jamba locations in Oregon and in Southwest Washington. “We’re thrilled to continue to grow in the Portland market, and bring the goodness of Jamba Juice’s nutritious and delicious offerings to our community,” said Steve Foltz, a principal at The Cinnamon Bums. “The new location provides shoppers and visitors a convenient location to enjoy our better-for-you menu offerings on the go.” The opening continues Jamba Juice’s tradition of providing a wide variety of nutritious and freshly prepared menu selections that are wholesome and healthy. The Jamba Juice menu offers beverage choices for every palette and taste, with strong roots in their hallmark freshly squeezed juices, made to order with whole food ingredients. Jamba Juice’s signature Smoothies are blended masterpieces made with real fruit. Jamba isn’t just about beverages – guests can also enjoy Jamba’s steel-cut oatmeal, Baked Goods, and Energy Bowls. The Cinnamon Bums has been a long-time philanthropic partner in the community and participates with many charitable organizations throughout the region. – Source: Jamba, Inc.

J. Alexander’s Holdings, Inc. Announces Plans for Newest Stoney River Steakhouse and Grill

J. Alexander’s Holdings, Inc. said it has signed a lease to develop a new Stoney River Steakhouse and Grill at University Place in Chapel Hill, NC. Lonnie J. Stout II, President and Chief Executive Officer of J. Alexander’s Holdings, Inc., said the new Stoney River Steakhouse and Grill, representing the 12th in the Company’s collection, will be located at 201 South Estes Drive. Construction on the new restaurant is slated to begin in early August with opening scheduled for the fourth quarter of this year. “We are pleased to announce plans for our newest Stoney River Steakhouse and Grill,” Stout said, “marking our entry into North Carolina.” The Stoney River Steakhouse and Grill at University Place will be approximately 7,900 square feet with seating for up to 225 guests. The restaurant will employ an operating staff of approximately 80 full and part-time professionals. According to Stout, the newest Stoney River Steakhouse and Grill will offer a high-quality menu with emphasis on hand-cut steaks, seafood and featured entrées, served in a sophisticated atmosphere. “The menu will be broader than offered in most steakhouses,” Stout emphasized, “and every steak entrée will come with a side item. Guests will enjoy such offerings as a coffee-cured filet, bone-in rib eye and classic New York strip steak, as well as our house specialties ranging from signature steak and biscuits, pasta and chicken to shrimp, sea bass and salmon.” The Stoney River fullservice bar will feature hand-crafted cocktails and over 30 varietals of wine by the glass and more than 120 bottles of wine on its boutique wine list. The new Stoney River in Chapel Hill will be open seven days a week for dinner and on Sunday for brunch. Operating hours will be announced prior to the opening of the restaurant. In addition to the new location planned for University Place in Chapel Hill, J. Alexander’s Holdings, Inc. presently owns and operates 11 Stoney River Steakhouse and Grill restaurants in Annapolis and Towson, MD Atlanta, Duluth and Roswell, GA Deer Park, IL Louisville, KY Chesterfield, MO and Germantown, Franklin and Nashville, TN. – Source: J. Alexander’s Holdings, Inc.

JAB Beech Completes Acquisition of Krispy Kreme

Krispy Kreme Doughnuts, Inc., an indirect controlled subsidiary of JAB Holding Company, announced the successful completion of the acquisition of Krispy Kreme by JAB Beech. The acquisition was announced on May 9, 2016, and the transaction closed and became effective following the vote by shareholders of the Company to approve the deal at a special shareholder meeting earlier in the day. Under the terms of the transaction, Company shareholders will receive $21 per share in cash for each share they own. As a result of the completion of the acquisition, Krispy Kreme’s common stock will cease trading as of on the New York Stock Exchange. – Source: Krispy Kreme.

Ignite to Close 8 More Restaurants

Ignite Restaurant Group Inc. will close at least eight more restaurants in the third quarter, after closing three Joe’s Crab Shack units in the second quarter ended June 27, executives said. The Houston-based casual-dining company, which also owns and operates the 26-unit Brick House Tavern + Tap chain, took an $8.2 million asset impairment charge in the second quarter related to closures, said Brad Leist, Ignite chief financial officer, in an earnings call. “In the third quarter, we plan to close eight of these impaired restaurants, along with potentially a few others, due to underperformance,” Leist said. “The decision to close these restaurants is specifically aimed at improving our operating margins, as well as our current future financial covenant ratios.” As of June 27, Ignite had 127 Joe’s Crab Shack units, down from 138 in the same period a year ago. The company closed seven Joe’s restaurants in the third quarter of 2015. Robert Merritt, Ignite president and CEO, told analysts that the company’s second-quarter sales were impacted significantly by a downturn in the oil and gas economies of Texas, from where Ignite gets about 30 percent of its sales. Restaurants in the Northeast also performed poorly in the quarter, he said. “I’ll be as candid as I can be,” Merritt said. “We’re not happy with the operating results. In fact, we’re a bit embarrassed about the operating results.” Ignite’s net loss for the second quarter was $10.4 million, or a loss of 40 cents a share, which swung from net income of $86,000 in the prior-year period. Second-quarter revenue fell 8.7 percent, to $130.8 million, from $143.2 in the same period a year ago. Ignite same-store sales declined 6.7 percent systemwide, with a 6.8-percent decrease at Joe’s Crab Shack and a 6.3-percent decrease at Brick House. Ignite had tried to make the Joe’s brand more upscale, Merritt said, which “frankly the consumer didn’t respond well to.” Merritt said the company was “taking steps to reverse that. And we’re pulling every lever and pushing every button we can think of in Texas.” While Merritt said he wouldn’t “try to sugarcoat it,” he was seeing positive signs, with a new menu in September that would restore a number of items that had been removed, and working on operations. Sales in the first weeks of the third quarter showed improvement in areas other than Texas, Merritt said. “Some of the things we’re doing are having a positive effect,” he said, “and we will continue to fight the fight in those areas where it’s not.” The second-quarter 6.8-percent same-store sales decrease at Joe’s Crab Shack included a 7.1-percent decrease in traffic and a 0.8-percent decrease in mix that were partially offset by a 1.1-increase in price, Leist said. Same-store sales at Brick House declined 6.3 percent in the quarter, comprised of a 6.9-percent decrease in traffic and mix that was offset by a 0.6-percent increase in price, he said. Leist added that full-year guidance was for a 4-percent to 8percent same-store sales decline systemwide. As of June 27, Ignite owned 127 Joe’s Crab Shack units and 26 Brick House restaurants. – Source: NRN.


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