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R e s t a u r a n t D a i l y N e w s 9 1 Tu e s d a y, M a y 1 9 , 2 0 1 5 restaurants a home-style tortilla with the authentic taste and texture Cathy's fami- ly has always enjoyed. Catallia's signa- ture brand of foodservice tortillas reflects her Mexican heritage and her commit- ment to premier quality, flavor and per- formance. With Catallia as your foodservice partner, you can tap into a diverse portfo- lio of tortilla products and capitalize on the very latest food trends – from putting twists on classic tacos, burritos and fajitas to creating inspired appetizers, breakfast wraps and exploring the robust "street tacos" craze. You will soon realize what thousands of other savvy restaurant opera- tors and chefs already know – when it comes to Catallia, there's no tortilla like it! Catallia is focused on foodservice and doing extraordinary things to meet the needs of restaurant operators like you. It knows the busy, complex sur- roundings of the restaurant operator and understands that you need a tortilla you can rely on for great performance and consistency every time. Most important, you want to serve the irresistible fresh- baked taste and aroma of wholesome tor- tillas that reflect your attention to quality. Its proven approach combines time- Catallia Mexican Foods (Cont'd. from p. 1) less food artistry with synergistic partner- ships and modern production technolo- gies to generate superior tortillas and business relationships. Its national distri- bution network ensures a reliable and efficient product supply. You can depend on Catallia to give your guests the same quality and taste experience every time. A leader in food safety, it adheres to rigorous safety standards and maintains ongoing SQF Level 3 Certification to ensure its products enhance your menu while also protecting your business and brand. In addition, its offerings feature ingredient statements that are "cleaner" than many competitive products – a tes- tament to our devotion to authentic Mexican goodness and wholesome qual- ity. Catallia also can offer customized formulations to meet your unique menu requirements. The company invites you to experi- ence the Catallia difference – because there's no tortilla like it. Catallia is a women-owned/minority certified business. For more information, visit #8266 in the "Minnesota Made" section, call 651.647.6808 or go to www.catallia foodservice.com. grow, but the phones themselves are becoming a more and more integral part of people's lives. Because mobile phones have become so important to people they represent a powerful marketing platform for restau- rants and bars and a great opportunity for them to use the latest marketing trend to set themselves apart from their competition. In order to make mobile as easy and inexpensive as possible, Zuldē has devel- oped an integrated mobile marketing plat- form that includes all of the tools that restaurants need to implement a success- ful mobile marketing strategy. This includes a branded mobile app, a full fea- tured loyalty program, mobile deals, social media integration, event invitations and reminders. In addition, a customer database is created, which provides even greater digital marketing capabilities such as email and texting. Not only do you get an app with the Zuldē integrated mobile marketing platform, you get a complete digital advertising solution. Robert Avery, the creator and owner of Zilios Artisan Pizza in Salt Lake City, Utah, has embraced mobile as the wave of the future and has used the Zuldē Mobile Marketing Platform to grow his business over the past year. Avery said, "Having my own mobile app has really helped set me apart from my competi- tion. Not only do I have a full mobile loy- Mobile Apps (Cont'd. from p. 1) alty program now, but I can also send deals to my customers at any time." The integrated mobile loyalty pro- gram helps bring customers back more often, making them more valuable. It's great for the customers because they can see exactly how many points they have right from the app on their phone. It includes an iPad app for the restaurant's employees to enter dollars spent, so it can be implemented immediately with no need for integration or custom development. As part of his customer retention program, Avery uses his mobile app to send deals out on a regular basis. "My customers love getting the deals sent to their phone because the coupon is always there so they have it with them when they need it," he said. The mobile coupons that get sent are redeemed at the time of checkout, and once redeemed can't be used again. In addition, because the coupon is redeemed it can be tracked. This gives the owner or manager full ana- lytics so that he can track the effective- ness of the various promotions. When asked if he would recommend mobile as a strategy to build a more prof- itable business, Avery said, "Mobile is the best marketing tool that I have used in a long time, and hands down the best instrument for retaining, maintaining and finding new customers." For more information, visit booth #8328 or go to www.zulde.com. "Our internationally recognized fac- ulty, scholars and researchers are equipped with the analytical skills and advanced management concepts neces- sary for us to excel on a global scale," said Dean Dopson. "And that is exactly what we are trying to do." The college's efforts toward excel- lence were recently recognized when it was ranked as one of the nation's top 10 hospitality and tourism graduate pro- grams by the Journal of Hospitality & Tourism Education. CCHM's Master of Science in Hospitality Management (MSHM) program started in 2010 with 12 students enrolled. Five years later, there are 60 students enrolled and 50 percent are international students. A combination of industry support, internationally renowned faculty and programs that pre- pare students with the skills necessary to succeed in the industry help push the col- lege and its graduate program forward. "Irrespective of terrorism, war and economic crisis, the hospitality and tourism industry has grown rapidly in the last decade," said Director of Graduate Studies Neha Singh. "The industry now needs more analytical, problem-solving and critical-thinking skills and the MSHM program offers just that. The required thesis and profes- sional papers help student use the tools they have learned and apply them to real-life issues." In order to keep up with the college's growth and increasing demand, CCHM is currently undergoing a building expan- sion. The new $10 million building, which was funded by private donations from long-time supporters of the college, will house the graduate program while CCHM (Cont'd. from p. 1) providing additional space for faculty offices, graduate classrooms, student commons and more. Additionally, there has been a signif- icant increase in national conference par- ticipation by Collins students and faculty, which has strengthened the college's net- work. Study abroad opportunities for undergraduate and graduate students have also opened up international doors. This summer, 52 students will go to Italy to study wine education at the Apicius International School of Hospitality and another 12 students will travel to Costa Rica to learn about sustainable tourism first-hand. "Studying abroad is the best way to foster cross-cultural exchange, and as an international student, I believe it is ideal for my personal and career growth," said Joanne Lam, a graduate student who will participate in the Costa Rica sustainable tourism course this summer. The study abroad experiences to Italy and Costa Rica are just a couple of ways the college is expanding its global foot- print. Every year, Collins students get the chance to travel the nation and attend con- ferences in big cities such as Chicago, New York and San Francisco. Study abroad and conference opportunities are made avail- able to students and faculty through schol- arships and generous endowments from the college's supporters. "We are expanding our programs, increasing study abroad and travel oppor- tunities and establishing international part- nerships," said Dean Dopson. "All of these opportunities help Collins students achieve their goals and propel them toward becom- ing leaders in this dynamic industry." For more information, stop by booth #8447 or visit www.cpp.edu/~collins. in North America, it started to export ice cream equipment to U.S. under var- ious trade names as early as 2007. The company itself started to manufacture ice cream equipment in 1996 and now exports ice cream machines and pow- der mixes to almost every corner of the world. To better serve our customers in North America, we recently established Oceanpower America and we will keep our audience updated with our progress. RDN: How does Oceanpower standout against other competitors? WH: Oceanpower has been able to distin- guish itself from other competitors by con- tinuing to innovate in the foodservice industry, not only in terms of products, but also the business as a whole. When the company started to make ice cream equip- ment nearly 20 years ago, the first line of products were very simple, of small capac- ity. As business grew, we started to improve our products and export them to other areas such as Middle East, Europe, Africa and North America. During the course of global expansion, we had to adopt a 'complex global' strategy to cope with specific needs and restraints from customers in each different geographic ter- ritory. For example, in many emerging markets, voltage instability could severely impact machine's performance; therefore, our engineering team had to make the sys- tem more robust and stable. Simply put, our customers' continued request for better products prompted us to revolutionize our product lines. In addition, due to cus- tomers' strong interest in quality, afford- able ice cream powder and cone products, Oceanpower (Cont'd. from p. 1) we imported three state-of-the-art assem- bly lines from Austria and invested mil- lions of dollars in a food processing facili- ty, FDA and HACCP approved. RDN: What products are you presenting to the audience at the show this year, any new products? WH: We brought almost our entire prod- uct line to the show this year to demon- strate our hard work for the past several years. Nearly all products are new. Our product portfolio encompasses mini ice cream machine models Sunny A6 and A 12, classic counter top and floor standing ones, the flag-ship 165 series, and the classic OPH42 batch freezer. Each prod- uct line targets a specific customer seg- ment. Priced very competitively, mini machines are ideal for mom-and-pop shops and catering venues, etc. while the 165 series would be indispensable for locations with heavy foot traffic demand- ing absolute continuous dispensing per- formance. In addition, to boost overrun and profitability, customers also have the option to include air pump as an option when ordering. RDN: What are Oceanpower's long term business goal in North America？ WH: As part of our global strategy, we hope to build a strong and resilient sup- ply chain in North America within the next few years. Oceanpower is on its way to become a real American compa- ny. For more information about Oceanpower and Oceanpower America, stop by booth #5438, visit www.oceanpowe ramerica.com or call 800.672.4161.