By Betsy Craig on September 19th, 2014 | Comment on this post

The restaurant industry has a fair amount of uncertainty, but menu labeling and its requirements may be one of the most ambiguous challenges operators have faced in recent years. The U.S. Food and Drug Administration released proposed regulations in 2011. Three years later, we are still waiting for the final rulings, but operators can take steps toward accurate labeling now.

Menu labeling triply challenges pizza operators. First, pizzeria menus offer greater variety than other industry segments. Second, customization inherent in the offering makes standardization far more difficult. Third, pizza — in its wonderful decadence — often has higher calorie counts than other comparable segments. Add to the pie the expected costs of analysis, and menu labeling becomes a supreme problem. Or not. With the right partner and the right information, operators can stay true to their brands while providing the necessary information and options that comply with menu labeling standards. It’s as easy as pie, or in this case, as easy as 1-2-3.…

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By on September 18th, 2014 | Comment on this post

Oscar E. Torres, President and Chief Operating Officer of Kellstrom Materials, is responsible for all aspects of the company’s worldwide operations. Prior to this, he was Chief Financial Officer of Kellstrom Aerospace, the parent company of Kellstrom Materials. Before joining Kellstrom Aerospace, Torres held various positions with KPMG LLP.

In this post, sponsored by Kellstrom, Torres talks about the current and future state of the airline industry.

Question: What is the biggest challenge your company is facing this year? The next 10 years?

Answer: Kellstrom Materials provides aftermarket parts and repair services to commercial aviation operators, and maintenance, repair and overhaul companies. Our business is primarily driven by the demand for engine and airframe heavy maintenance, phase checks and line maintenance. Companies are speeding up the retirement of older, higher maintenance aircraft, creating a younger global fleet due to significant improvements in the reliability and fuel efficiency of new aircraft and engines, a global low interest rate environment, which has reduced the cost of new aircraft and engines, as well as an increase in the production rates of new aircraft.…

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By Ted Coine and Mark Babbitt on September 18th, 2014 | Comment on this post

a world gone social book coverIndustrial Age leadership was good, or at least efficient. It enabled us to get the most out of every worker; expectations were set; consequences for not meeting minimums were clear. People did what they were told, and went home.

But the Industrial Age is over. And it’s not coming back.

Welcome to the Social Age.

We humans are social down to our very core; social is not just what we do, it’s what we are. Connecting and communicating; sharing ideas, news, tips and sometimes warnings; making introductions; growing our influence. That’s all we’ve ever done.

At first, of course, connections were limited to the confines of our village. Posted letters then tied us together over distances. Phone lines and then e-mail and mobile allowed us to connect globally. Yet, even with all these advances in technology, communication was limited in scope: one person connecting with one other and sometimes for the most powerful, numerous others.…

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By on September 18th, 2014 | Comment on this post

“If you’re going to hire an analyst, hire the one that’s doing the Sudoku puzzles in the waiting room,” says Jim Sterne of eMetrics Summit. But, he says, it’s not all about the numbers.

In his presentation at’s Brands-Only Summit, Jim talks about the human side of social media analytics. He focuses on the role an analyst should play within a company and the qualifications they should have to turn social data into effective business practices.

Here are some key points:

  • Tell stories instead of reports. Jim advises analysts to skip over the nitty-gritty numbers. Instead, get right to the insight by focusing on customers and business objectives.
  • Be careful. Jim acknowledges that humans love to find patterns and make assumptions. Unfortunately, there are a lot of traps the brain can fall into when it comes to processing data. He warns analysts not to confuse correlation with causation or to give in to cognitive bias.
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By Shani Magosky on September 17th, 2014 | Comment on this post

Getting caught up on my never-ending stack of periodicals on a cloudy Sunday morning, I read with delight and admiration about’s creative approach to allowing pets at work — hardly surprising, it’s called Puppyforce.

But the cute name is not what differentiates it, and permitting pets at the office is not necessarily a new perk. What stands out to me is the strategically innovative way in which Salesforce went about designing their version of this employee benefit and the bona fide emphasis placed, in general, on building a highly engaged workforce.

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Puppies for Success

Fortune magazine’s Christopher Thaczyk describes how Puppyforce took shape via discussions on Chatter, the company’s enterprise social networking platform (think Yammer but tied to the Salesforce CRM). Incorporating feedback from employees concerned about allergies, hygiene and noise, Puppyforce ultimately took shape as a separate soundproof workspace with rubber floors and a reservation system.…

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