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                                                                                           Mccormick	and	schmick	nutrition	facts
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  category\u003drestaurants","deeplink_param_value":"restaurants","get_offers_url":"/etc/aarp/dbr/ws.api/offers/restaurants.json","sub_tags":[]}],"ltos":[],"lto_daysleft_start_control":30,"master_brand":"mccormick-and-schmicks-10123","analytics_brand":"Landry\u0027s	|	McCormick	\u0026	Schmick\u0027s®","analytics_offerid":"mccormick-and-schmicks-
  10123","category_list":"restaurants","subcategory_list":"","dbr_offer_type":"discount","offer_timing":"anytime","parent_offer_page_path":"","taxonomy_general_category":"healthy-living","taxonomy_level_1":"food-and-drink"}	For	sale:	McCormick	&	Schmick’s	Seafood	Restaurants	Inc.Is	it	a	surprise?	Not	really.	But	the	situation	isn’t	unique	to	McCormick	&	Schmick’s—many	restaurants	have	had	a	hard	time	keeping	their	businesses
  running	in	the	last	few	years.	But	according	to	industry	experts,	there’s	more	than	the	bad	economy	to	blame	for	the	downfall	of	the	famous	seafood	chain.The	chain	has	lost	its	mojo,	says	Cliff	Courtney,	executive	vice	president,	chief	strategy	officer	of	Zimmerman	Advertising,	Fort	Lauderdale,	Florida—an	agency	that	works	with	a	number	of	big	restaurant	brands.“They’re	really	a	cautionary	tale	for	all	dinosaurs,”	he	says.	“Brands
  are	fluid,	and	they	have	to	change	to	stay	relevant.	But	these	guys	are	lumbering	in	a	way	that’s	been	killing	them.”The	upscale	seafood	chain	is	lumbering	in	several	ways,	Courtney	says.	It	has	barely	changed	in	the	32	years	since	it	opened	its	first	restaurant;	it	offers	huge	menus	with	seemingly	everything	on	them;	the	brand	feels	stale;	and	the	meals	are	intended	to	take	a	long	time.And	time	is	one	of	the	things	that	are	most
  precious	for	consumers.	It’s	the	ultimate	commodity,	he	says—so	a	huge	menu	isn’t	doing	the	customer	a	favor	because	it	just	overwhelms	with	choices.But	McCormick	&	Schmick’s	is	proud	of	the	choices	it	offers.	According	to	its	website,	it	has	a	daily	menu	“highlighting	an	impressive	number	of	fresh	seafood	varieties.”“We	are	overwhelmed	by	choice,”	Courtney	says.	“We	are	overwhelmed	by	our	schedules.	And	we	are
  underwhelmed	by	restaurants	who	can’t	honor	those	priorities.”Brand	ReinventionIt	seems	McCormick	&	Schmick’s	has	simply	not	kept	up	with	what	the	consumer	wants	and	has	certainly	not	managed	to	reinvent	itself—something	Courtney	says	every	major	restaurant	brand	should	explore	regularly.Even	the	seafood	brand’s	literature	says:	“We	do	things	the	‘old-fashioned’	way,	from	taking	orders	from	memory	and	hand	shaken
  drinks,	to	the	physical	appearance	of	our	restaurants.”[pagebreak]And	while	this	connection	with	the	past	might	garner	some	points	with	the	over-65	crowd,	the	chain	is	not	attracting	a	newer,	younger	audience,	Courtney	says,	which	has	disposable	income	and	a	desire	to	eat	out.But	McCormick	&	Schmick’s	is	doing	one	thing	that	is	garnering	it	some	points,	and	the	chain	has	been	doing	it	since	long	before	the	practice	was	in
  vogue:	Each	restaurant’s	menu	is	tailored	to	the	local	area,	offering	produce,	seafood	and	meats	from	the	vicinity.And	the	dishes	are	inventive:	Wild	Alaska	halibut	is	grilled	and	served	with	tomato	and	spinach	spaetzle,	yellow	tomatoes	and	balsamic	reduction;	or	there’s	grilled	wild	Columbia	River	king	salmon	served	with	fava	bean	sauté,	Chianti	caramel	and	roasted	fingerling	potatoes.McCormick	&	Schmick’s	also	draws	a	lot	of
  attention	with	its	happy	hour	food	menu,	which	is	known	for	offering	a	bar	menu	with	items	starting	at	$1.95,	including	a	half-pound	cheeseburger	and	steamed	mussels.Tom	Kelley,	managing	partner	of	Concept	Branding	Group,	San	Diego,	is	not	so	sure	about	the	success	of	this,	however,	in	promoting	the	brand.“They’re	famous	or	infamous	for	their	happy	hour,	but	I	think	that	deteriorates	the	brand.	You’ve	got	to	ask	how	they	put
  out	a	$2	burger	or	even	why	they’d	have	a	burger	on	their	promotional	menu	when	they’re	a	seafood	restaurant.”McCormick	&	Schmick’s:	The	HistoryBill	McCormick	and	Doug	Schmick	met	working	at	Jake’s	Famous	Crawfish	Restaurant,	a	failing	restaurant	that	McCormick	purchased	in	1972	and	brought	back	to	life	with	the	help	of	his	then	manager,	Doug	Schmick.They	joined	forces	in	1974,	creating	Traditional	Concepts,	the
  precursor	to	today’s	McCormick	&	Schmick's	Seafood	Restaurants,	whose	headquarters	are	in	Portland,	Oregon.The	first	McCormick	&	Schmick’s	opened	there	in	1979.	Upon	its	success,	the	company	expanded	through	the	Pacific	Northwest	and	then	across	the	country.	It	now	has	87	restaurants,	as	well	as	six	Boathouse	Restaurants	in	Canada,	a	brand	it	purchased	in	2007.In	2004,	McCormick	&	Schmick’s	went	public.	That,
  according	to	Kelley,	was	the	beginning	of	the	erosion	of	the	brand.“When	they	grew	too	fast	after	they	went	public,	they	lost	some	brand	culture	and	brand	identity,”	he	says,	but	acknowledges	that	the	scenario	isn’t	unique	to	McCormick	&	Schmick’s.	“It’s	not	uncommon	when	companies	go	public	for	there	to	be	a	corporate	culture	that	takes	over.“A	lot	of	the	time,	when	restaurants	go	public,	they	lose	the	entrepreneurial	culture
  and	spirit—which	is	bound	to	happen.	It	is	bound	to	show	over	the	years,	and	I	think	it	has	shown	in	this	case,”	he	says.And	Kelley	is	a	big	supporter	of	Bill	McCormick,	having	worked	with	him	several	years	ago.[pagebreak]“He	really	is	the	consummate	host	and	hospitality	professional.	He	is	a	very	visionary	man,	and	that	was	behind	the	success	of	the	brand	for	so	long,”	he	says,	adding	that	McCormick	is	less	involved	since	the
  company	went	public.“I	do	believe	that	when	the	founder	of	a	company	like	this	steps	away	or	is	not	involved,	[the	brand]	really	deteriorates,”	he	says.The	Numbers	RevealedToday,	things	are	looking	rather	bleak	for	the	37-year-old	company.In	fact,	in	the	first	quarter	of	2011,	revenues	decreased	by	1	percent,	to	$84.0	million	from	$84.8	million.	Comparable	restaurant	sales	decreased	by	3.2	percent	and	there	was	a	net	loss	of
  $700,000,	or	4	cents	per	diluted	share,	compared	with	a	net	loss	of	$400,000,	or	3	cents	per	diluted	share,	in	the	first	quarter	of	2010.And	overall,	in	2010,	revenues	decreased	2.3	percent	to	$351.1	million	from	$359.2	million	in	2009,	and	comparable	restaurant	sales	decreased	4.9	percent.	For	stockholders,	in	2010,	each	diluted	share	lost	$1.57	compared	with	a	net	loss	of	$1.05	per	diluted	share	the	previous	year.Early	last	month
  the	company	announced	that	its	board	of	directors	had	decided	to	put	the	company	up	for	sale,	and	that	the	company	would	continue	to	execute	its	strategic	revitalization	plan,	which	Schmick	says	“will	improve	revenue	per	location,	provide	strong	returns	on	invested	capital,	enhance	the	overall	guest	experience	and	deliver	significant	value	to	all	stockholders.”The	plan,	which	was	announced	earlier	this	year,	includes:Carrying	out	a
  multiyear	service,	hospitality	and	portfolio	upgrade	program	designed	to	increase	restaurant	revenue	and	profitability,	while	also	enhancing	the	overall	guest	experience.Refreshing	and	remodeling	restaurants.Continuing	to	elevate	the	company's	culinary	program.Better	aligning	the	McCormick	&	Schmick's	brand	with	local	market	guest	preferences.Considering	opening	more	Boathouse	Restaurants	in	Canada,	as	well	as
  introducing	them	in	the	U.S.“Doing	a	strategic	plan	now	is	so	reactionary,”	Kelley	says.“One	of	my	questions	is,	how	much	objective	outside	advice	did	they	have	in	putting	this	together?	And	why	did	it	take	so	long	to	come	up	with	this	grandiose	plan	and	why	weren’t	they	doing	it	every	day	for	the	past	20	years?”Rejecting	AcquisitionIn	April	the	brand	rejected	the	unsolicited	tender	offer	from	LSRI	Holdings	Inc.,	a	wholly	owned
  subsidiary	of	Tilman	J.	Fertitta’s	Landry's	Restaurants	Inc.The	offer	was	to	acquire	all	outstanding	common	stock	of	McCormick	&	Schmick's	not	already	owned	by	it	or	its	affiliates	for	$9.25	per	share	in	cash.	(Fertitta	is	McCormick	&	Schmick’s	single	largest	individual	shareholder,	with	10.1	percent	of	shares.)The	seafood	company’s	board	unanimously	rejected	the	offer,	saying	that	it	“undervalues	the	company's	current	and	future
  business	prospects,	is	highly	conditional,	and	is	not	in	the	best	interests	of	the	company	or	its	stockholders.”McCormick	&	Schmick's	encouraged	its	stockholders	to	reject	the	offer	and	to	not	tender	their	shares	to	LSRI	Holdings.Does	the	brand	have	any	chance	of	surviving?Tom	Kelley	believes	so.	“I	think	that	the	brand,	with	a	little	reinvigoration	of	what	it	started	with,	or	getting	back	to	its	roots,	could	survive	because	it	still	retains
  a	lot	of	brand	integrity	and	brand	value.“I	think	people	oftentimes	continue	to	have	a	good	time	there.	It	just	seems	as	if	some	of	the	details	aren’t	being	attended	to.	I	would	hope	they	could	breathe	life	back	into	the	original	concept.”[pagebreak]It’s	not	too	late	for	McCormick	&	Schmick’s	to	re-establish	its	core	values,	Kelley	adds.	“With	the	right	management	team	and	maybe	with	Bill	coaxed	into	coming	back	and	discussing	why
  he	started	the	company	and	reinvigorating	the	brand,	I	think	they	could	definitely	do	that.”Courtney	believes	that	we’ll	see	one	of	two	things	happen.	Either	venture	capitalists	will	swoop	in	and	take	control	of	McCormick	&	Schmick’s	or	there	will	be	changes	in	the	company’s	executive	team.Whichever	one	it	is,	he	says,	whoever	is	running	the	company	needs	to	“be	bold,	fearless,	and	turning	their	soil	over	in	the	pursuit	of	relevance.
  Incremental	moves	are	not	going	to	help	these	guys	at	the	moment.”Kelley	agrees.	“They’ve	been	just	floating	by	for	a	while,	and	they	don’t	have	the	financial	wherewithal	to	make	the	changes	they	need	to.	Unless	they	get	some	financing,	they’re	in	serious	trouble,	and	they’ll	get	gobbled	up.”The	Effect	of	the	EconomyThe	financial	dire	straits	that	McCormick	&	Schmick’s	finds	itself	in	don’t	only	come	down	to	internal	problems.	The
  recession	that	the	U.S.	has	suffered	for	the	past	two	to	three	years	had	its	effect	on	the	entire	restaurant	industry—which	has	seen	its	first	years	of	decline	in	almost	two	decades—particularly	affecting	the	upscale	casual	segment,	where	McCormick	&	Schmick’s	restaurants	live.“Any	chain	that	was	expanding	in	this	time—and	McCormick	&	Schmick’s	was—those	new	restaurants	don’t	perform	as	well	as	expected,”	says	Randy	Hiatt,
  president	of	Fessel	International,	hospitality	consultants	in	Costa	Mesa,	California.“And	you	take	on	the	burden	of	additional	debt	for	those	restaurants.	You’re	taking	on	debt	at	the	worst	time.	The	combination	of	these	things	hurts	several	companies,	including	McCormick	&	Schmick’s.”Courtney	says	that	the	economy	isn’t	really	something	to	fear	for	strong	brands,	“because	it	weeds	out	the	weaker	players.”What	it	does	is	it
  reduces	the	number	of	times	consumers	eat	out.	“But	the	[restaurants]	who	are	on	their	game	reinvent,”	he	says.	“Statistically	when	people	eat	out	now,	they	are	more	likely	to	make	it	special,	that’s	why	Bonefish	Grill	still	takes	the	share	of	those	occasions.”The	economy	doesn’t	have	to	hurt	you	if	you’re	offering	your	share	of	occasions—which	McCormick	&	Schmick’s	is	not,	he	asserts.Increasing	CompetitionAnd	just	as	the
  economy’s	starting	to	recover,	we’re	seeing	commodity	food	prices	increase	across	the	board.“So	it’s	external	factors	that	are	determining	the	situation	more	than	internal	right	now,”	Hiatt	says.There’s	also	a	lot	more	competition	in	the	restaurant	industry	than	when	McCormick	&	Schmick’s	came	onto	the	scene	in	the	late	1970s.The	Oceanaire,	Legal	Sea	Foods,	Bonefish	Grill,	Red	Lobster	and	a	host	of	independents	are	also	vying
  hard	for	every	seafood	customer.“These	guys	are	getting	killed	from	above—Bonefish—and	below—fish	taco	is	being	offered	by	everyone—and	full	frontal	from	Darden—Red	Lobster—who	have	done	a	good	job	of	refreshing	their	brand,”	Courtney	says.“Companies	like	these	are	on	top	of	things	so	much	more,”	Kelley	says.	“There	are	so	many	more	choices	that	are	more	distinctive	and	more	relevant.	I	think	McCormick	&	Schmick’s
  grew	so	fast	and	tried	to	create	all	these	different	concepts	that	they	lost	sight	of	what	was	really	important,	which	was	commitment	to	a	great	team,	great	food	and	their	community.”“There’s	more	competition	and	people	are	eating	out	less,	so	you’ve	got	to	be	not	just	on	your	game,	but	ahead	of	your	game	to	win,”	Courtney	says.Competition	also	comes	in	the	form	of	other	foods,	Courtney	says,	with	chicken	being	such	a	winner	that
  McDonald’s	now	sells	more	of	it	than	beef.“So	if	you’re	selling	fish,”	he	says,	“you’d	better	have	a	twinkle	in	your	eye	and	something	in	your	step.”
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