KNIKA

What About Grass-fed Beef?

This article is available here at the Food Revolution site.

Cows, sheep, and other grazing animals are endowed with the ability to convert grasses, which those of us who possess only one stomach cannot digest, into food that we can digest. They can do this because they are ruminants, which is to say that they possess a rumen, a 45 or so gallon (in the case of cows) fermentation tank in which resident bacteria convert cellulose into protein and fats.

Traditionally, all beef was grass-fed beef, but in the United States today what is commercially available is almost all feedlot beef. The reason? It’s faster, and so more profitable. Seventy-five years ago, steers were 4 or 5 years old at slaughter. Today, they are 14 or 16 months. You can’t take a beef calf from a birth weight of 80 pounds to 1,200 pounds in a little more than a year on grass. It takes enormous quantities of corn, protein supplements, antibiotics and other drugs, including growth hormones.

Switching a cow from grass to grain is so disturbing to the animal’s digestive system that it can kill the animal if not done gradually and if the animal is not continually fed antibiotics. These animals are designed to forage, but we make them eat grain, primarily corn, in order to make them as fat as possible as fast as possible.

Author and small-scale cattleman Michael Pollan wrote recently in the New York Times about what happens to cows when they are taken off of pastures and put into feedlots and fed grain:

“Perhaps the most serious thing that can go wrong with a ruminant on corn is feedlot bloat. The rumen is always producing copious amounts of gas, which is normally expelled by belching during rumination. But when the diet contains too much starch and too little roughage, rumination all but stops, and a layer of foamy slime that can trap gas forms in the rumen. The rumen inflates like a balloon, pressing against the animal’s lungs. Unless action is promptly taken to relieve the pressure (usually by forcing a hose down the animal’s esophagus), the cow suffocates.

A corn diet can also give a cow acidosis. Unlike that in our own highly acidic stomachs, the normal pH of a rumen is neutral. Corn makes it unnaturally acidic, however, causing a kind of bovine heartburn, which in some cases can kill the animal but usually just makes it sick. Acidotic animals go off their feed, pant and salivate excessively, paw at their bellies and eat dirt. The condition can lead to diarrhea, ulcers, bloat, liver disease and a general weakening of the immune system that leaves the animal vulnerable to everything from pneumonia to feedlot polio.”

Read the entire article here

Steve Ells: The Man Behind Chipotle!- A Must Read

It’s a classic variation of the American success story: An aspiring entrepreneur starts a hole-in-the-wall restaurant serving food that’s quick and unpretentious. Pretty soon, he starts a second restaurant, and then a third. Investors flock to the company, attracted to the owner’s relentlessly perfectionist style. Before long, identical versions of that hole-in-the-wall have popped up in food courts and strip malls all across the country. And it’s only a matter of time before this simple fast-food joint decides to take on the world.

On one level, that story describes the career of Steve Ells, who in 1993 founded a burrito restaurant in Denver that he called Chipotle Mexican Grill. Today, that restaurant is a publicly traded company with $1.3 billion in revenues from some 900 restaurants across North America. On November 14, 2009, Ells formally announced plans for the first European Chipotle, on London’s Charing Cross Road, set to open next April.In January, Chipotle announced that it was also scouting potential locations in France and Germany.

But, as he made clear in a November Wharton Leadership Lecture, Ells is not your average chain-restaurant tycoon, a Colonel Sanders in trendy eyewear. And the chain he founded is not your average fast-food behemoth. As such, it provides a case study in whether a firm can thrive even as it spends extra money to honor a set of non-economic values. Ells believes the answer is yes.

“Chipotle now buys more naturally-raised meat — antibiotic-free and no growth hormones, and fed an all-vegetarian diet — than any other restaurant company in the world,” he said. “I’m very proud of that, and it’s more sustainable than the mass-produced commodity way.” The chain has also begun buying organic beans and trying to source vegetables locally in-season. “All of a sudden I find myself with this team of 25,000 Chipotle employees who are excited about feeding people really good, sustainably raised food.”

According to Ells, “We have an opportunity to change the way people think about fast food, which is what most people in this country eat.” Much of it, he said, is based on the Ray Kroc model and the standard set by McDonald’s. “Now we have a business model that’s based on spending more for sustainably raised foods, and also making a very handsome profit and providing real growth opportunities.”

A graduate of the famous Culinary Institute of America, Ells never meant to re-invent fast food. Quite the contrary: Having trained in classical French cooking and apprenticed at nationally celebrated gastronomic landmarks like San Francisco’s celebrated Stars restaurant, his goal was to start his own white-tablecloth, haute-cuisine palace. But restaurant start-ups are costly and risky. So he decided to move home to Denver and open a local version of the cheap, tasty taquerias that he had loved in California. The plan was to use Chipotle as a cash cow to fund the “real” restaurant he dreamed about.

That didn’t happen. Opened in an 800-square-foot former ice cream shop, Chipotle was an instant hit, making $30,000 a month. A rave newspaper review followed. The reviewer “said things like, ‘Everything has depth and character, nuance, layers and layers of flavor,’ describing it like it was some fine restaurant,” even though the dish in question was an oversized burrito that came wrapped in tinfoil, Ells noted. “After that, there was not only a line, but a line out the door. We ran out of food.”

Precision Cooking

Using cash flow and a loan from his father, Ells opened a second Chipotle, which “blew away the first.” Despite his good fortune, Ells said, he actually felt guilty: He wanted to be a legendary chef, not a hustling fast-food entrepreneur. “So it was like, ‘Okay, I’m going to start just one more, and then I’ll start a real restaurant.’” But the chain’s growth kept putting that off. Eventually Ells chalked up Chipotle’s success to the fact that, unwittingly, he had been treating it like a real restaurant all along.

“Every single customer who came through that door was precious,” he stated. “I had to give them a very special experience. I had a small crew. I taught them how to cook. I taught them how to grill the chicken just right and how to make beans — you have to toast the cumin seeds until they just start smoking a little bit, and then grind them in the mortar and pestle — and how to chop garlic so it doesn’t oxidize, so you get a nice, fresh garlicky flavor…. It was very precise. We’re cooking burritos and tacos here, but I was applying the classical French chef mentality that I had learned in cooking school. I would throw things and yell, and I had a temper. It was really quite a scene.”

Ells, whose chain was on track to add roughly 120 new restaurants in 2009, says he is “opening three real restaurants a week, sometimes four.” The Chipotles that have spread out from Denver still look a lot like the first store, right down to the simple corrugated metal surfaces that Ells installed back when he was doing his own manual labor. It’s been a lot trickier, though, to maintain his fastidious French chef-style control over ingredients and techniques.

Much of his disdain for “mass-commodity” ingredients is a question of personal values. Once he became a big enough buyer of pork, he asked to see the facility the meat came from. “It really is terrifying,” he said. “There’s so much exploitation that I witnessed there, not only from the animal-protection point of view.” He was also disturbed by the environmental consequences of the waste run-off from the facility — and the public-health implications of having a pork supply kept on low-dose antibiotics to ward off diseases that could spread in industrial confinement.

“I knew at that moment I did not want my success to be based on this kind of exploitation,” he said. “So we started buying all naturally-raised meat.” But it wasn’t just a question of being humane. His initial curiosity about the meat supply was actually prompted by the fact that he was unimpressed with the quality. By switching sources, he said, he wound up with a product that, to customers, just tasted better.

Ells’ status as the anti-Ray Kroc is not without its ironies. As Chipotle began to take off and Ells began looking for sources of capital beyond family and cash flow, he wound up doing business with a certain global hamburger chain that was looking to invest in new business: McDonald’s. Following an initial investment in 1998, the company held a majority stake as of 2001. By the time McDonald’s divested, in 2006, Chipotle had 540 stores — up from 18 when they first linked arms.

Lords of the Rings

“Culturally, Chipotle and McDonald’s are just worlds apart,” Ells noted, joking that his casually-dressed office staff referred to visiting McDonald’s bigwigs as “the rings” because of the jewelry on the men’s fingers. But he described the relationship as productive. “They really liked what I was doing,” he said, recounting how he took executives into his kitchens and commissaries to show them cooking procedures that must have looked extraordinarily cumbersome to a firm accustomed to taking an industrial approach to flavor. One of them, Ells recalled, said the young Chipotle founder reminded him of Kroc.

The firms decided to part ways in 2006, Ells said, because McDonald’s was eager to focus on its core business. And Ells was happy he no longer had to navigate the contrasting corporate cultures. “We just didn’t see eye to eye,” he said. Chipotle went public in an IPO that saw its share price double in one day — the second-best restaurant IPO of all time. McDonald’s, Ells added, ultimately made $1.2 billion after putting some $360 million into the chain.

Among the major differences with the golden arches: McDonald’s wanted Chipotle to follow its franchise model. Ells — ever the detail-obsessed chef — resisted. “We wanted to own the economic model. You franchise if you want money and people. We had plenty of money for our growth rate, and we had great people.” Ultimately, he decided, the firm was going to grow the way he wanted.

As someone with no particular business background, Ells has surrounded himself with seasoned pros, although he prefers not to hire top executives with a chain-restaurant background for fear that too much conventional wisdom will seep into the corporation. Four years ago, for example, Ells brought in as co-CEO an old friend named Montgomery F. Moran, whom he describes as an incredible leader of people. “He’s a trial lawyer. And he said, ‘Steve, I don’t know anything about the restaurant business. I can’t do this.’ And I’m like, ‘Perfect…. I don’t want another seasoned fast-food executive.’ In fact, I don’t want any of them. I want them to think differently about things. This was one of my big mistakes during the McDonald’s years: I let some of that [attitude] come into the organization…. We’re very proud of doing things on our own terms.”

One of the favorite innovations with Moran, Ells said, is something called the “restaurateur” program, under which Chipotle managers are designated restaurateurs, a status that comes with significant possible financial benefits. To be a restaurateur, a manager has to have a perfect store — including a top-notch staff. “Every single person on the staff has to be somehow inspired and have characteristics that you can’t teach: infectious enthusiasm, honesty, clean, presentable, good hygiene, fun to talk to, great eye contact, the kind of stuff you look for in a friend,” he said.

The result, he added, was that turnover went up as managers looked to rid themselves of subpar staffers who might keep them from becoming a restaurateur. In addition, restaurateurs get a $10,000 bonus whenever one of their staff becomes a store manager. “We want them to assemble a team of high performers,” he said. “The fast food business is plagued with people who are generally low performers…. No fast-food chain fires staff. They’re like: ‘Please! Come work!’” Chipotle, with a reputation for better pay than many chains, according to Ells, is also in a better position to replace entry-level staff who have been pushed out. “Chipotle has been built on word-of-mouth primarily, and I think we have developed a good bond with a lot of our customers.” He said that sort of reputation could be extended through social media and a style that reflected Chipotle’s unpretentious stores.

The son of a pharmaceutical executive, Ells grew up in Colorado and studied art history at the University of Colorado before switching gears and going to culinary school. He still lives in Denver, where Chipotle is headquartered. And, he says, he still loves a good burrito.

The Chipotle model — with its better ingredients, better staffers and slightly higher prices — is the wave of the future, Ells states, mostly because it matches the health, taste and philosophical priorities of the modern market. “We had a period of extraordinary, double digit same-store growth. I think it’s a testament to what people want to eat. I’m hoping that more companies use Chipotle’s model: Good food and not having preservatives or artificial [ingredients]…. I hope it displaces the stuff that’s based on exploitation, not only of the land and animals, but of people’s taste buds and health.”

Article Link

The 11 Best Foods You Aren’t Eating!

Click here for the entire article!

Nutritionist and author Jonny Bowden has created several lists of healthful foods people should be eating but aren’t. But some of his favorites, like purslane, guava and goji berries, aren’t always available at regular grocery stores. I asked Dr. Bowden, author of “The 150 Healthiest Foods on Earth,” to update his list with some favorite foods that are easy to find but don’t always find their way into our shopping carts. Here’s his advice.

1. Beets: Think of beets as red spinach, Dr. Bowden said, because they are a rich source of folate as well as natural red pigments that may be cancer fighters.
   How to eat: Fresh, raw and grated to make a salad. Heating decreases the antioxidant power.
2. Cabbage: Loaded with nutrients like sulforaphane, a chemical said to boost cancer-fighting enzymes.
   How to eat: Asian-style slaw or as a crunchy topping on burgers and sandwiches.
3. Swiss chard: A leafy green vegetable packed with carotenoids that protect aging eyes.
   How to eat it: Chop and saute in olive oil.
4. Cinnamon: May help control blood sugar and cholesterol.
   How to eat it: Sprinkle on coffee or oatmeal.
5. Pomegranate juice: Appears to lower blood pressure and loaded with antioxidants.
   How to eat: Just drink it.
6. Dried plums: Okay, so they are really prunes, but they are packed with antioxidants.
   How to eat: Wrapped in prosciutto and baked.
7. Pumpkin seeds: The most nutritious part of the pumpkin and packed with magnesium; high levels of the mineral are associated with lower risk for early death.
   How to eat: Roasted as a snack, or sprinkled on salad.
8. Sardines: Dr. Bowden calls them “health food in a can.” They are high in omega-3’s, contain virtually no mercury and are loaded with calcium. They also contain iron, magnesium, phosphorus, potassium, zinc, copper and manganese as well as a full complement of B vitamins.
   How to eat: Choose sardines packed in olive or sardine oil. Eat plain, mixed with salad, on toast, or mashed with dijon mustard and onions as a spread.
9. Turmeric: The “superstar of spices,” it may have anti-inflammatory and anti-cancer properties.
   How to eat: Mix with scrambled eggs or in any vegetable dish.
10. Frozen blueberries: Even though freezing can degrade some of the nutrients in fruits and vegetables, frozen blueberries are available year-round and don’t spoil; associated with better memory in animal studies.
    How to eat: Blended with yogurt or chocolate soy milk and sprinkled with crushed almonds.
11. Canned pumpkin: A low-calorie vegetable that is high in fiber and immune-stimulating vitamin A; fills you up on very few calories.
    How to eat: Mix with a little butter, cinnamon and nutmeg.

You can find more details and recipes on the Men’s Health Web site, which published the original version of the list last year.

In my own house, I only have two of these items — pumpkin seeds, which I often roast and put on salads, and frozen blueberries, which I mix with milk, yogurt and other fruits for morning smoothies. How about you? Have any of these foods found their way into your shopping cart?

A Sri Lankan Underdog Battles Global Tea Giants

NY TIMES
by Vikas Bajaj

“All the brands without exception sell as white tea either 99 percent black tea or green tea with one piece of white tea,” Mr. Fernando, 79, said ruefully. “This is what we are up against. This is what the consumer is up against. But this is part of normal trade, and I have begun to accept it.”

Twinings said it used a Chinese white tea variety known as Bai Mudan in its tea bags and the more exclusive silver needle variety, which is similar to Dilmah’s white tea, in its loose leaf tea.

Mr. Fernando has relished his role as the underdog battling the giants of the global tea business. In the last two decades, he has built Dilmah into one of the world’s largest independent tea companies and one of the best-known Sri Lankan brands by selling tea that is critically acclaimed and more expensive than the competition.

His company’s story symbolizes the path that other Sri Lankan businesses and industries have had to follow to compete with the likes of China and India, which have lower costs of production and the advantage of size. To attract business, Sri Lankan companies have become specialists and producers of affordable yet exclusive products. In apparel, for instance, producers here have established themselves as a go-to source for lingerie and sportswear so they do not have to compete on cheaper clothes directly with low-cost mass producers like Bangladesh and China.

Read entire article here

Not the Strawberries!

January 7, 2010

In Cold Snap, Floridians Shiver, and Pray for the Strawberries

By DAMIEN CAVE

DOVER, Fla. — Icicles hang from the thermometer: 25 degrees, at dawn, and the strawberries that should be on cereal sit suspended beneath hard ice, shiny and clear as lacquer.

Michelle Williamson smiles. The ice, she says, did its job of keeping all but the ripest berries safe, and the worst has been averted. Again. For now.

Tuesday brought the fourth consecutive night of freezing temperatures and all-night watering to the nation’s winter strawberry capital, and with another cold front on its way, nearly everyone here expects the frenzy and fatigue to continue.

“You work as hard as you can for the best outcome you can,” said Ms. Williamson, 46, as a handful of workers sucked down coffee. “Then you pray.”

Read the entire article here!

Happy New Year Foodists!

I’m back for the new year! www.knika.com should be up soon. Meanwhile, my show Funmi & Friends is progressing. We are still in post production. Check out the updates on the Facebook page.