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|Archives - July 2009|
|Wednesday, June 24, 2009|
The 27-year-old restaurateur decided to open Bamboo Sushi in Portland in the same location as Masu East sushi restaurant, which he co-owned before buying out his partner. He’d keep prices the same despite switching to a menu swimming with certified, environmentally sustainable fish, a decidedly more expensive product.
To make a profit, he’d simply need a higher volume of customers.
Easier said than done in a county with 3,400 restaurants, many of which vie for the Bamboo Sushi market: professionals in their 30s and 40s with a taste for fine dining.
And that’s not to mention the ongoing recession, which has made meals out seem more dispensable, especially those involving pricey raw fish.
Lofgren’s strategy was simple. He’d hook customers on their first visit.
“We wanted to create loyalty and trust through certification and sustainability, not necessarily more customers,” he says. “The trick is getting them to come back again and recommend us to a friend.”
He reasoned that for some, sustainability would be a draw, but for the most part, customers would return based on the quality of the food and service, as they would with any restaurant.
Bamboo is the first sustainable sushi restaurant to be certified by the Marine Stewardship Council, but Tataki Sushi and Sake Bar in San Francisco operates under similar principles.
Despite a rising sea of awareness about food sourcing, other restaurateurs don’t seem to see success with sustainable sushi, presumably because the sushi industry profits by serving inexpensive fish, much of which is caught using destructive fishing and farming practices. Lofgren witnessed that reality as a partner in Masu East, an investment he made as an undergraduate at UC-Berkeley. Upon graduation, Lofgren moved to Portland to study environmental law at Lewis & Clark, but decided he could effect environmental change faster in the business world.
For most customers “sustainable sushi” means little. Through table tents, menus, a website and servers schooled in the eco-ethics of the fish industry, the restaurant invites patrons to learn about the term.
Much of the restaurant’s fish is certified by the Marine Stewardship Council as non-endangered species harvested by environmentally friendly methods. And Bamboo doesn’t serve seafood that appears on the “avoid” lists of the Monterey Bay Aquarium and Blue Ocean Institute.
“Every fish can be tracked to the boat where it came from,” says the restaurant’s executive chef, Brandon Hill.
Getting that caliber of fish to Portland was one of the greatest challenges in opening Bamboo. Hill and Lofgren forged a relationship with Northwest seafood vendor Ocean Beauty Seafoods, which agreed to import sustainably certified fish in exchange for bulk ordering.
By purchasing nitrogen-frozen fish in quantity, the restaurant saves on high freight costs, a practice that shrinks its carbon footprint, Lofgren says.
Bamboo Sushi opened last fall amid an economic downturn that continues to push many Portland restaurants out of business. While Lofgren won’t disclose revenue figures, he says the restaurant has had successively more patrons each month.
Lofgren hopes the numbers become a step toward his ultimate goal: operating a sustainable business long-term. He recently visited Chez Panisse in Berkeley, the kind of 38-year-old, ecologically sound restaurant that inspires young restaurateurs to wax philosophical.
“They’re still doing something interesting and relevant,” he says. “The idea is not necessarily growth, but innovation and evolution.”
Friday, May 30, 2014
BY DEBRA RINGOLD | OB GUEST CONTRIBUTOR
Since 1970 the performance of our public education system has steadily deteriorated.
Wednesday, July 09, 2014
BY LINDA BAKER | OB EDITOR
Scott Kveton, the CEO of Urban Airship is taking a leave of absence from the company. As the story continues to unfold, here’s our perspective on a few of the key players.
Thursday, May 29, 2014
I was in a rut. A few months ago, I was at my desk trying to come up with cover story ideas for our June “green” issue. But I was stuck on a concept that is a bit too tried and true in the magazine business.
Thursday, May 29, 2014
BY JESSICA RIDGWAY
Brad Baker, CEO and co-founder of Works Electric, is a good husband. His wife, an OHSU employee, sought a more efficient way to commute up Marquam “Pill” Hill, so she asked Baker to build a transportation solution.
Tuesday, May 27, 2014
Oregon is known for its green-minded citizens, and many workers are attracted to firms and organizations that practice green, not just pay lip service to it.
Tuesday, July 08, 2014
BY LINDA BAKER | OB EDITOR
The New Yorker recently published a sharply worded critique of “disruptive innovation,” one of the most widely cited theories in the business world today. The article raises questions about the descriptive value of disruption and innovation — whether the terms are mere buzzwords or actually explain today's extraordinarily complex and fast changing business environment.
Update: We caught up with Portland's Thomas Thurston, who shared his data driven take on the disruption controversy.
Monday, July 07, 2014
BY TOM COX | OB BLOGGER
Named after the 2010 experiment by Thomas Ryan, "Robin Sages" are fake social media profiles designed to encourage linking and divulging valuable information.
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