
I’ve been to Cafe Shish Kebab (the sister restaurant to Cafe Istanbul) occasionally for dinner, but was told they had a lunch special that was – yes, I’m going to say it – pretty special. For $8.95, you get three courses – a choice of appetizer, a choice of entree, and a dessert of their choice. Other than dessert, there’s about 7 or 8 choices for each course. Excuse the harsh lighting, I took advantage of sitting outside when we were having unseasonably warm weather last week.

The first thing they did was bring out a loaf of Pide (Turkish bread), which is nice and crusty on the outside, and fluffy soft on the inside. They served it to me with some oil that had what I believed to be sun-dried tomatoes and other spices in it.

For my appetizer, I chose their Baba Ganoush, one of my favorite dishes at this location. The portion size was quite substantial, and the flavor was fabulous – nice combination of smoky eggplant and tahini that enhanced rather than overpowered the natural sweetness of the vegetable. The texture was nice and smooth, unlike the dip I had at their sister restaurant.

For my entree, I went with Chicken Shish Kebab. I’ve never had a bad kebab by them, and the chicken is suprisingly one of the more flavorful and tender ones – the juices served to flavor the buttery rice they sat upon. Vegetables are extraneous and honestly wouldn’t be missed if they weren’t there.

The dessert was a little disappointing – a tiny square of baklava that was sort of on the dry side. While it did serve as a nice palate cleanser, it was a bit of a letdown after the two fabulous dishes that preceded it.

Service was slow but my older waiter was very kind, as he always is when I come to their restaurant. Definitely worth the price of admission, but if you only have an hour for lunch, you may have a problem getting back on time. A great way to experience a great restaurant on a smaller scale.
If you’d like to go: Cafe Shish Kebab, 1450 Bethel Road, Columbus, 614.273.4444

Ralph Lauren wears it well; Classic looks, digital business help sew up major gains for decades-old retail brand.
Crain’s New York Business November 22, 2010 | PASQUARELLI, ADRIANNE Byline: ADRIANNE PASQUARELLI FOUR-STORY-TALL RUNWAY MODELS pranced down a catwalk. Impeccably dressed polo players vied for a ball. And a gigantic leather handbag got a looming cameo.
The eight-minute digital video show, projected onto the exterior of Ralph Lauren Corp.’s Madison Avenue flagship on a recent November night, was part of the 10-year anniversary celebration of RalphLauren.com. The event drew 700 onlookers and mirrored one in London five hours earlier.
The company has a reason to party. Despite continuing uncertainty in the apparel industry, Ralph Lauren, with its namesake chief executive, has managed to remain a leader in the fashion world. For its fiscal quarter ended Oct. 2, the 43-year-old company reported rises of 16% year-over-year in net income, to $205.2 million, and 11% in revenue, to $1.53 billion.
A reliable product, digital innovations–including an online runway show–and celebrity-studded marketing campaigns have kept consumers returning and even paying top dollar. website ralph lauren coupon
“At a time when most people are cutting back, Ralph Lauren’s business is stronger than ever,” says David Lauren, senior vice president of advertising, marketing and corporate communications, and Mr. Lauren’ son. “That’s due to the fact that our customers are choosing products they know will not go out of style.” Indeed, the accessibility and lasting appeal of its designs have struck a chord with consumers during many tough times. Though Ralph Lauren’s higher-end dresses start at about $1,000, a dress from its 2-year-old American Living label, sold exclusively at J.C. Penney, is closer to $50. And though trendier rivals such as Calvin Klein and Kenneth Cole have made some fashion missteps, Ralph Lauren has remained consistent with classic American style.
“Ralph Lauren is a company that has done a really incredible job of staying very true to what the brand identity is about but coming up with enough newness so you and I will go out and buy it again,” says Christine Chen, a retail analyst at Needham & Co. go to website ralph lauren coupon
The company, whose stock was trading above $106 on Nov. 19, has had its share of ups and downs. It dealt with oversaturation earlier in the decade, with licensees selling its products everywhere, from department stores to discounters.
Over the past five years, Ralph Lauren has regained control by buying back its licenses, most recently in South Korea, and consumers are now hard-pressed to find Polo jeans at Costco or Marshall’s. The renewed aura of exclusivity has helped drive more full-priced sales and profits. And its lower-end labels, including American Living and Chaps, continue to capture budget shoppers.
Ralph Lauren isn’t immune to industry pressures. Like its competitors, it faces higher prices for raw materials like cotton; and higher costs for labor and transportation.
“The price pressure on the supply side is definitely something that will put on some profit pressure,” says Steven Dennis, president of retail consultancy SageBerry Consulting.
Paying full price BUT BY KEEPING a tight rein on inventories, Ralph Lauren has trained shoppers to pay full-price.
“Why does one pay $80 for a Polo? Because the name means something,” says Ms. Chen.
Ralph Lauren is now using its name in the service of its digital presence. Unlike most of its luxury peers, which have been slow out of the gate, the company has created a distinct online business. The recent quarterly revenue results were helped by a significant sales increase of $9 million on RalphLauren.com.
In addition to the 4-D show, several online campaigns were created to bring consumers to the site to browse and shop. They include a children’s storybook video narrated by Harry Connick Jr.; tennis clinics with Boris Becker and Venus Williams; and a fashion show for the midtier line, Lauren. Ralph Lauren plans to launch a site for its contemporary Club Monaco division next summer.
Such initiatives coincide with affluent shoppers’ return to spending. In October, the luxury index–comprising high-end apparel stores, department stores and restaurants–grew 4.2% year-over-year, according to MasterCard Advisors’ SpendingPulse, which estimates total U.S. retail sales across all payment forms.
“It’s become trendy to spend again,” says Sherif Mityas, partner in the retail practice of consultancy A.T. Kearney.
PASQUARELLI, ADRIANNE