Members of the foodservice industry expressed deep disappointment and concern after the U.S. Supreme Court announced its decision on Thursday to uphold President Barack Obama’s highly controversial health care law.

In a narrow 5-4 ruling, Supreme Court judges upheld the constitutionality of the central element of the president’s sweeping Patient Protection and Affordable Care Act, the individual mandate, which requires that all Americans purchase health insurance.

The court’s historic decision is expected to alter the way Americans receive and pay for their medical care.

Industry associations and many restaurant operators have been arguing for the past several years that added costs associated with the law could cut into earnings, force operators to raise prices, eliminate jobs and put the brakes on growth in this already economically challenged environment.

The court’s decision was frustrating for many in the industry.

“Today’s ruling by the Supreme Court is troubling for restaurant operators and business owners across the country,” said Dawn Sweeney, president and chief executive of the National Restaurant Association, in a statement. “We encourage Congress to continue efforts to repeal the law, since the Court’s decision leaves the employer requirements in place, provisions which impact restaurant operators’ ability to grow and create jobs.”

Steve Caldeira, president and chief executive of the International Franchise Association, said the IFA was “deeply disappointed by the high court ruling to uphold the Affordable Care Act, which places undue burdens on the franchise small business community. While it may have been ruled constitutional, the law is unworkable, unaffordable and wrong for our country’s small business owners.”

The Court had listened to three days of arguments in March on the law. The measure was passed by congressional Democrats despite Republican opposition in 2010.

Operators say many elements of the current law have yet to be hammered out and remain unclear to them. “Just because something is found to be legal, that doesn’t necessarily mean that something should be done,” said Jamie Richardson, vice president of government and shareholder relations for White Castle.

“The challenge is going to be understanding how we do it as it has been legislated,” he continued. “The biggest thing still is the uncertainty about how the rules are going to be written. It needs to be made actionable in the real world in a way that doesn’t cripple businesses

Matthew Durbin, vice president of beverage and bar for Carlson Restaurants, parent company to Friday’s.

Current flavor trends and T.G.I. Friday’s brand heritage are reflected in a new line of cocktails for the casual-dining chain, according to Matthew Durbin, vice president of beverage and bar for Carlson Restaurants, parent company to Friday’s.

Carrollton, Texas-based T.G.I. Friday’s debuted the cocktails last week at its 555 U.S.-based units. The chain has more than 900 locations globally. Durbin discussed drink trends and the menu rollout with Nation’s Restaurant News on Tuesday.

Friday’s own spicy Margarita is in the form of the Tiki Torch, which combines tequila with muddled pineapple, triple sec, lime and chipotle pineapple syrup. It is all shaken, poured and strained “loosely,” so chunks of pineapple drop into the drink, over ice in a glass rimmed with kosher salt, sugar and blackening seasoning. The price varies depending on location, but averages around $8.50.

Durbin said sweet-and-spicy and sweet-and-salty flavor combinations are popular these days, and the Tiki Torch has all three of those flavors.

“It’s one of the chef-inspired cocktails that taps into some of the ingredients in the kitchen,” he added. The sharing of kitchen and bar ingredients is itself another cocktail trend.

T.G.I. Friday’s new Fresh Watermelon Mojito reflects the importance of seasonality, Durbin said. The cocktail includes mint and watermelon lightly muddled and shaken with lime-infused rum, agave nectar and limejuice. It is then poured into a Collins glass, topped with soda and garnished with two watermelon cubes and a mint sprig. The cocktail is priced around $8.25.

Photo: Thinkstock

The Supreme Court is expected to announce its ruling on President Obama’s health care reform legislation next week, potentially bringing to a conclusion the two-year debate on health care law in this country for individuals and businesses.

The court has ruled on the constitutionality of key parts of The Patient Protection and Affordable Health Care Act of 2010 and is expected to announce its decisions no later than June 28. The majority of foodservice companies and associations have been vocal in their opposition to the legislation, with many citing the law’s potential to reduce earnings, force job cuts and slow industry growth.

Laurence Kretchmer, a partner with chef-restaurateur Bobby Flay, said in 2010, when the legislation was signed, that his company’s health care expenses could increase about 29 percent under the new law. The quick-service chain White Castle reported, also in 2010, that the stated health care legislation could erode 55 percent of its net income.

Ahead of next week’s ruling, Nation’s Restaurant News collected a selection of prior coverage surrounding the health care debate, including insights on what a ruling will mean for restaurants.

• Health care reform, menu labeling top concerns for operators

According to NRN’s 2012 Outlook, restaurant operators do not think a presidential election will usher in change to American politics. Regardless of who sits at the helm, they said, legislative challenges surrounding health care and menu labeling are top of mind.

• Industry associations voice concern on health care mandates

While the court considers four key questions pertaining to the constitutionality of some elements of the health care act, at the heart of the debate is the law’s central requirement that most Americans purchase health insurance or be subject to a fine — referred to as the individual mandate. The National Restaurant Association argued that a health care law shorn of the individual mandate would drive up employers’ costs for insurance.

• Employer mandate takes center stage, industry cites cost increases

The NRA and the International Franchise Association renewed their support for lawmakers in Washington, D.C., who were seeking to repeal the employer mandate provision in the new federal health care law. They said it could cut deeply into earnings, force operators to raise prices, eliminate jobs and slow growth in an already economically challenged environment.

• Softening the impact of health care reform

Accounting and consulting firm J.H. Cohn discussed a number of key issues operators would face as the new requirements phase in and how they could brace for it, from tax plans to executive packages.

• A timeline for health care reform

Kim Monk, managing director of the Capital Alpha Partners consulting group, sketches out a partial timeline for the law’s implementation, should it stand.

• Companies, analysts discuss potential costs of health care legislation

Securities analyst Mark Kalinowski breaks down potential dollar figures behind a new health care structure for businesses.

Burger King marked its return to the stock market Wednesday, following the closure of a reverse merger with investment vehicle Justice Holdings Ltd.

In April, the company said the publicly traded Justice Holdings, based in the U.K., had agreed to take a 29-percent stake in Burger King for $1.4 billion. Current owner 3G Capital, which had only just taken the chain private in October 2010, retained a 71-percent stake.

Justice Holdings was created in an initial public offering in early 2011 by a group that included William Ackman, chief executive of hedge fund Pershing Square Capital Management. The deal came at a time when Burger King’s status as the No. 2 burger chain in sales behind McDonald’s was slipping behind Wendy’s. However, turnaround efforts by 3G over the past two years appear to be taking hold.

In its March-ended first quarter, Burger King reported a same-store sales increase of 4.2 percent in the U.S. and Canada — its best performance in about two years. At Wendy’s, by comparison, first quarter same-store sales rose 0.8 percent at company-owned locations in North America, and 0.7 percent at franchised units.

Burger King also in April debuted its biggest menu expansion in its 58-year history, adding premium salads, snack wrap sandwiches, fruit smoothies and chicken strips — which in some ways brought the menu more in line with that of segment leader McDonald’s. The new menu launch was accompanied by a celebrity-focused marketing campaign, featuring stars like soccer stud David Beckham and Aerosmith’s Steven Tyler, that boosted consumer awareness and attempted to broaden the burger chain’s audience beyond its previous target of young men.

Securities analyst Conrad Lyon of B. Riley & Co. said, “The sentiment is that Burger King is starting to market share from McDonald’s, but it’s been so far removed from being a real competitor in the space, there’s a lot of runway in front of them.”

Lyon said he was impressed by the innovation in Burger King’s more recent summer promotion of a line of barbecue-inspired sandwiches, like Memphis-style pulled pork and regionally themed twists on Whoppers — as well as a headline-grabbing ice cream sundae made with bacon.

The company also has aggressive plans for growth, primarily overseas, and last year began reworking its global restaurant portfolio by refranchising company-owned locations in the U.S. and establishing more strategic partnerships and joint ventures to accelerate development internationally.

Burger King’s goal is to reduce capital expenses and vulnerability to cost pressures while building royalty revenues and freeing management to focus on rebuilding the brand, international expansion and marketing, the company said in filings with the Securities and Exchange Commission. In May, for example, Burger King sold 278 company-owned units to the chain’s largest franchisee, Carrols Restaurant Group Inc., based in Syracuse, N.Y. In return, Carrols agreed to remodel 450 of its locations within about three years.

Looking internationally, last week Burger King announced a joint venture that will bring 1,000 units to China. Similar deals have also been announced for Russia and Brazil.

As of March 31, the chain had 12, 534 restaurants worldwide, including 6,554 franchised and 934 company-owned locations in the U.S. and Canada.

Johnny Rockets’ large Dominican Republic location features 200 seats

Johnny Rockets is rapidly expanding its overseas footprint by moving into a handful of new countries this year, including the Dominican Republic, Indonesia, Nigeria, Russia, Brazil, Pakistan and Morocco.

Including expanded agreements with some existing franchisees, the Aliso Viejo, Calif.-based burger chain has 180 restaurants under development internationally, more than doubling the 68 restaurants it currently operates overseas in 16 countries, John Fuller, Johnny Rockets’ chief executive, told Nation’s Restaurant News Tuesday.

This week, Burger King said it would open 1,000 franchise locations in China over the next five to seven years.

Starbucks said Tuesday it will open its first unit in Costa Rica this week, part of its continuing push for growth throughout Latin America, with hundreds of locations planned for Brazil, Argentina and Mexico.

Wetzel’s Pretzels opened its first Asia location in Tokyo earlier this year, with 10 more planned in two years. The pretzel chain also has agreements for franchise development in Singapore, Malaysia, Thailand and China.

Johnny Rockets began its aggressive international growth in 2008, about a year after the chain was acquired by private-equity firm RedZone Capital.

Fuller said the 26-year-old brand has particular appeal in other countries because of its very American theme.

“Internationally, we sell Americana. The currency we use is burgers, shakes and fries,” he said.

The challenge, however, has been finding the right partners, Fuller said. Johnny Rockets would like to move into China and India, which the company sees as huge potential markets, but they haven’t yet found the right franchisees, he said.

This week, Fuller said he will reveal the promotion of Steve Devine, former executive vice president, franchise development, to president of a newly created international division for Johnny Rockets.

Johnny Rockets’ recent international growth has included:

• The first location opened in Santo Domingo, Dominican Republic, last week, is the chain’s largest restaurant at 6,000 square feet and 200 seats. It is operated by franchisees Axel and Gamal Hache, brothers who are also former professional basketball players, who plan to open five locations in the Dominican Republic.

• The first of five restaurants planned for Indonesia and the first of five restaurants in Nigeria are scheduled to open this fall.

• Franchisee the American Diner Co. Ltd. has signed an agreement to open about 40 locations in Russia. So far, two have opened in Moscow.

• The first location in Brazil is scheduled to open in São Paulo this fiscal year. The agreement there calls for 30 locations.

• Ten restaurants are planned for Pakistan, and construction has begun for the first of 10 in Morocco.

• The Johnny Rockets franchisee for the United Arab Emirates has signed on to add Oman to its territory. Three restaurants are planned there, and the group currently operates six units in Dubai and Abu Dhabi.

• Franchisee Shinsegae Food Co. Ltd. has opened five locations in Korea and recently signed on for another 30.

• Domestically, the chain plans to add about 15 to 20 new franchise locations this year

Jamba Juice recently expanded its line of fresh juices.

When smoothies began appearing on menus at McDonald’s, Burger King and Starbucks, Jamba Juice began working to differentiate its brand.

Smoothies have gotten a bad reputation lately for being high in sugar and not always made with fruit.

James White, chief executive of Jamba Juice parent Jamba Inc., has been working on the 750-unit smoothie chain’s menu over the past two years to position the brand as a more healthful alternative.

This summer, Jamba Juice launched a “Make It Light” option for its 10 classic smoothies, which cuts calories, sugar and carbohydrates by a third. The “Make It Light” version replaces the nonfat frozen yogurt or sherbet used in classic smoothies with a lower-calorie dairy base sweetened with Splenda.

A 16-oz. classic Banana Berry smoothie, for example, has 270 calories and 57 grams of sugar. The Make It Light version, however, has 170 calories and 32 grams of sugar.

The menu has also been diversified over the past couple of years to include options like All Fruit smoothies; Fruit & Veggie blends that include nutrient-rich vegetables like spinach, kale and beets; fruit-and-yogurt parfaits with no frozen yogurt or sherbet; functional smoothies with additions like probiotics or protein; and fresh-squeezed juices and juice blends.

In May, Jamba created a new Healthy Living Council of nutritionists and dietary experts to help the brand evolve with more healthful offerings, as well as educate consumers and work with schools on healthy living and anti-obesity efforts.

One of those nutrition experts is Elizabeth Ward, a registered dietitian and spokesperson for the American Dietetic Association who has written several books, including “MyPlate for Moms, How to Feed Yourself & Your Family Better.”

Ward spoke with Nation’s Restaurant News about the evolution of Jamba Juice’s smoothies.

Smoothies have been criticized by dietitians in recent years. How do you see that reputation changing?

There’s been a big evolution of smoothies, from something regarded as a treat to what Jamba is trying to do, to make it a drink that delivers good nutrition on many levels. The Healthy Living Council is helping the company make even more of a transition — they’ve already made huge strides — but to make it even better and to respond to what people want. Making something with fewer calories is great, but you also need to look at what else is in there, like higher protein content or the vitamins and minerals that are delivered in these drinks. The focus is on what can I get in that cup, and that’s where Jamba is going.