Question: What do restaurants add to their menu during Lent?
About the article "Seafood", section "In religion".

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As early as the mid-20th century, some restaurants have relied on “menu specialists” to design and print their menus.
Prior to the emergence of digital printing, these niche printing companies printed full-color menus on offset presses.
The economics of full-color offset made it impractical to print short press runs.
The solution was to print a “menu shell” with everything but the prices.
The prices would later be printed on a less costly black-only press.
In a typical order, the printer might produce 600 menu shells, then finish and laminate 150 menus with prices.
When the restaurant needed to reorder, the printer would add prices and laminate some of the remaining shells.
With the advent of digital presses, it became practical in the 1990s to print full-color menus affordably in short press runs, sometimes as few as 25 menus.
Because of limits on sheet size, larger laminated menus were impractical for single-location independent restaurants, and more restaurants began using menu covers to hold multiple sheets.
The use of covers also makes it possible to update one or more pages of the menu without discarding the entire product.
More recently, updated technology offers the option of larger laminated menus in press runs of as few as 100 copies.
The changing economics of offset printing in the early 21st century made it practical to produce press runs of as few as 300 menus, but some restaurants may want to place far fewer menus into service.
Some menu printers continue to use shells.
The disadvantage for the restaurant is that it is unable to update anything but prices without creating a new shell.
During the economic crisis in the 1970s, many restaurants found that they were having to incur costs from having to reprint the menu as inflation caused prices to increase.
Economists noted this transaction cost, and it has become part of economic theory, under the term "menu costs."
As a general economic phenomenon, "menu costs" can be experienced by a range of businesses beyond restaurants; for example, during a period of inflation, any company that prints catalogues or product price lists will have to reprint these items with new price figures.
To avoid having to reprint the menus throughout the year as prices changed, some restaurants began to display their menus on chalkboards, with the menu items and prices written in chalk.
This way, the restaurant could easily modify the prices without going to the expense of reprinting the paper menus.
A similar tactic continued to be used in the 2000s with certain items that are sensitive to changing supply, fuel costs, and so on: the use of the term "market price" or "Please ask server" instead of stating the price.
This allows restaurants to modify the price of lobster, fresh fish and other foods subject to rapid changes in cost.
The latest trend in menus is the advent of handheld tablets that hold the menu and the guests can browse through that and look at the photographs of the dishes. 
Nobu restaurants sell bluefin tuna, a species now internationally recognised as endangered.
As a result from press and campaigning pressure, they offered to add a warning on their menu, however this was considered inadequate by conservationists to help the spiral of demand and market price that leads to overfishing. 
The website enables users to enter their postcode and search through a list of delivery restaurants that can deliver to that postcode catchment area.
Customers can view the restaurant’s menu, add items to an order basket and pay for their order via debit/credit card online or cash when the delivery arrives.
A review system and ratings aggregator provides customers with the ability to leave positive/negative reviews for individual restaurants and read other customer reviews. 
Menus vary in length and detail depending on the type of restaurant.
The simplest hand-held menus are printed on a single sheet of paper, though menus with multiple pages or "views" are common.
In some cafeteria-style restaurants and chain restaurants, a single-page menu may double as a disposable placemat.
To protect a menu from spills and wear, it may be protected by heat-sealed vinyl page protectors, laminating or menu covers.
Restaurants weigh their positioning in the marketplace (e.g.
fine dining, fast food, informal) in deciding which style of menu to use.
While some restaurants may use a single menu as the sole way of communicating information about menu items to customers, in other cases, the meal menu is supplemented with ancillary menus, such as: An appetizer menu (nachos, chips and salsa, vegetables and dip, etc.)
A wine list A liquor and mixed drinks menu A beer list A dessert menu (which may also include a list of tea and coffee options) Some restaurants use only text in their menus.
In other cases, restaurants include illustrations and photos, either of the dishes or of an element of the culture which is associated with the restaurant.
An example of the latter is in cases where a Lebanese kebab restaurant decorates its menu with photos of Lebanese mountains and beaches.
Particularly with the ancillary menu types, the menu may be provided in alternative formats, because these menus (other than wine lists) tend to be much shorter than food menus.
For example, an appetizer menu or a dessert menu may be displayed on a folded paper table tent, a hard plastic table stand, a flipchart style wooden "table stand," or even, in the case of a pizza restaurant with a limited wine selection, a wine list glued to an empty bottle.
Take-out restaurants often leave paper menus in the lobbies and doorsteps of nearby homes as advertisement.
The first to do so may have been New York City's Empire Szechuan chain, founded in 1976.
The chain and other restaurants' aggressive menu distribution in the Upper West Side of Manhattan caused the "Menu Wars" of the 1990s, including invasions of Empire Szechuan by the "Menu Vigilantes", the revoking of its cafe license, several lawsuits, and physical attacks on menu distributors. 
The primary goal of menu engineering is to encourage purchase of targeted items, presumably the most profitable items, and to discourage purchase of the least profitable items.
To that end, firms must first calculate the cost of each item listed on the menu.
This costing exercise should extend to all items listed on the menu, and should reflect all costs incurred to produce and serve.
Optimally item costs should include: food cost (including wasted product and product loss), incremental labor (e.g., cost in in-house butchering, pastry production, or prep), condiments and packaging.
Only incremental costs and efforts should be included in the item cost.
The two criteria for determining which menu items should be featured on a menu have been food cost percentage and gross profit.
Food cost percentage is calculated by dividing the cost of the menu item ingredients, including surrounding dish items, e.g., salad, bread and butter, condiments, etc.
by the menu price.
Gross profit is calculated by subtracting the menu cost as previously defined, from the menu price.
Advocates of Menu Engineering believe that gross profit trumps food cost so they tend to identify menu items with the highest gross profit, items like steaks and seafood, as the items to promote.
The downside of this exclusive approach is that items that are high in gross profit are typically the highest priced items on the menu and they typically are on the high end of the food cost percentage scale.
This approach works fine in price inelastic markets like country clubs and fine dining white table cloth restaurants.
However, in highly competitive markets, which most restaurants reside, think Applebee's, Chili's, Olive Garden, price points are particularly critical in building customer counts.
In addition, food cost cannot be ignored completely.
If food cost increases, total costs must increase enough to lower the overall fixed cost percentage or the bottom line will not improve.
This is not a recommended strategy for neighborhood restaurant with average checks under $15.
Those who believe that a low food cost percentage is more important than gross profit will promote the items with the lowest food cost percentage.
Unfortunately, these items are typically the lowest priced items on the menu, e.g., chicken, pasta, soups.
Promoting only low food cost items will likely result in lowering your average check and unless the restaurant attracts more customers, overall sales will not be optimized.
Low food cost and high gross profit are "not" mutually exclusive attributes of a menu item.
A second approach called Cost-Margin Analysis identifies items that are both low in food cost and return a higher than average gross profit.
These items referred to as Primes ("The Fundamental Principles of Restaurant Cost Controls", David Pavesic and Paul Magnant, 2nd Ed, Pearson-Prentice Hall, 2005, ISBN 0-13-114532-0).
This analysis works well for restaurants in highly competitive markets where customers are price-sensitive.
There is really no single method of analysis that can be used across the board on all menu items.
If a menu item is a "commodity" like hamburgers, chicken tenders, fajitas, and other items found on the majority of restaurant menus, prices tend to be more moderate.
If a menu item is a "specialty" and unique to a particular restaurant, and demand is high, prices can be higher than average because technically the restaurant has a "monopoly" on that item and until competitors copy them and put it on their menus, higher prices can be charged.
However, no restaurant can sustain a competitive uniqueness or price advantage over their competition in the long run.
Eventually competitors will try to match them.
Using Menu Engineering in restaurants or menu items where price inelasticity is present is recommended and Cost-Margin in casual neighborhood restaurants and on menu items where price points are critical in building and keeping customers should be considered.
Remember, the customer determines the best price to charge, not the restaurant operator.
Customers do not care about your costs; they care about what you charge.
After an item's cost and price have been determined (see pricing in the Marketing section), evaluation of an item's profitability is based on the item's Contribution Margin.
The contribution margin is calculated as the menu price minus the cost.
Menu engineering then focuses on maximizing the contribution margin of each guest's order.
Recipe costing should be updated (at least the ingredient cost portion) whenever the menu is reprinted or whenever items are re-engineered.
Some simplified calculations of contribution margin include only food costs.