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This is Calvin and Air, a husband and wife duo that run a tie restaurant that does 3.5 million

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dollars a year and has lines out the door. But they're opening up their second location next month

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and they're not ready. If they mess this up, they could lose their savings and the reputation they

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spent years building. I'm Alex Mosey, I own Acquisition.com, a portfolio of companies that generate hundreds

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of millions of dollars a year. Earlier in my career, I sold a service business for 46.2 million dollars

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that help brick and mortar businesses like theirs scale. So I'm excited to help Calvin and Air open

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their second location, get one time customers back more frequently, super charge the reviews,

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and a whole lot more. Hi Alex, how are you doing? My name is Calvin and this is my wife, Air.

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Hi, welcome. We're the owners of Basel and Coltike, cuisine and diamond bar.

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2024, our revenue was 3.5 million. Gross profit was 670,000. Our net margins was 19% and served

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over 100,000 guests last year. First impressions, restaurants have the highest

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failure rate of all businesses. So the fact that they're at 90% margins, I would say that's

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good. I would love to see where you expand it. Now some people might hear that and be like,

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I thought the average restaurant margins are smaller. Yeah, they sure are. And that also doesn't

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mean that we need to be constrained by that. So what is the goal? So our goal is to open 20

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restaurant locations in the next five to 10 years and we want to bring in over 80 million dollars

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in revenues. All right. We want to get there by providing nice and comfortable space for friends

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and family together over delicious meal. Another mission that we have personally is really is to

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create an environment for staff to showcase that talent and also receive competitive paid.

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How did you start the business? Maybe 15 years ago. And that is when Calvin and I met in a

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high restaurant in Santa Monica. He was a busser and I was a server. So naturally, you know, we talk

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right here. And then we talk about a big goal wanting to become an entrepreneur and own a restaurant

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in the future. Well, that plan goes so well that I end up marrying him in 2019, open our first

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restaurant based in Coen Diamond by California. Within the first three years, we max out our capacity.

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We actually leased the next unit and we able to meet the demands. But we are starting to max out

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again. So a sneak peek is our Ari Thai eatery in Assusia, California coming up soon. Okay,

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so we serve our local communities, businesses and families in Diamondmore. Now people who walk

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into the door, we see an age range between 25 to maybe 60 and we in a very situated mid to high

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income neighborhood. Awesome. Well, how do you make money? Let's go through the numbers. So our

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average food item is $16. Okay. Our most expensive one is $68, the crying tiger. Average ticket size

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is $60 to $80, $80 on the weekends. Takeout is 30%, dining is 70%. And our most popular

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dishes would be the Pat Thai, Pat CEO and Drunken Noodles. And we also do beer and wine, but it's

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only 1% of our sales. Dinglingling here. So right off the bat, they have beer and wine. And the

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fact that they have 1% of sales from arguably the highest margin item that they sell, there's

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probably more we can find out and some big opportunities there. How do you get customers? How do

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they find out about you? So we have organic page. It's about 50% of our business we think.

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1300 reviews, 4.6 stars. Google is 460 reviews at 4.7 stars, Instagram, Facebook.

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Word of mouth, our customers like to spread the word mouth a lot.

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Paid ads, we do Yelp, $1,200 a month. We do affiliates, foody collaborations on Instagram.

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But word of mouth is really through our server talking to our customer and when we are at the

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restaurant, we talk to our customer. Right. And you'd say about half them come from, they say,

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yeah, my mom was here yesterday. She said, I need to come try and they come try. And then they

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say, I'm going to go tell my friend to come try. And that's why I think word of mouth is a big

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thing for us as well. I would say almost for food more than almost any other business. Word of

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mouth is just huge. I really believe that the food so itself. Yeah. Yeah. No, that's great.

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On a long enough time horizon, the product of the business is the only thing that matters.

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Marketing just pulls up your timeline forward. It gets more people introduced to your product

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faster. And so marketing can accelerate growth, but it cannot create a good business. And so I

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think this is one of the big things that a lot of marketers don't understand. And this is something

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it took me years to figure out, which is that being good at marketing sales can absolutely make

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you money. But it just accelerates how quickly you decline. If you don't actually have a good

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product, but if you take it, the other natural extreme, which is that even if you had zero marketing

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and one person needs, but it's so good, they tell five people. And then those five people come.

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And it's so good, they tell five people you can quickly get to capacity if the product is good.

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And that works for services that works for SaaS or for anything. Okay, so how many customers do

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you help? What's the sales velocity of the business average day? We do three hundred forty

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guests to three on the weekdays and four to five hundred on the weekends. Okay, so weekends

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are significantly bigger. When you said the average order was $80 on the weekends, $60 during the

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week. Yes. Is that off the same menu? Just people are ordering more. We don't have one menu.

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Right. I would think that maybe the weekday because a lot of our business, so when they come

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in, they just order one plate of patai, right? That's $16. But doing the weekend is more like a

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family. So it's like a bigger ticket. Mm-hmm. I was holding it back. So we actually have a few

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problems that we want to talk about. The first one first is to increase the sales during a non-peak

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hour. During the peak hour were good. We actually outlined out the door. But during a non-peak hour,

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we would still find a way to better fill the house. We also want to improve on the takeout sales

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and also alcohol sales. Because we are opening our second restaurant. We really want to get Alex

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help and also guidance because we open our first restaurant and we kind of like just roll with it,

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right? And we're just like, oh, it turned out great. Perfect. But now that we're thinking about

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scaling, we don't want to just roll with it anymore, right? The stake is higher. We're not open up

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with a small hole in the wall. We want to make it right at the get goal. So having Alex on board

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or guidance us, that's tremendously helpful. And then also the other reason why this is so

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important to me, especially with our like second ventures because I just quit my food time job and

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I am going to be committed and fully focused on this restaurant. So increase alcohol sales,

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increase takeout sales, attribution for sure. I think with this business particularly,

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it would be more difficult to do attribution than maybe a traditional business. That's okay.

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I'm not I'm not as concerned about that. I'll introduce a couple things that I think

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might be able to help us out. So looking at the problems that they presented, I think number one,

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we can increase sales during non peak hours by actually changing pricing during peak hours.

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Second, how can we increase alcohol sales? Well, that's going to be through recruiting hiring

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and training a staff. I would say takeout sales and attribution output is kind of like the third

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priority for me going into this. What kind of promotional offers do you run to kind of attract

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customers? We like to give free items to sort of giving percentages off. Big fan. So real quick,

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one of my big beliefs in business in general is not to give discounts. Basically, it's either full

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price or it's free. I'm a big fan of that, especially for food establishments. Like you don't want

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to have people who become like discount seekers. Like that's not good, which I do want to be clear.

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I separate from, you know, if you have a prepayment discount for services or you have some sort of

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incentive for someone to buy like on a sales call or within 24 hours, that I see is different.

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Then like running a promotion that's like 20% off, not a huge fan of that. I'd rather give a free

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item and then have a clear ascension path to how I'm going to get that person to become a full paying

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customer. We especially like to do that on the big holidays, Mother's Day, Valentine's Day,

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Christmas. So mostly seasonal. Nothing that's standing or rotating. Do you have a process in place

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right now for basically what recommendations your server is recommend? Number one, and then number

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two, what things they can add on to their orders? No, we do not have that yet. Okay. There's going to

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be really big opportunity there. Okay. And then in terms of encouraging people to come for that second

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visit, is there anything that you do special for first time customers? I think it would just treat

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everyone the same. Yeah. No, that's okay. There's, I have ideas. I have ideas. Yeah, no, we don't,

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we don't do anything special. No, you're good. You're totally fine. I know you want to increase your

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weekday volume. Right. What have you done or tried so far? We're thinking about doing a happy hour

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on the weekday. Okay. And you haven't done that yet. You just, it's an idea that you have. No,

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I think what currently what we do is for the weekend, like our own trade, for example, like the

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stir fry, you have to order rice on the side, but for the week, for the weekday is actually

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come as a set. Right. So you order a stir fry, let's say you order hot base, so it's already

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come with the rice. Okay. So it's a surcharge of rice on the weekend, is that what you're saying?

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On a normal basis, yes, except for lunch. Lunch, we do that together. Okay. So tell me about this

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new store that you guys were thinking about opening. Okay. Areas is in Azusa. Yeah. It's actually

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a little bit bigger. This time, we actually have a bigger bar with bar seats. We wanted to put

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bar seats in this time to make sure that when the guests are waiting outside, sometimes up to an hour,

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that we have something to sell them at the bar. And also it's, it's a bit bigger. So it's about 100

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cedar and going from a 72 cedar to 100 cedar. Yeah, it's curious about that because you know,

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one of our big things is nail up and scale it, right? And so I know that you guys are trying to,

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I from obviously trying to hit 80 million. So if you're going to try and do multiple locations,

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we have to make sure that the model is super done. Exactly. Yeah. So I feel like on the paper,

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it seems like we're doing good. I mean, like I have a plan about it, but I know until like

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operational, there are lots of things that we can still tweak and do more. Yeah. And that is why we

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want to do this between the two concepts as a test drive and then we'll take the winning model

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and then we'll just go from there. Got it. Well, do you want to improve this location though?

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The main location for now? Yes. Of course. Yes. And what's the plan for the grand opening for

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the next one? Grand opening. We actually will not want to do until like six months later. I just

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want to make sure that we have a hundred percent operating smoothly. You mean you're soft open.

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We're soft open. Yes. So we for sure will soft open. But in terms of ground opening, we haven't

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really put any package together because what thing is going to be three to six months down the line.

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So one of our internal models is nail it, then scale it. And the reason for that is that a lot of

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times small business owners will get really aggressive and really excited and want to expand faster

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before they've really solidified their core model. Basically, it's like it might take you less time

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to get your second location, but it'll take you more time to get your 10th location. And so I want to

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make sure that those fundamental unit economics are right. How much does it cost to open? How

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quickly can you get to be profitable? How long does it take for that location to pay for itself

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entirely? What does our grand opening promotion look like? How do we recruit higher and staff a new

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place and get the culture to be what it needs to be? And so these are a lot of the questions that

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happen, especially in a heavy staff business like restaurants, where there's a lot of people that

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work under one establishment. Okay. Well, I have buckets and buckets and buckets of notes. So I have

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lots of stuff for you guys that I think we'll be able to help with. I'm going to focus primarily

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on this location. And then I'll talk kind of at the end about kind of what we can do to hopefully

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set up the second location to succeed. Cool. Cool. And we also bring a special gift for you Alex.

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But wait, there's more. Yeah. Yeah. Before we get into business, we've got to feed ourselves first,

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right? It's customer. Yeah. I rushed into the business to the guys. We spend a lot of time

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thinking about what we're going to so Alex because we want to make sure he loves the food, right? So

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well, he's, you know, like the fitness guy, he's like the training. So we thought, okay, maybe

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meet. It's a good choice. I like pack with protein. So crying tiger happened to be our best seller

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and it's something that we really proud of. So that is definitely a, it's a no-brainer.

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The pineapple curry prawn, it's a little bit of a risk we want to take because it's not on the

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menu. It's something I, I try making at home. I loved it. And I just want to see like if other

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people would like it. So he is like unique. And last but not least is the mango sticky rice. I

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think that it's a Thai staple and we just have to showcase who we are, Thai person. And that's

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what we want to bring to the table. So I'm going to eat all of this and then we'll start.

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Thank you. That was great. Okay. So what is this? River prawn, special river prawns.

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I don't even know what that is. Really good. Really good. All right, I have to try this.

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All right, you won't be insulted if I just don't finish everything, right? Okay.

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I'm in a trowelist. I can see why it's doing so well. That was delicious. That was unbelievable.

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This was obviously everything was good. That was exceptional. Seeing Alex finish that red curry in two

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bites is like, oh yeah, we might need to put that in the menu. That's why we do this. Feel my heart,

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feel my heart. Real quick guys, I have a special, special gift for you for being loyal listeners of

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So you've got marketing, you've got sales, you've got product, you got customer success, you've got

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acquisition.com forward slash road map, R-O-A-D map, road map.

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Oh, the river bronze were fire. Really, really good. I mean, it was obvious why the restaurant's

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done well because the food is good. And this is just like the simplest thing in the entire world.

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And I use restaurants as a simple analogy because everybody gets it. It's like a lot of people

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obsess about all the marketing and all the sales hacks. At the end of the day, if you have good food,

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people will come back and tell their friends. Like, that's really what it comes down to. And

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they focused on the thing that mattered most. I'm happy to help with all these kind of little

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things that can maybe improve the business model. But they had the thing that matters. Because

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if they had bad food, it didn't matter how many taxes I was going to give them. They were just

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going to get people in the door and they were going to leave and never come back. And so they have

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to become a marketing business in order to stay alive because their product was inferior. They don't

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have that problem. And so I'm stoked to see what happens. The kind of four categories. Actually,

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I'm going to split into five. So if you have pricing, we'll talk about number two is the actual

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menu itself. So I'm going to ask you a bunch of questions about the menu because I think this is

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going to dramatically affect average order value. Number three is going to be training. So this is

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kind of the staff stuff that we're talking about. Number four is going to be alcohol. So I'm going

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to split this out specifically. And then five will be the next location. Okay. So there's

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kind of going to be the big overarching topics. So what I want to do is kind of like are there

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ways that we can immediately potentially increase the profit of the location without dramatically

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changing the operations. And so there's two things that we could do. One thing that you can do,

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and I'm overseeing this at restaurants that you can just add your processing fee. And you just

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put that on your menu, which says plus three percent processing fee for credit cards, right? And you

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can do two point 90, three point nine, whatever you want. And then that way when they get the bill,

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it'll just say processing fee, whatever. And it doesn't usually affect anyone's take rate from

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from like what they choose to order and whatnot. But for you guys with a three percent increase

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would be like a 15 percent increase in profit from one thing. So we don't need to do that. And just

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like that's one one consideration you can do. The second thing that you can do is I noticed that

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you were at 0.00 in terms of your pricing. Was there a reason for that versus doing like 1699?

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I felt like the 1699 or 1695 thing was kind of old school. I just want to make it simple and clean.

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Well, I'll briefly push back just because the where you're at pricing wise, if you were,

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you know, I would say higher end. I think you guys are upper middle, right? You're not like here,

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right? I would say yes, if you're serving, you know, $29 to $50 on trades as the primary,

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then I think having points zero could make sense. Typically with luxury brands, they don't have 99.

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But I think that you're in a spot where I don't think it would detract from your brand to have 1699.

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And the reason for this, like most people make their judgment off of that that character in terms

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of pricing, right? And so this, though it may seem really small, if your average ticket is $16,

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this is 6% absolute, which for you guys is plus 30% in profit margin for the business. So like,

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if you went from 19% currently, because that's a 6% increase in total in average revenue,

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that would take you to 25% margins from that, which is a 30% increase in profit. So that 600 and

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whatever was $670,000 in profit would be an extra 100, 200 and ish, 220,000 a year for one move.

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I don't think it's going to affect your sales. That just me personally, because it's like,

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we're not even changing any of the characters. You're already kind of like paying the fee of being

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at $16. I don't think anyone buys 16 does buy 1699. That's just my opinion. Yeah, so this is a monster

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moment. It's like, yeah, one change that probably has no effect on your sales velocity could have a

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dramatic effect on your profitability as a business. When we're talking in 20 bucks, 10 bucks,

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like this is a high volume business, those tiny little dimes and nickels and pennies,

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they add up in a huge way. And like I said at the beginning, restaurants are notorious for having

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small margins. If we can have a 30% lift from one tiny change in terms of reprinting the menu,

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we should do that. Let's just use simple math. If every person who walked into their restaurant

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last year only bought two items, that would be $2 extra person. They served 100,000 customers

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last year. That would be $200,000 dropped to the bottom line. I've never thought about, okay,

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if I just add 99 cents, how much would it translate into like the percentage of sales increase?

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It's just like a light bulb. It's just like pop. And I was just like, what doing it?

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The next one is because you have your turning people away on weekends, right?

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Have you considered having weekend pricing? Saturdays and Sundays or Fridays and Saturdays,

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the menu that you hand them is different. So you've got weekend menus and then you've got weekday

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menus. And so then the weekend menu you can add $2 per dish. It's this search pricing,

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fundamentally, it's just like an Uber. If it's really busy, they charge more, if it's less busy,

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they charge less. And so I'd rather you just add it on the days that you have it. And they won't

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even feel like it's being added. You're just giving them the weekend menu, right? It's just like

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different places have like a lunch menu and a dinner menu. The dinner menu is more expensive

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than lunch menu. No one's offended by that. It's just kind of a standard practice. How does that

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feel? We're considering, but you know, be scary to do all three at the same time.

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No, no, I don't think this is really should. But I want to particularly like this one the most.

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I've thought about it, but I think it just we never actually have that percentage breakdown

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on how much is going to increase. So what we didn't see like the whole picture and how it would

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impact profitability. I think this one actually, that's a 30% increase. You are this one definitely

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resonate with me the most in term of processing. Yeah, keep on liking to worry about this is why

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ladies out and it's a lot about you and how you feel about your business, right? And so if this

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feels like to you, you're like, I think we could just wait, you know, we literally the cost of this

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is reprinting the menu. That's it, right? So check this out. So this is the $100,000

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getting room app and they are at stage five product size. So they've got probably 20

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people who work for them. And if we look at the constraints of the business for them,

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let's look at the things that I'm talking about them with. Most of this getting room app,

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I tailor more to service-based businesses. And the reason for that is because 78% of businesses

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are services. And so I tend to skew in my language about that. But the actual things that are

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happening are the same, right? And so a CS playbook to onward, all of that is going to be around

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how are we getting customers this consistent experience we talk heavily about training, right?

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Connecting CS to product. That's getting feedback loops based on what people are eating and what

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they want, like spinning that makes something new to sell them. I mean, they functionally had

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alcohol, but they weren't selling it. So now we're pushing that a little bit stronger. And from

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a finance perspective, like we need to get better at their finances, which is why a lot of the

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improvements that I had were very pricing centric, probably because they didn't have good enough

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financials to be able to see, oh wow, when we sell this, you know, this product we're almost

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breaking even. But when we sell these ones, we make a ton. They didn't have that kind of

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information, which would have helped them reconfigure their menu to be the most profitable menu possible

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that also brings customers back. And if you're like, man, that would be useful to know what stage

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of scaling I'm at. All you have to do is go to actors.com, for slash road map, put in your business

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information, and we have this little automated thingy that'll tell you what stage you're at,

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what problems you're facing, and most importantly, how to solve them. And if you want my team to

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take a look at the business and, you know, reaffirm those things, or you'd like to come out,

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that's where I had quarters in Vegas, and potentially be on the cash cash shop. On the thank you page,

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you can schedule a call, and we'd love to help you out. So the next thing that we'll go over is

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the actual menu itself. So with the menu, how do you think about laying out what they get when,

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you know, when they open up the menu at your, at your establishment? The way I thought of the

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design of the menu is the way the customers think when they sit down. Sure. Okay. Which is what are

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a drink, order an appetizer, and then afterwards focus on like the big piece, and then the small

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complimenting piece to go with it. So like, I would like drinks, appetizers, specials,

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okay, like the big entrees, and then carbs at the end. Okay. Okay. So on the menu, do you have

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highlighted boxes for the key items? I think we have a section for the specials, yes. And then

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a special section for our dessert, I believe. Yes. Yeah. We have special, like special section

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highlighted. Yeah. We are working on an updated menu right now, and what we did is like when we

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laid it out, let's say, if I write, we will highlight what we want to sell. Yeah. Yeah. So yeah,

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so there's two components to it. So let's say you've got your sides, you've got your appetizers,

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you got your carbs, whatever. Within each of those boxes, number one is I would rate, I would rank

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them from gross profit top to bottom. So which of these is the most profitable? We'll put that first

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because that's the first thing people are going to consider. And then the second thing is I would

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have your highlight box, which is the, and I put it at the bottom many like, if this is your first

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time visiting, this is the one you can't miss. Right? That way, it's like that way people,

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because no one wants to make the decisions, find them out there. What's good? What's good? Yeah.

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Exactly. No more. So that way, if you have each of the highest gross profit margin things that

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also happen to be the things that most people love, and those should be the same, ideally.

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That we want to make sure that it's really clear, and it's prominent on the menu,

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per box that they're kind of working through. So any kind of business that has a menu, and the

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term having a menu comes from restaurants, because many people have eaten at restaurants, but

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you go to a mechanic shop, there's a menu, right? And so in general, I like having a couple things

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to be true about my menus. One is that I prefer to start the highest prices, and the reason for that

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is because it's anchors, and they've done research studies on this in terms of how they lay out

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like wine menus. If you put the most expensive on the top, it anchors the remaining prices underneath

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of it. And so number one, I like having higher prices higher. Number two, I like higher gross profit

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margins, because two things could be $16, but one of them might cost the restaurant $6,

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one of them might cost them $1. And remember, that 99 cents that we added, added 30% to the profit

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of the business, if executed, no sales velocity drops. And so us having just get more people to buy

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a thing that has two or three more dollars a profit can make an enormous difference to this business.

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The third piece that I want to hit on is, what's the stuff that that brings people back? What's the

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stuff that's so good that they're like, God, I have this again. And so balancing those three

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priorities is how I think through laying out a menu, whether it's a services business or it's a

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restaurant. So the next thing that I have for you, this is just menu. We're going to get into

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training stuff in a second with like, how do we increase alcohol sales and things like that? But

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what I want to do is increase the likelihood that people are already thinking about it, right?

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And so there's two things that I want to think about. Number one is, with each of the dishes,

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you could put underneath of it pairs well with what drink this would go well with. And if they're

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reading it, they're they're going to be thinking, Oh, well, they're saying it goes well with this.

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You will get more than one percent of people to buy alcohol just from just adding to what

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you hear. And this is look at the menus. Yes. Yeah. I love that idea. Yeah. And this is all profit,

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right? Yeah. Pairs with. That makes sense. Okay. So this may be a wink wink from my next book

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that's coming out, but there are a number of ways that you can make a customer more valuable.

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There are eight of them. One of them is a cross sell, which is, do you want fries with that?

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For them, it's going to be, do you want an alcohol? I've ever took that. And so what I want to do is

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make it as easy as possible for the customer to say yes. And I want to make it as easy as possible

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for the staff to not forget. And so both of the tactics that I'm going to lay out for them are

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going to mirror those things. How to make it easier for the customer? Remind them to do this thing.

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And the thing is, is they're getting 1% of their sales from alcohol, which is super high margin.

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Right? So if we can get that from like 1% to 6%, so just adding 5% to the business in terms of

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total revenue from this very high gross profit product line, then again, we have another 25% increase

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in profitability. And that's just going from 1 to 6%. If you flip the table from no one's getting

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in alcoholic beverage to every person buys one, the profit of that table jumps through the roof.

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And so we only need like one out of 10 tables to do that. We always thought that the alcohol

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should be better than it is. And that would be a huge opportunity if we could improve it.

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And I mean, we see industry standards being like 5 to 15%, maybe even 20, right? And we're at

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less than one. So that's a really big weak point right there. Do you have specials in terms of

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drinks? No. Okay. So I would recommend having one special. That's a drink. So just say like,

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hey, we also just freshly made a Thai mint, my type, whatever, whatever, whatever cocktail you want.

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It's made fresh here on staff. It's super refreshing for the summer or whatever months, you know,

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make it seasonal for, you know, whatever, whatever time it is. And that way some people were coming back

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and was like, oh, that sounds good. Like all we want is like, that sounds good. And then it's like,

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great, we have the purchase. So I would include that as the first thing. So basically, there's

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hey, before we get into drinks, can I say the drink special, we make one every week. And we

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spend a lot of time, we taste test a bunch in the back and we come up with the best one. And it's

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freshly made here, blah, blah, blah, blah. And I think people would really like that. So rotating

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one drink special area. So tell me about the actual tabletop. Do you have anything on the table at

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all? Do you have like one of those little a frames or one of those spread open? You know what I'm

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talking about? Like where the table? Yeah, you don't do that. Okay. Okay. Is that too

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below where you want to be in terms of five of the dining? Um, I'm okay with putting it. Okay.

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Especially if it's like, you know, a special. Yeah. Yeah. Yeah. So I would probably do that

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because people like the visual. So I probably have a difference right now, right? The customers

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sit down. We've been out menu. So we have like a menu and like a special menu. So the special

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menu, how like all the picture and a recommendation. A menu is just, you know, like the list of

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item, what ingredients, but it's not left on the table. So when you're saying like having like a

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little kind of like a placement. Yes. It's kind of like there in their face. Yeah. Because also

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I'm thinking about the servers, right? Like how can we help them do their job easier? And so if they

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can just point and then the visuals right there and they can see it, I think that's pretty compelling.

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Right? And I think the way that you make that look is what will determine whether it looks cheap

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or whether it looks nice. Yeah. Obviously, I wouldn't go lots of neon colors with the tropical

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background. Like that would probably not be the right. So keep the look and feel of it upscale,

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but we still want to have the really nice elegant descriptor in an ether. You know, once a week,

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the entire team tries, you know, five different drinks. We picked the best one. And then that's

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what we decided as a team to offer for the week. Because if you can get the team bought in on it,

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they're like, oh my god, it was so good. Like you guys should try it. At first, we're like, yeah,

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we don't, should we do it? Should we not do it? Don't we don't want to be like kind of like a

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a fast food joint? That's why that's deter us. But then the fact that he said, well, it's

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depend. You can decide in a way that is nice, presentable and high class. Like, yes, we can do it.

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How come I don't think about that before? We really are doing something very similar. We have like

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wine or specials menu that we give out with the menus, but the table tint is stays on the table.

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So no one's ever going to forget it's always there. Are you talking about like maybe just one

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item, special one item, or is it like maybe like a few item on the... Me personally? Just one.

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I want to draw. Yeah, exactly. For me, this is me as a consumer now talking. When I see like

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10 things, it just is like another menu, right? I want to draw attention to one specific thing,

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really clear image, you know, the benefit is underneath, and then they draw my attention to it.

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And to me, that's really good. Now the back of it, we're going to save for some review stuff.

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So I'll get to that in a second on table one item, special one.

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Okay, we get on this so far. All right. Okay.

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So let's talk about getting people to come back, right? So we want to have a wave to identify

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who the new customers are. Like, it is your first time dining with us, right? Is there something

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that we can do to identify to everybody else that like if someone says yes to that, can we put like

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just a, you know, a drink coaster on their table that's a certain color, or a napping that's

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a certain color, whatever. But the reason it's so important is because then the whole staff knows,

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hey, these are first timers, right? And so obviously you want to give everyone a great experience,

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but just knowing it's someone's first time helps, right? And so one is identify first timers,

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and B, I would give them some sort of surprise-free thing at the end since it's their first time.

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So that's if they have a, you know, a dessert or something like that, whatever the, you know,

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whatever the two pieces of dessert is. Yeah, something that would be, but people remember things,

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something called peak end bias. And so people remember things two key moments of every experience.

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They remember the peak emotional experience, and they remember how things ended. Yeah.

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And so if we can just really make that ending really nice, I think that would be something like

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surprise dessert for first timers. And what I would want to do is then give coupon of some sort.

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And the way that you can do this if you want to do it classy is that you have the manager put

369
00:29:48.400 --> 00:29:55.600
their art and then write free dessert on the back and then hand it to them. Okay, it's way better

370
00:29:55.600 --> 00:30:00.800
than a coupon, right? Because then it feels like it's a personalized gift, right? And so you say,

371
00:30:00.800 --> 00:30:05.360
hey, next time you come in, just bring this and I'll have another dessert free in the house.

372
00:30:06.240 --> 00:30:09.920
And so now it's like we're creating that loop. We want to bring them back in. Does that make sense?

373
00:30:09.920 --> 00:30:15.280
Does that feel okay? Yep. All right. So these are, this is for first timers. Okay. For existing

374
00:30:15.280 --> 00:30:20.080
customers, I think you can offer the free dessert in exchange for reviews. Now I know you guys do

375
00:30:20.080 --> 00:30:26.400
something like that now, correct? Sometimes. Yeah, we have done it before. I'm a huge fan of

376
00:30:26.480 --> 00:30:32.960
free drinks. Slash free dessert for review. And the time that I found it to be most effective

377
00:30:32.960 --> 00:30:38.320
is really at a point of sale. So basically when they get the check, now I have a couple of ways

378
00:30:38.320 --> 00:30:41.600
of doing this. So I want you to tell me which one feels just kind of like I said the pricing thing

379
00:30:41.600 --> 00:30:44.400
earlier. I'm going to give you two or three different ways of doing this and you tell me the one

380
00:30:44.400 --> 00:30:50.320
that feels better for you. Okay. So the first way is, hey, if you guys want, I can take care of one

381
00:30:50.320 --> 00:30:54.480
of the drinks. If you're just willing to leave a review, it would mean the world does for a small

382
00:30:54.480 --> 00:30:58.160
family owned business. And if they do that, then you say, cool, let me take the check back.

383
00:30:58.160 --> 00:31:02.400
I'll take it off and I'll come back with it. And so then it's like, great, every one of these,

384
00:31:02.400 --> 00:31:06.160
and it's at the point of sale. So you want to give the discount now. The whole idea of like,

385
00:31:06.160 --> 00:31:09.200
you're next, if you leave a review, next time you'll get it's like, no one cares, right?

386
00:31:09.200 --> 00:31:14.160
They'll just pay and no one gives it. So it's like, it has to be immediate. That's the first version.

387
00:31:14.160 --> 00:31:21.040
So free for review is thing one. Okay. That's the first version. The second version of this

388
00:31:21.760 --> 00:31:28.240
is when the check gets delivered, the manager comes after when it's sitting there, whatever before

389
00:31:28.240 --> 00:31:35.040
it gets scooped up and says, hey, by the way, you know, your server's name was Judy. And just,

390
00:31:35.040 --> 00:31:41.120
you know, Judy gets a small bonus if she gets over, you know, 10, 10, 5 star reviews in a month.

391
00:31:41.120 --> 00:31:45.440
That way, it's like, we're doing it for Judy. Not doing it. So then you don't have to give

392
00:31:45.440 --> 00:31:49.840
anything away for free. But then you kind of just have the reciprocity of if Judy did a good job.

393
00:31:49.840 --> 00:31:53.760
You know, you can give her a $50, you know, thing. So this is the manager ask.

394
00:31:55.600 --> 00:32:00.800
Those are probably my two favorite ways of doing it. So either the immediate one in exchange

395
00:32:00.800 --> 00:32:05.040
or something or, hey, can you do it because of my, because of the staff that you liked.

396
00:32:05.040 --> 00:32:08.800
Right. Either one of those feel better to you. The first one. You like the first better?

397
00:32:08.800 --> 00:32:12.400
Yeah. That's what we kind of do from time to time, but we're not consistent.

398
00:32:12.400 --> 00:32:16.080
Yeah. So that'll get into training, which we'll get into in a second. But because of the

399
00:32:16.080 --> 00:32:21.120
business that you're in more than anything else, it's so reviews driven, like online reviews.

400
00:32:21.120 --> 00:32:25.040
You know, if you took your reviews from, you know, 1300 reviews to 13,000 reviews,

401
00:32:25.680 --> 00:32:28.720
the amount of, you know, people that are coming through the door and like, all we have to do,

402
00:32:28.720 --> 00:32:32.800
you serve 100,000 people this last year or total. Just last year. Yeah. So if we got 10% of

403
00:32:32.800 --> 00:32:36.640
people to leave review, it would, I mean, it would change things for the business. It would be.

404
00:32:36.640 --> 00:32:39.920
And so it's like, do we think, and it's, and the thing is you have multiple people at the table.

405
00:32:39.920 --> 00:32:45.200
Yeah. And so where this gets kind of interesting, hear me out, is that you could say, hey,

406
00:32:45.200 --> 00:32:49.680
if you each leave review, then I can get all your drinks. And in one table, we can get five reviews.

407
00:32:49.680 --> 00:32:54.240
Right. And so mind you, you don't have to do this forever. It's just a, and this is obviously

408
00:32:54.240 --> 00:32:59.200
you think about the next location too. Would I be willing to give up the cost of a drink in order

409
00:32:59.200 --> 00:33:04.240
to get a review for sure? Not even, wouldn't even think about it. Right. And so, right. And so that's,

410
00:33:04.240 --> 00:33:08.240
that's, you're willing to make the trade and the thing is it's because it's on the check right now.

411
00:33:08.240 --> 00:33:12.080
They're like, sure, I like this place. This was great. I'll say five bucks, whatever. I would have,

412
00:33:12.080 --> 00:33:17.040
I would have done it for free, except they wouldn't. But I put it like that little incentive helps out.

413
00:33:17.040 --> 00:33:22.000
So for brick and mortar services or restaurants, just local mainstream businesses,

414
00:33:22.000 --> 00:33:26.640
the vast majority of people make their decisions by searching online before they go. I mean, when

415
00:33:26.640 --> 00:33:30.640
you're about to go to a restaurant, what do you look at? You, you just look on yelp, you look on

416
00:33:30.640 --> 00:33:34.880
grub hub, whatever, and that you see the reviews. And so I don't know about you. If I'm like looking at

417
00:33:34.880 --> 00:33:39.200
a dessert place and it's got three and a half stars, I'm not going. I'm not going to go. I'll just

418
00:33:39.200 --> 00:33:42.880
go to one that has four and a half stars. Like, why would I risk it? People only go out certain

419
00:33:42.880 --> 00:33:46.800
amount of times per month and they're not going to blow their one time out on a three and a half

420
00:33:46.800 --> 00:33:51.360
star place. They're just not going to do it. And so we need to boost the hell out of that so that

421
00:33:51.360 --> 00:33:55.200
not only do we have good reviews, but we have a ton of them. And so let me give you a different

422
00:33:55.200 --> 00:34:00.800
example. So let's say that you've got one place that has 55 star reviews and it's a 5.0 and there's

423
00:34:00.800 --> 00:34:06.800
another restaurant that's 13,000 and it's a 4.7. Where are you going? 4.7, 13,000. No question.

424
00:34:06.800 --> 00:34:10.880
Because you know, this is a business like 13,000 reviews are like holy cow like this place must

425
00:34:10.880 --> 00:34:16.400
this is probably iconic. This is probably a destination, which if you're a small business owner,

426
00:34:16.400 --> 00:34:23.520
what higher praise could you want? So when I read the review, it really is give us just not

427
00:34:23.520 --> 00:34:28.800
comfort, but also encouragement, right? And if I feel it, I am sure anyone who come on

428
00:34:28.800 --> 00:34:33.920
on your page read that review will feel the same way. So to me that that it's important is how we

429
00:34:33.920 --> 00:34:37.920
communicate with our guests. I was thinking about a way to increase the average order value,

430
00:34:37.920 --> 00:34:41.280
right? And so in the commerce world, it's like you get free gifts over a certain amount of spend

431
00:34:41.280 --> 00:34:45.200
or you're free shipping. I'm trying to think of a way that we could tastefully do that within

432
00:34:45.200 --> 00:34:50.640
this business, which is like it probably better for takeout than I think in dining, which is like

433
00:34:50.640 --> 00:34:55.920
at $50 or $100, wherever you know, if the vast majority said it's 60, right? It's $60 whatever it

434
00:34:55.920 --> 00:35:00.560
is. It's like then we want to put the free gift at like 75 or 80. And so maybe on weekends,

435
00:35:00.560 --> 00:35:04.880
you make it 100 on the weekdays, you make it 80. So you just push that extra $20. It's like,

436
00:35:04.880 --> 00:35:11.280
hey, just so you know, you get an extra full whatever I just had for orders over $80.

437
00:35:12.160 --> 00:35:15.840
And I think that'll nudge a decent amount of people. Just put it right above where they're

438
00:35:15.840 --> 00:35:20.240
currently at. And it's like you get a full another order on top. And you guys have good gross margins

439
00:35:20.240 --> 00:35:24.400
on the food because I just want to I just want to bump it up. And you saw with the the 99 cent

440
00:35:24.400 --> 00:35:30.080
thing, a dollar or two in this business makes all the difference in the world. And so this is

441
00:35:30.080 --> 00:35:38.960
basically an AOV. So average order value increase with break points above current average threshold.

442
00:35:38.960 --> 00:35:45.360
And for this like this particular one, we foresee it doing as like part of our business going forward

443
00:35:45.360 --> 00:35:51.840
or is it supposed to be kind of like tied to special event or like certain time of that year.

444
00:35:51.840 --> 00:35:56.000
So the reason I said takeout is because if you're on the phone or something like that or if it's

445
00:35:56.000 --> 00:36:00.240
on an order page online, it doesn't feel weird to me. Like because we have to think about

446
00:36:00.240 --> 00:36:04.240
the obviously the servers, right? Like they can only remember so many things. Yeah, this is

447
00:36:04.240 --> 00:36:08.560
actually a lot of information too. Oh, sure. Yeah, but because but because what we're going to

448
00:36:08.560 --> 00:36:12.080
think about this is from the from the experience of the guest, right? So they're going to come in.

449
00:36:12.080 --> 00:36:16.400
Are you new? Yes. Great. Cool. So they know if they're new or not. Yeah. Then they're going to say,

450
00:36:16.400 --> 00:36:20.240
you know, can I say about the drink special? Yes. Then they walk them through the drink special.

451
00:36:20.240 --> 00:36:23.360
And then we get way more people to do it. People are also going to ask questions because it says

452
00:36:23.440 --> 00:36:26.960
pairs well with. You're right. Right. So a lot of people were asked questions about that and then

453
00:36:26.960 --> 00:36:30.080
you're going to get more of cells, which they're going to want because their tips are going to go up.

454
00:36:30.080 --> 00:36:33.680
So they're going to want to sell the all right. So the event incentive to learn that stuff.

455
00:36:33.680 --> 00:36:37.120
And then basically from that point, there's really nothing different except at the very end,

456
00:36:37.120 --> 00:36:40.880
they're going to do this. So there's not a huge amount that we really we just have to know,

457
00:36:40.880 --> 00:36:45.680
are they for some customer? We're going to make sure we do the drink special. And then at the

458
00:36:45.680 --> 00:36:50.720
end, we're doing this three things. Yep. That's it. So as much I know we talked about a lot, but in

459
00:36:50.720 --> 00:36:55.840
terms of what they have to do, it's not too much. Yeah. We will worry about adding more work to

460
00:36:55.840 --> 00:37:01.760
our worker. Right. But then the way that Alex chose us today is not adding more work. It's just

461
00:37:01.760 --> 00:37:06.800
adding pure profits. So simple solution. Simple solution. And we were complicating the whole thing

462
00:37:06.800 --> 00:37:12.320
and not able to get past our own bath. So one out of three strategies actually succeed in a

463
00:37:12.320 --> 00:37:16.480
business. And that's a McKinsey study that they did. And some businesses have two out of three

464
00:37:16.480 --> 00:37:20.560
strategies succeed. And the big difference is culture, which is the reward and punishment that

465
00:37:20.560 --> 00:37:24.800
exists within a business, which is fundamentally like how do people behave? How do people do stuff?

466
00:37:24.800 --> 00:37:29.920
And so this is a people heavy business. And so I wanted to not just give them a bunch of,

467
00:37:29.920 --> 00:37:34.320
you know, here's all the stuff that you can do. But I wanted to translate that into real world.

468
00:37:34.320 --> 00:37:38.880
How are you going to get your staff to do it? Right. Because if they don't ask people what beverage

469
00:37:38.880 --> 00:37:43.360
they want or ask them if they want to get dessert, very simple lines. But if they don't do it,

470
00:37:43.360 --> 00:37:48.560
it's a huge cost to the business. And so we had to make sure that they went home with clear

471
00:37:48.560 --> 00:37:52.960
items of like, this is how I'm going to train the staff and make sure that they do this every time.

472
00:37:52.960 --> 00:37:56.640
Otherwise, this is just a lot of fun entertainment, but nothing's going to happen to the business.

473
00:37:56.640 --> 00:38:01.040
You think we could change this coupon card to sign up for our loyalty programming

474
00:38:01.040 --> 00:38:04.640
of free mango secretion in the next visit? But you said you like the physical card card.

475
00:38:04.640 --> 00:38:09.680
I like the physical card of time. And if you're like, hey, if you're worried about losing this,

476
00:38:09.760 --> 00:38:12.800
just take a picture of it and just show it to me on your phone when you come back.

477
00:38:13.520 --> 00:38:18.560
That way that people can bring it. But what if what if they they share it and people who came

478
00:38:18.560 --> 00:38:22.880
got the picture of the back of the card? So they brought your customers up.

479
00:38:22.880 --> 00:38:28.560
Oh, no. Right. So you can have them take the picture of it and be like, hey, if you feel like

480
00:38:28.560 --> 00:38:31.680
you're going to wash your jeans and it's going to get, you know, just a tornado shreds you can

481
00:38:31.680 --> 00:38:35.840
take a picture of it too. And that way you have it. Okay. It's a little thing. The only reason I

482
00:38:35.840 --> 00:38:40.400
hesitate with the loyalty thing is just like how many people are actually part of loyalty programs

483
00:38:40.400 --> 00:38:44.560
for restaurants? Restaurants, I'm not sure, but cafes, it's normal, right? Yeah. No, no. Oh,

484
00:38:44.560 --> 00:38:48.960
so they have like the punch card and they have all that stuff. Because you said you wanted to be

485
00:38:48.960 --> 00:38:53.360
more on the upscale side, I have a whole thing on loyalty programs. I didn't get into it because

486
00:38:53.360 --> 00:38:57.840
it I didn't know I didn't feel like it was necessarily the the best feel. I can talk about it

487
00:38:57.840 --> 00:39:02.640
and then you guys can decide. So any of you guys right now you do three if they on their third one,

488
00:39:03.040 --> 00:39:06.000
they get they get free sticky rice, right? When they come back, they do that on the.

489
00:39:06.000 --> 00:39:09.840
On the birthday, they get free sticky rice. Yeah. Probably every 200 spend, they get a free

490
00:39:09.840 --> 00:39:15.920
title, but we can bump that up before. So I think you'd have to sell me on the the benefit of the

491
00:39:15.920 --> 00:39:20.720
loyalty program. And now it's I probably would even I just hate the like I all I think of when I

492
00:39:20.720 --> 00:39:24.960
think loyalty program is someone's just going to spam text mail the time. And so I never want to

493
00:39:24.960 --> 00:39:29.840
right. And so for me, the loyalty program would be like you get three things. Is it on your

494
00:39:29.840 --> 00:39:33.680
birthdays? We're going to send you free stuff. We're just going to give you a coupon for coming in.

495
00:39:33.680 --> 00:39:37.840
When you're here, you get your first alcoholic drinks free or something like that,

496
00:39:37.840 --> 00:39:42.080
because it has one. Sometimes they're more likely to have a second, right? One per table or

497
00:39:42.080 --> 00:39:46.880
per party. And then number three, when we have a weight, which you do on weekends, we prioritize you.

498
00:39:48.160 --> 00:39:53.680
Right. Now for me, that third one alone would be enough. So I like that. I mean, I think a lot of

499
00:39:53.680 --> 00:39:59.280
people would do it for that for that benefit a lot. So I'll put F I'll let you guys work the

500
00:39:59.280 --> 00:40:02.960
specific details of what you want in there. Because also when they fill it out, you can also get

501
00:40:02.960 --> 00:40:08.960
what their lead source was like to hear about us. It's a big picture. I am split on loyalty programs

502
00:40:08.960 --> 00:40:12.800
in general. Main reason, the food is the loyalty program. Your food's good. They're going to come back.

503
00:40:12.800 --> 00:40:15.920
Right. And they're going to tell their friends. And so other businesses, I think loyalty programs can

504
00:40:15.920 --> 00:40:19.280
make a much bigger difference. Like if you have immense bar, something like loyalty program is like

505
00:40:19.280 --> 00:40:24.320
the business, right? But for them, I was just thinking through, okay, well, if this clearly meant

506
00:40:24.320 --> 00:40:28.080
a lot to them, because they brought it up a couple times. And so I wanted to give them something.

507
00:40:28.080 --> 00:40:32.720
If I were to do it, this is how I'd approach it. And these are just based on things that I've seen

508
00:40:32.720 --> 00:40:37.360
work across industry. So running starts, which is where you have, let's say you have 10 punches.

509
00:40:37.360 --> 00:40:41.600
If you give people two or three punches on their first go, they feel like they got free stuff.

510
00:40:41.600 --> 00:40:44.800
But it's really like you just make the amount of punches that you need to do free and you just

511
00:40:44.800 --> 00:40:49.440
give them that start ahead of time. They've already proven this from a bunch of studies that

512
00:40:49.440 --> 00:40:53.760
running starts are like two or three times more likely to actually finish out their punches.

513
00:40:53.760 --> 00:41:00.240
Then people who had the same amount of punches remaining on a shorter punch card. And so it's like,

514
00:41:00.240 --> 00:41:05.040
well, if you're going to do it, do that, obviously. But beyond that, I think through the same

515
00:41:05.040 --> 00:41:10.800
value drivers that I mentioned in the offers book over and over and over again. So this is page 56

516
00:41:10.800 --> 00:41:16.160
of the offers book. Check this out. So whenever I'm trying to improve any product or service,

517
00:41:16.160 --> 00:41:21.440
I always think through the same value vectors, which is what I want to have happen. How do I make

518
00:41:21.600 --> 00:41:27.680
it less risky? How do I make it faster? How do I make it easier? Those are the value vectors.

519
00:41:27.680 --> 00:41:31.280
And so I'm thinking as a restaurant, I'm like, how do I make it faster? And as soon as I was thinking

520
00:41:31.280 --> 00:41:34.640
through it, I was like, okay, well, you know, trying to say that they're going to get their food first

521
00:41:34.640 --> 00:41:38.160
when they walk in like when they walk in the door. That's probably not going to be realistic.

522
00:41:38.160 --> 00:41:41.520
Like the cook takes certain amount of time and some people don't want to be rushed to dinner. So like

523
00:41:41.520 --> 00:41:46.960
in that instance, speed is probably not the right variable, right? But waiting in line and being

524
00:41:46.960 --> 00:41:50.560
going to have first access, okay, well, we can make that part faster given the fact that they're

525
00:41:50.560 --> 00:41:55.120
already having more demand. So I'm like, okay, well, that's a good one. The decreasing the perceived

526
00:41:55.120 --> 00:41:59.120
likelihood, the risk factor, that's what all the reviews are for, right? You know, how do we,

527
00:41:59.120 --> 00:42:02.960
you know, decrease effort and sacrifice? Well, we're going to make it really easy for them to buy

528
00:42:02.960 --> 00:42:06.160
the alcohol because it's going to be right in front of them and we're going to pair it with the

529
00:42:06.160 --> 00:42:10.800
food that we think would pair best with those specific drinks. So they don't have to think, I'm not sure,

530
00:42:10.800 --> 00:42:14.960
like again, this friction, I'm not sure which beverage to have. Boom, it's already solved, right?

531
00:42:14.960 --> 00:42:18.320
I'm just trying to remove friction from a lot of the parts of the process and if someone's willing

532
00:42:18.320 --> 00:42:22.880
to pay more or get some sort of benefit for giving us their information, then we'll happily pass

533
00:42:22.880 --> 00:42:30.400
those things on as a reason to do it. Good on this. Yeah. Don't worry. I know you'll have it. Okay.

534
00:42:30.400 --> 00:42:35.040
Can we take that paper back as a souvenir? Yeah. So now we're talking about, we're going to talk

535
00:42:35.040 --> 00:42:40.560
about teaming operations. Okay. Okay. So this is the training. What we really need to train them on

536
00:42:40.560 --> 00:42:46.160
is kind of the upsell process. Number one, they have the greeting. And so when I think about

537
00:42:46.160 --> 00:42:49.840
training people, you want to think about as almost like skits because when if you achieve something,

538
00:42:49.840 --> 00:42:53.120
you have a condition, you have something that happens and then you have a behavior. So when this,

539
00:42:53.120 --> 00:42:57.680
then that, right? So it's a rule. If this happens, then you do this. And so each of these are basically

540
00:42:57.680 --> 00:43:02.000
behavior rules. And so it's like we're only going to teach you four rules. And the first one is that

541
00:43:02.000 --> 00:43:06.160
when someone comes in, you ask if it's their first time. If they say yes, you take this thing out of

542
00:43:06.320 --> 00:43:10.080
your pocket, you put it on the table. Now everybody knows. That's thing one. Let's practice.

543
00:43:10.800 --> 00:43:14.160
You sit down on the table and you go back and forth and the next person comes up and you drill

544
00:43:14.160 --> 00:43:18.240
it with them. Next person goes up, you drill with them and you just keep going through, do a different

545
00:43:18.240 --> 00:43:24.720
hour. They'll have 20 reps in an hour of just doing skit one. Tomorrow we'll do skit two. And that

546
00:43:24.720 --> 00:43:28.400
training just gets so ingrained. If you do that on a regular basis for them, I'm sure before the

547
00:43:28.400 --> 00:43:33.200
shift starts, they have a 30 minute little powwow or a 20 minute powwow, you just do this. And so

548
00:43:33.200 --> 00:43:38.080
you have the greeting for first time customers. The second is going to be the beverage, which is

549
00:43:38.080 --> 00:43:43.360
we're going to be practicing getting the alcohol of cell. So let me tell you about our one beverage

550
00:43:43.360 --> 00:43:47.680
of the week. So in the back, we try out every week, we get together and we try out five different

551
00:43:47.680 --> 00:43:52.160
cocktails. And the one that we say is our favorite is what we make for the week. And so it's made

552
00:43:52.160 --> 00:43:57.200
fresh home here. We did it just a couple hours ago. It's freshly squeezed mint powwow and a lot

553
00:43:57.200 --> 00:44:01.440
of people love it. Would you like one of those? That's it. That's all we do. And then the next person

554
00:44:01.440 --> 00:44:06.320
goes up and you say, do it again. And so you want them to get five, 10 repetitions per practice

555
00:44:06.320 --> 00:44:10.400
session. And so it's that way you can hold them accountable. Because if you do this on a regular

556
00:44:10.400 --> 00:44:16.080
basis, they'll do it. Then we have the pairings, which is when people are ordering their mains,

557
00:44:16.080 --> 00:44:20.960
just reminding them that that goes really well with. Would you like a lot of people like it with?

558
00:44:21.760 --> 00:44:27.280
And just doing that little reminder. So it's going to be sides, the alcohol. So with every one of

559
00:44:27.440 --> 00:44:31.600
these dishes, I mean, there's a reason McDonald's says, do you want fries with that? Do you want a

560
00:44:31.600 --> 00:44:36.480
supersized or meal? Like each one of them, it's two, two, three questions after every time somebody

561
00:44:36.480 --> 00:44:41.600
says they want this thing. So yes, I want the pad tie. Awesome. Do you want to have extra noodles on

562
00:44:41.600 --> 00:44:47.200
the side? A lot of people do. No. Okay. It pairs really well with this. Do you want to go ahead and

563
00:44:47.200 --> 00:44:51.120
take one of those? And even the way I'm saying it, like, do you want to go ahead and take one of those?

564
00:44:51.120 --> 00:44:55.280
I'm telling them to say yes by how I'm asking the question. A lot of people do that. You want to go

565
00:44:55.280 --> 00:45:00.080
ahead and do one of those? They're like, okay, you know, I'll do it. And so we just want to practice

566
00:45:00.080 --> 00:45:06.480
that. So the practice piece would be, I order. And then you ask me question one, question two.

567
00:45:06.480 --> 00:45:12.800
An experienced salesperson will know those tiny little nudges. And in a rapid sales conversation,

568
00:45:12.800 --> 00:45:17.760
which is what a waiter or a trist has to have. Let's say of a table of five people. You're going to

569
00:45:17.760 --> 00:45:23.120
have five sales interactions. And so we're talking like one sentence or one phrase that we're adding

570
00:45:23.120 --> 00:45:27.440
on per kind of exchange back and forth. And so we just have to get the team to practice those little

571
00:45:27.440 --> 00:45:31.360
nudges, which is like, would you rather have chocolate or vanilla? I like chocolate, right?

572
00:45:31.360 --> 00:45:34.800
Or most people like chocolate, or that's what a lot of people do here. And this matters more,

573
00:45:34.800 --> 00:45:39.120
especially with first time customers, because they're like, I don't know how it works here. And so

574
00:45:39.120 --> 00:45:42.560
then you're like, well, this is how it works is what most people do. This is, this is what get

575
00:45:42.560 --> 00:45:46.720
maximizes your experience while you're here at this restaurant. And so what we're doing functionally

576
00:45:46.720 --> 00:45:51.280
from a value perspective is we're paying down risk. We're increasing the perceived like of achievement.

577
00:45:51.280 --> 00:45:53.840
We're saying, you want to have this amazing experience? I'm going to help you have the best

578
00:45:53.840 --> 00:45:59.280
experience by just helping you navigate this menu and ordering process to get the best stuff.

579
00:45:59.280 --> 00:46:02.400
And I'm incentivized to do that because I want you to have a good experience so you take me

580
00:46:02.400 --> 00:46:05.360
well. For every alcoholic beverage, what would you charge for the drinks right now?

581
00:46:05.360 --> 00:46:09.040
It's pretty affordable. I think we're at like six or seven dollars seven dollars.

582
00:46:09.040 --> 00:46:13.760
Super affordable. So they're going to get about a dollar at it. So it's like when you're looking at

583
00:46:13.760 --> 00:46:18.320
the table, just think every question you ask, you have a dollar just sitting there. And you have five

584
00:46:18.320 --> 00:46:22.880
people at table and you've got two dollars each one of them. It's just right there. And so, okay,

585
00:46:22.880 --> 00:46:27.600
you get three of them. Great. You just got three dollars from just taking orders. I would translate

586
00:46:27.600 --> 00:46:32.560
into what it means for them. Does that make sense? Yeah. Okay. From a team perspective, I went

587
00:46:32.560 --> 00:46:38.080
put a little, a little leaderboard in the back for the server that had got the most alcoholic beverage

588
00:46:38.080 --> 00:46:41.760
sales. And then you can give them 50 bucks or a hundred bucks or whatever. Or maybe they just get

589
00:46:41.760 --> 00:46:46.720
priority to pick what schedule they want for the next month. Okay. Just little things like that.

590
00:46:46.720 --> 00:46:53.840
I think work really really well. So the last step is review slash comeback offer. So if it's a

591
00:46:53.840 --> 00:46:57.360
first time customer, they're going to get the comeback offer. If it's any other customer,

592
00:46:57.360 --> 00:47:01.920
it's going to be the review offer slash loyalty. If you want it, if you want to do your your loyalty

593
00:47:01.920 --> 00:47:06.240
offer. And that's why we set this up so that we can do this. And if they forget, they can look down

594
00:47:06.240 --> 00:47:11.280
at the table and remember what now. That's why we do this, right? This is how we make a little

595
00:47:11.360 --> 00:47:15.520
system out of it. Yeah. Yeah. Does that make sense? If you like, they can do this. Yes. Yes.

596
00:47:15.520 --> 00:47:20.080
I want to do it. So I think if we just do these things that we just outlined, there's a lot of points,

597
00:47:20.080 --> 00:47:24.400
but not I think it's doable is kind of my point. Right? Like we just kind of went through almost

598
00:47:24.400 --> 00:47:28.560
most of the things that they have to handle. The rest of it is menu, you know, moving the menu

599
00:47:28.560 --> 00:47:32.080
stuff around, adding the 99 to the price, like very small things, they could be big differences

600
00:47:32.080 --> 00:47:37.600
to the business. So the last thing we'll do is I'll cover the next location and then we'll wrap

601
00:47:37.600 --> 00:47:42.880
it up as one list and we'll prioritize it. Cool. Yeah. Okay. I think when you do your pre-opening,

602
00:47:42.880 --> 00:47:48.960
what I would do is I would do an influencer night. Okay. And so you make it a VIP event, they can

603
00:47:48.960 --> 00:47:52.880
videotape it and they could share it to their stories and that you can give them the promotional

604
00:47:52.880 --> 00:47:58.160
offer of the free dessert, the free sticky rice or free drink, whatever that you can trace back

605
00:47:58.160 --> 00:48:04.080
to them. And I think that would be a great first launch. And then you can also use all of their

606
00:48:04.080 --> 00:48:09.120
creative. That's the deal for getting the VIP experience. So it's like you get all these influencers

607
00:48:09.120 --> 00:48:14.320
and they make these little videos about your restaurant. And then you can basically run an ad

608
00:48:14.320 --> 00:48:18.080
after the fact and people recognize them because they're influencers, but they're talking about your

609
00:48:18.080 --> 00:48:22.560
restaurant. All right. So check this out. So what I'm talking about is affiliates and partners.

610
00:48:22.560 --> 00:48:27.040
All right. And so the big key here and it is an affiliate is a leadgetter. They're an independent

611
00:48:27.040 --> 00:48:31.280
business that tells their audience to buy your stuff. And so if we're going to have a full night,

612
00:48:31.280 --> 00:48:36.240
right, we don't just want any kind of customer in the door. We want customers that can bring us

613
00:48:36.240 --> 00:48:40.160
boatloads of customers like their normal businesses. Well, a customer tells two or three people

614
00:48:40.160 --> 00:48:44.960
and then those people come in. But the value of an influencer or somebody who's a local celebrity

615
00:48:44.960 --> 00:48:49.360
or local influencer who runs a forum or whatever it is locally or there's just another local

616
00:48:49.360 --> 00:48:53.120
business owner that has exposure to many other people who are walking in their shop, their

617
00:48:53.120 --> 00:48:58.160
auto shop every single day, then you invite them out and they can then tell a hundred people

618
00:48:58.240 --> 00:49:01.920
on your behalf. And so it's simply that it just gives you a lot more leverage and you're really

619
00:49:01.920 --> 00:49:05.120
going to make a little bit of a trade. And so you might do it for free or you might do it at cost,

620
00:49:05.120 --> 00:49:09.840
might give them half off because it's pre-opening in exchange for them, you know, videotaping,

621
00:49:09.840 --> 00:49:13.520
intermaking a post or something like that. Those types of things are great ways to kind of

622
00:49:13.520 --> 00:49:17.600
launch the word of mouth from the people who have the biggest megafuts. So number one thing we're

623
00:49:17.600 --> 00:49:24.880
going to do is we're going to do plus 99 on options. Number two is we're going to reorder menu

624
00:49:25.600 --> 00:49:34.960
in order of profit. Three, we're going to add pairings alcohol with entry. Okay, number four,

625
00:49:35.680 --> 00:49:42.880
drink special with table top pick, right? So we're going to do first timers, training,

626
00:49:43.840 --> 00:49:52.480
which is napkin plus comeback offer. And then for returning customers we're going to do manager

627
00:49:52.480 --> 00:50:05.200
card for VIP treatment. And then seven, you're going to have daily training on five scenarios.

628
00:50:06.720 --> 00:50:12.640
Doable? Okay, so let me show you how this actually adds up though. So if we see no change in sales

629
00:50:12.640 --> 00:50:19.520
just by adding the 99 cents, we get plus 30% to profit from this. Now reordering the menu could

630
00:50:19.520 --> 00:50:23.840
actually have a really dramatic effect because if we just got a higher percentage of people to just

631
00:50:23.840 --> 00:50:28.240
buy the things that have the highest margin that can have a really big effect on the bottom line

632
00:50:29.200 --> 00:50:33.040
because they're buying the stuff that costs the least, right? That has the most markup. And so

633
00:50:33.040 --> 00:50:37.520
this I would estimate might be somewhere in the neighborhood of like 10 to 20% if this

634
00:50:38.160 --> 00:50:42.480
succeeds. This one I feel really good about. This obviously is going to be huge for you.

635
00:50:42.480 --> 00:50:47.520
Yes. I mean this could be somewhere in the neighborhood like 40% plus increases. Like this is

636
00:50:47.520 --> 00:50:51.760
really big. Both of these together. First time we're training. I think this is going to be more

637
00:50:51.760 --> 00:50:56.960
important for the second location because you already you're already at relatively full right now.

638
00:50:56.960 --> 00:51:00.720
So getting people to come back I think it's going to be really important for the for the second

639
00:51:00.720 --> 00:51:04.960
location. But this might also help with some of the weekday. Because if you just get more people

640
00:51:04.960 --> 00:51:09.360
to come back, especially if they come during the weekdays then those are the ones we were really

641
00:51:09.360 --> 00:51:13.600
want to incentivize because it's like we'll come back again during two days, right? So this might

642
00:51:13.600 --> 00:51:17.120
be some I would probably estimate this might give you like it. And again, 10 doesn't sound like

643
00:51:17.120 --> 00:51:21.520
a lot, but it's 300, 400,000 a year. You know what I mean? Given your revenue. So it's not it's

644
00:51:21.520 --> 00:51:26.560
not nothing, right? Manager card, this is going to be reviews, you know, I would bet this is probably

645
00:51:26.560 --> 00:51:31.440
a 20% lift somewhere in that neighborhood. And then this is just going to be overall the execution.

646
00:51:31.440 --> 00:51:37.920
But these are the three that I think will really move the needle the most and you don't have to do

647
00:51:37.920 --> 00:51:43.120
a lot to implement them. I can do it over the weekend. Perfect. Perfect. That's my favorite kind of

648
00:51:43.120 --> 00:51:49.680
implementation. Yeah, fast and easy. Yeah, slow and hard. Oh, no, this is easy. I can like just

649
00:51:49.680 --> 00:51:54.000
can't get out tonight and print it out tomorrow. Good. How do you feel about this whole plan?

650
00:51:54.000 --> 00:51:59.680
Great, doable and it's going to make a big difference. Yeah, very great. Okay. Well, you know,

651
00:51:59.680 --> 00:52:04.640
we have to do now. We have to hug and then I have to finish your food. I never thought I would do

652
00:52:04.640 --> 00:52:09.360
something like this. Super nervous. When he's like, air, you're going to go on the filming. I'm like,

653
00:52:09.360 --> 00:52:16.080
nope, not doing it scared to death. But I'm glad that I actually get out of that mindset. I choose

654
00:52:16.080 --> 00:52:23.200
to do it because I found a lot of not just a helpful tip, but also I feel like I received support

655
00:52:23.200 --> 00:52:28.640
and guidance, which is really important. And I'm so glad that I made decision to be here.

656
00:52:28.640 --> 00:52:33.760
Really happy to be here. Made me feel a lot more comfortable with learning how to scale better

657
00:52:33.760 --> 00:52:38.640
and trying to do it the right way the first time. So Calvin and Air seem like amazing people,

658
00:52:38.640 --> 00:52:42.400
incredibly humble, very hard working. I love the immigrant story, obviously. And it seems

659
00:52:42.400 --> 00:52:45.840
like they actually have a very good restaurant. And so I'm very excited to see they have

660
00:52:45.840 --> 00:52:49.920
implemented some of these changes and potentially dramatically enhance the profitability of the

661
00:52:49.920 --> 00:52:54.720
business to hopefully set up their expansion strategy so that they can go on and dominate

662
00:52:54.720 --> 00:53:03.760
in the entire world and have lots of amazing types of food.