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Speaker 1: This is Masters in Business with Barry Ridholts on Bloomberg Radio.

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Speaker 1: This week on the podcast, I have a perfect guest

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Speaker 1: to help us understand what is going on during lockdown

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Speaker 1: with bars, restaurants and hotels and what we can do

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Speaker 1: to finally get out of it. His name is John Taffer.

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Speaker 1: He is perhaps known best for creating the NFL Sunday ticket,

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Speaker 1: which you probably know today as Red Zone. He is

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Speaker 1: the star and creator of Bar Rescue, a nightclub hall

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Speaker 1: of fame in Duct just somebody who has been incredibly

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Speaker 1: insightful in understanding how to make bars and restaurants work better,

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Speaker 1: not only for the owners and for the employees, but

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Speaker 1: for the customers as well. He really understands the industry

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Speaker 1: in a way that nobody else does. And he is

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Speaker 1: very concerns that we are going to have a lot

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Speaker 1: of problems keeping some of these restaurants and bars open

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Speaker 1: once we finally come out of the pandemic. We have

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Speaker 1: done a tremendous amount of economic damage and it is

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Speaker 1: going to leave a mark. He has some ideas how

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Speaker 1: to get out from behind that. So, with no further ado,

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Speaker 1: my conversation with John Taffer, this is Masters in Business

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Speaker 1: with Barry Ridholts on Bloomberg Radio. My special guest this

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Speaker 1: week is John Taffer. He created the NFL Sunday Ticket

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Speaker 1: before going on to star and create Bar Rescue. He

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Speaker 1: was one of six inductees until the Nightclub Hall of Fame.

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Speaker 1: He has created several apps for managing a bar or

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Speaker 1: a nightclub, including bar HQ. His latest show, Marriage Rescue,

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Speaker 1: is out. He is the author of Raise the Bar,

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Speaker 1: an action based method for maximum customer reactions. John Taffer,

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Speaker 1: Welcome to Bloomberg. Nice to be here, Barry. So you're

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Speaker 1: the perfect guy to speak about restaurants and bars and

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Speaker 1: how people are going to be able to come out

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Speaker 1: of this quarantine. But before we get to that, let's

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Speaker 1: talk a little bit about your background. How does a

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Speaker 1: kid who grew up in Great Neck end up on

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Speaker 1: the West Coast in the hospitality industry. You know, it's funny.

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Speaker 1: When I went to high school back in those days,

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Speaker 1: a lot of us went west. You know, we just

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Speaker 1: went to California, That's what we did. So I had

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Speaker 1: taken music lessons when I was in high school. I

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Speaker 1: was a drummer. I was very serious about it. Took

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Speaker 1: lessons for nine years and went to California actually to

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Speaker 1: pursue a music career. And in my pursuit of the

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Speaker 1: music career, I started managing a nightclub. One day, the Troubadour,

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Speaker 1: the very famous Troubadoor in Hollowood, California, which had opened

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Speaker 1: in fifty seven, Lenny Bruce was arrested on a Troubadoor

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Speaker 1: stage Barry for saying something I won't repeat. That's the

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Speaker 1: kind of history that that place had. So I got

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Speaker 1: a job at the at the Troubadour and started managing it,

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Speaker 1: and one thing to another, and I've been in a bar,

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Speaker 1: in hospitality management business ever since, but ever run bars, restaurants,

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Speaker 1: resort hotels. I've really worked in every facet of the

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Speaker 1: hospitality industry. So how does one transition from running a

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Speaker 1: bar to running a consulting business to television? You know,

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Speaker 1: in the mid eighties, tax code changed, barry, and it

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Speaker 1: got to the point that hotels could no longer right

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Speaker 1: off certain deductions. So restaurants and bars and hotels had

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Speaker 1: previously been more amenities. They weren't run as profit center

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Speaker 1: as they were run really a service, uh mechanisms to

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Speaker 1: support guest room sales in the hotel. Well when those

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Speaker 1: tax codes changed. My company was very successful. This is

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Speaker 1: back in the mid eighties, and I created a company

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Speaker 1: to teach the hotel industry how to make money in

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Speaker 1: food and beverage, which, believe it or not, they weren't

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Speaker 1: good at then. And these were all the hotel franchises

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Speaker 1: around the country. I won't mention brands, but household brands.

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Speaker 1: Twelve hundred hotels in one company, eight hundred and another.

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Speaker 1: So we went in in. In those days, hotel restaurants

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Speaker 1: Barry weren't exactly the greatest hotel bars you wouldn't even

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Speaker 1: go to. So we we're the company that built all

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Speaker 1: the outside entrances in and tried to create a position

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Speaker 1: them for the local market. We're also the company when

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Speaker 1: we got it hired by all the hotel companies. I'm

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Speaker 1: the guy who flew around America closing almost every top

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Speaker 1: four restaurant on every hotel and moving them from those

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Speaker 1: things into into food and beverage operations that would be successful.

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Speaker 1: We did that for many years, did hundreds of hotels,

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Speaker 1: got very very good at it, Arry, and we opened

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Speaker 1: my first restaurant, which I owned myself. I opened in

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Speaker 1: a St. Louis let's go back to the top floor restaurant.

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Speaker 1: You're saying there's not a lot of pedestrian traffic when

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Speaker 1: you put the restaurant at the top of the hotel, well,

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Speaker 1: it becomes what I call the dreaded special occasion syndrome.

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Speaker 1: You'll go there on your anniversary, Barry, you might go

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Speaker 1: there on your wife's birthday, but you're not going there

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Speaker 1: more often than that. And when hotels would drop restaurants

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Speaker 1: on the top four as, they inherently became that special

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Speaker 1: occasion syndrome which knocked off all frequency and UH destroyed

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Speaker 1: their potential day to day. So none of them were

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Speaker 1: ever really successful, with very few exceptions. So how does

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Speaker 1: one transition from being a consultant to name brand hotel

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Speaker 1: chains to something like bar Rescue? You know, well, bar

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Speaker 1: Rescue was interesting, Bear and all my hotel work. Over

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Speaker 1: the years, I became a public speaker and I spoke

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Speaker 1: at all sorts of hospitality and industry events are all

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Speaker 1: of the country, thirty forty speeches a year to UH

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Speaker 1: many companies, and many of those speeches were to brand

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Speaker 1: conferences for companies like Marriott Holiday in back then Hilton

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Speaker 1: And when I would go give a keynote speech at

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Speaker 1: a brand conference. One day, somebody came up to me

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Speaker 1: at one of those speeches and said, John, you should

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Speaker 1: be on television. So Gordon Ramsey was on TV at

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Speaker 1: the time, this is about ten years ago, eleven years ago.

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Speaker 1: He had his show Kitchen Nightmares. So I sat out

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Speaker 1: and I put together my own concept, Barry. It was

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Speaker 1: a cross between Kitchen Nightmares and Mission Impossible, and I

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Speaker 1: wanted to pick experts. Remember Mission Impossible, they picked the

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Speaker 1: experts out of the file at the beginning of every

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Speaker 1: episode and there could be different experts for different episodes. Well,

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Speaker 1: that was the model I wanted to use. So I

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Speaker 1: created bar Risk. You wrote it up on a piece

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Speaker 1: of paper and it was originally called On the Rocks,

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Speaker 1: and you like the story. So I take that's a

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Speaker 1: fantastic name. On the Rocks. That's even better than Rescue.

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Speaker 1: That's what I thought. But so I go to Paramount,

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Speaker 1: And years earlier I had done a project for Paramount,

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Speaker 1: the Bubba Gump Shrimp Company, and I had worked on

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Speaker 1: a restaurant concept, so I knew the president of Paramount.

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Speaker 1: So I take my rite up On the Rocks to

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Speaker 1: my friend that Paramount he reads it and I won't

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Speaker 1: repeat his language, Barry, but he said to me, John,

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Speaker 1: you will never blanking beyond television. You're too old, you're

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Speaker 1: not good looking at enough. It will never happen. So

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Speaker 1: I drive out of the Paramount gates a little little disappointed,

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Speaker 1: and I say, you know what, I'm gonna do this myself.

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Speaker 1: So I, when I shot my own sizzle reel, which

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Speaker 1: is sort of a three minute version of the show,

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Speaker 1: sent that sizzle reel to four different production companies in Hollywood. Unbelievably,

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Speaker 1: I got four offers from four and one of them

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Speaker 1: was at the television convention in France. They called me

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Speaker 1: from Frances said, no side with anyone, so we come back.

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Speaker 1: So now I have a deals on the table. So

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Speaker 1: I look at the four production companies and I didn't

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Speaker 1: follow anyone's advice. Everybody told me to take the money,

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Speaker 1: picked companies that gave me the largest offer. I didn't.

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Speaker 1: I chose the company I thought would make the best show,

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Speaker 1: and it was a few few less dollars for me.

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Speaker 1: So we put together the pilot. The show sold in

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Speaker 1: two months, was on TV less than a year from

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Speaker 1: the day that I went to the Paramount lot and

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Speaker 1: was told I'll never be on television. The show premiered,

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Speaker 1: and of course I got a beautiful phone call from

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Speaker 1: my buddy who told me I'll never be on TV.

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Speaker 1: But the show went through three different names. It started

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Speaker 1: with on the Rocks, and when they tested on the Roxbury,

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Speaker 1: they found that it came up with a marriage connotation

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Speaker 1: and marriages on a rock, so so that brand didn't work.

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Speaker 1: Then we became bar Rehab for a little while, and

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Speaker 1: then we landed on bar Rescue and if show premier

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Speaker 1: and of course we're in our tenth year. I'll be

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Speaker 1: shooting my two hundredth episode in a few months. Have

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Speaker 1: been quiet down and it's an act of a run.

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Speaker 1: You know. There's an amazing book by William Goldman, who

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Speaker 1: wrote screenplays like Butch Cassidy and The Princess Bride and

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Speaker 1: his it's called Adventures in Screenwriting, and he has entire

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Speaker 1: chapters about all the amazing movies from Raiders of the

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Speaker 1: Lost Arc to Star Wars to Princess Bride that everybody

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Speaker 1: passed on and said, this is a disaster, this will

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Speaker 1: never be successful. You're another case study, I am, and

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Speaker 1: there's something to be said in this There isn't any

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Speaker 1: one person in the world who can tell you you

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Speaker 1: can or cannot do something, and there shouldn't be a

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Speaker 1: group of people in the world that tell you can

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Speaker 1: or cannot do something. You know this when when they

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Speaker 1: walked out, when I walked off to Paramount, a lot

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Speaker 1: very because of that meeting, it became important to me.

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Speaker 1: It was an idea on the way in, but when

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Speaker 1: he said no, it became a vendetta on the way out.

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Speaker 1: And I thank him for that meeting. That's quite fascinating.

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Speaker 1: Let's talk a little bit about the early part of

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Speaker 1: your career. You worked at the infamous Troubadour in West

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Speaker 1: Hollywood in the late seventies. That place had a wild reputation.

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Speaker 1: What was that era like when you were there. Well,

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Speaker 1: I think wild is a good word. This was a

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Speaker 1: very different time in our society, was pre aids. Sort

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Speaker 1: of sexual revolution was still going on in those days.

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Speaker 1: There was no gang activity, no threat of violence, so

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Speaker 1: it's a very different time. I hate to sound like

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Speaker 1: a hippie and say love and peace, but it was

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Speaker 1: sort of a little bit of love and peace. Back then.

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Speaker 1: People didn't fear each other. They were quicker to get

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Speaker 1: intimate with each other and music was exploding. Then, all

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Speaker 1: different types of music were exploding on the scene. Then

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Speaker 1: the Troubadour was sort of the center of it. And

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Speaker 1: so let me give a short list of some of

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Speaker 1: the bands that either premiered or played there. Jackson Brown,

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Speaker 1: The Birds, The Eagles, Elton John, Joni Mitchell, Van Morris

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Speaker 1: and Bonnie Ray Red, Hot Chili Peppers, Linda Ronstat, James Taylor,

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Speaker 1: On and on. The list goes. What was it like

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Speaker 1: when you were there watching that talent go through that stage? Well,

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Speaker 1: it was an incredible thing. Doug Weston, who founded and

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Speaker 1: ran the Troubadour, would get these real tapes back in

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Speaker 1: those days and he would listen to these tapes. There

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Speaker 1: were no videos. He would listen to these tapes and

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Speaker 1: picked the bands that he would book at the Troubador.

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Speaker 1: All of those bands you mentioned played there when they

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Speaker 1: weren't famous. That's the amazing thing of it. Doug's ear,

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Speaker 1: you know, reacted to them and he saw potential. So

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Speaker 1: they came and played in the Troubador. So I wasn't

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Speaker 1: watching stars per se bad I didn't know it. They

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Speaker 1: were going to be superstars in some cases, megastars. So

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Speaker 1: to me, it wasn't as much about the star as

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Speaker 1: it was the music. And when Elton would play or

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Speaker 1: these people would play and they get off the stage,

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Speaker 1: you were overwhelmed by the performance into music and you

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Speaker 1: would say to yourself, this person is going to be

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Speaker 1: a star. And in the Troubador you got to see

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Speaker 1: many of them were in your chops and become stars.

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Speaker 1: So the music and the performance side seems to be

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Speaker 1: running on all cylinders. But the actual management of the

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Speaker 1: restaurant and the bar was kind of a disaster. Employee

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Speaker 1: theft was rife, the books never balanced. You take over

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Speaker 1: in what do you do to change how the places managed? Well,

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Speaker 1: a number of things. First of all, there were no

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Speaker 1: rules in the Troubator, and everybody who worked there was

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Speaker 1: a musician. I mean, that's just the way it evolved.

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Speaker 1: So if if you were a musician and you needed

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Speaker 1: a job, you worked at the Troubator. People would take

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Speaker 1: a side of beef, throw in the back of their

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Speaker 1: car and take it home Barry. I mean, people would

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Speaker 1: take full bottles of liquor home, do it no controls whatsoever,

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Speaker 1: and a half of beef that they took home the

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Speaker 1: other half of it day ate while they were working

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Speaker 1: that day, so there were no controls. The club had

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Speaker 1: no money, and there was a floor safe in the kitchen,

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Speaker 1: and at the end of the night we put the

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Speaker 1: few hundred dollars we made in the for safe, and

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Speaker 1: in the morning I had to come in as the

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Speaker 1: manager empty the floor safe and used that money to

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Speaker 1: buy liquor that morning. Because we were on C O. D.

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Speaker 1: We had no accounts anywhere, and in those days the

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Speaker 1: owner used to engage in recreational activities and he would

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Speaker 1: go in there at four in the morning and take

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Speaker 1: the money out of the safe. So I would come

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Speaker 1: in at eight thirty in the morning hoping that money

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Speaker 1: was there so I could pay for wicket too, every

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Speaker 1: and it wasn't there. So it was a real battle

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Speaker 1: running the Troubador. It turned into a system whereabout I

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Speaker 1: took the money home with me every night and then

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Speaker 1: came back in the morning with it so I could

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Speaker 1: buy liquor and such. But here's a funny story. When

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Speaker 1: I took over the Troubadour, we had about two inches

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Speaker 1: of water in the kitchen a flood, and we did

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Speaker 1: the tributor did not have the money to fix it.

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Speaker 1: Was struggling at the time, so we put together the

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Speaker 1: Troubadours twenty fifth anniversary events for a month. Everybody came back,

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Speaker 1: very Linda Ronstad, Elton, John Jackson Brown, even bands like

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Speaker 1: The Knack, they all came back. We made a fortune

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Speaker 1: that month. We're able to fix the floor and the

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Speaker 1: Troubador survived. So what you're describing in first taking over

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Speaker 1: the bar and restaurant is effectively the basics. What sort

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Speaker 1: of basics of business do People who go to bars

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Speaker 1: have no idea is happening behind the scenes. Well, you know,

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Speaker 1: when I took over at the Troubador, it was fascinating

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Speaker 1: to me because I had never run any place before,

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Speaker 1: so I didn't know how it should be. But I

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Speaker 1: learned very quickly how it shouldn't be. I mean, everybody

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Speaker 1: giving away drinks to their friends, overpouring like crazy, making

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Speaker 1: themselves drinks, giving away food, taking food home, no standards.

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Speaker 1: If there's your buddy, cut the steak thick. If he's

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Speaker 1: not your buddy, you cut it thin. I mean, there

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Speaker 1: was no standards, no rules. It was a complete flee

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Speaker 1: for all. And I learned at a young age When

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Speaker 1: I worked at the Troubador, I was in a legendary

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Speaker 1: facility when it came to music, But I was in

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Speaker 1: the worst run bar America. There was no question about it.

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Speaker 1: Nobody could survive with the set of rules or lack

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Speaker 1: of them as the Troubador had. So I walked away

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Speaker 1: from the trouba or experience, with a very powerful knowledge

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Speaker 1: that great places can be poorly run, great places can close.

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Speaker 1: And I learned how type the margins are in the

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Speaker 1: bar business, which is twelve percent if if it works,

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Speaker 1: twelve eights of home run, so there's not a lot

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Speaker 1: of room for error or employee borrowing of either food

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Speaker 1: or drink or cash. How quickly when you walk into

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Speaker 1: a bar, can you identify if this is something that

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Speaker 1: could be rehabilitated and made at least break even if

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Speaker 1: not profitable, or hey, this place is never gonna make

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Speaker 1: it well. I walk in within about two or three minutes,

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Speaker 1: I can scope the operation. I can determine what operational

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Speaker 1: potential has literally in minutes, things like smell of music, pace,

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Speaker 1: energy that set up behind the bar, how did the

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Speaker 1: tabletops look? Are salt and pepper shaker sticky? Are they clean?

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Speaker 1: I mean, it's eight or ten things that you can

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Speaker 1: use is pretty good measurements to determine ability. But to me,

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Speaker 1: the business isn't what's failing. It's the owner that's failing.

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Speaker 1: And I've always look at taken a look at this Barry,

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Speaker 1: and that the only way I could fix the failing

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Speaker 1: business is to fix the failing owner. And every failing

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Speaker 1: business has a failing owner. So I start there. I

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Speaker 1: start on the owner. If I can't make the owner

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Speaker 1: want to clean, if I can't make the owner embraced, change,

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Speaker 1: if I can't make the owner uh change his life,

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Speaker 1: day to day's processes, his procedures, that I cannot change

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Speaker 1: the business. I could build him to taj Mahal and

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Speaker 1: he'd still fail there. So that's why bar rescue gets

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Speaker 1: so intense. Because I can build a bar with my

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Speaker 1: eyes closed, Barry. I can put into computer systems the recipes.

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Speaker 1: That's easy, that's logistics. The challenge is creating an owner

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Speaker 1: who knows how to be successful and has the desire

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Speaker 1: to be successful. That's always the biggest fight and bar rescue.

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Speaker 1: You know, it's funny. You remind me of something that

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Speaker 1: one of the dog trainers at one of the dog

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Speaker 1: show is once said to me, because I don't train dogs,

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Speaker 1: I trained dog owners. The dog knows what to do.

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Speaker 1: It's teaching the owner, and you're you're basically saying the

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Speaker 1: exact same time. I am. You know, great employees know

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Speaker 1: what to do, Give him an environment, let him do it.

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Speaker 1: Train them, of course, But so many cases it all

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Speaker 1: comes down to the owners, and it gets very conflicting,

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Speaker 1: and it gets intense, as I know you know about.

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Speaker 1: And here's why. Because of accountability. I forced them to

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Speaker 1: tell me that they're failing because of them. I won't

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Speaker 1: let them say they're failing because of the bar. The

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Speaker 1: bar is them. I won't let them say they're failing

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Speaker 1: because of the competition or the recession, or the whatever

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Speaker 1: the case is. They always push an excuse. And my

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Speaker 1: second book, which was a New York Times bestseller, Don't

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Speaker 1: b as Yourself Cut The Excuses that are holding you back,

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Speaker 1: identifies to me the single denominator of failure in business

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Speaker 1: is an excuse. In almost every case. Make it. It

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Speaker 1: is fascinating to think about it. What is an excuse?

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Speaker 1: Barry and excuses a reconciliation of a mistake, you did

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Speaker 1: something you shouldn't have, you didn't do something you should have,

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Speaker 1: or you're screwed up somehow, and now you create an

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Speaker 1: excuse which makes you feel good about the failure. It's

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Speaker 1: lets you explain the failure to other people. So you

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Speaker 1: go to sleep that night and when you look in

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Speaker 1: the mirror and you don't blame that shortcoming on yourself,

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Speaker 1: You blame it on the excuse. So in the morning,

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Speaker 1: when you wake up and you say to yourself, why

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Speaker 1: am I failing, Well, it's that excuse. It's not me.

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Speaker 1: So you have no reason to change. But if I

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Speaker 1: can get you to wake up in the morning and

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Speaker 1: look in the mirror and say I'm failing because of me,

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Speaker 1: you won't like that, barry that self accountability, then you'll

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Speaker 1: start to change. So the ugly part of our rescue

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Speaker 1: is when I'm forcing them to say that to themselves,

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Speaker 1: I am failing because of me. They need to say

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Speaker 1: that now they own failure. And once your own failure,

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Speaker 1: I believe you have a chance of owning success. If

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Speaker 1: you never own your failure, how the heck do you

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Speaker 1: get to success. So finishing up this point back, I

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Speaker 1: believe that when I go in and train people and

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Speaker 1: I do this in my public speeches and my keynotes.

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Speaker 1: I give keynotes all the time these days of doing

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Speaker 1: v notes. We have a special camera to stage set

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Speaker 1: up and we do V notes speeches and we do very,

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Speaker 1: very many of them. And every speech I give I

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Speaker 1: always started with the same premise. I don't want to

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Speaker 1: change what you do. I want to change the way

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Speaker 1: you think. You see, if I say don't do this,

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Speaker 1: do that, don't do that, do this. When I leave,

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Speaker 1: you'll go back and do it over again. Seventy chance

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Speaker 1: you will. But if I can change the way you think, Barry,

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Speaker 1: then I can't help but change what you do. So

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Speaker 1: I'm very aggressive in that focus. Whether it's bar Rescue,

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Speaker 1: whether it's of my educational or keynote programs, I am

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Speaker 1: very focused on forcing people to assess, uh what they do,

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Speaker 1: not how they do it, and by changing how you think,

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Speaker 1: I can't help but change actions. So that's become my signature,

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Speaker 1: and as I give my speech is all around the country,

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Speaker 1: I'm very focused on shaking up the way people think

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Speaker 1: so that they can begin to think differently. I love that.

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Speaker 1: That's quite fascinating. You had a role in the creation

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Speaker 1: of NFL's Sunday Ticket. Tell us how that came about. Oh,

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Speaker 1: that's a heck of a story. Of years ago, I

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Speaker 1: had one sports bar Operator of the Year in America,

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Speaker 1: and I also had a consulting practice, and we consulted

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Speaker 1: to not only people in the industry, but products looking

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Speaker 1: to break into the industry. And I got a phone

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Speaker 1: call one day from a company called com Sat. And

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Speaker 1: com Sat is based in Maryland. They have a huge

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Speaker 1: field of uplink dishes and they manage most of the

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Speaker 1: satellites in space, including government satellites. So they're a satellite

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Speaker 1: management company and they manage the signals coming up the

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Speaker 1: signals coming down. So at the time, this is the

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Speaker 1: mid nineties, they managed things like pay per view cinema

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Speaker 1: for hotels went through their satellites, and most entertainment channels did.

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Speaker 1: They came to me and said, John, we would like

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Speaker 1: your company to do a feasibility study on out of

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Speaker 1: market sports programming concept, being that you sitting in New York,

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Speaker 1: Barry could watch a Dallas Cowboy game. You could get

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Speaker 1: that signal on your home TV. So they asked my

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Speaker 1: company to assess it. What could we charge for it?

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Speaker 1: Would Bars want to buy it? What would be the

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Speaker 1: fee structure, what support do they need to be able

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Speaker 1: to sell it to their customers and promoted, etcetera. So

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Speaker 1: they retained us to do this feasibility study. So we did.

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Speaker 1: We did the feasibility study. We identified huge market potential

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Speaker 1: for this type of product, and they paid us dearly

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Speaker 1: for that work. And then they came back to us

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Speaker 1: a couple of weeks later and said, John, we really

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Speaker 1: like this. Tell us what the product would look like.

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Speaker 1: So then we did a second phase of work where

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Speaker 1: we started design what Sunday Ticket would look like. And

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Speaker 1: while we were doing that work, Barry something happened technologically

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Speaker 1: called compression. And compression changed the satellite industry where now

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Speaker 1: I could receive multiple signals on multiple transponders off one dish.

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Speaker 1: Prior to that, you might remember Barry to watch seven

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Speaker 1: football games at once. The bar how to have a

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Speaker 1: half acre field behind it with those big analog dishes.

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Speaker 1: It became sort of cost prohibitive. Since compression was created

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Speaker 1: in that second document, we then created the premise of

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Speaker 1: Sunday Ticket. You could watch seven or eight games at

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Speaker 1: the same time off one satellite system. The technology worked,

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Speaker 1: and then we started putting together the ad slicks to

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Speaker 1: promo manuals, a marketing book or promotion book for the bar.

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Speaker 1: We put it all together and then we delivered that

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Speaker 1: to comp SAT. Compsat then came back a third time

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Speaker 1: and said, this is great, Now give us a marketing universe. John,

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Speaker 1: Who the heck can we sell this too? So we

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Speaker 1: put together another document filled with the Fridays and Damon's

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00:21:41,680 --> 00:21:44,760
Speaker 1: Ribs and Applebee's and all of those brands and their

414
00:21:44,800 --> 00:21:47,520
Speaker 1: corporate offices and all their contacts and essence a target

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Speaker 1: market book and gave them that, and they paid us

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Speaker 1: very well for each one of these. Comp Sat then

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Speaker 1: took my three pieces of work brought it to the

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Speaker 1: NFL to license the signal. The NFL had the three

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Speaker 1: Pafford documents and said, you know, this is really good,

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Speaker 1: let's do it ourselves. So they put me on the

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Speaker 1: board of NFL Enterprises, and Sunday Ticket came to be. Wow,

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00:22:10,359 --> 00:22:14,640
Speaker 1: that's quite astonishing, and I imagine that that was as

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Speaker 1: wildly successful as it sounds. The way you make it

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Speaker 1: to this day, you still have an option of doing that,

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Speaker 1: don't you. Well, you know, when Sunday Ticket launched, it

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Speaker 1: was originally only in commercial licenses. You couldn't get it

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00:22:25,680 --> 00:22:28,399
Speaker 1: at home for the first two years, so it became

428
00:22:28,440 --> 00:22:30,880
Speaker 1: if you wanted to watch that Dallas game in New York,

429
00:22:30,920 --> 00:22:32,159
Speaker 1: you had to go to a bar to do it.

430
00:22:32,160 --> 00:22:34,560
Speaker 1: You couldn't watch it at home. Of course, years later

431
00:22:34,600 --> 00:22:37,840
Speaker 1: Sunday Ticket evolved into a residential product too, and now

432
00:22:37,880 --> 00:22:40,960
Speaker 1: there's NFL Read and different variations of it. But when

433
00:22:41,000 --> 00:22:43,240
Speaker 1: we did it, which was about twenty six years ago,

434
00:22:43,320 --> 00:22:46,760
Speaker 1: it's still the model by which all sports leagues do

435
00:22:46,840 --> 00:22:49,680
Speaker 1: their programming. Wow, twenty six years ago, that's a long time.

436
00:22:49,760 --> 00:22:53,680
Speaker 1: So how does that then get par laid into bar rescue?

437
00:22:53,840 --> 00:22:56,920
Speaker 1: Well it really didn't. So I'm back to my Paramount story.

438
00:22:57,000 --> 00:22:59,480
Speaker 1: So I leave Paramount, they put together my sizzle Wheel,

439
00:23:00,359 --> 00:23:02,639
Speaker 1: and I go to Paramount. Of course, I told you,

440
00:23:02,680 --> 00:23:04,720
Speaker 1: and I'm told I'll never be on television, so I

441
00:23:04,720 --> 00:23:07,200
Speaker 1: didn't accept that. I wrote it up, send it to

442
00:23:07,280 --> 00:23:10,679
Speaker 1: four production companies, and the four production companies sent me

443
00:23:10,720 --> 00:23:12,960
Speaker 1: four offers. I couldn't believe it. And these guys all

444
00:23:13,000 --> 00:23:16,440
Speaker 1: now background with the NFL. They they saw the past

445
00:23:16,480 --> 00:23:19,600
Speaker 1: success obviously not really honestly, all they did was look

446
00:23:19,640 --> 00:23:22,440
Speaker 1: at me on TV honestly, that's all they did. These

447
00:23:22,440 --> 00:23:25,679
Speaker 1: are television stations. Sure they cared about my background a

448
00:23:25,680 --> 00:23:28,399
Speaker 1: little bit, but you know, I learned on television that

449
00:23:28,720 --> 00:23:31,080
Speaker 1: you know a lot of television chefs can cook at dinner,

450
00:23:31,119 --> 00:23:32,960
Speaker 1: They can cook one place to TV, but they can't

451
00:23:33,040 --> 00:23:36,280
Speaker 1: run a kitchen. So there's a big difference, particularly in

452
00:23:36,320 --> 00:23:42,200
Speaker 1: a hospitality space between TV hospitality people and operations hospitality people,

453
00:23:42,480 --> 00:23:45,760
Speaker 1: huge difference, and I've learned that and Bar Rescue. So

454
00:23:46,080 --> 00:23:48,080
Speaker 1: they did Nutch care as long as I could create

455
00:23:48,119 --> 00:23:50,120
Speaker 1: a good TV show. They knew I had a background

456
00:23:50,119 --> 00:23:51,920
Speaker 1: in it, so they knew I was a quote expert,

457
00:23:52,440 --> 00:23:55,960
Speaker 1: but they didn't put much effort into learning my background

458
00:23:55,960 --> 00:23:58,439
Speaker 1: in a hospitality business. They were more interested in what

459
00:23:58,480 --> 00:24:02,040
Speaker 1: I could do on camera. So we created a sizzle

460
00:24:02,119 --> 00:24:05,240
Speaker 1: reel and the network picked it up. In four days

461
00:24:05,400 --> 00:24:07,840
Speaker 1: the show launched. You'll get a kick out of this.

462
00:24:07,920 --> 00:24:11,359
Speaker 1: First season was ten episodes, second season was ten third

463
00:24:11,359 --> 00:24:16,200
Speaker 1: episode was season was forty episodes. Fifth season was fifty

464
00:24:16,200 --> 00:24:19,040
Speaker 1: episodes in one year, and it takes a week to

465
00:24:19,080 --> 00:24:21,560
Speaker 1: make one, so you can imagine, uh, the amount of

466
00:24:21,560 --> 00:24:24,439
Speaker 1: work that year. But you know, Bar Rescue was successful.

467
00:24:24,480 --> 00:24:27,159
Speaker 1: I think for one main reason and one reason alone.

468
00:24:27,960 --> 00:24:31,040
Speaker 1: It's real. I never met these people before. I get

469
00:24:31,040 --> 00:24:34,040
Speaker 1: a sixty second briefing before the show starts. Barry, that's it.

470
00:24:34,640 --> 00:24:37,600
Speaker 1: I've never been in the bar before, so bar Rescue

471
00:24:37,720 --> 00:24:40,760
Speaker 1: last because people know real, they know fake, and I

472
00:24:40,800 --> 00:24:43,160
Speaker 1: don't know anything about these people at the bar. When

473
00:24:43,200 --> 00:24:45,720
Speaker 1: I find out, the audience finds out at the same time.

474
00:24:46,520 --> 00:24:49,440
Speaker 1: So I've worked very, very hard to keep the show authentic,

475
00:24:50,119 --> 00:24:53,119
Speaker 1: sometimes at odds with the network to do so, because

476
00:24:53,119 --> 00:24:54,679
Speaker 1: you know, in the television business they want to know

477
00:24:54,720 --> 00:24:57,840
Speaker 1: what they're getting before they read a check, and Bar Rescue,

478
00:24:57,840 --> 00:24:59,639
Speaker 1: you're not gonna know what you're getting till after your

479
00:24:59,720 --> 00:25:01,320
Speaker 1: right the check. It just doesn't work that way in

480
00:25:01,359 --> 00:25:03,800
Speaker 1: my show. You have to trust me. So it took

481
00:25:03,840 --> 00:25:06,639
Speaker 1: some time. Now, of course, we had the level of

482
00:25:06,680 --> 00:25:09,840
Speaker 1: trust with the network. We never had network executives on show.

483
00:25:09,880 --> 00:25:11,800
Speaker 1: The network really has very little to do with what

484
00:25:11,840 --> 00:25:14,560
Speaker 1: we produced. We do it all ourselves, deliver the show

485
00:25:14,600 --> 00:25:18,080
Speaker 1: to the network, and we operate very autonomously of the network,

486
00:25:18,080 --> 00:25:21,040
Speaker 1: which enhances the reality of the show. Let's talk a

487
00:25:21,040 --> 00:25:24,359
Speaker 1: little bit about what's going on with Shelter in Place

488
00:25:24,400 --> 00:25:28,320
Speaker 1: and working from home in lockdowns. The bar and restaurant

489
00:25:28,320 --> 00:25:32,520
Speaker 1: industry has been pretty decimated by this. I spoke to

490
00:25:32,720 --> 00:25:35,359
Speaker 1: Pat la Freda, a meat purveyor in New York City,

491
00:25:35,359 --> 00:25:41,080
Speaker 1: who said about half of his restaurants are just shut totally,

492
00:25:41,680 --> 00:25:45,040
Speaker 1: and of those that are open that are doing curbside

493
00:25:45,040 --> 00:25:48,359
Speaker 1: service take out to go, they're running about a third

494
00:25:48,400 --> 00:25:52,399
Speaker 1: of what they traditionally run. What is the world of

495
00:25:52,440 --> 00:25:56,840
Speaker 1: bars and restaurants gonna look like coming out of this quarantine? Well,

496
00:25:56,840 --> 00:25:59,159
Speaker 1: I think decimator is the right word, Barry, And obviously

497
00:25:59,160 --> 00:26:02,520
Speaker 1: I'm heartbroken to for this, and many restaurants are running

498
00:26:02,520 --> 00:26:06,960
Speaker 1: a closer to uh off ten percent of what they

499
00:26:06,960 --> 00:26:11,160
Speaker 1: did and many of course haven't opened yet. And making

500
00:26:11,200 --> 00:26:14,880
Speaker 1: a couple of points, I'm very concerned about the difference

501
00:26:14,920 --> 00:26:19,160
Speaker 1: between sustaining and opening, and all we've gotten government stimulus

502
00:26:19,200 --> 00:26:22,960
Speaker 1: hours We're all spending our money sustaining ourselves when we

503
00:26:23,040 --> 00:26:26,280
Speaker 1: have no revenue potential, and I'm terrified we're not going

504
00:26:26,320 --> 00:26:29,040
Speaker 1: to make it and have the resources to open properly

505
00:26:29,040 --> 00:26:32,600
Speaker 1: when we do have potential. That's what's horrifying me about

506
00:26:32,600 --> 00:26:36,480
Speaker 1: the industry. And every week more go down that don't

507
00:26:36,480 --> 00:26:39,679
Speaker 1: reopen again because what we're doing, we're causing them to

508
00:26:39,760 --> 00:26:43,359
Speaker 1: bleed to death slowly. Now. I'm not saying every restaurant,

509
00:26:43,520 --> 00:26:45,880
Speaker 1: but I think in many cases I wouldn't open now.

510
00:26:46,480 --> 00:26:49,280
Speaker 1: I would stay closed. I would retain my resources for

511
00:26:49,320 --> 00:26:51,920
Speaker 1: a real opening. I would open in a few weeks

512
00:26:51,960 --> 00:26:55,119
Speaker 1: when people are more comfortable, open with a bang, with

513
00:26:55,160 --> 00:26:58,240
Speaker 1: a little marketing. I wouldn't just open quietly with everyone else.

514
00:26:58,680 --> 00:27:02,000
Speaker 1: And I'm just very are concerned. And in our government

515
00:27:02,040 --> 00:27:05,400
Speaker 1: stimulus package, Bear, they gave us money for payroll, rent

516
00:27:05,480 --> 00:27:09,640
Speaker 1: and utilities, but there's no inventory allocation. Now when these

517
00:27:09,680 --> 00:27:13,200
Speaker 1: restaurants really open to a capacity down the road three

518
00:27:13,280 --> 00:27:15,560
Speaker 1: four whatever months from now. Keep in mind they've been

519
00:27:15,640 --> 00:27:18,600
Speaker 1: running into deficits, so they don't have resources. Now they

520
00:27:18,640 --> 00:27:21,840
Speaker 1: have to fill their refrigerator, really feel it because everything

521
00:27:21,920 --> 00:27:24,240
Speaker 1: is bad. They even have to change their beer kegs

522
00:27:24,240 --> 00:27:26,879
Speaker 1: because those are bad barry. So now they need the

523
00:27:26,960 --> 00:27:30,760
Speaker 1: resources to create a completely new inventory to open properly.

524
00:27:31,040 --> 00:27:33,920
Speaker 1: They don't have those resources, which means they don't order

525
00:27:33,960 --> 00:27:36,960
Speaker 1: from the food distributor, the manufactory doesn't make it, and

526
00:27:37,000 --> 00:27:40,160
Speaker 1: the farmer doesn't grow it. So if we don't get

527
00:27:40,160 --> 00:27:44,680
Speaker 1: American Americans restaurants to refill their refrigerators. We're going to

528
00:27:44,800 --> 00:27:49,879
Speaker 1: have an impact right down the whole supply chain that. Yeah,

529
00:27:49,920 --> 00:27:53,200
Speaker 1: they really need a new line of credit so they

530
00:27:53,240 --> 00:27:56,160
Speaker 1: could ramp up. Correct, we need some type of an

531
00:27:56,160 --> 00:27:59,960
Speaker 1: inventory credit so that we can spend dollars on product.

532
00:28:00,000 --> 00:28:01,760
Speaker 1: Then it should be structured the saying that the money

533
00:28:01,800 --> 00:28:04,600
Speaker 1: spent on product, it's not repayable. If it's not, it is.

534
00:28:05,080 --> 00:28:08,320
Speaker 1: But we must get these refrigerators full against the restaurants

535
00:28:08,320 --> 00:28:11,560
Speaker 1: can get to real capacity levels as far as having

536
00:28:11,560 --> 00:28:14,400
Speaker 1: the products to sell so that The other thing that

537
00:28:14,520 --> 00:28:18,520
Speaker 1: terrifies me, Barry is the separation between bars and restaurants.

538
00:28:18,560 --> 00:28:20,960
Speaker 1: The industry doesn't separate them. We talk about them in

539
00:28:21,000 --> 00:28:25,080
Speaker 1: one glide, and they're not bars. For example, if you

540
00:28:25,119 --> 00:28:29,119
Speaker 1: look at the regulations around restaurant openings, you're not allowed

541
00:28:29,160 --> 00:28:30,960
Speaker 1: to walk up to the bar. You're not allowed to

542
00:28:31,000 --> 00:28:33,919
Speaker 1: sit at the bar. There's no standing room allowed. You

543
00:28:34,000 --> 00:28:36,760
Speaker 1: have to be sitting at the table. So by effect,

544
00:28:37,119 --> 00:28:40,240
Speaker 1: the regulations to open a restaurant has closed the bar.

545
00:28:40,960 --> 00:28:43,520
Speaker 1: Now you can order a drink at your table, but

546
00:28:43,640 --> 00:28:45,800
Speaker 1: the bar itself is closed for walk up or sit

547
00:28:45,840 --> 00:28:50,080
Speaker 1: down customers. Now that to me, I get it. But

548
00:28:50,560 --> 00:28:53,720
Speaker 1: the bar in fact is being clustered. Are the restaurant

549
00:28:53,760 --> 00:28:57,640
Speaker 1: is open, It's no, the bar is at zero. We

550
00:28:57,840 --> 00:29:00,440
Speaker 1: must remember that. So all of the as far as

551
00:29:00,440 --> 00:29:03,520
Speaker 1: across the country, particularly ones that don't have food, people

552
00:29:03,520 --> 00:29:05,840
Speaker 1: can't walk up to their bars, can't sit at their bars,

553
00:29:06,040 --> 00:29:09,880
Speaker 1: they can't have standing rooms barry. That's almost every small

554
00:29:09,880 --> 00:29:13,280
Speaker 1: neighborhood bar in America. So the bar industry is far

555
00:29:13,400 --> 00:29:17,240
Speaker 1: more challenged than the restaurant industry is, and I'm very

556
00:29:17,240 --> 00:29:20,960
Speaker 1: concerned we're gonna lose about them. Wow, that's a giant number.

557
00:29:21,360 --> 00:29:26,080
Speaker 1: My understanding of profitability at restaurants is that the bar

558
00:29:26,400 --> 00:29:30,520
Speaker 1: plays an enormous part in that. If we reopen restaurants

559
00:29:30,520 --> 00:29:34,280
Speaker 1: and the bar portion of a restaurant remains closed, does

560
00:29:34,320 --> 00:29:37,840
Speaker 1: that mean we're dooming these restaurants to uh not be

561
00:29:37,960 --> 00:29:40,840
Speaker 1: profitable for the foreseeable future. Well, yes, that that's in

562
00:29:40,880 --> 00:29:43,880
Speaker 1: many cases. The numbers that you're talking about is product cost.

563
00:29:44,320 --> 00:29:48,440
Speaker 1: Food costs in a restaurant can run, beverage costs can run,

564
00:29:49,600 --> 00:29:52,960
Speaker 1: so you're making considerably more dollars per revenue dollar off

565
00:29:52,960 --> 00:29:55,880
Speaker 1: of liquor. You also can sell liquor without the burden

566
00:29:55,880 --> 00:29:58,840
Speaker 1: of the kitchen staff, so your labor costs connected to

567
00:29:58,920 --> 00:30:01,440
Speaker 1: liquor and to rinks is a little lower as well.

568
00:30:01,640 --> 00:30:04,760
Speaker 1: So yes, when you take the beverage sales out of

569
00:30:04,760 --> 00:30:08,760
Speaker 1: a casual dining operation, let's say where it's beverage sales,

570
00:30:09,120 --> 00:30:12,800
Speaker 1: now it's a food sales, lower profit item, and it's

571
00:30:12,840 --> 00:30:16,520
Speaker 1: only at potential. There's no way it can make money.

572
00:30:17,000 --> 00:30:20,520
Speaker 1: It's barely sustaining itself. And when it runs out of

573
00:30:20,560 --> 00:30:23,360
Speaker 1: the resources, the same itself. Very how does it reopen

574
00:30:23,560 --> 00:30:26,000
Speaker 1: when the pandemic is over? So here's one of the

575
00:30:26,080 --> 00:30:30,800
Speaker 1: questions that I keep hearing from economists. They are saying,

576
00:30:30,880 --> 00:30:34,640
Speaker 1: it's not so much that we're forced into lockdown that's

577
00:30:34,680 --> 00:30:37,600
Speaker 1: preventing us from going out and about to these places

578
00:30:37,640 --> 00:30:40,840
Speaker 1: that a lot of people on their own are afraid

579
00:30:40,880 --> 00:30:43,600
Speaker 1: to go to restaurants and afraid to go to bars

580
00:30:44,160 --> 00:30:48,800
Speaker 1: or concerts or shows or whatever. So two questions for you, First,

581
00:30:49,280 --> 00:30:51,800
Speaker 1: how long is it going to take for people to

582
00:30:51,920 --> 00:30:56,960
Speaker 1: get over their fears? And second, can restaurants and bars

583
00:30:57,240 --> 00:31:00,760
Speaker 1: wait that long? Are we basically gonna be stuck in

584
00:31:00,760 --> 00:31:05,200
Speaker 1: a slow circle the drain situation. I'm worried about the ladder,

585
00:31:05,560 --> 00:31:08,360
Speaker 1: but if I can, I made this pretty simple all right,

586
00:31:08,440 --> 00:31:10,960
Speaker 1: let's cut it up in thirds. I believe the third

587
00:31:10,960 --> 00:31:13,720
Speaker 1: of the population, the younger third, the invincible third, they're

588
00:31:13,720 --> 00:31:16,040
Speaker 1: gonna go out right away. They're gonna go out there

589
00:31:16,120 --> 00:31:17,680
Speaker 1: in the party. We've seen a bunch of them out

590
00:31:17,720 --> 00:31:19,720
Speaker 1: the past weekend or two in states that are allowing it.

591
00:31:20,240 --> 00:31:23,680
Speaker 1: The second third I called the reserve third. They want

592
00:31:23,680 --> 00:31:25,880
Speaker 1: to watch and see for a couple of weeks what's happening.

593
00:31:25,960 --> 00:31:28,400
Speaker 1: You know, there was there any spike in illnesses that

594
00:31:28,520 --> 00:31:32,080
Speaker 1: the restaurants look safe? Are people wearing masks? Okay, if

595
00:31:32,080 --> 00:31:34,880
Speaker 1: it looks good, it feels good. That second third will

596
00:31:34,920 --> 00:31:37,560
Speaker 1: start to come out in a few weeks. The third

597
00:31:37,680 --> 00:31:41,120
Speaker 1: third I called a certain third. They're not going out

598
00:31:41,120 --> 00:31:43,520
Speaker 1: to there's a vaccine and they can be absolutely certain.

599
00:31:43,560 --> 00:31:46,160
Speaker 1: These are people who are a little older, demo, maybe

600
00:31:46,160 --> 00:31:49,360
Speaker 1: pre existing conditions, but Barry, that's the sector of the

601
00:31:49,400 --> 00:31:53,480
Speaker 1: audience that has the highest disposable income. It's going to

602
00:31:53,640 --> 00:31:57,480
Speaker 1: impact the luxury sector, and nobody's talking about this far

603
00:31:57,600 --> 00:32:00,000
Speaker 1: greater than the casual and other sectors in the restaurant

604
00:32:00,040 --> 00:32:02,760
Speaker 1: the bar industry. They're the last ones to come out.

605
00:32:03,280 --> 00:32:05,840
Speaker 1: And that's why I worry about brands like Neeme and

606
00:32:05,920 --> 00:32:08,080
Speaker 1: Marcus and luxury brands, and how they're going to be

607
00:32:08,160 --> 00:32:11,440
Speaker 1: impacted during this whole thing because of the certain third,

608
00:32:11,440 --> 00:32:14,680
Speaker 1: as I call it. So that's what's happening outside. But

609
00:32:14,760 --> 00:32:17,840
Speaker 1: here's the interesting part. I have great confidence in the

610
00:32:17,880 --> 00:32:21,520
Speaker 1: restaurant business. BART We've been dealing with invisible enemies since

611
00:32:21,560 --> 00:32:25,520
Speaker 1: our inception. We call it bacteria, and bars and restaurants

612
00:32:25,520 --> 00:32:28,640
Speaker 1: deal with bacteria every day. We know how to clean

613
00:32:28,640 --> 00:32:31,160
Speaker 1: our surfaces, we know how to wash our hands, we

614
00:32:31,200 --> 00:32:34,080
Speaker 1: know what chemicals to use to clean those services. We

615
00:32:34,160 --> 00:32:37,120
Speaker 1: know to separate raw product from cook product. We are

616
00:32:37,200 --> 00:32:41,600
Speaker 1: really good at this. A good restaurant operator manages bacteria

617
00:32:41,720 --> 00:32:45,520
Speaker 1: in his kitchen every single day and people don't get sick. Well,

618
00:32:45,840 --> 00:32:49,800
Speaker 1: now we have a virus. It's a different invisible energy enemy.

619
00:32:49,920 --> 00:32:52,480
Speaker 1: But the chemicals have to change a little because it's

620
00:32:52,520 --> 00:32:56,400
Speaker 1: viral rather than bacterial. But the processes don't change that much.

621
00:32:56,720 --> 00:32:58,880
Speaker 1: We still have to wipe our surfaces all the time,

622
00:32:59,080 --> 00:33:01,520
Speaker 1: we still have to wash hands all the time. Now

623
00:33:01,520 --> 00:33:04,760
Speaker 1: we're adding masks and other ppe to the process. But

624
00:33:04,920 --> 00:33:09,000
Speaker 1: make no mistake, unlike the retail business, or the car business,

625
00:33:09,080 --> 00:33:12,240
Speaker 1: or the furniture business, restaurants know how to do this.

626
00:33:12,760 --> 00:33:16,200
Speaker 1: We've been doing it our whole lives. Here's my fear.

627
00:33:16,720 --> 00:33:19,680
Speaker 1: I am scared more about the customers than I am

628
00:33:19,760 --> 00:33:21,880
Speaker 1: the restaurants. So let me give you an example. We

629
00:33:21,960 --> 00:33:24,320
Speaker 1: talked about that first third, that second third, and that

630
00:33:24,480 --> 00:33:29,120
Speaker 1: third third. If that first third goes out, doesn't wear masks,

631
00:33:29,680 --> 00:33:33,440
Speaker 1: doesn't employee social distancing, so that we are the news.

632
00:33:33,480 --> 00:33:36,520
Speaker 1: That second third, all they see is images of people

633
00:33:36,560 --> 00:33:40,160
Speaker 1: being irresponsible in restaurants. Nobody's wearing masks, they're hanging together,

634
00:33:40,440 --> 00:33:43,320
Speaker 1: there's crowds in front. That second third is not going

635
00:33:43,360 --> 00:33:47,600
Speaker 1: to go. So I suggest that the actions of the

636
00:33:47,760 --> 00:33:52,520
Speaker 1: customers these first few weeks, more than a restaurants, are

637
00:33:52,520 --> 00:33:55,200
Speaker 1: going to determine whether this works or not. And think

638
00:33:55,240 --> 00:33:57,760
Speaker 1: about it. About if you're driving by a restaurant and

639
00:33:57,760 --> 00:34:01,800
Speaker 1: there's four people standing in front space and they're wearing masks,

640
00:34:02,160 --> 00:34:04,960
Speaker 1: your immediate impression is, Okay, they got their stuff together.

641
00:34:05,000 --> 00:34:07,440
Speaker 1: That must be a safe place to go. Drive to

642
00:34:07,480 --> 00:34:10,560
Speaker 1: the next restaurant. Crowd in front, nobody wearing masks. Are

643
00:34:10,560 --> 00:34:13,399
Speaker 1: you going to go in that restaurant? If I'm twenty two, yes,

644
00:34:13,440 --> 00:34:16,200
Speaker 1: if I'm fifty two, now, So My point is this,

645
00:34:16,920 --> 00:34:19,319
Speaker 1: those customers that are saying I refuse to wear a

646
00:34:19,360 --> 00:34:23,480
Speaker 1: mask because of vanity, are risking all of these businesses,

647
00:34:23,800 --> 00:34:26,680
Speaker 1: not just the health of the person standing next to them.

648
00:34:26,719 --> 00:34:30,640
Speaker 1: And it's a powerful point. The only reason why somebody

649
00:34:30,640 --> 00:34:34,400
Speaker 1: would not wear a mask today is because of vanity,

650
00:34:34,680 --> 00:34:37,960
Speaker 1: and that makes no sense. Vanity shouldn't come before safety.

651
00:34:38,520 --> 00:34:41,320
Speaker 1: Vanity shouldn't come before the safety of the person next

652
00:34:41,320 --> 00:34:45,040
Speaker 1: to you. Vanity shouldn't come before destroying the local business.

653
00:34:45,719 --> 00:34:48,640
Speaker 1: So I'm trying to communicate the people that if we

654
00:34:48,760 --> 00:34:51,200
Speaker 1: don't behave in these ways, we're gonna lose more of

655
00:34:51,239 --> 00:34:54,520
Speaker 1: these businesses. People are not going to come. So I

656
00:34:54,640 --> 00:34:57,120
Speaker 1: put the burden equally on the customer as I do

657
00:34:57,200 --> 00:35:00,000
Speaker 1: the restaurant. I know that will do what is supposed

658
00:35:00,520 --> 00:35:02,839
Speaker 1: Will the customers do what they're supposed to, and if

659
00:35:02,840 --> 00:35:06,279
Speaker 1: they don't, that restaurant is doomed. Today, we're living in

660
00:35:06,360 --> 00:35:09,279
Speaker 1: a culture of accountability, Barry. If you go out to

661
00:35:09,320 --> 00:35:11,440
Speaker 1: dinner and have a bad dinners on yelp, in a

662
00:35:11,480 --> 00:35:14,880
Speaker 1: matter of seconds, if we have infections in any of

663
00:35:14,920 --> 00:35:17,719
Speaker 1: these restaurants, and we have crises to break out in

664
00:35:17,760 --> 00:35:20,680
Speaker 1: any of these businesses, it will go public and it

665
00:35:20,680 --> 00:35:25,840
Speaker 1: will destroy that business. So think about it, and restaurant

666
00:35:25,840 --> 00:35:30,480
Speaker 1: operated does everything right by the book PPE procedures, processes,

667
00:35:30,760 --> 00:35:34,839
Speaker 1: A bunch of customers come in, very irresponsible, people get sick,

668
00:35:34,920 --> 00:35:37,640
Speaker 1: and now that restaurant is shut down. I have two

669
00:35:37,719 --> 00:35:40,560
Speaker 1: questions about how we come out of this. One is

670
00:35:40,560 --> 00:35:42,920
Speaker 1: sort of short term and the other is long term.

671
00:35:43,000 --> 00:35:45,600
Speaker 1: Let let me start with the shorter term one. So,

672
00:35:45,760 --> 00:35:49,160
Speaker 1: if we're doing social distancing and some of these restaurants

673
00:35:49,680 --> 00:35:54,120
Speaker 1: are are running at half capacity, can these guys break

674
00:35:54,200 --> 00:35:58,280
Speaker 1: even with every other table and every other seat pulled

675
00:35:58,280 --> 00:36:00,080
Speaker 1: out of the restaurant? Is that is that really be

676
00:36:00,080 --> 00:36:05,279
Speaker 1: a viable financial option? No, it's not at all. And

677
00:36:05,360 --> 00:36:06,880
Speaker 1: you know, I've said to myself, if we can't do

678
00:36:06,960 --> 00:36:08,879
Speaker 1: a hundred lunches in an hour, because I'm the thirty

679
00:36:08,920 --> 00:36:11,600
Speaker 1: percent capacity, you know, now I have to do those

680
00:36:11,680 --> 00:36:14,600
Speaker 1: lunches over three hours. Okay, So I can do early

681
00:36:14,640 --> 00:36:17,240
Speaker 1: bird lunch specials, late bird lunch specials. I can spread

682
00:36:17,320 --> 00:36:19,840
Speaker 1: the business, but now I'm doing the same revenue for

683
00:36:19,960 --> 00:36:23,080
Speaker 1: three times the labor costs. Barry, that doesn't work either.

684
00:36:23,680 --> 00:36:27,239
Speaker 1: So if I recover the revenues over more hours, that

685
00:36:27,320 --> 00:36:30,360
Speaker 1: doesn't solve the problem. I have to recover the revenue

686
00:36:30,360 --> 00:36:33,360
Speaker 1: in the same hours to make my numbers work. That

687
00:36:33,400 --> 00:36:35,360
Speaker 1: makes a lot of sense. And then the second question.

688
00:36:35,960 --> 00:36:39,360
Speaker 1: I keep hearing people saying, this is going to change

689
00:36:39,440 --> 00:36:42,480
Speaker 1: us forever. Everything is going to be different. Fast forward

690
00:36:42,640 --> 00:36:46,319
Speaker 1: two years. We have a treatment, we have a vaccine.

691
00:36:46,960 --> 00:36:50,600
Speaker 1: Does the restaurant industry return to normal or are we

692
00:36:50,719 --> 00:36:54,080
Speaker 1: forever altered by this experience. I'm I'm of the belief

693
00:36:54,120 --> 00:36:56,080
Speaker 1: that we do return to normal. You know. I think

694
00:36:56,120 --> 00:36:59,879
Speaker 1: we're social animals and we need social interaction and six

695
00:37:00,000 --> 00:37:01,680
Speaker 1: be the part isn't gonna work for us long term.

696
00:37:02,040 --> 00:37:05,040
Speaker 1: Once we have a vaccine and people feel safe, I

697
00:37:05,080 --> 00:37:09,040
Speaker 1: believe we go back to normal activity and and I

698
00:37:09,080 --> 00:37:11,319
Speaker 1: think that there might be some adjustments to society. I

699
00:37:11,360 --> 00:37:13,279
Speaker 1: think kitchens will never quite be the same, and I'm

700
00:37:13,280 --> 00:37:15,680
Speaker 1: all for that. I'm opening a restaurant in Atlanta in

701
00:37:15,760 --> 00:37:19,320
Speaker 1: July called Taffer's Tavern. We've created the kitchen of the future.

702
00:37:19,360 --> 00:37:23,320
Speaker 1: It's all robotic cooking. There's no human touching of food

703
00:37:23,320 --> 00:37:26,279
Speaker 1: as it goes to the cooking life process. And if

704
00:37:26,280 --> 00:37:28,759
Speaker 1: you look at the kitchen today and we'll send you

705
00:37:28,840 --> 00:37:30,600
Speaker 1: pictures when it opens back, you can see what the

706
00:37:30,680 --> 00:37:34,000
Speaker 1: kitchen looks like. But but we're changing the industry. You

707
00:37:34,040 --> 00:37:36,120
Speaker 1: look at a kitchen today, it almost looks more like

708
00:37:36,120 --> 00:37:38,680
Speaker 1: an operating room than it does a kitchen. You know,

709
00:37:38,760 --> 00:37:41,759
Speaker 1: we can't have street clothes and kitchens anymore. We can't

710
00:37:41,800 --> 00:37:43,680
Speaker 1: let people wear their ball cap from home in a

711
00:37:43,760 --> 00:37:46,160
Speaker 1: kitchen anymore. You know, we have to have gloves, we

712
00:37:46,200 --> 00:37:48,600
Speaker 1: have to have uniforms in the kitchen. We have to

713
00:37:48,600 --> 00:37:51,200
Speaker 1: have hats that we issue, not hats that they wear

714
00:37:51,200 --> 00:37:54,480
Speaker 1: from home. It's a different style of operating now. They

715
00:37:54,480 --> 00:37:56,640
Speaker 1: have to have masks, they have to have gloves, but

716
00:37:56,719 --> 00:37:59,040
Speaker 1: we have to have less contact in the kitchen. So

717
00:37:59,120 --> 00:38:01,160
Speaker 1: I think it's there's mind the way. It's going to

718
00:38:01,400 --> 00:38:04,680
Speaker 1: change the way future kitchens are designed, and it's changing

719
00:38:04,760 --> 00:38:09,360
Speaker 1: kitchen equipment hugely. Companies like Middleby, who owns about sixty

720
00:38:09,560 --> 00:38:12,799
Speaker 1: professional grade ovens and cook they're focused on all these

721
00:38:12,920 --> 00:38:15,920
Speaker 1: robotics and everyone is focused on how to do this

722
00:38:16,000 --> 00:38:19,960
Speaker 1: without people. What's interesting art is six months ago we

723
00:38:20,040 --> 00:38:22,520
Speaker 1: all were doing this. We were all trying to create

724
00:38:22,640 --> 00:38:25,200
Speaker 1: robotic kitchens without people in them because we had no

725
00:38:25,280 --> 00:38:28,120
Speaker 1: labor pool back then. Remember just a few months ago

726
00:38:28,680 --> 00:38:31,920
Speaker 1: we couldn't find any people. We had fifteen dollar minimum wages.

727
00:38:32,239 --> 00:38:34,440
Speaker 1: Many of the hires we had with New Americans, they

728
00:38:34,440 --> 00:38:37,080
Speaker 1: didn't speak so well, so we had to simplify and

729
00:38:37,120 --> 00:38:41,040
Speaker 1: reduce the labor burdens and kitchens. So it's interesting when

730
00:38:41,040 --> 00:38:44,080
Speaker 1: I started that process two years ago, because we had

731
00:38:44,120 --> 00:38:46,120
Speaker 1: so much labor in the market we didn't have labor

732
00:38:46,120 --> 00:38:48,680
Speaker 1: in the marketplace. I wound up with a kitchen that's

733
00:38:48,719 --> 00:38:52,680
Speaker 1: perfect for post COVID, but that wasn't what we built.

734
00:38:52,920 --> 00:38:55,279
Speaker 1: We just tried to build the most sanitary kitchen that

735
00:38:55,280 --> 00:38:57,880
Speaker 1: would be the most efficient kitchen in America, and we

736
00:38:57,920 --> 00:39:00,960
Speaker 1: wound up with a COVID nineteen kitchen. It interesting, that's

737
00:39:00,960 --> 00:39:03,840
Speaker 1: absolutely fascinating. So I know I only have you for

738
00:39:03,880 --> 00:39:06,400
Speaker 1: a couple of more minutes. Let's jump to our speed

739
00:39:06,480 --> 00:39:08,960
Speaker 1: round where we're gonna find out a little bit about you,

740
00:39:09,120 --> 00:39:13,239
Speaker 1: uh personally, And let's begin with the question that's on

741
00:39:13,280 --> 00:39:16,480
Speaker 1: everybody's mind. What are you streaming these days? Give us

742
00:39:16,520 --> 00:39:20,279
Speaker 1: your favorite Netflix, Disney plus Amazon Prime shows. What are

743
00:39:20,320 --> 00:39:23,279
Speaker 1: you watching or listening to? Well, I've been I've been

744
00:39:23,320 --> 00:39:25,880
Speaker 1: watching Ozark, of course, which which I love, and I

745
00:39:26,440 --> 00:39:28,400
Speaker 1: just finished the new season, so I'm a little bummed.

746
00:39:28,400 --> 00:39:30,800
Speaker 1: I got no more Ozark for a while. There's another

747
00:39:30,840 --> 00:39:34,080
Speaker 1: show on Netflix called Stranger, which is a British show

748
00:39:34,120 --> 00:39:36,239
Speaker 1: that I've been watching, which is really great. It's a

749
00:39:36,280 --> 00:39:40,279
Speaker 1: mystery show. Um. And then of course on Disney, I

750
00:39:40,320 --> 00:39:42,479
Speaker 1: must confess I'm a classics guy. I've watched a little

751
00:39:42,520 --> 00:39:45,239
Speaker 1: Star Wars, but I must confess I watched Beauty and

752
00:39:45,280 --> 00:39:49,200
Speaker 1: the Beast the other day. Yeah, nothing like a little

753
00:39:49,280 --> 00:39:52,560
Speaker 1: cheerful escapism to forget the mess we're dealing with. A

754
00:39:52,680 --> 00:39:55,080
Speaker 1: cartoon works pretty well in the middle of it. Really,

755
00:39:55,120 --> 00:39:58,520
Speaker 1: it really does. Tell us. By the way, the cartoon

756
00:39:58,600 --> 00:40:01,680
Speaker 1: I'm watching on Disney plus us is um after I

757
00:40:01,719 --> 00:40:06,440
Speaker 1: went through the Mandalorian is a Star Wars series called Rebels,

758
00:40:06,760 --> 00:40:11,360
Speaker 1: and it's surprisingly good plot lines for an animated series.

759
00:40:11,880 --> 00:40:15,080
Speaker 1: Tell us about your early mentors who helped guide your

760
00:40:15,239 --> 00:40:19,399
Speaker 1: career and turn you into the television powerhouse you are. Well,

761
00:40:19,400 --> 00:40:22,680
Speaker 1: you know, it's interesting. I didn't really have any television idols,

762
00:40:23,360 --> 00:40:26,239
Speaker 1: uh per se. Gordon Ramsey of course was out before me,

763
00:40:26,360 --> 00:40:31,200
Speaker 1: sort of created the genre. So watching Gordon, of course, uh,

764
00:40:31,239 --> 00:40:34,400
Speaker 1: the way he works and has impacted me. But you know,

765
00:40:34,440 --> 00:40:37,120
Speaker 1: I have strange mentors. I mean, Thomas Jefferson is a

766
00:40:37,160 --> 00:40:40,640
Speaker 1: huge mentor to me. I know everything about his life.

767
00:40:40,680 --> 00:40:43,160
Speaker 1: I have huge respect for Jefferson. He's a real mentor

768
00:40:43,239 --> 00:40:46,799
Speaker 1: to me. Believe it or not. Howard Hughes, I've read

769
00:40:46,840 --> 00:40:48,840
Speaker 1: every book ever written on a man who's been a

770
00:40:48,920 --> 00:40:51,640
Speaker 1: huge mentor to me. The fact that he stepped from

771
00:40:51,680 --> 00:40:54,920
Speaker 1: one industry to another, uh was huge. It was hugely

772
00:40:54,920 --> 00:40:58,400
Speaker 1: powerful to me. Uh. You know more locally, Uh, there

773
00:40:58,400 --> 00:41:01,359
Speaker 1: are people. Uh. Youngman by the name of Stillman who

774
00:41:01,360 --> 00:41:04,120
Speaker 1: created Friday's was a mentor to me. He redefined the

775
00:41:04,120 --> 00:41:08,160
Speaker 1: whole dining segment. But I tend to be more motivated

776
00:41:08,160 --> 00:41:11,719
Speaker 1: by global figures more than smaller industry figures. And of

777
00:41:11,719 --> 00:41:14,480
Speaker 1: course the greatest motivator of all to me was my grandfather,

778
00:41:15,239 --> 00:41:17,359
Speaker 1: who taught me that the only way you can become

779
00:41:17,400 --> 00:41:19,319
Speaker 1: a millionaire in life is to be the smartest guy

780
00:41:19,320 --> 00:41:21,480
Speaker 1: in the room. And the other thing he taught me

781
00:41:21,560 --> 00:41:23,959
Speaker 1: was John, if you don't have a big check book,

782
00:41:24,120 --> 00:41:27,640
Speaker 1: you better have a big idea book. And those are

783
00:41:27,680 --> 00:41:29,279
Speaker 1: the things he taught me when I was young. But

784
00:41:29,320 --> 00:41:32,680
Speaker 1: he was probably my biggest mentor. Speaking of books, what

785
00:41:32,719 --> 00:41:34,719
Speaker 1: are you reading? What are some of your favorites. What's

786
00:41:34,800 --> 00:41:38,160
Speaker 1: keeping you occupied these days? Well, you know, I've been

787
00:41:38,360 --> 00:41:41,120
Speaker 1: uh looking at a number of books. It's interesting. I

788
00:41:41,160 --> 00:41:42,960
Speaker 1: just read one of mine again the other day. Don't

789
00:41:42,960 --> 00:41:45,160
Speaker 1: be yes yourself. But there's a book that I love

790
00:41:45,200 --> 00:41:48,120
Speaker 1: that I've been telling friends to read that I read

791
00:41:48,200 --> 00:41:50,080
Speaker 1: years ago. When I pulled it out again, it's called

792
00:41:50,160 --> 00:41:54,879
Speaker 1: The Myth Revisited and it's a book about the entrepreneurial myth.

793
00:41:55,440 --> 00:41:58,040
Speaker 1: And it's a short book. It's a quick read, and

794
00:41:58,080 --> 00:42:00,760
Speaker 1: it really makes us think about ourselves, whether we truly

795
00:42:00,760 --> 00:42:05,759
Speaker 1: are entrepreneurs, businesspeople, administrators. If counts us into categories of

796
00:42:05,880 --> 00:42:09,279
Speaker 1: business through personality and helps us to understand ourselves. It's

797
00:42:09,360 --> 00:42:11,719
Speaker 1: it's a fun book. It's called The Myth Revisited. It's

798
00:42:11,760 --> 00:42:14,640
Speaker 1: written by Michael Gerber. I will definitely check that out.

799
00:42:15,360 --> 00:42:17,560
Speaker 1: Tell us the sort of advice you would give to

800
00:42:17,640 --> 00:42:21,560
Speaker 1: a recent college grad who was thinking about going into

801
00:42:21,640 --> 00:42:25,839
Speaker 1: either the hospitality business or the television industry. Well, you know,

802
00:42:25,960 --> 00:42:29,719
Speaker 1: both industries are are somewhat of a metamorphosis, if you will,

803
00:42:29,800 --> 00:42:32,360
Speaker 1: or a fork in the road. The hospitality industry is

804
00:42:32,360 --> 00:42:34,800
Speaker 1: not going to go away. We need hotels, we need restaurants,

805
00:42:34,800 --> 00:42:36,880
Speaker 1: We need bars. It's an important part of our society.

806
00:42:37,200 --> 00:42:39,719
Speaker 1: But those who go into that business today are going

807
00:42:39,719 --> 00:42:42,840
Speaker 1: to be the instruments of change. Great marketers are going

808
00:42:42,880 --> 00:42:45,160
Speaker 1: to bubble to the top. Very great promoters are going

809
00:42:45,200 --> 00:42:48,560
Speaker 1: to create revenue. Great operators are gonna find new systems.

810
00:42:48,600 --> 00:42:51,400
Speaker 1: So I personally see this as a time of rebirth.

811
00:42:51,719 --> 00:42:53,560
Speaker 1: You know, it's almost like when it's a forest fire

812
00:42:53,560 --> 00:42:55,840
Speaker 1: and those new sprouts pop out of the graud. Certainly

813
00:42:55,840 --> 00:42:59,120
Speaker 1: one grow quicker than others. I really believe that. I

814
00:42:59,120 --> 00:43:01,279
Speaker 1: believe there's going to be an exciting time as soon

815
00:43:01,320 --> 00:43:04,520
Speaker 1: as that vaccine comes out in the industry. So I'm

816
00:43:04,560 --> 00:43:06,840
Speaker 1: selling the people that want to go into this space,

817
00:43:07,160 --> 00:43:10,600
Speaker 1: don't not don't hold yourself back. Think of the greatness.

818
00:43:10,640 --> 00:43:13,880
Speaker 1: Think of the amazingly powerful ideas and programs that are

819
00:43:13,880 --> 00:43:17,120
Speaker 1: going to read, define and relaunch the industry. So I

820
00:43:17,160 --> 00:43:19,680
Speaker 1: would not divert into a different way. I would remember

821
00:43:19,760 --> 00:43:24,000
Speaker 1: for every person who's graduating this year that great marketers

822
00:43:24,000 --> 00:43:27,640
Speaker 1: are going to market really well, great promoters, great operators

823
00:43:27,680 --> 00:43:30,719
Speaker 1: be one of those. But if there's anything that this

824
00:43:30,760 --> 00:43:33,880
Speaker 1: pandemic has taught us, it's mediocre is not going to

825
00:43:33,920 --> 00:43:36,719
Speaker 1: work coming out of this We need energy to come

826
00:43:36,719 --> 00:43:38,759
Speaker 1: out of this. We need ideas to come out of this.

827
00:43:39,120 --> 00:43:42,800
Speaker 1: We need those young minds, those young ideas that understand

828
00:43:42,880 --> 00:43:46,200
Speaker 1: social media so well, grew up living these things. They're

829
00:43:46,200 --> 00:43:48,720
Speaker 1: going to be the biggest contributors to this change, I believe.

830
00:43:49,000 --> 00:43:51,520
Speaker 1: I love that suggestion. I think you're you're dead on

831
00:43:51,719 --> 00:43:54,400
Speaker 1: And our final question, what do you know about the

832
00:43:54,400 --> 00:43:58,319
Speaker 1: world of hospitality today? You wish you knew back in

833
00:43:58,360 --> 00:44:02,640
Speaker 1: the late seventies when you were first started at the Troubadour. Well,

834
00:44:02,640 --> 00:44:05,319
Speaker 1: you know, I think the world of hospitality today is

835
00:44:05,680 --> 00:44:08,279
Speaker 1: we didn't appreciate loyalty like we did today. You know,

836
00:44:08,320 --> 00:44:11,120
Speaker 1: we didn't have loyalty programs and frequency cards and all

837
00:44:11,160 --> 00:44:14,400
Speaker 1: of those things. We used to look at guests as transactions.

838
00:44:15,000 --> 00:44:17,600
Speaker 1: We didn't look at them as relationships. It was only

839
00:44:17,600 --> 00:44:19,520
Speaker 1: in the later years of the industry that we all

840
00:44:19,560 --> 00:44:23,760
Speaker 1: started to understand the power of frequency and building guest relationships.

841
00:44:23,960 --> 00:44:26,440
Speaker 1: And that's when all the software programs created, in the

842
00:44:26,520 --> 00:44:29,840
Speaker 1: tracking programs and the frequency programs. The one thing that

843
00:44:29,920 --> 00:44:32,680
Speaker 1: I didn't know when I started in this business, and

844
00:44:32,760 --> 00:44:36,160
Speaker 1: I learned my financials, I learned my operations, I never

845
00:44:36,280 --> 00:44:40,400
Speaker 1: learned what really marketing was till much later years. Marketing

846
00:44:40,480 --> 00:44:43,320
Speaker 1: is only three things, Barry, And in the hospitality industry,

847
00:44:43,360 --> 00:44:45,040
Speaker 1: I didn't know when I was younger. I don't think

848
00:44:45,040 --> 00:44:48,880
Speaker 1: they did. Marketing is new customer programs, frequency programs, and

849
00:44:48,920 --> 00:44:51,719
Speaker 1: spend programs. That's all we got there. I gotta get

850
00:44:51,719 --> 00:44:53,759
Speaker 1: you to come the first time, I gotta get you

851
00:44:53,760 --> 00:44:55,640
Speaker 1: to come more often, and I gotta get you to

852
00:44:55,680 --> 00:45:00,000
Speaker 1: spend more while you're there. That's all we got. Most hospitality,

853
00:45:00,040 --> 00:45:03,040
Speaker 1: the operators don't cut marketing into those three things. They

854
00:45:03,080 --> 00:45:06,640
Speaker 1: just spend the money generically. And if ever, post pandemic,

855
00:45:06,960 --> 00:45:09,960
Speaker 1: we need to isolate our dollars into new customer programs,

856
00:45:09,960 --> 00:45:13,239
Speaker 1: frequency programs, and spend programs. Now is the time to

857
00:45:13,320 --> 00:45:15,320
Speaker 1: do that. But I didn't know any of that. I

858
00:45:15,480 --> 00:45:19,279
Speaker 1: was just spend the money and trying to fill buildings. Today, Uh,

859
00:45:19,320 --> 00:45:22,360
Speaker 1: these types of knowledge of frequencies and customer loyalty is

860
00:45:22,360 --> 00:45:25,680
Speaker 1: what's made our industry so successful. And candle Bebarry, that's

861
00:45:25,680 --> 00:45:28,319
Speaker 1: what's built the brands that we have today is those

862
00:45:28,360 --> 00:45:31,799
Speaker 1: loyalty efforts. John, let me throw one more question at you,

863
00:45:31,880 --> 00:45:35,759
Speaker 1: because you kind of tickled something in my memory. If

864
00:45:35,920 --> 00:45:39,120
Speaker 1: you are a customer today, and you want to help

865
00:45:39,239 --> 00:45:43,719
Speaker 1: keep your local restaurant in business even though we're under lockdown.

866
00:45:44,160 --> 00:45:47,000
Speaker 1: What could an individual do to help out that restaurant. Well,

867
00:45:47,000 --> 00:45:49,440
Speaker 1: a number of things. One, gift cards are a great

868
00:45:49,440 --> 00:45:52,120
Speaker 1: way to do it. There's a website anybody can go to.

869
00:45:52,440 --> 00:45:56,080
Speaker 1: It's called shift fur cares dot com. S H I

870
00:45:56,160 --> 00:45:58,600
Speaker 1: F T four the number cares dot com. If you

871
00:45:58,680 --> 00:46:01,120
Speaker 1: go to that website, you can buy a gift card

872
00:46:01,200 --> 00:46:04,200
Speaker 1: for any restaurant in your local town, and they pay

873
00:46:04,239 --> 00:46:06,560
Speaker 1: them five percent more than the value of the gift card.

874
00:46:07,000 --> 00:46:08,520
Speaker 1: So if you're gonna buy a gift card, go to

875
00:46:08,560 --> 00:46:11,680
Speaker 1: shift four cares dot com getting the extra five I

876
00:46:11,680 --> 00:46:14,960
Speaker 1: think that's very very important. I think calling restaurants and

877
00:46:15,000 --> 00:46:17,759
Speaker 1: trying to do some catering programs. If you're having any

878
00:46:17,840 --> 00:46:20,200
Speaker 1: kind of family over, if you can order dinner for four's,

879
00:46:20,280 --> 00:46:23,479
Speaker 1: I think that's very very important. I think bars should

880
00:46:23,480 --> 00:46:26,759
Speaker 1: start selling deconstructed cocktails. You know some of us out

881
00:46:26,800 --> 00:46:29,360
Speaker 1: to kill avatia rum and stuff at home. Sell me

882
00:46:29,400 --> 00:46:32,319
Speaker 1: the cocktail without the booze. The government can't regulate that

883
00:46:32,560 --> 00:46:35,000
Speaker 1: they are currently regulated. When there's booze in it, I'll

884
00:46:35,040 --> 00:46:37,600
Speaker 1: put the booze in at home. So we have to

885
00:46:37,600 --> 00:46:41,400
Speaker 1: be innovative as restaurateurs to offer packages to people that

886
00:46:41,520 --> 00:46:45,280
Speaker 1: they can buy. But I really think, look, the second

887
00:46:45,280 --> 00:46:47,879
Speaker 1: public building ever built in American Barry, was a bar.

888
00:46:48,680 --> 00:46:51,160
Speaker 1: The first public building built in America was a church.

889
00:46:52,080 --> 00:46:55,680
Speaker 1: Those bars were called public houses. State boarders were built

890
00:46:55,680 --> 00:46:59,719
Speaker 1: were discussed in those bars. Our Constitution was originally discussed

891
00:46:59,719 --> 00:47:02,640
Speaker 1: in these bars all across the country. So bars are

892
00:47:02,680 --> 00:47:07,480
Speaker 1: in the fiber of America. Our first distiller was George Washington.

893
00:47:08,280 --> 00:47:11,880
Speaker 1: So bars have a place in our society, that coveted

894
00:47:11,960 --> 00:47:15,120
Speaker 1: third place. Barry, you go home, you got to work,

895
00:47:15,400 --> 00:47:18,160
Speaker 1: and then there's that coveted third place. To some people,

896
00:47:18,160 --> 00:47:20,040
Speaker 1: it might be a country club. To other people it's

897
00:47:20,080 --> 00:47:23,040
Speaker 1: their local bar. But that third place is an important

898
00:47:23,040 --> 00:47:26,839
Speaker 1: place to our society. It's where we all converge. It's

899
00:47:26,960 --> 00:47:31,319
Speaker 1: the place of community. So they can't go away. And

900
00:47:31,360 --> 00:47:33,640
Speaker 1: as people, we want to fight for this industry and

901
00:47:33,680 --> 00:47:36,359
Speaker 1: protect it. And I'm asking the government to step up

902
00:47:36,360 --> 00:47:38,680
Speaker 1: and look at some inventory credits to help get us

903
00:47:38,680 --> 00:47:41,960
Speaker 1: over this hump. Quite interesting. Thanks John for being so

904
00:47:42,040 --> 00:47:46,120
Speaker 1: generous with your time. If you enjoy this conversation, well

905
00:47:46,280 --> 00:47:48,640
Speaker 1: be sure and check out any of the previous three

906
00:47:48,880 --> 00:47:52,040
Speaker 1: D plus prior ones we've had over the past six years.

907
00:47:52,400 --> 00:47:58,040
Speaker 1: You can find those at iTunes, Spotify, Google podcast, Overcast, Stitcher,

908
00:47:58,080 --> 00:48:02,440
Speaker 1: wherever your final podcasts sold. We love your comments, feedback

909
00:48:02,440 --> 00:48:06,560
Speaker 1: and suggestions right to us at m IB podcast at

910
00:48:06,560 --> 00:48:10,200
Speaker 1: Bloomberg dot net. Give us a review on Apple iTunes.

911
00:48:10,840 --> 00:48:14,160
Speaker 1: You can check out my weekly column on Bloomberg dot

912
00:48:14,160 --> 00:48:17,680
Speaker 1: com Slash Opinion, Follow me on Twitter at Rid Halts.

913
00:48:17,840 --> 00:48:21,600
Speaker 1: Sign up for my daily reads at ridhlts dot com.

914
00:48:21,640 --> 00:48:23,480
Speaker 1: I would be remiss if I did not thank my

915
00:48:23,600 --> 00:48:27,560
Speaker 1: crack staff who helps us put together this conversation every week.

916
00:48:27,920 --> 00:48:32,920
Speaker 1: Tim Harrow is my audio engineer. Michael Boyle is my producer.

917
00:48:33,320 --> 00:48:37,759
Speaker 1: Michael bat Nick is my researcher. Batica val Bron is

918
00:48:37,800 --> 00:48:41,759
Speaker 1: our project manager. I'm Barry Hults. You've been listening to

919
00:48:41,880 --> 00:48:44,480
Speaker 1: Masters in Business on Bloomberg Radio.