How to Turn One Restaurant into a National Brand | Ep 886

23:26We're going to get into training stuff in a second with like how do we increase alcohol sales and things like that. But what I want to do is increase the likelihood that people are already thinking about it, right? And so there's two things that I want to think about. Number one is with each of the dishes, you could put underneath of it pairs well with what drink this would go well with. And if they're reading it, they're going to be thinking, oh, well, they're saying it goes well with this. You will get more than 1 % of people to buy alcohol just from just adding to what it pairs with. And let's just look at the menus.

23:54Yes. I love that idea. Yeah, and this is all profit, right? Yep. Pairs with. Does that make sense? Yep. Okay. So this may be a wink-wink from my next book that's coming out, but there are a number of ways that you can make a customer more valuable. There are eight of them. One of them is a cross-sell, which is, do you want fries with that? For them, it's going to be, do you want an alcoholic beverage with that? And so what I want to do is make it as easy as possible for the customer to say yes. And I want to make it easy as possible for the staff to not forget. And so both of the tactics that I'm going to lay out for them are going to mirror those things.

24:26How to make it easy for the customer, remind them to do this thing. And the thing is, is they're getting 1 % of their sales from alcohol, which is super high margin, right? So if we can get that from like 1 % to 6%, so just adding 5 % to the business in terms of total revenue from this very high gross profit product line, then again, we have another 25 % increase in profitability. And that's just going from one to 6%. If you flip the table from no one's getting an alcoholic beverage to every person buys one, the profit of that table jumps through the roof. And so we only need like one out of 10 tables to do that.

24:56We always thought that the alcohol should be better than it is. And it would be a huge opportunity if we could improve it. And I mean, we see industry standards being like 5 % to 15%, maybe even 20%, right? And we're at less than one. So that's a really big weak point right there. Do you have specials in terms of drinks? No. Okay. So I would recommend having one special that's a drink. So just say like, hey, we also just freshly made a Thai mint Mai Tai, whatever. You know, whatever cocktail you want. It's made fresh here on staff. It's super refreshing for the summer or whatever months, you know, make it seasonal for, you know, whatever time it is.

25:33And that way, some people were coming back and was like, oh, that sounds good. Like, all we want is like, that sounds good. And then it's like, great, we have the purchase. So I would include that as the first thing. So basically there's have, hey, before we get into drinks, can I say the drink special? We make one every week and we spend a lot of time. We taste test a bunch in the back and we come up with the best one and it's freshly made here. Blah, blah, blah, blah. And I think people would really like that. So rotating one drink special. There we go. So tell me about the actual tabletop. Do you have anything on the table at all?

26:02Do you have like one of those little A-frames or one of those spread open? You know what I'm talking about? Like where the table? Yeah. You don't do that? Nothing. Yeah. Okay, is that too below where you want to be in terms of vibe of the dining? I'm okay with putting it. Okay. Especially if it's like, you know, a special. Yeah, yeah, like a special. So I would probably do that because people like the visual. So I probably have. So it's a difference right now, right? Customers sit down, we bring our menu. So we have like a menu and like a special menu. So the special menu has like all the picture and a recommendation.

26:32Our menu is just, you know, like the list of items with ingredients, but it's not left on the table. So when you're saying like having like a little kind of like a placement or it's kind of like there in their face. Because also I'm thinking about the servers, right? Like how can we help them do their job easier? And so if they can just point and then the visual is right there and they can see it, I think that's pretty compelling. And I think the way that you make that look is what will determine whether it looks cheap or whether it looks nice. Obviously, I wouldn't go lots of neon colors with the tropical background.

27:04Like that would probably not be there, right? So, you know, keep the look and feel of it upscale, but we still want to have the really nice, elegant descriptor underneath of, you know, once a week, the entire team tries, you know, five different drinks. We pick the best one. And then that's what we decide as a team to offer for the week. Because if we can get the team bought in on it, they're like, oh, my God, it was so good. Like, you guys should try it. At first, we're like, oh, we don't, should we do it? Should we not do it? We don't want to be like kind of like a fast food joint. That's why that deter us.

27:33But then the fact that he said, well, it depends. And you can design it in a way that is nice, presentable, and high class. Like, yes, we can do it. How come I don't think about that before? We really are doing something very similar. We have like wine or specials menu that we give out with the menus. But the table tent, it stays on the table. So no one's ever going to forget. It's always there. Are you talking about like maybe just one item, special one item? Or is it like maybe like a few items on the... Me personally? One. Just one? I want to draw. Yeah, exactly. For me, this is me as a consumer now talking.

28:07When I see like 10 things, it just is like another menu. Yeah. Right? I want to draw attention to one specific thing, really clear image. You know, the benefit is underneath, and then they draw my attention to it. And to me, that's really good. Now, the back of it, we're going to save for some review stuff. So I'll get to that in a second. On table one item special. Okay. We good on this so far? Yeah. All right. Good. So let's talk about getting people to come back. Right? So we want to have a way to identify who the new customers are. Like, hey, it's your first time dining with us, right? Is there something that we can do to identify to everybody else that, like, if someone says yes to that, can we put, like, just a drink coaster on their table that's a certain color or a napkin that's a certain color, whatever?

28:51But the reason it's so important is because then the whole staff knows, hey, these are first timers, right? And so obviously you want to give everyone a great experience. But just knowing it's someone's first time helps, right? And so one is identify first timers and B, I would give them some sort of surprise free thing at the end since it's their first time. So that's if they have a dessert or something like that, whatever the cheapest dessert is. Yeah, something that would be. But people remember things, something called peak end bias. And so people remember things, two key moments of every experience.

29:26They remember the peak emotional experience and they remember how things ended. Yeah. And so if we can just really make that ending really nice, I think that would be something like surprise dessert for first timers. And what I would want to do is then give coupon of some sort. And the way that you can do this, you want to do it classy, is that you have the manager put their card and then write free dessert on the back and then hand it to them. Okay. It's way better than a coupon. Right. Because then it feels like it's a personalized gift. Right. And so you say, hey, next time you come in, just bring this, and I'll have another dessert for you in the house.

30:06And so now it's like we're creating that loop. We want to bring them back in. Does that make sense? Does that feel okay? Yep. All right. So this is for first hoppers. Okay. For existing customers, I think you can offer the free dessert in exchange for reviews. Now, I know you guys do something like that now, correct? We have done it. Yeah, we have done it before. We've done it before. I'm a huge fan of free drink slash free dessert for review. And the time that I found it to be most effective is really at point of sale. So basically when they get the check. Now, I have a couple ways of doing this.

30:38So I want you to tell me which one feels, just kind of like I said, the pricing thing earlier, I'm going to give you two or three different ways of doing this. And you tell me the one that feels better for you. Okay. So the first way is, hey, if you guys want, I can take care of one of the drinks. If you're just willing to leave us a review, it would mean the world does. We're a small family-owned business. And if they do that, then you say, cool, let me take the check back. I'll take it off and I'll come back with it. And so then it's like, great, every one of these, and it's at the point of sale.

31:03So you want to give the discount now. The whole idea of like, if you leave a review, next time you'll get it's like, no one cares. They'll just pay and no one gives. So it's like, it has to be immediate. That's the first version. So free for review is thing one. That's the first version. The second version of this is when the check gets delivered, the manager comes after when it's sitting there, whatever, before it gets scooped up and says, hey, by the way, your server's name was Judy. And just so you know, Judy gets a small bonus if she gets over 10 five-star reviews in a month. That way it's like, we're doing it for Judy.

31:44So then you don't have to give anything away for free. But then you kind of just have the reciprocity of if Judy did a good job, you can give her a$50 thing. So this is the manager ask. Those are probably my two favorite ways of doing it. So either the immediate one in exchange for something or, hey, can you do it because of the staff that you liked? Right. Either one of those feel better to you? The first one. You like the first one better? Yeah. That's what we kind of do from time to time, but we're not consistent. Yeah. So that'll get into training, which we'll get into in a second. But because of the business that you're in more than anything else, it's so reviews driven, like online reviews.

32:21You know, if you took your reviews from, you know, 1 ,300 reviews to 13 ,000 reviews, the amount of, you know, people that are coming through the door. And like, all we have to do, you serve 100 ,000 people this last year or total. Just last year. Yeah. So if we got 10 % of people to leave a review, it would, I mean, it would change things for the business. Oh, definitely. And so it's like, do we think, and the thing is, is you have multiple people at the table. Yeah. And so where this gets kind of interesting, hear me out, is that you could say, hey, if you each leave a review, then I can get all your drinks.

32:48And in one table, we can get five reviews. Right. And so mind you, you don't have to do this forever. It's just, and this is obviously you're thinking about the next location too. Yes. Would I be willing to give up the cost of a drink in order to get a review? For sure. Not even, wouldn't even think about it. Nope. Right. And so, right. And so that's, that's, you're willing to make the trade. And the thing is, it's because it's on the check right now. They're like, sure. I like this place. This was great. I'll save five bucks, whatever. I would have, I would have done it for free, except they wouldn't.

33:13But right. But it like that little incentive helps out. So for brick and mortar services or restaurants, just local Main Street businesses, the vast majority of people make their decisions by searching online before they go. I mean, when you're about to go to a restaurant, what do you look at? You just look on Yelp, you look on Grubhub, whatever, and you see the reviews. And so I don't know about you, if I'm like looking at a dessert place and it's got three and a half stars, I'm not going. I'm not going to go. I'll just go to one that has four and a half stars. Like, why would I risk it? People only go out certain amount of times per month and they're not gonna blow their one time out on a three and a half star place They're just not gonna do it And so we need to boost the hell out of that so that not only do we have good reviews But we have a ton of them and so let me give you a different example So let's say that you've got one place that has 55 star reviews and it's a 5.0 and there's another restaurant that's 13 ,000 it's a 4.7.

34:03Where you going? 4.7 13 ,000 no question because you know this is a business like 13 ,000 reviews like holy cow like this place must this is probably iconic. This is probably a destination, which if you're a small business owner, what higher praise could you want? So when I read the review, it really gives us just not comfort, but also encouragement, right? And if I feel it, I am sure anyone who come on your page read that review will feel the same way. So to me, that it's important is how we communicate with our guests. I was thinking about a way to increase the average order value, right? And so in the commerce world, it's like you get free gifts over a certain amount of spend or you get free shipping.

34:42I'm trying to think of a way that we could tastefully do that within this business, which is like, it'd probably be better for takeout than I think in dining, which is like at$50 or $100, wherever you know, if the vast majority sit are at$60, right? $60, whatever it is. It's like, then we want to put the free gift at like 75 or 80. And so maybe on weekends, you make it 100. On the weekdays, you make it 80. So you just push that extra$20. It's like, hey, just so you know, you get an extra full whatever I just had for orders over$80. And I think that'll nudge a decent amount of people. Just put it right above where they're currently at.

35:16And it's like you get a full another order on top. And you guys have good gross margins on the food. Because I just want to bump it up. And you saw with the 99 cent thing. A dollar or two in this business makes all the difference in the world. And so this is basically an AOV, so average order value increase, with break points above current average threshold. And for this particular one, do you foresee it doing as part of our business going forward or is it supposed to be tied to special event or certain time of the year? So the reason I said takeout is because if you're on the phone or something like that or if it's on an order page online, it doesn't feel weird to me.

35:59Because we have to think about obviously the servers, right? They can only remember so many things. Yeah. There's actually lots of information too. Oh, sure. Yeah. Because what we're going to think about this is from the experience of the guest. So they're going to come in. Are you new? Yes. Great. Cool. So they know if they're new or not. Then they're going to say, can I tell you about the drink special? Yes. Then they walk them through the drink special and then we get way more people to do it. People are also going to ask questions because it says it pairs well with. Right. So a lot of people are going to ask questions about that and then you're going to get more upsells, which they're going to want because their tips are going to go up.

36:30So they're going to want to sell the alcohol. Yes. So they have an incentive to learn that stuff. And then basically from that point, there's really nothing different except at the very end, they're going to do this. So there's not a huge amount that we're really, we just have to know, are they a first time customer? We're going to make sure we do the drink special. And then at the end, we're doing this. Three things. Yep. That's it. So as much, I know we talked about a lot, but in terms of what they have to do, it's not too much. It's reduced down to this. We will worry about adding more work to our worker, right?

36:57But then the way that Alex chose us today is not adding more work. It's just adding pure profit. Simple solution. Simple solution. And we were complicating the whole thing and not able to get past our own thoughts. So one out of three strategies actually succeed in a business. And that's a McKinsey study that they did. And some businesses have two out of three strategies succeed. And the big difference is culture, which is the reward and punishment that exists within a business, which is fundamentally like how do people behave? How do people do stuff? And so this is a people-heavy business. And so I wanted to not just give them a bunch of, you know, here's all the stuff that you can do.

37:31But I wanted to translate that into real world. How are you going to get your staff to do it, right? Because if they don't ask people what beverage they want or ask them if they want to get dessert, very simple lines. But if they don't do it, it's a huge cost to the business. And so we had to make sure that they went home with clear items of like, this is how I'm going to train the staff and make sure that they do this every time. Otherwise, this is just a lot of fun entertainment, but nothing's gonna happen to the business You think we could change this coupon card to sign up for a loyalty program You get a free mango stick your race on your next visit.

38:02Oh, but you said you like the physical card I like the physical card a ton and if you're like hey if you're worried about Losing this just take a picture of it and just show it to me on your phone when you come back That way that people can bring up it. What if what if they they share it and people who came got the picture of the back of the card like so they brought new customers in oh no right so it's okay so you can have them take the picture of it and be like hey if you don't if you feel like you're gonna wash your jeans and it's gonna get you know just torn to shreds you can take a picture of it too and that way you have it okay it's a little thing the only reason i hesitate with the loyalty thing is just like how many people are actually part of loyalty programs for restaurants restaurants i'm not sure but cafes it's normal yeah no no oh so they have like the punch card and they have all that stuff.

38:47Because you said you wanted to be more on the upscale side, I have a whole thing on loyalty programs. I didn't get into it because I didn't feel like it was necessarily the best feel. I can talk about it and then you guys can decide. So I know you guys right now you do three. On their third one they get free sticky rice, right? When they come back, they do like - On their birthdays they get free sticky rice. Yeah. Probably every 200 spend they get a free Thai tea, but we can bump that up if we - So I think you'd have to sell me on the benefit of the loyalty program. And I probably wouldn't even, I just hate the, like, all I think of when I think loyalty program is somebody's just going to spam text me all the time.

39:23And so I never want to get, right? And so for me, the loyalty program would be like, you get three things. Is it on your birthdays? We're going to send you free stuff. We're just going to give you a coupon for coming in. When you're here, you get your first alcoholic drinks free or something like that. You know, because if it has one, sometimes they're more likely to have a second, right? One per table or per party. And then number three, when we have a wait, which you do on weekends, we prioritize you. Right? Now, for me, that third one alone would be enough. So I like that. I mean, I think a lot of people would join for that benefit alone.

39:56So I'll put F. I'll let you guys work the specific details of what you want in there. Because also when they fill that out, you can also get what their lead source was. Like, how'd you hear about us, et cetera. Big picture, I am split on loyalty programs in general. main reason, the food is the loyalty program. Your food's good, they're going to come back, right? And they're going to tell their friends. And so other businesses, I think loyalty programs can make a much bigger difference. Like if you have a med spa or something, like loyalty program is like the business, right? But for them, I was just thinking through, okay, well, this clearly meant a lot to them because they brought it up a couple times.

40:26And so I wanted to give them something. If I were to do it, this is how I'd approach it. And these are just based on things that I've seen work across industries. So running starts, which is where you have, let's say you have 10 punches. If you give people two or three punches on their first go, they feel like they got free stuff. But it's really like you just make the amount of punches that you need to do free and you just give them that start ahead of time. They've already proven this from a bunch of studies that running starts are like two or three times more likely to actually finish out their punches than people who had the same amount of punches remaining on a shorter punch card.

40:59And so it's like, well, if you're going to do it, do that, obviously. But beyond that, I think through the same value drivers that I mentioned in the offers book over and over and over again. So this is page 56 of the offers book. Check this out. So whenever I'm trying to improve any product or service, I always think through the same value vectors, which is what I want to have happen. How do I make it less risky? How do I make it faster? How do I make it easier? Those are the value vectors. And so I'm thinking as a restaurant, like how do I make it faster? And as soon as I was thinking through it, I was like, okay, well, you know, trying to say that they're going to get their food first when they walk in, like, when they walk in the door, that's probably not going to be realistic.

41:38Like, the cook takes a certain amount of time. And some people don't want to be rushed at dinner. So, like, in that instance, speed's probably not the right variable, right? But waiting in line and being able to have first access, okay, well, we can make that part faster, given the fact that they already have more demand. So, I'm like, okay, well, that's a good one. The decreasing the perceived likelihood, the risk factor, that's what all the reviews are for, right? How do we decrease effort and sacrifice? Well, we're going to make it really easy for them to buy the alcohol because it's going to be right in front of them, and we're going to pair it with the food that we think would pair best with those specific drinks.

42:09So they don't have to think, I'm not sure. Like, again, this friction. I'm not sure which beverage to have. Boom, it's already solved, right? I'm just trying to remove friction from a lot of the parts of the process, and if someone's willing to pay more or get some sort of benefit for giving us their information, then we'll happily pass those things on as a reason to do it. Good on this? Yeah. Don't worry. I know you're able to watch this. So you'll have it. Can we take that paper back as a souvenir? Yeah, of course. Of course. So now we're going to talk about team and operations, OK? OK, so this is the training.

42:38What we really need to train them on is kind of the upsell process. Number one, they have the greeting. And so when I think about training people, you want to think about it as almost like skits. Because whenever you teach something, you have a condition. You have something that happens, and then you have a behavior. So when this, then that. Right? So it's a rule. If this happens, then you do this. And so each of these are basically behavior rules. And so it's like, we're only going to teach you four rules. And the first one is that when someone comes in, you ask if it's their first time, if they say yes, you take this thing out of your pocket, you put it on the table.

43:07Now everybody knows that's thing one, let's practice. And you sit down to the table and you go back and forth. And the next person comes up and you drill it with them. Next person goes up, you drill with them and you just keep going through, do it for an hour. They'll have 20 reps in an hour of just doing skit one. Tomorrow we'll do skit two. And that training just gets so ingrained. If you do that on a regular basis for them, I'm sure before the shift starts, they have a 30 minute little powwow or 20 minute powwow. You just do this. And so you have the greeting for first time customers. The second is going to be the beverage, which is we're going to be practicing getting the alcohol upsell.

43:41So let me tell you about our one beverage of the week. So in the back, we try out every week we get together and we try out five different cocktails. And the one that we say is our favorite is what we make for the week. And so it's made fresh home here. We did it just a couple hours ago. It's freshly squeezed mint, blah, blah, blah. And a lot of people love it. Would you like one of those? That's it. That's all we do. And then the next person goes up and you say, do it again. And so you want them to get five, 10 repetitions per practice session. And so that way you can hold them accountable to it.

44:09Because if you do this on a regular basis, they'll do it. Then we have the pairings, which is when people are ordering their mains, just reminding them that that goes really well with. would you like? A lot of people like it with. And just doing that little reminder. So it's going to be sides plus alcohol. So with every one of these dishes, I mean, there's a reason McDonald's has, do you want fries with that? Do you want to supersize your meal? It's two, three questions after every time somebody says they want this thing. So yes, I want the pad thai. Awesome. Do you want to have extra noodles on the side?

44:42A lot of people do. No? Okay. It pairs really well with this. Do you want to go ahead and take one of those? And even the way I'm saying it, like, do you want to go ahead and take one of those? I'm telling them to say yes by how I'm asking the question. A lot of people do that. You want to go ahead and do one of those? They're like, okay, you know, I'll do it. And so we just want to practice that. So the practice piece would be, I order, and then you ask me question one, question two. An experienced salesperson will know those tiny little nudges. And in a rapid sales conversation, which is what a waiter or waitress has to have, let's say you have a table of five people.

45:17you're gonna have five sales interactions. And so we're talking like one sentence or one phrase that we're adding on per kind of exchange back and forth. And so we just have to get the team to practice those little nudges, which is like, would you rather have chocolate or vanilla? I like chocolate, right? Or most people like chocolate, or that's what a lot of people do here. And this matters more, especially with first time customers, because they're like, I don't know how it works here. And so then you're like, well, this is how it works. This is what most people do. This is what maximizes your experience while you're here at this restaurant.

45:45And so what we're doing functionally from a value perspective is we're paying down risk. We're increasing the perceived life of achievement. We're saying, you want to have this amazing experience? I'm going to help you have the best experience by just helping you navigate this menu and ordering process to get the best stuff. And I'm incentivized to do that because I want you to have a good experience, so you tip me well. For every alcoholic beverage, what do you charge for the drinks right now? It's pretty affordable. I think we're at like$6 or$7. Oh, super affordable. So they're going to get about a dollar at it.

46:12So it's like when you're looking at the table, Just think every question you ask, you have a dollar just sitting there. And you have five people at the table and you've got$2 in each one of them. It's just right there. And so, okay, you get three of them. Great. You just got$3 from just taking orders. I would translate it into what it means for them. Does that make sense? Yeah. Okay. From a team perspective, I would put a little leaderboard in the back for the server that got the most alcoholic beverage sales. And then you can give them$50 or$100, whatever. Or maybe they just get priority to pick what schedule they want.

46:44for the next month. Just little things like that. I think work really, really well. So the last step is review slash comeback offer. So if it's a first-time customer, they're going to get the comeback offer. If it's any other customer, it's going to be the review offer. Gotcha. Slash loyalty, if you want to do your loyalty offer. And that's why we set this up, so that we can do this. And if they forget, they can look down at the table and remember what napkin they put there. That's why we do this, right? This is how we make a little system out of it. Yeah, yeah. Does that make sense? Do you feel like they can do this?

47:14Yes, yes. I want to do it. So I think if we just do these things that we just outlined, there's a lot of points, but not, I think it's doable, is kind of my point. We just kind of went through almost most of the things that they have to handle. The rest of it is menu, moving the menu stuff around, adding the$99 to the price, like very small things that could be big differences to the business. So the last thing we'll do is I'll cover the next location, and then we'll wrap it up as one list, and we'll prioritize it. Cool? Cool. Okay. I think when you do your pre-opening, what I would do is I would do an influencer night.

47:45And so you make it a VIP event. They can videotape it and they could share it to their stories. And you can give them the promotional offer of the free dessert, the free sticky rice or a free drink, whatever, that you can trace back to them. And I think that would be a great first launch. And then you can also use all of their creative. That's the deal for getting the VIP experience. So it's like you get all these influencers and they make these little videos about your restaurant. And then you can basically run an ad after the fact. And people recognize them because they're influencers, but they're talking about your restaurant.

48:19All right, so check this out. So what I'm talking about is affiliates and partners. And so the big key here is an affiliate is a lead getter. They're an independent business that tells their audience to buy your stuff. And so if we're going to have a full night, we don't just want any kind of customer in the door. We want customers that can bring us boatloads of customers. Like, they're normal businesses. One customer tells two or three people, and then those people come in. But the value of an influencer or somebody who's a local celebrity or a local influencer who runs a forum or whatever it is locally, or they're just another local business owner that has exposure to many other people who are walking in their shop, their auto shop, every single day, then you invite them out.

48:56And they can then tell 100 people on your behalf. And so it's simply that it just gives you a lot more leverage, and you're willing to make a little bit of a trade. And so you might do it for free. You might do it at cost. You might give them half off because it's pre-opening. in exchange for them, you know, videotaping it or making a post or something like that. Those types of things are great ways to kind of launch the word of mouth from the people who have the biggest megaphones. So, number one thing we're going to do is we're going to do plus 99 on entrees. Number two is we're going to reorder menu in order of profit.

49:27Three, you're going to add pairings, alcohol with entree. Okay, number four, drink special with table top pick. All right, so we're gonna do first timers training, which is napkin plus a comeback offer. And then for returning customers, we're gonna do manager card for VIP treatment. And then seven, you're gonna have daily training on five scenarios. Doable? Yes. Okay, so let me show you how this actually adds up, though. So if we see no change in sales just by adding the 99 cents, we get plus 30 % of profit from this. Now, reordering the menu could actually have a really dramatic effect because if we just got a higher percentage of people to just buy the things that have the highest margin, that can have a really big effect on the bottom line because they're buying the stuff that costs the least, right?

50:31that has the most markup. And so this, I would estimate, might be somewhere in the neighborhood of like 10 % to 20 % if this succeeds. This one I feel really good about. This, obviously, is going to be huge for you. I mean, this could be somewhere in the neighborhood of like 40 % plus increases. Like this is really big, both of these together. First timer training, I think this is going to be more important for the second location because you're already at relatively full right now. So getting people to come back, I think is going to be really important for the second location. But this might also help with some of the weekday.

51:03Right. Because if you just get more people to come back, especially if they come during the weekdays, then those are the ones we really want to incentivize because it's like, we'll come back again during Tuesday. Right? So this might be some, I would probably estimate this might give you like a, and again, 10 doesn't sound like a lot, but it's 300, 400 ,000 a year. You know what I mean? Given your revenue. So it's not, it's not nothing. Right? Manager card, this is going to be reviews. You know, I'll bet this is probably a 20 % lift somewhere in that neighborhood. And then this is just going to be overall the execution.

51:32But these are the three that I think will really move the needle the most, and you don't have to do a lot to implement them. I can do it over the weekend and perfectly done. That's my favorite kind of implementation. Fast and easy is where you're going to be slow and hard. No, this is easy. I can just crank it out tonight and then print it out tomorrow. Good. How do you feel about this whole plant? Great. Doable, and it's going to make a big difference. Yeah, very great. Okay. Well, you know what we have to do now is we have to hug, and then I have to finish your food. I never thought I would do something like this.

52:05Super nervous when he's like, hey, you're going to go on the filming. I'm like, nope, not doing it. Scared to death. But I'm glad that I actually get out of that mindset. I choose to do it because I found lots of, not just a helpful tip, but also I feel like I received support and guidance, which is really important. And I'm so glad that I made the decision to be here. Really happy to be here. made me feel a lot more comfortable with learning how to scale better and trying to do it the right way the first time. So, Calvin and Ayer seem like amazing people, incredibly humble, very hardworking. I love the immigrant story, obviously.

52:41And it seems like they actually have a very good restaurant. And so I'm very excited to see they implement some of these changes and potentially dramatically enhance the profit of the business to hopefully set up their expansion strategy so that they can go on and dominate and the entire world can have lots of amazing time food. you