Bar Rescue (2011–…): Season 1, Episode 6 - The Blue Frog Sings the Blues - full transcript

Chicago, IL - Bar expert Jon Taffer attempts to get The Blue Frog 22, a failing bar in Chicago, to grow up. To do that, he'll need the mother-and-son owners to ditch the "Mom's Basement" aesthetic that's dragging them down.

- LAST YEAR, MORE THAN 5,000
FAILING BARS NATIONWIDE

CLOSED THEIR DOORS FOR GOOD.

IF THINGS DON'T CHANGE SOON,

THE BLUE FROG 22
IN CHICAGO, ILLINOIS

WILL BECOME JUST
ANOTHER STATISTIC.

18 MONTHS AGO,
EX-SALES MANAGER MIMI,

ALONG WITH HER
ENTREPRENEUR SON, JOHN,

CASHED IN MIMI'S RETIREMENT
TO OPEN UP THE BLUE FROG 22

IN THE CENTER OF ONE
DOWNTOWN CHICAGO'S

MOST POPULAR NEIGHBORHOODS.

THE LOCATION WAS
A POTENTIAL GOLD MINE,



AND IN THE BEGINNING,
THE PLACE WAS A HIT.

- WHEN WE FIRST OPENED,
WE WERE REALLY BUSY.

[loud chatter]

- BUT SOON, THE BAR'S CHILDISH
DECOR PUSHED LOCALS AND TOURISTS

TO THE TRENDIER SPOTS
DOWN THE BLOCK.

AND WITH DWINDLING SALES,
TENSIONS ROSE.

- KNOW WHAT?
I'M [bleep] STRUGGLING

TO PAY THE BILLS.

- DEAL WITH IT!

BEING, YOU KNOW, MOTHER
AND SON IS HARD.

I GOTTA ASK MOMMY, YOU KNOW,

WHAT I'M GONNA DO
ABOUT THIS BEER.

- THEIR INEXPERIENCE, COUPLED
WITH MIMI'S HOT TEMPER

AND JOHN'S LACK OF LEADERSHIP,



PUT THEM NEARLY
$400,000 IN DEBT.

- BOTTOM LINE IS IT'S STILL--
IT'S GOING TO BE WHAT I SAY.

- MOM...

- OUT OF CASH
AND OUT OF OPTIONS,

MIMI AND JOHN HAVE AGREED
TO PULL BACK THE DOORS,

BUST OPEN THE BOOKS,
AND MAKE A CALL FOR HELP

TO BAR RESCUE.

- RUNNING A BAR
IS NOT JUST A BUSINESS,

IT'S A SCIENCE.

FROM THE HEIGHT OF THE STOOLS,

TO WHERE YOUR EYES FALL
FIRST ON A MENU.

NO ONE KNOWS MORE ABOUT
BAR SCIENCE THAN JON TAFFER.

- I DON'T EMBRACE EXCUSES.

I EMBRACE SOLUTIONS.

- OVER THE LAST 36 YEARS,

JON HAS TRANSFORMED HUNDREDS
OF FAILING BARS WORLDWIDE.

- I BELIEVE THAT YOU
COULD DO THIS.

- USING HIS PROVEN METHODS
AND NO-NONSENSE APPROACH--

- DO SOMETHING ABOUT IT!

- JON WILL TURN THESE
MONEY PITS--

- CLEAN THE [bleep] PLACE OUT.

- INTO MONEYMAKERS.

- IF YOU WANT TO RUN
A SUCCESSFUL BAR

IN CHICAGO, ILLINOIS,

THE RIVER NORTH DISTRICT
IS THE PLACE TO DO IT.

THIS AREA HAS A POPULATION
OF OVER 20,000 PEOPLE

PER SQUARE MILE, MAKING AN
AVERAGE OF $82,000 A YEAR.

NEARLY 24 MILLION TOURISTS
VISITED THIS AREA LAST YEAR,

AND WHETHER YOU'RE ON
VACATION OR A LOCAL,

IF YOU'RE LOOKING FOR
A FUN, UPSCALE TIME,

THIS IS THE PLACE TO FIND IT.

JUST OFF THE CORNER OF STATE
AND HUBBARD STREETS

SITS THE BLUE FROG 22.

NIGHTLIFE EXPERT JON TAFFER
HAS BEEN CALLED BY OWNERS

JOHN AND MIMI TO HELP SAVE
THIS FAILING BAR.

- OKAY, THERE IS BLUE FROG.

- OKAY, IT LOOKS LIKE A FRENCH
RESTAURANT WITH THAT NAME.

- LOOK AT THE PIG.

THERE'S A HUGE PIG IN FRONT.

SO LET'S HOPE THEY HAVE
GREAT BARBEQUE.

- IN ORDER TO GET AN INITIAL
ASSESSMENT OF THE BLUE FROG,

JON WILL SEND HIS WIFE, NICOLE,
INTO THE BAR UNDERCOVER

TO POSE AS
A FIRST-TIME CUSTOMER.

- SO IT'S ALL RUN BY FAMILY?

- IT'S ALL RUN BY FAMILY.

IT'S A NICE-LOOKING PLACE.

WHY IS IT EMPTY ALL THE TIME?

SO I'M REALLY
FOCUSED ON, REALLY,

MARKETING INTELLIGENCE.
- RIGHT.

- GET ME THE CUSTOMER
PERSPECTIVE.

- YES.
- WE GOOD?

- I AM.
- GO HAVE FUN.

I'LL SEE YOU IN A LITTLE WHILE.
- OKAY.

- NICOLE HEADS
INTO THE BLUE FROG 22,

A 4,200 SQUARE FOOT VENUE
WITH A LINEAR BAR

AND THREE DINING AREAS,

WHICH SEAT UP TO 210 PEOPLE.

IN ADDITION TO THE CAMERAS
THAT HAVE BEEN FOLLOWING

THE BLUE FROG'S STAFF,
HIDDEN CAMERAS HAVE BEEN PLACED

AROUND THE BAR TO CAPTURE
NICOLE'S RECON.

- WHAT DO YOU WANT
TO START OUT WITH?

- I DON'T KNOW YET.
OH, WHAT'S WITH ALL THE TOYS?

[laughing] I JUST...

WHEN I FIRST WALK INTO A BAR,
I EXPECT IT TO BE COMFORTABLE,

INVITING, AND RELATABLE.

WHEN I WALKED INTO
THE BLUE FROG,

I FELT LIKE
I WAS AT A CARNIVAL,

WITH GAMES EVERYWHERE AND TOYS
HANGING FROM THE CEILING.

THIS IS NOT THE KIND OF PLACE

THAT WOULD KEEP
ME SPENDING MY MONEY.

IT'S A LITTLE UNUSUAL.

[laughs]
- THIS PLACE?

- YEAH, BECAUSE
THERE'S, LIKE,

CHILDREN'S TOYS
AND WEIRD STUFF.

LIKE A HIGH SCHOOL ON ACID.

[laughing]
I'M JUST LIKE...

- OH, THANK YOU.

THE FIRST THING
I ORDERED OFF THE MENU

WERE THE MACARONI CHEESE BALLS.

THE FIRST BITE I TOOK,
IT WAS FROZEN ON THE INSIDE.

TOTALLY INEDIBLE,
COMPLETELY DISGUSTING.

SO IS THAT WHAT PEOPLE DO
WHEN THEY COME HERE?

THEY GET WASTED
AND PLAY BOARD GAMES?

- UH, IT'S EITHER KARAOKE
OR GAMES.

- COOL.

I'VE BEEN HERE OVER AN HOUR,

AND I RECOGNIZE MIMI,
THE OWNER, AT THE BAR.

SHE'S BEEN DRINKING
THE ENTIRE TIME.

IT'S COMPLETELY UNPROFESSIONAL
AND TOTALLY BAD FOR BUSINESS.

- NOW THAT NICOLE
HAS COMPLETED HER RECON,

SHE MEETS WITH JON TO TELL HIM
WHAT SHE'S FOUND.

- HI.
- HOW'D YOU DO?

- PRETTY GOOD.

IT'S REALLY, REALLY BIZARRE.

- IS IT COMFORTABLE?

- IT'S LIKE
A SIX-YEAR-OLD BOY'S ROOM.

I ORDERED SOMETHING THAT SOUNDED
INTERESTING ON THE MENU.

AND IT WAS THESE DEEP FRIED

MACARONI AND CHEESE BALLS.

IT WAS ABSOLUTELY TERRIBLE.
I COULDN'T EAT IT.

- SO DID YOU SEE MIMI?

- YEAH, I SAW HER.

AND SHE WAS NOT--
NOT MINDING THE STORE.

SHE WAS...ENTERTAINING
HERSELF AND FRIENDS.

- DID THEY GET ANYTHING RIGHT?

- UH...THEY WERE NICE.

- OKAY.

- ARMED WITH THIS KNOWLEDGE,

IT'S TIME FOR JON
TO GET TO WORK.

HE WILL START BY SEEING
THE BAR HIMSELF,

AND MEETING THE OWNERS OF THIS
CRUMBLING BUSINESS.

- AS SOON AS I WALKED IN,

I KNEW EXACTLY
WHAT NICOLE MEANT.

I ALMOST FELT LIKE I WAS WALKING
INTO AN ICE CREAM PARLOR.

OR A PLACE WHERE KIDS GO
FOR PIZZA BIRTHDAY PARTIES.

THE ENVIRONMENT DOESN'T FIT
THE MENTALITY OF NIGHTLIFE.

- UNAWARE THAT JON HAS ARRIVED
AT THE BLUE FROG,

OWNERS JON AND MIMI
BEING FIGHTING IN THE KITCHEN.

- YOU THINK I LIKE LETTING
PEOPLE WALK OUT THE DOOR?

- NO, I DON'T THINK YOU DO.

- THIS IS WHAT I'M TELLING YOU.
YOU'RE OVERREACTING.

- KNOW WHAT, I'M [bleep]
STRUGGLING TO PAY THE BILLS.

AND ALL OF A SUDDEN WE GOT
PEOPLE WALKING OUT,

WE GOT PEOPLE SAYING WE
SHOULD BUY 'EM THEIR DRINKS.

- HELLO.

I'M JON TAFFER.

- JON, JOHN REED.

- NICE TO MEET YOU, JOHN.
- NICE TO MEET YOU.

- HI, KELLY REED.
- HI, KELLY.

- MIMI WITSCHY.
- HI, MIMI.

AM I BREAKING UP AN
ARGUMENT OR SOMETHING?

- EH.

- YOU'RE NOT BREAKING IT UP,
WE CAN CONTINUE IT.

- OKAY, YOU WANT TO CONTINUE IT
NOW, WHILE I'M HERE,

OR WOULD YOU LIKE TO CONTINUE IT
WHEN YOU'RE DONE?

- NO, THAT'S FINE.

- LOOKS LIKE HE'S TOUGH,

BUT I'M REALLY GONNA JUST TRY
AND LISTEN TO HIM.

HOPEFULLY, WE WON'T
GET BEAT UP TOO MUCH.

AND HOPEFULLY TAME MY MOM DOWN
A LITTLE BIT ENOUGH TO LISTEN.

- WELL, NICE TO MEET YOU.

- OBVIOUSLY NICE TO MEET YOU.

- CAN WE SIT
FOR A FEW MINUTES?

- ABSOLUTELY.
- SURE.

- WHEN I SEE
MANAGERS FIGHTING LIKE THIS,

IT TELLS ME THERE'S
NO PROCEDURES, NO ORGANIZATION,

AND NO COMMUNICATION.

THOSE ARE THE SIGNS
OF A FAILING BAR.

- AFTER BREAKING THINGS UP,

JON TAFFER SITS DOWN
WITH OWNERS JOHN AND MIMI

AS WELL AS JOHN'S WIFE,
MANAGER KELLY,

TO LEARN THE TRUTH ABOUT THIS
DETERIORATING BUSINESS.

- I KNOW THE BAR BUSINESS
REALLY WELL.

AND I HEAR YOURS
IS IN TROUBLE.

- YEAH, WE'RE IN TROUBLE.

- WANT MY HELP?
- I DO.

- OKAY.

WHEN I MET MIMI, IT ONLY TOOK ME
ABOUT 30 SECONDS

TO REALIZE SHE WAS DRUNK.

HAVE YOU BEEN DRINKING TONIGHT?

- ABSOLUTELY.
IT'S A BAR BUSINESS.

- 'CAUSE I CAN TELL.
IT'S A BAR BUSINESS.

- I'VE BEEN IN THE BAR
BUSINESS 35 YEARS.

I'VE NEVER HAD A DRINK IN A BAR
I WORKED IN IN MY LIFE.

- OKAY...

I LIKE TO DRINK,
AND I WILL DRINK.

- YOU LIKE TO DRINK? REALLY?
- YEAH.

- I EXPECT YOU TO BE SOBER
WHEN YOU'RE WITH ME.

IS THAT REASONABLE?
- I BELIEVE I'M SOBER.

- REALLY?
HOW MANY DRINKS HAVE YOU HAD?

- I DON'T KNOW.
- YOU DON'T KNOW.

IF YOU WERE SOBER, YOU WOULD
THINK YOU WOULD KNOW IT.

- I'M A DRINKER.

I DRINK AND I RUN A BUSINESS.

- AND HOW'S THAT
WORKING OUT FOR YOU?

- FOR THE MOST PART,
PRETTY GOOD.

- REALLY?
IS YOUR BUSINESS IN TROUBLE?

- YES, SIR.

- STOP DRINKING!

- YOU KNOW, I WORK MY ASS OFF.
AND I'M GONNA DRINK.

IT'S A LOT CHEAPER FOR
ME TO DRINK HERE

THAN GO SOMEWHERE
ELSE AND DRINK.

- THERE'S NO DRINKING HERE.

THIS IS A BUSINESS.

THIS IS NOT A PLACE FOR FUN.

AND THERE'S NO PLACE
FOR DRINKING IN A BUSINESS.

- OKAY.
- OKAY?

OUR EMPLOYEES DESERVE
THAT WE'RE SOBER.

OUR CUSTOMERS DESERVE
THAT WE'RE SOBER.

PROBABLY YOUR CREDITORS
DESERVE THAT WE'RE SOBER.

- YEAH.

- OKAY, I'M GUESSING YOU GUYS
GOT SOME MONEY ON THE LINE.

both: A LOT.

- GIVE ME AN APPROXIMATE NUMBER.

- $350,000, $400,000.
- SO LET'S SAY YOU'RE $400,000.

IS IT DEBT OR IS IT CASH?
- DEBT.

- DEBT.
YOU GUYS HAVE A LOAN ON IT?

- YEAH.
- WELL...

I--IT'S MY RETIREMENT FUND.

- OKAY, WELL THAT'S WHAT
I WANT TO HEAR.

- AND WE'LL LOSE OUR
HOUSE OVER THIS.

- OKAY, SO THIS IS SERIOUS
STUFF, HUH?

- IT IS.
IT IS.

- TO OPEN A BAR
LIKE THE BLUE FROG,

IT SHOULD COST AROUND $200,000
IN THE FIRST YEAR.

SUCCESSFUL BARS WILL
WIPE OUT THIS DEBT

IN THE FIRST SIX MONTHS,
PUTTING THEM IN THE BLACK

BY THE END OF THEIR FIRST YEAR.

THE BLUE FROG SPENT $400,000
IN THEIR FIRST YEAR,

DOUBLE WHAT A NEW BAR'S STARTUP
COSTS SHOULD BE.

WHEN SALES DWINDLED, JOHN AND
MIMI KEPT EMPLOYEES

WHEN THEY SHOULD
HAVE BEEN DOWNSIZING.

THE RESULT IS THAT
THEIR DEBT SKYROCKETED.

- PEOPLE GO TO BARS

THAT THEY RELATE TO.
- RIGHT.

- THEY GO TO BARS
THAT MAKE THEM FEEL GOOD.

YOU EVER SEE A BAR WITH TOYS?

- THAT'S WHAT MAKES US UNIQUE.

- AND ALSO IS WHAT
MAKES YOU EMPTY.

- WE'RE NEW.
- YOU'RE A YEAR OLD.

- YOU'RE NOT NEW.

IF I SAID TO YOU, JOHN,
THAT WHEN I WALK IN--

- OKAY, HE'S TALKING TO YOU,
NOT ME.

- CAN I TALK TO EVERYBODY
FOR A MOMENT?

I'LL COME BACK TO YOU.

LET'S JUST BE PROFESSIONAL HERE.

THIS IS A BUSINESS MEETING.
- I CAN BE VERY PROFESSIONAL.

- I'D LIKE TO TALK TO EVERYBODY
AT THE TABLE.

OKAY?

I'M TRYING TO MAKE YOU
SOME MONEY HERE, GUYS.

I'M TRYING TO SOLVE A PROBLEM.

I'M NOT TRYING
TO CREATE AN ARGUMENT.

- RIGHT.
- YOU KNOW I'M A PROFESSIONAL.

YOU WANT ME TO TELL YOU
WHAT I SEE, THIS IS WHAT I SEE.

- 'CAUSE I'M NO ONE.
- I SEE TOYS...

AND SEE THINGS LIKE THIS.

IS THAT THE KIND OF PLACE
THAT YOU, AS A MAN,

WOULD RELATE TO GOING?

- YES.
- THAT YOUR LIFESTYLE--

I'M ASKING HIM A QUESTION,
LET HIM ANSWER.

- EXCUSE ME.
I'M AN OWNER.

- I'M ASKING HIM A QUESTION.

- I'M SORRY I'M A FEMALE,
BUT I'M AN OWNER.

- IS THIS THE WAY
THIS IS GOING TO GO?

IS SHE GOING TO TALK THE WHOLE
TIME, AND NEVER LET

ANYBODY ELSE IN
THIS BUSINESS SPEAK?

IS THAT WHY WE'RE
IN THE POSITION WE'RE IN?

- WHY ARE YOU NOT
ACKNOWLEDGING ME?

- TELL ME THE TRUTH, IS THIS
WHY WE'RE IN THE POSITION

THAT WE'RE IN NOW?

THE FAMILY DYNAMIC
IS ALWAYS DIFFICULT.

THIS IS THE MOTHER.

SHE'S MATRONLY.

SHE'S THE HEAD OF THIS FAMILY.

THEY HAVE TO START DISAGREEING
WITH HER AND THINKING

AS BUSINESS PEOPLE,
NOT AS FAMILY MEMBERS.

I'M GUESSING MIMI
CONTROLS AND DOMINATES,

AND NOBODY HAS THE COURAGE
TO GO UP AGAINST HER.

THAT'S WHY WE HAVE A BAR
FILLED WITH KIDS TOYS.

- THAT'S WHAT WE'RE TRYING
TO GO WITH HERE.

WE'RE TRYING TO COME UP
WITH GAMES THAT PEOPLE

CAN RELATE
TO THEIR CHILDHOOD, AND--

- DO PEOPLE WANT
TO GO TO NIGHTCLUBS

AND RELATE
TO THEIR CHILDHOOD?

- A LITTLE BIT.
I MEAN, I THINK--

- REALLY?
- YEAH.

- THIS IS WHAT BRINGS PEOPLE IN.

- WHO?

- PEOPLE DO LIKE THE CONCEPT.

I DON'T AGREE WITH HIM THAT
PEOPLE AREN'T COMING HERE

BECAUSE THERE'S GAMES.

PEOPLE COME HERE.
THEY LOVE IT.

- GUYS, THIS PLACE IS GOING
TO SUCCEED BY ITS ENVIRONMENT.

IS THIS PLACE HIP?
- NO.

- IS THIS PLACE--
- YOU'RE [bleep] LYING!

- MOM!

- MIMI IS VERY DEFENSIVE
ABOUT THIS PLACE.

SHE DOESN'T LIKE BEING TOLD
THAT IT'S WRONG.

I CAN UNDERSTAND THAT.
BUT SHE STILL HAS TO HEAR IT.

- MOM!
- NO, REALLY.

- SIT DOWN.
- REALLY.

I'M SORRY, I HAVEN'T DEALT
WITH THIS IN A LONG TIME

WHERE I'M A FEMALE.

- SIT DOWN.
I'M THE ORIGINAL OWNER.

- AND I'M JUST BEING
TOTALLY IGNORED.

- YOU'RE NOT BEING IGNORED.

- I AM.
- I'M SORRY.

I'M TALKING TO YOU.
- I JUST TALKED TO YOU.

I'M BOUNCING
AROUND THE TABLE.

ARE YOU MAKING MONEY?

both: NO.
- OKAY.

WELL THEN SOMETHING'S
VERY WRONG, RIGHT?

- UH, YES.
- WANT MY HELP?

- I DO.

MIMI AND I ARE A LITTLE BIT
DIVIDED ON THIS.

I MEAN, SHE'S HOLDING ON
TO EVERYTHING SHE KNOWS,

AND I DON'T GIVE A CRAP, MAN.

I JUST WANT TO MAKE MONEY.

SO, LET'S SEE
WHAT HE HAS TO SAY,

AND SEE IF WE CAN DO THAT.

- SO FOR THE NEXT
FIVE DAYS, GUYS,

I NEED TO BE IN CONTROL
OF THE BUSINESS.

MY COMMITMENT IS GOING
TO MAKE ME SAY IT LIKE IT IS,

BE REALLY, REALLY HONEST

AND VERY, VERY
STRAIGHTFORWARD WITH YOU.

- GOOD.
- OKAY, SO...

CAN I HAVE YOUR
COMMITMENT AS WELL?

- YOU'VE GOT MINE.
- YOU GOT MINE.

- AND MIMI, DO I HAVE YOURS?

- I DON'T KNOW YOU.

I WANT TO GIVE YOU
MY COMMITMENT.

PROVE ME RIGHT.
- OKAY.

I WILL PROVE YOU RIGHT.

- HE'LL HAVE TO PROVE IT TO ME.

I WILL CHALLENGE HIM.

HEY, BRIAN, CAN I HAVE
A DR. PEPPER...

WITH A LOT OF RUM IN IT?

- JON TAFFER HAS BEGUN
HIS BAR RESCUE METHOD

ON THE BLUE FROG 22.

- THE BAR'S SO QUIET.

- HE'S LEARNED THAT THE BAR IS
ODDLY DECORATED WITH KIDS' TOYS,

AND THAT MOTHER AND SON OWNERS
JOHN AND MIMI

HAVE RUN THIS BAR
INTO NEARLY $400,000 OF DEBT.

NOW IT'S TIME FOR JON TO GATHER
THE BLUE FROG STAFF

AND GET THEIR PERSPECTIVE
ON WHY THIS BAR IS FAILING.

- NOW I'M GOING TO TAKE IT OVER.

TAKE CONTROL OF IT, AND FIX IT.

AND I'M A LITTLE CONCERNED
'CAUSE I SENSE

THAT I'M GOING TO GET SOME
RESISTANCE FROM MIMI.

MY NAME IS JON TAFFER.

AND I AM ONE OF THE BEST BAR
CONSULTANTS IN THE WORLD.

SO WHO'S THE GENERAL MANAGER?

- I GUESS THAT WOULD BE ME.

- YOU GUESS THAT WOULD BE YOU?
- YEAH.

- WOULD YOU SAY
HE'S THE GENERAL MANAGER?

- I WOULD.

- SO DO YOU WORK FOR HIM?
- NO.

- SO HE'S NOT
THE GENERAL MANAGER, YOU ARE.

- I'M THE OWNER.

I, EH, OKAY, OH,
THERE'S A PROBLEM.

I DON'T KNOW THE DIFFERENCE--
DEFINITION.

- IS SHE YOUR GENERAL MANAGER?

- YES.

- IS HE YOUR GENERAL MANAGER?
NO?

I'M SEEING SHAKING HEADS.
SPEAK TO ME.

- THERE'S BRETT, JAY--
GENERAL MANAGERS.

I CONSIDER JOHN AND MIMI
THE OWNERS.

IT'S HARD TO FIGURE OUT
WHO IS THE DECISION MAKER.

SO DECISIONS HAVE TO GO
THROUGH FOUR PEOPLE.

AND THEN WHAT ULTIMATELY
ENDS UP HAPPENING

IS COMMUNICATION SLIPS.

- YOU KNOW,
WE DON'T REALLY HAVE

THAT ONE PERSON
TO BE IN CHARGE.

LIKE MIMI AND I ARE PROBABLY,

YOU KNOW, THE HIGHEST UP
ON THAT THING.

BECAUSE EVEN THOUGH WE'RE EQUAL,
SHE'S STILL MY MOM.

LIKE AM I REALLY
RUNNING THIS PLACE,

OR ARE YOU JUST KIND OF
PRETENDING LIKE I AM,

BUT YOU WANT TO MAKE
ALL THE DECISIONS?

- WELL, THAT'S GOING
TO CHANGE TOMORROW.

- WE DON'T KNOW WHO
THE GENERAL MANAGER IS.

WE DON'T KNOW WHAT THE STRUCTURE
OR THE HIERARCHY IS.

I MEAN, AS AN EMPLOYEE,
LIKE...

WHAT AM I SUPPOSED TO DO?

- SO YOU KNOW, THAT'S ONE THING,
IS CONSISTENCY IN MANAGEMENT.

OUR STAFF DESERVES THAT.

I DON'T HAVE TIME
TO PLAY AROUND.

SO UNDERSTAND I'M GOING TO BE
REALLY DIRECT.

IF I GOT SOMETHING TO SAY,
I'M GOING TO SAY IT TO YOU.

WHAT I NEED YOU GUYS TO DO
IS GO HOME TONIGHT.

GET SOME REST.
YOU'RE GOING TO NEED IT.

HAVE A GOOD NIGHT, EVERYBODY.
THANK YOU.

- NOW THAT JON HAS UNCOVERED

THE LACK OF MANAGEMENT
IN THIS BAR,

IT'S TIME FOR HIM TO LOOK
AT SOME OTHER PROBLEMS

PLAGUING THE BLUE FROG.

AND HE'S BROUGHT IN SOME HELP.

HIGHLY ACCLAIMED
INTERIOR DESIGNER NANCY HADLEY

IS HERE TO REDESIGN
THE BLUE FROG.

WITH YEARS OF EXPERIENCE
DESIGNING HOMES AND RESTAURANTS

ALL OVER THE COUNTRY,

NANCY WILL HELP THE INTERIOR
OF THE BLUE FROG GO FROM

TOY CHEST TO TREASURE CHEST.

- I'VE BEEN WORKING WITH NANCY
FOR YEARS.

SHE UNDERSTANDS
ALL MY SCIENCES

AND KNOWS HOW TO DESIGN
TO CREATE A MONEY MACHINE.

- HELLO.
- HI.

- HOW ARE YOU?
HI, GUYS.

HI, JON.
HOW ARE YOU?

- I'D LIKE YOU TO MEET NANCY.

- NANCY.
- HI, MIMI.

- PLEASURE.
- NICE TO MEET YOU.

WALKING INTO THAT SPACE WAS

MUCH WORSE THAN I EXPECTED.

I MEAN, IT WAS CLEAN,
WHICH IS GREAT.

BUT IT WAS LIKE SOMEBODY
BLEW UP A TOY CHEST

ALL OVER A BAR.

AND THAT IS JUST NOT GOOD.

THAT JUST DOESN'T WORK FOR ME.

- THIS PLACE HAS A FAMILY
INFLUENCE.

I CAN SEE IT.
- YEAH.

- 'CAUSE THIS LOOKS LIKE
A REFRIGERATOR AT HOME.

- YEAH.

- JUNIOR EXECUTIVE,
URBANITE--

IS THIS GOING TO CAUSE THEM
TO COME HERE

AND BUY A PREMIUM SPIRIT?

- I DON'T SEE PEOPLE PUTTING
THAT MUCH ATTENTION TO IT.

- MIMI, I'M SIMPLY ASKING
A QUESTION, GUYS, PLEASE.

- AND I'M SIMPLY RESPONDING.

- IT'S JUST SIMPLY YES OR NO.

DOES THIS STIMULATE THAT TYPE OF
A BUYING MOTIVATION, DOES IT?

- DOES IT PREVENT IT?

- YES.
- OKAY.

- MIMI, YOU'RE ANGRY AT ME NOW.

DO YOU HAVE SOMETHING
YOU WANT TO SAY?

- DIDN'T REALIZE THAT EVERYTHING
ABOUT IT WAS WRONG.

- THIS PLACE IS NOT A COLLECTION
OF MISTAKES,

IT'S A COLLECTION OF
BAD DECISIONS.

THERE'S A BIG DIFFERENCE.

- IF YOU DON'T LIKE THE GAMES,

YOU DON'T LIKE OUR CHILD
ATMOSPHERE,

I'M LOSING IT.

IT'S FRUSTRATING.

- THEY HAVE TO UNDERSTAND,

IF THEY DON'T BLEND
TO THE ENVIRONMENT,

THEY'RE NOT
GOING TO MAKE IT.

- AFTER JON ASSESSES

THE SHOCKINGLY CHILDISH DECOR
OF THE BLUE FROG,

HE GATHERS THE STAFF
FOR AN IMPORTANT MEETING.

- QUICK STAFF MEETING.
I WON'T KEEP YOU TOO LONG.

WHAT I'M ABOUT TO SAY,
THEY ARE NOT GOING TO LIKE.

I UNDERSTAND THAT,
BUT I HAVE TO SAY IT.

THEY HAVE TO HEAR IT.

I KNOW WHAT HAS TO GO.

AND THE TOYS HAVE TO GO.

- IT'S GOING TO BE TOUGH
LETTING GO ON SOME STUFF.

WE'LL TRY AND GET THROUGH IT
AS BEST WE CAN.

CHANGE IS NEVER EASY.

BUT, UH, WE'RE DOING THIS
FOR THE RIGHT REASONS.

- AND THERE'S
A LOT OF MONEY ON THE LINE.

- YEAH.
WE CAN'T GO OUT OF BUSINESS.

- IT'S HARD 'CAUSE
YOU'RE ATTACHED.

- TO PUT BABY BLOCKS
AND PETER PAN BOOKS

ON THE WALL OF A BAR
WHERE YOU'RE ATTRACTING

A SOPHISTICATED
ADULT AUDIENCE,

MIGHT BE SOMETHING
A MOTHER WOULD DO,

BUT IT'S NOT SOMETHING
A BUSINESS PERSON WOULD DO.

STARTING NOW, I WANT
ALL THE TOYS OFF THE WALLS.

SO LET'S GET TO IT.
OKAY?

- IT WON'T BE
THE BLUE FROG ANYMORE

IF IT'S A DIFFERENT DECOR.

I WANT TO GO CURL UP
IN A CORNER AND CRY.

- MIMI SAID SHE COULDN'T HELP US
TAKE EVERYTHING DOWN

'CAUSE SHE HAD SOME BUSINESS
STUFF TO TAKE CARE OF.

AND, YOU KNOW, I DON'T KNOW IF
THAT'S REALLY THE CASE OR NOT.

IF SHE REALLY HAD TO DO
ALL THAT STUFF

RIGHT THEN AND THERE.

YOU KNOW IF THAT'S HOW
SHE DEALS WITH IT,

THEN THAT'S HOW SHE
DEALS WITH IT.

- TAKING THESE GAMES OUT
OF THE BAR FEELS REALLY GOOD.

THEY'RE MORE OF A HASSLE
THAN FUN IN MY OPINION.

- IT FEELS EXCELLENT
TAKING THIS DOWN.

IT'S KIND OF ACTUALLY ALWAYS
BEEN A SECRET DREAM OF MINE.

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- AFTER THE MAIN PROBLEM
OF THE DECOR IS TAKEN CARE OF,

IT'S TIME TO SEE WHAT JON
IS UP AGAINST

IN THE BAR AND THE KITCHEN.

SO HE'S CALLED IN SOME HELP.

CHEF JOSH CAPON IS HERE TO
ASSESS THE BLUE FROG'S KITCHEN.

HIS EXPERTISE ESSENTIAL TO HELP
THE KITCHEN STAFF EVOLVE.

RESIDENTS OF THIS
UPSCALE AREA OF CHICAGO

LIKE HIGH-END,
DOWN-HOME MEALS

AND DON'T MIND PAYING A BUCK
OR TWO MORE FOR THEM.

THOUGH THE KITCHEN
NEEDS AN OVERHAUL,

OWNER JOHN IS SKEPTICAL
ABOUT HAVING A CHEF

EVALUATE THE AREA OF THE BAR
HE'S MOST PROUD OF.

- SO I'M HERE TO SEE
WHAT'S GOING ON.

HELP YOU GUYS OUT A LITTLE BIT.
- OKAY.

THERE'S A LITTLE BIT OF AN EGO
WHEN IT COMES TO THE KITCHEN.

THAT'S MY AREA.

AND I'M THE GOD WHEN I WALK
INTO THAT KITCHEN, MAN.

- WE GOT THE FREEZER.

LOT OF PRODUCTS THAT ARE

KIND OF MASS PRODUCED.

YOU KNOW, I LIKE MY VEGGIES,
BUT...

I LIKE MY VEGGIES FRESH,
NOT FROZEN.

YOU KNOW WHAT I MEAN?
- OKAY.

- YOU GOT TO BE CAREFUL WITH
THE SCRAPE MARKS, YOU KNOW?

IF THE HEALTH DEPARTMENT DOES
COME, THIS IS A VIOLATION.

- YOU KNOW, I TAKE A LOT OF CARE
IN THE KITCHEN.

AND TO HAVE SOMEONE COME BY
AND KIND OF RIP IT APART,

WELL, IT STINGS A LITTLE BIT.

AND IT'S HARD TO HEAR.

- THESE ARE THE BURGERS
YOU'RE SERVING NOW?

- YEAH.

- YOU KNOW, WHEN YOU
GET SOMETHING THAT THIN,

YOU GET NO COLOR ON IT.

IT REALLY JUST SWEATS, AND IT
GOES STRAIGHT TO WELL DONE.

ARE WE COOKING
THE BURGERS ON THE GRILL,

OR ARE WE COOKING THE BURGERS
ON THE FLAT TOP?

- GRILL.
- OKAY.

THIS IS A GAS GRILL.
- OKAY.

- ALL YOU'RE DOING IS LOSING
THE FAT AND THE JUICES.

I BELIEVE A BURGER SHOULD COOK
IN ITS OWN FAT.

- CHEF CAPON MUST GET
A FEEL FOR THE FOOD

THE KITCHEN
IS CURRENTLY SERVING

TO GET AN IDEA OF WHAT NEEDS
TO BE IMPROVED UPON.

- I MEAN, STARTING
WITH THE SALAD,

AS FAR
AS CANNED ANCHOVIES GO,

THIS IS NOT SOMETHING
YOU'LL WANT TO EAT.

IT DOESN'T LOOK APPETIZING.

IT'S GOT THE BONES IN THERE.

- WHAT IS THAT?
- THAT'S OUR TEX-MEX BURGER.

- I'M GOING TO BE
HONEST WITH YOU.

I'M NOT EVEN TASTING THAT.
- ALL RIGHT.

- THAT JUST LOOKS
A LITTLE SCARY TO ME.

YOU KNOW, THE ONE ITEM THAT
I ACTUALLY DIDN'T EVEN TASTE

WAS THE BURGER.

AND THAT'S ONE OF THE ITEMS THAT
SHOULD BE ESSENTIALLY A GO-TO.

IT'S ALMOST WHERE
I ALMOST WANT TO START.

BECAUSE IT WAS AT THE BOTTOM.

- WHILE CHEF CAPON FINISHES
ASSESSING THE KITCHEN,

JON HAS CALLED IN BEER EXPERT
JASON BALDACCI.

THE BLUE FROG SELLS
A HIGH VOLUME OF BEER.

WITH JASON'S EXTENSIVE KNOWLEDGE
OF LOCAL CHICAGO BREWS,

HE CAN HELP THE BLUE FROG
MAXIMIZE THE CUSTOMER EXPERIENCE

ALONG WITH
THE BAR'S BOTTOM LINE.

- CAN I TAKE A LOOK?
- ABSOLUTELY.

THE BAR IS AWFUL RIGHT NOW.

BUT WE'VE DONE THE BEST
THAT WE CAN DO WITH THAT SPACE.

- IF I'M TAKING AN ORDER,
YOU KNOW, RIGHT HERE,

I'LL HAVE A HACKER-PSCHORR.

I'VE GOTTA GO OVER HERE,
GRAB THE BOTTLE,

BACK OVER HERE, GRAB THE GLASS.
- RIGHT.

- YOU KNOW, JUST EXTRA STEPS.
I MEAN, THAT'S...

BUT NOT A LOT HAS CHANGED?

YOU GUYS AS MANAGERS,

DO YOU TAKE
INTO CONSIDERATION WHEN...

- ALL OF THIS HAS BEEN VOICED.
IT'S NOT SOMETHING--

- I MEAN, SO IS IT --

WHO HAS THE AUTHORITY TO MOVE
STUFF AROUND BACK HERE?

- THAT I COULDN'T TELL YOU.

IT'S NO SECRET THAT THE BAR
IS SET UP BAD.

- UH-HUH.
- AND THE--THE THINGS--

- WELL, WHY IS IT STILL
SET UP BAD?

- WE'VE BEEN OPEN FOR A YEAR.

- WE...JUST...NOTHING'S BEEN
DONE ABOUT IT.

A LOT OF TIMES, YOU'LL SAY
SOMETHING, AND IT'LL TAKE WEEKS,

IF NOT MONTHS,
FOR IT TO GET DONE.

- WHO MAKES THE DECISIONS
FOR WHAT BEERS COME IN?

IS IT SORT OF COLLECTIVE?
- COLLECTIVE.

- IT'S BEEN COLLECTIVE.
- KIND OF COLLECTIVE?

- AND, UM, OWNERSHIP AS WELL.

- OWNERSHIP AS WELL?

SO THERE'S A LOT OF COOKS IN
THE KITCHEN FOR THAT ONE THEN?

- YEAH.

- IT TAKE A LOT OF PEOPLE
TO MAKE A DECISION.

YOU HAVE TO GO THROUGH JOHN.

AND THEN I HAD TO GO
THROUGH MIMI.

AND I GOTTA GO THROUGH A LOT OF
DIFFERENT STUFF

IN ORDER TO GET SOMETHING DONE.

- LET'S POUR A BEER.

IT'S ACTUALLY BEST
TO NOT HAVE THE FAUCET

TOUCH THE GLASS AT ALL.

- OKAY.

- BRASS WILL LEAVE LIKE
A METALLIC FLAVOR IN THE BEER.

- THE EXPERTS HAVE GOTTEN
A FIRST LOOK

AT THE BAR, KITCHEN,
AND MANAGEMENT ISSUES.

NOW THEY MUST MEET TO DECIDE
THE NEW DIRECTION OF THE BAR.

- HERE'S THE STATISTICS.

57% OF ALL PEOPLE
THAT COME TO CHICAGO,

OR ANY CITY,
FOR THAT MATTER, TO VISIT

ARE GOING TO GET
THEIR RESTAURANT RECOMMENDATION

FROM A LOCAL TOWN PERSON.
- OF COURSE!

- SO IF WE CAN
GET THE LOCALS HERE,

WE'LL GET THE TOURISTS HERE.

ARE THERE SOME GOOD LOCAL
BREWERIES HERE IN CHICAGO?

- THERE'S SOME GREAT
LOCAL BREWERIES.

- SO, JOSH...

YOU HAVE THE BEST
HAMBURGER PLACE IN NEW YORK.

NOBODY DOES IT BETTER
THAN YOU.

COULD YOU DO THAT
FOR ME HERE?

- I THINK IT'S
A PRETTY GOOD IDEA.

WE COULD MATCH UP
BEERS AND BURGERS.

- WE CAN TALK ABOUT SOME
INGREDIENTS AND FLAVOR PROFILES

AND DIFFERENT THINGS FOR
WHAT WE WANT TO BRING IN AND DO.

- YEP.
- LOCAL BLENDS.

LOCAL BREWS.
- ABSOLUTELY.

- WE'RE STARTING
TO MAKE SOME SENSE.

WE'RE STARTING TO GET
A CONCEPT HERE.

ALL RIGHT, GUYS.
I THINK WE'RE GOOD.

- LET'S DO IT.
- SEE YOU LATER.

- NOW THAT JON HAS DEVELOPED
A DIRECTION FOR THE BAR,

HE GATHERS THE ENTIRE STAFF
TO TEACH THEM

HOW TO CATER
TO THEIR LOCAL DEMOGRAPHIC.

- FOR A DAY AND A HALF NOW,

I'VE BEEN TELLING THEM
ABOUT THIS MARKET AREA

AND HOW DIFFERENT
THESE FEW BLOCKS OF CHICAGO ARE

FROM THE REST OF THE CITY.

AND TONIGHT I'M GOING
TO PROVE IT TO THEM.

THE STATE OF ILLINOIS.

67.6% OF THE HOUSEHOLDS
ARE FAMILIES.

IN THIS AREA, ONLY 31% ARE.

THERE'S NO FAMILIES HERE.

ANYTHING THAT SENDS
A FAMILY MESSAGE,

TOTALLY MISSES THE MARKET.

NOW, LET'S DO IT RIGHT.

- WHEN YOU HEAR JON TALK ABOUT
THE SCIENCE PART OF IT, WOW!

HOW--HOW DID WE GET
THAT FAR OFF THE MARK?

- NOW IF YOU GUYS CHANGE YOUR
MINDSET, WE'RE ON OUR WAY.

MIMI, YOU'RE THE BIG
ONE FOR ME HERE.

AS OF THIS MOMENT, RIGHT NOW,
WHO IS THE GENERAL MANAGER

OF THIS BUSINESS?

THE FAMILY DYNAMIC DISCREDITS
ALL OF THE MANAGEMENT.

THE STAFF KNOWS THAT JOHN
HAS TO GO TO HIS MOTHER

TO GET SOMETHING APPROVED.

JOHN IS WOUNDED
BEFORE HE EVEN STARTED

BY THE PRESENCE OF HIS MOTHER.

WHO THE HELL IS GONNA BE
ACCOUNTABLE HERE?

HE HAS TO BE THE ONE.

SO YOU HAVE TO PLAY OWNER.

- I BELIEVE PART OF
WHAT IS THE PROBLEM IS THAT

WE'RE SO MUCH ALIKE.

WE BOTH DON'T LIKE
CONFRONTATION.

AND WE DON'T LIKE
THE SAME THINGS--

- MIMI, THAT'S NOT THE PROBLEM.

THIS HAS TO DO WITH SOMEBODY
WHO OWNS THIS BUSINESS,

THAT WON'T LET HER
MANAGERS MANAGE.

THAT'S WHAT THIS IS ABOUT.

SO LET'S NOT TALK ABOUT
THAT KIND OF STUFF.

IT'S A SIMPLE DECISION.

DO YOU TRUST HIM
TO RUN THIS BUSINESS?

- YEAH, YOU'VE JUST THROWN
ANOTHER BIG ONE THAT SOMETIMES

CAN'T NECESSARILY...

IT'S TOUGH.

- YOU JUST WON'T
ANSWER A QUESTION.

- WORLD RENOWNED BAR EXPERT
JON TAFFER HAS DISCOVERED

MANAGEMENT ISSUES BETWEEN
MOTHER-SON OWNERS MIMI AND JOHN

PLAGUE THE BLUE FROG 22
IN CHICAGO, ILLINOIS.

WITH ONLY THREE DAYS LEFT UNTIL
THE RE-LAUNCH,

JON MUST GET MIMI

TO RELEASE HER CONTROL
OF THE FAILING OPERATION.

AND HE NEEDS TO FIND A CLEAR
LEADER FOR THE BAR.

- DO YOU TRUST HIM
TO RUN THIS BUSINESS?

DO YOU TRUST HIM
TO RUN THIS BUSINESS?

- WE HAVEN'T BEEN RUNNING
THIS PLACE SUCCESSFULLY.

I DIDN'T KNOW IF
SHE WAS BLAMING ME FOR THAT,

BEING LIKE, "HE HASN'T
BEEN ABLE TO DO IT SO FAR.

WHAT WOULD GIVING HIM MORE
RESPONSIBILITY PROVE?"

- WELL, YOU KNOW WHAT,
I HAVE A QUESTION.

WHAT IS MY ROLE?

- SO YOU HAVE TO PLAY OWNER.

WHICH MEANS YOU
REVIEW THE NUMBERS,

YOU TALK STRATEGY,
AND THAT'S IT.

'CAUSE HE'S ACCOUNTABLE.

- YOU'RE TELLING ME THAT THIS
REQUIRED TO...HAVE SUCCESS?

- I AM TELLING YOU THAT THERE
NEEDS TO BE A GENERAL MANAGER

IN THIS BUILDING.

LOOK AT HER, AND SAY,
"I CAN DO IT."

- OH, YEAH.
I CAN DO IT.

- NOW'S THE TIME
FOR YOU TO TALK.

AND MAKE A DEAL WITH JOHN.

AND MAKE A COMMITMENT
ON THIS, MIMI.

- JOHN...

I WILL TRUST YOU
TO RUN THIS BUSINESS.

YOU WILL DO THIS.

- PROMISE.
- I'M SORRY, I'M MOM.

IN THIS CASE, I AM MOM.

all: AW!
[clapping]

- MIMI, DO ME A FAVOR.

INTRODUCE YOUR STAFF
TO YOUR NEW GENERAL MANAGER.

- HEY, YO, KIDS!

I'D LIKE TO INTRODUCE YOU
TO YOUR GENERAL MANAGER.

- HEY!
[applause]

I HOPE THIS PROCESS
GIVES JOHN HIS VOICE.

I THINK A LOT PEOPLE ARE LOOKING
FOR HIM TO SHARE THAT VOICE.

- I KNOW THIS WAS TOUGH
FOR MIMI TO HEAR.

I PUT HER ON THE SPOT
IN FRONT OF HER EMPLOYEES.

BUT HER EMPLOYEES NEEDED TO HEAR

THAT SHE IS GOING TO STEP BACK.

THEY NEEDED TO HEAR IT
FROM HER, NOT ME.

GUYS, WHAT DO YOU THINK?

BIG STEP FORWARD?
- THEY ROCK!

- OKAY, THANK YOU.
I'LL SEE YOU GUYS LATER.

WE REALLY CHANGED
THE DYNAMIC OF THIS FAMILY.

JOHN IS COMING UP
IN CONFIDENCE.

MIMI IS REEVALUATING
HER DECISIONS

AND REALLY THINKING
SHE SHOULD STEP BACK.

IT WAS A PRETTY GOOD DAY.

- NOW THAT THE MANAGEMENT ROLES
HAVE BEEN CLEARLY ESTABLISHED,

JON CAN BEGIN
TO TRAIN THE STAFF

ON THE NEW FOOD AND BEVERAGE
ITEMS FOR THE BAR.

- CHEF!
- NICE TO SEE YOU.

- GOOD TO SEE YOU TOO.
JOHN, HERE'S OUR TASK.

WE'RE GOING TO PUT OUT THE BEST
HAMBURGER IN CHICAGO.

THAT'S WHY JOSH IS HERE,

BECAUSE OF ANYBODY CAN DO THIS
FOR YOU, HE CAN.

- ALL RIGHT,
WE HAD TO PUT TOGETHER

YOU A NICE, SPECIAL,
LOCAL CUSTOM BLEND.

LITTLE BIT OF BRISKET,
LITTLE BIT OF CHUCK,

AND A LITTLE BIT
OF SHORT RIB IN THERE.

GET THAT ON THERE.
BEAUTIFUL.

YOU KNOW, TAFFER AND I
AGREED ON ONE THING

THAT WAS REALLY IMPORTANT

IS INCORPORATING THE LOCAL
ASPECT OF THE COMMUNITY.

BEAUTIFUL BIB LETTUCE, RIGHT?

LOCAL, HYDROPONIC, BEAUTIFUL.

- FOOD AND BEVERAGE
IS A BUSINESS OF TRENDS,

AND RIGHT NOW, BUYING
LOCALLY IS IMPORTANT

FOR THE CUSTOMER EXPERIENCE.

LOCAL FOODS HAVE LESS DISTANCE
TO TRAVEL, WHICH MEANS LESS NEED

FOR PACKAGING, PRESERVATIVES,
AND LESS FOSSIL FUELS CONSUMED.

THESE FOODS ARE BETTER
FOR THE CUSTOMER

AND THE BLUE FROG'S
BOTTOM LINE.

- MUSHROOMS, SWISS,
ONION RELISH.

OH, WE NEED DIJONAISE.
THAT'S WHAT WE NEED.

I THINK EVERYONE'S EXCITED
ABOUT THE MENU.

YOU KNOW, THERE'S
A CONCEPT INVOLVED.

AND THE KITCHEN STAFF
DOESN'T HAVE A LOT TO PREP.

THE WAIT STAFF DOESN'T
HAVE A LOT TO LEARN.

NOW THERE'S JUST
A SENSE OF DIRECTION.

LOOK AT THAT!
RIGHT ON THERE!

- WITH THE TOYS OFF THE WALLS,

BEER EXPERT JASON IS BRINGING
IN MORE GROWNUP FAIRE.

- ALL RIGHTY, GUYS!
- YO!

- I GOT SOME GOOD NEWS FOR YOU.
- OH, WHAT'S THAT?

- GOT SOME NEW TAP HANDLES.
all: YEAH!

- ALL LOCAL BEERS ON TAP.

TAP HANDLES ARE HERE,
KEGS ARE OUT FRONT.

- THE NEW LOCAL BEERS ARE HIGH
QUALITY, AND NEED TO BE SERVED

IN A CLEAN GLASS
TO MAXIMIZE THE FLAVOR.

JASON IS HERE TO SHOW THE STAFF
JUST WHAT THAT MEANS.

- I THINK THIS
IS RELATIVELY CLEAN.

BUT I DON'T REALLY HAVE A TON OF
CLEAN LACING ON THIS GLASS.

DO YOU SEE HOW IT'S
KIND OF JUST SLIDING DOWN?

- THE LACING OF THE BEER REFERS
TO THE PATTERN THAT IS LEFT

ON THE SIDE OF THE GLASS
AFTER THE HEAD,

OR THE FOAMY TOP
OF THE BEER, DISSIPATES.

THE HIGHER QUALITY BEERS
TEND TO HAVE FULLER HEADS,

WHICH LEAVE BEHIND
THICKER LACE.

- I MEAN, SOMETIMES, YOU CAN GET
A LITTLE SOAP RESIDUE.

AND WHAT THAT'S GONNA DO,
YOU KNOW, YOU'RE GONNA--

NOT GONNA HAVE
REALLY CLEAN LACING.

IT'S GOING TO KILL
YOUR HEAD RETENTION,

WHICH IS WHERE
ALL OF YOUR AROMA COMES OUT.

- BY POURING THEIR
HIGH QUALITY BEERS

INTO INSUFFICIENTLY
CLEAN GLASSWARE,

THE BLUE FROG BARTENDERS
HAVE ACTUALLY BEEN

LOWERING THE VALUE
OF THEIR DRAUGHTS.

- SOMETHING WE'RE GOING TO WORK
ON IS GETTING THEM IN A POSITION

TO HAVE WHAT WE LIKE TO CALL
BEER-CLEAN GLASSWARE,

UH, EVERY SINGLE TIME.

YOU CAN SEE, THAT'S GOOD.
THAT'S A CLEAN GLASS.

CAN KIND OF SEE THE--
SEE THE DIFFERENCE THERE?

THIS IS--THIS IS WHAT IT SHOULD
BE LIKE, YOU KNOW, EVERY TIME.

- NOW THAT THE KITCHEN STAFF
KNOWS THE MENU,

AND THE BAR STAFF
HAS LEARNED

HOW TO MAXIMIZE
THEIR NEW LOCAL BEERS,

IT'S TIME TO PUT
THEIR SKILLS TO THE TEST

BY OPENING THE DOORS
TO THE PUBLIC FOR A SOFT OPEN.

FIRST, JON MUST HAVE AN OWNERS
MEETING WITH MIMI AND JOHN

AND GET THEM READY
FOR THE NIGHT AHEAD.

- OKAY...

WE'RE OPENING IN ABOUT
15 MINUTES

FOR OUR SOFT OPENING
TONIGHT.

THIS IS AN IMPORTANT NIGHT.

I WANT THEM TO FEEL
SOME PRESSURE, JOHN,

SO PUT THEM
UNDER SOME PRESSURE.

"YOU GUYS GOTTA COME THROUGH,
WALK FAST,

STAND UP RIGHT, MECHANICS,
LOOK GOOD."

PUT SOME PRESSURE ON THEM.
- YOU GOT IT.

- OKAY.
- WHAT DO I GET TO DO?

- WHAT YOU GET TO DO?
OKAY...

HERE'S THE LAST ELEMENT.

YOU'RE NOT GONNA LIKE THIS.

- OKAY.

- I WANT YOU
TO GO HOME TONIGHT.

- [incredulous laugh]

- TONIGHT, I WANT YOU TO KNOW
THAT YOUR MOM'S NOT HERE.

- OKAY.

- NOBODY'S LOOKING OVER YOUR
SHOULDER BUT ME.

- REALLY GLAD
THAT HE BELIEVES IN ME.

THAT HE THINKS I CAN
DO THIS, 'CAUSE I DO.

AND I THINK SHE--
SHE WILL TO.

- YOUR MOM'S GOING TO GO HOME
TONIGHT BECAUSE SHE TRUSTS YOU.

THIS IS NOTHING
BUT A TRAINING EXERCISE.

IT'S ALL GOOD.
IT'S ALL GOOD, GREAT.

LET'S HAVE A GREAT NIGHT.

PRESSURE.
- ALL RIGHT.

- SO I'M THE OLD NAG
THAT GETS PUT OUT TO PASTURE.

ESPECIALLY IN FRONT
OF MY EMPLOYEES.

WHAT ARE THEY TO THINK NOW?
AM I USELESS?

- ALL RIGHT, GUYS, WE GOT A LOT
OF CUSTOMERS OUT THERE

WAITING TO COME IN.

YOU GUYS READY?
all: YEAH!

- OKAY.

- I'M FEELING VERY OUT OF PLACE.

I FEEL LIKE AN OUTCAST.

- WITH MIMI STEPPING ASIDE
FOR THE NIGHT

AND THE BAR IN THE HANDS
OF A NEW GENERAL MANAGER,

JON CAN NOW OPEN THE DOORS TO
THE PUBLIC FOR A SOFT OPENING

TO SEE JUST HOW FAR THE STAFF
HAS COME AND WHAT THEY STILL

NEED TO IMPROVE UPON.

- SHOW CONFIDENCE,
EVEN IF YOU DON'T HAVE IT.

FAKE IT!

- AS THE EMPLOYEES PREPARE
THE NEW MENU ITEMS,

JON GATHERS THE MANAGERS TO MAKE
SURE THEY'LL BE ON POINT

DURING THE SOFT OPENING.

- MIMI'S OFF TONIGHT.
SHE'S GONE.

SHE'S AN OWNER.
SHE'S NOT A MANAGER.

THIS IS JOHN'S SHOW.

OKAY, WE GOTTA COME
THROUGH FOR HIM TONIGHT.

- WE WILL.
- RIGHT?

THIS IS HIS BIG CHANCE.
- THIS IS GONNA BE GREAT.

- OKAY, COOL.

LET'S DO IT!
- ALL RIGHT.

- ALL RIGHT, GUYS, WE GOT A LOT
OF CUSTOMERS OUT THERE

WAITING TO COME IN--
YOU GUYS READY?

all: YEAH!
- OKAY.

- CAN YOU FEEL IT?
[growls]

IN THE RING, COME ON!

- ALL RIGHT, LET'S DO IT.
LET'S LET 'EM IN, FOLKS.

LET 'EM ALL IN.
- TWO, THREE...

all: TAKE ALL THEIR
[bleep] MONEY!

- JON'S TEAM HAS ARRANGED
TO PACK THE BAR

IN ORDER TO TEST THE STAFF
ON THE NEW BURGERS AND BEERS

AND SEE HOW THE MANAGEMENT TEAM
HANDLES THE CROWD.

THE BARTENDERS USE THEIR NEW
BEER KNOWLEDGE TO ENCOURAGE

CUSTOMERS TO TRY
THE LOCAL BREWS.

- THIS ONE'S VERY HOPPY AS WELL.

- AND THE CUSTOMERS LOVE
THE RECOMMENDATIONS.

- THIS IS GREAT.
I LOVE IT.

IT'S LIGHT, IT'S CRISP,

IT'S A LITTLE
FRUITY FLAVOR TO IT.

SO I'M HAPPY.
THIS IS A GREAT BEAR.

- JOHN HAS A HANDLE
ON THE FRONT OF THE HOUSE,

BUT BACK IN THE KITCHEN,
CONFUSION ERUPTS.

- WHERE ARE MY FRIES, BIG BOY?

PRESS IT OUT.
WHERE'S IT GOING?

RIGHT?
WHY ARE YOU CONFUSED?

- AND ORDERS FALL BEHIND.

[beep]

- ARE THESE
THE BIGGEST PLATES?

WHY ARE WE NOT
USING THOSE PLATES?

YO! WHERE'S MY SALAD?

WHY AM I WAITING ON A SALAD?

- SERVICE IS ALL RIGHT,
A LITTLE SPOTTY.

- SERVICE WAS KIND OF SLOW.

IT DIDN'T COME OUT, WE DIDN'T
HAVE CONDIMENTS INITIALLY.

SO, I MEAN, THERE WERE
SOME ISSUES THERE.

- MANAGER JAY STANDS BACK
WHILE THE KITCHEN FALLS APART.

- YOU CENTER IT, ALL RIGHT?

THAT'S NOT A CENTERED BURGER.

GET IT ON THE MIDDLE
OF THE BUN.

- HOW WE DOING?
- WE'RE GOOD.

- JAY DROPPED THE BALL.

AND HE JUST WASN'T
IN CONTROL

OF HIS AREA
OF THE RESTAURANT.

- SINCE THE KITCHEN SLAM,
I THOUGHT IT'D MAKE SENSE,

I'LL MOVE YOU
IN THE KITCHEN.

LET'S PUT JAY BEHIND THE BAR

AND BRETT OUT ON THE FLOOR.
- OKAY.

- THEN AT LEAST I GOT YOU BACK
THERE WHEN WE NEED YOU MOST.

- OKAY.
I LIKE IT.

ALL RIGHT.
TAG OUT.

- WITH JOHN EXPEDITING,
THE KITCHEN IS RUNNING SMOOTHER.

- LET'S GO.
HEY, HOLD ON, HOLD ON, HOLD ON.

- BUT THE PROBLEMS
KEEP COMING.

ONE OF THE BEER TAPS BREAKS
DURING THE BUSIEST TIME.

- JAY HAS BEEN STANDING AND
TALKING TO A TABLE OF FRIENDS

NOW FOR ABOUT 12 MINUTES.

HE'S OBLIVIOUS
TO HIS DINING ROOM.

- WHEN A MANAGER IS DESIGNATED
TO OVERSEE THE DINING ROOM,

THEY SHOULD OBSERVE THEIR
CUSTOMER'S NEEDS AT ALL TIMES.

IF A CUSTOMER IS LEFT UNNOTICED
FOR TOO LONG, THAT CAN ADD UP

TO BIG LOSSES FOR THE BAR
OVER THE COURSE OF THE NIGHT.

- JAY HAS BEEN STANDING
AND TALKING TO THOSE GIRLS NOW

FOR 12 MINUTES.
- OKAY.

- HE'S OBLIVIOUS TO EVERYTHING
GOING ON IN THIS RESTAURANT.

- OKAY.
- YOU NEED TO GO UP TO HIM

AND TELL HIM WITH
SOME ANGER IN YOUR FACE,

"IS THIS A SOCIAL CLUB,
OR ARE YOU WORKING?"

- OKAY.
- HE NEEDS TO UNDERSTAND

THAT YOU HAVE A NEW ATTITUDE.
LET'S DO IT!

- OKAY, WELL...
- WELCOME TO BEING A MANAGER.

IT'S LONELY AT THE TOP, JOHN.
- YEAH.

I WAS A LITTLE HESITANT GOING
OVER THERE, I GOTTA BE HONEST.

'CAUSE, YOU KNOW,
JAY'S MY BOY, MAN.

I GOT HIS BACK,
HE'S GOT MY BACK FOR SURE.

HE ALWAYS HAS
AND ALWAYS WILL.

CAN I TALK TO YOU
FOR A SECOND?

- YEAH, SURE.
I'LL BE RIGHT BACK.

PARDON ME.

- SO IT WAS BROUGHT TO MY
ATTENTION THAT YOU WERE JUST

STANDING, LIKE, TALKING
TO THAT ONE TABLE,

AND THAT YOU SHOULD BE WORKING
AND NOT TOTALLY SOCIALIZING.

- OKAY.

- FRIENDS UNDERSTAND IF YOU
GOTTA WALK UP AND DOWN

AND BE LIKE "SORRY,
I'LL BE RIGHT BACK.

"LET ME GO JUST TO CHECK
ON THIS GUY, THAT GUY,

THE OTHER THING,
AND THEN COME BACK."

APPRECIATE IT.
SORRY.

I HATED, HONESTLY HATED
GOING OVER THERE

AND TALKING TO HIM
ABOUT IT.

BUT, YOU KNOW,
NOW I'M THE BOSS.

SO NOW I HAVE TO DO THAT.
I HAVE TO BE THAT WAY.

I HAVE TO BE STRONG,
AND I HAVE TO LEAD THEM.

- WHAT DO YOU THINK?
- UM...

GOT OFF TO A QUICK START.

LOST A LITTLE FOOTING
ALONG THE WAY.

- WHAT DO YOU THINK
OF THE BAR?

- I'M NOT SEEING A LOT OF LACING
ON THOSE GLASSES.

UH, OBVIOUSLY THEY'RE NOT
SET UP TO HAVE EVERYTHING

BE AS CLEAN AS IT
POSSIBLY CAN RIGHT NOW.

AND THAT'S SOMETHING
WE'RE GOING TO WORK ON.

- GREAT.
- OKAY.

LET'S GO BACK TO IT.

- JON LETS THE STAFF KNOW

THAT THEY NEED TO WORK
ON FASTER TICKET TIMES,

CLEANER BEER GLASSES,
AND MORE ATTENTION TO DETAIL.

HE TELLS THE STAFF
TO STEP IT UP IN THE FUTURE.

- OKAY, HERE'S THE DEAL.

FOR THE NEXT 36 HOURS,

WE ARE GOING
TO RIP THIS PLACE APART.

AND SATURDAY AFTERNOON,
WHEN WE COME BACK HERE,

WE GOT A NEW BAR FOR YOU.
[applause]

- EARLY THE NEXT MORNING, NANCY
AND HER TEAM BEGIN WORKING

AROUND THE CLOCK
TO TRANSFORM THE BLUE FROG

INTO SOMETHING ENTIRELY NEW.

- I GOTTA GET SOMETHING
THAT SAYS "LOCAL."

- OKAY.

I HAVE ABOUT TEN HOURS TO GO,

AND WITH THE CHECKLIST
I NOW HAVE

ADDED TO MY ALREADY
EVER-EXPANDING CHECKLIST,

I'M WONDERING IF WE'RE
GOING TO MAKE IT.

BUT, YEAH...
WE JUST GOTTA GO.

WE JUST GOTTA KEEP GOING.

- I KNOW YOU DON'T
HAVE MUCH TIME,

BUT YOU GOTTA GET
SOMETHING IN THE HALLWAY.

- YEAH, I NEED TO BOUNCE
SOMETHING BACK, SO...

- CAN YOU DO IT?
- I CAN DO IT.

- YEAH, I KNOW YOU'RE IN A SPOT.
GOOD LUCK.

- [laughing] THANK YOU.
- BYE-BYE.

- HI, EVERYBODY.

all: HI.

BEEN A HECK OF A FEW DAYS,
HASN'T IT?

[all affirm]

OVER THE PAST YEAR,
YOU'VE LEFT A LOT OF MONEY

ON THE TABLE IN THIS TOWN.

TODAY, ALL THAT CHANGES.

- I AM SO NERVOUS RIGHT NOW,

BEING TOTALLY IN THE DARK
IS BASICALLY HOW I FEEL.

- THINK OF THE RESTAURANTS
UP AND DOWN OUR STREET.

RAINFOREST CAFE, HARD ROCK.

I UNDERSTAND WE CAN'T
COMPETE WITH THOSE,

SO WE WANTED TO CREATE SOMETHING
THAT FIT PERFECTLY.

WHAT WE WANTED TO CREATE FOR YOU
IS A BAR THAT HAD

ALL THE ELEMENTS TO ATTRACT
THE LOCAL MARKETPLACE.

SOPHISTICATED AND COOL.

A PLACE WHERE
THE LOCALS GO OFTEN

AND COME ON A REGULAR BASIS.

BUT BECAUSE IT'S LOCAL,
BECAUSE IT'S ALL ABOUT CHICAGO,

WHERE THE TOURISTS COME.
THAT'S WHAT THIS IS ALL ABOUT.

YOU GUYS READY TO SEE
YOUR NEW BAR?

all: YEAH!

- ON THE COUNT OF THREE,

YOU'LL TURN AROUND
AND SEE YOUR NEW BAR.

ONE...

TWO...

THREE!

- YOU GUYS READY TO SEE
YOUR NEW BAR?

all: YEAH!

ONE...TWO...

THREE!

[cheering and applause]

- THE LOCAL.
THAT'S AWESOME!

- HELL, YEAH!

- SAY HELLO TO THE LOCAL,
YOUR NEW BAR.

- I LOVE IT.
I LOVE THE LOCAL LOGO.

I'M EXCITED, MAN.
I WANT TO GET INSIDE

AND SEE WHAT IT LOOKS LIKE.
BUT I LIKE THE OUTSIDE.

- THIS IS ALL ABOUT CHICAGO.

CHICAGO'S BEST HAMBURGERS,

SERVED ON CHICAGO'S
BEST BREADS.

THEN CHICAGO'S
BEST MICROBREWS.

BY CHICAGO'S BEST EMPLOYEES.

[cheering and applause]

- YEAH!

- BEING OUT OF THE LOOP,
I WAS SCARED THAT

IT MIGHT BE SOMETHING
THAT I COULDN'T RELATE TO.

BUT I LOVE THE LOCAL.

- THE OLD CIRCUS SIGN IS GONE.

YOU NOTICE THE COLOR
CARRIES THROUGH

ACROSS THE TOP
TO THE OTHER SIDE.

SO YOU KNOW, WOW,
THIS IS A BIG PLACE.

THIS MUST BE PRETTY COOL.

all: LOVE IT!
LOVE IT!

- IT LOOKS LIKE THE KIND
OF PLACE WHERE, SON OF A GUN,

THIS FITS IN
NORTH RIVER, CHICAGO.

all: YEAH!
[applause]

- OKAY, YOU READY TO SEE
YOUR NEW BAR?

all: YEAH!
- LET'S GO INSIDE.

- HOLY CRAP!

[laughter]

[cheers and applause]

[overlapping chatter]

- THIS IS VERY COOL.

FOR THE NEIGHBORHOOD WE'RE IN,
THIS IS EXACTLY THE WAY TO GO.

- WHAT'S THE NAME
OF THIS PLACE?

all: THE LOCAL.
- THE LOCAL.

THERE'S OUR LOCAL ZIP CODE.

THAT IMMEDIATELY LOCKS US
INTO THE NEIGHBORHOOD.

WONDERFUL IMAGES
ON OUR WALL OF CHICAGO.

THE BUILDING OF THE CITY.

IT'S CLASSY, BUT IT'S A NICE
PLACE TO COME RELAX.

- YOU LOVE IT.

I SEE IT IN YOUR FACE.

- SO, GUYS.
WHAT IS BEER CLEAN?

THIS...

- NICE!
- AWESOME, YEAH!

- THAT'S BEER CLEAN.

- SPRITZERS!

- GUYS, WE'RE
ALL ABOUT BEER.

SO WE PUT AN AMAZING
TURBOTAP SYSTEM IN.

OUT OF A KEG OF BEER,

THE AVERAGE BAR
GETS ABOUT 70%.

WITH THE TURBOTAP SYSTEM,

90 TO 98% YIELD.

- MOST DRAFT SYSTEMS
PUSH THE BEER DOWN AND OUT

TOWARD THE SIDES
OF THE GLASS,

BUT THE TURBOTAP FILLS
THE GLASS FROM THE BOTTOM UP,

WHICH MEANS LESS OXYGENATION
OF THE BEER.

THE RESULT IS A PINT
WITH A PERFECT COLLAR OF FOAM.

- REMEMBER MOM'S
OLD REFRIGERATOR?

[laughter]
- YEP.

- I DIDN'T HAVE THE HEART
TO THROW IT AWAY.

WE TOOK WHAT WAS A LIABILITY
AND TURNED IT INTO AN ASSET.

WHEN YOU SEE THAT, YOU SAY,
"HUH, I'M GONNA HAVE A BEER."

[laughter]
- YEP.

[applause]

- TONIGHT, WE LAUNCHED A NEW BAR
INTO THE MARKET.

THE PRESSURE'S ON.
THE EMPLOYEES NEED TO BE READY.

THIS IS WHEN WE SHOW OUR BEST.

- AN HOUR BEFORE
THE GRAND OPENING,

THE SIDEWALKS OF HUBBARD STREET
ARE TEEMING WITH PEOPLE

WAITING TO CHECK OUT
THE NEW LOCAL.

INSIDE, THE STAFF
TAKES A FEW MOMENTS

TO REVIEW
WHAT THEY'VE LEARNED.

- AH, AH, AH.
WHAT ARE WE MISSING?

- OH, YEAH.
- COME ON, MAN.

BEER CLEAN!
- YEAH!

- WE DIDN'T PUT THOSE SPRITZERS
IN THERE FOR NOTHING!

- IT'S TIME TO OPEN THE DOORS
AND LET THE PUBLIC GET A TASTE

OF CHICAGO'S NEWEST
NEIGHBORHOOD BAR...

THE LOCAL.

- READY TO ROCK, LET'S GO!
LET'S GET SOME PEOPLE IN HERE.

- MIMI...

WOULD YOU DO THE HONORS,
PLEASE?

YEAH!
[applause]

- THE DOORS OPEN AND EXCITED
CUSTOMERS POUR INTO THE LOCAL.

[customers cheering]
- YES!

- COME ON IN!
- SOUNDS GOOD.

- WERE IN SERVICE NOW.
LET'S GO!

- YEAH, THE HALF-ACRE
UP ON THE NORTH SIDE.

- THE CHICAGO BREWS ARE A BIG
HIT WITH THE NEIGHBORHOOD CROWD,

AND THE CUSTOMERS LOVE THE LOCAL
FLAVOR OF THE BAR'S NEW BURGERS.

- IT'S REALLY RELAXED
AND COOL,

AND VERY...JUST HOMEY.

GOT A NICE PLACE TO GO
AFTER WORK

JUST TO GET, YOU KNOW,
A BITE TO EAT,

A DRINK WITH FRIENDS.

- JOHN HAS STEPPED INTO HIS NEW
ROLE AS GENERAL MANAGER.

THE STAFF AND THE CUSTOMERS
ARE LOVING IT.

MIMI IS FINALLY LETTING GO

AND ENJOYING HER
NEW ROLE AS OWNER.

MOST IMPORTANTLY,
THE BAR IS BRINGING IN MONEY

LIKE NEVER BEFORE.

- WELL, I THINK YOUR BAR
HAS BEEN RESCUED.

WOULD YOU AGREE?

- YES, IT CERTAINLY
SEEMS LIKE IT, BOY!

- WELL, I'M OUT OF HERE.

IT'S BEEN QUITE A JOURNEY.

- THANK YOU.

IT'S BEEN
A ROLLER COASTER EXPERIENCE.

HE GAVE ME SOMETHING.

NOW IT'S MY JOB
TO DO SOMETHING WITH IT.

- THIS ONE'S GONNA MAKE IT.

WE HAVE GOOD MANAGEMENT.

THEY'RE NOT LAZY.

THEY PAY ATTENTION TO DETAIL.

THEY'VE GOT A GREAT CONCEPT.

THEY'VE GOT A GREAT BEGINNING.

I BELIEVE THIS ONE'S
GONNA BE A BIG SUCCESS.

- 30 DAYS LATER,

THE LOCAL AND ITS
LOCALLY SOURCED MENU ITEMS

ARE THE TALK OF THE TOWN.

FOOD SALES HAVE
SKYROCKETED UP TO 50%.

[music and chatter]

- WE'RE GETTING
POSITIVE FEEDBACK.

THE FOOD SALES
HAVE INCREASED.

EVERYONE'S BEEN
LOVING THE BURGERS.

- I'M GONNA GET
THE SECOND CITY SLIDERS.

- MIMI HAS REMAINED
HANDS OFF

AND ALLOWED JOHN TO FLOURISH
AS GENERAL MANAGER.

- I DO FEEL NOW THAT WE ARE
GOING TO MAKE IT HERE.

I KNOW THAT FOR A FACT.