Editorial Reviews. Review. "A fascinating and practical guide to what actually makes a bar into . Jon always talks about bar science, but the book doesn't go into any of this. I want to know about traffic patterns, heights of stools, colors of walls. Raise the Bar: An Action-Based Method for Maximum Customer Reactions [Jon Story time just got better with Prime Book Box, a subscription that delivers. Editorial Reviews. Review. "What makes this book [Raising the Bar] worth reading is that he's [Gary Erickson] as honest about his mistakes as his successes.
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Raise the Bar book. Read 52 reviews from the world's largest community for readers. If there's anyone who can prevent a bar or restaurant from going bell. If there's anyone who can prevent a bar or restaurant from going belly up, it's Jon Taffer. Widely considered the greatest authority in the food and beverage, hotel. Chuck Rogers recommends Raise the Bar: An Action-Based Method for This is a much smaller book than #1 and #2, and in no way a substitute for either.".
This book suffers from what I like to call the "snapshot in time" phenomena. Many of Taffer's examples from television e. These issues do not affect the validity of the example Taffer is making in the book; they simply create incongruities in the value the reader assigns to the topic being exemplified.
Think - if it worked that well, would the business have closed?
The answer, of course, is that myriad factors play into the closure of a business and, if there is anything that Bar Rescue teaches, it is clear that businesses on that show had a number of problems at the onset.
Muscle madness is the episode. After spending time with Jon Taffer while filming, I decided to get his book. I must say it was an easy read because of the interesting content. Jon really knows his business. Being a bar owner for a decade now, I was still able to learn new ideas and be a better owner through his teachings. I highly recommend this book for anyone who wants to better themselves as a boss or bar owner.
Even restaurant owners will learn much fro I was featured on his show Bar Rescue. Even restaurant owners will learn much from this book. The knowledge you will gain from this will make you very wealthy if you use it.
Oct 10, Larry McCloskey rated it really liked it For forty years, Jon Taffer has been a part of the bar and nightclub business. What at times comes off as satire or farce or at least hyperbole , though, Taffer approaches with deadly seriousness. Who makes the better impression? The carefully dressed person is thought of as calmer, more powerful, smarter, and more thoughtful than the sloppy one.
In an experiment to test perceptions and appearance, teaching assistants who wore formal clothes were perceived as more intelligent than those who dressed more casually. A Harvard study found that women who wore makeup were considered more competent and likable than their barefaced counterparts.
I love this kind of science because it has practical applications for business owners — that's why I use a lot of it in Bar Rescue and in my work as a consultant. These lessons are as relevant for businesses as they are for individuals. In a joint study conducted by Cornell and Columbia Universities, consumers who encountered either a delay in being seated in a restaurant by a host or a delay in getting a check from their server evaluated overall service more negatively than customers who didn't experience those two specific delays.
Maybe this seems like a no-brainer to you, but obviously many restaurants don't think enough about it, considering how long it often takes someone to seat you or to bring over the bill once you've requested it. Think about it. When a customer's expectations for your business don't match reality e. Shoddy business presentation and practices affect how much value a customer places on your brand. In short, your customers notice "off" stuff — don't you?
They justifiably believe that your less-than-stellar details are "business as usual" and therefore an accurate measure of your entire business. Generally, though, you won't hear that negative feedback because nine out of ten people who have a negative experience with a business don't mention problems even on social media ; they just never return. Pretty frightening statistic, isn't it?
I doubt that's the reaction you're looking for. So let me try this one out on you. When someone asks what you do for a living, how do you answer?
Whatever it is, however you describe it, you've probably got it wrong. That's because you aren't in the service, food, beverage, beauty, law, accounting, merchandising, retail, hospitality, sales, facilities, entertainment — had enough?
I believe you're in the business of customer and employee reactions. And I have four rules that govern that belief:. My overarching philosophy is this: The way you present yourself and your business, your curb or Web appeal, your logo, where you put your products or how you place your content, the color of your marketing pieces, price points, dress code — everything you do in your business — creates reactions.
The best reactions always make the most money. I live to create employee and customer reactions. Whether you're in San Francisco, New York, or Exeter, New Hampshire, the product or "vehicle" you use to get a reaction may differ, but the feelings perpetuated by the way you do business are universal.
The theory of reactions is part of cultural anthropology — it's in our DNA. The concept of creating a response is as primal as it gets, a constant that has existed throughout time and across cultures. The leader of an African tribe has the same dynamic set of management skills, confidence, and leadership ability as the head of a corporation in Cleveland. The priest who works hard on his Sunday sermon is not that different from the Saturday night DJ who creates a playlist; after all, they both want to energize and inspire people to keep coming back week after week.
Both have to understand pacing: The delivery of the "message" has to be just right. All thoughtful people achieve their objectives by creating the appropriate reactions. Likewise, virtually every aspect of your business depends on your customer and staff experience. Everything from the financials to the decor or the look and "vibe" of a bar represent foundations from which you can build an amazing experience-reaction dynamic that translates into money. If any one of these elements steals from a positive customer experience, it robs your business and you of potential not to mention cash.
As soon as you start to see your business as a reaction-making machine, you begin to make decisions very differently. Think of it this way: The product is the customer reaction. When that plate hits the table, one of two things will happen: If nothing happens, that restaurant or bar is "stuck. If a restaurant customer doesn't stop talking to her companion and notice the food when it arrives at the table, the establishment is in trouble, or soon will be if the chef doesn't redesign the look of the food on the plate to get a sit-up-and-take-notice customer reaction.
I will see that the plate is redesigned five hundred times if necessary — as long as it takes to get it right and get a reaction when it is presented to a guest.
Customers either notice you in a positive way or they don't.
And you can control those reactions to a very large degree. It works whether you're running a storefront operation or a Web-based company, manufacturing widgets or providing a service. In fact, I'm so passionate about this concept, I invented and own the term Reaction Management.
The connection between reactions and revenue is often overlooked by hospitality and management schools. There are five "musts" every business professor teaches: That's all true, but these "musts" are a beginning, not an end point. Achieving them are where customer reactions come in.
If all you need are these five basic elements to create a winner, then why do people park ten blocks away from a hot nightclub, step over puddles in its bathroom, squeeze into tiny corner tables, accept rushed service, pay three times more for a drink than the place next door, and walk through a dark parking lot in the middle of the night to get back to their car?
How can a spot be so popular if it violates all five "musts"? A "hit" is transcendent — it offers patrons an experience that produces a powerful, emotionally satisfying reaction.
Successful reactions are not about logic; they're about emotions.
When you hit a customer's emotions, you reach the Promised Land. That's what this book is about — sound business management may be straightforward and logical, but connecting with people isn't. Don't let the logistics overtake the human touch in your business.
To prove my point, indulge me while I take you on a short trip back in time — to , when hair was big and shoulder pads were broad. I was running a new and now legendary dance club called Pulsations in Glen Mills, a suburb of Philadelphia. The concept for the club was a bigger-than-life, high-tech light and music experience.
The excitement started before you even got inside. A large neon sign and mirrored building and doorway were the first indications that you were in for something special. There were weekends when people started lining up in the morning just to be the first inside when the doors opened in the evening.
It wasn't unusual for the line to stretch around the building and into our rear parking lot. Once inside, club-goers experienced heavy-duty sensory overload: Choreographed dance shows performed by pros were highly anticipated nightly events.
Pulsations also had one of the most spectacular lighting and sound systems in the world, designed by Richard Long and Associates now Gary Stewart Audio , the same designers who worked on the Paradise Garage and Studio 54 in New York City. The club's main attraction, and the one I am proudest of, was a robot named Pulsar Pulsar was leased for use in Rocky IV. There are only two times I have cried at work, and the first was when I saw Pulsar make his debut on the dance floor of Pulsations.
You can still catch primitive video of Pulsar doing his thing on YouTube; it made an indelible mark on the scores of people who loved the club. Pulsar reminded me of the reason I got into the hospitality business: