Marcus hook roll band - can't stand the heat / moonshine blues
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Yet when Mike, who is listed as general manager, is forced to do it, the showdown is quality television. Mike calmly and briefly (at least in the clips shown) explains Matt's shortcomings and why the employment arrangement doesn't seem to be working out. Matt seems slightly annoyed that the commentary lingers as long as it does and exits peacefully. Presumably/hopefully, if he sought to make a case for his job, he was given the opportunity.
One wonders why Dan, the chief complainer about Matt, takes no part in this process yet sits in the room with his back to the conversation. Dan declares to Greg in the original episode that Dan is in charge of wines now, but this image is that of a bystander. If this is how Dan handles this uncomfortable situation, then perhaps there wasn't adequate communication with Matt for a long time.
Whatever happened here — and viewers don't know Matt's story, and it's highly doubtful that online wine sales went from $60,000 a month to $0 because of Matt — Lemonis is all too happy to build a bigger kitchen rather than simply hire a savvy Web programmer who supposedly will restore the $60,000 a month in online wine sales.
An Amazing Grapes employee who was criticized in the first episode, Brian, vigorously and politely defended his actions in that episode and refreshingly appears to be on solid ground in the update.
In the original episode, Lemonis says, "I've spent well over $300,000" on the Amazing Grapes overhaul, which presumably is on top of the $300,000 to take a controlling interest and pay off the vendors.
Now he's going to spend more, on expanding the kitchen and apparently turning a bathroom into a beer cooler.
It's fine to trumpet how much sales are growing. When the sales are growing because of unlimited capital investment that quite likely requires higher ongoing costs to maintain, that isn't the most realistic scenario of small businesses unaffiliated with Lemonis.
Lemonis makes a cringeworthy declaration that to many justifies outrageous spending. "In any business, you can't be complacent. You can't just settle in. If you do, you're gonna- you're gonna go backwards. And so there are continuous small tweaks in investments that you have to make," Lemonis says.
Well, that sure sounds good — if your competition is Amazon, Google or Facebook. But think of every small business you've visited in the last month. Think any of those are "complacent"? Or perhaps a lot worse than complacent? Yep.
For the vast — make that overwhelming — percentage of small businesses, far more realistic improvement would occur not from tweaking new investments, but cost-cutting. Eliminate lousy employees. Stop buying inventory that nobody wants. Commit to sales calls every week.
Many entrepreneurs can't even afford expansion. The amount of time it takes to run a second location or add new product lines is too much for many people.
Many episodes of "The Profit" demonstrate that when enabled with money, especially Marcus Lemonis' money, a lot of businesspeople like to splurge.
In another portion of this recap, Lemonis visits Shuler's Bar-B-Que, one of the crown jewels of the series largely because it was already profitable and well run and needed little help. But even Norton and Lynn were eager to fill their nearly $ million general store with questionable inventory never examined by a focus group.
The emergence of the Australian version of the pub rock genre and the related pub circuit was the result of several interconnected factors. From the 1950s to the 1970s, mainly because of restrictive state liquor licensing laws, only a small proportion of live pop and rock music in Australia was performed on licensed premises (mostly private clubs or discotheques ); the majority of concerts were held in non-licensed venues like community, church or municipal halls. These concerts and dances were 'all-ages' events—often with adult supervision—and alcohol was not served.
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