1.
The
Left
Bank
Brasseries
1
MBA
5280
Capstone
Project
By
John
A.
Sansone
Submitted
as
partial
fulfillment
of
the
requirements
for
the
degree
of
Master
of
Business
Administration
–
(Global
Management)
in
the
Barowsky
School
of
Business
Dominican
University
of
California
San
Rafael,
California
Spring
2015
IRBPHP
Application
#10362
The
Left
Bank
Brasseries:
The
Evolution
of
a
French-­‐Inspired
Restaurant

2.
The
Left
Bank
Brasseries
2
Table
of
Contents
Executive
Summary………………………………………………………………………………....................................5
Introduction…………………………………………………………………………………………………………………...5
Methodology…………………………………………………………………………………………………………………..6
The
Fine
Dining
Segment
of
the
Restaurant
Industry………..………………………………………………6
Owners’
Profiles………………………………………...……………………………………...........................................8
Growth
of
The
Left
Bank
Brasseries………………..……………………………………………………………..10
Concept:
“Fun
and
French
Everyday”.…………………………………………………………………………….12
External
&
Internal
Environment
Analysis………………………………………….…..................................13
Organizational
Foundation:
Blending
Concepts
and
Operations……………...………………………17
The
Strategy:
Serving
Marin
County
for
Over
20
years……………………..…………………………….18
Strategies
to
Create
Customer
Loyalty,
Satisfaction,
and
Retention…………………………………21
Restaurant
Cost
Structure:
Occupancy,
Labor,
Food,
and
Supply………………….………………….23
Analysis
of
Customer
Survey
Results……………………………………………………………………………..25
Elements
of
Restaurant
Success
&
Failure……………………………………………………………………...27
Limitations
of
Study……………………………………………………………….……………………………………..29
References……………………………….....................................................................................................................30
Appendix
1:
Exhibits….....………………………………………………………………………………………...…….33
Appendix
2:
Institutional
Review
Board
Application…………………………………...………………….56

3.
The
Left
Bank
Brasseries
3
List
of
Exhibits
Exhibit
1:
Vine
Dining
Organizational
Chart………......……………………………………………………….33
Exhibit
2:
Vine
Dining
Individual
Restaurant
Organizational
Chart………………………………….34
Exhibit
3:
Average
Weekly
Guests
2012-­‐2014……...………………………………………………………...35
Exhibit
4:
Average
Weekly
Sales
2012-­‐2014………………………..…………………………………………36
Exhibit
5:
Customer
Survey………………………………………………...…………………………………………37
Exhibit
6:
Customer
Satisfaction
Ratings:
Food
Quality………….........................................................38
Exhibit
7:
Customer
Satisfaction
Ratings:
Restaurant
Cleanliness………………….………………..39
Exhibit
8:
Customer
Satisfaction
Ratings:
Menu
Offering/Pricing…………………………..………..40
Exhibit
9:
Customer
Satisfaction
Ratings:
Promptness
of
Service…………………..........................41
Exhibit
10:
Customer
Satisfaction
Ratings:
Professionalism/Friendliness
of
Staff…….……...42
Exhibit
11:
Customer
Satisfaction
Ratings:
Server’s
Knowledge
of
Menu…………………………43
Exhibit
12:
Customer
Satisfaction
Ratings:
Décor/Ambience……………………………………….….44
Exhibit
13:
Customer
Satisfaction
Ratings:
Restaurant
Location……………………………………..45
Exhibit
14:
Customer
Satisfaction
Ratings:
Overall
Experience…………………………..…………...46
Exhibit
15:
Left
Bank
Larkspur’s
Core
Competencies…………………………………………………...…47
Exhibit
16:
Survey
Participants’
Age………………………….........................................................................48
Exhibit
17:
Survey
Participants’
Gender…………………………………………..……………………...……..49
Exhibit
18:
Survey
Participants’
Customer
Type:
Repeat
or
New…………………………................50
Exhibit
19:
Left
Bank
Brasseries:
Larkspur,
Food
&
Beverage
Purchases,
2014………………..51
Exhibit
20:
Left
Bank
Brasseries:
Larkspur,
Top-­‐Selling
Items,
2014…………………………….....52
Exhibit
21:
Impact
of
Various
Factors
on
Restaurant
Viability……………...…………......................53
Exhibit
22:
Impact
of
Restaurant
Image
and
Quality
on
Customer
Retention
&
Attraction..54
Exhibit
23:
Restaurant
Viability
Proposed
Model…………………………………………………………...55

4.
The
Left
Bank
Brasseries
4
Acknowledgments
I
wish
to
express
my
utmost
appreciation
to
everyone
involved
with
the
Left
Bank
Brasseries
from
the
top
management
to
hourly
employees.
This
Capstone
would
not
be
accomplished
without
all
of
your
support,
patience,
and
understanding.
I
want
to
thank
my
faculty
advisor,
Dr.
Rajeev
Sooreea
for
his
professional
knowledge
of
research
methodology.
I
want
to
thank
Chef
Fabrice
Marcon
and
Jennifer
Courtney
for
all
their
teachings,
guidance,
and
encouragements.
Special
thanks
to
Mario
Vega
and
Chef
Joel
Guillon
for
taking
time
out
of
their
busy
schedules
to
come
down
to
Larkspur
to
be
interview
participants.
I
want
to
thank
my
family
because
without
their
love
I
would
not
be
the
individual
I
am
today.
I
am
grateful
for
my
mom
and
dad
because
they
are
my
inspiration.
To
my
sister
who
motivates
me
to
be
the
better
than
best
and
keeps
my
competitive
fire
burning
strong.
My
biggest
and
most
genuine
thank
you
to
Mr.
Ed
Levine.
You
are
a
role
model,
mentor,
and
friend.
Throughout
all
of
the
many
things
you
manage
and
lead
you
still
found
time
to
talk
and
meet
with
me
about
my
project.
Also,
thank
you
for
welcoming
me
into
the
P&L
meetings
with
the
management
team.
Today,
I
hope
that
you
are
able
to
enjoy
this
new
chapter
and
journey
that
you
are
embarking
on.
Cancer
has
impacted
so
many
families
just
like
yours
and
mine.
Nothing
happens
by
chance,
everything
happens
for
a
reason.
Just
like
it
did
for
my
father
I
know
cancer
will
allow
you
to
see
life
through
a
more
appreciative,
grateful,
and
positive
perspective.
Lastly,
I
want
to
thank
my
college
roommate,
best
friend,
and
brother,
Austin
Franks.
Words
cannot
even
come
close
to
help
me
describe
how
much
you
mean
to
me.
You
had
such
a
positive
influence
and
impact
on
my
life.
You
helped
me
evolve
and
progress
as
an
individual.
You
taught
me
to
look
beyond
the
surface,
to
not
judge
others
because
we
do
not
know
what
battles
they
may
be
fighting.
I
will
do
my
best
to
carry
on
without
you.
I
will
do
all
I
can
to
embody
and
share
your
passion,
creativity,
and
unwavering
kindness.

5.
The
Left
Bank
Brasseries
5
The
Left
Bank
Brasseries:
The
Evolution
of
a
French-­‐Inspired
Restaurant
Executive
Summary
Due
to
the
high
failure
rates
of
restaurants
in
the
United
States,
many
studies
have
come
up
with
various
reasons
to
explain
the
underlying
causes
of
such
a
phenomenon.
One
key
study
by
Parsa
(2005)
suggests,
“Restaurant
failures
have
been
attributed
to
economic
and
social
factors
[…]”
and
“Restaurant
failures
can
be
studied
from
economic,
marketing,
and
managerial
perspectives.”
In
particular,
lack
of
capital
is
a
major
contributing
factor
for
restaurants
failure
and
researchers
agree
that
a
restaurant
without
a
sufficient
amount
of
capital
will
not
survive
because
of
three
major
expenses:
overhead,
labor,
and
food
cost.
Today’s
service
industry
is
indeed
categorized
by
financial
distress
and
this
is
very
visible
among
owners
and
operators
everyday.
However,
accurate
and
consistent
internal
management
decisions
may
allow
a
restaurant
to
maintain
financial
stability.
Managing
and
developing
strong
customer
relationships
overtime
can
help
create
a
loyal
following
and
that
can
translate
into
healthy
and
sustainable
growth
for
the
business.
What
roles
do
internal
management
practices
and
external
market
factors
play
in
achieving
sustainable
success
in
the
fine-­‐dining
restaurant
industry?
This
research
study
will
attempt
to
unveil
how
the
Left
Bank
Brasseries,
a
well-­‐respected
restaurant
in
Marin
County,
Northern
California,
have
sustained
its
success
for
over
twenty
years.
Using
primary
data
collected
from
the
management
team
in
the
form
of
interviews,
this
paper
will
identify
the
core
competencies
of
the
company
and
how
it
has
navigated
this
highly
competitive
landscape
over
the
years.
Particular
attention
will
be
paid
to
its
financial
performance,
management
practices,
and
levels
of
customer
satisfaction
and
how
these
are
related
to
the
restaurant’s
brand,
which
is
modeled
around
French
cuisine
but
is
managed
through
an
American
perspective.
Introduction
In
1992,
Edward
Levine’s
entrepreneurial
spirit
led
to
the
acquisition
of
a
leasehold
interest
in
the
Blue
Rock
Inn,
located
in
Larkspur,
California.
This
was
the
second
step
after
the
idea
for
the
Left
Bank
Brasseries,
otherwise
known
simply
as
“the
Left
Bank”
an
authentic
Parisian-­‐style
brasserie,
was
developed.
The
restaurant
embodies
aesthetic
appeal,
atmospheric
elegance
and
culinary
brilliance
of
the
famed
French
district
south
of
the
Seine
River
that
lends
the
restaurant
its
name.
Co-­‐owned
by
renowned
master
chef
Roland
Passot,
the
Left
Bank
is
one
of
the
many
fine
restaurants
to
be
found
in
San
Francisco’s
North
Bay.
The
Left
Bank
is
an
ideal
spot
for
everyone
and
patrons
can
enjoy
anything
from
a
casual
snack
on
the
street-­‐side
terrace,
to
a
glass
of
fine
wine
or
a
cocktail
at
the
lively
bar,
to
an
elegant
sit-­‐down
dining
experience.
The
restaurant
hosts
a
simple,
seasonally
changing
French
brasserie
menu
with
a
diverse
selection
of
meats,
fresh
vegetables,
seafood,
hearty
salads
and
exceptional
desserts.
"We
create
food
that
is
appealing
to
families,
and
this
is
a
place
where
people
can
pop
in
whenever
they
like
and
come
back
often,"
says
the
Lyonnais
Chef
Passot.
The
restaurant
features
a
full
bar
with
a
wonderful
selection
of
after
dinner
drinks
and
an
impressive
list
of
premium
and
affordable
French
and
California
wines.
The
restaurant
is
located
inside
the
Blue
Rock
Inn,
which
was
the
first
hotel
built
in
Marin
County,
Northern
California.
The
building
was

6.
The
Left
Bank
Brasseries
6
originally
constructed
in
1895
and
achieved
distinction
as
a
popular
resort
for
San
Francisco
residents.
The
building
was
remodeled
and
renamed
the
Blue
Rock
Inn
in
1910.
The
Left
Bank's
inviting
ambience,
blended
with
Passot's
unparalleled
cuisine
and
Levine’s
savvy
detailed
oriented
management
style,
together
has
resulted
in
a
refreshingly
unique
and
utterly
pleasurable
dining
experience.
Today,
in
the
year
2015,
the
Left
Bank
Brasseries
has
grown
into
a
successful
multi-­‐unit
family
collection
of
restaurants
across
California’s
Bay
Area
(See
Exhibit
1).
The
Left
Bank
brand
is
located
in
Menlo
Park,
San
Jose,
and
its
original
location
of
Larkspur.
Each
restaurant
location
boasts
its
own
unique
individual
qualities,
however
they
all
share
the
same
concept;
“Fun
and
French
Everyday.”
The
month
of
July
2014
marked
the
twenty-­‐
year
anniversary
of
the
Left
Bank’s
grand
opening
in
Larkspur,
California.
Since
the
birth
of
the
original
the
Left
Bank
Brasserie
in
Larkspur,
owners
Levine
and
Passot
developed
and
have
introduced
a
standardized
organizational
structure
for
each
Left
Bank
location
to
adopt
and
practice
(See
Exhibit
2).
Thus,
the
company
has
enjoyed
a
profitable,
sustainable,
and
financially
stable
history
as
a
restaurant
in
the
fine
dining
segment
of
the
restaurant
industry.
The
rise
of
the
Left
Bank
Brasseries
brand
can
be
attributed
to
the
timely
well
thought
out
executive
decisions
by
majority
owner
Levine.
As
the
economic
and
industry
landscape
continuously
changes,
Levine
has
consistently
delivered
and
overcome
the
external
factors,
which
force
so
many
restaurants
to
close
their
doors.
Perhaps,
the
company’s
greatest
competitive
advantages
include
the
consistent
internal
best
management
practices
and
the
first-­‐rate
financial
support
the
restaurant
receives
from
Vine
Solutions,
Inc.,
an
accounting
firm
that
assists
over
150
restaurants
across
the
United
States
with
management
consulting,
where
Levine
is
the
founder
and
CEO.
Methodology
The
objective
of
this
study
was
to
determine
the
core
competencies
of
the
Left
Bank
Brasseries,
a
well-­‐respected
restaurant
in
Marin
County,
Northern
California,
which
has
sustained
its
success
for
over
twenty
years.
Using
primary
data,
this
study
examines
the
restaurant’s
best
management
practices
and
customer
satisfaction
levels
to
determine
the
fundamental
proficiencies
of
the
company.
The
research
conducted
takes
an
in-­‐depth
look
into
the
company’s
evolution
as
a
French-­‐inspired
restaurant,
which
has
modernized
and
adapted
to
the
changing
tastes
of
Marin
County,
while
staying
seasonally
authentic
and
organic,
not
trendy.
For
the
analysis
of
the
Left
Bank
Brasseries,
this
study
uses
primary
data
collected
from
the
management
team
in
the
form
of
interviews
and
from
a
self-­‐
administrated
survey
(See
Exhibit
5),
which
was
distributed
to
130
participants
who
dined
at
the
Left
Bank
in
Larkspur,
California.
After
the
data
was
collected
and
evaluated
it
was
used
to
determine
the
role
of
internal
management
practices
and
external
market
factors,
which
have
allowed
the
company
to
be
successful
from
1994
to
present.
The
Fine
Dining
Segment
of
the
Restaurant
Industry
The
2011
Restaurant,
Food
&
Beverage
Market
Research
Handbook
states,
“Fine
dining
restaurants
are
full-­‐service
restaurants
with
an
upscale
menu
and
extensive
beverage
offerings.
The
restaurants
generally
have
a
more
sophisticated
décor
and
ambience,
the

7.
The
Left
Bank
Brasseries
7
wait
staff
is
usually
highly
trained
and
often
wears
more
formal
attire,
and
there
is
often
a
dress
code
for
patrons”
(Washington
and
Tiapa,
2011,
p.
102).
Opening
a
restaurant
inside
any
segment
of
the
restaurant
industry
requires
capital
and
expertise,
however
being
a
start-­‐up
in
the
fine
dining
segment
is
perhaps
the
most
challenging.
This
segment
of
the
industry
requires
careful
attention
to
detail
to
execute
top
service
and
quality,
while
striving
to
create
an
overall
exceptional
dining
experience
for
guests.
Restaurants
operating
in
the
fine
dining
segment
must
posses
a
set
of
core
values,
which
differentiates
their
concept
from
its
competitors.
A
successful
fine
dining
restaurant
upholds
modesty,
integrity,
respect,
responsibility,
consistency,
initiative,
trust,
collaboration,
impact,
and
success.
A
restaurant
that
understands
the
importance
of
working
together
everyday
to
achieve
greatness,
while
maintaining
humility
will
be
successful.
Integrity
is
a
quality
every
business
should
pride
themselves
on,
in
the
fine
dining
segment
this
requires
chefs,
managers,
and
owners
to
use
their
best
judgment
to
work
hard
in
silence,
selflessly,
honestly
and
caringly.
A
restaurant’s
success
in
this
segment
deals
with
earning
respect
from
its
peers,
supervisors,
industry
and
most
importantly
their
customers.
If
a
fine
dining
restaurant
can
recognize
and
embrace
the
responsibility
it
has
to
uphold
and
deliver
consistency
it
will
successfully
maintain
a
high
set
of
standards
for
quality
moment
to
moment,
day
to
day
and
year
after
year.
Never
settling
and
always
keeping
an
open
mind,
allows
fine
dining
restaurants
to
recognize
innovation
and
realize
inspiration,
which
will
result
in
continuous
evolution
and
growth
for
the
better.
In
order
to
be
successful
not
only
in
the
fine
dining
segment,
restaurants
must
have
the
courage
to
take
initiative
and
the
conviction
to
follow
through
on
the
risks
they
take.
Restaurants
must
be
explorers
always
searching
for
new
ideas
and
means
of
improvement.
A
restaurant
staff
that
has
trust
and
confidence
in
one
another
is
one
that
will
be
successful
long-­‐term
because
there
is
a
sense
of
collaboration
and
a
desire
to
work
together
to
achieve
goals
that
are
greater
than
those
each
individual
can
achieve
alone
(West
and
Olsen,
1990).
A
fine
dining
concept
that
has
the
opportunity
to
make
a
positive
difference
in
the
experience
of
its
customers
will
translate
into
the
creation
of
fond
memories.
Fine
dining
restaurants
will
remain
popular
as
long
as
they
continue
to
offer
individuality,
food
quality
and
more
casual
setting”
(Washington
and
Tiapa,
2011,
p.
102).
Due
to
this
growing
trend
there
has
been
the
emergence
of
two
different
concepts
within
one
establishment:
casual
bar
area
with
small-­‐plate
offerings
and
formal
dining
space
for
a
complete
experience.
Furthermore,
a
restaurant
within
the
fine
dining
segment
must
be
on
top
of
the
most
current
trends
and
have
the
ability
to
adapt
to
the
waves
of
change.
Fine
dining
restaurants
that
understand
how
to
deal
with
economical
factors,
changes
in
customer
preferences,
and
strong
competition
illustrates
their
viability
and
overall
success.
Owners,
managers,
and
chefs
must
be
confident
and
able
to
utilize
their
respective
restaurant’s
competitive
capabilities
in
order
to
uphold
the
traditions,
culture,
vision,
and
mission
of
the
restaurant,
while
increasing
sales
and
retaining
profits.
The
2011
Restaurant,
Food
&
Beverage
Market
Research
Handbook
highlighted
the
most
important
factors
that
customers
expect
from
an
upscale
dining
establishment:
food
quality,
service,
and
VIP
treatment.
Furthermore,
décor/ambience,
presentation,
food
and
beverage
selection,
and
quality
service
are
major
drivers,
which
differentiate
the
fine
dining
segment.
As
human
beings
we
judge
things
first
based
off
of
esthetics
with
our
eyes
and
then
look
to
seek
out
factual
evidence.
For
this
reason,
fine
dining
restaurants
place
a
big
emphasis
on

8.
The
Left
Bank
Brasseries
8
creating
a
décor/ambience
that
is
tastefully
and
meticulously
well
thought
out,
which
coincides
with
the
restaurant’s
theme
and
concept.
Typically
this
will
involve
lightening
that
is
used
to
soften
the
mood,
music
that
does
not
overpower
the
guests'
conversations,
and
a
décor,
which
provides
a
unique
perspective
where
the
guests
feel
warm
and
indulged.
Food
that
is
visually
stimulating
is
an
important
part
of
fine
dining,
combining
food
and
art
together.
A
fine
dining
restaurant
places
an
increased
emphasis
and
focus
on
creating
excellent
food,
which
displays
superb
visual
presentation.
This
segment
hosts
exclusive
menus
that
boast
superior
quality
produce,
meat,
fish,
and
grains.
Inside
a
fine
dining
restaurant
there
is
a
chef
who
is
highly
qualified
with
years
of
industry
experience
and
is
sought
out
for
his
or
her
special
culinary
skills.
These
chefs
are
highly
acclaimed
for
engineering
menus
that
are
concise
and
interesting,
offering
unique
items
that
patrons
will
not
find
at
any
other
restaurant.
Due
to
the
high
quality
of
ingredients,
level
of
precision,
expertise,
and
creativity
used
in
each
dish
fine
dining
restaurants
will
demand
a
higher
premium.
Many
fine
dining
restaurants
offer
prix
fixe
menus
or
limited
menus
that
change
seasonally
and
are
custom
made
per
celebration/holiday.
Along
with
a
having
a
skilled
chef
with
years
of
industry
experience
managing
the
kitchen,
the
dining
room
will
must
obtain
a
beverage
expert
such
as
a
sommelier.
These
individuals
will
offer
their
special
expertise
to
help
customers
navigate
the
restaurant’s
extensive
and
select
wine
and
beverage
collection
including
top
shelf
liquors,
cognacs,
brandies,
whiskeys,
and
other
after-­‐dinner
drinks.
Perhaps,
the
most
important
element
which
completes
a
customer’s
fine
dining
experience
is
top-­‐notch
service,
which
makes
every
guest
feel
VIP.
Fine
dining
service
goes
far
beyond
taking
an
order
and
delivering
food.
Instead,
it
involves
escorting
patrons
to
the
table,
holding
the
chair
for
women
and
elders,
accompanying
patrons
to
the
restrooms,
crumbing
the
table
in
between
courses,
and
explaining
menu
items
without
notes
(Ahuvia
and
Goodwin,
1994).
Serving
a
guest
at
fine
dining
restaurants
includes
managing
and
monitoring
the
pacing
of
their
meal.
The
goal
is
to
have
the
customer’s
meal
be
leisure,
yet
timely
and
consistent.
To
obtain
a
position
as
a
member
of
a
fine
dining
wait
staff
servers
are
required
to
pass
strict
training
and
examinations.
These
examinations
stress
the
importance
of
servers’
within
a
fine
dining
restaurant.
The
impact
servers
can
have
on
customer
satisfaction
inside
a
restaurant
is
noteworthy.
For
example
a
waiter
or
waitresses’
nonverbal
behavior
is
associated
with
a
positive
evaluation
from
the
customers
as
well
as
positive
customer
behavior
(Jacob,
Guéguen,
and
Boulbry,
2014).
It
is
key
for
the
wait
staff
of
a
fine
dining
restaurant
to
understand
that
customer
satisfaction
is
directly
correlated
to
the
attention
to
minor
details
from
the
serving
staff.
The
cost
of
asking
customers
a
few
questions
about
the
quality
of
food
and
service
can
lead
to
higher
check
totals
and
more
generous
tipping
(Jacob,
Guéguen,
and
Boulbry,
2014).
As
a
server
inside
a
fine
dining
restaurant
it
is
essential
to
be
ready
to
make
recommendations
and
answer
any
and
all
questions
customers
may
have
about
a
menu
or
beverage
item.
Owners’
Profiles
Edward
Levine
conceived
the
idea
and
initiated
the
Left
Bank
Brasseries
project
in
1992,
and
with
his
partner
Roland
Passot,
they
created
the
Left
Bank,
which
opened
in
July
1994.
Levine
is
responsible
for
ensuring
that
Left
Bank
provides
guests
with
excellent
country-­‐

9.
The
Left
Bank
Brasseries
9
style
French
cuisine
and
impeccable
service.
In
addition,
Levine
ensures
that
the
business
is
well
controlled
and
profitable.
Levine
is
the
Chief
Executive
Officer
of
Vine
Dining
Enterprises,
Inc.
(Vine
Dining
Enterprises
is
a
restaurant
management
group
that
founded,
owns,
and
operates
three
Left
Bank
Brasseries
and
two
LB
Steak
restaurants).
Levine
is
also
the
president
and
primary
shareholder
of
Vine
Solutions,
Inc.,
a
management
consulting
practice
that
provides
services
to
the
Left
Bank
Brasseries
as
well
as
the
entire
U.S.
restaurant
industry.
Levine
served
as
interim
CEO
for
Gordon
Biersch
Brewing
Company
between
1993
and
1995,
growing
that
company
from
$8
million
to
$20
million
in
annual
sales.
Previously,
for
four
years
he
was
chief
financial
officer
of
Il
Fornaio
(America)
Corporation,
a
multiple
unit
Italian
restaurant
and
Bakery
Company.
In
addition
to
managing
all
financial
and
administrative
functions,
he
reorganized
and
directed
the
production
of
the
bakery
division.
Prior
to
Il
Fornaio,
Levine
was
the
planning
director
of
Collins
Foods
International
a
$700
million,
publicly
traded;
Los
Angeles-­‐based
multiple
concepts
and
multiple
unit
restaurant
and
food
service
company.
Levine
earned
his
MBA
from
the
Stanford
Business
School
and
an
undergraduate
business
degree
from
the
University
of
British
Columbia.
Prior
to
attending
college,
he
apprenticed
formally
in
food
service
at
a
preeminent
Canadian
resort
hotel.
Concurrent
with
his
attendance
at
the
University,
he
worked
as
a
French
service
waiter
and
captain
for
five
years
at
a
French
restaurant
in
Vancouver
called
La
Cote
d'Azur.
As
Executive
Chef
and
co-­‐proprietor
of
the
Left
Bank
Brasseries,
Roland
Passot
is
responsible
for
overseeing
the
culinary
operations.
Internationally
acclaimed
for
his
exceptional
French
cooking,
Chef
Passot
has
designed
a
simple,
seasonally
changing
French
brasserie-­‐style
menu.
Passot
has
had
an
extensive
and
highly
regarded
culinary
career.
A
native
of
Lyon,
France,
Roland
commenced
his
restaurant
career
as
an
apprentice
of
Pierre
Orsi
at
Leon
de
Lyon.
At
the
age
of
twenty,
Jean
Banchet,
owner-­‐chef
of
Le
Français
in
Wheeling,
Illinois,
recruited
him.
During
this
period,
Le
Français
was
regarded
as
the
finest
French
restaurant
in
North
America.
In
1980,
Passot
relocated
to
San
Francisco
as
the
opening
chef
of
Le
Castel.
Later
he
was
recruited
to
open
the
French
Room
of
the
Adolphus
Hotel
in
Dallas.
In
1988,
Passot
returned
to
San
Francisco
and
opened
La
Folie
with
his
brother
George
and
his
wife
Jamie.
Since
that
time,
La
Folie
has
achieved
tremendous
critical
acclaim.
Zagat
Restaurant
Survey,
Gault
Millau
and
San
Francisco
Focus
have
rated
La
Folie
as
one
of
the
three
best
restaurants
in
San
Francisco.
Gourmet
Magazine
awarded
La
Folie
"Best
Food
in
San
Francisco"
in
1996.
In
1990,
Passot
was
awarded
the
coveted
James
Beard
Rising
Star
Chef
award.
As
a
result
of
Passot’s
culinary
prowess
and
his
contributions
to
French
cuisine,
he
was
inducted
as
a
Maitre
Cuisiner
of
France
in
1991.
This
is
the
most
envied
title
that
chefs
aspire
to
have
because
their
job
is
to
preserve
and
spread
the
French
culinary
arts,
encourage
training
in
cuisine,
and
assist
professional
development.
In
1998,
La
Folie
was
inducted
into
the
Nation's
Restaurant
News
Fine
Dining
Hall
of
Fame.
Passot
is
well
respected
in
the
industry
for
his
passion
and
culinary
expertise.
He
is
one
of
the
most
popular
instructors
at
nationally
acclaimed
state-­‐of-­‐the-­‐art
Draeger's
Culinary
Center
in
both
Menlo
Park
and
San
Mateo,
California.
Passot
frequently
donates
his
efforts
and
energies
to
numerous
charities
and
is
a
regular
participant
in
Meals
on
Wheels
and
The
James
Beard
Foundation.
As
the
New
York
Times
says,
"Left
Bank
represents
Roland's
longtime
passion
for
a
simple,
friendly
place
where
people
can
drop
in
and
have
just
oysters
and
a
glass
of
wine,
or
a
full
meal."

10.
The
Left
Bank
Brasseries
10
Growth
of
The
Left
Bank
Brasseries
The
Left
Bank
is
known
for
a
simple,
seasonally
changing
French
brasserie-­‐style
menu
featuring
a
diverse
selection
of
fresh
vegetables,
fish,
seafood,
meats,
hearty
salads
and
exceptional
desserts.
Throughout
the
year,
the
brasseries’
boasts
signature
dishes,
that
are
offered
daily
featuring
specials
inspired
by
the
chefs'
weekly
expeditions
to
the
local
farmer's
markets.
In
July
1994,
the
partnership
of
Edward
Levine
and
Roland
Passot
opened
the
first
Left
Bank
in
Larkspur,
California
to
much
anticipation.
Four
years
later
in
1998,
the
second
Left
Bank
opened
in
Menlo
Park,
and
most
recently
in
San
Jose
on
Santana
Row
opened
in
2003.
The
Left
Bank
Brasseries
are
positioned
in
the
upscale
segment
of
the
restaurant
industry,
which
competes
on
food
quality,
price,
customer
service,
brand
reputation,
and
location.
The
company
has
been
able
to
achieve
profitable
growth
for
over
twenty
years
because
they
have
competed
and
excelled
as
being
a
best-­‐cost
provider
of
customers’
perceived
values
and
expectations
for
a
fine
dining
restaurant.
The
company
has
stayed
true
to
their
Parisian
style
brasserie
roots
and
has
managed
to
keep
costs
low,
while
delivering
elevated,
high
quality,
classic
French
dishes
with
a
California
twist
at
an
affordable
price.
From
the
start
at
the
original
location
in
Larkspur,
Passot
and
Levine
wanted
to
create
a
restaurant
that
was
fine
dining,
however
without
a
fine
dining
or
high
price
point.
The
restaurant
gained
popularity
quickly
in
1994
because
it
was
a
family-­‐owned
restaurant
that
was
easily
accessible
and
where
all
patrons
alike
were
valued.
The
restaurant’s
ability
to
be
accessible
to
everyone
was
correlated
with
Passot’s
idea
of
serving
food
that
has
no
secrets.
Instead,
using
Passot’s
refined
classic
French
techniques,
creativity,
innovation,
quality,
and
execution
made
the
restaurant
unique
and
appealing
to
a
wide
audience.
Despite
all
the
constant
changes
in
customer
tastes
and
preferences,
many
of
the
original
menu
items
from
1994
that
Passot
created
are
still
appealing
to
patrons
at
the
Left
Bank
in
Larkspur
today.
(See
Exhibit
20,
which
illustrates
the
top-­‐selling
items
in
2014
at
the
Left
Bank
in
Larkspur).
This
balance
of
attributes,
which
made
the
Left
Bank
in
Larkspur
popular,
gave
birth
to
the
idea
of
expanding
and
opening
more
locations
under
the
Left
Bank
Brasseries
original
concept.
Thus,
in
an
effort
to
grow
revenue
the
company
began
opening
new
units.
This
meant
that
there
was
going
to
be
a
continued
focus
on
sales
and
profitability
through
marketing,
monitoring
of
financial
statements,
and
quality
and
cost
control.
This
focus,
which
has
made
the
Left
Bank
in
Larkspur
so
successful
is
still
a
cornerstone
of
the
business
with
a
steady
stream
of
profitable
sales
numbers
each
month,
for
example
in
the
past
three
years
(See
Exhibit
4).
Due
to
Levine’s
expertise
in
best
management
practices
and
financial
support
from
his
accounting
firm
Vine
Solutions,
Inc.,
the
Left
Bank
Brasseries
has
been
able
to
successfully
expand
into
a
multi-­‐unit,
family
collection
of
restaurants.
On
the
other
side
of
the
business
Passot
has
been
able
to
drive
quality
and
consistency
in
the
form
of
the
highest
quality
ingredients
in
partnership
with
local
farmers.
Beyond
food
and
management
practices
restaurants
are
always
trying
to
improve
customer
service,
which
is
critical
for
the
overall
experience
of
fine
dining
and
is
a
differentiating
point
in
this
segment
of
the
restaurant
industry.
Again,
due
to
the
wide
range
of
experience
that
Levine
has
gained
throughout
the
years,
his
relentless
attention
to
detail
and

11.
The
Left
Bank
Brasseries
11
commitment
to
the
highest
form
of
service
excellence
has
given
the
Left
Bank
Brasseries
a
great
platform
to
grow
from.
Another
key
driving
force
of
the
upscale
segment
is
marketing
of
the
product
as
well
as
the
way
of
differentiating
the
product
from
other
competitors.
The
Left
Bank
has
prospered
through
creating
long
lasting
relationships
with
all
of
their
customers,
which
intern
has
led
to
positive
word
of
mouth
marketing
(Peppers
and
Rogers,
2004).
Passot’s
commitment
to
serving
only
the
best
products
to
the
Left
Bank
Brasseries’
customers
requires
a
detailed
ability
to
control
stock
on
hand
and
utilize
cost
control
methods,
which
can
help
improve
profits.
The
Left
Bank
Brasseries
compete
not
just
on
price
but
also
differentiation
such
as
upholding
continuous
quality
improvement
through
streamlined
preparation
and
presentation,
creating
and
adding
new
services
like
private
dining
events,
and
increasing
the
intensity
of
marketing
and
sales
activities
through
websites
and
social
media.
The
Left
Bank
Brasseries
is
a
restaurant
with
a
strong
brand
name
and
rich
traditions,
dedicated
management
team
and
competitive
capabilities.
The
company’s
single
concept
around
the
Left
Bank
is
focused
and
perfected,
which
has
resulted
in
faster
growth
than
trying
to
realize
multiple
new
concepts
that
are
unproven.
For
this
reason
co-­‐owners
Levine
and
Passot
realized
that
if
their
original
concept
behind
the
Left
Bank
has
worked
thus
far,
they
should
stick
with
it.
The
Left
Bank
Brasseries
have
current
value
and
future
value.
The
existing
units
have
a
current
value
and
the
future
value
would
be
the
current
unit's
cash
flow
plus
that
of
the
planned
unit.
In
short,
by
creating
a
concept
that
can
be
applied
to
multiple
units
has
enabled
Levine
and
Passot
to
receive
value
not
only
for
the
existing
units
but
also
for
the
ones
that
can
be
created
in
the
future.
The
company’s
mission
since
1994
has
been
“Fun
and
French
Every
Day.”
To
execute
this
mission
the
company
has
acquired
a
staff
of
caring
individuals
that
believe
in
delivering
the
core
values
of
the
company:
“Drive
Quality,
Have
Fun,
Make
it
Happen.”
In
doing
so
employees
must
fulfill
the
expectations
of
the
company
through
training,
respect,
communication,
care
and
concern
for
each
other
as
well
as
the
customers
of
the
Left
Bank.
A
contributor
to
the
sustained
success
of
the
company
and
a
factor,
which
has
helped
the
Left
Bank
expand
into
a
multi-­‐
unit
family
collection
of
restaurants,
is
the
acquisition
of
talented
individuals.
These
individuals
have
been
able
to
bring
their
knowledge,
skills,
ideas,
and
willingness
to
learn,
to
share
and
to
work
together.
Their
attention
to
detail,
commitment
to
quality
and
ability
to
work
together
is
what
makes
the
Left
Bank
a
great
fine
dining
experience:
excellent
food,
great
service,
and
entertainment.
The
Left
Bank
has
been
named
throughout
many
listings
as
one
of
the
best
restaurants
in
the
Bay
Area
and
Marin
County.
Due
to
its
operational
and
financial
performance
it
is
one
of
the
leading
restaurants
in
the
upscale
segment
of
the
restaurant
industry
in
the
Bay
Area.
Despite
being
strong
financially
the
Left
Bank
Brasseries
were
affected
by
the
economic
downturn
in
2008
and
2009.
The
skill
and
knowledge
of
the
management
team
was
demonstrated
through
adequate
reaction
and
action
by
developing
pre
fixe
menus,
focusing
on
the
sustainability
of
the
business
and
attracting
new
customer
demographics.
Since
the
economic
recession
there
has
been
resurgence
in
customer
spending
habits
and
a
renewed
interest
in
the
upscale
segment
by
younger
crowds
and
business
people.
Operating
a
successful
restaurant
requires
a
lot
of
attention
to
detail,
effort
and
knowledge
to
maintain
a
leading
position
especially
in
the
upscale
segment
of
the
industry
(West
and
Olsen,
1990).
The
Left
Bank
Brasseries
in
Larkspur,
California
is
a
great
example
of
consistency
and
success.
Despite
all
the
power

12.
The
Left
Bank
Brasseries
12
and
position
the
restaurant
has
in
the
market
there
is
still
big
room
for
improvement
for
the
company
to
expand
and
be
mentioned
alongside
other
long-­‐time
successful
restaurants
in
the
Bay
Area.
Concept:
“Fun
and
French
Everyday”
A
truly
unique
selling
point
is
not
having
great
food
or
service;
instead
it's
an
emotion
a
restaurant
can
offer
to
people,
whether
it
is
nostalgia
or
accommodation.
Restaurant
concept
success
comes
from
great
internal
and
external
factor
clusters,
“internal
(menu,
financial
support
and
staff)
and
external
(location,
market
segment,
competitor
and
economic
status)”
(Jalis,
Abu
Kassim,
and
Mohamad,
2012).
These
factors
are
believed
to
be
an
essential
guide
for
any
business
operator
in
planning
and
developing
their
restaurant.
Restaurants
require
a
specific
direction
and
identity
because
without
one
staff
and
customers
will
have
difficulties
relating.
There
are
two
challenges
that
every
hopeful
restaurateur
must
tackle
and
that
is
choosing
a
strategic
location
to
expand
their
businesses
and
the
right
concept/idea
for
the
restaurant.
“The
Left
Bank’s
idea
is
for
customers
to
feel
as
if
they
are
in
Paris,
France,”
says
Levine.
People
remember
emotions
long
after
they
remember
a
food
and
service.
If
a
restaurant
can
make
a
real
emotional
connection
with
their
customers,
they
will
remember
the
feelings
they
felt
for
years
to
come,
long
after
they
forget
what
they
ate
and
who
waited
on
them.
Food
and
service
can
only
support
a
unique
selling
point.
Thus,
the
Left
Bank’s
concept
of
being
“Fun
and
French
Everyday,”
coincides
with
the
company’s
values
to
be
an
affordable
and
high
quality
fine
dining
restaurant
experience.
The
concept
of
a
restaurant
can
be
extremely
important
in
acquiring
customers
and
earning
revenue.
The
concept
and
market
are
the
major
factors
in
the
restaurant,
however
the
menu,
price,
atmosphere,
management,
location,
food,
service
and
quality
are
also
to
be
considered
carefully.
The
Left
Bank
Brasseries
are
fun
because
the
company
provides
entertainment
through
various
mediums.
“The
Left
Bank
is
fun
because
they
offer
happy
hour
with
cocktails,
monthly
wine
flights,
lunch
favorites
such
as
the
Salade
Nicoise,
weekend
brunch
with
a
Croque
Madame,
private
dining
events,
dessert
classics
such
as
Profiteroles
or
Tart
Tatin,
and
French
cheese
plates
to
share,”
says
Mario
Vega,
Chief
Operating
Officer.
Why
is
the
Left
Bank
French?
The
chefs
handle
and
prepare
their
ingredients
with
classic
French
techniques.
The
concept
to
be
a
French
restaurant
was
just
an
inspiration
for
Levine
and
Passot
in
1992,
however
being
French
is
apart
of
everyday
life
at
the
Left
Bank.
Chef
de
Cuisine,
Fabrice
Marcon
states,
“chefs
at
the
Left
Bank
are
continuously
being
trained
and
taught
how
to
be/use
artisanal,
seasonal,
natural,
sustainable,
and
organic
products
to
create
dishes
that
are
high
quality
at
a
great
value.”
The
restaurant
which
has
done
a
great
job
over
the
years
as
differentiating
itself
from
other
French
spots
in
part
because
its
motto
to
stay
fun
and
to
never
take
themselves
to
serious.
Thus,
the
restaurant’s
logo
is
a
pig.
First,
signs
with
pigs
are
frequently
seen
throughout
France
signifying
Charcuterie.
Second,
pigs
are
considered
a
French
symbol
of
good
luck
and
plenty.
Finally,
pigs
are
considered
whimsical,
implying
that
the
Left
Bank
maintain
their
sense
of
humor
as
a
fine
dining
restaurant.
The
pig
successfully
conveys
the
mood
the
Left
Bank
wants
to
create:
“Fun
and
French
Everyday.”

13.
The
Left
Bank
Brasseries
13
When
Levine
along
with
the
help
of
Passot
conceived
the
concept
the
two
men
wanted
to
change
the
stigma
of
what
the
word
“French”
meant
to
so
many
people
back
in
1992.
At
the
time
French
cuisine
was
considered
expensive,
overrated,
and
pretentious.
In
the
early
1990s,
Marin
County
did
not
have
a
French
restaurant,
which
had
a
passion
for
quality
ingredients
and
gracious
service.
Levine’s
intuition
and
business
savvy
mind
were
able
to
see
this
as
an
opportunity
to
satisfy
an
unmet
need.
Specifically,
he
looked
at
Larkspur,
California
where
the
restaurant’s
current
location
is
in
fact
on
the
Left
Bank
of
the
canal
sailed
by
early
settlers
and
visitors
to
Fort
Ross
and
Larkspur.
Levine
states,
“the
concept
for
the
Left
Bank
was
to
be
accessible
and
affordable
to
everyone.”
Owners
Levine
and
Passot,
wanted
customers
to
feel
as
if
the
Left
Bank
was
perfect
for
any
type
of
occasion
big
or
small.
Customers
should
feel
comfortable
stopping
by
alone
for
a
quick
bite
during
their
busy
workday
or
come
ready
to
have
a
long
enjoyable
dinner
that
one
might
experience
in
France.
Despite
getting
much
of
its
inspiration
and
being
modeled
after
Parisian
style
brasseries,
the
Left
Bank’s
culinary
visionary
Roland
Passot
is
from
Lyon,
the
gastronomy
capital
of
France.
Thus,
many
of
the
dishes
featured
on
the
Left
Bank’s
menu
have
Lyonnais
influences.
In
the
end,
both
Levine
and
Passot
wanted
customers
to
have
more
than
a
great
meal
but
an
emotional
experience.
They
tried
to
make
it
an
extraordinary
one
by
establishing
a
beautiful
place,
one
filled
with
a
staff
that
cares
about
it
as
they
do
about
their
own
home,
where
we
can
care
for
you
as
the
most
important
guest
in
it.
“Passot’s
vision
has
led
him
to
seek
out
chefs
that
are
meticulous
about
culinary
details
and
fundamental
techniques
all
in
a
kitchen
that
delivers
the
very
best
organic,
fresh,
and
sustainable
products
to
the
table,”
explains
Culinary
Director,
Guillon.
A
relentless
attention
to
detail
must
be
used
and
no
element
can
be
less
important
or
more
important
than
another.
The
biggest
major
determinants
of
long-­‐term
consumer
behavior
are
consumption
emotion
and
satisfaction
(Han,
Back,
and
Barrett,
2009).
The
concept
for
the
Left
Bank
meant
customers
could
have
a
great
meal
that
is
a
journey,
which
returns
them
to
sources
of
pleasure
they
may
have
forgotten
and
takes
them
to
places
they
have
not
been
before.
A
proper
restaurant
concept
has
an
internal
and
external
feature.
“The
first
one
is
internal
feature:
menu,
financial
support
and
staff
are
fall
into
this
category.
Second,
external
feature:
including
location,
market
segment,
competitor
and
economic
status
need
to
be
taken
into
consideration
in
choosing
the
concept
of
the
restaurant”
(Jalis,
Abu
Kassim,
and
Mohamad,
2012).
Levine
and
Passot,
both
seasoned
with
food
service
industry,
realized
in
1992
that
the
work
only
begins
after
the
right
concept
is
chosen
with
the
proper
method
of
execution,
delivering
excellent
service
and
production
quality,
and
maintaining
high
levels
of
customer
satisfaction.
External
&
Internal
Environment
Analysis
Quality
and
environment
management
practices
are
two
of
the
key
drivers
for
achieving
market
success
and
financial
performance
in
service
industries
(Llach
et
al,
2013).
Restaurant
failures
have
been
attributed
to
economic
and
social
factors,
to
competition,
legal
restrictions,
and
even
to
government
intervention.
(See
Exhibit
21
for
a
complete
list
of
the
various
factors,
which
can
affect
the
viability
of
a
restaurant).
Analyzing
a
restaurant
failure
can
be
done
through
examining
their
economic
and
managerial
perspectives.
An
economic
perspective
means
restaurant
failures
are
due
to
economic
reasons
such
as
decreased
profits
from
diminished
revenues,
poor
controls,
and
voluntary/involuntary

14.
The
Left
Bank
Brasseries
14
bankruptcies,
involving
foreclosures,
takeover
by
creditors,
receiverships,
or
frozen
assets
for
nonpayment
of
receipts.
One
of
the
Left
Bank’s
core
competencies
is
the
strong
financial
support
they
receive
from
Vine
Solutions,
Inc.,
which
can
be
seen
as
a
competitive
advantage
for
the
company.
Due
to
the
financial
consulting
expertise
that
Levine
and
his
associates
at
Vine
Solutions,
Inc.
possess
the
Left
Bank
Brasseries
have
been
under
professional
supervision
monitoring
the
company’s
economical
status.
Due
to
the
resources
given
to
the
company,
the
Left
Bank
is
blessed
with
financial
knowledge
that
not
all
restaurants
have
access
to.
This
helps
eliminate
one
of
the
biggest
contributing
factors
to
restaurant
failure:
lack
of
knowledge
about
company
financial
statements.
While,
a
managerial
perspective
consists
of
restaurant
failures
that
are
the
result
of
managerial
limitations
and
incompetence.
Examples
of
this
include
loss
of
motivation
by
owners;
management
or
owner
burnout
as
a
result
of
stress
arising
from
operational
problems;
issues
and
concerns
of
human
resources;
changes
in
the
personal
life
of
the
manager
or
owner;
changes
in
the
stages
of
the
manager’s
or
owner’s
personal
life
cycle;
and
legal,
technological,
and
environmental
changes
that
demand
operational
modifications
(Lee,
Koh,
and
Kong,
2011).
The
rigorous
education
and
training
the
Left
Bank’s
managers
go
through
is
an
ingredient
to
their
recipe
for
success.
Managers
are
encouraged
to
be
apart
of
the
team
for
a
minimum
of
two
years
in
order
for
them
to
maximize
their
experience
with
the
company.
Levine
and
Passot
encourage
managers
to
take
pride
in
the
restaurant,
the
company
culture,
and
“Fun
and
French
Everyday.”
During
training
for
each
individual,
the
restaurant
hopes
candidates
take
on
an
entrepreneurial
sense
of
ownership.
Ideally
managers
are
striving
to
be
creative
engineers
who
use
their
talents
to
best
position
each
Left
Bank
in
their
respective
local
market.
One
reason
for
early
failure
in
restaurants
is
that
new
businesses
typically
have
limited
resources
that
would
allow
them
to
be
flexible
or
adapt
to
changing
conditions.
Perhaps,
one
reason
the
Left
Bank
has
been
so
successful
is
because
both
Levine
and
Passot
had
established
their
professional
careers
before
they
launched
the
restaurant
in
1994.
This
was
important
because
it
gave
both
individuals
a
chance
to
gain
capital
and
credibility
in
the
food
and
service
industry.
This
helped
the
Left
Bank
attract
a
distinguished
board
of
investors
and
devote
a
portion
of
their
large
personal
incomes.
The
longer
a
company
is
in
business,
the
less
likely
it
is
to
fail.
Thus,
from
1994
through
1998,
the
Left
Bank
in
Larkspur
was
able
to
surpass
the
vulnerability
stage
of
a
new
restaurant
opening.
Furthermore,
in
August
1998,
the
Left
Bank
in
Menlo
Park,
California
opened,
followed
by
in
San
Jose
on
Santana
Row
in
March
of
2003.
Management
capabilities
are
of
primary
concern
in
preventing
restaurant
failure.
Managerial
inadequacy,
incompetence,
inefficiency,
and
inexperience
can
be
considered
to
be
a
consistent
theme
in
restaurant
failures.
A
manager’s
inability
to
manage
rapid
growth
and
change
can
lead
to
business
failure.
The
root
cause
of
many
business
problems
and
failures
lie
in
the
executives’
own
personality
traits.
Poor
management
can
be
connected
to
poor
financial
conditions,
inadequate
accounting
records,
limited
access
to
necessary
information,
and
lack
of
good
managerial
advice.
Other
internal
factors
affecting
failure
rates
of
restaurants
include
poor
product,
internal
relationships,
financial
volatility,
organizational
culture,
internal
and
external
marketing,
and
the
physical
structure
and
organization
of
the
business.
A
manager
has
the
job
of
monitoring
all
controls
and

15.
The
Left
Bank
Brasseries
15
functions
as
if
he
or
she
were
the
owner
of
the
restaurant.
In
fact,
certain
executives
lack
instincts
and
intuition
sometimes
to
qualify
overutilization
or
underutilization
of
new
technology,
poor
judgment
in
risk
taking,
overextending
resources
and
capabilities,
being
overly
optimistic,
ignoring
or
underestimating
competition,
being
preoccupied
with
the
short-­‐term,
believing
in
quick
fixes,
relying
on
barriers
to
entry,
and
overreacting
to
problems.
Perhaps,
the
most
important
criteria
for
a
restaurant
to
achieve
success
are
through
a
strong
management
team.
The
Left
Bank
believes
that
managers
have
a
role
in
directing
marketing
efforts,
overseeing
product
quality
and
standardization,
and
determining
when
the
time
is
for
the
restaurant
to
adapt
to
the
newest
customer
trends
and
preferences.
Being
a
restaurant
manager
is
not
for
anybody
because
of
the
frenetic
pace
and
constant
pressure.
The
job
can
be
overwhelming
for
many
people.
For
this
reason
a
fine
dining
restaurant
such
as
the
Left
Bank
takes
great
pride
in
searching
for
effective
restaurant
managers
that
can
balance
the
needs
of
staff,
customers
and
the
business
while
dealing
with
the
unforeseen
problems
that
pop-­‐up
on
a
daily
basis.
The
management
practices
which
the
Left
Bank
managers
follow
and
act
upon
includes:
proactive
planning,
consistency,
communication,
timing,
multi-­‐tasking,
and
customer
service.
Effective
restaurant
management
requires
managers
to
be
proactive
and
plan
according
to
every
single
shift
at
the
beginning
of
each
day.
For
example
being
apart
of
a
fine
dining
restaurant
means
dealing
with
high
quality
products,
therefore
managers
must
keep
a
watchful
eye
on
inventory.
The
Left
Bank
stresses
to
managers
that
they
take
a
detailed
inventory
of
every
product
before
their
day
begins.
In
order
to
stay
consistent
and
organized
the
Left
Bank
insists
managers
to
take
inventory
at
night
so
that
they
are
ready
to
place
orders
and
collect
invoices
in
the
morning.
This
includes
food,
take-­‐out
containers,
cleaning
supplies,
and
anything
else
that
are
essential
to
daily
operations.
People
managers
at
the
Left
Bank
are
responsible
with
scheduling,
these
individuals
post
schedules
well
in
advance
for
employees
to
receive
notice,
which
enables
them
to
be
prepared
for
the
week
and
get
shifts
covered
if
necessary.
Lastly,
a
manager’s
productive
planning
skills
at
the
Left
Bank
include
doing
walk-­‐throughs
of
the
front
and
back
of
the
house
and
taking
note
of
any
special
tasks
that
can
be
completed
during
slow
hours.
This
can
include
cleaning
out
the
cleaning
stocking
areas,
organizing
the
wait
staff
common
workstations,
or
clearing
exterior
landscaping
of
cigarette
butts
and
trash.
Consistency
is
an
important
attribute
to
obtain,
as
any
associate
must
have
working
in
a
restaurant,
however
it
is
incredibly
important
when
talking
about
a
manager.
At
the
Left
Bank,
managers
are
involved
with
every
aspect
of
the
restaurant.
The
company
believes
that
the
more
consistent
managers
are
with
their
individual
approach
to
each
duty,
the
better
response
they
will
get
from
their
staff
and
customers.
Apart
of
the
Left
Bank’s
vision
was
to
be
affordable
and
accessible
to
everyone,
thus
it
is
important
to
educate
managers
that
they
should
never
play
favorites.
The
staff
at
the
Left
Bank
is
aware
that
their
manager’s
approach
to
each
situation
is
handled
with
the
same
level
of
fairness
for
each
and
every
one
of
them.
Managers
should
never
lean
on
favoritism
because
this
undermines
the
trust
of
your
staff
and
marks
yourself
as
unreliable.
“Drive
Quality,”
one
of
the
Left
Bank’s
principles
perfectly
relates
to
the
goal
for
customers
to
experience
a
great
meal
every
single
time
they
visit
as
a
reward
for
their
repeat
business

16.
The
Left
Bank
Brasseries
16
and
as
fulfillment
of
a
perceived
value
or
reputation
a
new
customer
should
feel.
As
a
Left
Bank
restaurant
manager
it’s
apart
of
the
job
to
ensure
that
food
and
service
are
always
consistent.
A
big
part
of
being
an
effective
leader
and
manager
deals
with
effective
communication
amongst
staff
and
other
managers.
This
is
absolutely
necessary
in
the
high-­‐
pressure
world
not
only
of
the
restaurant
industry
but
in
the
fine
dining
segment.
Communication
at
the
Left
Bank
is
done
through
holding
regular
staff
meetings
or
“line-­‐
ups,”
which
are
held
at
the
beginning
of
each
shift
to
review
expectations,
inform
employees
of
any
changes
in
policy
and
go
over
lunch
and
dinner
specials.
Due
to
the
tight
knit
family
that
is
encouraged
to
form
inside
each
Left
Bank
restaurant,
managers
should
encourage
staff
by
giving
their
staff
positive
feedback
and
letting
them
know
when
they’re
doing
a
great
job.
The
most
difficult
part
about
being
an
effective
leader
and
manager
involves
being
a
good
listener.
Thus,
managers
give
their
staff
the
opportunity
to
be
apart
of
discussions
during
policy
changes
and
decision-­‐making.
This
makes
staff
members
feel
more
valued
and
invested
in
the
restaurant.
Timing
as
a
restaurant
manager
involves
setting
the
tempo
for
the
rest
of
the
staff.
Imparting
a
sense
of
urgency
into
the
staff.
Leading
by
example
is
encouraged
at
the
Left
Bank
and
managers
are
urged
to
be
the
first
one
in
the
restaurant
and
the
last
ones
to
leave.
This
involves
setting
the
standard
for
the
staff
to
follow
including
managers
to
stay
until
the
last
employee
has
completed
all
of
their
side
work
and
is
checked
out
with
cash
and
receipts
for
the
day.
Having
good
timing
requires
managers
at
the
Left
Bank
to
show
hustle,
thus
having
a
good
understanding
of
every
position
in
the
restaurant
is
important
so
that
they
can
jump
in
wherever
and
whenever
they
are
needed.
Impart
the
pace
of
the
working
environment
by
setting
it
by
example.
The
Left
Bank’s
managers
must
be
able
to
react
to
and
resolve
problems
immediately.
If
an
employee
is
concerned
about
a
customer
complaint
or
another
pressing
issue,
managers
should
drop
what
they
were
doing
and
give
it
the
attention
it
deserves.
Working
to
resolve
customer
complaints
or
employee
concerns
can
give
everyone
a
better
perspective
going
forward.
By
maintaining
a
high-­‐energy
and
enthusiastic
approach
to
work
will
set
the
standard
for
everyone
else
to
follow.
Multi-­‐tasking
as
a
manager
for
the
Left
Bank
can
feel
like
you
are
needed
everywhere
at
once
when
managing
the
restaurant.
Managers
should
be
able
to
reach
a
comfortable
balance,
where
they
feel
as
if
they
are
not
stretching
themself
too
thin
because
this
is
paramount
to
their
success
and
sanity.
Managers
must
be
able
to
trust,
which
leads
to
healthy
delegation
of
tasks
to
staff
members.
An
important
education
point
for
managers
at
the
Left
Bank
involves
recognizing
what
tasks
can
be
completed
alone
and
which
cannot.
When
managers
delegate
tasks
this
shows
staff
members
that
they
have
the
utmost
confidence
in
them,
helping
to
build
their
self-­‐esteem
and
also
make
the
operation
more
effective
overall.
Managers
need
to
understand
that
they
are
the
face
of
the
restaurant.
They
need
to
greet
and
interact
with
at
least
fifty
percent
of
the
customers
that
come
in.
Managers
need
to
be
swift
and
never
get
stuck
on
one
task
for
too
long.
Successful
managers
need
to
keep
on
the
move,
floating
from
one
station
to
the
next.
Perhaps,
the
most
important
trait
a
restaurant
manager
must
have
is
great
customer
service.
At
the
Left
Bank
there
is
a
clear
succinct
menu,
a
critically
acclaimed
chef,
and
a
great
location
but
if
the
staff
and
managers
do
not
treat
the
customers
right
nothing
else
will
matter
and
the
restaurant
will
fail.
Getting
to
know
the
repeat
customers
of
your
restaurant
is
important
and
at
the
Left
Bank,
where
regulars
are
king,
managers
must
do
everything
they
can
to

17.
The
Left
Bank
Brasseries
17
acknowledge
these
people
each
visit.
For
example
managers
should
remember
their
names,
favorite
dishes
and
drinks.
Occasionally
give
them
a
free
drink
or
appetizer
and
let
them
know
you
appreciate
their
loyalty.
Managers
should
be
receptive
to
the
needs
of
their
customers.
Managers
need
to
wear
many
hats
during
any
given
day
of
work
because
in
order
to
be
successful
managers
must
plan
ahead,
communicate
expectations
to
staff,
care
for
customers
and
do
it
all
in
a
consistent
and
up-­‐beat
manner.
Once
candidates
are
able
to
embody
these
traits
they
will
be
able
to
handle
anything
that
is
thrown
at
them
as
a
Left
Bank
manager.
External
forces
do
not
necessarily
predict
success
or
failure
for
a
restaurant.
However,
it
appears
that
external
factors
may
not
automatically
lead
to
failure
if
they
are
properly
managed.
Thus,
the
best
management
practices
observed
at
the
Left
Bank
Brasseries
in
Larkspur
confirm
this.
Analyzing
internal
and
external
factors
of
a
restaurant
failure
can
determine
its
viability
for
success;
indicators
include:
the
business’s
physical
location,
its
speed
of
growth,
and
how
it
differentiates
itself
from
other
restaurants
in
the
market.
The
opening
of
the
Left
Bank
in
1994
was
methodically
calculated
and
satisfied
an
unmet
need
that
the
customers’
preferences
were
craving.
The
Left
Bank
experienced
fairly
stable
growth
within
the
first
four
years
of
operation
and
in
August
1998,
the
company
expanded
to
its
second
location
in
Menlo
Park,
California.
“Fun
and
French
Everyday,”
Left
Bank’s
mission
to
be
the
best-­‐cost
provider
delivering
value
to
customers
in
the
form
of
organic,
sustainable,
high
quality
French-­‐inspired
dishes.
Furthermore,
Levine
and
Passot
were
not
new
to
the
fine
dining
segment
of
the
restaurant
industry,
which
gave
them
experience,
wisdom,
and
expertise,
that
allowed
them
to
manage
growth
or
changes,
adapt
to
environmental
turbulence,
and
display
timely
adequate
planning.
External
forces
generally
affect
all
restaurants
similarly,
however
an
owner/operator’s
preparation
or
lack
thereof
will
makes
the
difference
in
the
severity
of
the
impact.
The
internal
environment
strength
to
deal
with
externalities
is
considered
to
be
the
most
critical
factor
contributing
to
restaurant
viability,
with
the
owner’s
characteristics
and
goals
serving
as
the
guiding
force.
Organizational
Foundation:
Blending
Concepts
and
Operations
A
successful
restaurant
requires
focus
on
a
clear
concept
that
drives
all
activities.
Concept
is
distinct
from
strategy.
The
main
difference
between
a
failed
restaurant
and
one
that
succeeds
is
the
clarity
of
concept.
Levine
and
Passot
conceived
the
idea
for
the
Left
Bank
Brasseries
in
1992
and
did
not
open
the
first
location
until
1994.
This
allowed
both
individuals
to
focus
on
their
idea
and
really
make
sure
that
it
was
conceivable,
clear,
and
with
the
opportunity
to
expand
into
multiple
units.
Fortunately,
for
the
Left
Bank’s
concept
it
was
well
defined
and
clear,
thus
there
has
been
no
need
for
the
owners
to
adapt
and
change
along
the
way.
Many
times
the
worst
strategic
plans
are
overly
complicated
and
are
not
easily
comprehendible
and
lead
to
failure.
Beyond
muddled
concepts,
failure
in
restaurants
seems
to
stem
in
large
part
from
an
inability
or
unwillingness
to
give
the
business
sufficient
attention,
whether
due
to
a
lack
of
time,
passion,
or
knowledge.
Successful
restaurateurs
have
an
unrelenting
ability
to
concurrently
manage
their
family
life
cycle
and
the
business
cycle.
Both
Levine
and
Passot
have
many
different
functions
outside
of
Left
Bank.
Levine
is
the
CEO
of
Vine
Solutions,
Inc.
and
he
sits
on
various
executive
boards
in
the
Bay
Area,
while
Passot
is
the
head
chef/owner/operator
of
his

18.
The
Left
Bank
Brasseries
18
restaurant
in
San
Francisco,
La
Folie.
Furthermore,
highlighted
their
great
talents
and
abilities
to
multi-­‐task,
manage,
and
executive
across
various
functions.
Unfortunately,
many
restaurateurs
fail
largely
due
to
family
demands
(e.g.,
divorce,
ill
health,
retirement).
Owning
a
restaurant
looks
easier
than
it
seems
like
many
things
in
life,
however
the
harsh
reality
is
that
it
takes
an
incredible
toll
on
the
owners
and
operators.
For
this
reason
family
time
is
sacrificed
as
apart
of
owning
a
restaurant,
however
successful
owners
such
as
Levine
and
Passot
of
the
Left
Bank
Brasseries
have
done
and
continue
to
do
a
great
job
at
balancing
their
family
and
work
lives.
The
most
successful
restaurant
owners
are
successful
because
they
are
marketing
savvy
in
relation
to
their
competitors’
intensive
marketing
activities.
Levine
and
Passot
have
embodied
a
clear
knowledge
of
marketing
functions,
which
has
proven
to
be
essential
for
the
success
of
the
Left
Bank
brand.
A
successful
restaurant
owner
has
an
incredible
amount
of
passion
for
the
business
and
high
energy
levels.
Levine
and
Passot
have
been
able
to
carry
these
qualities
and
have
been
able
to
continuously
motivate
themselves
and
their
employees.
Critical
factors
contributing
to
a
fine
dining
restaurant’s
success
are
food
quality
and
the
characteristics
of
the
owner-­‐manager,
including
knowledge,
drive,
skills,
determination,
and
passion.
However,
a
restaurant
concept
cannot
be
executed
or
delivered
without
a
staff.
Furthermore,
staff
members
must
receive
and
obtain
extensive
employee
training,
charming
personality,
and
differentiating
qualities.
While,
capital
and
financial
management
are
important,
as
are
location
and
a
well-­‐defined
concept
these
factors
mostly
stem
from
Levine’s
and
Passot’s
own
personality
traits,
relationships
with
customers
and
staff,
and
dedication
to
providing
a
quality
product.
Contributing
factors
to
the
Left
Bank’s
success
as
a
restaurant
have
been
in
relation
to
the
owner-­‐manager
characteristics,
including
attitudes,
expectations,
control,
knowledge,
skills,
and
ambition.
The
Left
Bank’s
concept
is
centered
on
driving
quality
to
the
customer.
Levine
and
Passot
have
been
dedicated
to
executing
the
highest
food-­‐quality
controls,
creating
a
high
perceived
value
in
the
minds’
of
customers,
being
well
funded,
possessing
strong
financial
management,
and
attracting
quality
employees
who
deliver
excellent
service.
Thus,
a
successful
restaurant
such
as
the
Left
Bank
has
a
well
defined
concept
that
not
only
provides
a
premium
food
product
but
also
includes
an
operating
philosophy,
which
encompasses
business
operations
as
well
as
employee
and
customer
relations.
Perhaps,
what
differentiates
the
Left
Bank
and
Levine’s
concept
is
the
ability
for
him
to
relay
it
to
so
many
people
with
ease.
Furthermore,
the
Left
Bank
is
not
only
about
delivering
classic
French
cooking
with
a
California
twist,
however
the
company
is
committed
to
bringing
“Fun
and
French
Everyday”
to
all
restaurant
locations.
Both
Levine
and
Passot
realized
in
1992
that
superior
food
quality
alone
does
not
guarantee
success;
instead
both
individuals
knew
that
the
concept
must
be
defined
beyond
the
type
of
food
served
in
their
restaurant.
The
Strategy:
Serving
Marin
County
for
Over
20
years
A
restaurant
image
can
be
defined
as
the
overall
attitude
toward
the
restaurant,
based
upon
the
customer
perceptions
of
relevant
restaurant
attributes.
A
restaurant’s
image
is
recognized
as
an
essential
component
of
customer
satisfaction
and
therefore
it
is
a
cornerstone
of
success
for
fine
dining
restaurants
(Cadotte
and
Turgeon,
1998).
Being
apart
of
Marin
County
has
led
the
Left
Bank
to
serve
an
affluent
customer
base,
which
has