Transcription
Will Gdara ran the best restaurant in the world, which was 11 Madison Park in New York. Now he did something which I think everybody can do, right?
He took his team out to dinner at what was then the world's best restaurant, and unsurprisingly, it was very good. And everybody kept pointing out the things that were good. And Will said, "There's no point in benchmarking ourselves against those because they're already good. What I want to know is what are the two things they did that were bad, and then we're going to massively overinvest in those."
And so they looked at this restaurant, and they had two basic gripes, which was the coffee experience. It was like, cappuccino, latte, whatever, okay? You know, choice of beans, nothing weird like that. And they also said that the people among them who wanted to drink beer were basically like, "It's, we got Kohl's beer."
So he goes back to his own restaurant, which is now number 50 in the world. He finds one guy in the kitchen who's a coffee nut. He says, "You're now the coffee sommelier, and your job is to make this restaurant's coffee experience better than anywhere else." And someone in the kitchen who is a real craft beer nut, he said, "You're the beer sommelier from now on."
Everybody in this restaurant who drinks beer, so literally they go, "Well, given your choice of food, may I recommend this craft IPA?" But that's what I call reverse benchmarking.