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We had decided that i would take the whole first floor. and within four weeks, we decided i would take the whole building. reporter: as a result, three businesses were born. there s beasley s chicken and honey. i knew that i wanted to do a fried chicken joint. reporter: just next door is chuck s. i m a big fan of a really wonderful hamburger, and i think most people are. reporter: and then downstairs is fox liquor bar. what i wanted to create in that space was a people where people could count on having a great cocktail, count on having a unique selection. reporter: one key component of christensen s business model is that on paper, these three concepts actually exist as one. we can obviously track sales and what goes on in the different profit centers, i guess you could call them, but it s one set of books. reporter: the plan from the start was to share resources. we wouldn t have had the ability financially to open up three concepts independent of each other. when ....
You have to draw the line somewhere. reporter: and while there s an emergency exit that links beasley s and chuck s, customers can t use it. they must leave one space and go outside to get to the other two. just like you would if you were in one restaurant and you decided that you wanted to go to another restaurant. you would have to exit that restaurant. and it is something that people find challenging, knowing us pretty intimately. reporter: while fox liquor bar largely has its own staff, the employees at the restaurants are interchangeable. people move around to meet customer demand. there are subtle differences in the way you approach things, but at the end of the day, good service is good service. reporter: if you re wondering why christensen didn t go with just one large business, her answer is simple. i m not personally a fan, nor do i feel that it s one of my strengths to open up a large restaurant. it s just not something that i enjoy. i like to be able to see ever ....
Four weeks we d decided i would take the whole building. as a result, three businesses were born. there s beasley s chicken and honey. i knew that i wanted to do a fried chicken joint. just next door, chuck s. kind of a fan of a really wonderful hamburger and i think most people are. and down stars is fox liquor bar. what i wanted to create in that space is a place where people could count on having a great cocktail, count on having a unique selection. one key component is christens christensen s business model is that on paper, these three concepts actually exist on one. we can obviously track sales and what goes on in the different profit centers, i guess you could call them. but it s one set of books. the plan from the start was to share resources. we wouldn t have had the ability financially to open up three concepts independent of each other. when it comes to all those things that are services that you invest in, you re doing at once, as opposed to doing it thr ....
Sale system, a keg room, and storage for food. the most dynamic part of the structure is the shared kitchen. the staff simultaneously prepares meals for two restaurants with ease. the pos system will ring orders to one specific line on the kitchen. the actual food is very different so it s hard to confuse chicken and burgers. most chefs shouldn t, anyway. having a shared kitchen does pose a unique challenge. when customers ask to share burgers at beesley s and chicken at chuck s? no. we coach our staff on talking points and how to address it. if we allow people to come on the burger side and have fried chicken, it s just one big restaurant and that s not what we wanted. these are two different restaurants, they re two different concepts. you have to draw the line somewhere. and while there s an emergency exit that links ....
shared phones, a sale system, a keg room, and storage for food. the most dynamic part of the structure is the shared kitchen. the staff simultaneously prepares meals for two restaurants with ease. the pos system will ring to the kitchen, and the food is different, so it s hard to confuse chicken and burgers well, most chefs shouldn t, anyway. it does pose a unique challenge. when customers ask to eat burgers at beasley, and chicken the chuck s, the response is no. if we allow people to come over on the burger side, and have fried chicken or come over on the fried chicken side and order burgers, it s just one big restaurant, and that s not what we wanted. these are two different restaurants and two concepts. you have to draw the line somewhere. while there s an emergency exit that links beasley s and ....