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Cheesecake Factory believes that four tables translates to the guests receiving
better service. “It costs money and takes time,” says David, “but the guests
are happier and it’s proven that servers make more money if they please the
guest.” It’s a form of “cheesecaking,” the verb, always making things best for
the guest.
Food is one of David Overton’s greatest passions. And, strange as it may
seem, he has what his staff terms, “a perfect palate.” He apparently has the
ability to detect ingredients in nearly every dish he tastes. He periodically stages
what are known as “food tours,” which are not to be confused with boondog-
gles. No, in fact there are lessons to be learned on each one. Once on the food
tour with his management team in Providence, Rhode Island, David ordered a
white pizza that the team quickly devoured. Several months later when he was
back at the Calabasas Hills corporate office, he asked Peter D’Amelio to taste
a piece of pizza and then asked him, “Where did you have this before?” After
a moment, Peter remembered the trip they had taken and the pizza they had
loved so much. David had duplicated the pizza from memory!
Food tours are as carefully planned as the restaurants themselves.
There are perfect itineraries, each and every time. They’ll go from place to
place ordering lunch at 11, 1, and 3, and then dinner at 5, 7, and 9. David
insists that everyone order an appetizer, salad, entrée, and dessert at each
seating. He takes them to trendy places to see what is coming into the
market and to more traditional, established places as well. He never goes
anywhere to steal an item. It’s about judging it, changing it, perfecting it.
“David, from the very beginning, is the one person who understands what
people will respond to in a positive manner,” remarks Robert Okura, vice
president of R&D. “We use anything and everything as inspiration. It’s a
multifaceted process and it takes a long time.” 80
Every item on a Cheesecake Factory menu is a slight variation on a
traditional dish. David believes that if the items are harder, people won’t
be as likely to duplicate them. “Our struggle for all these years has been to
manage to the success of the concept, and not bring the concept down to
our level of management.”
Food, Service, Décor, and Location—these pillars of the restaurant
business all have to be top-notch to achieve Cheesecake Factory results.
“I’m continuing to take pride in building an excellent company, bring-
ing people up to run it, and sharing the great success of The Cheesecake
Factory with all those who have worked very hard to help build it,” David
says with quiet conviction.