Page 79 - The New Gold Standard
P. 79

Be Relevant
            Bar, richly appointed with honey onyx, formal and elegant din-
            ing areas, or the option to have a relaxed dinner beneath rawhide
            chandeliers in an area near Dean’s kitchen. In essence, Dean Fear-
            ing’s willingness to reach out to leadership at the Ritz-Carlton
            allowed both Dean and the hotel company to produce a concept
            that not only made both brands maximally relevant to their cus-
            tomers but also offered a significant benefit to the Dallas/Fort
            Worth area.
               Simon adds, “I look at that restaurant today with amaze-
            ment as Dean helped us refine our focus, so much so that we had
            to have police control the crowds when it opened. The restau-
            rant did a million dollars in business in its first month. Dean’s
            restaurant is the talk of Dallas. The Ladies and Gentlemen of
            Ritz-Carlton operate it with Dean, and they do so without wait-
            ing for the guest in room 605 to make a reservation. They are
            filling the restaurant every night regardless of the occupancy rate
            in the hotel. The restaurant makes us a destination in that com-
            munity.”
               Dean Fearing acknowledges that he had a perception of
            Ritz-Carlton that caused him some hesitation in presenting his
            restaurant concept. “When my business partner and I thought
            about suggesting our ‘no rules and bold flavors’ restaurant to
            Ritz-Carlton, we thought we might find some resistance. We
            knew they were committed to excellence, but we didn’t know if
            they would go for a restaurant with no dress code and the ability
            to eat wherever you want, including the bar. Ritz-Carlton worked
            with us every step of the way, and what we created was some-
            thing that transcends anything I could have imagined.”
               Whether a business expands to an adjacent town or to a for-
            eign country, the relevance of the company to the new commu-
            nity is always at issue because customer needs often vary from
            one location to the next. Given its rapid international expansion,
            Ritz-Carlton leadership is challenged with refining its products
            and services to the needs of clientele from Boston to Beijing and




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