Make your inefficiencies disappear.
Harry Houdini has terrified and excited people for over 100 years. From escaping a water torture cell to being buried alive, he did it all. Though his shows changed over the years, one thing stayed the same: his audiences were entranced.
But where can we find that magic today? Las Vegas, of course! We wanted to find out how eating a great steak dinner can be just as enthralling as watching Houdini escape a straightjacket. So we asked our friend Derek Tadashi Morishita of Sahara Las Vegas to tell us how focusing on the little things can make for a magical customer experience.
Experience: Focusing on the little things
Inspiration: Harry Houdini
Modern Day Execution: Derek Tadashi Morishita, Director of Restaurants, Sahara Las Vegas
Three Takeaways
Key Quotes
Links
Derek Tadashi Morishita LinkedIn
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Thanks to our friends
This podcast is presented by Oracle CX.
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Ian: Erik was pacing back and forth, nervous about what he’d promised his audience. He peeked out the curtain and saw hundreds of circus goers sitting on the edge of their seats. It was 1912, and he had Berlin’s full attention.
When he walked on stage with his intense stare and dark hair in a middle part, the crowd went silent. His wife and assistant wheeled out a glass tank with water splashing out of the top. Putting the tank in the middle of the stage, he climbed a ladder to the top.
The crowd began to murmur nervously as his assistant locked his feet to the inside of the steel lid of the tank and handcuffed his wrists. With one last breath and nervous look to his wife - he plunged in. The lid was closed behind him - and locked. As he began to struggle, a curtain covered the tank. The clock started, and the audience waited for him to drown.
Beneath the curtain, Erik was counting, and repeating a routine that he had practiced hundreds of times. 1, 2, 3, 4 . kicking his legs so the audience can see the struggle 7, 8, 9, 10. His arms twisted and turned 30, 31, 32.. mind laser focused on moving his body perfectly 55, 56, 57, his lungs ached and his head felt like it was in a vice 108, 109, 110 ... his mind was cloudy but the moment was getting near. He could tell he was off by two seconds. That should be within the grace period he had allowed himself, but it would be close. Finally, the tank opened, and Erik burst out with his trademark flourish.
He’s a man we all know and revere. A man who just by his name evokes wonder and a bit of a chill down your neck .... A name that he gave himself.
Many years before Erik dropped into the pool, he was born into a Jewish Hungarian family. He had a rabbi for a father and a mother set on making life as good as possible for her 7 kids. They were poor in Hungary. And then poor in Wisconsin, and then poor in New York. And so Erik finally decided to just venture out on his own.
When he was 15 Erik was reading about one of the greats: a French man named Jean-Eugène Robert-Houdin (John Yoo-GENE roBEHR-ooDAN). Erik started to learn as much as he could. He poured over the book again and again, so he could be just like Jean (JOHN). He idolized him so much that Erik decided to change his last name to match his...it was the same except he added an ‘i’ at the end of it. And there is no finer way to imitate than to borrow someone’s name!
You see, back then in Hungarian...Harry was a typical nickname for Erik. And the last name Harry adopted...was Houdini.
Now, take a deep breath in...and hold it for as long as you can. Today we’re talking about magic, restaurants, and the power of focusing on the details.
Mackey: Welcome to Often Imitated, a podcast about remarkable experiences from the past, and how they inspire people to create great customer experiences today.
This episode is all about focusing on the little things. How mastering that made Houdini a legacy for over a century, and how you can create your own today. In this episode, we talk to Derek Tadashi Morishita, Director of Restaurants, Sahara Las Vegas, about how his laser focus has made his restaurants some of the best in Vegas.
Often Imitated is brought to you by the generous support of our friends at Oracle. Make every interaction matter with Oracle Advertising and CX. Connect all your data and empower your entire business to deliver exceptional customer experiences from acquisition…to retention…and everything in between. Learn more at oracle.com/cx.
Ian: Annnnd exhale.
It took a while for Houdini to become the magical legend he is now. He wasn’t the most graceful or subtle person, which ruled out card tricks and sleight of hand. He was fiercely against psychics and the supernatural, which closed him off of opportunities that his peers took. With little options left, he went to the extreme...he turned into the best escape artist the world had ever seen.
The tricks started small: he would escape from handcuffs. Which is kind of cool in general, but he wanted to baffle his audiences, so he pushed it further. He figured out what would make his show more unique and engaging than everyone else’s. And ever the obsessive...he went very extreme very quickly.
Houdini would travel from city to city, and challenged police stations to lock him up with their most advanced handcuffs and in their worst jail cells. Then to prove he wasn’t cheating, he would strip down naked and have himself closely inspected by a police officer. Then, with thousands of people watching he’d escape with surprising ease. But once his competitors started catching on and copied him. Houdini went even bigger.
From locking himself in a straight jacket to being buried alive, Houdini kind of did it all. He made his audience’s experience as jarring, magical, and traumatic as possible.
Houdini had invented a trick so extreme and so terrifying that it’s still one we think of—and are a little bit afraid of—today: the Water Torture Cell.
He would brace his audience for what they were about to see, and they would be full of an uneasy combination of fear and excitement.
Houdini had the whole trick calculated down to the second. It required intense focus, and the perfect amount of timing to terrify and thrill the audience. Before he got started, he’d challenge the audience to hold their breath to see if they could last just as long.
With his legs shackled, wrists handcuffed, and water thrashing around him—his odds seemed grim. And just as he started to struggle, his assistant would raise a curtain around the tank.
With the audience on the edge of their seats, struggling to hold their breath, the assistant would raise the curtain. But just a little bit, so that they could still see Houdini struggling in his handcuffs.
And then there came an uncomfortable amount of time. Minutes went by with the audience anxiously waiting to see if Houdini was going to make it out alive. If this would be the time he finally drowned.
With the audience gasping for air themselves, the curtain finally revealed Houdini outside of the tank. With bloodshot eyes and foam around his mouth, he would be gasping for air and reveling in the applause from the audience. Houdini made his audience acutely aware of each moment of their experience. He kept them engaged, excited, and mortified.
Since a magician never reveals their tricks, we can't share all the details but trust us, he had all the details down like clockwork.
Houdini would perform that trick for decades until he died in his 50s. He had his audience’s experience so precisely measured that he always knew when to up the ante, and when to offer them some relief. He knew what little things brought them joy and also brought them fear, and he mastered his craft. He could push the limits of illusions before anyone else had the chance to catch up.
It wasn’t enough that he could escape a straightjacket. His audience had seen that before. So he started to do it upside down...held by a crane...in the wind. When he wanted better reviews from a certain newspaper, he’d get a crane to lift him up outside of their office and practically force them to write rave reviews of his performance.
When that wasn’t enough, he locked himself in milk cans full of water. If he wasn’t getting the attention from that, he’d travel to breweries and fill the milk can up with their finest beers. He knew how to get the public's attention, and even more importantly—he knew how to keep it. Some of his shows would bring tens of thousands of people.
In the grand scheme of things, very few people actually saw his shows. But millions of people are still thrilled by them today. The experiences that he created a hundred years ago still feel exhilarating today. There were other magicians who did similar tricks. But it was Houdini’s tireless perfection of the smallest details of his performance that set him apart from the others.
Of course, creating a customer experience isn’t magic - but it can feel like it is sometimes. To find a CX leader who’s using obsession with the details to create a great experience, we went to the modern day Mecca of magic shows - Las Vegas, Nevada to talk to the man everyone knows as D Money.
Derek Tadashi Morishita is the Director of Restaurants at Sahara Las Vegas, has mastered making a customer’s experience exceptional. He has worked at some of the best restaurants in Vegas and hosted countless celebrities and thousands of satisfied guests.
And he sat down with us, to tell us what it is exactly he does as the director of restaurants for an iconic Las Vegas hotel and casino
Derek: So when you think of hotels, especially in Las Vegas, right? There's three main components. There's the hotel operations, there's the casino and there's food and beverage, right? So those are the three big revenue generating, um, operations teams. So those three teams work really well together. Um, obviously the casino is, it is what it is, right?
It's gaming, it's different games. It's how big your casino floor plan is how much square footage you have, what machines they have versus different hotels. And that's really what those casino players look for. They're also looking for different comps in different areas and the amenities on the hotel.
The hotel side obviously is the, is the hotel rooms and the spas, the amenities, the resort pools, um, and, and those different items. And the third component, which is mine, which is food and beverage. Um, that's one thing it's, it's an, a many to the guests, a, but it's also what drives them to the property.
People in Vegas want to dine at the newest restaurants. They want to die at the best restaurants. They want to have the best service and they want overtop food, right? Whether it's Kobe beef, lobster, caviar, um, the best champagne, ACE of spades or Dom Perignon, they want that experience. And really what we do especially, well, it's a Harris, since we're a small restaurant, we're really, or a hotel, we're really a boutique hotel.
So we're not a big hotels such as Ari or Bellagio. So we feel like we can curate more to our guests and really drive that experience. And that's really what we, we feel that separates us from the rest.
Ian: Sahara Las Vegas has been a Vegas institution since 1952. It’s going through a massive transformation - and Derek is at the center of it.
Derek: So at this era, I am the director of restaurants. I am currently overseeing three restaurants, plus two QSR, which is a quick service restaurant. Um, one of those is Starbucks, which is a beast in itself. And then we also have a late night grab and go option pre COVID. I had five restaurants in two QSR , um, and at the end of the year, we will have seven restaurants and two QSR.
So a lot of changes coming up. Basically I oversee the front of house operations for all of those restaurants, including staffing, hiring, coaching, mentoring, disciplinary action, and then training and planning. So a big role, super excited. And I think during COVID the one thing that has definitely changed about my role as a lot more hands-on right now we're a little short-staffed in management due to saving salaries and labor.
Um, so I think one thing that we have learned during COVID is to work a little more efficient, efficient, and, uh, work a little smarter.
Ian: Sahara Las Vegas has a handful of restaurants, but Bazaar Meat being arguably the top steakhouse in Las Vegas. It has been a huge focus of Derek and his team and they've put in a ton of work to make it is a huge success
Derek: so bizarre meat. Um, in our regards as one of the best restaurants in Las Vegas. And like you said, it's, it's about customer service and it's about the food quality.
It's about the small details. The, the vendors that we talked to, the food tastings that we talked to, we have an amazing caviar vendor. Um, you know, our Kobe beef is probably some of the top beef that you can get in the world. Um, but it also is the details. And we really feel that we do an exceptional job with the small details, such as the service that you get in.
Start from exactly when the host stand and you check in with the guests where the whole, excuse me, they walk you to the table, you see our open kitchens, you know, you see our chefs and our cooks interacting and smiling. You see these flames from the grill, and then once you're at the table, the service starts to magical experience, you know, There's menus and there's tables and there's, you know, there's, the food comes, but it's really the server curating the experience for that guest.
You can come and dine a bizarre, you know, three times in a year and have a different experience with different servers and different food. Um, the ambience, the table, all those little details is really what separates, um, the Bazaar meat experience from another restaurant.
Ian: Like Derek said, their food is spectacular, but that’s not the only thing that makes Bazaar Meat an exceptional restaurant. He prioritizes focusing on the little details that make the customer’s experience unique and personalized.
Derek: it's really a team effort. So I received the front of house, like I said, we have an executive chef of the property, Lyle cuckoo, who oversees the back of house. And then I have a GM, a general manager in the restaurant, and then we have an executive chef of the restaurant as well. So the four of us work really well together in regards to all of those components, like you said, silverware, um, chopsticks, the way the plate is positioned, the way the napkins position, we were literally just talking about this yesterday in the pre shifts for the, for the property or for the, uh, restaurant of what all those little details.
Those. Those are so key components, the guests, not every guests may notice that, but the guests that do is huge, right? It's the guests that is like, wow, this is positioned perfectly. This we're looking at this fork. It's way better than the one I had had at a restaurant last night. And we all come together and look at those items.
So we'd go to different vendors. We checked things out. And I think what's important. I was just having this conversation yesterday with my general manager. Is that just because we've been doing something for the last five years and we've been successful doesn't mean we shouldn't change it going forward.
And I really challenging him right now to walk his room every day, feeling like he owns the restaurant, because if you own something you're going to put way more work into it. Right. And you want to make sure that the RNM is up to up-to-date. The menu is, is unique and we're challenging our chef to change the menu and make it unique.
You know, the big thing right now in, in tiny is vegans is gluten-free. Um, It's fresher products, it's farm to table. So what can we do to change and differentiate ourselves from the rest and how can my chef curate a vegetarian menu that she has not necessarily our whole menu, we're a steakhouse. Um, but when those vegetarian guests come in or those vegan guests, we still can give them a great experience.
Ian: Just like Houdini, Derek and his team up the ante and out-do themselves with each decision. Sometimes your fiercest competitor is yourself, and you need to keep pushing to be better than before. Even if what you were doing was already successful. And to do that, you have to lead by example.
Derek: ever since I was younger and I managing different restaurants, my philosophy was always lead by example, as a manager. Um, and it hasn't changed now that I'm a director as a manager, you're leading by example for your staff members or team members. Um, so to me, if I'm in a venue, there's nothing I can't do.
There's nothing I won't do. Right. I'm not going to not bus a table. I'm not going to clean and sweep the floors. Um, and if I can show them that, then they're gonna work harder for me. I found that a very successful , um, method in theory for my management style, because in all of the patches I've worked at.
If I'm busting my butt working hard for them, they're going to do that. Right. It's their tips that are going to go up. Hopefully it's, they're making more money that doesn't change me. But I know that the guest experience that we're changing, whether it's a small piece of paper on the ground that some guests might see , um, or maybe they might not see that doesn't matter.
You know, we have standards that we want to uphold and we want to, we want to work in a, in a certain environment. That is, that is a great environment. Um, but I've always led by example. I think you have to show your, the people that work under you now, which is more managers that I'm going to work just as hard for them.
If I'm walking by a restaurant on tables, starting with a bus, it doesn't matter that I'm not the manager in that venue. And I'm director of restaurants, I'm still gonna help them. Um, and I want them to know that. So then they're going to work harder for their team members and hopefully team members work harder for, for this, for their guests.
That's the overall experience.
Ian: As we lead by example, we need to make sure that we check in with our employees along the way. After all, they’re the ones who will actually be delivering the experience for most of your customers.
Derek: I think one miscue that a lot of companies don't do is they don't talk to their employees. They don't S the employers are the ones that are talking to our guests, right? Whether it's a Verizon store, the employee is talking to the consumer, right? Whether it's one of our restaurants, our servers are talking to our guests.
So what are, what are we missing? You know, the guests know what they want. So, and not every guest there, some are going to say crazy things, but for the most part, we need to talk to our employees more. We need to get their feedback, you know, what are we doing wrong? What are we doing? That's not efficient for you.
Um, and that's always how I've worked. But I think that's one miscue that a lot of companies don't do. They don't talk to their employees. They just try to make changes because they think that changes is good or a higher up set it or a different vendors told them to use this, this versus that.
Ian: As we become more attuned to what our customers actually need, focusing on the details is more crucial than ever.
Derek: There's nothing too small in my eyes that we can't fix or change or, or adapt to. Um, we have to continue to adapt. We have to continue to change our mindset for the guests.
We have to look at every little aspect of it, whether it's the silverware, the ground that's dirty, the food presentation, all those little things.
Ian: Being hyper aware and giving attention to the little things is what makes customer experiences go from good to great. And it’s figuring out what special touches you and your team can make for each customer that makes their cx excellent.
Derek: there's no way that every restaurant treat, every guest is saying, there's no way that I, I'm not going to treat my owner differently than a random walk-in. But what I mean, that is. Just cause they're having a good experience doesn't mean you can't make it great.
I don't, as a manager, you shouldn't just talk to the VIP's and the guests who are complainant, you should try to talk to every guest. Our goal in my eyes is that my GM and my AGM at the restaurants, they combined not saying they both go to the table together, but combined throughout the night and I've told them this, every one of them should touch each table.
We don't know these guests, but we're ensuring that it's those special touches. I think that too many times the managers are just admin people or they're in the back in their office.
And the servers are just doing their normal thing. No, one's watching them. Right. And so it's really, you know, we're, I don't, I don't say it, but you know, managing is kind of babysitting to a certain aspect, but we also have people that in that know what to do in their place. But I think it's those restaurants that just do the same thing day in, day out, and they don't change.
The managers do the same thing day in, day out, and they don't make the experience better. Um, there's, it's like a it's every time it's going back to those little details. And one of those details is ensuring guest satisfaction for every single table, whether it's a VIP or whether it's a guest that just walked in the restaurant,
Ian: When you are in Las Vegas, everyone wants to be treated like a VIP. Derek and team do exactly that. Sahara has a pretty exciting future in store.
Derek: So we're opening four restaurants this year, which is super exciting. We have one opening in the middle of August called Chickie's and pizza.
This is a sports bar from Philadelphia world famous. They have 50 plus locations. We're going to be the first restaurant West of the Mississippi, which is super exciting. Uh, they're known for their crab fries, Philly cheese, steak, lobster, white pie. It's it's going to be a huge hit and that's going to be connected with our William Hill sports book.
So it's going to be a great experience. We're going to have VIP golf days , uh, outside as well for people to rent. It's going to be an amazing time during football season, March madness, super bowl. Um, middle of September, we have a restaurant called noodle. Dan opening, our chef executive chef Sam will be opening that restaurant.
He's famous in Las Vegas. He's been here for 22 years. Worked at amazing restaurants. He's known for hand pulled noodles. It's a lot of work. It's a, it's an art of cooking that you don't see much because of the amount of work it is. But the food qualities is beyond none. And it's the best buys you want on.
You will ever try. I can't wait for you to come. And then in middle of October, opening Italian restaurant called Bala, we just announced it. Last week, we had our official announcement. Uh, chef Shawn McClain is making a comeback for Vegas and we're super excited. He was the executive chef and owner of stage restaurant at Aria prior to it's recently closed down.
So we're super excited that he's coming back. Um, him and Richard Kappa nada and Sarah camp and honor are going to be our partners. So that's gonna open up Tober. Um, and then we're still working on a final restaurant, hopefully in December. And then next year we have some more plans to remodel some of the other hotel for the restaurants as well.
I'm super excited to have more restaurants and gave more offerings to our locals, our casino guests, and then, you know, guests that are tourists from outside of Vegas. So super exciting time to be with the property. And I couldn't be happier to work for our owner, our president, and my vice president.
Ian: Some of us may not be opening world renowned restaurants, or you know...drowning ourselves in water on stage...but we can all find ways to make our customers feel a little more excited and a little more special.
And as soon as we can travel I can guarantee you that I will be traveling to Vegas to visit Derek and drowning myself in appetizers, entrees and drinks.
Putting together a next level atmosphere that thrills your customer is crucial. And focusing on the details is the way to do it.
So grab some dinner and get back to breathing normally, and we’ll catch you next time.
This is your host, Ian Faison, thank you for listening to another episode of Often Imitated. If you like what you’re hearing, hit subscribe. If you really like it, give us a rating and review. This podcast was narrated by me, Ian Faison and produced by Mackey Wilson, Ezra Bakker Trupiano, and Ben Wilson.
This podcast is brought to you by the generous support of our friends at Oracle. Make every interaction matter with Oracle Advertising and CX. Connect all your data and empower your entire business to deliver exceptional customer experiences from acquisition…to retention…and everything in between. Learn more at oracle.com/cx.
Ok here is the order WAGYU/BLACK ANGUS RIBEYE
Maybe Rack of lamb
FIRE-ROASTED LEEKS
Oysters
This is mouth watering customer experience