How To Make Money With Extreme Bartending

Distance Education Helps You Get Ahead

CanadianMedsWorld.com

Scott Young likes to captivate his customers, so it’s fitting that he spends so much time behind bars.

Young is the president and head instructor of www.extremebartending.com Bar Smart – The Performance Bartending Company, which he founded in 1993. He laughs when asked if he and his “extreme bartending team” are to bartending what the Chippendales are to exotic male dancing, but then realizes there are many parallels.

“We have style as we’re serving drinks,” Young, 33, said from his office in Vancouver. “We’re throwing bottle, glasses, limes and straws, basically being performers behind the bar.

“We travel all over the world to whoever hires us. We were in Denmark three weeks ago. It’s neat, because Canadians are really well-like around the world, because we’re polite.”

Young works at several bars, but mostly at the Roxy Niteclub in Vancouver, which he said is arguably the busiest club in Canada.

There are 10 Extreme Bartending instructors, including two in Toronto, one each in Winnipeg (Carl Berryman) and Kelowna, B.C., and the remainder in Vancouver. All but one of the instructors are male.

“It’s very difficult to get a high-level bartending job, because there is very little turnover in this industry,” said Young, who charges $225 for his two-day seminars.“We get people who are wanting to increase their odds of getting one of these jobs.

“We’ve sold videos to 60 different countries and we’ve got 12 new ones on the way.”

The seminars also include how to deal with problem customers and over-serving.

“Make the women feel safe in your bar and the guys will come,” Young said.

The 1988 movie Cocktail, starring Tom Cruise, had both a positive and negative impact on bartending, Young said. The movie got people excited about the industry, but bar owners didn’t want anyone like the film’s characters in their bar because they were literally leaving their profits on the floor.

“There was a lot of spillage in that movie,” Young said.

He is fully aware of the serious side of his business as well, considering both the injury factor while instructing and the legal and moral responsibility.

He considers the risk in throwing bottles and suggests newbies should start out chucking the limes or straws until their eye hand coordination is dependable.

“My lawyer gets upset when I teach people to blow ten foot flames, so I don’t do that,” he laughs. He plays with fire himself but doesn’t teach those tricks.

But speaking of playing with fire, he tells a tough story of legal implications (never mentioning government officials).

“In Canadian law, both the bar and the bartender can be held responsible for letting a person drink and drive. Many people are not aware of that.” He tells a tale that was eventually overthrown in Supreme Court where a man drove drunk away from a dinner theatre and crashed, killing one passenger. The driver sued everybody and the first court proceedings found the driver 89 percent liable, the establishment 10 percent liable and the waiter one percent liable. It was a $2 million case.

“We teach with two points in mind. First, we let people know their legal responsibilities and second, I believe we have a moral responsibility. We know what happens when people drink.”

Young encourages participants in his seminars to think of customers as guests in their home and he gives tips on how to attract customers, but also how to deal with problem situations.

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How To Successfully Sell Imported Games Through Direct Marketing.

CanadianMedsWorld.com

http://simplyfun.com/

What better way is there to really get a party going than with games? That's what the founders of SimplyFun LLC thought. But they realized the fun wasn't just in playing games at parties--it was also in selling them.

After working in product development and marketing for a game company, Gail DeGiulio, 49, started a consulting business to help early stage companies. Through this business, she met Matt Molen and Jeremy Young, 33 and 35, respectively, who were importing European games into the U.S. and translating them into English, but were struggling to get their products into stores. Then DeGiulio approached them with the idea of using direct sales to sell games, and it clicked instantly. "On the retail shelf, regardless of what your product line is, you're competing against a bunch of other boxes," says DeGiulio. "We knew this was a product line that would benefit from being experienced in someone's home."

Though the trio thought they had a great idea, they took their time making sure they were right. They spent the beginning of 2004 researching the direct-sales industry by hiring an industry expert, attending other companies' parties and making sure they could make money for both their company and their consultants. "If you can't figure out a compensation model that works to make it worthwhile for the consultants," says Molen, "you shouldn't be in direct selling." Then, starting in summer 2004, the three partners spent six months holding parties in their homes and at their office, testing prototypes of their games, figuring out how the parties should work and making sure people would want to come back for more. Finally, in January 2005, they felt confident enough in their products and their plan to begin offering a direct-sales opportunity.

Now Bellevue, Washington-based SimplyFun offers its own line of games, puzzles, puppets and other family activities. The exclusivity of the products is essential to direct-sales success, according to Molen and DeGiulio, because the products don't have to compete with any others and the consultants don't have to compete with retail stores. "We want to make it easy for the consultants to be successful," says DeGiulio. To that end, they provide training in person, online, by video and through conference calls; choose not to charge their consultants for their website or require them to keep any inventory; and offer incentives to encourage their consultants to reach certain goals.

But they also realize that attracting and keeping consultants is about more than just money and rewards. "For your consultants to be excited and passionate about what you're doing, they have to feel attached and connected to your mission," says Molen. "Our mission is to promote play and get people to laugh, create memories and connect through face-to-face fun." Guided by that mission, they have signed more than 1,000 consultants in 45 states, and the company saw 60 percent growth last year.

[Via - Startup Magazine]

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http://www.wifebeader.com/


2006 Projected Sales: $1 million

After earning a master's degree at New York City's Fashion Institute of Technology, Dahl worked for couture designers like Anne Bowen, who creates high-ticket beaded sensations with semiprecious stones. On a whim, Dahl bought some beads to adorn her "wife-beater"-a tank-top undershirt. After receiving scores of compliments and gauging the interest of friends who worked for Vogue and In Style, Dahl started Wifebeader with the shirt on her back in 2003.

Dahl created eight different designs with the help of a beader from Anne Bowen. "I'd be on my couch, in front of the TV with a needle and thread," recalls Dahl. After selling out several trunk shows during her research period, Dahl approached boutiques and took orders on every single visit. "They liked that it's all handmade," explains Dahl. "We use the finest stones and beads from all over the world."

When Bloomingdale's picked up her first collection, Dahl wanted to "pop a bottle of champagne and say, 'We've done it--we've captured New York and the country!'" But she's hesitant to say that she's made it. "It's my personality to always want more and not be satisfied."

Dahl has expanded to 12 silhouettes, new fabrics and a customized Build Your Own Beader option. Wifebeaders are carried in 130 boutiques across the U.S., London, Puerto Rico and Paris; Fred Segal bought her fall 2005 collection; and Dahl is the Sundance Film Festival's exclusive gift-bag designer, for which she's launching a higher-end line, Laura Dahl.
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