Swing 1000.

Fuller, Barbara K. ; Donevan, Darcy

INTRODUCTION

A couple shyly walk to the parquet dance floor as a Duke Ellington song begins to play. Their right hands touch, symbolizing the moment when romance and music meet. Her left hand moves to his shoulder, his to her waist. The dance begins.

No, it's not a scene from a sappy 1940's movie, it's a snapshot from Swing 1000, the new nostalgic nightclub at 1000 Central Ave. As soon as you walk in the art deco building with its spats-wearing manager, gourmet menu and seven-piece orchestra, it's clear this is not your average night spot.....

Men must wear jackets. That rule means the men look spiffy and the women can get dressed up as they want. From vintage dresses to sophisticated evening wear and short club dresses-the clothes are as varied as the clientele (Fortson, 1998).

This is the creative and enthusiastic description of Swing 1000 by a local newspaper reporter for the Charlotte Observer one year after it opened. Everyone who visited and experienced the club loved its atmosphere and excitement, but many questioned its future sustainability in Charlotte and especially in the Plaza Midwood area. However in three years Darcy Donavan, the mastermind behind the club, has created not only a success story, but is thinking of expansion.

CURRENT SITUATION

Darcy Donevan, president of Swing 1000, a fine dining and dance club in Charlotte, NC, sits in her Cigar Bar looking at the future direction of her business. In 1997, she successfully opened a sophisticated nightclub in an area undergoing rejuvenation about a mile from uptown Charlotte, NC. Looking back the start-up was an exciting, dynamic experience that also held many lessons in business as well as faith, hope, and perseverance. However with the club now open, profitable, and the investors seeing some return on their money, she is looking towards the future. Should she open a club using the swing format in another city such as Atlanta or develop a totally new format such as a "60's Retro Theme" in the Uptown Charlotte area? Are there other options that should be considered? The only thing certain at this point is Darcy's continued passion and commitment to the business as expressed in her first comment; "The American dream is alive and well." This is a concept that she lived by and expressed often.

THE VISION OF SWING

What is swing? Webster defined swing as "jazz music especially in its development after about 1935, characterized by the use of large bands, contrapuntal improvisation, and written arrangements for ensembles playing" (Webster). The swing movement may have its original roots starting as far back as Louis Armstrong and Duke Ellington with songs such as "It Don't Mean a Thing If It Ain't Got That Swing." But swing didn't become a national craze until the likes of Benny Goodman and Glenn Miller in the 1030's and 1940's.

At the turn of the millimium swing was well on its way to returning to new heights of popularity. This rebirth and rise of swing dancing and music went back to the 1980's. In the early 1980's small groups of dancers began the revival but it was not until 1989 that the L. A. Royal Crown Revue began playing neo-swing. They were credited with launching the swing renaissance that became mainstream. Other musicians such as Brian Setzer Orchestra in 1992, and Big Bad Voodoo Daddy in 1993 followed their success. In addition a variety of clubs began to open on the West Coast: Club Deluxe in San Francisco (1989) and the Derby in Los Feliz (1993).

This swing mystique was further popularized by films such as "Swing Kids" (1993), "The Mask" (1994), and "Swingers" (1996). The music industry promoted the trend with the released of an album by Royal Crown Revue called "Mugzy's Move" in 1996 and a CD by Squirrel Nut Zipper called "Hell" in 1997. Even TV ads picked up on the trend as the dancers for Gap khaki pants were swinging to "Jump, Jive an' Wail." The ultimate in TV promotion was the super bowl halftime show in 1999 that featured Big Bad Voodoo Daddy.

The renaissance of swing, however, would not be complete without some mention of the dancers. Frankie Manning, a New York Postal worker, joined Erin Stevens and Steven Michells of the Pasadena Ballroom Dance Association to bring back the Lindy Hop and jitterbug steps that swept the country. The dancers span different generations from the new young hipsters to those remembering their youth and the steps they made popular back in the 30's and 40's.

From the Supper Club in New York City, and The Five Spot in Philadelphia to the Spanish Ballroom in Glen Echo, Maryland and the Masquerade in Atlanta swing has grown and flourished across the country. Liquid in Chicago, the Red Jacket in Dallas, and Hi Ball Lounge in San Francisco all provide their own style of 30's and 40's swing.

The Donevans knew the timing was right and swing was a classic. It was here for the long haul and would last over time. It was never about fads, but about dining and dancing and the time was right. They both knew that staying power was the key and believed that Swing 1000 would be successful if they could keep the business open long enough to get people to know about it. Many other swing club owners who geared their business to kids and college students have gone out of business. The saw the trend but missed the full picture of how to build the market, develop corporate sales and get repeat business in the door day after day.

BACKGROUND OF THE FOUNDER

A Charlotte couple, Darcy and Michael Donevan, started Swing 1000 in 1997. Darcy's background was in the travel business. She worked as the Director of Promotional Group Sales, which consisted of booking activities for corporate groups that included a full entertainment schedule. In Darcy's mind Swing 1000 was comparable to the full entertainment experience provided on a cruise ship where there is something for everyone.

Michael Donevan, Darcy's husband, was a radiobroadcasting consultant for contemporary music radio stations throughout the United States. Previously he was the program manager with WEDJ and WBT-FM broadcasting stations in Charlotte, NC. He served as an advisor on marketing issues for the club. In addition, he added family, financial, and professional support to the venture.

DESCRIPTION OF THE CLUB

Swing 1000 was a fine food dining and dancing entertainment venue, a concept unique to the Charlotte area. It was located in a transitional neighborhood undergoing renovation. The building had an art deco, post World War II look that was preserved and incorporated into the renovation. Because of its character the club became a destination for all types of special events from wedding receptions, banquets, proms, and birthday parties to murder mysteries and wine tasting

Darcy and Michael wanted to offer guests an evening filled with the best food, drinks, cigars, music and dancing available in the city of Charlotte and for that matter in the southeast. The club attempted to capture the fun and essence of the big band era with the added attraction of a festive and fun-filled ambiance. The estimate bill for an evening at the restaurant including the band and a five-course meal was approximately $65.00. This is the upper range of restaurants in the Charlotte area. The club also offered an extensive wine list.

There was a $10.00 cover charge to just hangout at the bar and dance the night away without dinner. The entertainment includes a seven-piece house band as well as headliner orchestras for special occasions and holidays. Patrons could swing, fox trot, waltz or tango to the tunes of a live band every night of the week. Swing 1000 was a place where people could dine in 1930's elegance to a big band orchestra and soak in the exquisite ambiance of elegant luxury. The club was known for having the best people, the best menu, and renowned service.

EXTERNAL ENVIRONMENT

Swing 1000 opened in a positive economic environment. For numbers of years the southeastern United States including the Carolina's has shown substantial grow in population as people migrated to the area. Overall, this growth created both a larger and more diverse marketplace. A more sophisticated traveler who was used to going to places like Swing 1000 characterized the influx of new people into the Charlotte area. The demographics for the area indicated a positive growth pattern into the foreseeable future.

The management team, including Darcy and her husband Michael, were passionate about the business and believed in its success. They had experience in both the entertainment and music industries and were willing to take substantial risk with their resources to make the business happen. Like most new businesses they found a significant challenge in raising start-up capital. The private investor or angel market in Charlotte was in its infancy. Individuals with substantial wealth to invest in the business were available but difficult to reach especially for those lacking experience. However, with some persistence and experience adequate financing was raised making the venture possible.

Although most of the environmental factors look healthy, changes could occur in inflation, the employment rate, energy and utility costs, or interest rates that could in the future affect the financial outlook for the business. The other external factor that could change was the Swing craze. Was it a fad or a more significant trend that had staying power in the marketplace? Currently the Swing revival looks strong and the future for the business looked excellent. However, if Swing lost popularity the club would be negatively affected.

CUSTOMERS

The first customers to frequent the club were international residents and northerners who were transferred or moved to Charlotte. The first year was very difficult. Darcy said "Charlotte residents had to read about the club in the national publications such as Southern Living, Entertainment Weekly, and USA Today before they warmed up to the idea. The club was getting written up as the number one swing club in the country, but many Charlotteans didn't know it existed.'

Weddings, corporate parties, conventions, and special events created most of the business in the beginning. Weekends were good but weeknights were slow. The club had a very mixed clientele. Swing was making its way back into the music scene with the younger crowds yet many older people remember the original Big Band tunes from the 1930's and 1940's. Everyone who came to the club loved it. Getting them interested in the first visit was the challenge. Charlottens were used to having dinner in an hour and a half rather than spending an entire evening enjoying food and entertainment. They perceived the service as slow rather than quaint. The band started at 8:00 pm. The first two sets were dinner sets with soft music and enjoyable conversation. About 9:00 pm the dancers came in and the band became livelier.

Patrons were of all ages. Older patrons remember the original days of the big band jazz. Younger crowds in there twenties and thirties signed up for dance lessons. Banking, corporate and convention customers were looking for the hottest entertainment in the area. All found Swing 1000 a special place to celebrate with wonderful food, fabulous entertainment, and art deco styling. It provided memories or nostalgia from the past with all the amenities of today.

As things started to turn around Halloween would sell out for the Murder Mystery and Christmas would sells out without advertising. Anniversaries and birthdays became commonplace events. After three years of promotion and education in the Charlotte market the club has become a destination.

EMPLOYEES

Swing 1000 employees were selected carefully and treated with respect. Darcy's goal was to select people with whom she could communicate her dream and turn them on to that dream. From the beginning employees felt the extraordinary atmosphere at Swing 1000 and knew that this was not just another restaurant. From the chief to the waiters employees took pride in their work and had a good work ethic. In addition to selecting the right people individually, it was important to have the right match of people with everyone working together. It took several years to get all of the right people in place and to build the right relationships to make the business work efficiently. Employees were encouraged to have a sense of ownership and a positive attitude towards the job. When employees felt they were a part of the businesses overall success, they became more loyal and the turnover rate dropped.

In hiring people Darcy did not pay a lot of attention to the person's resume'. She said over and over to people she hired, "A great resume' means nothing - show me that you care." She also believed that you couldn't really pay your employees what they were worth from the beginning, so you have to count on them to stick with you and hope that you can take care of them later when the business is up and profitable.

Special benefits were also used to provide an incentive for employees to stay with Swing 1000. Darcy's philosophy was to look for your company's uniqueness and try to sell that. Based on this philosophy, she offered her staff free dance lessons every Wednesday night at the club. In addition, employees share in the commissions brought in by the restaurant's salespeople. The one thing however, that everyone understood was that service came first and it was always first rate.

COMPETITION

Swing 1000 had no direct competition located in the Charlotte area, that offers the unique combination of high quality dining, entertainment and dancing provided by the club. No establishment within a 150-mile radius of the city regularly offers live big band music. They did however compete against a variety of local and chain restaurants at the upper price level. These included: Mama Ricotta's Inc., Beef and Bottle Steakhouse, Pewter Rose, Morton's of Chicago Steakhouse, Castaldi's Italian Restaurant, Alston's Steakhouse, Providence Cafe, The Melting Pot Restaurant, The Townhouse Restaurant, Frankie's Italian Restaurant, Cajun Queen, Bistro 100, Marais French Cuisine, Charley and Barney's Bar and Grill, Jack Straw's, Primo Ristorante, South End Brewery, and Sonoma on Providence.

PRODUCT/SERVICE STRATEGY

Swing 1000 was named in part for musical spirit and in part for its location 1000 Central Avenue. It was located in what used to be a commercial art-deco style warehouse. The building was 10,000 square feet structure, completely up-fitted with a large commercial restaurant kitchen, a large stage appropriate for big band and similar entertainment, a 1,100 square foot parquet dance floor, a knock out lighting and sound system, open restaurant seating for approximately 225 guests (400 accommodated for cocktail parties), two separate rooms for private dining and functions, and a cigar room. The atmosphere encourages patrons to spend a full evening at the restaurant for leisurely dinning, dancing, and enjoying drinks, deserts, and cigars. Other services include dance lessons, private functions, and sales of dance and restaurant-related merchandise. Music produced by a seven-piece house band plays nostalgic upbeat tune from Count Basie, Benny Goodman, Glenn Miller, Tommy Dorsey, Bobby Darren, and Frank Sinatra. Hugh lighted columns with an iris design carved in them flank the stage and line the back wall. The iris design also appears in the colorful carpet that surrounds the dance floor. The cigar room had a built in ventilation system and comfortable leather and velvet chairs and love seats resembling an old style drawing room. People came to Swing 1000 to be treated like royalty and to escape the realities of everyday life.

MENU

Atmosphere is everything at Swing 1000. An exquisite menu, candlelit tables, and excellent service all add up to an unmatchable food and entertainment experience for Charlotte or any place across the country. The menu begins with appetizers of curried quail sauteed apples and bananas, or tuna roulade with caramelized scallop mousse. Soups include lobster or red pepper bisque. Entree are diverse and unique from grilled salmon, and roasted rack of lamb to several beef. Darcy says, "I don't want to be like any other restaurant. Originally we had more variety on the menu, but it didn't work. Charlotte is a steak and potato town, so we added two more steaks on the menu." Darcy says, "I still ask the chef for the percentage of steak versus other entrees ordered on a nightly basis to make sure the mix is right for the area."

PLAZA MIDWOOD LOCATION

Plaza Midwood was a turn of the century street care neighborhood that lies primarily north of Central Avenue near the Plaza. It was the only real town center within the city of Charlotte. In 1929 the principal businesses were Lomax and Russell (grocer), Joe Klouse (meats), Pender (grocer chain), D. C. Staton (grocer), Great A&P Tea Co. (grocer chain), R. R. Brawley (pressing club/dry cleaners), S. B. Seegers (barber), Plaza Drug Co. (drug store and soda fountain), and Stand Oil Co. (service station). Other business grew in the 30"s Cole Manufacturing Co. (seed planter factory), and Store School Supply (the current site of Swing 1000 and the start of the Miracle Mile).

The Miracle Mill was a strip of fashionable shops along Central Avenue that seemed more like a small town Main Street that an urban business center in the shadow of uptown Charlotte. Many past and present residents describe it as an urban Mayberry. However, after the war as in most parts of the country Charlotte saw suburban boom. Central Avenue was widened stealing parking spaces. New suburbs, new roads, and cheap gasoline pulled residents away from Plaza Midwood. Decline set in.

Then in the late 1970"s, investors and young home buyers seeking solid inexpensive housing began to move in and fix up the neighborhood. In the 1990's thanks to a renovation plan spearheaded by the nonprofit Plaza Central Development Group and the city of Charlotte, Plaza Midwood began showing signs of prosperity. In 1995 a new library branch opened at Central and the Plaza. The city put $1 million into new sidewalks and crosswalks of brick pavers and Victorian styling street lamps.

By the late 1990's many of the houses had been renovated. There was a nucleus of architecture there, and the city hoped to build more urban-scale buildings next to the sidewalks to blend in with the influence of the past decades. The city also encouraged development that protected the area's diversity. Both the economic development committee and the city leaders felt that area's strength would come from attracting more unique, local businesses like those already there, including Nova's Bakery, Swing 1000, Fuel Pizza, and Johnson's Beer Company. High-density development following the established architecture and unique zoning of the past decades was key to the success of the area.

Plaza Midwood even with the revitalization effort continually presented challenges. It was a part of Charlotte's City within a City area. This enterprise zone had a combination of neighborhoods that range from fragile and threatened to stable. The Plaza Midwood neighborhood was classified as stable, which means that the quality of life was high compared to other neighborhoods in the area. However, it bordered several neighborhoods, which ware described by a UNC Charlotte Urban Institute study as threatened by higher crime rates, and other problems from a lack of economic development to physical decay. The city's vision is for the Plaza Midwood village to serve as a hub for all the surrounding neighborhoods: Chantilly, Elisabeth, Commonwealth-Morningside and Belmont.

Darcy lived in the Plaza Midwood neighborhood and was president of the Friends of Plaza Central. She realized that inter-city areas such as this offered a lot of opportunity if the diversity of the area could be maintained. She became part of the grass roots effort that worked for change through a close alignment with city government and real estate developers. In fact, Darcy became the pied piper of Central Avenue and the Plaza Midwood area. When she first saw the site that would become Swing 1000 she said, "the building spoke to me." To show her commitment to the area she signed a long-term lease for the site. The location of the club off the beaten path in an urban area, one mile from the city caused many eyebrows to raise questioning the viability of the business. But Darcy had a strong vision that kept her focused. She had lived in the Plaza Midwood area for 12 years and that gave her a passion and understanding of the neighborhood. She also saw urban revitalization efforts paying off in other neighborhood projects such a Dilworth and the SouthEnd. These neighborhoods emerged as significant growth areas and she felt that the time was right for the Plaza Midwood area. Darcy wanted to show people that she had confidence in Plaza Midwood and proved it by being willing to do something really innovative there. Swing 1000 proved to be an important piece of the new "town center" that worked to bring life back a number of old storefronts along Central Avenue. (See Exhibits 5-6).

PROMOTIONAL STRATEGY

Darcy utilized a variety of media to promotion the swing concept and the club. Direct mail post cards and monthly activity schedules were sent to all past customers. The club also purchased databases of potential customers using zip-code demographics matched to the clubs target market. Additional direct mail efforts were focused on uptown Charlotte businesses in an effort to promote the use of the restaurant facilities for business-to-business functions. Direct sales efforts included the bartering of services and the use of promotional tie-ins with corporations. In 1999, Darcy filmed a Christmas Show for WTVI, the local public broadcast station, that was picked up nationally by 80 cities from San Francisco to Chicago giving the club wider promotional coverage.

Publicity proved to be an effective means of getting the word out about the club. Articles in upscale publications such as Southern Living, and USA Today gave the club a national reputation before many Charlottens supported the venue. A combination of the Plaza Midwood location and the need to educate people about the concept of the supper club presented a challenge especially in the beginning. It took a real belief in the idea and some creative promotion in the early stages to make it work. The non-traditional customer including the international community, convention visitors, corporate events, weddings, and special events kept the doors open until individual Charlottens learned about and embraced the idea. Much of the excitement came through world of mouth. If a patron visited the club and experienced the atmosphere, they were hooked.

Headliner bands were used to develop a reputation for the club. Headliners did not make money on the evening on which they appeared. The number of reservations that packed the house could not cover the $5,000 to $6000 a night cost. But, the headliners got the name and quality of the club's entertainment out in to the community. Headliner bands could have sold out three times the number of seats available. In reality these bands served as an excellent marketing tool to increase name awareness. When people could not get seats for the headliner band, often they booked for evenings that were open with the house band. The reputation of the headliner band was transferred over to the club as a whole, thus increasing overall reservations. In fact, 75 percent of the clients could not believe the caliber of the bands appearing in Charlotte. For the small business owner it is hard to track benefits from promotional dollars spent. But, immediate results could be traced to booking a headliner band. Sales were immediate. It brought people to the club not only for that night but also for future bookings.

Another promotional tool that worked was advertising in specific publications to attract niche markets. Advertising in Carolina Bride produced immediate results that could be measured. The ads required the bride to call to the club to find information or to book the club. The number of wedding receptions increased significantly and Darcy immediately knew the ad had worked based on the number of calls she received after placing the advertisement. Arbitron ratings from sales representatives were not very helpful in measuring the success of an advertisement. As a small business owner, Darcy, preferred to have media that could be tracked more effectively through feedback such as the phone ringing and getting people in the doors. (See Exhibits 3-4).

FINANCING THE CLUB

To finance the business, Darcy believed that all she needed to do was to go to the bank and take out a loan. However, she quickly found out what the comment "Ignorance is bliss" meant. Reality set in with her first visit to the bank. In Darcy words, "Banks don't lend new start-up restaurants money." With this first lesson under her belt she set out to educate herself about how to raise capital. She attended a SCORE seminar, talked with lawyers, and began to find the people she needed to make the vision a reality. The business plan became an important resource.

Using individuals in the business community that she knew such as attorneys, accountants, and other business associates she began to approach private investors or angels with her business plan. This type of financing required the help of an attorney who understands securities laws that regulate the sale and distribution of stock. A Limited Liability Company (LLC) was created which allowed qualified people to investment from $10,000 to $50,000. These investors lent their positive reputations to the venture, helped to attract additional funds, and directly supported the business through patronage from themselves and their friends. Private investors were sought as a source of funding because of their willingness to fund small-untested business ideas. In addition they were easier to secure than venture capitalist and didn't need daily participation in the business operations. On the other hand, the investors had high expectations and wanted a substantial return on their investment.

Financing for the club included raising equity capital for renovation and obtaining a bank loan for working capital. Darcy sought out investors for an initial offering of not more than 40 percent of the outstanding shares of the company for an amount of $400,000. Investors were to receive an 8 percent return on their money. Darcy and Michael Donovon would own 56 percent of the shares for a contribution of $125,000 and sold the remaining 44 percent. The club eventually found 17 investors and raised $400,000 in equity. The location proved to be beneficial in attracting money from Bank of America's Small Business Investment Corporation (SBIC). They took an equity position in the company and purchased 10 units. She also received a loan with the help of a Small Business Administration guarantee.

A major portion of the capital was used in the renovation of the building. Construction was going to cost $1 to $1 1/2 million for just the renovation of the building. Net retrofitting and renovating the building became a sizable challenge. At one point the project was $250,000 over budget. So Darcy put on a hard hat and became her own general contractor. She surrounded herself with people who wanted to help make her vision happen. She used other small business people who got into what she was doing rather that larger established contractors. She brought down the costs to $700,000 for everything. She describes the construction: "It was like a barn raising. On my 40th birthday there was a surprise party. It consisted of friends with paintbrushes in hand working to make it happen. We worked day and night.

Break-even took a year and a half. In 1999, the club made money and in 2000 started paying back the investors.

FUTURE DIRECTIONS

In three short years Darcy had lived through opening a Swing Club in the Plaza Midwood area of Charlotte. In the beginning many people including bankers, investors, members of the business community, and folks in her own neighborhood felt she was crazy to move into an area that was threatened by economic blight and physical decay. But, the rent was pretty good and she had a vision. She could see the stage area, the art deco columns, and the sheet energy coming from the walls. Her husband even questioned her choice of sites when he first saw the building, but supported her fully when he realized that she had a vision. At this point she realized the importance of having a strong family bond and having your family behind you. Many things happen some totally unexpected but Darcy's philosophy became "You just make it happen. You get knocked down and you just get up again." By working with her family she feels that she has passed onto her children the message that whatever you dream you can fulfill it if you keep on trying." Her passion for the concept, the music, and the neighborhood all came together in her vision of Swing 1000. So where does she go from here?

Alternative 1: Open a Swing Club using the same prototype in the Atlanta, GA area.

This would require Darcy to find a location in an upscale Atlanta neighborhood that would support a Swing Club. Although she had a prototype for development of the club, she would need to learn the unique characteristics of the Atlanta market. Many of the subtle nuances that she was familiar with in Charlotte from living in the neighborhood for 12 years would not be in place. She would have to build a new demographic profile and database of customers. The Atlanta market was larger. There was more competition with another Swing Club in the city. There were additional entertainment venues available as substitutes. Time away from the Charlotte club and her family were also considerations in opening the business. In addition, the issue of raising capital would have to be addressed. Should she continue to seek private investor capital or move to venture capitalist?

Alternative 2: Open a new venue such as a Retro 60"s Club called the "Big Chill" in the Uptown Charlotte area.

The uptown Charlotte area had grown significantly with the increased number of arts and sports events occurring in the city. The NASCAR, NFL and NBA have all held major uptown events thus increasing the need for new venues. However, the present Swing club was only a mile away from the uptown area raising the question, "Can Charlotte support two theme supper clubs with entertainment nightly aimed at the upper scale market?" In addition there were a number of upscale restaurants in the uptown area offering significant competition. This alternative would also have to be supported with a large capital investment that would have to be raised through angels or venture capitalist. The Retro 60's theme proposed for the new venue was untested. Did it have the staying power of the Swing revival?

Barbara K. Fuller, Winthrop University

Darcy Donevan, Owner, Swing 1000

Exhibit 1: Competitive Matrix

Name of Business Location

Bistro 100 100 N. Tryon St.
Frankie's Italian Grille 800 E. Morehead St.
Primo Ristorante 116 Middleton Dr.
Marais 1400 E. Morehead St
Melting Pot 901 S. King Dr.
Southend Brewery & Smokehouse 2100 South Blvd.
Morton's of Chicago 227 W, Trade St.
Castaldi's Market & Grill 311 East Blvd.
Providence Cafe 110 Perrin Pl.
Townhouse Restaurant 1011 Providence Rd.
Cajun Queen Restaurant 1800 E. 7th St.
Pewter Rose 1820 South Blvd.

Name of Business Sales Volume

Bistro 100 $5-$10 million
Frankie's Italian Grille $2.5-$5 million
Primo Ristorante $500,000-$1 million
Marais $1-$2.5 million
Melting Pot $1-$2.5 million
Southend Brewery & Smokehouse $5-$10 milllion
Morton's of Chicago $2.5 -$5 million
Castaldi's Market & Grill $1-$2.5 million
Providence Cafe $2.5-$5 million
Townhouse Restaurant $500,000-$1million
Cajun Queen Restaurant $1-$2.5 million
Pewter Rose $1-$2.5 million

Name of Business # Employees

Bistro 100 125
Frankie's Italian Grille 70
Primo Ristorante 14
Marais 30
Melting Pot 30
Southend Brewery & Smokehouse 120
Morton's of Chicago 70
Castaldi's Market & Grill 35
Providence Cafe 60
Townhouse Restaurant 16
Cajun Queen Restaurant 30
Pewter Rose 40

Exhibit 2: Dinner Menu

Starters

Fried Oysters 9.75

....fried select oysters over roasted corn blinis
and serve with an Ancho chili cream fraiche

Mushroom Vol-Av Vent 6.95

....a flaky puff pastry cup filled with assorted
mushrooms bound with cream & butter

Crab Cake 12.95

....a rich jumbo lump crab cake lightly breaded
and sauteed served with remoulade sauce

Smoker Trout Terrine 7.25

....smoked trout with cucumbers, radishes and a
horseradish creme fraiche

Soups

Lobster Bisque 9.25

....a lobster reduction bound with cream and
butter served with crawfish tails

Red Pepper and Tomato Bisque 8.50

....flavored with applewood smoked bacon and
served with a roasted corm and parmesan crouton

Cashew Pork and Mushroom Soup 6.95

....slightly sweet with hints of ginger & red pepper

Salads

Roasted Pepers with Shrimp & Pesto 8.95

....served warm over seasonal greens with.
roasted pignolia nuts & balsamic vingar
Lardon Salad .
topped with applewood smoked baconlardons. Rouefort
Cheese and Roma tomatoes

Red Cabbage Salad 8.75

....tossed with spinach, garlic, shallots, toasted
walnuts, bacon and balsamic vinegar

Pasta

Penne Puttanesca del Mare 23.50

....penne pasta in a spicy Neapolitan sauce with
shrimp, salmon & crayfish (as appetizer $11.95)

Pesto $ Sun-Dried Tomato Fettuccini 16.95

....vegetarian pasta with basil pesto & sun-dried
tomatoe cream sauce (as appetizer $6.95)

Entrees

Grilled Lamb Rib Chops 28.50

....braised in rosemary and red wine, served
with garlic cream potatoes

Filet Mignon 29.95

....grilled beef tenderloin served with portabella
mushroom, burgundy mushroom demi glace
and garlic cream potatoes

Grilled Ribeye 26.95

....served with brandied red onion over garlic
cream potatoes and topped with a light
peppercorn sauce

Pork Chops 24.95

....a 12 ounce pork chop with mashed sweet
potatoes with a bourbon molasses sauce

Grilled Salmon 25.95

.....glased with a whole grain dijon mustard served
with carmelized red onions, sun-dried tomatoes,
and a tomato beurre blanc

Gingered Seasame and Cashew Tuna 27.25

....sashimi tuna loin encrusted with seasame seeds
and crushed cashews served with gingered
orange beurre blanc and a tomato chutney

Lump Crab Cake 30.95

....two rich jumbo lump crab cakes pan sauteed
served with a remolade sauce