lemonis: okay. mike: want you to meet marcus lemonis. lemonis: how are you? i'm marcus.t you. paul: thank you for joining us here. lemonis: absolutely. how do you share roles and responsibilities? paul: operations for me. i have restaurant background. lemonis: what are the numbers here? paul: we're doing $4 million. -i can go back and -- -mike: no, we weren't that high. -paul: don't think so? -mike: nope. paul: we did, yeah. lemonis: so the numbers aren't crystal clear? -paul: yes. -mike: yeah. lemonis: i don't know what just happened. paul answers my question, and then mike says he's wrong. and quite frankly, they both look totally lost. -how many stores exist today? -mike: there's five stores. bob farrell started the company back in 1963. when we started the company, he came up to the opening. he goes, "guys, you did it. -this is farrell's." -lemonis: oh, that's awesome. paul: my uncle would take me to farrell's growing up. and farrell's is part of families. it was part of mine, and it's part of millions as they grow up. lemonis: lot of childhood memories. mike: when w

lemonis: okay.l, take me inside. i want to see what it is that you do. christina: let me take you on a tour. christina: this is veronica. sasha. katie. -katie: hi! nice to meet you. -allie: and i'm allie. -lemonis: allie. -christina: and this is tati. -lemonis: how many work here? -christina: 30. -lemonis: are they all women? -ian: man coming through. lemonis: man coming through! [ laughter ] ian: ta-da! lemonis: i was like, "holy...i'm in trouble." ♪ christina: so, this is our assembly line. we run it like a manufacturing facility. our lead designer puts the recipe here, so the designers will all know what goes in each one. we have quota systems for the designers, so when they come in, they're given a quota they have to do each day. lemonis: i thought flowers were supposed to be fun. -christina: they are fun. -lemonis: sounds intense. christina: we have a very fun environment. we take a lot of pride in that. lemonis: you started this business, when? christina: november 7, 2010, was our launch date.

lemonis: my name is marcus lemonis, and i fix failing businesses. if you don't like money, don't follow my process. i make the tough decisions. we're closing the store, we're done, i'm not talking about it anymore. i back them up, spending my own money. it's not always pretty... man: perfect flavor. lemonis: ...but this is business. you got to trust the process. i do it to save jobs, and i do it to make money. thanks for your business. this is "the profit." fairfield, connecticut, is a pretty new england town right on the coast of the long island sound, and swansons fish market is one of fairfield's local institutions. for over 40 years, they've been selling fresh fish, hot soups, and doing a little catering and, along the way, got their fair share of critical acclaim. gary: okay, you're getting the works today. lemonis: gary swanson jr. took the market over from his dad and worked alongside his wife, sue, and they made a comfortable life for his family. but on july 4, 2009, a fire destroyed his original store. [ siren wails ] dispatcher: code 6. ga

-lemonis: how you doing? anthony: mr. marcus lemonis. it's such a pleasure to finally -- -lemonis: are you anthony? -anthony: yes, sir, it is. -lemonis: nice to meet you. -anthony: pleasure to meet you. lemonis: you know what i love about highway 17? anthony: it's a lot of signs? lemonis: [ laughing ] all the signs. anthony: yeah, new signs, we do a lot of. we just did one, the car wash. i don't know if you saw it on the way here. big l.e.d. board, it was about 32 grand. we just finished it. lemonis: oh, whoa. anthony: customer's really stoked about it. lemonis: now, i don't know your business, and i'm excited to learn it. and so i know a little bit about it, 'cause i buy a couple million dollars a year worth of signs across all these businesses. anthony: i know a good sign company. -lemonis: i know you do. -anthony: [ laughs ] lemonis: but i got to get comfortable with what you're doing. so, what exactly does asl signs do? anthony: we are a one-stop shop manufacturing plant. so we do high volume, low labor. -lemonis: banners? -anthony:

-lemonis: right.el's back was i had already put in like 80 hours and so i told sam that i needed to go home, and she told me to get back now or she was firing me for job abandonment, and i said "it's not job abandonment when i've already put in my time. i've completed my work. i need to go home. i'm just done" well, then they came in and said that they talked and since i couldn't make a financial commitment that they didn't want me to be an owner. lemonis: so after we made the commitment... dede: mm-hmm. lemonis: ...and you were happy about it, and they seemed happy about it and all that sort of huggy and lovey "i love everybody" -- they basically said to you, "if you don't put money in, -you're not getting anything." -dede: right. right. lemonis: what do you think they ultimately wanted from me? -dede: money and publicity? -lemonis: and that's about it. dede: and to get max out without having to actually do it themselves. -lemonis: have me do it. -dede: yeah, because if it was coming from you, he wou

lemonis: tonightrob: whoo!rofit," lemonis: ...it's a business unlike any i've ever visited, at a start-up specializing in sleek and stylish longboards... i'm honestly blown away by the quality. ...something is very wrong. as an outsider looking in, it's kind of unsettling. the product is absurdly overpriced. mike: it's $329 retail. rob: do you just want to not do well? lemonis: the owner is often absent. mike: i have obligations that -- lemonis: well, what are they other than your business? and what scares me the most is that the employees are fleeing... where is everybody? ...in droves. josh: nate's no longer here. chris quit. mike: nearly 100% turnover in staff. lemonis: why are these people leaving? -mike: i don't know. -lemonis: bull[bleep] if i can't figure out what's fueling this mass exodus... when they quit, they're basically saying, "you're fired." ...kota longboards will come up short. my name is marcus lemonis, and i risk my own money to save struggling businesses. we're not gonna wake up every morni

-lemonis: okay. so, when i look at the showroom build-out of $100,000, how did you fund that -- cash? steve: yeah. lemonis: ooh. that's a lot of cash. steve: i don't have credit. you know, we lost a condo in the keys. we've got cars repossessed. lemonis: what happened that caused cars to get repossessed? mary: the recession, everything. lemonis: the recession crushed you guys. lemonis: not only does grafton have a million dollars in debt, but it's with three or four different lenders. the problem is, when they have a downturn, they're not just in trouble with one bank. they're in trouble with lots of different lenders. in a downturn in the economy, this is one of the first affected. this business is good when it's good, but it's scary when it's bad. and so a business like this should have no debt, 'cause you can't handle the recession. steve: correct. lemonis: today, grafton operating only with custom furniture is a very dangerous proposition. you're dealing with high-end clients and high-end real es

lemonis: yep.invested a great deal of money already in amazing grapes, but expanding the kitchen is the right move. with just $75,000, we can buy new equipment and add new stations, allowing geri to create more ambitious dishes and get them out faster. that'll help us increase our check average, feed more customers, and, in the end, nearly double our sales. make the kitchen a little bigger, put the pantry in there, and then you could also have some extra space for you to store wine. dan: this, i believe, needs to become a cold box. lemonis: how do you feel about that? -mike: i agree. -lemonis: okay, so... mike: yeah, it drives margin, and... lemonis: so change number one is... -geri: that's 100%. -lemonis: ...these bathrooms -need to turn into a cold box. -mike: right. lemonis: turning around a business takes time and patience, and i feel like everybody at amazing grapes is really pitching in, and they're coming up with ideas, and they're working together really well. well, almost everyone. where's

lemonis: yeah.an #2: have you figured it out? 'cause we don't know. woman: she's off saturday, sunday, and monday. woman #2: she should be here on saturday. our biggest day she's not even a part of. i just don't... lemonis: how does this affect you in doing your job? woman #2: mis-booked appointments, lack of assistance, and just customer service and lack of product. woman #3: we have never seen her once come up anything about inventory, about putting things in the computer. lemonis: nobody in here has ever talked to carolyn? woman: i think she has some idea. woman #3: but she's the type of person that thinks with her heart. she never wants to, you know, hurt anyone. she wants to give someone the benefit of the doubt, you know? lemonis: communication doesn't exist here. it's like the inmates are running the asylum. i'm hoping that she has a better feel for her financials. i need to understand the revenue. what's the total revenue, and how does that break down per store? carolyn: annually? lemonis: y

-lemonis: yep.tephanie: [ sighs ] lemonis: well, you know, i've spent the last couple days asking you guys a lot of questions. while i struggle a lot with the product, you guys have spent a lot of time working really hard, but the business is really in trouble. i mean, you do $5 million of sales. but at the end of the day, last year, you lost money. stephanie: how do you envision the growth of this business? lemonis: it's about changing every single product that you have. you have $900,000 tied up in inventory. half of it should go into the garbage. how long can you survive? nicolas: we're trying to be as lean as possible. i have about three months where i won't be able to pay my rent at home. lemonis: how much money do you think this business needs? nicolas: i believe it needs around $1 million. it's 20% of what we do on an annual basis. lemonis: well, it's 20% of what you sell. my offer is $800,000. i have full control. there's 100% of the stock today. -i'll have 50% of it. -noemi: [ gasps ] steph

lemonis: my name is marcus lemonis.eth and i made a deal for me to put $75,000 into this business, and i'll own 25% of the business. you can expect the entire process in here to change dramatically. how many of you have seen the recipe book and studied on it and been trained on it? you been trained on the recipe book? that's because there is no recipe book. we're gonna upgrade and improve the process and the equipment so that the same amount of people can make enough pie to not run out at 2:00. on a scale of 1-10 -- "10" being laser-focused, "1" being all over the place, describe her. 1-10. shay: all over the place. lemonis: so that's a 1. -shay: i would say a 3. lemonis: a 3. man: i think 3 sounds pretty accurate. -lemonis: 3? -man #2: 3. -lemonis: 3? -woman: 3. -lemonis: 3? -man #3: 3. lemonis: betty's struggling to manage this place, let alone her second place, which has been a drain on her time and her money. so for now, i want her to focus on this location and this location only. while you guys have done a good job

-lemonis: $7.t to deliver a high-quality burger with the freshest and finest ingredients. a $7 burger isn't gonna work. we want to average a 25% food cost. if the burger costs us $3.50 to make, then the retail price is gonna have to be around $12. we're gonna operate with the food cost as our basis, not our gut. what is the first thing that somebody will order? fuji: a burger. lemonis: and how are we presenting it? fuji: lettuce, tomato, and ketchup and cheese. that's gonna be the standard. lemonis: we know that, with the margins on fries, right, it probably costs us somewhere around 50 cents with packaging and everything. and we're gonna sell our fries for $5. think about the margins on that. today, 70% of their revenue comes from selling hamburgers. and so we want to drive the product mix to have hamburgers not be more than 50% of all the product that we sell. the other 50% of the products that we sell have to be products with margins of 80% and 85%, like fries, potatoes, ice cream. we're looking

-lemonis: okay.n: every single product you see in here, i've been involved from start to finish in designing the product, sampling the product. lemonis: so when people come in and like the design, that's attributable to you. dan: correct. and when they don't like it, that's also attributed to me. -lemonis: okay. dave: he's the ideas guy, so he comes up with a lot of ideas. i'm in charge of operations. i make sure that everything runs in the office. i keep an eye on inventory. i deal with all the finances. lemonis: what's left for you to do? david: well, i mean, i handle all the manufacturing, all the sourcing. lemonis: you're picking the factory, as well? david: yes, i picked and activated our current manufacturing facilities in mexico. i shipped all the textile from peru to mexico, which is no easy feat. lemonis: and where did you get the experience to do that? -david: dropped in the fire. -lemonis: super-impressive. great job. -david: appreciate that. lemonis: yeah, really great job. what i'd like

-lemonis: and you started it? -larry: yes. -lemonis: by yourself? -larry: by myself. lemonis: when? -larry: '96 -- 19 years. -lemonis: wow. -larry: yeah, 19 years. -lemonis: why did you start it? larry: i was a theatrical-lighting guy. i like light. lemonis: so, any place you go in, you're looking right away at the lights. larry: i just thought everyone did it, t i've come recently to understand i got a little unhealthy thing with lighting. -lemonis: get to light therapy. -larry: i need light therapy. lemonis: what's that there? larry: so, this is something i'm actually really fond of. the designer said, "i want something with spikes, little lamps on the end." lemonis: what does something like this sell for? larry: this was about $5,600. lemonis: and what would something like this cost to make? larry: 4 grand. lemonis: they're not great margins. larry: not this particular one, no. lemonis: why? larry: um... lemonis: 'cause it's a custom piece, and so, typically, i would expect it to come with better margins. larry: yes. lemonis: did you miscalculate it? larry: uh, yes. lemonis: i'm

lemonis: why?going to happen? kelly: i don't know. i was nervous. patrick: she's always paranoid about everything. kelly: i'm -- yeah. lemonis: well, you should be paranoid about it a little bit. a little more paranoid -- it will be good for you. that you didn't think everybody else was gonna clean up your mess, because they've been doing it for years. kelly: he's the little brother. we're always trying to take care of him. lemonis: why do you help so much? dan: i -- i don't know. [ sighs ] just something i've always done. lemonis: why? dan: because my mom would have taken care of him. [ voice breaking ] she's not here. lemonis: patrick, you're a lucky guy, because i have rarely seen family businesses where you have a brother and sister that makes tons of sacrifices with no -- there's no reward for them. patrick: i know i'm lucky. but i would do anything for them, too. lemonis: i can see the talent in you, and my job is to rip it out of you. even if it hurts. okay? patrick: mm-hmm. lemonis: [ claps

lemonis: okay. so, there's more expansion land. norton: as long as we keep getting business, we can keep adding on. lemonis: how much is lunch? -norton: $8.95. -lemonis: and dinner? norton: $12.70 for an adult. lynn: plus tax. lemonis: all you can eat, $13.95? norton: yeah, that includes drinks and dessert. lemonis: i mean, that's a heck of a deal. $13.95 for an adult price on a buffet with chicken and ribs? that's a great price, but i don't know how they make that work. can we take a look at the kitchen? lynn: yeah, come on. let's show you the kitchen. this is lynn's world. lemonis: what is in lynn's world? lynn: we make the biscuits, the dessert. lemonis: when do you make the biscuits? can we make them together? lynn: yeah, we can make them together. they're a lot of fun. lemonis: how much time a day does this take you to make? lynn: well, 30 minutes a batch. that includes the prep time. but we're doing eight batches. lemonis: four hours a day, almost. lynn: yep. lemonis: who makes the biscuits he

lemonis: tonightlori: hey.rofit." lemonis: two years ago, i bought an interest in mr. green tea ice cream. young man: this is actually amazing. lemonis: and while we've been able to increase sales by nearly 100%... -is that your car? -michael: that's my car. lemonis: ...success has spawned a whole new set of challenges. michael: the entire future of the brand is based off of my vision. richard: that's something i'm not so sure of. lemonis: the owner's son is pushing for a piece of the pie. michael: i think 7% to 10% would be more than fair. lemonis: but his cavalier attitude isn't helping his case. michael: who cares about a $10,000 up-front cost? lemonis: i think we all kind of care about the $10,000. and now a family feud is brewing in the business. richard: what's important to me is the most important thing. michael: you're not making any sense. you're making stories up! lemonis: if i can't help this young man mature as a leader... don't be frustrated. michael: i'm very frustrated. lemonis: ...and get both sides back on the same page... richard: if we bought -- if w

lemonis: okay. erik: well, basically, what you do is you go online. you would select from a program, whatever you'd like. these are the programs. and we deliver gourmet health food right to your door. lemonis: fuel foods offers various meal plans. if you buy 10 meals, the cost is $9.50 a meal. but if you pre-pay for 300 meals, it drops to $7.50 a meal. now, that's a big discount. but incentives like that help cash flow, and they build brand loyalty. erik: so, we don't have any real production going on today. we have packing going on today. we're packing for tomorrow's orders. they'll arrive tomorrow to the clients. lemonis: so, today's thursday. what days do you cook? erik: i'll show you here. lemonis: what do these different colors represent? -erik: it's a packing day. -lemonis: okay. erik: so, we're packing on this day for delivery tomorrow. -lemonis: okay. -erik: same deal here. they're packing here for delivery on friday. lemonis: and when is the food prepared? erik: the menu changes twice a wee

lemonis: my name is marcus lemonis, and i fix failing businesses.don't like money, don't follow my process. i make the tough decisions. we're closing the store. we're done. i'm not talking about it anymore. i back them up, spending my own money. it's not always pretty... man: perfect flavor. lemonis: ...but this is business. you got to trust the process. i do it to save jobs, and i do it to make money. thanks for your business. this is "the profit." coopersburg, pennsylvania is about an hour north of philadelphia, in the heart of amish country. and it's home to coopersburg sports, a novelty-and-sports business. scott pino started the business in 1991... scott: i can't find the yankee order out here. lemonis: ...shortly after he secured the coveted license from major league baseball. he eventually was able to place his mini bat, his top seller, in every major league baseball park. business was great, and they were pulling in over $4 million a year and making a hefty buck. but in 2008, a major sporting-good company entered the novelty game, and almost

-lemonis: 10 days? -joe t.: more than that. -lemonis: 100? -joe t.: no. -lemonis: 30?emonis: 60? -joe t.: yeah. -lemonis: 60 days? -joe t.: yeah. lemonis: there was 60-days time between you terminating the person and you stopping your communication with her? which means, joe, that it still happened inside of the window that you and i were partners. this discussion is about you making a decision that put the business in jeopardy. joe t.: i know, that's what you're saying. lemonis: you put your partners in jeopardy, you put me in jeopardy. why did you fire her? joe t.: she was being evaluated over time, and so was everyone else. lemonis: when i first got there, you never said to me, "there's a list of employees. they're problem children. i'm having to coach them." joe t.: i am not the person who's gonna say, "hey, i'm done with that person." i'm going to try to put them through my training program and see what i can do to make them better employees. lemonis: did you do that with the young lady? joe t.: as a group? absolutely. lemonis: i'm not saying as a group. we're not

-lemonis: and be open-minded. -giovanni: you've got it. lemonis: richard, i'm marcus lemonis.s: scott, nice to meet you. -scott: hi. -lemonis: this is lisa. -we'd love to get a tour. -giovanni: yeah. scott: we need to get you guys suited up. giovanni: holy [bleep] ♪ lemonis: what we saw when we walked into that place is the most professional, state-of-the-art food-manufacturing facility that i had ever seen in my life. giovanni: wow. scott: this is our q.a. lab. lemonis: so, this is chicken, beef, salmon, and egg. scott: all basically no byproducts, no corn, wheat, soy. lemonis: we saw their attention to detail, and we saw the great pride they have in making sure that pets stay healthy. i could tell this is having a real impact on lisa. man: check it out. lisa: it's awesome to see it in action and how it goes from this to the actual product. it's very impressive. lemonis: what i hope lisa learned from this trip is in order to grow your business, you have to be open-minded and learn and do research. freshpet is an opportunity for them to grow their business. if they hadn't gone

-lemonis: why? -layne: she actually just got so aggressive on buying a bunch of inventory 'cause she was so excited about the product that she created. she just wanted to sell a ton of it. and me, i was wanting to try a little bit of it and then let's see if it sells. she's kind of like that helium balloon. if you don't grab her, she's just gonna keep soaring away. -[ laughs ] -miranda: it's true. this is our production room here. hey, ashley, can you show marcus how you fill lip glosses? she's way better than i am now. lemonis: i think the thing that surprised me the most was their manufacturing process, if you want to call it that, where they basically line up trays of empty bottles, and, with a syringe, they essentially fill them one at a time. i did one. -[ laughter ] -it's terrible. ashley: you did a good job. lemonis: that's, actually -- honestly, that's not easy. -ashley: no, it's not. -lemonis: you do it with this? -ashley: every single one. -lemonis: in big vats. i mean, i guess it's workin

-lemonis: how are you, sir? -lemonis: i'm marcus. -armik: armik. -lemonis: nice to meet you.to meet you, too. -mark: we've met before. -armik: oh, yeah. mark: yeah, he used to pour candles for me. armik: mm-hmm. mark: but, uh, there were some issues. lemonis: what is mark doing? i just told him two minutes ago not to lead with the disagreement that they had. you know what i think the problem is? he doesn't want to give up control of making candles. he wants to continue to be a one-man band and keep this business in his garage. mark: instead of you doing the two blends -- it was a blend, remember? it was like a 75-25. there was a pom and a soy. you only filled it with the pom. you didn't blend it. armik: this is not the way which we agreed. based on our papers, we did right. and i had asked him, if you want, you know, just send it back. send it back. we are gonna correct it. mark: okay, see, i didn't want to get into it. lemonis: stop for a second. question i have for you is can you accept that there was a difference of opinion? mark: yes. i'd love to move forward. lemonis: bu

-lemonis: six to seven months? -mike: yeah. lemonis: it's ridiculous. you could build a yacht in six months. you could build a brand-new plane in six months. mike: we run out of inventory. lemonis: they don't have the parts and pieces. that's no way to run a business. -mike: this is chris. -lemonis: how you doing, chris? chris: very nice to meet you. lemonis: i'm marcus. what do you do? chris: i order all the parts for manufacturing, finance. lemonis: so you're doing manufacturing and you're the accountant? chris: yeah. mike: chris left a corporate company, making six figures, and cut it in half to come work for sjc. he has mbas and an engineering background. lemonis: you a partner in the business? chris: we act like partners, but i have no equity stake in the business. -lemonis: so that's a no? -chris: yes, so... lemonis: so, something beautiful like this... what's your cost to make it -- materials and labor? chris: $680. lemonis: it was $680 to make this? what will you sell this piece for? mike: $795. lemonis: so at, basically, 15% margins. mike: righ

lemonis: for how long? -tamika: like a year. -lemonis: wow.tonnie's basically relying on free labor. and the fact that his sister is willing to help out shows that he has real backing from his family. that's a big advantage when you're struggling. so, who's doing the quality control on this kind of stuff? -tamika: myself and tonnie. -lemonis: yourself? and so do you think this looks right? tamika: no, that one's not going out. lemonis: i don't want to see paper. this wouldn't clear. tamika: and the more we go through, we realize how much is wasted. lemonis: when this happens, two from the same batch at the same time, there's no process. tamika: and let me tell you, i have fought with my brother on this process. lemonis: why are you fighting with him? why aren't you just fixing it? -does he listen to you? -tamika: no. -lemonis: no? -tamika: no. lemonis: that looks nice. are you a professional cake decorator? marcus: yeah, i am. lemonis: it's a small space to work, no? and is tonnie easy to work with? marcus: yeah. lemonis: and how about her? is

lemonis: um...t you have to accept is did it make sense for us to give up 15% of the business to three people that we need? and if you don't agree with that, then you guys don't need me. nikki: would you not agree? mike: well, i-i think so. lemonis: do you agree with that? mike: i do. lemonis: it's important for me that the key employees here feel vested in this company so they not only collect a paycheck but they really participate in the upside over the series of years. and i want to give josh his money back so that it levels the playing field with the other employees. so, do we have a deal? mike: i want to do this deal. lemonis: okay. and you understand that, with that check, i'm 100% in charge. -nikki: yes. -lemonis: of everything. -mike: absolutely. -nikki: yes. -lemonis: okay. mike: nothing rights this ship like revenue. -lemonis: let's go get to work. -nikki: okay. lemonis: mike and nikki and i met. we made a deal for me to invest $300,000 into the business, and we talked about all of the iss

-lemonis: well... while i appreciate keith recognizing his brother's experience, i'm not quite sure that 50/50 is exactly the right formula. if i asked most of the employees here who is in charge, what would they say? matt? -your name is matt, right? -matt: yes, sir. lemonis: who's in charge between the two of them? if the building is burning down, who do you go ask? matt: i call 911. [ laughter ] lemonis: when you have a situation where there's 50/50 partners, you also have 50/50 leaders with no one clearly in charge. what is the total revenue of the business? keith: last year, our revenues were down a little bit. -we did three and a half. -lemonis: $3.5 million? keith: yeah, just over $3.5 million. the two years prior to that, we were $4.3 million and $4.4 million, respectively. lemonis: so, business is down. keith: one of my bigger customers, they slowed down for a couple months. -lemonis: what's the name? -keith: weis markets. lemonis: weis markets? okay. of the $3.5 million, how much do they do a

lemonis: okay. franchising is an incredibly attractive business model because it allows you to get paid once you perfect a concept. my big fat greek gyro only gets about $10,000 when they sign up a new franchise. in success, that fee could grow much higher. better still, each of your franchisees pay the owner a royalty on a monthly basis. that could be anywhere between 4% and 12% of your monthly sales. mike: right now we're making about $60,000, $65,000 annually on royalties. lemonis: they pay an up-front fee. mike: correct. lemonis: you control the branding. mike: correct. lemonis: who picks the locations? who goes out and vets it 'cause it's your brand? mike: i do. lemonis: who developed the menu? kathleen: we did. lemonis: i was gonna take a trip to greece this summer, and i'm looking for tater tots... cheese sticks, cheddar balls, mushrooms. -hummus isn't greek. -andreas: lebanese. lemonis: what do you actually make yourself? mike: we have the traditional gyro. we have steak. we have fresh chick

lemonis: my name is marcus lemonis. and i risk my own money to save struggling businesses. we're not gonna wake up every morning wondering if we have a job. we're gonna wake up every morning wondering how many jobs we have to do. it's not always pretty. everything's gonna change. everything. but i do it to save jobs, and i do it to make money. let's go to work. this is "the profit." ♪ in 2010, christina stembel planted the seeds

lemonis: ...their business will burn out. my name is marcus lemonis,

lemonis: it's a big idea with huge potential.anda: and the company's grown from on my stove to a little over $3 million this year. lemonis: i'm impressed. but the owners won't stop developing new products. what is this? miranda: those are light-up tweezers. lemonis: products that no one wants. layne: these right here are all the bottles i can't sell. -lemonis: all the way back here? -layne: yes, sir. lemonis: and their branding is completely chaotic. -interesting? -katia: mnh-mnh. -lemonis: interesting? -katia: no, that's weird. it just feels all over the place. lemonis: if i can't get them to follow my plan... i don't feel like you're trusting me. ...and develop a whole new look... miranda: i see l's.

lemonis: tonight on "the profit"... this place is awesome.wo business partners revive a beloved family restaurant chain... woman: i was so excited to see that it was back. lemonis: ...only to run it right back into the ground. mike: we've gone through hell together. lemonis: the c.e.o. is incapable of doing his job. why are you blaming everybody else? mike: i'm not blaming everybody. lemonis: what about you? the head of marketing isn't allowed to do hers. shauna: i feel like i try to take on things, and you try to take them back. -sandy: it's not that simple. -shauna: well, it is. lemonis: as the dysfunction gets worse and worse... mike: paul was handling the numbers. i trusted, but i didn't verify. lemonis: ...the day of reckoning gets closer and closer. $1,900,000 is the total debt, and you have no cash. it's like a train wreck.