-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: 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: okay. jeff: i didn't get to do a lot of stuff that i wish i had while he was growing up. just wasn't around. lemonis: where were you? jeff: messing around, trying to figure out my life. i didn't get to watch him play t-ball, softball, soccer. taylor: i mean, it is weird. we started kind of going fishing when i was about 18. we're trying to learn each other. this has allowed us to build a relationship. jeff: you know, i wanted to bring my son on board not only to teach him -- lemonis: so you guys started this business together? jeff: well, i started it in 2012. lemonis: so, when did you come on board? taylor: the summer of '13, i left school. lemonis: you left college to start a tea business with your dad? where'd you go to college? taylor: university of texas in austin. lemonis: why did you think it was a good idea to leave college? taylor: because he asked me to. lemonis: that's why you left? taylor: i mean, that was the start, but then ultimately, i saw opportunity. lemonis: so, how far a

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. lemonis: grace, thank you so much.n think of is that maybe i made a mistake with this guy. ♪ it's been about 10 days since the grand opening, and i'm back in chicago at work. [ phone rings ] hello? then i get a phone call from somebody in milwaukee. grace: marcus? lemonis: yes. grace: hi, marcus. this is grace. lemonis: oh, hey, grace. how are you? grace: well, i kind of wanted to keep you in the loop of what's going on. my employment at the soup market has been terminated. he walks in and says, "you are fired for insubordination." he said, "you need to go now. you need to go now." and i refused to accept that. i said, "no, i'm not going to leave." he took out his phone, he dialed 911, and he had the police come and escort me out. lemonis: literally, the police came? grace: literally, the police came. lemonis: after all of this, now he fires her? grace: i want to give you a little bit of a back story because, unfortunately for him, he does have the eeoc hanging over him. two years ago, um, he made an advance. he had so

-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: 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: why?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 ] let's go to work, oka

lemonis: pasta is good? woman #4: yeah. lemonis: food was amazing. tad: thank you. lemonis: okay?'ll see you back at the office. tad: okay, thank you. ♪ lemonis: this is it? tad: this is our place. so, that's our hot side. and this is basically our cold side. this is my station here, where i work the ovens. some days, we do about 500 meals out here a day. lemonis: you do? who runs the kitchen? tad: i do. lemonis: and who runs the business? tad: i do. this is the office. this is jen. jennifer: hi! now i'm doing my real job. lemonis: so what happens in here? accounting? jennifer: everything. so... lemonis: who does the billing to the customers? jennifer: i do. lemonis: and so who does the books at the end of the month? jennifer: tad does. lemonis: and who does the bank reconciliations? tad: i do. lemonis: and who makes -- who cuts the payable checks to the vendors? tad: i do. lemonis: and who negotiates the terms? tad: i do. lemonis: and who cooks the food? tad: i do. lemonis: okay. every question i ask tad is, "i do, i do, i do it, i do it." what happens if he gets sick for a day?

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: wow. larkin's sees over 600,000 customers per year, and a little over 1/3 of them order coffee. that equals about 220,000 cups per year. in one pound of coffee, you can make 40 cups of coffee. based on that, larkin's would need to order just under 5,800 pounds of coffee per year. west end sells it at a wholesale price of $7.25, then from this one meeting alone, they would generate $42,000 a year in sales. that's 5% of their annual revenue with just one meeting. -i'll turn it over to you guys. -john: okay. we appreciate the time that you guys have given us today. i realize how valuable that is. and we're here just to tell you about west end coffee. we are a full-service coffee-roasting facility. man: if it was a custom blend. becky: i don't know if we're gonna offer a private recipe for larkin's. if that's the case, we wouldn't have that on the shelf. john: to answer your question, chef, if you order that on monday, you'll have it in your kitchen on friday. so it may not necessarily be true

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: great job. lemonis: hello, guys. steve: hey. ana: hey. good morning. lemonis: how are you?eing the presentations that both steve and ana put on for sam for the simple greek, it's clear to me that each of them have their strengths and their weaknesses. so i wanted to sit down with them and discuss how we're going to handle design going forward. you know, ana, initially, when i first came to you, it was a pretty simple idea. invest in pacific, have it be part of grafton, and go on down its merry way. but things, i think, have taken a different turn for me, especially after seeing the simple greek pitch. ana really opened my eyes. your presentation was what i'm always looking for in business leaders. what sam felt and what i felt is that you had one goal in mind, and that was to make that business successful and add value in any way that you could. so, ana, the way i'd like to be have it structured going forward is pacific and grafton will be one company. you'll be in charge of design for that whole business, and steve will be in charge of the manufacturing and the sales side

-lemonis: $7. 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: 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: right. the camel'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

-lemonis: and be open-minded. -giovanni: you've got it. lemonis: richard, i'm marcus lemonis.eet 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, they'd have never

-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: 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: okay. anna: marcus, this is susana. lemonis: oh, hi, susana. susana: hi. lemonis: marcus. susana: hi, marcus. nice to meet you. lemonis: how are you? nice to meet you. susana: yeah. lemonis: don't be nervous. you guys manufacture your own stuff? anna: yes. susana: yes. anna: we manufacture in our new jersey factory. sue is responsible for design, and i'm responsible for all operations and sales. lemonis: so you handle production and sales? anna: yes. i'm very capable. lemonis: that's interesting. susana: the front stuff is too emotional for me. anna: sue is the creative engine of the company. susana: yeah. anna: so we don't want to expose her to all the -- you know, all the unpleasant stuff. susana: i don't like to be in the front of things. lemonis: okay. susana: i like to be in my world working. lemonis: you're the artist. susana: yes. i just... anna: she's very -- takes everything very close to heart. and, you know, in operations, every day there is a problem. there is -- i mean, every second there is a problem. not every day -- every five minutes. lemonis: right away i

-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: 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 helpi isn't help. 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: 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." 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, an

-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: you need to cut the... 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. this... let's go to work. ...is "the profit." ♪ in 2008, california native max kater founded murchison-hume, a maker of nontoxic cleaning products. max: this is an all-purpose plant-based cleaner. lemonis: a former fashion editor, max was living in australia when her son became allergic to ordinary cleaning products. max: i just needed something that i could clean the house with that looked good, that smelled great, that i could trust. lemonis: she saw the need for products without harsh chemicals. murchison-hume was born. max: can you send me the new images that i did? taylor: yeah, that you shot over the weekend? max: yeah. lemonis: the business grew fast. and as revenue approac

lemonis: okay. 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 here?

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: i'm marcus. nice to meet you. adelo: mr. lemonis, i mean. lemonis: no, marcus. adelo: oh, marcus, okay. lemonis: nice meeting you, adelo. adelo: nice meeting you. lemonis: this is a big place. adelo: it is. lemonis: what's all the wood for? adelo: we actually cook carne asada ribs and chicken. this is the wood oven. lemonis: oh, so you literally do it like a straight-up campfire. adelo: yeah. and this is it. this is our kitchen. i have this passion to cook. and i've been in the cooking business since i was 14 years old. i love it. you know, we're -- we're not the tex-mex kind of place. lemonis: yeah. adelo: we're more authentic. and we want to keep it that way. lemonis: yeah. adelo: the articles always talk about how authentic it is. this. this is when we first opened. lemonis: where did you get the money to open this? adelo: i worked 3 years. lemonis: saved up money. adelo: and saved all that money. i used to sleep for 4 hours. i had my route at 18, my produce route. lemonis: so you were delivery. adelo: yes. then i also had a full-time job as a deli clerk from

-lemonis: okay. lady: i never understood that market. we had mill valley, california. lemonis: [ laughing ] and why didn't it work? please, don't say because you didn't know the market. lady: that is what happened there. lemonis: jeans isn't barbecue. it's not that complicated. whether this is cleveland or the most fascinating city in america, it's jeans. really. so three stores left today. lady: yes -- san francisco, chicago, then dallas. lemonis: what was the worst year? lady: i believe 2013. and we did like $8 million on the top line, -but we had losses. -lemonis: how much was that? lady: $396,000. lemonis: and that was with 13 stores? lady: that was with the whole engine running. lemonis: ah. in 2013, lady did $8 million in sales across 13 stores but lost close to $400,000. that's because only three of the stores were actually making money. and the big problem was they weren't making enough money to keep the other 10 open. and so the only solution was to keep those three and say goodbye to the re

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: 10 days? -joe t.: more than that. -lemonis: 100? -joe t.: no. -lemonis: 30?. -lemonis: 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

lemonis: for this business to survive,

lemonis: and the owners need to lose their self-righteous attitude.n obligation to deliver the consumer the choice to make that decision on their own and not for them. giovanni: oh, my gosh, that -- i'm -- lemonis: if these owners can't take control, their dream of creating a retail empire

lemonis: its rivals are catching up.ome in and raise $10, $12, $15 million -- that does affect me. lemonis: its technology is falling short. it's not a great website. and it's frustrated founder is letting her bitterness get the best of her. why haven't you been able to raise money? christina: because i'm a woman. lemonis: this proud entrepreneur needs to let go of her hang-ups... christina: i'm not a weak woman. lemonis: i don't think you're a weak woman. ...and gain some perspective. you just made it about money.

lemonis: three generations right here. steven: right here.tional custom-furniture business... do you and your dad have blowups here? steven: all the time. lemonis: ...struggles to stay up with the times... [ screeching noise ] steve: some of the machinery here are 50 years old. lemonis: ...and a father who won't give up control... steve: do you have a packing list? steven: are you really gonna micro me again right now? steve: please. lemonis: ...leaves a son struggling to make his mark. steven: oh, my god. lemonis: if i can't bring these two together... steven: when it's done, it has a sticker. if this doesn't have a sticker, is it done? -steve: no, it's not done. -steven: okay. lemonis: if he can't do the job, you fire him. ...there may not be a next generation of grafton furniture.

it has a lemony edge. it's not sweet. it tastes like real ingredients because it's made with real ingredients. i don't think there's another mayonnaise that compares to duke's. lindsay: new flo lawmakers nearly turned violent on the house floor. sam sweeney shows us what happened. >> this afternoon, a texas house scuffle. capitols at the state monday in a heated face-to-face, hurling death threats. there was a threat made to put a bullet in one of my colleagues had -- heads. a shoving match with colleagues. the reason? a massive protest in the building sparked by anti-sanctuary city laws in texas. methanol deter old a group of hispanic representatives that he had called -- the representative told hispanic representatives that he had called immigration on the protesters. >> >> the sanctuary city bill was signed into law by governor greg abbott, a staunch supporter of president trump. it will remove police chiefs and sheriffs from office for providing protections to undocumented immigrants. has protesters in texas promising

it has a lemony edge. it's not sweet. it tastes like real ingredients because it's made with real ingredients. i don't think there's another mayonnaise that compares to duke's. >> victor: do you realize what you have done? when this comes out, son, your mother will be devastated. >> nick: we're all gonna be hurt by this once the truth comes out. but chelsea -- >> victor: do you honestly think you're doing chelsea a favor by finding chloe? when you do find her, it'll create a rift. >> nick: all right, just stop trying to pretend you care about anyone being hurt by this but yourself. >> victor: we just agreed as a family not to let the story come out! you don't mind betraying your family, do you? [ receiver slams ] >> nikki: they found chloe, didn't they? >> chelsea: oh, no! chloe! chloe, wake up! chloe, wake up. chloe! oh, god. oh, my god. no. oh, god, no! chloe, wake up! chloe, wake up!

it has a lemony edge. it's not sweet.t tastes like real ingredients because it's made with real ingredients. i don't think there's another mayonnaise that compares to duke's. >> cane: i just finally realized what happened between us in tokyo was a mistake. and i want you to know that i'll never forgive myself for what i did. [ breathes deeply ] >> juliet: i'm sorry. i'm normally not this emotional. it's just... i'm worried about the company, losing my job. >> cane: you don't have to be sorry. i'm worried, too. >> juliet: is there anything we can do to help fix this? >> cane: no, this is out of our hands now. ♪

it has a lemony edge. ingredients because it's made with real ingredients.i don't think there's another mayonnaise that compares to duke's. ♪ >> cane: hey, where's billy? the director wants to talk to him. >> juliet: already? >> cane: yeah. uh, can you call him, make sure he's on his way? >> juliet: why? we've got at least an hour before we even start rehearsal. and since billy's probably riding in with victoria... >> cane: okay, it means we have to do troubleshooting and not him, all right? >> juliet: okay, look, if they're not there by the time i deliver these products to set and greet our pro hockey guys at the gate, then -- >> cane: okay, so i'll have a p.a. do the meet-and-greet. but i have to talk to the videographer about the behind-the-scenes footage, okay? >> juliet: change of plans. i am sending a p.a. to usher our v.i.p.s to the sound stage. >> jordan: oh.

my name is marcus lemonis, and some of you have seen me around.nd i'm here to help fix this business, so people don't lose their job. there are 32 employees relying on this business for their livelihood. and ever since jacob's passing, they're starving for leadership. for the next week, i'm in charge. so what we're gonna do is we're gonna make some massive changes, and, at the end of this week, we're gonna have a grand reopening. we're gonna let our customers tell us if we've gotten it right. i need to get rid of excess inventory, make time-saving changes, and i need to organize what's left. in order for that to happen, i need to put in the right system, like a bar-coding system. this building looks terrible. maarse has a viable product here, but, in order to make it good, we need to display it to the customers in a way that's appealing. they need to see it, and it needs to be presented in a less-cluttered, less-disorganized manner. the entire store needs to be re-merchandised. we're gonna become profitable together. so, marina, you have something

it has a lemony edge. it's not sweet.stes like real ingredients because it's made with real ingredients. i don't think there's another mayonnaise that compares to duke's. >>> here's look at today ice forecast in some cities around the country. >>> the growing popularity of going to the mall. department stores have lost more jobs than coal mines in the past 15 years after hundreds of malls are shut down. well, meg oliver shows us how developers are transforming these empty spaces. >> reporter: photographer seth lawless got a look what happens to malls after they fail. left abandoned and neglected the giant buildings slowly fall apart. this used to be the site of the old granite mall in philadelphia. the designer michael mark mann is giving it a 21st century makeover. >> what's different about this? >> what we did is really, really aggressive. we took down the whole interior portion of the mall. >> reporter: mark mann is going to replace the old mall with a complex of buildings for shopping, entertainment, apartments, and a

it has a lemony edge. it's not sweet.stes like real ingredients because it's made with real ingredients. i don't think there's another mayonnaise that compares to duke's. >> victor: chloe mitchell is the reason i'm paying you so handsomely, so you do as i ask. you keep me apprised of any new developments. how long have you been standing there? >> scott: long enough to hear you talking about chloe mitchell. >> dr. harris: what are you doing in here, chloe? >> chloe: i woke up, and i heard voices. i-i came in here. there was a man and a woman. they were sitting here, and they said my name and... >> dr. harris: okay, shh, shh, shh, shh, shh, shh, shh, shh. it's going to be okay. >> chloe: [ crying ] no, no, it's not. i can't go to prison, doc. i can't go to prison. >> dr. harris: no, no, no, no. listen, listen, if you don't calm down, i'm gonna have to