Wednesday, February 13, 2019

Youtube daily report Feb 13 2019

Ladies and gentlemen, welcome to beautiful Japan.

We are currently in Tokyo, in Shibuya Crossing, one of the busiest intersections of the world

and we're ready to explore this dynamic country.

We have two weeks, two G-Classes.

We're ready to explore the technology, the culture, the history and the beautiful landscape.

Are you ready? 'Cause I am. Let's go.

Okay, guys.

We're in Kanda Myojin.

I'm probably not pronouncing that perfectly, but the cars are about to get blessed,

which is a very traditional process that happens in Japan.

Alright guys, so we are in Roppongi Hill.

Ropponchi or Roppongi.

Roppongi.

Roppong-i.

Roppongi Hills.

Alright guys, so we are in Roppongi Hills.

It's a beautiful area, there's a nice garden here and Max is currently talking

to a local photographer by the name of Take.

I am really curious to know what they're talking about.

Come on, let's see what's happening.

This is Take, he's an awesome photographer.

He's from the North of Japan

and he's doing landscape photography, but in a completely different

context than you would think now.

So I'll let you guys carry on then.

So, how would you describe your photography?

I step into nature and I like to capture all kinds of living creatures.

And I heard you have a really specific concept, like life and death.

What is your motivation for this subject?

Nature is not just life.

If you just capture life you may capture it sparkling,

but if you also capture death, the other side of the coin, life stands out further,

and death on the other side as well.

So, this gives us a deeper and broader view on nature.

So, right now we are at the top of Roppongi Hills.

The observatory that overlooks the entire city.

The city just stands for miles and miles.

It's absolutely incredible.

It's crazy, as a landscape photographer, to be in this kind of jungle, this skyscraper jungle.

Just endless to the horizon.

I'm doing a timelapse.

I got this remote.

You just need to set the time.

One shot, five seconds.

And here we go.

I need to send it to my girlfriend.

Good morning.

What happened?

Why is everyone looking at me suspiciously?

You're not recording?

Yes.

I was gonna try to open the door with the hotel key.

Alright guys, so we just woke up at 3:00 and we're at Lake Tanuki right now.

Mount Fuji is just there on the other side.

We're waiting for the sun to start to show up.

So, we are on the top of Mount Fuji.

Unfortunately, today it's a bit cloudy.

But we used the drones and we got amazing pictures of the tip of the mountain.

With all the clouds that are surrounding it.

It's an amazing place.

So, we're in the trunk of the car trying to get really cool shots of the G-Class.

It's winding roads.

So we're trying to stay as well situated as possible here.

It's music.

I'll see you on the other side.

Today was a lot of fun.

We got to play around with the axles here,

which is really nice, the controls.

Especially, if you're going really steep or if you're going into really tight bends,

where there's rock formations where you have to

be very careful with how you approach it.

Izu, we're on our way.

If we don't get stuck in a rainstorm.

It looks like it might drizzle a little bit.

See you guys in Izu.

We are facing the most unimaginable weather conditions right now.

There's a rainstorm happening in Izu.

Back to Max for the 411 on traffic.

You can head up.

Okay.

Everyone really needs a good videographer with them.

This guy has been recording us the entire time and I want to introduce him to you.

What's up, Carlos?

Hey, how are you guys?

How's it going, man?

Really good. Really good, yeah.

Carlos, where are you from, buddy?

I'm from Germany.

Having a good time with these two guys.

With Alen and Max here in Japan.

Really, really good.

What's been the highlight of your trip so far, other than this rain?

Oh, it's hard to tell.

So many good things.

I don't know, I really liked Mount Fuji.

You know what, that's probably one of the highlights of mine, too, seeing Mount Fuji.

I feel like we've always seen Mount Fuji in pictures growing up.

Yeah, you're right.

You're getting so drenched right now.

One thing I love about Japan is that nothing is the way you imagine.

At first you might think it's a straight highway with just a bridge.

But no, they're like, no, we're gonna make an awesome spiral highway, which probably

took a long time to engineer and structure.

For more infomation >> Mercedes-Benz G-Class (2018): Japan Explorers | Vlog 1 - Duration: 10:07.

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That Was Really Personal, Caps! | LEC Week 4 G2 Voicecomms - Duration: 2:59.

I was listening to...

Ay ay ay, ay ay ay!

Let it rain over me.

Draven?

Yes, Draven.

He's dead, he's dead, he's dead.

He has to jump.

I can come give lantern to you, here maybe...Rasmus.

He will dive you.

Yeah.

I can TP actually.

I'm coming, I'm coming.

I'm tp'ing.

I'm coming as well, I'm coming as well.

Lucian no flash, Lucian no flash!

I'm going for Lucian.

I can lantern you Luka.

Lantern me, lantern me.

We win, we win.

Olaf no flash.

It was high at the start.

Yes.

It's going up!

One more, one more.

One more, one more, one more.

Come on, come on.

Come on guys.

And now they are triggered.

Instalock!

Yeah just lock it in fast.

I thought I was playing Braum.

But I guess Jankos is the one playing Braum.

We are funneling, we are funneling.

I'm keeping up bot push.

Go, go, go, go.

I'm going mid, Jinx can rocket.

Lee no flash okay? Lee no flash.

I'm going for Lee, I'm going for Lee.

No flash, no flash, no flash.

Nice! Nice, nice, nice, good job.

That's fucking right.

I'm moving, I'm moving, I'm going mid.

There's a pink here, there's a pink here.

I'm zoning Lissandra okay?

For more infomation >> That Was Really Personal, Caps! | LEC Week 4 G2 Voicecomms - Duration: 2:59.

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Alex Bodi a fost operat! Cum se simte acum iubitul Biancăi Drăgușanu - Duration: 1:59.

For more infomation >> Alex Bodi a fost operat! Cum se simte acum iubitul Biancăi Drăgușanu - Duration: 1:59.

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Bianca Rus, pusă pe schimbări radicale! A slăbit peste 50 de kilograme, acum își modifică total stil - Duration: 2:47.

For more infomation >> Bianca Rus, pusă pe schimbări radicale! A slăbit peste 50 de kilograme, acum își modifică total stil - Duration: 2:47.

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U&D: Andrew di Temptation avrebbe risposto 'no' a Teresa, Claudia 'sì' Lorenzo | Wind Zuiden - Duration: 4:14.

For more infomation >> U&D: Andrew di Temptation avrebbe risposto 'no' a Teresa, Claudia 'sì' Lorenzo | Wind Zuiden - Duration: 4:14.

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Собака Кане Корсо Деррек пишет книгу. #canecorso #dogs - Duration: 2:24.

For more infomation >> Собака Кане Корсо Деррек пишет книгу. #canecorso #dogs - Duration: 2:24.

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Opel Grandland X - Duration: 1:14.

For more infomation >> Opel Grandland X - Duration: 1:14.

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U&D spoiler: Lorenzo avrebbe lasciato la villa furioso dopo una lite con la Dionigi | Wind Zuiden - Duration: 3:46.

For more infomation >> U&D spoiler: Lorenzo avrebbe lasciato la villa furioso dopo una lite con la Dionigi | Wind Zuiden - Duration: 3:46.

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世界初!輝度の高いメタル塗料を販売開始 0.9リットル2万円から - Duration: 3:41.

For more infomation >> 世界初!輝度の高いメタル塗料を販売開始 0.9リットル2万円から - Duration: 3:41.

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U&D: la scelta di Teresa sarebbe Andrea Dal Corso | Wind Zuiden - Duration: 4:15.

For more infomation >> U&D: la scelta di Teresa sarebbe Andrea Dal Corso | Wind Zuiden - Duration: 4:15.

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Belen Rodriguez glissa su Stefano De Martino: 'ecco cosa è successo' | Wind Zuiden - Duration: 4:36.

For more infomation >> Belen Rodriguez glissa su Stefano De Martino: 'ecco cosa è successo' | Wind Zuiden - Duration: 4:36.

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Литые диски RW H-771 цвет DB F/P - Duration: 1:35.

For more infomation >> Литые диски RW H-771 цвет DB F/P - Duration: 1:35.

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'I Have Called The Police!' Ep. 10 Official Clip | Shameless | Season 9 - Duration: 2:33.

[THEME MUSIC]

[RAP MUSIC PLAYING]

[CROWD CHATTER]

I have called the police.

They are on their way.

You are disturbing the peace.

Hey, lady.

That was my brother with the lemonade stand.

What?

That's right.

I got a black brother.

What?

That's why you didn't want him near your house, right?

Because he's black?

OK, you need to go home.

Some of us have jobs.

You know, I lived in this neighborhood my whole life?

Kids have always sold lemonade right here.

Black kids, white kids, Russian kids, Mexican kids.

Could you get away from my fence?

Nobody ever had a problem with lemonade stands

until all of you bougie, yoga loving, latte sipping,

ankle tattoo wearing, racist assholes

moved into our neighborhood.

So your fence?

Fuck your fence.

[CROWD SHOUTS]

[SIREN]

Ah!

Ah, shit!

Hey!

[MUSIC PLAYING]

[CROWD SHOUTS]

[GLASS SHATTERS]

[HIP-HOP MUSIC PLAYING]

(SINGING) Jump around and [INAUDIBLE]..

Let them kick in the door.

I know you want us--

[THEME MUSIC]

For more infomation >> 'I Have Called The Police!' Ep. 10 Official Clip | Shameless | Season 9 - Duration: 2:33.

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Who Stole These $50 Million Diamonds? - Duration: 8:42.

For more infomation >> Who Stole These $50 Million Diamonds? - Duration: 8:42.

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恐怖映像TOP5 Top5 Japanese Ghost Videos Vol.189 - Duration: 10:23.

For more infomation >> 恐怖映像TOP5 Top5 Japanese Ghost Videos Vol.189 - Duration: 10:23.

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Transform field service with Microsoft Dynamics 365 - Duration: 3:25.

[MUSIC].

>> Modernized for the digital age,

with connected field service tools built to drive

customer satisfaction and technician productivity to new heights.

[MUSIC].

Microsoft Dynamics 365 for Field Service helps

you deliver a seamless end-to-end service experience,

where world-class CRM capabilities

converge with powerful machine learning,

mixed reality and IoT technology,

to create a single integrated solution

that is transforming Field Service Management.

[MUSIC].

Built-in intelligence helps you unlock valuable efficiency,

reducing operational costs, and

empowering your technicians to resolve cases faster.

Stay connected to your customers at

all times with Azure IoT sensors,

that transmit real-time data into Dynamics 365,

giving your technicians the ability to

monitor a customer's equipment remotely,

and accelerating response time when an issue arises.

Your customers IoT enabled device has detected an issue,

sending an automatic alert to Dynamics 365.

The alert immediately creates a new case file which in

turn gets routed to your next available TO2 technician.

First, the technician attempts to

resolve the issue without impacting the customer,

sending remote commands directly within Dynamics 365,

but this issue requires an on-site fix.

To contact the customer about

the repair and scheduled field service,

the technician can choose from

a number of different channels: phone,

email, SMS, support Web and even social sites.

This omni-channel capability helps

your technician quickly reach the customer,

gather the information needed to create a work order,

and schedule service as soon as possible.

The automated system intelligently

assigns an available technician,

factoring in the technician skills,

proximity and equipment inventory.

The assigned field technician receives a push notification

with the new booking and reviews the details of the work order.

[MUSIC].

The customer receives an alert that the technician is on route.

After arriving on-site for the service,

the field technician can get

step-by-step instructions in Dynamics 365,

to ensure the fix is performed with maximum quality.

Using state of the art mixed reality

remote assist in Microsoft HoloLens,

the technician can even initiate a video call with

a remote expert to gain

additional life support with real-time context.

With the upcoming guides functionality,

field service organizations can increase

process efficiency with

real-world instruction available on HoloLens.

When the repair is complete,

the customer signs the technicians touchscreen,

receives an auto notification that the case has been resolved,

and gets back to business as usual.

Dynamics 365 for Field Service helps

empower your organization to deliver real value to customers,

reducing downtime, maximizing quality of service,

and engaging them with experiences that resonate.

Transform your service experiences today.

[MUSIC]

For more infomation >> Transform field service with Microsoft Dynamics 365 - Duration: 3:25.

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Optimize resource scheduling with Dynamics 365 for Field Service - Duration: 2:04.

[MUSIC].

>> Enhance customer satisfaction and streamline

operations using smart technology to optimize your resources.

Improve your quality of service

and accelerate resource scheduling with

the built-in intelligence in

Microsoft Dynamics 365 for Field Service.

[MUSIC].

>> The scheduled board in Dynamics 365 gives your

scheduler a centralized hub for tracking and scheduling resources.

Because your entire field service operation is connected,

real-time data from across

the environment helps the scheduler make smarter decisions.

[MUSIC]

>> Once your customer submits her preferred time for service,

your scheduler can see

an overlay view of the time on the schedule board.

Scheduling can happen in three ways

to suit schedulers needs in the moment;

manual, assisted, or optimized.

To save time, this scheduler hits the optimized button.

Before long, Resource Scheduling Optimization or RSO

suggests a schedule by intelligently matching

work orders to available field technicians.

Automated suggestions are based on

a number of key factors like skills,

proximity to customer location and equipment inventory.

Leveraging RSO to find the best possible technician match,

means the scheduler can reduce

the customers downtime and optimize quality of service.

Day off changes are managed just as easily.

When a customer needs to reschedule,

the request is overlaid on the schedule board and

the scheduler repeats the same steps for the new time.

Dynamics 365 for Field Service drives

powerful efficiencies and empowers

your schedulers to deliver unparalleled customer service.

[MUSIC]

For more infomation >> Optimize resource scheduling with Dynamics 365 for Field Service - Duration: 2:04.

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Deliver connected customer service with Dynamics 365 for Field Service - Duration: 2:17.

>> Deliver positive customer experiences using

Field Service Technology that is delightful and engaging.

Microsoft Dynamics 365 for

Field Service delivers a connected experience

rich with relevant analytics to help

enhance your customer interactions at every stage of service.

[MUSIC].

>> Help stay connected to your service.

Omnichannel IoT alerts, ensure a customer can be

notified immediately when a problem with the device is detected.

Upon receiving the alert,

the customer can easily chat via text with

a TO2 Technician to streamline next steps.

The Dynamics 365 self-service portal gives customers

a centralized hub to monitor their devices from anywhere.

The IoT Heartbeat in the portal provides the customer

with real-time data about the devices' performance.

When the TO2 tech can't perform a remote fix with the customer,

Dynamics 365 makes scheduling field service

as effortless as possible for customers.

With just a few clicks,

the customer selects the preferred time

and submits it through the portal.

Intelligent Automation ensures that

the first available field technician with

the right skills and resources for the job is promptly assigned,

minimizing wake time so the customer can get back

to normal business soon.

Before long, a field technician is assigned to the case,

and the customer receives

another texts notification that help is on the way.

When the technician arrives and begin service,

the customer can track

real-time progress of the repair in the portal.

Once the fix is complete,

the customer signs right on the technician's device

to confirm resolution and gets back to work.

To make sure the system is running smoothly again,

the customer can log back into

the self-service portal and check the IoT Heartbeat.

Dynamics 365 for Field Service is

a powerful tool to help you take

customer engagement to the next level,

accelerate resolutions, and gets

your customers back to business faster.

[MUSIC]

For more infomation >> Deliver connected customer service with Dynamics 365 for Field Service - Duration: 2:17.

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Provide proactive maintenance with Dynamics 365 for Field Service - Duration: 1:55.

>> Equip technicians with

modern tools designed for proactive solutions.

Microsoft Dynamics 365 for Field Service combines

monitoring and predictive maintenance with IOT and

familiar Office 365 tools like Microsoft Teams to transform

costly break fixed service models

into more effective outcome-based models.

This results in less disruption to our customers,

business, or eliminates it altogether.

[MUSIC]

>> With IoT Central in Dynamics 365,

TO2 technicians are at the center of your field service operation.

They can get a clear view of

all the IoT enabled customer devices your organization

manages all in one place with IoT Central in Dynamics 365.

They can easily see here when a customer's device is

working properly and when it's not.

They can set rules to help them detect anomalies,

enhancing their ability to proactively

resolve issues even before they occur.

When a rule is triggered,

the technician can open up the profile of

the device and see real-time data about what's occurring.

Empowered with rich data insights

and remote access to the customer's device.

Through Dynamics 365, the technician can attempt to resolve

issues without inconveniencing the customer

and without ever leaving his desk.

When an issue can't be resolved remotely,

the technicians simply creates a work order for Dynamics

365 to automatically scheduled

the best field technician for the service.

Use Dynamics 365 for field service to unlock

more intelligence service experiences that

deliver measurable business value to your customers.

[MUSIC]

For more infomation >> Provide proactive maintenance with Dynamics 365 for Field Service - Duration: 1:55.

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Домашняя буженина из индейки - проверенный рецепт - Duration: 5:01.

Ingredients for 4-6 servings • turkey fillet - 2 pcs .; • olive oil - 1 tbsp .; • mustard seeds - 1 tbsp. • coriander - 1 tbsp .; • seasoning for chicken or turkey - 1 tbsp.; • paprika - 1 tbsp; • turmeric - 1 tbsp.; • salt, pepper - to taste

Pour spice for chicken into a deep bowl.

Add turmeric

Add salt

Add paprika

Add coriander

Add mustard

Add pepper

Add olive oil

Stir

Add some water

Make punctures staggered

Make punctures on both pieces of fillets

So the meat better steeped in spices.

Wear gloves

Smear fillets with spices.

Spread the spices evenly

The meat will be very fragrant.

Cover the baking dish with 3 layers of parchment paper

Put the fillet

Wrap the fillet tightly in the paper.

Bake at 180 degrees for 1 hour and 10 minutes

Cool and slice

Enjoy your meal

For more infomation >> Домашняя буженина из индейки - проверенный рецепт - Duration: 5:01.

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Empower field technicians with Dynamics 365 for Field Service - Duration: 2:25.

>> Boost your quality of field service by

giving technicians the best in class tools for the job.

Microsoft Dynamics 365 for Field Service

combines the power of Azure IoT, machine-learning,

mixed reality, and familiar Office 365 tools to

help your technicians deliver unparalleled service experiences.

The seamless integration connects

field technicians with a broader network of

resources to augment skills and help

them keep pace with evolving surface demands.

[MUSIC]

>> With the help of IoT automation and built-in machine learning,

Dynamics 365 has detected a customer device in need of

repair and assign the skilled technician faster.

Push notifications on the technician's mobile device,

alert him of the new booking.

Tapping it open in the Dynamics 365 app,

the technician can quickly view

the work order and prepare for the service.

He can automatically change his status and get

turn-by-turn directions to help minimize customer wait time.

After the technician arrives,

he scans the QR code on the IoT enabled device using

the app to access information like the IoT heartbeat.

This helps ensure the service is done

properly and provides transparency to

the customer who can track progress in

the Dynamics 365 self-service portal.

Certain tasks may require outside support.

To enlist additional help,

the technician can put on Microsoft HoloLens,

initiate a video call with an expert using remote assist,

and be guided through the task.

After the repair is complete,

the technician pulls up

the IoT heartbeat on the app to confirm that

the device is working properly and

the issue is resolved on the first visit.

A signature is captured on the technician's device immediately

closing the work order and getting the customer back to business.

Transform the way your field technicians

deliver service to customers.

Empower them today using Dynamics 365 for Field Service.

[MUSIC]

For more infomation >> Empower field technicians with Dynamics 365 for Field Service - Duration: 2:25.

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3 Manières de maigrir avec l'artichaut|Nutrition Beauté Santé - Duration: 7:36.

For more infomation >> 3 Manières de maigrir avec l'artichaut|Nutrition Beauté Santé - Duration: 7:36.

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Waldschäden ohne Ende - Eine Analyse der Situation aus dem hessischen Forstamt Reinhardshagen - Duration: 6:40.

For more infomation >> Waldschäden ohne Ende - Eine Analyse der Situation aus dem hessischen Forstamt Reinhardshagen - Duration: 6:40.

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ニュース GACKT ハリウッド女優の卵と「時が止まるような恋」を告白「言葉を失った。初めての経験」 - Duration: 2:21.

拡大写真 GACKT   歌手の ACKT(4 )が13日放 の日本テレビ 今夜くらべて ました」(水 後9・00) 出演、マレー ア・クアラル プールにある 邸の全貌をテ ビ初公開する 方で、ロスで 会ったハリウ ド女優の卵と 「時が止まる うな恋」も激 した

   番組で 「TV初公開 マレーシア超 邸の全貌」と し、クアラル プールのGA KTの自宅に 入した。広さ 700平方メ トル、「テニ コートなら7 とれるほど」 MCの1人、 井義実)

GACKTに ると、「5、 00の物件を 見した末に決 た。見たとき 『優勝!』と った」ほど気 入ったという    スタッ が玄関から中 入ると、まず っくり。自宅 真ん中に「2 メートル級」 プールが広が ていたのだ

さらに400 方メートル( 組推定)のリ ング、4名が れるバーカウ ター、オーダ メードの服、 、Tシャツな を収納するド スルームのほ 、趣味のポー ーの専用ルー まで

こんな豪邸に 輩のダンサー を日本から呼 出して遊んで るといい、「 かには1カ月 滞在する人も 。

For more infomation >> ニュース GACKT ハリウッド女優の卵と「時が止まるような恋」を告白「言葉を失った。初めての経験」 - Duration: 2:21.

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Quisiera F5 ft Dj Kero - Duration: 3:46.

For more infomation >> Quisiera F5 ft Dj Kero - Duration: 3:46.

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Medytacja Pisma Świętego - Nie patrz w ziemię [#Łk 5, 1-11] - dla niesłyszących (j. migowy) - Duration: 59:01.

For more infomation >> Medytacja Pisma Świętego - Nie patrz w ziemię [#Łk 5, 1-11] - dla niesłyszących (j. migowy) - Duration: 59:01.

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New Wars and Revolutions - Demobilisation I THE GREAT WAR January 1919 - Duration: 31:47.

It's 1919, and though the fighting between the Great Powers has been over since November,

the aftershocks unleashed by the Great War have struck across Central and Eastern Europe.

In Germany, the fragile new republic is about to hold its first elections when another round

of revolution breaks out: the Spartacist Uprising.

I'm Jesse Alexander, welcome to the Great War.

We left off in November with the signing of the armistice and the end of the First World

War.

But it might be more accurate to say we left off with the end of the war that began in

1914.

As that war ended four years later, it plunged much of Europe and the Middle East into a

new period of uncertainty, revolution, and conflict.

Germany was rocked by revolution in November 19+18.

Along with pressure from the victorious Allies, this led to the establishment of a German

Republic under an interim government.

The governing council was a coalition of members of the Majority Social Democrats and Independent

Social Democrats.

These were the two wings of the Social Democratic Party, which had split during the war – the

Majority Social Democrats had supported the war effort.

The Independent Social Democrats had opposed it.

The Majority, under the leadership of Philipp Scheidemann and Friedrich Ebert, favoured

change by reform, rather than revolution.

Though they were socialists, they feared a Russian-style revolution and wanted to avoid

it at all costs.

For this reason, Ebert made a pact with the new commander of the army, General Groener

– who took over from Ludendorff in the last weeks of the war.

The army agreed to remain loyal to the government and the government agreed that the old officer

class wold stay in control of the army.

The Independents wanted to go further, convinced that only a more radical revolution giving

power to soldiers' and workers' councils could secure the future for the German working

class.

They were also suspicious of the army.

It was an unhappy marriage that did not last long.

The two groups soon fell into a bitter internal power struggle that escalated on December

25, 1918.

A rivalry for influence over the army led the Majority Social Democrat Military Commander

of Berlin to dock the pay of the People's Navy Division, a paramilitary policing unit

made up of revolutionary sailors in Berlin.

The sailors promptly took him prisoner.

Chancellor Ebert ordered in loyal troops.

But he did not consult his coalition partners before doing so, and government troops suffered

an embarrassing defeat at the "Battle of Christmas Day".

The Independent Social Democrats quit the government and joined with other groups to

form the German Communist Party.

During the Christmas incident, the Berlin Chief of Police, Eichhorn, who was an Independent

Social Democrat, was so incensed at the government's action that he sent out the city's security

force to help the Navy Division in its fight against army units.

(Gerwarth, Vanquished, 121).

Eichhorn thus became a persona non grata in the eyes of the government, now under control

of the Social Democrats.

They accused him of links to organized crime, connections with Russia, and Bolshevik sympathies.

(Jones, 153) On January 5, he was relieved of his duties.

This was too much for many on the left, including the Independent Social Democrats, Communist

party, Spartacus League and other groups.

The Spartacus League had been founded on the left of the Social Democratic party in 1916

to oppose the war, and was led by two key figures, Karl Liebknecht and Rosa Luxemburg.

Both had been in prison for anti-war activities, but were released at war's end.

They were to play a key role in the tragic events about to unfold.

The opposition, along with a revolutionary group known as the Revolutionäre Obleute

Berlin, feared a return to repressive police practices of Imperial Germany and called for

mass demonstrations against the government that same day.

Thousands of workers took to the streets, denouncing the government's dismissal of

the police chief.

In the evening, as most of the demonstrators went home, several armed groups occupied a

number of newspapers offices, including the headquarters of the Social Democratic newspaper

Vorwärts (Forward), and a telegraph office.

The 80-man government garrison of the Vorwärts building even gave up without resistance.

And the fact that a newspaper office had a 80 man garrison gives you a good idea about

the turbulent situation in Germany.

Through the night, the revolutionaries discussed what they should do next.

Would the masses rise up with them?

Would the Berlin garrison and the People's Navy Division join them?

Had the hour finally come, as it had in Russia, for a true social revolution to take place?

They convinced themselves that they had a chance and it was worth the risk to "go

for it all" (Jones, 160).

A Revolutionary Committee was formed under the leadership of Liebknecht and two others,

and put out a call for the overthrow of the government.

Why would they do this?

Just the day before, the Communist Party of Germany had come out against a second revolution

(Jones, 158).

There had been no concrete plan for revolution that day.

One explanation is that rumours paired with hopeful ideology led them to take the fateful

decision for revolution.

The fact is, they did not have much concrete information and were forced to base their

decisions on rumours of all sorts.

They could not know the stories of army units ready to defect, or the Navy Division rushing

to support them were not true.

The size of the crowds at the demonstration fed their hopes and dreams of a mass uprising.

Clearly, occupying a few buildings was not a winning tactic, and made them sitting ducks

for government and paramilitary troops.

But they believed that even if circumstances did not favour them, it seemed the moment

for the inevitable revolution of the workers might have arrived.

(Jones, 161).

The demonstrations over the firing of a police chief had become an improvised attempt at

revolution.

The following day, a standoff set in.

Revolutionary and pro-government demonstrations took place in Berlin, and the crowds were

whipped up with heated rhetoric.

Government speakers brandished the spectre of a Russian-style catastrophe in Germany

and warned of imminent violence.

A call was put out to demobilizing soldiers in ghastly terms: "More blood must be spilled

…soldiers who have done your duty on the battlefield, consider it now your duty to

ensure order returns to Berlin, that we might have peace."

(Jones, 164) Women were told to stay home.

Liebknecht tried to fire up the crowd and announced that the moment for the revolution

had come and invited the soldiers to join the revolutionaries, stating "Our weapons

are at our side (…)"(Jones, 163).

At some point that day, January 6, the fi-rst shots were exchanged – it is not clear who

fired first.

By the end of the day, it became clear to the revolutionaries that the masses would

not rise up with them.

The streets emptied that evening, save for government troops.

Liebknecht's plea to the People's Navy Division fell on deaf ears, and most of the

Spartacists were ready to negotiate, realizing their cause was lost (Jones, 170).

But there was no de-escalation possible anymore, as had happened at Christmas.

The government figures had made up their minds to crush the uprising.

They issued a statement on January 8: "Violence can only be fought with violence.

The organized violence of the people will put an end to repression and anarchy.

Isolated successes of the enemies of freedom, which they have laughably exaggerated, are

only of temporary significance.

The hour of reckoning raws near."

(Jones, 176) Paramilitary groups of former soldiers, known

as Freikorps, answered the government call and began to march on the city.

But who exactly was the Freikorps?

Well, they were loosely organized groups of frontline veterans and young students and

cadets who had not fought in the war.

These men were not united by a cohesive ideology, but they hated the revolution that had turned

Germany into a republic and bitterly resented the humiliation of a defeat they could not

accept.

They burned for revenge.

They eagerly adopted the myth of the stab in the back – that Germany had not been

defeated on the battlefield but had been betrayed by Jews and leftists on the home front.

They opposed the new position of women in society and glorified violence, hierarchy

and order in a search for meaning in the chaotic post-war world.

(Gerwarth, 122-123).

The government's call to arms gave them a state-sanctioned license to kill, and release

their pent-up rage.

These were the men on whom the government would rely to crush the Spartacists.

Why did the government decide on this course?

The rebels clearly had no chance, but the increasing polarization had gone too far.

German newspapers egged on the government, calling for blood.

In a troubling echo of the war years, some in government circles felt that the violent

suppression of the doomed uprising would have a "healing effect" on the troubled nation.

They also wanted to show the world that Germany was not Russia, and in spite of its weakened

state there would be no Russian-style revolution there, which was their greatest fear.

They also wanted revenge against the far left, since their social democratic counterparts

in Russia had been defeated by Lenin's Bolsheviks.

In addition, they hoped to show the Entente powers they were in control.

They also felt the need to safeguard the upcoming elections, scheduled for January 19 (Jones,

178-180).

The Independent Social Democrats tried to negotiate, but the government refused.

While centre and right-wing press called for blood, the Independent Socialist Freiheit

wrote bitterly, "The spirit and the language of August 1914 are alive again.

But this time they're not directed against the British, French, and Russians, but against

the revolutionary workers."

(Jones, 184) Rosa Luxemburg, though she was not present for the creation of the revolutionary

committee, continued to call for revolution in the Rote Fahne, the Spartacus League newspaper.

This is puzzling for some, since just days before she had helped craft the German Communist

Party platform, which emphasized taking power with the support of the people rather than

by a coup.

(Jones, 173).

On the morning of January 11, the government made its move.

Freikorps soldiers under the command of former imperial army officer Franz von Stephani began

an attack on the main building occupied by the Spartacists, the offices of the Social

Democratic newspaper Vorwärts.

Their tactics were based on the Western Front of 1918.

First, artillery fire collapsed several walls of the building.

Then, a small-scale Stormtrooper style attack was launched, but was beaten back by the defenders.

One machine gun in particular held up the government advance, and the rumour spread

that Rosa Luxemburg herself was operating it – but this was not true, as she was not

there.

Further attacks were successful, and the Freikorps troops took the front part of the building.

The defenders, realizing their situation was hopeless, sent out a party of 5 under a white

flag to negotiate an end to the siege.

They were promptly made prisoner and taken to a nearby army barracks.

By the time they arrived they'd been severely beaten.

Once inside, they were murdered, along with two others.

The group of soldiers in the building's courtyard shot the men again and again, even

after they had died.

(Jones, 193) The siege soon came to an end and some 200-300

Spartacists, including around 20 women and Karl Liebknecht's own teenage son Willi,

surrendered.

Many residents cheered the soldiers as they marched the revolutionaries to the nearby

army barracks.

Once there, one of the female prisoners was mistaken for Rosa Luxemburg and was beaten.

Only the intervention of the Social Democratic editor of the newspaper, who witnessed the

entire morning's events close up, prevented her from being shot.

(Jones, 197, 199).

The holdouts in the other buildings were rapidly rounded up.

The Spartacist Uprising was over.

That afternoon, Gustav Noske led several thousand troops in a victory parade in the city.

The newspapers, other than those on the far left, celebrated the event.

The government put out a statement congratulating itself "The brave troops of the republic

[which had mostly been Freikorps men] put down a revolt that threatened to destroy all

the hard-won freedoms of the revolution."

The statement also accused the Spartacus League of siding with "dark elements" in Berlin,

and cooperating with a "foreign power" (Bolshevik Russia) to "seize power from

the nation."

(Jones, 207) The allegations of Russian connections were not true.

Of the 400 Spartacists captured, only 20 were not German and only a handful of these were

Russian.

(Jones, 210) Liebknecht and Luxemburg, the two most prominent

figures among the revolutionaries, went into hiding.

Incentivised through a hefty bounty, a neighbourhood militia soon found them and the Freikorps

unit Marine Eskadron Pflugk nearby was alerted.

This was not a typical Freikorps organization – it was actually a secretly attached to

an elite regular army unit, the Garde-Kavallerie-Schützen-Division.

The men were mostly ex-sailors, and were hankering for the action they hadn't been able to

see during the uneventful war years spent idle in harbour.

The Freikorpsmen stormed the building and took Luxemburg and Liebknecht prisoner.

They were brought to the nearby Hotel Eden near the Schützen-Division's barracks and

handed over to a notoriously anti-Bolshevik officer of the regular army, Waldemar Pabst.

He is likely the one who gave the order to have them killed.

Each was taken out in turn through the hotel lobby, which was filled with officers and

hotel guests.

As they passed by, several soldiers beat them, including with the butts of their rifles.

Liebknecht was taken to a nearby park and shot three times at close range.

Later on, Luxemburg, who may have already died in the lobby from a rifle butt to the

head, was loaded on a car.

As it drove away, an officer rushed up and shot her in the head.

Her body was dumped in a nearby canal and found weeks later.

It has not been proven who instructed Pabst to have the two killed.

Pabst himself would much later write that Social Democratic Minister Gustav Noske let

it be understood that it wouldn't be a bad thing if the executions were to take place

(Jones, 222).

In any case the idea of murdering them was not new, as since December various right-wing

groups had placed pamphlets around the city calling for the death of Liebknecht, leftists,

and Jews (Jones, 220).

The government refused to put a stop to the pamphleteering on the grounds of free speech.

The press and the government did not express much regret about the murders.

Scheidemann, who would become the country's first democratically elected leader in a few

days, blamed Liebknecht and Luxemburg, saying "They themselves were victims of their own

act of terror."

(Jones, 224).

The Reichsbote even made the claim that Liebknecht's death meant "many innocent people will remain

alive," and the Tägliche Rundschau concluded Luxemburg's death was "cruel but just."

(Jones 225).

No independent trial of the perpetrators ever took place.

The government allowed the very unit involved, the Garde Kavallerie, to conduct an internal

court martial.

Those in positions of command were never accused, and only two soldiers received light sentences.

One served two years in detention in Holland, and the other was given fake papers and allowed

to leave the country after just three days in prison.

Though the January Uprising never really represented an actual threat to topple the government,

it was a tipping point for the young Weimer Republic.

No one was ever punished for the murders at the barracks or for Luxemburg's and Liebknecht's

murders.

Instead, the government praised and protected those involved.

The Spartacists were given all the blame for the violence, and little consideration was

given to the consequences of military-style violence being used in such a way.

On the contrary, the Social Democrats, conservatives and nationalists had found common ground:

violence in the name of the government was justified and was not to be questioned.

(Jones, 211) The controversial pact between Chancellor Ebert and General Groener had,

in the words of Mark Jones, been "sealed in blood."

(Jones, 211).

For Germany, this was not the last spasm of post-war revolution to come in 1919 – even

deadlier days lay ahead.

And the events in Germany in January 1919 were by no means unique.

In the territories of every defeated state, and of course in Russia, the old order had

broken down.

The situation has been described as an "arc of violence post-war violence that stretched

from Finland and the Baltic States through Russia and Ukraine, Poland, Austria, Hungary,

Germany, all the way through the Balkans into Anatolia, the Caucasus, and the Middle East."

(cited in Bessel).

Along that arc social revolutions, national revolutions, paramilitary violence, and border

wars between the new nations were the order of the day, and would eventually cost about

4 million lives.

Here's a sampling of what was going on that January.

On the 7th, the Christmas Uprising (so called because Orthodox Christmas takes place in

early January) reached its peak in Montenegro.

The Greens, who resisted the idea of unconditional unification with the Yugoslavia, preferring

a confederation, were defeated by troops loyal to the new kingdom.

On the 9th, Polish rebels captured the German airport just outside the city of Posen, as

Poles sought to – in their eyes – re-claim areas of Eastern Germany/Western Poland for

the new Polish state.

On January 21, in Ireland, two policemen are killed in the Soloheadbeg ambush, marking

the start of the Anglo-Irish War.

The very same day, members of the party favouring Irish independence, Sinn Fein, formed a revolutionary

Parliament and declared an Irish Republic.

On the 23rd, fighting broke out between Czech and Polish forces over the coal-rich, ethnically

mixed region of Teschen.

Both sides had sent troops to the area, hoping to claim it before the peace conference in

Paris could interfere.

(Gerwarth, Vanquished, 195).

Czech forces advanced until pressure from the Entente Powers put a stop to the fighting.

Four days later, German-speaking residents of the town of Marburg – just to avoid confusion,

that's today's Maribor, in Slovenia – organized a protest in favour of the town joining the

new Austrian Republic.

The crowd was fired upon by soldiers of the new Yugoslav army, and around a dozen people

were killed in what became known as Marburg's Bloody Sunday.

The incident led to an offensive by Austrian troops to reclaim territory north of the town

which had been occupied by Yugoslav troops after the breakup of the Austro-Hungarian

empire.

Throughout the entire month, fighting raged across the former Russian Empire.

Not only was there a civil war between the Bolsheviks and the Whites, but numerous wars

with parts of the empire which had declared their independence.

Starting on January 22, Red Army forces advanced on Kiev.

They pushed back troops loyal to the new independent Ukrainian People's Republic, capturing the

town on February 5.

On the Eastern Front (of the Russian Civil War) near the Siberian city of Perm, a Bolshevik

counteroffensive to recapture the city was stopped by a White Army under the command

of Admiral Kolchak.

In the north, the Red Army attacked Allied troops, which had been sent in 1918 to intervene

on the side of the Whites in the Civil War.

The Reds advanced against a combined force of American, British, Canadian, and White

Russian troops, pushing them out of the arctic town of Shenkursk and preventing any attempt

at linking up with larger White forces to the southeast.

To the south, the Bolsheviks defeated the White Russian Army of the Don near the city

of Voronezh.

Meanwhile in the Baltic, Finnish and Estonian troops defeated the Red Army in several small

battles throughout the month in what would become the Estonian War of Independence.

But aside from revolutions, revolts, and upheavals, another massive transition faced every former

belligerent state once the war – the Great Power war, at least – was over: demobilization.

At war's end in 1918, tens of millions of men were under arms, and though the vast majority

were relieved that the slaughter was over, their thoughts soon turned to returning home.

Getting them there proved to be a massive undertaking.

Undoing the mass armies of 1918 involved an unprecedented movement of people and material,

and was a much bigger job than simply letting soldiers go home.

Those same men who had been away from home and exposed to horrors of war had to be re-integrated

into the economy and society, which proved to be no easy task.

One of the first questions was to decide who got to go home first.

Some countries, like France and Italy, chose to demobilize soldiers based on age.

This had the benefit of being egalitarian, as it often corresponded to the length of

service, but was difficult to put into practice, since constantly shrinking units had to be

re-organized.

The British chose to prioritize economic interests and allowed men in high-demand jobs to return

first.

The Americans, for their part, reduced their forces unit by unit, which allowed the army

to retain more cohesiveness.

(Cabanes, 988).

Given the scale of the operation, this all took time – France's 5 million men army,

for example, was only demobilized by 1920.

(Audoin-Rouzeau and Becker, 223) Though the Western Powers' demobilization was relatively

orderly, it was not without tensions.

5000 British troops mutinied in January after hearing they were to be sent to France, and

Canadian troops, frustrated at the delays, rioted in March – five soldiers were killed

in the incident.

(Cook, 594) The defeated armies of the Central Powers

had a much more chaotic situation on their hands.

Many soldiers simply demobilized themselves if they could, hitching rides or simply walking

home.

As the German army marched back across the Rhine, for example, about half a million men

fell out of the line and made for home.

(Cabanes, 988) The new German republic feared the consequences of a rapid or uncontrolled

demobilization, as it would see millions of men flood the labour market and lead to unrest.

But Allied pressure for a quick dissolution of the Kaiser's army and self-demobilization

meant that the entire process took only two months and was formally complete by January

1919 though we just saw how these men were able to take up arms again.

One group that faced a particularly difficult challenge were prisoners of war.

Often, there were long delays before they were able to return home, especially for prisoners

of the former Central Powers.

In the East, some were released by the Bolsheviks soon after the Revolution, but hundreds of

thousands of Germans and former Austro-Hungarians were stranded behind the lines of the Russian

Civil War.

Many of them were swept up in the violence and they fought on both sides.

Not until 1922 did the last of them reach home.

In the West, the November 11 armistice terms called for the release of French and British

prisoners immediately, but forbade the release of German prisoners until the end of peace

negotiations.

They were only allowed to return home in late 1919 and early 1920, after the treaty of Versailles

was signed, despite protests from German civil society groups and pressure from the Papacy.

In the meantime, they were put to work rebuilding areas destroyed by the fighting.

Even more difficult than breaking up the armies would be putting the pieces back together

in civilian society.

It was one thing to give a man civilian clothes and some pocket money with the promise of

a pension, and another to help them live normal lives after years of trauma.

Governments did try to put some measures in place to make it easier for veterans to get

jobs.

Germany massively expanded the civil service, French law required employers to give returned

soldiers their old jobs back (though this didn't always happen in practice), and in

Britain and France there were public campaigns to encourage women to leave their wartime

jobs and return home or to "women's work" to free up space for men.

Many of the returned men were wounded, in body or mind, and faced challenges taking

up meaningful work.

Some were bitter at the society to which they returned, since their pensions were generally

inadequate, and relatives, wives and others simply couldn't relate to what they'd

been through.

Whether they found work or not, many veterans still struggled in their post-war lives.

One estimate puts the rate of psychological trauma at about 25%, and divorce rates in

France and Germany spiked ominously after the war.

(Cabanes, 1000) These difficulties could be more intense for

former prisoners, who were often treated differently by their governments and fellow citizens.

In some countries, like France and Italy, they were denied equal pension benefits and

military decorations until years later.

Italy even classified former POWs as non- combatants, and the poet and right-wing nationalist

Gabriele D'Annunzio derisively referred to them as "The shirkers across the Alps."

(Cabanes, 996) The guilt of having been taken captive haunted many for years after their

release.

A French prisoner of war wrote to a friend, "The immense joy I feel about current events

[the end of the war] is mixed with indescribably bitter regret at not having played a better

part in the war.

Not having been able to participate in this victory, weapon in hand, will be a source

of grief that will only expire with my life."

(Cabanes, 997) That soldier's name was Charles de Gaulle.

For he and many of those who lived through it, the Great War was not over.

Just weeks after the armistice, it had already become clear that "the war to end all wars"

did not even come close to achieving that goal.

Here is a fitting quote from Freikorps member Friedrich Wilhelm Heinz from 1930 that sums

up the situation quite well: "When they told us that the war was over, we laughed,

because we WERE the war.

Its flame continued to burn in us, it lived on in our deeds surrounded by a glowing and

frightful aura of destruction.

We followed our inner calling and marched on the battlefields of the post-war period…"

That was our first new episode of The Great War – 1919.

From now on we will deliver an in-depth look at history 100 years ago.

Usually we will pick a main topic, like the German Revolution in this episode, but we

will also talk about all the other relevant events and ideas.

As a rule of thumb, we will upload new content every other week.

If you are curious about me, the new guy, you will be able to get to know me a bit better

soon here on the channel.

Two of my main sources for this episode were Robert Gewarth's The Vanquished and Mark

Jones' Founding Weimar.

You can find all our sources for this episode in the video description including links to

amazon.

If you buy through these links we get a small cut, whether you use the US or other international

amazon sites.

The Great War – 1919 is a production of Real Time History, Flo and Toni's new production

company.

Flo and Toni produced The Great War from 2014 – 2018 already.

If you want to support our revamped channel, please consider supporting us on Patreon.

Among other things Patreon supporters will get access to our relaunched Great War podcast.

On the podcast, Flo and I will talk more about the topics of the month and give you some

sneak peeks behind the scenes of the show.

I am Jesse Alexander and this is The Great War, the only YouTube history channel that

knows where to get the most revolutionary Currywurst in Berlin.

For more infomation >> New Wars and Revolutions - Demobilisation I THE GREAT WAR January 1919 - Duration: 31:47.

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FLANKER CHINOS CONTRA FLANKER INDIOS - Duration: 2:27.

For more infomation >> FLANKER CHINOS CONTRA FLANKER INDIOS - Duration: 2:27.

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Here's What a BMW Looks Like After 320,000 Miles - Duration: 8:28.

welcome to wacky Wednesday's where everyone has a chance to show off their

car mods, and here's this week's winner hey youtube

hey scotty fans my name is philip this is my 1999 BMW 323is, it's got 321,000 miles

and I've had it for almost five years, I'm gonna show you the

pros and cons of living with the 20 year old German car,

I'm gonna go through the history and also some of the maintenance that I've

done on this car, and naturally I've got plenty of quirks and features to

show you, so the e36 had a production year from 1992 to 1999, this particular

one is the last year, so you see tons of these driving around in California

especially, people love them as daily drivers, however where they've got the

most recent attention is in the recreational activity known as drifting

these cars are no stranger to motorsports, they have a rich history and

DTM with the German Touring Car Championship, got near 50/50 weight

distribution fully independent rear suspension, so unfortunately we can't

include any clips of DTM cars in action due to copyright issues, but here's a photo of

our friend's car which is actually a DTM replica built from the

ground up, we've got rear seats you can actually use, it's more well balanced

you've got better suspension geometry a better setup which works better in motorsports

and drifting, now this video wasn't meant to be a 240 road

session, but take that as you will I just want to tell you how great this model

was, it was featured in car and drivers best 10 cars every year it was produced, the

car has taking me from point A to point B year after

year reliably, but of course there have been some things that need to replace

none of which have actually left me stranded on the side of the road

thankfully, most recently this summer I actually did the head gasket on this

vehicle, a shop would have quoted me about 4 grand to do the job, with my

friend here the cameraman he helped me out, parts and labor only were

about $350, labor was free of course, but all the gaskets and associate parts that

were replaced ran us about that much, and took us about two weeks to complete the

job, cylinder head had to come off of course, intake manifold and the nest of

vacuum hoses basically, most of the engine minus the block had to come out got

got the infamous BMW cooling system which is

perhaps the worst thing about these cars they're all made of plastic it gets

brittle with age, and they are prone to dozens of leaks if not addressed

prematurely, for me I've already been through two water pumps, you can make a

joke there if you like, if you're willing to do the

DIY maintenance on these cars you'll save a ton of money, I would never really

recommend that anyone buy a German car if they're not doing the work themselves

unless they've got deep pockets and they can pay someone to do the work

but the best part about owning this is just doing the work yourself, there's so

much you can learn about cars that you know you wouldn't be able to learn from

buying a newer Corolla, not enough things would

go wrong for you to learn about how to work on cars, that pretty much covers the

stuff in the engine bay that I've done I've also replaced the driveshaft

because the u-joint was actually bad when I bought the car, it remained

undiagnosed and untreated for several years and I had the nastiest clunking

coming from there whenever I accelerated yeah it's amazing it didn't grenade the

transmission or the differential but honestly these cars can take quite a

beating, despite what people say, maybe that's also why they're so well liked

for drifters, you know whether you put them into a wall or you blow the engine,

they're like Legos you know, you slap on new body panels, new engine parts, now

that we've covered some of the big-ticket items we'll do a walk-around of

the car and I'll show you some of the things I've

done to it, other than those things I've replaced it's really just been basic

maintenance throughout the years and some cosmetic items, it's wearing the m3 contours

17-inch HTR z 3 tire in the front, and we got federal

SS 595 s in the back seventeen inch, it's a square set up seventeen

by seven and a half, you can see here got the lovely trim piece missing because we

all know how great German plastics are, exhuast is stock,

the trunk in here pretty spacious, got to finish it off with some nice

pink emblems, started off as more of a joke but now I just run them on the whole car

coz I think it's funny and you know maybe some guys will leave me a love

note after they see the pink emblems thinking you know, a chick that's into cars

is driving this, well they're in for a surprise, the car has 321,000 miles,

obviously it's not gonna drive like a car that has 90,000, what's important is

that the power train is still in one piece it gets me to my destination

everyday reliably, this model it's got a pretty Spartan interior, luxury cars back

then are certainly not what they what they are today, the seats are leather

they're nice, well padded, it's got manual adjustments for the seats,

it's got vinyl door cards and speakers that are okay, obviously they don't even

compare to the speakers in a lot of economy cars today, but it's still good

enough for you to listen to your music let me just leave you with a couple of

tips for longevity for any car but particularly older German car, the thing is

you need to drive them, there's definitely a divide between the purists

who do everything by the book and would rather see the car low mileage and cared

for, then seeing a beat to hell example that gets driven every day and gets used

for its intended purpose, these cars were meant to be driven, and I think that's

really the best way you can care for them, just drive them, do the routine

maintenance, change out the fluids, that's the one way you'll get these cars to

300k miles plus, it's really not that difficult for them to reach these types

of mileage, just obviously there's Achilles heels in every type of car, but

addressing those and preferably addressing those yourself, will save you

both a lot of money and a lot of headaches, thanks for watching and thanks

Scotty for featuring me on your channel well that was this week's video and to

have your car mod shown on my channel here check this out,

so if you never want to miss another one of my new car repair videos, remember to

ring that Bell!

For more infomation >> Here's What a BMW Looks Like After 320,000 Miles - Duration: 8:28.

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Moi, j'ai confiance - Steve N'Gono - Duration: 4:03.

For more infomation >> Moi, j'ai confiance - Steve N'Gono - Duration: 4:03.

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Les derniers secrets de François Fillon révélés dans un livre - Duration: 10:53.

For more infomation >> Les derniers secrets de François Fillon révélés dans un livre - Duration: 10:53.

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La garde rapprochée d'Emmanuel Macron prend le large - Duration: 8:15.

For more infomation >> La garde rapprochée d'Emmanuel Macron prend le large - Duration: 8:15.

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Madame la présidente Brigitte Macron : qui paye pour ses enfants et petits-enfants ? - Duration: 3:10.

For more infomation >> Madame la présidente Brigitte Macron : qui paye pour ses enfants et petits-enfants ? - Duration: 3:10.

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DK 유대경 dkyoo Dk Yoo FORCE EXPLOSION AT IMPACT - Duration: 7:52.

So if you use your elbow, you have to form the structure first.

Power does not come from the shoulders.

So first, we form the structure. And then we put the power in.

So now he's got a rotation. (Public impressed and filled with pity).

DK Yoo:"[*] 20 seconds" (Laughs)

(Laughs)

So when he was in Japan, someone asked him to hit him very hard, because he had done a lot of martial arts before.

So at the moment of impact, you have to apply the force.

A blow like that.

There you go. It's just a transfer, actually, of energy.

There you go. In fact, you have to use an explosion at the time of impact.

There you go. It's not the same thing. - SYSTEMAS: "Heavier".

- Have you noticed the difference?

- Public: "No". - SYSTEMAS: "I do". (Laughs) - From the audience: "Once again, please". (Laughs)

- There you go. It's like nailing something.

There you go. If you type like that....

So it exists. It's a real Chinese technique.

So we can blow up the other one. next to the ear, actually, if you knock here.

(Laughs)

So a long time ago, there were tests with oxen or pigs.

We were supposed to blow the animal's head off, in fact.

So until then, it's relaxation to get some speed.

- From the public: "Don't be afraid".

- And at the moment of impact, the force must be detonated.

So there are two steps.

So all martial artists do that, actually.

The explosion just at the moment of impact. So not like that.

Like here.

Strikes like that.

There you go. That's not very effective.

But if he applies the explosion to the end....

(Laughs)

There you go. There is a technique that consists of hit the opponent's neck, throat.

- systemas: "Yes, yes".

(Laughs)

- Did he feel.... - Well, I felt the knee, yeah.

- So he makes it look like it's just one gesture. But he felt three blows. - systemas: "Yes".

- Because it's actually relaxing the neck to make him helpless for the blow to the throat.

There you go. Like this.

So it's like giving a shot. First we prick and then we inject.

(Laughs)

There you go. That's why we train like this too.

So in fact, we're not pushing. We create the explosion at the moment of impact.

There you go. Now he's flying away.

But there's no contact, because he knows how to control his move.

That's because you have to take a little break so that we can detonate this energy.

So he's going to try to hit and stop at the last minute.

There you go. Now it goes down.

- DK yoo: "Stop. Stop. Stop".

- So actually, it's not pushing.

(Laugh(s)) So now he didn't even use the pool.

- Left guinea pig trainer: "Thank you". Right guinea pig trainer: "You stay". (Laughs)

- You have to stop at the right time.

Coach: "Thank you, thank you". SYSTEMAS: "Thank you, (laughs). Are you all right?".

For more infomation >> DK 유대경 dkyoo Dk Yoo FORCE EXPLOSION AT IMPACT - Duration: 7:52.

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Jennifer Lopez Reveals Sweet 2nd Anniversary Gift From A-Rod: Admits She Feels Like She's In Her 20s - Duration: 4:12.

Alex Rodriguez gave Jennifer Lopez the most 'romantic' gift for their 2nd anniversary! She recalled the sweet story from when he surprised her with the present, while on 'Ellen', Feb

13! Watch J.Lo gush over A-Rod!    Alex Rodriguez went above and beyond for his second anniversary with Jennifer Lopez! The couple celebrated their second year of dating on February 3, and revealed sweet messages to one another on social media

But, A-Rod, 43, gifted J.Lo, 49, with the ultimate surprise that she found to be one of his most romantic gestures, yet

— A personal phone call from Fixer Upper's Joanna Gaines, who J.Lo is admittedly obsessed with!    The former Yankee set up a call with Gaines, 40, after he heard J

Lo mention to friends and family that she wanted to enlist the help of the HGTV star to assist her with her own fixer upper home

The singer recalled the entire story to Ellen Degeneres during an appearance on her daytime talk show on February 13

 "He actually gave me something really nice for our anniversary that I haven't told anyone," J

Lo told Ellen. "Do you want me to tell you?" she asked. Obviously, Ellen was all ears

 "This was really sweet. So, I'm obsessed with 'Fixer Upper,'" Jennifer began. "My sister got me [Joanna Gaines] new book

We actually got a little fixer upper next to the water, and we were like, 'Ah, we gotta fix this up

' It's really a house that needs work. I was like, 'Wouldn't it be amazing to have her [Joanna Gaines] do it for us?' But, she doesn't do anything outside the show, so I was like, 'No, no

'"    She continued: "Honestly, I don't even know Alex is listening to me half the time, so I'm talking to my friends and my sister over Christmas

Then, come our anniversary, it was like a Sunday, he was like, 'I want you to do a meeting," and I hate meetings

He loves meetings, you know, I'm always dragged into these business meetings. 'I want you to do this meeting with us for this architect for the house

He's like, 'We're not going to spend a ton of money,' and I'm like, 'OK.' Then, he opens up the FaceTime and it's Joanna Gaines!"  Jennifer then recreated her nervous and excited reaction to the call, which was filled with gasps and a loud yell

"I totally fan-girled out!", she recalled, adding that Gaines is so cool, "just like on the show!"  "I looked at him [Alex] and was like, 'Oh my God

Are you kidding me right now?' I was like, 'You listen to me! I love you. Like, you are so amazing

' It really blew me away," J. Lo gushed. "That's romantic to me, like he was really trying to get her on the phone… That was an awesome moment

" J. Lo added that although Gaines doesn't step out of the show to help with fixer uppers, she offered to help the singer with her project

 Prior to J.Lo's story, Ellen  gifted the singer with a massive clock with the couple's photo on it for their anniversary

The talk show host joked that the clock would serve as a constant reminder to A-Rod that time is winding down for him to propose to J

Lo. There have been rumors of an impending engagement between the power couple. However, nothing has happened… yet

   Ellen also bragged about how in shape J. Lo is, after the singer and A-Rod completed a 10-day diet challenge where they cut out carbs and sugar

The singer even admitted that although her 50th birthday is right around the corner, she feels like she's about 26-years-old!

For more infomation >> Jennifer Lopez Reveals Sweet 2nd Anniversary Gift From A-Rod: Admits She Feels Like She's In Her 20s - Duration: 4:12.

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Sala: Le Propriéraire De Cardiff Propose De Payer Le Rapatriement Du Corps - NT - Duration: 3:36.

For more infomation >> Sala: Le Propriéraire De Cardiff Propose De Payer Le Rapatriement Du Corps - NT - Duration: 3:36.

-------------------------------------------

[4 Matchs PIKACHU] Vs CAPTAIN FALCON / GANONDORF / LUIGI / WARIO SSBU - Duration: 10:34.

🎵🤜⚡🤛🎵

For more infomation >> [4 Matchs PIKACHU] Vs CAPTAIN FALCON / GANONDORF / LUIGI / WARIO SSBU - Duration: 10:34.

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Pourquoi je continue à investir en 2019 - Duration: 6:07.

For more infomation >> Pourquoi je continue à investir en 2019 - Duration: 6:07.

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Comment avoir son propre code créateur sur fortnite ( les tutoriel de la chaîne) - Duration: 3:40.

For more infomation >> Comment avoir son propre code créateur sur fortnite ( les tutoriel de la chaîne) - Duration: 3:40.

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Benalla: Le Patron De La Société Velours Entendu Comme Témoin Dans L'enquête Sur Le Contrat Russe - Duration: 3:25.

For more infomation >> Benalla: Le Patron De La Société Velours Entendu Comme Témoin Dans L'enquête Sur Le Contrat Russe - Duration: 3:25.

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LOOKBOOK SAINT-VALENTIN || 3 looks || Mabel Viking - Duration: 7:11.

For more infomation >> LOOKBOOK SAINT-VALENTIN || 3 looks || Mabel Viking - Duration: 7:11.

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I COUNT TO 10000 (But can only say one number a day) - Duration: 1:01.

For more infomation >> I COUNT TO 10000 (But can only say one number a day) - Duration: 1:01.

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İnsanlara Değer Kat [Yaşam Felsefesi] - Türkçe Alt Yazılı - Duration: 5:48.

For more infomation >> İnsanlara Değer Kat [Yaşam Felsefesi] - Türkçe Alt Yazılı - Duration: 5:48.

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Baby Mandarin Duckling Jumps From The 9th Floor Of An Apartment (Part 1) | Kritter Klub - Duration: 3:17.

Inside the 9th floor of an apartment

Lies a bird nest?

What is one of South Korea's natural monuments, the mandarin duck, doing here?

Another mandarin duck appears

Two mother ducks living together

Oh! This is surprising

It's rare for two mothers to use the same entry

We've never seen such a situation before

One mother cleans the nest

While another leaves the nest

Once the mother returns, the other starts nagging

One is experienced, and the other is a novice

The experienced one is trying to exercise her authority

She got her hair plucked from all the tormentㅠㅠ

I need to move out

sadness

After the sun sets

It's peaceful in the Mandarin duck nest

Until an egg explodes

Uh-oh

The experienced mother carries it out

It's an unfertilized egg, arrested development due to low temperature

or maybe the egg decomposed due to a bacterial infection

which creates gas inside the egg, leading to explosion

The novice mother follows the experienced mother out

The novice mother returns first

And eats the remains of the exploded egg

So that the natural enemy wouldn't detect it

A few days later,

The eggs are hatching..?

Come on, buddy

Finally..

Mommy went through a lot to have you

Sends out the duckling already?

Can the duckling fly?

For more infomation >> Baby Mandarin Duckling Jumps From The 9th Floor Of An Apartment (Part 1) | Kritter Klub - Duration: 3:17.

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How to Open and Run a Successful Restaurant in 2019 | Start Up Advice - Duration: 22:17.

Wilson: Hey Guys, today we're going to be sharing three simple steps in opening a successful

restaurant or if you already have a restaurant and you want to get to the next level then

this video is for you.

Wilson: My name is Wilson and today we're sharing three key simple steps, which you

can follow to build and open a successful operating restaurant.

Now the keyword here is successful restaurant.

We're not going to go over how you get your permits, how do you get your designer or the

contracts, none of those detail stuff, we're not going to go over that.

We're going to go operating on the big framework that when you get it you can actually take

actions right away and implement, and have results, and that's the stuff that I'm going

to be going over with you today.

But if you are interested in these detailed stuff, action-oriented strategies, tactics,

make sure you hit the bell of the notification button so you get future updates on how do

you build more successful restaurants with different tactics and whatnot.

Anything food and beverage related we are here along with you on this journey, so make

sure you turn on the bell of notification so you guys are updated.

Wilson: Today we're going to be talking about the steps in order for you to take, so you

can ensure that when you come out of the gate you have the best chances of success in operating

your restaurant.

At the end of this video I'm going to be sharing with you some templates and resources that

I've personally used to build my ice cream shop into an international chain.

Make sure you guys stay 'til the end of the video to receive the special gift.

Wilson: I know you have an amazing recipe that you can't wait to share with the world.

Your friends and family is raving about it, and I also know that the restaurant around

the block sucks, yet they are filled and packed with customers every single night and you're

like, "If I only I had my recipe in there.

If I only I was doing things my way I would have a restaurant that's filled with customers

as well."

I know that you can generate and open up a successful restaurant, a cash cow that you

can take care of your family without working a nine to five, but before we can get there,

there's a few things that we need to align with.

Wilson: First, did you know that businesses, specifically restaurants, 80% of them fail

within the first year.

The number one reason why they fail is because they fail to plan.

Now I'm not telling you the stat to rain on your parade, heck, I made this video so then

I can encourage you, and support you along this journey for your success.

I'm just pointing this out so you know exactly what you are coming against, and there's resources

and support, and a framework that you need in order for you to be successful in your

restaurant.

Before you even cook your first meal there are so many details that you need to pay attention

to, anywhere from kitchen appliances, location, menu design, permits, operation, hiring, marketing.

Now I know this may seem overwhelming, and that's the reason why I want to keep everything

super simple, so then now we can plan for success together.

Wilson: Step number one, location, location, location.

As cliché as location sounds, it is the number one reason why restaurants are going bankrupt,

because of the fact that they did not spend the time in figuring out the location, and

they did not spend the time analyzing whether the traffic flow is in line with what they're

trying to serve.

This is the determining factor for whether you are going to be able to bring your family

to Bora Bora to chill on the beach, to be sipping on pina coladas or whether you're

going to be struggling your business, working nine to nine trying to make ends meet.

Location, location, location, this is what is the determining factor.

Wilson: You don't need the whole country to come visit your restaurant in order for you

to be successful.

You don't need to be running TV ads and spending tens of thousands of dollars on ads in order

for you to be successful, all you need is a group of loyal customers that come back

again and again to have your products, to enjoy your products, and to enjoy your meal.

The secret is to develop this group of loyal base of customers within your community, that

means you need to choose a community that you really enjoy serving.

Spend time in the community and see if the people that are walking around there, spending

there, eating there, is on line with the people that you would like to serve, because this

is the type of loyal customers where you're going to be developing your restaurants, your

menu, and your community around.

Wilson: Spend time at your competitor's restaurant and see who is it that they're serving, how

are they serving, how are people responding to that, what is the engagement like, see

if you can do a better job.

Is there a sense of belonging?

Is there a lot of repeat customers?

These are all facts that you need to figure out before you settle down on a location.

After you've chosen your community, the community where you're going to be building your restaurant,

your legacy, then the next step is to choose a location within the community that has good

visibility, good foot traffic.

Wilson: Now to determine whether this location has good enough traffic all you have to do

is to go to the location where you want to set up shop or the location where you want

to lease, sit there by a café next door or any shop next door and start counting on a

daily basis.

Every time someone comes in start logging in your clicker, and every hour you're going

to tally up the number of people that is walking through the doors on your worksheet down below.

You can download that template right below in the link.

Wilson: Now that you have tallied every single hour you can have a really, really good sense

of how the performance is like every single day, when is there peak hours, when is there

slow times, when is it that they have the rush hours for within the day.

This will give you a sense of how much revenue they're making, and whether this location

is your ideal choice, and with this information you can actually bring it back to the landlord

to negotiate a much better, well-informed contract.

For example if they're giving you a price of $4,000 for every month, and you did the

clicking, you're like, "Wow, this place has no walk-in traffic, really, really poor traffic,"

then you can use this information to go and negotiate a better lease, and a better contract.

Wilson: Now I know there are restaurants in the middle of nowhere yet they're still killing

it, making a lot of different businesses and sales, but those are called destination locations.

We're going to be covering in this video the highest chance for you to succeed is to have

a lot of walk-in traffic.

This is the easiest to perform, and will give you the best chances of success.

This step alone will take you weeks, if not months to determine a good community where

you want to establish your foothold, In terms of choosing the right location within this

community to the people that you want to serve, do not be impulsive because so many people

make this mistake of seeing a location that they absolutely love, and they commit into

a five, 10 year lease because they just love the location so much, but at the end of the

day the stars are not aligned.

It doesn't give them the best chance of success and now they fail, all because of the impulsiveness.

Wilson: Choose a community, choose a location with high visibility, and this will increase

your chance of success much, much higher.

When you're doing this exercise I've actually provided a template that I've personally used

when I was doing location scouting in the link below.

Download that template and use it to your advantage.

Make sure you use it.

Do not just go with whatever your real estate agent is suggesting, and really neglecting

the really basic, really, really do your homework because you're going to be spending years

in this location, and I want you to really enjoy every single bit of the process.

Wilson: Step number two, know your numbers.

So many businesses fail because they don't know their numbers.

The numbers, the profit and loss statement is basically the lifeline of their business,

it shows them exactly where are the improvements that they can make.

If you don't pay attention to this on a regular basis your business will definitely fail,

it's like not keeping check with your own blood pressure, not keeping check, and not

doing your regular body check, but with a business it's much more volatile.

It's so important for you to understand your numbers.

Wilson: I, myself had to pay a really hefty price.

A few years ago I was audited by the CRA, which is the revenue agency's department,

and they actually gave me a fine of over $200,000 because I wasn't keeping track of my numbers

properly, and that was a very, very expensive lesson that I had to pay.

Now that's definitely a very hefty price, which I do not want you to pay.

After that incident I went back to school.

I took a weekend course to understand accounting, and from them on I had the best practice that

I can possibly, to implement into my business, which took it from having just one location

to more than six locations now internationally, all because of the fact that I pay so much

more attention to the books now.

Wilson: Now for the sake of simplicity I have generalized three big numbers, which you would

want to be accountable and be aware of.

Now understand these are just generalized terms and generalized numbers that I'm throwing

out there.

Every single type of business and segment has different types of ratios and numbers

they should be hitting for, but I'm just giving you something super generalized so you have

a reference point, a benchmark to go off of, and the three numbers to be aware of is your

rental costs, your food costs, and your labor costs.

Wilson: The number one cost, rental costs.

It's very difficult to project how much you should be paying for rent if you don't know

your revenue, therefore, when you have chosen a location then go to the competitor that

you think matches the concept that you have to offer the best.

Go to their restaurant and start clicking, start observing how much are people spending

on average, seeing how many people walk through the doors and by there you can project how

much revenue you can potentially make.

Wilson: Now for example, you go into your competitor's restaurant and study their menu.

You see that an average meal on entrée is $15, plus a drink, around $20 is an average

ticket price, in every given day you're projecting around a 100 customers going through the doors,

now that means that they have a revenue of around $2,000 on a given day.

Now that's on average, if you times that by 25 operating days in a month now that gives

you $50,000.

Now for rental costs you should be aiming, and a golden rule for not paying more than

15% of your projected revenue.

Now what that means is that given the fact that you're making $50,000 in revenue, 15%

of that is $7,500, you should be aiming at a rental cost of no more than $7,500 at that

specific location.

Wilson: Food costs is the second cost you should be really well aware of.

Food costs should include not just the ingredient, but the laborer involved in creating the ingredients,

the delivery charges, the takeout boxes, anything that has direct relationship of how the food

is produced should be included in the food costs.

Now for food costs you should be aiming at no more than 30%, 30% is what you should be

aiming at.

30% of revenue should be accounted for food costs.

Now with the same example of $50,000 in revenue you should be aiming at $15,000 for food costs

only, that should be your cap.

If for any reason your food costs goes above the 30% then you've got to learn how to manage

your food costs properly.

There's spoilage you can manage.

There's loss to theft prevention you can manage.

There's delivery schedules you can manage.

There is a lot of things you can manage, and to control the costs of food to be below,

if not 30%.

Wilson: Now the third cost is the labor costs.

This should include anywhere from your servers, to your cashier, to your janitors, to also

the manager's pay, and the operator's pay as well.

A lot of mistake that I see is that the owner/operator do not put their own salary in this calculation,

which in turns overinflate the profit that they make, and that's not a clear illustration

of how healthy the business is, and that doesn't allow them to make the proper decisions for

their business.

For this labor cost you should be aiming at no more than 30% of your revenue.

Given the fact that you still make the 50K in revenue you should be aiming for no more

than $7,500 in your labor cost.

Now there's a lot of different ways that you can pull this lever to control how much labor

cost you're giving, such as staggering shifting, different types of employee incentives that

allows them to gain a higher percentage as they bring in more revenue but a lower base

pay.

Wilson: If you can run your business to attain these golden numbers, 15% in rent, 30% in

food costs, and 30% in labor, then this is golden for you, you can bring your family

to Bora Bora, enjoy with them on the beach, and enjoy quality time with them, instead

of spending time stuck in the business working nine to nine and being burnt out.

If you are hiring a manager or an operator to help you out to manage this business then

these are very good key performance indicators to give your manager, so then they can help

you manage the labor costs, and also the food costs, which in turn would give you much more

profit at the end of the day.

Wilson: Now there's a lot of ways to increase your revenue and to decrease your costs, things

such as menu design, loss to theft prevention, staggering shifting, now all these things

we're not going to be covering in today's video, because today we're going to be talking

about the simple steps to build and operate a successful restaurant.

Those are saved for another video, if you want to know more make sure you subscribe

to the channel so then that way I can show you guys more, and share a lot more knowledge

with you guys, but to keep things simple the three costs to aim for, 15%, 30%, 30%.

Wilson: Now the third step to building and running a successful restaurant is your ability

to connect with your customer and your team.

No, customers are not always right, but without them you are nothing.

Now on the same note, you've got to always, and I cannot emphasize how important this

is, always back your team up, given the fact that they're doing the right thing.

You've got to take a stand in what you believe in and your vision, and if your team is acting

in accordance to these values and your mission then you've got to back them up because without

your team you're nothing as well.

It's very, very, almost impossible for you to handle everything by yourself without a

team, you're going to be burnt out.

You're not going to be able to have the freedom and the flexibility to go travel, and to take

care of your loved ones if you do not start believing in your team, and communicating

with your team.

Wilson: The number one thing that a lot of people fail to do, as I said, is to connect

with your team, and also your customer.

This is something that is often overlooked because restaurant owners and owners in general

always overemphasize the customers, and they undervalue the importance of having an amazing

team.

If you want to build a truly amazing business, a cash cow that you can walk away from and

still have it running at full capacity then you've got to trust your team, you've got

to back up your team, you've got to develop your team.

The reason why restaurant owners, and a lot of different business owners struggle with

finding great help, struggle with finding people who has common sense, and who are competent,

who cares about their business, is because, first, they fail to care about their team.

They fail to prioritize their team because it doesn't seem as important as their customers.

Wilson: Connect with your team, show them your values, show them the vision, show them

your gift, show them what you want to deliver to your customers, show them and communicate

that with your team, and develop your team.

Trust me, they will reciprocate, they will be putting their heart, and they will have

much more passion in your business if you're able to show them the vision of where they

want to go, and where you want to lead them.

Explicitly tell them your values whether it be integrity, customer service or empowerment,

these are things that act as the parameter of how they can execute on your behalf.

They become your biggest ambassador, and they become an extension of you.

Connect with your customers, know what they value, understand why they're coming to your

restaurant.

Understand what experiences are they seeking when they're at your restaurant and provide

them that specific experience.

Wilson: Are you trying to create an environment where people can come in with their friends

and hang out, and fee like it's a lively environment or are you trying to create an environment

where a romantic couple can come and impress their other half?

Or is this a family joint, where you want to create everything that is friendly, bubbly,

and welcoming for their family?

You've got to be so specific in who you're catering your restaurant to, in order to attract

the right crowd, the right loyal customers, so then they can come back again, and again.

Wilson: Now as a recap it is so important in order for you to connect with your customers

and your team.

Do not neglect one side or over favor the other side.

It is super important for you to connect with both sides.

I've generalized a lot information here, as a recap of the whole three step process to

bring your business, and your restaurant to the next level we are recapping the three

simple steps.

Find the location where your community and loyal friends are hanging out.

Number two, know your winning numbers.

Control the different levers so then you can control your destiny.

Number three, connect.

Connect with your team and your customers.

By following these three simple frameworks you will greatly increase your chance of opening

up and operating a successful restaurant, and I know this firsthand because these are

the steps that I personally follow in order for us to grow our ice cream chain into an

international chain.

These are things that I'm basically compiling and ripping apart, my own business, and to

see what are the foundational elements that allowed our exponential growth.

Wilson: I know it seems like a lot to do.

It seems like things are everywhere, and that's the reason why I've compiled all the resources

in the links below.

These are templates that I personally used.

These are resources that I personally used, and I really want you to be able to have success

in your business, and I really want to support with you on your journey into opening up this

restaurant, so then that way you can bring your family and loved ones on vacation and

spend quality time with them.

Wilson: Download the documents below, these are templates which you can use right away

in your own business.

Take action.

You are going to be embarking in this amazing journey, times are going to be tough.

You're going to want to call quits so many times.

Nights are going to be long, but I'm committed in this journey with you because it is so

worth it when you see the candid moments of people enjoying your perfect recipe.

When you see the moments and the smiles of the people that you can take care of finally,

and when your team comes to you and say, "Thank you," these are the moments that make this

whole journey worthwhile, and like it or not, I'm along this journey with you.

I'm here to support you, so make sure you guys take good notes.

Use these different principles to help you find success in your restaurant.

Wilson: Like this video and show me some love.

If you have any questions, if you have any comments, leave it in the comment section

below, and if you want me to be alongside with you this whole crazy journey, make sure

you subscribe.

I'll see you guys next week.

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