Absolutely accurate. I love Swoosie Kurtz and Faye Duniway...exemplifying the pill popping mothers of the West Hills...unfortunately more true than not. Great performance :)
Monday, December 30, 2013
The Drugs and The Mothers
Absolutely accurate. I love Swoosie Kurtz and Faye Duniway...exemplifying the pill popping mothers of the West Hills...unfortunately more true than not. Great performance :)
Sunday, November 17, 2013
The Ideal Private Social Club
Recently I've been doing some research on private social clubs throughout the world and decided it would be fun to conceptualize my ideal. In my first book, the fictional Regent Club figures prominently and I thought it would be an interesting experience to get into the heads of hospitality mavens and create something that was so exclusive - so perfect - that it would outshine some of the world's most notable private social venues.
This, of course, stemmed from my own set of expectations where I'm usually disappointed. My expectations for a club come in many ways from the core basics of Disney customer service. It is rare even at the finest club to experience the level of service that Disneyland and it's cadre of college-age cast members can consistently deliver. Therefore, what does it take to create a nearly infallible total experience?
MANAGEMENT AND LEADERSHIP
I used to be concerned about what could be perceived as a "strong manager - weak board" scenario. This usually only develops into a problem if a manager has a tenure that's too long where a sense of entitlement could begin to develop. Boards who "schedule" a management shift every seven years and seek out fresh and innovative talent are by far the most forward-thinking and interested in optimal member experience. The Eisner Syndrome begins to develop if the manager feels too comfortable. The first ten years of Michael's time at Disney were Renaissance ... the second ten cost shareholders over one billion between the Ovitz exit, Katzenberg settlement, purchase of the family channel, and the deterioration of the Pixar relationship which Bob Iger ultimately repaired after Michael's exit.
A board should let the manager do what they do best, and only offer strategic guidance and measure key performance indicators. Boards and committees that meddle in the minutiae create log jams for a staff to provide stellar service and member experience. Boards should stick to governance while staff is both strategic and tactical. I would always search for new talent out-of-market as the result of an in-market search often creates status quo.
VENUE AND EXPERIENCE
It's true - I want music in the bathrooms. I want stunning artwork on the walls. I want gathering places - billiards, cards, games. I want a relationship with staff that is mutually respectful but not too familiar. One of the things I dislike the most in service is how all of us - both member and staff - tend to get too familiar with each other. The net result of that familiarity promotes gossip, favors, and other uncomfortable situations. As an example, you become friendly with a bartender and expectations change - a free cocktail, an extra healthy pour, getting the dirt on other staff or management. It simply has no positive - and again a culture of entitlement develops.
Everything revolves around the member experience. While it's true that Mrs. X who lives in her stunning mansion on Bellevue Avenue in Newport will cling to every last penny and wear the same old coat and drive the same old car, she has another side where she will spend money on herself. Members want unparalleled experiences like those that are delivered at New York City's Core Club. And, we will pay to get it if it consistently exceptional.
PROFESSIONAL VS MEMBER-RUN
Most clubs I visit these days are elegant old institutions. But, they're tired. It's the same furniture, the same art, the same steak, the same everything. That's good for Mrs. X, but for future generations it's trending away from "same." New is the name of the game - revolving, changing, imaginative, creative, and something we can't get anywhere else. While you'll always have some grand old stalwarts like the Congressional Country Club that can command an eternal audience from Washington, DC's elite, the rest of the nation and world are indeed changing - and the clubs that change will survive.
The most popular private clubs are now owned not by members but by entertainment consortiums or promoters. The phenomena of Soho House, Core Club, and other spectacular tips of the hat to perfection in service and quality is the start of a fundamental shift away from member-"managed" clubs. It all goes back to Disney. When you enter a Disney theme park, you forfeit your ability to make a decision for yourself and succumb to suspension of disbelief - you hear the birds singing in Adventureland, but you never want to realize it's a recording. The same happens when you enter one of these supervenues.
My dearest friend and I visited a new quasi-private venue and decided to join recently. It's a small place, and probably the hype of it all drove our decision. But, what couldn't be changed was how easily it was to get caught up with the manufactured reality of the place. Yes, the person sitting next to me was on her mobile phone, but I myself was in a 1930's lounge where everyone on staff remained polished, informative, and absolutely on-point for our entire visit. Now - that's something to aspire to.
In addition to character, it's about the fact that a property or house committee are the last places where decisions on decor or architecture should be made. As I always say, the King Dome in Seattle was designed by committee, and look what happened to that. By removing the opportunity for members to imprint themselves on the private club, zealots who have special interests are easily managed. Moving forward, venues that are owned by hospitality professionals will trump the private club in terms of experience.
QUALITY
The last component to perfection is quality. A club that took a significant risk recently is notable. While for all intensive purposes it has a committee system, one cannot dispute the absolute quality of its general manager. The club hired the individual out-of-market and the decision to do so and net results have been as exciting to witness as a championship college football game. The club had one of those traditional restaurant venues Mrs. X would have enjoyed and decided to make a strategic investment. It hired a sought-after new chef - but gave the chef the flexibility with budget to make a significant impact on quality. Again - net result = packed restaurant.
Bucking trends, taking risks, and being ahead of all competition (like everything) is the recipe for the private social club to remain relevant to sustain and grow membership from quality demographics.
This, of course, stemmed from my own set of expectations where I'm usually disappointed. My expectations for a club come in many ways from the core basics of Disney customer service. It is rare even at the finest club to experience the level of service that Disneyland and it's cadre of college-age cast members can consistently deliver. Therefore, what does it take to create a nearly infallible total experience?
MANAGEMENT AND LEADERSHIP
I used to be concerned about what could be perceived as a "strong manager - weak board" scenario. This usually only develops into a problem if a manager has a tenure that's too long where a sense of entitlement could begin to develop. Boards who "schedule" a management shift every seven years and seek out fresh and innovative talent are by far the most forward-thinking and interested in optimal member experience. The Eisner Syndrome begins to develop if the manager feels too comfortable. The first ten years of Michael's time at Disney were Renaissance ... the second ten cost shareholders over one billion between the Ovitz exit, Katzenberg settlement, purchase of the family channel, and the deterioration of the Pixar relationship which Bob Iger ultimately repaired after Michael's exit.
A board should let the manager do what they do best, and only offer strategic guidance and measure key performance indicators. Boards and committees that meddle in the minutiae create log jams for a staff to provide stellar service and member experience. Boards should stick to governance while staff is both strategic and tactical. I would always search for new talent out-of-market as the result of an in-market search often creates status quo.
VENUE AND EXPERIENCE
It's true - I want music in the bathrooms. I want stunning artwork on the walls. I want gathering places - billiards, cards, games. I want a relationship with staff that is mutually respectful but not too familiar. One of the things I dislike the most in service is how all of us - both member and staff - tend to get too familiar with each other. The net result of that familiarity promotes gossip, favors, and other uncomfortable situations. As an example, you become friendly with a bartender and expectations change - a free cocktail, an extra healthy pour, getting the dirt on other staff or management. It simply has no positive - and again a culture of entitlement develops.
Everything revolves around the member experience. While it's true that Mrs. X who lives in her stunning mansion on Bellevue Avenue in Newport will cling to every last penny and wear the same old coat and drive the same old car, she has another side where she will spend money on herself. Members want unparalleled experiences like those that are delivered at New York City's Core Club. And, we will pay to get it if it consistently exceptional.
PROFESSIONAL VS MEMBER-RUN
Most clubs I visit these days are elegant old institutions. But, they're tired. It's the same furniture, the same art, the same steak, the same everything. That's good for Mrs. X, but for future generations it's trending away from "same." New is the name of the game - revolving, changing, imaginative, creative, and something we can't get anywhere else. While you'll always have some grand old stalwarts like the Congressional Country Club that can command an eternal audience from Washington, DC's elite, the rest of the nation and world are indeed changing - and the clubs that change will survive.
The most popular private clubs are now owned not by members but by entertainment consortiums or promoters. The phenomena of Soho House, Core Club, and other spectacular tips of the hat to perfection in service and quality is the start of a fundamental shift away from member-"managed" clubs. It all goes back to Disney. When you enter a Disney theme park, you forfeit your ability to make a decision for yourself and succumb to suspension of disbelief - you hear the birds singing in Adventureland, but you never want to realize it's a recording. The same happens when you enter one of these supervenues.
My dearest friend and I visited a new quasi-private venue and decided to join recently. It's a small place, and probably the hype of it all drove our decision. But, what couldn't be changed was how easily it was to get caught up with the manufactured reality of the place. Yes, the person sitting next to me was on her mobile phone, but I myself was in a 1930's lounge where everyone on staff remained polished, informative, and absolutely on-point for our entire visit. Now - that's something to aspire to.
In addition to character, it's about the fact that a property or house committee are the last places where decisions on decor or architecture should be made. As I always say, the King Dome in Seattle was designed by committee, and look what happened to that. By removing the opportunity for members to imprint themselves on the private club, zealots who have special interests are easily managed. Moving forward, venues that are owned by hospitality professionals will trump the private club in terms of experience.
QUALITY
The last component to perfection is quality. A club that took a significant risk recently is notable. While for all intensive purposes it has a committee system, one cannot dispute the absolute quality of its general manager. The club hired the individual out-of-market and the decision to do so and net results have been as exciting to witness as a championship college football game. The club had one of those traditional restaurant venues Mrs. X would have enjoyed and decided to make a strategic investment. It hired a sought-after new chef - but gave the chef the flexibility with budget to make a significant impact on quality. Again - net result = packed restaurant.
Bucking trends, taking risks, and being ahead of all competition (like everything) is the recipe for the private social club to remain relevant to sustain and grow membership from quality demographics.
Saturday, October 12, 2013
Lorde's Royals Captures Essence of Cage
Bravo! Lorde's satire of the excesses of the wealthy certainly meshes well in demonstrating the corruption of the character of Jane's son, Joey, in Cage of Privilege. Was Jane to blame for all of Joey's bad behavior to begin with?
Also, was Lorde's pronunciation of Maybach in the recording/video a tip of the hat to the uncultured who pronounce it May-Back?
Monday, September 16, 2013
The Next Chapter - Manipulation
Wednesday, August 21, 2013
Bad Behavior Pay Off?
How many times do we have to hear about the new addict that develops out of a family of means? It's so sad that families today are not training their children to be the rising stars of philanthropy. Instead, several are using the collective grant making seat as a way to pilfer their family's hard-earned funds by using it to bid on European trips etc. during auctions. It is no wonder that it typically takes no more than three generations to lose a fortune, as the first generation earns it (and loves the community in which it was earned), the next tries to sustain it (usually without success - father is never the son / mother is never the daughter in so many cases), and the third generations pisses it away on coke lines, Rolex watches, boats, vacation homes, and other things to make them feel significant that can never replace the absolute ecstasy the first generation enjoys during the loving creation process of the business.
Friday, August 16, 2013
Scatter My Ashes at Bergdorf's
In honor of all my characters who shop at Bergdorf's, congratulations on the wonderful movie chronicling the iconic store in New York City! Bravo!
check it out - #getscattered
Wednesday, July 10, 2013
The Chambers-Torrance Clan and the Enron Saga
Yesterday I announced that the second book in the Cage of Privilege trilogy will be released in November 2013 and will chronicle a fictional account of the Oregon chapter in the Enron saga.
As with Cage of Privilege's complex web of over 90 characters from Portland's West Hills and beyond, approximately 30% will move forward to take their rightful places as backstabbing sociopaths in book #2. Join Billionaire Jane Chambers Torrance, her corrupt brother United States Senator Malcolm Chambers, and Jane's willful handmaiden Kate Carerra as they recount Oregon's role in one of the world's greatest stories of deception and greed.
As with Cage of Privilege's complex web of over 90 characters from Portland's West Hills and beyond, approximately 30% will move forward to take their rightful places as backstabbing sociopaths in book #2. Join Billionaire Jane Chambers Torrance, her corrupt brother United States Senator Malcolm Chambers, and Jane's willful handmaiden Kate Carerra as they recount Oregon's role in one of the world's greatest stories of deception and greed.
Friday, June 21, 2013
The thrill of writing
I admit it...it's a kick to go into bookstores and see your book on the shelves - wondering just what people think about the bizarre assortment of characters after reading the book. Today I am celebrating 500 copies sold, well on the way to good success as my publisher starts additional media relations work in July. Get ready for the excitement of Book 2 in the trilogy which should premiere in November - hint: it'll be a powerful sequel!
Wednesday, February 27, 2013
Nightclub Music - Kate and Pierre
I have been trying to select music for the Caverns nightclub scenario which could be considered for how the characters interact together. In conjunction with the sex that transpires later, I would enjoy using this music during the entire set. Kate and Pierre's energy is matched by Far East Movement's deep bass and energetic song. I can see them dancing to this - and ultimately transitioning to the hotel.
Wednesday, February 20, 2013
Rankings on Amazon - Successful day!
Just an exciting screen shot! from 800,000 in rankings to 23,442! That was a great day for sales! Thank you for all the supportive comments! Outline for book 2 in the series is done - should be out by Fall 2013.
Friday, February 15, 2013
Wealth Defines Protection
Dershowitz on the Legal System
Another snip-it about Claus von Bulow's trial and Alan Dershowitz's opinion of the legal system. Several of the characters in Cage definitely have that Newport state-of-mind.
Another snip-it about Claus von Bulow's trial and Alan Dershowitz's opinion of the legal system. Several of the characters in Cage definitely have that Newport state-of-mind.
Tuesday, February 5, 2013
It's done - and they're curious!
I am so pleased that the book has been received with such a warm welcome. Everyone is saying . . . well who are they? Are they from here? Well I can safely say I'd never write about someone I know, and I think it'd be particularly rude to write about anyone that one had encountered, no? Check it out - it's just for fun! www.cageofprivilege.com
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