One Wednesday in late May, John Nehme, manager of the Boylston Hall C'est Bon, asks customers about their exam schedules and plans for the summer.

Customers clearly respond to him as more than just a cashier as they chat and inquire about Nehme's plans.

"It doesn't even feel like they're customers," Nehme says. "Some of them invite us over to parties or weekends at their houses."

"I can't speak for other [employees], but customers tell me I'm friendly," he says.

Vesting large amounts of responsibility in a small number of employees, Sarkis says, has been crucial.

"I don't need 50 people to work here," Sarkis says. "If I can do it, if a brother can do it, if a good friend can do it, then why not?"

And his employees attest to the fact that Sarkis holds himself to the same standards he sets for others.

"He's here from six in the morning to nine at night," says Yve Younes, manager of the Barker Center C'est Bon.

Sarkis, his employees say, has no problem digging in and helping with the work in times of need.

"If it's busy here, we can call him for help," Nehme says. "If there are any mistakes, he's part of the mistake and he's part of the solution."

"We don't feel like we work for him, we feel like we work with him," he adds.

"He treats everyone like brothers," says Anthony Sarkis, who manages the Harvard Square Hotel location. He would know, since he is George Sarkis' younger brother.

Focus on Sales

In other aspects of the business as well, the secret lies in thinking small, employees say.

The store's sales, George Sarkis says, split neatly into thirds, with roughly equal amounts sold from the coffee, baked goods, and sandwich sections of the menu.