Alain Ducasse Quotes

At Babbo, each dish grew out of a conversation, trying to put something forth that was new and different. It was a combination of culinary adventurism and the dining-room experience with respect for the classic but with an eye toward innovation. And it was about eating locally, whether produce or fish or meat.

I like a restaurant called Bruci, and there's some really nice people who work there and good food. They change their menu a lot, so maybe that's what keeps me coming back. I never know what I'm going to get.

I really loved traveling the U.S. and seeing regional differences within the same country and how the same ingredients are used in very different ways. I love how the 'old guard' of cuisine are still pioneering so much of the direction of food today.

I listen to [customers] and we make adjustments because we pretty much average a collection every six weeks. We're constantly taking everything in and taking notes.

Restaurants are like kids. You hope you understand their innate gifts, and then you let them realize their aspirations.

Customers are more friendly when they've had a meal.

So I think instead of focusing on the competition, focus on the customer.

I always tell people that they are really the critics. If people come three times a week to your restaurant they are the ones who find something they really love.

To have a basic ingredient that can be prepared a million different ways is a beautiful thing.

I think one of the things that, at least, I found out over - and many have in the industry - is that of all the customer service desires and needs, price is one of them.

You have to have what your customers need because if you don't have what your customers need, you're not going to have customers.

Market type influences everything a company does. Strategy and tactics for one market type seldom work for another.

I am not very convinced with having a signature dish. The whole point of being a chef is going to a new place, adapting and curating a new menu as per the culture and community.

A steak is a steak, so I tried to experiment with different side dishes, such as truffle croquettes, and unusual condiments, but I learned that people don't want you to change the steakhouse.

Our focus is on the customers and improving their experience. We believe that if we do that well, competition, prices, and profits will all take care of themselves.

Customers are your best teachers. Learning about your customer's beliefs, values, and priorities teaches you which selling points you should emphasize.

When you go out to play in different conditions against different bowlers, it is always challenging.

For a food lover with a big imagination, there's nothing worse than eating the exact same meal several days in a row.

Always listen to your customers.

How many restaurants do we know across the world that customers visit once and once only?

Businesses are not paid to reform customers. They are paid to satisfy customers.

Big business depends entirely on the patronage of those who buy its products: the biggest enterprises loses its power and its influence when it loses its customers.

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

Any simple but delicious dish that celebrates the season and locality is what I want to be known for.

Screw the competition - focus on good customer service.