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I'm also interested in pets with alopecia. And design. I'm surprised I haven't gone through with a homeware brand. The bedding, the comforters, the candles, the this and that. I would like to design everything.
When I stopped looking at food as a reward or a celebration and began looking at food as energy to fuel my athletic ambitions, that really kind of changed the whole world for me. That was the real 'aha!' moment.
Being frugal, conscious of making money, is not a negative thing. That sensibility of creating value and finding value and reinvesting in those customers is what separates great restaurants from the average ones.
Babbo's menu is only four pages, but it's overwhelming - there are 20 different pastas in there, a lot of stuff. There is nothing I hate more than a useless, lazy menu with only three appetizers and four entrees.
There's still a place for someone to come up with a strong headline, some copy in a commercial that's well written. I'm not saying it was better in the old days; it's just a totally different way of communicating.
There's something that goes on in a new-business meeting that's wonderful to watch. It's like showtime. There are people who are nervous, and there are people who are jittery, and there's so much drama and so much at stake.
Maitre d's are at the financial spigot of the restaurant, meaning they control who gets in and who doesn't, but aside from that, they don't do anything. And yet they get paid as much as the highest-paid people in the place.
I believe that 'MasterChef' brings something more to the table, so to speak, than simply being another reality food TV show. My hope is that it will inspire America to get more involved in the food they eat, how it prepared.
I believe that 'MasterChef' brings something more to the table, so to speak, than simply being another reality food TV show. My hope is that it will inspire America to get more involved in the food they eat, how it is prepared.
Being general manager is like being the de facto owner. It's like wearing the crown of 'Restaurant Man' without being 'Restaurant Man.' You're trying to run the business, but you're running the ranch without riding the big horse.
I once attended an advertising conference held at the Greenbrier Hotel in 1968. The dean of the original Mad Men, the great David Ogilvy, was the keynote speaker. The subject of his speech was the new creative revolution in advertising.
After World War II, a lot of people moved to the cities for work and abandoned the old vineyards. Then in the 1950s and 1960s, wineries were paid to produce volume at a cheap price. That's when the Lambruscos and bad Chianti were popular.
Everybody sat around thinking about Panasonic, the Japanese electronics account. Finally I decided, what the hell, I'll throw a line to loosen them up. 'The headline is, the headline is: From Those Wonderful Folks Who Gave You Pearl Harbor.'
I came into advertising in 1961. I had been turned down for jobs on the Ford account in the late Fifties as 'not their type.' If it hadn't been for Bill Bernbach, I would now be sitting in some luncheonette, continuing my life as a messenger.
Although I love all the great foods of the world, my death row meal would have to be cooked for me by my mother and grandmother (they live together and this happens on most Sundays). More than satisfy our hunger, these dinners nurture the soul.
In our quest to tweet, like, and trend, we have forgotten that brands can be built through advertising. Ads can generate big ideas that can never be trumped by tactics. That is the magic of an ad, and that is what is missing from many ads today.
I prioritize in life. I like to work, I do TV shows, I do a lot of Iron Man training. I enjoy kicking back on a good night and drinking wine until I go to bed, and having fun with my friends. You just have to make time for it and keep it balanced.
Take the time to shop for yourself and cook. All of this is an investment in yourself, and if you're not going to invest time and money in what you put in your body, then what are you going to spend money on? It's kind of the most important thing.
I suppose really I was a wife, a mother and a business woman, and then suddenly catapulted into this kind of world of craziness where it’s… there’s good sides and there’s bad sides…I wouldn't kind of turn the clock back and take another direction.
I came into the advertising business in 1952, at the age of sixteen, as a delivery boy for a stuffy, old-line advertising agency named Ruthruff and Ryan, which could have served as the setting for the 'Mad Men' television series without moving a desk.
Finding specialty food items was a bit of a challenge in Asia in the early days of getting the Mozza's up and running. Everything is built on relationships, and when you start somewhere new, it takes time to develop that. Staffing can also present challenges.
I have very talented art directors in my agency who start out telling me, 'Well, this is what the picture is... ' I ask, 'Well, what's the headline?' and they say, 'We haven't done that yet, but it looks this way.' But I'm still writing copy, almost every day.
By 1961, when I got my first copywriting job, 'my kind' were suddenly in demand. The creative revolution had begun. Advertising had turned into a business dominated by young, funny, Jewish copywriters and tough, sometimes violent, Greek and Italian art directors.
Selling wine is all about sizing people up, and it takes a certain amount of chutzpah. The tableside bottle sell is a very funny thing - you take a look at the guy's blazer, what kind of shoes he's wearing, what kind of broad he's with. Is he trying to be a hero?
The Creative Revolution is over. Everybody is justholding onto their jobs and no one is ever going to say toa client... ‘Buy this or I’ll resign your account.’ You don’tdo it anymore. It’s now, the majority of the time... ‘How do you like it? When can I change it for you?’
My grandparents in Istria had a frasca, which is about the most basic kind of grocery/restaurant. They sold wine from their own vineyard. I took control of the vineyard, hired a local winemaker, and bought another winery in 1996. We had our first commercial vintage in 1998.
I was brought up to believe I could achieve anything. My mother instilled in me the belief that there was always something great coming. For example, even though I'm afraid of flying, I always think the plane can't crash because there are so many better things still to come.
There are many things I'm looking forward to in 2013, both personally and professionally. Plans for new restaurants in the U.S., including Eataly Chicago, are underway, and I'm gearing up for the 2013 Ironman world championships in Hawaii - if I'm lucky enough to get a spot!
At one point, I had over 800 employees, and I always paid all health care for my people - including a man who was my assistant who got HIV. I wound up paying his medical bills, which went into the hundreds of thousands. I'm not making myself out to be a saint. I did the right thing.
I was raised in restaurants. My parents opened their first restaurant, Buonavia, in Queens when I was just 3. This business has always been my way of life. As a kid, home was reserved only for sleeping. After school, you could find my sister and I helping out at the family restaurant.
I ran for political office in the Hamptons once in a war I was having with the village. I came in, there were four people running, and I came in around third. It was over my food market - they arrested me. I just wanted to go for office because I thought it would be an interesting to do.
Marketers are making retirement respectable. Instead of being the beginning of the end, it sounds like Nirvana-do what you want without any responsibilities. The boomers think that they're 16. Marketers try to keep the charade going. Retirement will look so good, others are going to be jealous.
I grew up in Brooklyn, N.Y., and I'm a great believer that you can't have too conservative a President nor too liberal a Supreme Court. So I'm a walking contradiction. I believe that you should try to really protect people's rights in every way, and also, people should be allowed to do what they do.
I think a lot of people overlook the importance of the menu as a marketing tool and a way of communicating to the customer what the ambition of their restaurant is. Not only the typeface and the design, but what is it printed on? Is it cheap-looking? Is it the right kind of paper for that restaurant?
He brought a sensibility and a hard-edged reasonableness to operating restaurants that had a lasting impact on me and still affects how I run all our restaurants today. The passing of 'Restaurant Man' - the original gangsta 'Restaurant Man,' my father - was the passing of an era. No one can replace him.
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 don't like to work for politicians because I hate to work on anything that you can't give back if it doesn't work. I sell products. I do a commercial for, say, Meow Mix, and you don't like it, you get your money back. You can return it. Politicians, you can't return. You're with them for four more years. And that's scary.
The menu should be part of the entertainment, part of the dining experience. It's kind of like reading the 'Playbill' when you go to the theater. It should be an alluring and interactive document. Does it have burn marks on it from the candle? If you ever get a greasy menu with food stains on it, it's time to run like hell.
The general manager is kind of like the step into darkness when you reach the top of the league. As GM, you're responsible for everything, including the maitre d's and the sommeliers - all these people who have their own agendas. But you probably make less than the maitre d' and have a lot more work and a lot more headaches.
It's one thing to execute dishes on your own time for family and friends, but quite another to perform and be judged in a competition. And that's what cooking in a high profile restaurant is. It's a competition. You're up against every other three-star restaurant in your city, and if you want to stay in business, you'd better deliver.
I'm hard-nosed about luck. I think it sucks. Yeah, if you spend seven years looking for a job as a copywriter, and then one day somebody gives you a job, you can say, Gee, I was lucky I happened to go up there today. But, dammit, I was going to go up there sooner or later in the next seventy years. If you're persistent in trying and doing and working, you almost make your own fortune.