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In October 1985, at age twenty-seven, Danny Meyer, with a good idea and scant experience, opened what would become one of New York City's most revered restaurants—Union Square Cafe. Little more than twenty years later, Danny is the CEO of one of the world's most dynamic restaurant organizations, which includes eleven unique dining establishments, each at the top of its game. How has he done it? How has he consistently beaten the odds and set the competitive bar in one of the toughest trades around? In this landmark book, Danny shares the lessons he's learned while developing the winning recipe for doing the business he calls "enlightened hospitality." This innovative philosophy emphasizes putting the power of hospitality to work in a new and counterintuitive way: The first and most important application of hospitality is to the people who work for you, and then, in descending order of priority, to the guests, the community, the suppliers, and the investors. This way of prioritizing stands the more traditional business models on their heads, but Danny considers it the foundation of every success that he and his restaurants have achieved. Some of Danny's other insights: Hospitality is present when something happens for you. It is absent when something happens to you. These two simple concepts— for and to —express it all. Context, context, context, trumps the outdated location, location, location. Shared ownership develops when guests talk about a restaurant as if it's theirs . That sense of affiliation builds trust and invariably leads to repeat business. Err on the side of generosity: You get more by first giving more. Wherever your center lies, know it, name it, believe in it. When you cede your core values to someone else, it's time to quit. Full of behind-the-scenes history on the creation of Danny's most famous restaurants and the anecdotes, advice, and lessons he has accumulated on his long and ecstatic journey to the top of the American restaurant scene, Setting the Table is a treasure trove of innovative insights that are applicable to any business or organization.

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书籍介绍

In October 1985, at age twenty-seven, Danny Meyer, with a good idea and scant experience, opened what would become one of New York City's most revered restaurants—Union Square Cafe. Little more than twenty years later, Danny is the CEO of one of the world's most dynamic restaurant organizations, which includes eleven unique dining establishments, each at the top of its game. How has he done it? How has he consistently beaten the odds and set the competitive bar in one of the toughest trades around? In this landmark book, Danny shares the lessons he's learned while developing the winning recipe for doing the business he calls "enlightened hospitality." This innovative philosophy emphasizes putting the power of hospitality to work in a new and counterintuitive way: The first and most important application of hospitality is to the people who work for you, and then, in descending order of priority, to the guests, the community, the suppliers, and the investors. This way of prioritizing stands the more traditional business models on their heads, but Danny considers it the foundation of every success that he and his restaurants have achieved. Some of Danny's other insights: Hospitality is present when something happens for you. It is absent when something happens to you. These two simple concepts— for and to —express it all. Context, context, context, trumps the outdated location, location, location. Shared ownership develops when guests talk about a restaurant as if it's theirs . That sense of affiliation builds trust and invariably leads to repeat business. Err on the side of generosity: You get more by first giving more. Wherever your center lies, know it, name it, believe in it. When you cede your core values to someone else, it's time to quit. Full of behind-the-scenes history on the creation of Danny's most famous restaurants and the anecdotes, advice, and lessons he has accumulated on his long and ecstatic journey to the top of the American restaurant scene, Setting the Table is a treasure trove of innovative insights that are applicable to any business or organization.

• 作者：瞪着眼 发布时间：2021-12-15 18:50:34

  作者自己总结的部分很清晰很实用，不用全部认同但打开思路。访谈部分翻译很差，内容也比较零散。and更加觉得故事是在解读人生。

• 作者：Anne 发布时间：2018-05-18 23:38:24

  据学生说只有两套题跟15年那套不同。这样太不地道了。

• 作者：孟繁永 发布时间：2013-08-20 19:06:47

  家庭代际

• 作者：香清入梦闲 发布时间：2017-05-08 21:36:02

  客观而规矩的传记，非常厚。在杜拉斯身上，真实和虚构形成一种互文，读完全部的作品再看这本传记，会有非常强烈的代入感。只是从窥探作者本身看，扬安德烈亚的回忆录则更为张扬和话题性。十八岁爱上她的不顾一切的反叛，支离破碎的言语和旺盛的情欲，二十三岁以她作为本科毕业论文的终结。和同时期的波伏娃相比，她不女权，她只在意自己。never trust the storyteller，but trust story itself，一个有着童年创伤记忆的storyteller，DW劳伦斯的这句话简直为她量身定做。大概这几年不会再读杜拉斯，老了，承受不住文字中的折腾了。

• 作者：安德 发布时间：2024-05-26 16:25:00

  找到了读书时体会到的纯粹感

• 作者：披星 发布时间：2023-10-27 19:53:25

  笑吐了，什么八卦大全，可惜涉及的乐坛和政坛名人很多我都不认识。达利见弗洛伊德那篇也太好笑了吧，“要是西班牙都是他这种狂热分子，难怪会有内战”

• 顾客体验，另推荐同类型两本书

  作者：W 发布时间：2011-06-30 18:30:31

  作者从小是个吃货，大学毕业后放弃高薪工作，凭着对餐饮业的热爱与激情，开始巡回欧美大陆学习餐饮，然后逐步开店，成为美国餐饮业巨子。

  早期的餐饮业学习经历与其对这份事业的长期热爱密切相关,所以能坚持的住。

  独立开创事业后，优异的顾客体验让其发展壮大。

  良好的顾客体验是怎么做的？举个例子：

  ”我们寻找机会巧妙地将有相似商业兴趣的人安排的很近，使他们不期而遇。希望有私人空间的顾客我们同样尽力满足。别人用餐前，我们收集的信息越详细，就越有把握为顾客制造出一次”狂喜“的经历。记录顾客的特殊偏好（备注：信息技术，这点国内的海底捞可能会欠缺)。我鼓励每位经理每天花十分钟时间做三个让顾客喜出望外的举动，对顾客有一次特别的关照。这样，每年每个经理就是一千多个举动，对任何生意人来说，这都会创造大量的回头业务。“

  最近读的三本书，《三双鞋》《海底捞你学不会》《欢迎光临》，行业不同（后两本相同,为餐饮业)，所处国家不同，环境不同，共性是顾客体验，创造WOW超出预期的顾客体验，推荐一读。

• 客官您里请

  作者：满纸烟岚 发布时间：2009-04-16 21:34:18

      小说家福斯特举过一个有趣的例子：“国王死了，王后也死了。”这是事实。“国王死了，王后也伤心而死。”这是小说。“国王死了，王后在花园里散步。”这是好看的小说。

      我们去餐馆，量大价廉环境卫生，这是吃饭。服务热情器皿精致菜肴美味，这是用餐。服务员体贴如家人，老板是全能选手，你置身于一个精细美食王国，自始至终有一种强烈被重视的感觉，这是享受。

      把吃饭和文学联想到一起，是受了丹尼·迈耶的启发，他，今年27岁，却已是世界最具活力的餐饮业集团掌门人，旗下11家各具特色的餐馆，每一个都出类拔萃，成为行业翘楚。在他的新书《欢迎光临》里，他自豪地宣称，美国最权威的餐饮业鉴定师给他的评价是，“市中心出版界人士一到午餐时间就心头挥之不去的地方”。

      这句话让我艳羡了好久。同为出版界人士，我每天都会为午餐去哪里吃而发愁，打一枪换一个地儿，从来没遇上过那“一到午餐时间就心头挥之不去的地方”，每次在一个餐馆吃完我都咬牙切齿地发誓，以后再也不来这个鬼地方了。

      突发奇想，其实这本书特别适合送给奥运氛围中的市民，因为通篇所讲并不只是简单的餐饮服务管理经验，而是向我们传达“热情好客的力量”。这恰恰是不断富强的中国人民所急需恶补的课程。

      大多数婴儿在出生的瞬间，都能收到四份人生礼物：注视，微笑，拥抱，食物。长大后的一生中还会收到更多的礼物，但绝不会超越这四种。因为这四种礼物代表的是最纯粹的“热情好客的交流”。

      太久时间里，我们误会了“热情好客”这几个看似简单的字。

      例一：我们以为在饭店门口站两个穿旗袍的浓妆艳抹的人肉录音机，嘴里不停重复着“欢迎光临”，但心里却在盘算着晚上的约会，这就叫热情好客。

      例二：我们以为服务员多鞠几个躬，多点几下头，门帘子掀得再高点，甚至再来个跪式服务，这就叫殷勤周到。

      例三：我们以为在商场里像强力胶一样紧紧粘在浏览商品的顾客屁股后面，口惹悬河地推销，讲解，劝说，评论，这就叫贴身服务。

      丹尼会微笑着告诉你，例一是虚假的热情好客，例二是卑微的热情好客，例三是过分的热情好客。

      瞧瞧丹尼的一天是怎样过的吧，布置餐桌，检查顾客外套，擦掉溅出的汤水，捡起地板上掉落的橄榄核，给过生日的女士送上巧克力蛋糕，为丢钱包的太太寻回失物，修理一台旧冰箱，改装为“医药箱”，所谓“药品”就是安抚顾客愤怒情绪的甜酒，帮一对夫妇预订歌剧院的票，为要向亲密爱人求婚的男士选择一张最浪漫的桌子，然后，那只装在顾客LV皮箱里的狗，他也全力以赴地遛完了。

      他欣赏着清理干净的餐桌，服务生开启酒瓶，轻轻倒入杯中的泰然自若，那芭蕾舞般的优雅让他喜不自禁，他的一天在满足和微笑中结束。

      对于丹尼来说，热情好客是所有深思熟虑，充满关切，优雅大方的总和。

      如果说，一个不想当厨师的裁缝不是一个好司机，那么，一个不想当外交官的导演不是一个优秀的餐馆经理。

      我想起古代那些酒肆茶楼，门口挑面旗子，客人刚一落马，先就有小二搭着毛巾喜滋滋迎出来，高声吆喝，客官您里头请，声传万里，唯恐后山的狼招不来似的。进得门来，又是勤快利索的小二来回招呼，上酒上菜，报菜名好比相声里的贯口，嘴皮子倍儿溜。

      难怪武松在那景阳冈连吃三盘牛肉连喝三大碗酒，吃饱喝足上山打老虎，这就是热情好客的力量啊。