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星巴克CEO談新常態下的運營之道:中國市場的經驗很重要

星巴克CEO談新常態下的運營之道:中國市場的經驗很重要

Beth Kowitt 2020年07月17日
星巴克在中國的早期經驗有效地幫助了該企業快速制定疫情下的特殊經營方案。

星巴克首席執行官凱文?約翰遜認為,疫情無疑會改變全人類的生活狀態。“我真的相信,這次的全球疫情會重塑我們此后余生的思考方式以及生活方式。”

最起碼,疫情已經改變了星巴克的運營方式。約翰遜本人把星巴克目前的狀態定義為“觀察適應期”,在有效疫苗出現之前,這種狀態可能會持續18至24個月。“除非有疫苗,否則我們必須學會接受要與病毒長期共存的事實,全人類都應該意識到這一點。”約翰遜在本周四舉辦的全美零售業領導人在線會議上說道。

星巴克首席執行官凱文?約翰遜正在討論疫情期間的運營之道。(圖片來源:CHONA KASINGER—GETTY IMAGES)

星巴克在中國也布局了不小的市場。在疫情爆發初期,約翰遜就預見到了可能會發生的后果。“我從1月中旬開始,就和星巴克中國的管理層一起著手處理疫情下的運營事宜,很顯然,疫情會影響到全球所有市場。”后來,全球各國都相繼爆發出新冠肺炎病例,星巴克在中國的早期經驗則有效地幫助了該企業快速制定疫情下的特殊經營方案。

約翰遜表示,盡管疫情還在繼續,但星巴克已經摸索出了一套新常態下的運營之道,很好地走出了危機狀態。“所有的零售商都必須接受這種新環境,”他認為,在當下,顧客與店主之間的互信關系尤為重要,“如果顧客愿意信任店主,愿意相信店主會竭盡全力地創造一個安全衛生的消費環境的話,一切都會順利的多,即便在疫情之后,這種互信關系也會被延續下來。”

為了取得消費者的信任,星巴克為店內所有的員工提供口罩,并要求他們每隔30分鐘洗一次手,還在售貨臺前裝上了塑膠玻璃。約翰遜強調,所有措施都是為了阻絕病毒傳播,“如果不能提供一個安全的消費環境,那么星巴克就不用再開業了,甚至整個經濟都別指望復蘇了。”

另外,星巴克是第一批規定“入店顧客必須佩戴口罩”的零售商之一。就在昨天,這一項規定已經開始強制生效了。

約翰遜指出,在疫情期間,顧客的單筆消費盡管有所上升,但整體消費喜好未改。近年來的一些口味變化趨勢還在繼續:比起熱飲,顧客更偏愛冷飲;植物性飲料及食品越來越受歡迎。幾個月前,星巴克還推出了植造肉套餐。

在星巴克的門店擴張策略方面,疫情也對其產生了舉足輕重的影響。“這是一個改變門店布局的好時機”約翰遜表示,目前,大量位于市區的商業地產呈現出降價的趨勢,星巴克計劃借此機會在市中心開設更多“迷你店”——不設座位,即買即走,有點類似于汽車餐廳,只不過把“汽車”換成了“路人”。

“安全、熟悉、便捷的消費體驗是現階段的重中之重。”約翰遜說道。(財富中文網)

編譯:陳怡軒

星巴克首席執行官凱文?約翰遜認為,疫情無疑會改變全人類的生活狀態。“我真的相信,這次的全球疫情會重塑我們此后余生的思考方式以及生活方式。”

最起碼,疫情已經改變了星巴克的運營方式。約翰遜本人把星巴克目前的狀態定義為“觀察適應期”,在有效疫苗出現之前,這種狀態可能會持續18至24個月。“除非有疫苗,否則我們必須學會接受要與病毒長期共存的事實,全人類都應該意識到這一點。”約翰遜在本周四舉辦的全美零售業領導人在線會議上說道。

星巴克在中國也布局了不小的市場。在疫情爆發初期,約翰遜就預見到了可能會發生的后果。“我從1月中旬開始,就和星巴克中國的管理層一起著手處理疫情下的運營事宜,很顯然,疫情會影響到全球所有市場。”后來,全球各國都相繼爆發出新冠肺炎病例,星巴克在中國的早期經驗則有效地幫助了該企業快速制定疫情下的特殊經營方案。

約翰遜表示,盡管疫情還在繼續,但星巴克已經摸索出了一套新常態下的運營之道,很好地走出了危機狀態。“所有的零售商都必須接受這種新環境,”他認為,在當下,顧客與店主之間的互信關系尤為重要,“如果顧客愿意信任店主,愿意相信店主會竭盡全力地創造一個安全衛生的消費環境的話,一切都會順利的多,即便在疫情之后,這種互信關系也會被延續下來。”

為了取得消費者的信任,星巴克為店內所有的員工提供口罩,并要求他們每隔30分鐘洗一次手,還在售貨臺前裝上了塑膠玻璃。約翰遜強調,所有措施都是為了阻絕病毒傳播,“如果不能提供一個安全的消費環境,那么星巴克就不用再開業了,甚至整個經濟都別指望復蘇了。”

另外,星巴克是第一批規定“入店顧客必須佩戴口罩”的零售商之一。就在昨天,這一項規定已經開始強制生效了。

約翰遜指出,在疫情期間,顧客的單筆消費盡管有所上升,但整體消費喜好未改。近年來的一些口味變化趨勢還在繼續:比起熱飲,顧客更偏愛冷飲;植物性飲料及食品越來越受歡迎。幾個月前,星巴克還推出了植造肉套餐。

在星巴克的門店擴張策略方面,疫情也對其產生了舉足輕重的影響。“這是一個改變門店布局的好時機”約翰遜表示,目前,大量位于市區的商業地產呈現出降價的趨勢,星巴克計劃借此機會在市中心開設更多“迷你店”——不設座位,即買即走,有點類似于汽車餐廳,只不過把“汽車”換成了“路人”。

“安全、熟悉、便捷的消費體驗是現階段的重中之重。”約翰遜說道。(財富中文網)

編譯:陳怡軒

To Starbucks CEO Kevin Johnson, there’s no question that COVID-19 will change humanity. “I do believe that this global pandemic will reshape the way we think about and live the rest of our lives,” he said.

The virus has already changed the way the company runs its stores. The global retail giant is in what Johnson called a “monitor and adapt phase,” following a playbook that will likely guide the company for the next 18 to 24 months while the world waits for a widely available vaccine, or multiple vaccines, he said.“Until there’s a vaccine,” Johnson said, “everyone around the world is going to be aware that we have to live in a world with COVID-19.” Johnson made his comments Thursday as part of the National Retail Federation’s virtual leadership series.

Through its operation in China, Starbucks had an early look at how the virus might impact the world. Johnson said he started to get involved with the leadership team in China’s COVID-19 response in mid-January, and it was quickly “evident [that the virus] would be something that would impact all markets around the world.” As the virus moved to other parts of the globe, the company adapted the safety protocols it had created for China in various regions.

Johnson said that even though the pandemic is ongoing, the company is no longer in crisis mode, because it has figured out how to operate in this new environment. “We’re in a position now where we accept that is the new reality until there’s a vaccine,” he said. “This is the new environment that all retailers have to operate under.” Johnson said this moment is a chance to build a sense of trust with customers; if they believe retailers are creating safe environments for them, that trust will continue beyond the pandemic, he added.

Starbucks has provided all of its store employees with facial coverings, installed plexiglass at the point of sale, and instituted employee hand-washing on a 30-minute basis. The protocols, he said, were grounded in its work of understanding the science behind the spread of COVID-19. “If we don’t provide a safe environment, we and the economy can’t expect to reopen.”

Starbucks was one of the first retailers to say that it would require customers wear face coverings in its stores, a mandate that went into effect yesterday.

Johnson noted that while the average amount spent per transaction had increased during the pandemic, the product mix was essentially unchanged. Trends that had already emerged were continuing: cold beverages outselling hot drinks and the move toward plant-based beverages and food. Earlier this summer, Starbucks started offering breakfast sandwiches made with Impossible Foods’ plant-based sausage patty.

However, the pandemic does have the potential to remake the company’s store footprint. With a significant amount of commercial real estate likely available in urban areas—at what Starbucks believes will be a lower rate—the company is going to “take this opportunity to transform its store portfolio,” Johnson said. Starbucks is planning on opening more rapid pickup stores in urban areas—what are essentially the pedestrian equivalent of a drive-thru.

“The concept of experiences that are safe, familiar, and convenient,” Johnson said. “That’s going to be the theme until a vaccine or multiple vaccines are available.”

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