Name: 每況愈下的星巴克有辦法「拯救」自己嗎？ (Can Starbucks Save Itself?)
Uploaded: 2024-12-07T21:01:30.000Z
Duration: 8 min 29 s

附加問句

程度副詞

Its cafes certainly seem to be everywhere you look.

情態副詞

But behind that familiar green siren are stores that are struggling with declining sales, overworked employees, and a company that's badly in need of a fresh start.

但是，在這熟悉的綠色汽笛聲背後，是銷售額不斷下滑、員工過度勞累、公司亟需重新起步而陷入困境的商店。

Starbucks facing a walkout of more than 1,000 employees.

星巴克面臨 1000 多名員工罷工。

There's a lot of excuses. It seemed like there was a lot of panic.

有很多借口。似乎有很多恐慌。

I'll tell you what though, you've not been to Starbucks.

不過我告訴你，你還沒去過星巴克。

We're seeing traffic levels that outside of the pandemic we haven't seen except in recessions.

我們現在看到的交通流量水準，是除大流行病之外，我們在經濟衰退時從未見過的。

We started to see almost the equivalent of spaghetti being thrown against a wall to see what would stick.

我們開始看到幾乎等同於把意大利麵條扔到牆上，看什麼能粘住。

Drink orders have become more complicated.

The wait times are kind of obnoxious at times.

It seems like, you know, one moment there was one CEO and things were going pretty well.

看起來，你知道，前一刻還有一位首席執行官，事情進展得很順利。

And then suddenly the picture started to change.

There have definitely been a couple of moments of, what just happened here?

肯定有幾個時刻，這裡剛剛發生了什麼？

Now a new CEO hopes to turn the company around by bringing Starbucks back to its roots.

現在，新任首席執行官希望通過讓星巴克迴歸本源來扭轉公司的局面。

The Starbucks story as we know it started in the early 80s with Howard Schultz, who was working for a small Seattle company that was selling whole bean and ground coffee.

我們所熟知的星巴克故事始於上世紀 80 年代初，當時霍華德-舒爾茨在西雅圖的一家小公司工作，這家公司主要銷售全豆咖啡和研磨咖啡。

During that time, coffee for Americans was basically just fuel.

在那個時期，咖啡對美國人來說基本上只是一種燃料。

Howard Schultz wanted to turn it into an elevated European style experience.

霍華德-舒爾茨（Howard Schultz）希望將其打造成一種高雅的歐式體驗。

From the early days, Schultz was really trying to make Starbucks what basically he called the third place, which is somewhere outside of your work or your home where you can just hang out.

從早期開始，舒爾茨就試圖把星巴克打造成他所謂的 "第三空間"，即在工作或家庭之外，你可以閒逛的地方。

Today, Starbucks is the second largest restaurant chain in the world behind only McDonald's, with over 40,000 locations worldwide.

如今，星巴克是僅次於麥當勞的全球第二大連鎖餐廳，在全球擁有 40 000 多家分店。

What Starbucks did very well was essentially decommoditizing a commodity.

星巴克做得非常好的一點是，從根本上實現了商品的非商品化。

They made it an aspirational beverage and they sold this idea that you can have this everyday luxury.

他們讓這種飲料成為一種令人嚮往的飲品，並向人們兜售這樣一種理念：你可以每天都喝到這種奢侈的飲料。

Decades later, Starbucks has evolved into a ubiquitous brand, one that's now more everyday than luxury.

幾十年後的今天，星巴克已發展成為一個無處不在的品牌，一個日常化而非奢侈化的品牌。

Customers today purchase more iced coffees and complex concoctions like frappuccinos and lemonade refreshers than they do hot coffees.

與熱咖啡相比，如今顧客會購買更多的冰咖啡和複雜的調製咖啡，如 frappuccinos 和檸檬水提神飲料。

Can I get a grande dragon fruit refresher blended with strawberry puree?

能給我一杯加草莓果泥的特級火龍果清涼飲料嗎？

Starbucks is a brand that was born serving hot beverages.

星巴克是一個為熱飲而生的品牌。

The preponderance of what they serve in the U.S. now is cold.

現在他們在美國提供的主要是冷食。

So it's a little bit like building, I don't know, a Cadillac in a Buick factory.

所以，這有點像在別克工廠裡造凱迪拉克，我不知道。

The Starbucks business changed a lot during the pandemic.

大流行期間，星巴克的業務發生了很大變化。

And one of the things that surged was mobile ordering.

其中一個激增的領域就是移動訂餐。

So on the app, people find it a lot easier to make their drinks more complicated.

是以，在應用程序上，人們發現把飲料做得更復雜更容易。

For baristas, the combination of more to-go orders, more cold drinks, and more customization proved to be really stressful.

對於咖啡師來說，更多的外賣訂單、更多的冷飲和更多的定製服務結合在一起，確實讓他們感到壓力很大。

And a lot of them felt that they weren't really set up for success.

他們中的很多人認為，他們並沒有真正為成功做好準備。

And they were burning out pretty quickly.

All of this added fuel to a unionization movement that started in Buffalo, New York in 2021.

所有這些都為 2021 年在紐約水牛城開始的工會運動火上澆油。

Employees at Starbucks in Buffalo made history today, becoming the first baristas in the company to vote in favor of joining a union.

水牛城星巴克的員工今天創造了歷史，成為公司第一批投票支持加入工會的咖啡師。

One of the really interesting aspects of the Starbucks unionization drive is that it sort of challenged this perception of Starbucks as a really good employer.

星巴克工會運動的一個非常有趣的方面是，它對星巴克是一個非常好的僱主的看法提出了挑戰。

I'm Gio Garza. I am a barista in the Chicagoland area.

我是吉奧-加爾薩。我是芝加哥地區的一名咖啡師。

And our store recently unionized on September 27, 2024.

我們的商店最近於 2024 年 9 月 27 日成立了工會。

My store has been having a lot of issues with short staffing, especially during the nighttime hours.

我所在的商店一直存在人手不足的問題，尤其是在夜間時段。

We haven't been able to get a lot of the tasks that we need to get done.

我們需要完成的很多任務都沒能完成。

Sometimes when we're super stressed, we don't really have the time to create that connection with the customer.

有時，當我們壓力過大時，我們真的沒有時間與客戶建立聯繫。

And it's not that we don't want to. We really do. We love our customers.

我們並不是不想這樣做。我們真的願意。我們愛我們的客戶。

But when we're always dealing with understaffing or things breaking, then we're not able to create that connection.

但是，當我們總是在處理人手不足或東西損壞的問題時，我們就無法建立這種聯繫。

In the midst of the unionization push, Howard Schultz, who'd stepped down as CEO in 2017, returned to the company.

在工會化的推動下，2017 年卸任首席執行官的霍華德-舒爾茨重返公司。

Schultz took the unionization effort personally and as an affront to this image of a worker-friendly brand that he had built.

舒爾茨對工會的努力耿耿於懷，認為這是對他所建立的工人友好品牌形象的侮辱。

Over the next year, the company closed several stores that had unionized.

在接下來的一年裡，公司關閉了幾家加入工會的商店。

By March 2023, when Schultz appeared in front of a Senate committee, workers felt the company was stonewalling at the bargaining table.

到 2023 年 3 月，當舒爾茨出現在參議院委員會面前時，工人們認為公司在談判桌上搪塞。

Over the past 18 months, Starbucks has waged the most aggressive and illegal union-busting campaign in the modern history of our country.

在過去的 18 個月裡，星巴克發起了我國現代史上最激進、最非法的破壞工會運動。

Sir, Starbucks Coffee Company unequivocally, and let me set the tone for this very early on, has not broken the law.

先生，星巴克咖啡公司沒有違法，這一點我很早就定下了基調。

By then, Schultz had turned over control of the company to Lakshman Narasimhan, a former Pepsi executive.

當時，舒爾茨已將公司的控制權移交給百事可樂的前高管拉克什曼-納拉西曼（Lakshman Narasimhan）。

The two parties were sort of locked into an impasse for a while over the contract.

雙方在合同問題上一度陷入僵局。

But earlier this year, they actually reopened those lines of communication.

但在今年早些時候，他們實際上重啟了這些溝通管道。

I think that we are pushing forward for a really, really good chance that we will have a contract that we are both satisfied with.

我認為，我們正在努力爭取一個非常非常好的機會，我們將簽訂一份雙方都滿意的合同。

I am also super excited and happy that I'm able to join the union with 10,500-plus workers.

我也為自己能與 10500 多名工人一起加入工會而感到超級興奮和高興。

是以，這對我們來說真的很有力量。

The company's bottom line took a hit when dueling boycotts erupted over the war in Gaza after the union shared social media posts expressing solidarity with Palestinians.

工會在社交媒體上分享了聲援巴勒斯坦人的帖子後，因加沙戰爭而爆發的對決抵制活動使該公司的底線受到衝擊。

The company says it's never taken an official position on the war.

該公司表示，它從未對戰爭採取過官方立場。

Meanwhile, China, one of Starbucks' biggest regions for growth, has become another trouble spot.

與此同時，中國作為星巴克最大的增長地區之一，也成了另一個麻煩點。

The pandemic hit the Chinese market particularly hard.

大流行病對中國市場的打擊尤為嚴重。

And recently, Starbucks lost the mantle of the country's largest coffee retailer to Lockheed Coffee, which automates a lot of the work, which allows it to save money and basically charge customers less.

最近，星巴克又把全國最大咖啡零售商的寶座拱手讓給了洛克希德咖啡公司（Lockheed Coffee），後者實現了大量工作的自動化，從而節省了成本，基本上可以向顧客收取更少的費用。

China has been quite volatile during the pandemic and post-pandemic.

在疫情期間和疫情過後，中國的局勢一直很不穩定。

And what we've seen this year has been very similar to what some other brands have seen, which is that that more casual consumer, the non-rewards consumer, has been tougher to get back in as frequently.

我們今年看到的情況與其他一些品牌看到的情況非常相似，那就是更休閒的消費者，即無獎品的消費者，已經很難再頻繁地進入。

In August, the company announced it was going with yet another new CEO.

今年 8 月，公司宣佈將啟用另一位新首席執行官。

Brian Nicol has had a lot of experience in the restaurant industry.

布萊恩-尼科爾在餐飲業擁有豐富的經驗。

Pizza Hut, Taco Bell, Yum! Brands, and then Chipotle.

必勝客、塔可鍾、Yum！品牌，然後是 Chipotle。

Nicol is an experienced restaurant executive.

尼科爾是一位經驗豐富的餐廳主管。

He led Chipotle starting in 2018 when the company was reeling from a lot of issues.

他從 2018 年開始上司 Chipotle，當時該公司正因諸多問題而陷入困境。

One of the big ones was a contamination issue that had actually sickened a bunch of people.

其中一個大問題是汙染問題，它實際上使許多人染病。

但他成功地扭轉了品牌的頹勢。

The Starbucks board hired Brian Nicol at this inflection point for the company where they're really trying to figure out if they're going to be this to-go machine or if they're going to go back to being the neighborhood coffeehouse.

星巴克董事會聘請布萊恩-尼科爾正值公司發展的轉捩點，他們正試圖弄清自己是要成為一個外帶咖啡機，還是要回到鄰里咖啡館的定位。

I think, as you know, last month I made a commitment that we would get back to Starbucks.

我想，大家都知道，上個月我承諾我們會回到星巴克。

That means focusing on what has always set Starbucks apart, a welcoming coffeehouse where people gather and where we serve the finest coffee, handcrafted by our skilled baristas.

這意味著我們要專注於星巴克與眾不同的地方--一個溫馨的咖啡館，在這裡，人們歡聚一堂，我們提供由技藝精湛的咖啡師手工製作的最優質的咖啡。

But the company's latest sales results show just how far it still has to go.

但該公司最新的銷售業績表明，它還有很長的路要走。

If you look at what Brian did with Chipotle, very, very good storytelling about real food that generally resonated very well, obviously, with consumers, given Chipotle's sales trend subsequently.

如果你看看布萊恩在 Chipotle 所做的事情，關於真正食物的故事講得非常非常好，顯然，鑑於 Chipotle 隨後的銷售趨勢，消費者普遍產生了很好的共鳴。

So that's the hope, is that Brian can turn this around, although obviously it will probably take some time.

是以，我們希望布萊恩能扭轉局面，儘管這顯然需要一些時間。

 Copyright Australian Broadcasting Corporation