And when you find out what that is, you've got to do everything you can to make sure people understand it and that you're delivering it every single time.

當你發現這一點時，你就必須竭盡全力確保人們理解這一點，並確保你每次都能做到這一點。

This is Starbucks' new CEO, Brian Nickell.

這是星巴克新任首席執行官布萊恩-尼克爾。

And these charts show why he was hired.

這些圖表說明了他受聘的原因。

Starbucks is in a slump.

星巴克陷入谷底。

The price of coffee has been rising.

咖啡的價格一直在上漲。

Though mobile orders have increased, so have wait times.

雖然移動訂單增加了，但等待時間也增加了。

And sales are lagging.

而銷售卻滯後。

Nickell thinks these problems can be traced back to one source.

尼克爾認為，這些問題可以追溯到一個根源。

We spend a lot of time trying to figure out how to cost-save our way to a very efficient drink and not enough time on what is the experience that Starbucks provides.

我們花了很多時間去思考如何節約成本，以獲得一杯高效的飲品，卻沒有花足夠的時間去思考星巴克提供的體驗是什麼。

Right now, some customers say that experience isn't positive.

目前，一些客戶表示這種體驗並不積極。

Free-to-the-public bathrooms have caused loitering and long lines.

免費開放的衛生間造成了閒逛和排長隊的現象。

And mobile orders have created what former Starbucks CEO Howard Schultz calls a mosh pit.

而移動訂單則創造了星巴克前首席執行官霍華德-舒爾茨（Howard Schultz）所說的 "mosh pit"。

A crowd of waiting customers, discouraging people from staying to enjoy their drink in-store and possibly order more.

等待的顧客人山人海，讓人不願意留在店內享用飲料，甚至可能點更多的飲料。

WSJ's restaurant reporter Heather Haddon sat down with Nickell to learn where he thinks Starbucks' problems lie and how he plans to revamp mobile ordering and store layout to bring customers back in.

華爾街日報》餐飲記者希瑟-哈登（Heather Haddon）與尼克爾進行了訪談，瞭解他認為星巴克的問題出在哪裡，以及他計劃如何改革移動訂餐和門店佈局來吸引顧客。

Let's talk about speed of service.

讓我們來談談服務速度。

I know you're committed to making beverages at four minutes, most beverages.

我知道你致力於在四分鐘內製作飲料，大多數飲料都是如此。

How are you going to do that given the volume of business that you have?

考慮到您的業務量，您打算如何做到這一點？

What I fully believe is if we bring order to mobile order and we use some technology to sequence those orders, our partners, those are the green apron baristas that you see in our stores, can be very successful at creating in-store drinks and food in roughly four minutes or less.

我完全相信，如果我們將訂單引入移動訂單，並利用一些技術對這些訂單進行排序，我們的合作伙伴，也就是你們在我們店裡看到的那些繫著綠色圍裙的咖啡師，就能非常成功地在大約四分鐘或更短時間內製作出店內飲料和食品。

As fast-growing chains like Dutch Bros and Seven Brew prioritize their to-go business and many independent coffee shops cater to dine-in customers, Starbucks is trying to do both.

在荷蘭兄弟（Dutch Bros）和七釀（Seven Brew）等快速增長的連鎖店將外帶業務放在首位，而許多獨立咖啡店則迎合堂食顧客的需求時，星巴克正試圖兩者兼顧。

Right now when you mobile order, you'll get sometimes a message that says the beverage will be ready in three minutes.

現在，當您使用手機點餐時，有時會收到一條資訊，顯示飲料將在三分鐘內準備好。

Well, you physically can't get there in three minutes.

你不可能在三分鐘內到達那裡。

And so we're mismatching when the customer wants it and when we should be making it.

是以，我們錯配了客戶的需求和我們的生產時間。

And the number one request actually is let me pick what time I can come pick up my beverage.

實際上，第一個要求就是讓我選擇什麼時間來取飲料。

So in a year, will mobile order be fixed?

那麼，一年後，移動秩序會得到解決嗎？

I sure hope so.

我當然希望如此。

Or at a minimum, we will be a lot better than where we are today.

或者至少，我們會比現在好很多。

Fixing the algorithm to better sequence the order of drinks is vital.

修正算法以更好地排列飲料順序至關重要。

In early 2024, in-app demand caused one in eight users to abandon orders due to wait times.

2024 年初，應用程序內的需求導致八分之一的用戶因等待時間而放棄訂單。

Why are shorter wait times so important for turning around Starbucks?

為什麼縮短等待時間對星巴克的扭虧為盈如此重要？

Customers are finding, oh, wow, I have more time to enjoy my beverage in-store and more people are selecting to get it in a ceramic mug now and then just take a moment in our stores, which that's the experience we want.

顧客發現，哦，哇，我有更多的時間在店內享用飲料了，越來越多的人選擇用陶瓷杯裝飲料，然後在我們的店內享受片刻時光，這正是我們想要的體驗。

Nickel has also implemented a new code of conduct, which ends the company's policy of allowing access to stores and bathrooms regardless of purchase.

尼克爾公司還實施了新的行為準則，結束了該公司無論購買與否都允許進入商店和浴室的政策。

The previous policy had caused safety concerns in some cafes and presented a more challenging environment for baristas to control.

以前的政策給一些咖啡館帶來了安全問題，也給咖啡師帶來了更難控制的環境。

So what was the new code of conduct in response to and what is it trying to fix?

那麼，新的行為準則是為了迴應什麼，又是為了解決什麼問題呢？

I'll give you a great example.

我給你舉一個很好的例子。

I got a story the other day.

前幾天我收到一個故事。

An individual decided to buy food somewhere else, walked into our store, sat down as if they were going to eat lunch in our store, which, you know, that's fine, but you should be buying a beverage from us if you're going to be doing that.

一個人決定去別的地方買食物，走進我們的商店，坐下來，好像他們要在我們店裡吃午餐，你知道，這很好，但如果你要這樣做，你應該從我們這裡買飲料。

And, you know, our partner handled it correctly.

我們的合作伙伴處理得很好。

It was like, hey, look, you're more than welcome to have lunch here, but you do need to buy something.

就好像是說，嘿，聽著，我們非常歡迎你來這裡吃午飯，但你確實需要買點東西。

If not, you know, you're going to eat that somewhere else.

如果沒有，你知道，你要去別的地方吃。

It's not fair to our partners to be running a store where right across the street is another coffeehouse that doesn't have to deal with this.

對我們的合作伙伴來說，在街對面開一家咖啡店是不公平的。

And dealing with this being just...

而處理這個只是...

Just being, like, not respectful and not respecting others that are customers or not respecting the partner that's trying to run a really good shop.

就是不尊重別人，不尊重顧客，不尊重努力經營一家真正好店的合作伙伴。

I think this is just a practical, common sense approach where we're in the business first and foremost to serve our customers.

我認為這只是一種實用的常識性方法，我們的業務首先是為客戶服務。

And we've got to do it in a way where our partners feel safe, they feel confident, and that they believe they can provide that experience.

我們必須讓我們的合作伙伴感到安全、自信，並相信他們能夠提供這種體驗。

So, you know, that's why we've rolled it out.

所以，你知道，這就是我們推出它的原因。

The feedback I've gotten for the most part has been like, you know what, thank you, both from the partners and from our customers.

合作伙伴和客戶給我的反饋大多是 "你知道嗎，謝謝你"。

Some baristas said that not providing bathroom access and free water are at odds with Starbucks' message of hospitality.

一些咖啡師說，不提供衛生間和免費水與星巴克的好客之道不符。

How about the Sharpie writing?

夏普筆怎麼樣？

So that's gotten a lot of attention.

是以，這引起了廣泛關注。

I know a lot of customers like it.

我知道很多顧客都喜歡它。

I've heard some baristas maybe are a little overwhelmed trying to do it on every single order.

我聽說有些咖啡師可能有點吃不消，因為每單都要這樣做。

What do you envision this looking like and why is it important?

您認為這是什麼樣子的，為什麼它很重要？

You know, what I've heard from partners is when they do it, they're surprised at how meaningful it is to the customer.

你知道，我從合作伙伴那裡聽到的是，當他們這樣做時，他們會驚訝於這對客戶來說是多麼有意義。

And I think also our customers are surprised how meaningful a little smiley face is or a have a good day is unexpectedly.

我想，我們的客戶也會驚訝地發現，一個小小的笑臉或一句祝您今天過得愉快竟然如此有意義。

And, you know, look, I think we should strive to do that for every customer, every transaction.

而且，你知道，我認為我們應該努力為每位客戶、每筆交易做到這一點。

Just today, I got some egg bites and, you know, they just put a smiley face on the packaging.

就在今天，我買了一些雞蛋餅，你知道，他們在包裝上貼了一個笑臉。

And you know what, I was like, that's nice.

你知道嗎，我當時想，這很好。

Some baristas have complained that this new policy has slowed down their working speed and is forcing a connection with customers.

一些咖啡師抱怨說，這項新政策放慢了他們的工作速度，並強行與顧客聯繫。

What problem are you trying to solve by bringing back the condiment bar?

你想通過恢復調味品吧來解決什麼問題？

Well, look, it'll help with our speed of service, first of all.

首先，這有助於提高我們的服務速度。

And frankly, just about every coffee shop allows you to do your own cream and sugar.

老實說，幾乎每家咖啡店都允許你自己加奶油和糖。

And so it was really one of those things where it could free up service for our baristas and then to also give the customer the control of the customization that they want to control of.

是以，這確實是一個可以為我們的咖啡師騰出服務時間，同時又能讓客戶控制他們想要控制的定製服務的方法。

Usually when you do those types of things, you're rewarded with more business.

通常，當你做這些事情時，你會得到更多的生意。

So during COVID, you know, a lot of stores, you know, some of it was COVID related.

是以，在 COVID 期間，你知道，很多商店都與 COVID 有關。

Then it was also a safety matter.

那麼這也是一個安全問題。

A lot of them, you know, don't have furniture anymore.

他們中的很多人，你知道，已經沒有傢俱了。

And I know that's something you're also interested in.

我知道你也對此感興趣。

Talk about the process of bringing back comfy couches and just restoring the environment.

談談舒適沙發的迴歸和環境恢復的過程。

Yeah, look, that's on our plan.

是的，聽著，這是我們的計劃

That's a little bit longer lead time in order to, you know, get the furniture, get the aesthetic that we want back into the store.

這就需要更長一點的準備時間，你知道，要把傢俱和我們想要的美感帶回店裡。

We're in the process of procuring those items so that we can create great seats again in our coffee shops.

我們正在採購這些物品，以便在我們的咖啡店裡再次創造出絕佳的座位。

Stepping back, how did we get to the place that we are in?

退一步說，我們是如何走到今天這一步的？

And you're, you know, working to turn around where there has been consecutive quarters of same-store sales declines.

你知道，你正在努力扭轉連續幾個季度同店銷售下滑的局面。

Yeah, look, you know, obviously I wasn't here.

是啊，你看，你知道， 顯然，我是不是在這裡。

But when I look at the situation, I think we lost focus on that moment of connection.

但當我回過頭來看當時的情況時，我覺得我們失去了對那一刻聯繫的關注。

And I think we got confused that mobile ordering could solve the entire business.

我認為我們被迷惑了，以為移動訂餐可以解決整個業務。

I think we got a little confused that the drive-thru could solve the entire business.

我覺得我們有點糊塗了，以為汽車快餐店就能解決整個生意。

And, you know, I think we got over-rotated on trying to just drive everything through our rewards program.

而且，你知道，我認為我們在試圖通過我們的獎勵計劃來推動所有事情上轉得太快了。

And like anything, you have to have a balanced approach and you have to protect the integrity of your brand.

和任何事情一樣，你必須採取平衡的方法，必須保護品牌的完整性。

And that's what I'm just getting back to doing.

這就是我現在要做的事情。

To help accomplish that, Nickel is also overhauling Starbucks' corporate arm.

為了實現這一目標，尼克爾還對星巴克的企業部門進行了全面改革。

The company expects to announce layoffs in March, and a number of veteran Starbucks execs have left.

公司預計在 3 月份宣佈裁員，星巴克的一些資深高管已經離職。

So stepping back even further, talk about your experience in the restaurant business and how you're bringing that experience here.

再退一步，談談你在餐飲業的經驗，以及你如何將這些經驗帶到這裡。

You know, the one thing that I've learned over time is you've got to find out what makes your brand magnetic or loved.

你知道，我長期以來學到的一點是，你必須找出是什麼讓你的品牌具有磁性或深受喜愛。

And when you find out what that is, you've got to do everything you can to make sure people understand it and that you're delivering it every single time.

當你發現這一點時，你就必須竭盡全力確保人們理解這一點，並確保你每次都能做到這一點。

I experienced that on Scope Mouthwash to Chipotle.

我在 Scope Mouthwash 到 Chipotle 的途中就遇到過這種情況。

Now, I'm trying to bring that discipline to Starbucks.

現在，我正試著把這種紀律帶到星巴克。

In the next year, what do you want to accomplish at Starbucks?

明年，您想在星巴克實現什麼目標？

I'd like everybody to know what the Starbucks brand is all about, right?

我希望每個人都知道星巴克的品牌內涵，對嗎？

The craft, the commitment to quality, what goes into our beans from farm to ultimately the store, how we take care of our partners.

我們的工藝，我們對品質的承諾，我們的豆子從農場到最終商店的製作過程，我們如何照顧我們的合作伙伴。

And then I also want to see mobile order not be a problem.

此外，我還希望移動訂單不會成為問題。

It should be an advantage, okay?

這應該是一種優勢，好嗎？

More access to Starbucks should be a good thing.

有更多機會去星巴克應該是件好事。

And right now, we've made more access a challenge for our partners and our customers.

而現在，我們已經讓合作伙伴和客戶面臨更多的挑戰。

And so we're going to fix that.

是以，我們要解決這個問題。

I'm also confident we're going to have a great Coffeehouse 5 because we're going to have great seats with great experiences that people are going to want to hang out and kind of experience life with other people.

我也相信我們會有一個很棒的咖啡屋 5，因為我們會有很棒的座位和很棒的體驗，人們會願意和其他人一起玩，一起體驗生活。