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              經受了疫情沖擊,這家連鎖餐廳首次躋身美國500強

              經受了疫情沖擊,這家連鎖餐廳首次躋身美國500強

              BETH KOWITT 2021年06月04日
              名列第464位?!敦敻弧冯s志采訪了尼科洛,聽他講述了Chipotle如何度過疫情,并憧憬了該公司和整個餐飲業的未來。

              2018年,墨西哥連鎖快餐店Chipotle Mexican Grill任命前塔克鐘(Taco Bell)CEO布萊恩?尼科洛作為掌門人。當時該餐廳被曝出一系列食品安全問題之后,股價大跌,客戶快速流失。

              在尼科洛的領導下,該公司快速復蘇,并且今年在大部分餐飲企業因為新冠疫情遭遇重創的時候,該公司首次躋身《財富》美國500強,名列第464位?!敦敻弧冯s志采訪了尼科洛,聽他講述了Chipotle如何度過疫情,并憧憬了該公司和整個餐飲業的未來。以下采訪內容經過編輯。

              《財富》:公司是否正在慢慢恢復常態?

              布萊恩?尼科洛:消費者需求正在恢復。我很高興看到人們希望能恢復正常,但這給我們帶來了新的壓力,我們必須補足人員和材料供應。

              恢復正常之后會是什么情形?我們是否會恢復到以前的狀態?

              我不喜歡“新常態”這種說法,因為現實情況是,企業經營必須學會應對周圍世界的變化。我所說的常態是孩子重回學校,人們恢復社交,可以和好友一起午餐,人們工作的時候不會受到空間容量的限制,也不需要額外配戴個人防護裝備。但我認為企業將被永久改變。

              您的公司發生了哪些永久性的變化?

              最明顯的變化是,與18個月前相比,我們現在有數十億美元的數字業務。無論是一線餐廳業務還是這些數字業務,都急需人手。

              在文化上的變化是,我們不只是一家制作墨西哥卷餅的公司。雇主還必須明確除了賺錢以外的其他使命。我們非常幸運,因為我們公司的根本理念是誠信經營,為人們提供優質美食。我們將這種理念演變成了創造更美好的世界,因為我們希望做一些對人類和整個地球有益的事情。

              公司應該在社會問題上表明立場,這種觀點曾經遭到抵觸。您認為公司應該扮演什么角色?

              這個問題的爭議之處在于,公司有時候被牽扯進來在一些問題上表態,不過,這樣做很難有任何意義。我們適合在與食物有關的問題上表態。在飼養和對待動物的正確方式、恰當的農業生產方式以及照顧農民等問題上,我們必須堅決表明我們的觀點。

              你可以對其他問題發表個人意見,但我不認為公司必須要在所有問題上都要有鮮明的立場。

              目前有一場與吃肉權利有關的文化戰爭正在上演。我們應不應該少吃肉? Chipotle在這場辯論中的立場是什么?

              我并不認為這是“不要吃肉”的問題,而是正確飼養動物的問題。

              我們最終不會再把植物性替代品叫做替代品。人們會說:“我想要美味的基于植物的主菜?!彼晕覀儗⑴﹂_發植物性解決方案。我們推出了一種有機豆腐Sofritas。我們還在開發其他植物性食材,最近推出的是花椰菜米飯。

              大部分餐廳因為疫情遭到了毀滅性打擊。為什么Chipotle能夠幸免于難?

              在疫情爆發初期,我記得我曾詢問公司的健康和食品安全事務的負責人:“為了確保我們能全力應對新冠疫情,我們需要做出哪些改變?”他的回答是:“好消息是我們已經安裝了空氣過濾系統。我們堅持做體檢。我們給員工提供了帶薪病假。我們決不允許有任何癥狀的員工帶病工作。我們已經在積極地推行洗手、手部消毒、戴手套等措施?!?/p>

              我想許多防疫方面的規范都是源自以前出現過的食品安全問題。

              我們在2015年得到了深刻的教訓。我們必須比其他餐廳更注重食品安全,這是因為我們要持續處理新鮮食材。因而我們執行了許多操作規范。

              大餐廳有能力擺脫疫情的影響,成為贏家。但如果整個獨立餐廳行業陷入困境,您將面臨哪些風險?

              我們的財務狀況良好,有強大的公司文化和數字化策略,這些優勢幫助我們渡過了難關。公司龐大的規模確實有所幫助,但我認為不能低估餐廳創業者的創造性和韌性。有些餐廳可能需要徹底調整,但他們未來會以充滿創意的全新理念,東山再起。我們公司曾經也只是位于丹佛市的一家餐廳而已。公司發展的過程跌宕起伏,但我認為餐飲業未來還會有更多精彩故事。

              有關人手不足的問題引起了熱議。您的餐廳現在是什么情況?

              這個問題確實存在。我們很幸運收到了很多求職者的申請,但這又回到了我前面說過的問題。我們的招聘速度趕不上業務復蘇的需求,這讓我們現有的員工承擔了更多壓力。他們很長時間以來一直在辛苦工作,有些人會產生疑問:他們是否還想繼續留在這個行業?如果迫使零售業或餐廳停業的事件再次發生,會怎么樣?

              我們一直在盡力保證為員工提供合理的工資和恰當的發展機會。經營一家Chipotle三年,你可以收入10萬美元,這是一個絕佳的機會。好消息是,我們將再開設200多家餐廳,每家餐廳都將再創造一個總經理(薪資10萬美元)的崗位,以及一個35人的團隊,并為他們提供豐厚的工資和福利。雖然這很有挑戰性,但我們有責任繼續展現我們的員工價值主張。我認為,向員工解釋清楚“Chipotle與其他行業或其他餐廳相比有何優勢”,有助于提高公司的競爭力。

              您如何看待聯邦政府規定的15美元的最低工資? 【編輯注:本次采訪之后,Chipotle宣布將把平均時薪提高到15美元。

              最低工資的規定實際上并沒有對我們產生影響。它顯然是提出了一個下限,但我們支付的工資遠高于美國各地的最低工資計劃。我同意這樣一種觀點:我希望公司支付的工資能夠吸引和留住人才,更重要的是能找到契合公司文化的合適人選。

              《紐約時報》最近發布了CEO薪酬分析報告【尼科洛去年的薪酬為3,804萬美元,排在第12位】]。您如何看待您的薪酬與員工工資之間的差距?

              我們的普通員工都二十出頭,每周工作約20個小時,所以薪酬差距有時候并不能說明全部事實。我之所以認為這種情況是合理的,是因為我們都有績效評估,而且我有我的目標,所有員工也有他們自己的目標。如果你達成了目標,我們相信,我們支付的薪酬肯定符合你成功取得的績效評分。從我本人到新員工或者兼職人員,公司從上到下都堅持這樣的原則。

              您針對員工接種疫苗有哪些規定?

              我們不強制接種,但我們強烈建議員工接種疫苗。我們盡量用阻力最小的方式,讓所有員工都完成接種。我們會要求員工自愿報告。我和領導團隊成員幾乎都接種了疫苗,為員工樹立了榜樣。好消息是,有很大一部分員工表示只要有機會,他們愿意接種疫苗。所以我認為這不是個問題。

              為什么不強制要求接種疫苗?

              我們對于任何事情都會分析利弊,對于這件事,我們的態度是讓員工個人選擇是否接種,而不是我們強制他們接種。

              您從塔克鐘加入了Chipotle。在去年餐飲行業所謂的“快餐化”時期,您在塔克鐘的工作經歷給您帶來了哪些幫助?

              塔克鐘的創業理念是快餐也可以美味,反之,美食也可以快速烹飪。疫情加快了餐飲業向快餐化轉變的速度。高級餐廳都在思考如何快速做出美食。人們不可能再花兩個小時用餐。

              Chipotle開創了一類快速休閑餐廳,支持顧客定制餐品,提高了用餐速度。這是一種前所未有的形式。我們思考的是:“如何在保證速度的同時,為人們提供更多選擇?”所以我們推出了網上訂餐,以及支持訂餐自取的Chipotlanes等。我認為保證方便和速度不會過時,因為這正是年輕人所需要的。

              您認為送餐服務會繼續維持這種發展水平嗎?

              送餐服務不會像新冠疫情最嚴重時期那么火爆,但我認為這種服務始終會有一定的市場。坦白說,我認為送餐服務能否普及,將取決于其他用餐方式是否便利。比如,如果你提前在應用上訂餐,在選好的取餐時間來到我們窗外,在30秒內取走訂的餐,我發現這種方式就非常方便,而且不會額外收費。

              眾所周知,Chipotle餐廳內經常會排起長龍。以后還會這樣嗎?或者人們是否希望在后疫情時代不再需要排隊?

              Chipotle已經恢復排隊?,F在我們必須保證有足夠的人手,可以縮短人們排隊的時間。(財富中文網)

              翻譯:劉進龍

              審校:汪皓

              2018年,墨西哥連鎖快餐店Chipotle Mexican Grill任命前塔克鐘(Taco Bell)CEO布萊恩?尼科洛作為掌門人。當時該餐廳被曝出一系列食品安全問題之后,股價大跌,客戶快速流失。

              在尼科洛的領導下,該公司快速復蘇,并且今年在大部分餐飲企業因為新冠疫情遭遇重創的時候,該公司首次躋身《財富》美國500強,名列第464位?!敦敻弧冯s志采訪了尼科洛,聽他講述了Chipotle如何度過疫情,并憧憬了該公司和整個餐飲業的未來。以下采訪內容經過編輯。

              《財富》:公司是否正在慢慢恢復常態?

              布萊恩?尼科洛:消費者需求正在恢復。我很高興看到人們希望能恢復正常,但這給我們帶來了新的壓力,我們必須補足人員和材料供應。

              恢復正常之后會是什么情形?我們是否會恢復到以前的狀態?

              我不喜歡“新常態”這種說法,因為現實情況是,企業經營必須學會應對周圍世界的變化。我所說的常態是孩子重回學校,人們恢復社交,可以和好友一起午餐,人們工作的時候不會受到空間容量的限制,也不需要額外配戴個人防護裝備。但我認為企業將被永久改變。

              您的公司發生了哪些永久性的變化?

              最明顯的變化是,與18個月前相比,我們現在有數十億美元的數字業務。無論是一線餐廳業務還是這些數字業務,都急需人手。

              在文化上的變化是,我們不只是一家制作墨西哥卷餅的公司。雇主還必須明確除了賺錢以外的其他使命。我們非常幸運,因為我們公司的根本理念是誠信經營,為人們提供優質美食。我們將這種理念演變成了創造更美好的世界,因為我們希望做一些對人類和整個地球有益的事情。

              公司應該在社會問題上表明立場,這種觀點曾經遭到抵觸。您認為公司應該扮演什么角色?

              這個問題的爭議之處在于,公司有時候被牽扯進來在一些問題上表態,不過,這樣做很難有任何意義。我們適合在與食物有關的問題上表態。在飼養和對待動物的正確方式、恰當的農業生產方式以及照顧農民等問題上,我們必須堅決表明我們的觀點。

              你可以對其他問題發表個人意見,但我不認為公司必須要在所有問題上都要有鮮明的立場。

              目前有一場與吃肉權利有關的文化戰爭正在上演。我們應不應該少吃肉? Chipotle在這場辯論中的立場是什么?

              我并不認為這是“不要吃肉”的問題,而是正確飼養動物的問題。

              我們最終不會再把植物性替代品叫做替代品。人們會說:“我想要美味的基于植物的主菜?!彼晕覀儗⑴﹂_發植物性解決方案。我們推出了一種有機豆腐Sofritas。我們還在開發其他植物性食材,最近推出的是花椰菜米飯。

              大部分餐廳因為疫情遭到了毀滅性打擊。為什么Chipotle能夠幸免于難?

              在疫情爆發初期,我記得我曾詢問公司的健康和食品安全事務的負責人:“為了確保我們能全力應對新冠疫情,我們需要做出哪些改變?”他的回答是:“好消息是我們已經安裝了空氣過濾系統。我們堅持做體檢。我們給員工提供了帶薪病假。我們決不允許有任何癥狀的員工帶病工作。我們已經在積極地推行洗手、手部消毒、戴手套等措施?!?/p>

              我想許多防疫方面的規范都是源自以前出現過的食品安全問題。

              我們在2015年得到了深刻的教訓。我們必須比其他餐廳更注重食品安全,這是因為我們要持續處理新鮮食材。因而我們執行了許多操作規范。

              大餐廳有能力擺脫疫情的影響,成為贏家。但如果整個獨立餐廳行業陷入困境,您將面臨哪些風險?

              我們的財務狀況良好,有強大的公司文化和數字化策略,這些優勢幫助我們渡過了難關。公司龐大的規模確實有所幫助,但我認為不能低估餐廳創業者的創造性和韌性。有些餐廳可能需要徹底調整,但他們未來會以充滿創意的全新理念,東山再起。我們公司曾經也只是位于丹佛市的一家餐廳而已。公司發展的過程跌宕起伏,但我認為餐飲業未來還會有更多精彩故事。

              有關人手不足的問題引起了熱議。您的餐廳現在是什么情況?

              這個問題確實存在。我們很幸運收到了很多求職者的申請,但這又回到了我前面說過的問題。我們的招聘速度趕不上業務復蘇的需求,這讓我們現有的員工承擔了更多壓力。他們很長時間以來一直在辛苦工作,有些人會產生疑問:他們是否還想繼續留在這個行業?如果迫使零售業或餐廳停業的事件再次發生,會怎么樣?

              我們一直在盡力保證為員工提供合理的工資和恰當的發展機會。經營一家Chipotle三年,你可以收入10萬美元,這是一個絕佳的機會。好消息是,我們將再開設200多家餐廳,每家餐廳都將再創造一個總經理(薪資10萬美元)的崗位,以及一個35人的團隊,并為他們提供豐厚的工資和福利。雖然這很有挑戰性,但我們有責任繼續展現我們的員工價值主張。我認為,向員工解釋清楚“Chipotle與其他行業或其他餐廳相比有何優勢”,有助于提高公司的競爭力。

              您如何看待聯邦政府規定的15美元的最低工資? 【編輯注:本次采訪之后,Chipotle宣布將把平均時薪提高到15美元。

              最低工資的規定實際上并沒有對我們產生影響。它顯然是提出了一個下限,但我們支付的工資遠高于美國各地的最低工資計劃。我同意這樣一種觀點:我希望公司支付的工資能夠吸引和留住人才,更重要的是能找到契合公司文化的合適人選。

              《紐約時報》最近發布了CEO薪酬分析報告【尼科洛去年的薪酬為3,804萬美元,排在第12位】]。您如何看待您的薪酬與員工工資之間的差距?

              我們的普通員工都二十出頭,每周工作約20個小時,所以薪酬差距有時候并不能說明全部事實。我之所以認為這種情況是合理的,是因為我們都有績效評估,而且我有我的目標,所有員工也有他們自己的目標。如果你達成了目標,我們相信,我們支付的薪酬肯定符合你成功取得的績效評分。從我本人到新員工或者兼職人員,公司從上到下都堅持這樣的原則。

              您針對員工接種疫苗有哪些規定?

              我們不強制接種,但我們強烈建議員工接種疫苗。我們盡量用阻力最小的方式,讓所有員工都完成接種。我們會要求員工自愿報告。我和領導團隊成員幾乎都接種了疫苗,為員工樹立了榜樣。好消息是,有很大一部分員工表示只要有機會,他們愿意接種疫苗。所以我認為這不是個問題。

              為什么不強制要求接種疫苗?

              我們對于任何事情都會分析利弊,對于這件事,我們的態度是讓員工個人選擇是否接種,而不是我們強制他們接種。

              您從塔克鐘加入了Chipotle。在去年餐飲行業所謂的“快餐化”時期,您在塔克鐘的工作經歷給您帶來了哪些幫助?

              塔克鐘的創業理念是快餐也可以美味,反之,美食也可以快速烹飪。疫情加快了餐飲業向快餐化轉變的速度。高級餐廳都在思考如何快速做出美食。人們不可能再花兩個小時用餐。

              Chipotle開創了一類快速休閑餐廳,支持顧客定制餐品,提高了用餐速度。這是一種前所未有的形式。我們思考的是:“如何在保證速度的同時,為人們提供更多選擇?”所以我們推出了網上訂餐,以及支持訂餐自取的Chipotlanes等。我認為保證方便和速度不會過時,因為這正是年輕人所需要的。

              您認為送餐服務會繼續維持這種發展水平嗎?

              送餐服務不會像新冠疫情最嚴重時期那么火爆,但我認為這種服務始終會有一定的市場。坦白說,我認為送餐服務能否普及,將取決于其他用餐方式是否便利。比如,如果你提前在應用上訂餐,在選好的取餐時間來到我們窗外,在30秒內取走訂的餐,我發現這種方式就非常方便,而且不會額外收費。

              眾所周知,Chipotle餐廳內經常會排起長龍。以后還會這樣嗎?或者人們是否希望在后疫情時代不再需要排隊?

              Chipotle已經恢復排隊?,F在我們必須保證有足夠的人手,可以縮短人們排隊的時間。(財富中文網)

              翻譯:劉進龍

              審校:汪皓

              When Chipotle Mexican Grill tapped Brian Niccol to run the Mexican fast casual chain in 2018, the former Taco Bell CEO faced a stock price and customer base that had cratered amid a string of food safety issues.

              On Niccol’s watch, the company has come roaring back and is making its debut on the Fortune 500 at No. 464 in a year when much of the restaurant industry was wrecked by COVID-19. Fortune talked with Niccol about navigating the pandemic and what the future holds for Chipotle and the rest of the sector. Edited excerpts follow.

              Fortune: Are we creeping back toward normalcy?

              Brian Niccol: Consumer demand is just taking off. It’s exciting to see people wanting to get back to normal, but it creates new pressure on our business to get ourselves staffed and supplied to catch up.

              What does normal look like? Will we go back to the before times?

              I hate the term “the new normal” because the reality is we’re just in a world where change is part of how you do business. When I talk about normal, it’s the normalcy of kids back in school, people are back out socializing, they’re meeting a friend for lunch, they’re doing their job without the capacity constraints or the additional PPE. But I do think businesses are going to be changed forever.

              How has your business changed forever?

              The most obvious change is that we now have a multibillion-dollar digital business, which we didn’t have 18 months ago. It has to be staffed, just as much as our front line has to be staffed.

              The other change culturally is this idea that we are a company that does more than just make burritos. More and more, employers have to be crystal clear on what their purpose is that goes beyond how they basically make money. We’re very fortunate because we’re a company that was founded on this idea of giving people access to great food with integrity. We’ve evolved that into cultivating a better world, because we want to do the right thing for our people and the right thing for the planet.

              There’s been pushback on this idea that companies should take a stand on social issues. What do you think the role of a corporation should be?

              Where the debate gets clouded is sometimes companies get involved when it’s hard for the business to make sense showing up on the issue. Where it works for us is when it comes to food. We have a strong point of view on the right way to raise and treat animals, the right way to farm, as well as taking care of the farmer.

              There are other issues where you can have a personal opinion, but I’m not sure the organization necessarily needs to have such a strong position on every issue.

              There’s a culture war taking place over meat right now. Should we be eating less meat? What’s Chipotle’s role in that debate?

              I don’t think it’s an issue of “stop eating meat.” I think it’s an issue of raising the animal correctly.

              Eventually we’re not going to be talking about plant-based alternatives as alternatives. People are going to say, “I want plant-based, delicious entrée experiences to be part of the rotation.” So we’re going to try to lead on plant-based solutions. We’ve got our Sofritas, which is an organic tofu. We’re working on others, and most recently did cauliflower rice.

              Much of the restaurant industry has been devastated by the pandemic. Why has that not been the case for Chipotle?

              Back when the news was breaking about what was happening, I remember asking our person in charge of wellness and food safety, “What will we need to change in order to make sure we’re doing everything possible in regard to COVID-19?” Her response was, “The good news is we’ve already put in the air filtration systems. We’re already doing wellness checks. We’re already getting paid sick leave. We have zero tolerance around working if you have any symptoms. We were already very aggressive with hand washing, hand sanitizing, wearing gloves.”

              I’m guessing that a lot of the protocols came out of the food safety issues that you’ve had in the past.

              We learned from those mistakes in 2015. We had to go further on these things than probably a lot of other places because we’re going to continue handling fresh food. That’s why we put a lot of practices in place.

              Big restaurant players are positioned to come out of the pandemic as winners. But what’s at stake if we see the demise of the independent restaurant industry?

              We had a really strong balance sheet, a really strong people culture, and a really strong digital proposition that helped us weather the storm. The scale definitely helps, but I think you can’t ever underestimate the creative spirit and resiliency of the restaurant entrepreneur. Some restaurants may have to totally reset, but they’ll come back with some great, creative new concepts. Our company at one point was one restaurant in Denver. It’s an amazing story, but I think there’s more amazing stories to be had in the restaurant industry.

              There’s been a lot of discussion about a labor shortage. What are you seeing in your restaurants?

              Look, it’s real. We’re fortunate to be getting good applicant flow, but this is what I talked about earlier. We haven’t been able to hire as fast as the business has come back, which puts more stress and pressure on our existing employees. They’ve been working hard for a really long time, and some of them are questioning: Do they want to stay in the industry? What happens if there’s another event that forces retail or restaurants to have to take a step back?

              We’re doing everything we can to make sure that we’re going to have the right wage, the right growth opportunity. You can find yourself in three years making $100,000 running a Chipotle. That is a tremendous opportunity, and the good news is we’re going to build another 200-plus restaurants, and every one of those restaurants creates the opportunity to have another $100,000 general manager and a team of 35 employees earning a really great wage with some really great benefits. But it’s challenging, and the onus is on us to continue to demonstrate our employee proposition. I think it’s going to be even more competitive to get across, “Why Chipotle versus some other industry or some other restaurant?”

              What’s your position on a federally mandated $15 minimum wage? [Editor’s note: After this interview took place, Chipotle said it would increase its average wage to $15 an hour.]

              In our case, the minimum wage really doesn’t dictate what we pay. It obviously creates a floor, but we’re already paying above all the various minimum wage programs across the country. I subscribe to the idea that I want to pay a wage that will attract and retain people, and more importantly get the right people that fit with our culture.

              The New York Times recently came out with its analysis of CEO compensation [Niccol was the 12th-highest-paid CEO last year at $38.04 million]. How do you think about your compensation in comparison with the issues around employee wages?

              Our average employee works about 20 hours a week and is in their early twenties, so the discrepancy in the pay sometimes doesn’t tell the whole story. I think the way this works is we all have our performance appraisals, and I’ve got my objectives, and every employee in our company has their objectives. If you accomplish them, we believe we’re paying commensurate to you successfully executing your performance point. That’s how we do this, from my job all the way down to somebody that just joins the team and is working at Chipotle part-time.

              What’s your policy on vaccinating employees?

              We’re not mandating it. We are strongly encouraging it. We are trying to enable the least path of resistance to get a vaccine for every one of our employees. We do ask people to voluntarily report. Myself and our leadership team, pretty much everybody’s been vaccinated, so we’re leading by example. The good news is we’re seeing a high percentage of employees saying they’re willing to get vaccinated once they have the opportunity. So I don’t see it as an issue.

              Why didn’t you mandate?

              It was one of those things where we looked at the pros and cons, and where we landed on this was giving people their personal choice to get the vaccination versus us forcing it on them.

              You came to Chipotle from Taco Bell. How has that background served you during what’s been described as the “fast food–ization” of the restaurant industry in the past year?

              The company was founded on the idea that fast food could be great food. Said another way, great food can be done fast. It’s a trend that got sped up because of the pandemic. Fine dining, the white tablecloth restaurants, were trying to figure out how they could do their great food fast. It was no longer the two-hour dinner.

              Chipotle created the fast casual category, giving people customization and speed. That was never seen before. What we’ve said is, “How do we give people more access to that speed?” That’s why we’ve done things like digital ordering, Chipotlanes where you order ahead and pick it up. I don’t think that convenience and speed is going away, because that’s just what younger people demand.

              Do you expect delivery to continue at these levels?

              Delivery won’t be at the level it was when we peaked during COVID. But I do think the occasion is always going to have a place. How predominant it is I think frankly will be dictated by how convenient and accessible the other access points are. What I’m finding is if you can order ahead in your app, select your pickup time, pull up to our window, and get your food in a matter of 30 seconds, that’s really convenient. And it doesn’t come with a premium.

              There’s always been that infamous line at Chipotle. Is that part of the future or will people not want that in a post-COVID world?

              The Chipotle line is already back. Now we’ve got to make sure we’re staffed so we can get that line moving fast again.

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