Starbucks: Culture Achieves Brand Legend-Strategist culture-诸葛长青-诸葛长青改变命运方法|如何能够改变命运|圣贤明灯国学院官方网站-诸葛长青圣贤明灯国学院

Starbucks: Culture Achieves Brand Legend

date:2020-09-18 18:50:35 read：49

Starbucks: Culture Achieves Brand Legend

Starbucks coffee has become a fashion. Why did he succeed? There are three main reasons: first, treat employees with "salary", second, let employees contribute ideas, and third, sell experience culture. The outstanding boss+outstanding culture+outstanding employees constitute the outstanding Starbucks Coffee

--------Zhuge Changqing

For coffee drinkers, Starbucks is a familiar name. It originated from the hero of the classic work of Herman Melville, an outstanding American literary master in the 19th century, Moby Dick. In 1971, Gerald "Baldwin and Gordon" Pork opened the first coffee bean and spice store Starbucks in Seattle, USA. In 1987, Howard Schultz spent $4 million to restructure Starbucks, promoting the transformation of Starbucks to Italian cafes, and operating Starbucks completely with his own ideas, which injected the company with great momentum for development.

On June 26, 1992, Starbucks successfully listed on NASDAQ, the cradle of high-tech companies in the United States. As a traditional coffee chain store, in August 1996, in order to seek broader overseas development, Schultz flew to Tokyo, Japan, and personally supervised the first overseas store. Later, Starbucks vigorously explored the Asian market and entered Taiwan, China and the mainland of China. With strong capital backing, Starbucks' operation has soared and expanded rapidly with the speed of opening a new branch every day. Since its listing in 1982, its sales have increased by more than 20% annually on average, and its average profit growth rate has reached 30%. After more than 10 years of development, Starbucks has evolved from a small "mermaid" in Seattle to a "green giant" with nearly 10000 chain stores in more than 40 countries and regions around the world. The share price of Starbucks has risen 22 times, and its earnings have exceeded those of large companies such as General Electric, Pepsi, Coca-Cola, Microsoft and IBM. Today, Starbucks has become a leading retailer, roaster and owner of first-class brands of refined coffee in North America. Its expansion speed has been talked about by Fortune, Forbes and other world's top business magazines.

So how did Starbucks grow from a small company to a global coffee empire? What is the secret of its success? In fact, Starbucks' success is inseparable from its unique corporate culture. As a multinational chain enterprise, the success story of Starbucks brand is also the interpretation of its culture. It is not difficult for us to understand the secret behind its legend through the analysis of its management.

1. Treat employees with "salary"

Starbucks treats its employees with heart, and its employees treat guests with heart. Guests at Starbucks enjoy not only coffee, but also an experience culture of full participation in activities. Why does a cup of coffee worth only 3 cents sell for 3 dollars at Starbucks? Why can Starbucks not only bring the expected value to customers, but also make enterprises gain more profits? One important reason is that Starbucks always adheres to the business philosophy of "respecting employees, starting from customers, and winning with employees and customers".

Starbucks always puts its employees first and is willing to make a lot of investment in its employees, all of which stems from the values and beliefs of its chairman, Schultz. Schulz's management style is related to his poor family. He has understood and sympathized with people living at the bottom of society since childhood. His life experience and training directly affected the equity structure and corporate culture of Starbucks, which in turn played an indispensable role in promoting the success of Starbucks in business. He firmly believes that putting the interests of employees first and respecting their contributions will bring first-class customer service level, and will naturally achieve a good return on investment.

Starbucks strengthens its culture and values through the employee incentive system, and becomes one of the enterprises that build brands without advertising. Compared with other companies in the same industry, Starbucks employees' wages and benefits are very generous. Starbucks will conduct a salary survey among its peers every year. After comparative analysis, there will be a fixed salary adjustment every year. In many enterprises, free overtime is common, but in Starbucks, overtime is considered a happy thing. Because employees who work more than 20 hours a week can enjoy the company's health, employee assistance programs, disability insurance and other additional benefits, which is extremely rare in the same industry. This unique welfare plan makes Starbucks take care of employees' families as much as possible, and has different subsidy methods for employees' families under different conditions. Although the money is not much, it will make employees feel that the company cares about them very much. Those employees who enjoy the benefits are grateful for this, and the service to customers will be more considerate.

In addition to enjoying generous wages and benefits, Starbucks employees can also purchase the company's stock options at a low price according to regulations. As early as 1991, Starbucks set up a stock investment program to allow employees to buy shares at a discount price. In this way, all employees have the opportunity to become the owners of the company. The stock price of Starbucks has continued to soar, and the option value and pride of employees have continued to rise. In addition, Starbucks also pays more attention to the ideological education of employees, so that employees can establish the idea that they are shareholders of the company. In Starbucks, employees are not called employees, but "partners". Even the headquarters of Starbucks is also named as Starbucks Support Center, which shows that its function is to provide information and support to employees rather than give orders to employees.

Starbucks' compensation incentive mechanism not only improves the income of employees, but also improves the company's culture and values, and reduces the turnover rate of employees. According to the survey, the turnover rate of Starbucks employees is about one third of that of the same industry, and employees are very fond of working for Starbucks. As Schultz said, implementing effective incentive mechanism and respecting employees has made us a lot of money and made the company more competitive. Why don't we do it.

2. Let employees contribute ideas

Any suggestion, no matter how trivial, will play a big or small role in improving the company. At Starbucks, in order to encourage employees to contribute ideas and suggestions, the company takes every employee's suggestions seriously. Starbucks often conducts public opinion surveys within the company. Employees can express their opinions freely through the telephone survey system or fill in the comment card. The relevant managers will respond to the employees' ideas within two weeks. Starbucks also set up an internal public forum to discuss employees' concerns about their work, tell employees about recent events in the company, explain the financial operation, and allow employees to ask questions to the senior management. In Starbucks' view, employees' reflection of problems can bring new information and good ideas to the management, and provide solutions to problems from different perspectives, which is worth collecting and studying by the company. In addition, the company also regularly publishes employee letters, which are usually about the development of the company.

Employees' suggestions can make the company pay special attention to details. Sometimes, those seemingly inconspicuous suggestions often bring the company's performance to a new level. The company's superb ability to master details will enable enterprises to deal with complex problems more effectively, and enable them to do what competitors cannot do. Being good at listening to the small ideas from employees makes Starbucks decision-making more flexible, faster and more responsive, and improves the atmosphere of trust, respect and communication within the team, as well as the sense of ownership of employees.

3. Selling experience culture

Some people divide companies into three categories: one company sells culture, the second company sells service, and the third company sells quality. Starbucks sells not only high-quality coffee and perfect service, but also customers' experience culture of coffee.

According to Starbucks, people's detention space is divided into family, office and other places.

McDonald's strives to create an atmosphere of home and try to maintain a lasting ambiguous relationship with people's first remaining space - family;

As a coffee shop, Starbucks is committed to seizing the third stranded space of people, focusing on people's stranded space.

The exquisite piano performance, classic music background in Europe and America, fashionable newspapers and magazines, exquisite European ornaments and other supporting facilities strive to create a noble, fashionable, romantic and cultural atmosphere for consumers. Let coffee become a life experience. Let coffee drinkers feel that they are not only relaxing but also experiencing fashion and culture when enjoying coffee.

If three or four people go to have coffee together, Starbucks will provide a barista for these people. Once the customer has any questions about the choice, brewing, baking, etc. of coffee beans, the barista will patiently and carefully explain to him, so that the customer can appreciate the coffee culture promoted by Starbucks while finding the best coffee for his taste. Culture gives its high price a sufficient reason to exist. Not only can customers obtain great psychological satisfaction, but also Starbucks can obtain high profits.

Starbucks never advertises. Starbucks believes that unlike McDonald's, coffee has its unique cultural characteristics. Sponsoring cultural activities is very important for promoting the image of Starbucks. For example, Starbucks is the main sponsor of the APEC meeting held in Shanghai.

Although Nestle, Maxwell and other international coffee companies have set up factories and stores in China, their instant coffee has not tasted much sweet, and even served as a pioneer for Starbucks' brewed coffee. Once Starbucks labeled the consumption of coffee as culture, it doubled its profits and achieved a high return on investment.

Starbucks believes that their products are not only coffee, but also the experience culture of coffee shops. One of Starbucks' main competitive strategies is to communicate with customers in coffee shops, especially the communication between coffee makers and customers. Every coffee maker should receive at least 24 hours of pre-job training, including customer service, basic sales skills, basic knowledge of coffee, coffee making skills, etc. Coffee makers must be able to anticipate the needs of customers and make bold eye contact when patiently explaining the different tastes and flavors of coffee.

星巴克：文化成就品牌传奇

星巴克(Starbucks) 咖啡已经成为了一种时尚。他为什么成功？主要三个原因：一是用“薪”对待员工，二是让员工贡献主意，三是出售体验文化。杰出的老板+杰出的文化+杰出的员工，构成了杰出的星巴克咖啡…….

-------- 诸葛长青

对于爱喝咖啡的人来说，星巴克(Starbucks)是一个耳熟能详的名字，它最早来源于19世纪美国文坛杰出大师赫尔曼"梅尔维尔的经典著作--《白鲸--莫比"迪克》的主人公。1971年，杰拉德"鲍德温和戈登"波克在美国西雅图开设第一家咖啡豆和香料的专卖店星巴克公司。1987年，霍华德"舒尔茨（Howard Schultz）斥资400万美元重组星巴克，推动了星巴克向意式咖啡馆的转型，并完全以自己的理念来经营星巴克，为公司注入了长足发展的动力。

1992年6月26日，星巴克在美国号称高科技公司摇篮的纳斯达克成功上市。作为一家传统的咖啡连锁店，1996年8月，为了寻求更广阔的海外发展，舒尔茨飞到日本东京，亲自为第一家海外店督阵。之后，星巴克大力开拓亚洲市场，并进入中国台湾和大陆。有了强大的资本后盾支持，星巴克的经营一飞冲天，以每天新开一家分店的速度快速扩张。自1982年上市以来，其销售额平均每年增长20％以上，利润平均增长率则达到30％。经过10多年的发展，星巴克已从昔日西雅图一条小小的“美人鱼”进化到今天遍布全球40多个国家和地区，连锁店达到近一万家的“绿巨人”。星巴克的股价攀升了22倍，收益之高超过了通用电气、百事可乐、可口可乐、微软以及 IBM 等大型公司。今天，星巴克公司已成为北美地区一流的精制咖啡的零售商、烘烤商及一流品牌的拥有者，它的扩张速度让《财富》、《福布斯》等世界顶级商业杂志津津乐道。

那么，星巴克是怎样从一个微不足道的小公司发展成为全球的咖啡帝国？其成功秘密究竟何在？事实上，星巴克的成功与其独特企业文化分不开。作为一家跨国连锁企业，星巴克品牌成功的传奇，也正是其文化的演绎，我们通过对星巴克经营之道的解析，就不难领略其传奇背后的秘笈。

1、用“薪”对待员工

星巴克公司以心对待员工，员工以心对待客人，客人在星巴克享受的不仅是咖啡，而是一种全情参与活动的体验文化。一杯只需价值3美分的咖啡为什么在星巴克会卖到3美元？星巴克为什么既能为顾客带来期望的价值，又能让企业获得更可观的利润？一个重要的原因就是，星巴克始终坚持“尊重员工，从顾客出发，与员工及客户多赢”的经营理念。

星巴克总是把员工放在首位，并乐意对员工进行大量的投资，这一切全出自于其董事长舒尔兹的价值观和信念。舒尔兹的管理作风与他贫寒的家境有关，他从小就理解和同情生活在社会底层的人们。他的人生经历与磨练直接影响了星巴克的股权结构和企业文化，反过来，这种股权结构和企业文化又对星巴克在商业上的成功起了不可或缺的促进作用。他坚信把员工利益放在第一位，尊重他们所做出的贡献，将会带来一流的顾客服务水平，自然会取得良好的投资回报。

星巴克通过员工激励体制来加强其文化和价值观，并且成为不靠广告而建立品牌的企业之一。与同行业的其他公司相比，星巴克雇员的工资和福利都是十分优厚的。星巴克每年都会在同业间做一个薪资调查，经过比较分析后，每年会有固定的调薪。在许多企业，免费加班是家常便饭，但在星巴克，加班被认为是件快乐的事情。因为那些每周工作超过20小时的员工可以享受公司提供的卫生、员工扶助方案及伤残保险等额外福利措施，这在同行业中极为罕见。这种独特的福利计划使星巴克尽可能地照顾到员工的家庭，对员工家人在不同状况下都有不同的补贴办法。虽然钱不是很多，但会让员工感到公司对他们非常关心。那些享受福利的员工对此心存感激，对顾客的服务就会更加周到。

星巴克的员工除了可以享受优厚的工资福利外，还可以按照规定低价购买公司的股票期权。早在1991年，星巴克就设立了股票投资方案，允许员工以折扣价购买股票。这样，所有员工都有机会成为公司的主人。星巴克公司股票的价格持续飙升，员工的期权价值与自豪感不断上涨。另外，星巴克还比较重视员工的思想教育，使得员工建立起自己就是公司的股东的理念。在星巴克公司，员工不叫员工，而叫“合作伙伴”。即使星巴克公司的总部，也被命名为星巴克支持中心（Starbucks Support Center），这说明其职能是向员工提供信息和支持而不是向员工发号施令。

星巴克的薪酬激励机制不但提高了员工的收入，而且提升了公司的文化和价值观，降低了员工的流失率。据调查，星巴克员工的流失率约为同业水平的三分之一，员工非常喜欢为星巴克工作。正如舒尔茨所说：实行有效激励机制、尊重员工使我们挣了很多钱，使公司更具竞争力，我们何乐而不为呢。

2、让员工贡献主意

任何建议，无论有多微不足道，都会对公司起到或大或小的改进作用。在星巴克，为鼓励员工献计献策，公司对每位员工的建议都认真对待。星巴克公司经常在公司范围内进行民意调查，员工可以通过电话调查系统或者填写评论卡对问题畅所欲言，相关的管理人员会在两周时间内对员工的主意做出回应。星巴克公司还在内部设立公开论坛，探讨员工对工作的忧虑，告诉员工公司最近发生的大事，解释财务运行状况，允许员工向高级管理层提问。在星巴克看来，员工反映问题可以给管理层带来新的信息、好的思路，从不同角度提供解决问题的方法，值得公司收集研究。此外，公司还定期出版员工来信，这些来信通常是有关公司发展的问题。

员工提出的建议可以使公司对细节尤为关注。有时候，那些看似不起眼的建议往往会使公司的业绩跨上一个大的台阶。而公司掌握了细节的高超本领，会使企业更能有效的应对错综复杂的问题，使他们能为竞争对手之所不能为。善于倾听来自员工的小点子使星巴克决策变得更加灵活，反映更快捷，也更有应变力，同时改善了团队内部信任、尊重与沟通氛围，提高了员工的主人翁意识。

3、出售体验文化

有人把公司分为三类：一类公司出售的是文化，二类公司出售的是服务，三类公司出售的是质量。星巴克公司出售的不仅仅是优质的咖啡、完美服务，更重要的是顾客对咖啡的体验文化。

在星巴克看来，人们的滞留空间分为家庭、办公室和除此以外的其他场所。

麦当劳努力营造家的气氛，力求与人们的第一滞留空间--家庭保持尽量持久的暧昧关系；

而作为一家咖啡店，星巴克致力于抢占人们的第三滞留空间，把赚钱的目光紧紧盯住人们的滞留空间。

现场精湛的钢琴演奏、欧美经典的音乐背景、流行时尚的报刊杂志、精美的欧式饰品等配套设施，力求给消费者营造高贵、时尚、浪漫、文化的感觉氛围。让喝咖啡变成一种生活体验,让喝咖啡的人感觉到自己享受咖啡时，不仅在消遣休闲而且还能体验时尚与文化。

如果三四个人一起去喝咖啡，星巴克就会为这几个人专门配备一名咖啡师。顾客一旦对咖啡豆的选择、冲泡、烘焙等有任何问题，咖啡师会耐心细致地向他讲解，使顾客在找到最适合自己口味的咖啡的同时，体味到星巴克所宣扬的咖啡文化。文化给其较高的价格一个存在的充分理由，不但顾客可以获得心理上的莫大满足，而且星巴克还可以获取高额的利润。

星巴克从不做广告。星巴克认为咖啡不像麦当劳，咖啡有其独特的文化性，赞助文化活动，对星巴克形象推广很重要。比如上海举行的APEC会议，星巴克就是主要的赞助商。

尽管雀巢、麦斯威尔等国际咖啡公司都在中国设厂开店，但他们的速溶咖啡并没有尝到太多的甜头，甚至为星巴克的煮咖啡当开路先锋。星巴克一经把咖啡的消费贴上了文化的标签，就使利润倍增，获取了高额的投资回报率。

星巴克认为他们的产品不单是咖啡，而且是咖啡店的体验文化。星巴克一个主要的竞争战略就是在咖啡店中同客户进行交流，特别重要的是咖啡生同客户之间的沟通。每一个咖啡生都要接受不少于24小时的岗前培训，包括客户服务、基本销售技巧、咖啡基本知识、咖啡的制作技巧等。咖啡生必须能够预感客户的需求，在耐心解释咖啡的不同口感、香味的时候，大胆地进行眼神接触。

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

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诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

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