在通胀持续发酵、经济不确定性令消费者忧心忡忡之际，星巴克首席执行官倪睿安（Brian Niccol）表示，他已找到应对之策，足以保障这家咖啡连锁企业不会因消费者削减对6至7美元拿铁的消费而受到冲击。
倪睿安上周二在快公司欧洲创新节（Fast Company European Innovation Festival）上表示，他坚信星巴克对“工艺与品质的坚守”及“卓越顾客体验”的承诺，足以抵御动荡经济环境带来的冲击。
这位星巴克掌舵人近期迎来执掌这家咖啡巨头一周年，其“回归星巴克”计划也迎来周年纪念——该计划旨在引领公司回归初心，成为能让消费者悠闲品饮的温馨“第三空间”。
倪睿安愿景的核心，不仅是重新激发消费者在门店停留的意愿，还要通过手写咖啡杯留言等个性化细节建立顾客与咖啡师的情感联结。其战略还包括：借助服务自动化及精简菜单，为咖啡师腾出更多时间与顾客面对面交流。
倪睿安表示：“当我让人们列举优秀客户服务企业时，得到的往往是茫然的眼神。这让我瞬间意识到，成为行业标杆级客户服务企业存在巨大机遇。”
他补充道：“世界级客户服务与精湛工艺、优质餐食的结合潜藏着巨大价值。若能将这两者结合，再设置合理定价，其价值将无可估量。”
回归“第三空间”
“回归星巴克”计划推行一年以来，成效喜忧参半。7月公布的财报显示，星巴克美国同店销售额已连续六个季度下滑，其中第三季度下滑2%；同期可比交易量也下降4%。今年以来，该公司股价已下跌约9%。
但倪睿安在7月也表示，转型计划“进度快于预期”。他援引内部数据称，消费者已注意到门店在“服务速度、服务热情、订单准确率”上的提升。
倪睿安指出，这些改进也体现在消费者对星巴克定价的认知上——顾客的价值感知度攀升至近两年新高，这主要得益于Z世代与千禧一代顾客在星巴克消费群体中的占比已超50%。非会员顾客的交易量也较去年同期实现增长。
“无论是环比还是同比，客户连接评分均有所上升，客户投诉则有所下降。”倪睿安在财报电话会议中表示。
倪睿安提到，星巴克推行的诸多变革，灵感都源于他走访门店时的观察。
“我走进一家门店，发现插座要么被遮挡，要么已无法使用，座位数量也明显不足。”倪睿安上周二表示。
他还注意到，部分门店为线上订单设置了优先等候区，这促使公司重新思考如何协调线上订单与取餐时间，避免顾客在等候区过度聚集，侵占原本可供堂食顾客就座的空间。倪睿安透露，公司或将在各门店增设数十万个座椅。
“消费者正不断向我们传递积极反馈，”倪睿安说，“而且我相信，我们正朝着‘世界级客户服务与客户体验企业’的目标迈进。”（*）
译者：中慧言-王芳
在通胀持续发酵、经济不确定性令消费者忧心忡忡之际，星巴克首席执行官倪睿安（Brian Niccol）表示，他已找到应对之策，足以保障这家咖啡连锁企业不会因消费者削减对6至7美元拿铁的消费而受到冲击。
倪睿安上周二在快公司欧洲创新节（Fast Company European Innovation Festival）上表示，他坚信星巴克对“工艺与品质的坚守”及“卓越顾客体验”的承诺，足以抵御动荡经济环境带来的冲击。
这位星巴克掌舵人近期迎来执掌这家咖啡巨头一周年，其“回归星巴克”计划也迎来周年纪念——该计划旨在引领公司回归初心，成为能让消费者悠闲品饮的温馨“第三空间”。
倪睿安愿景的核心，不仅是重新激发消费者在门店停留的意愿，还要通过手写咖啡杯留言等个性化细节建立顾客与咖啡师的情感联结。其战略还包括：借助服务自动化及精简菜单，为咖啡师腾出更多时间与顾客面对面交流。
倪睿安表示：“当我让人们列举优秀客户服务企业时，得到的往往是茫然的眼神。这让我瞬间意识到，成为行业标杆级客户服务企业存在巨大机遇。”
他补充道：“世界级客户服务与精湛工艺、优质餐食的结合潜藏着巨大价值。若能将这两者结合，再设置合理定价，其价值将无可估量。”
回归“第三空间”
“回归星巴克”计划推行一年以来，成效喜忧参半。7月公布的财报显示，星巴克美国同店销售额已连续六个季度下滑，其中第三季度下滑2%；同期可比交易量也下降4%。今年以来，该公司股价已下跌约9%。
但倪睿安在7月也表示，转型计划“进度快于预期”。他援引内部数据称，消费者已注意到门店在“服务速度、服务热情、订单准确率”上的提升。
倪睿安指出，这些改进也体现在消费者对星巴克定价的认知上——顾客的价值感知度攀升至近两年新高，这主要得益于Z世代与千禧一代顾客在星巴克消费群体中的占比已超50%。非会员顾客的交易量也较去年同期实现增长。
“无论是环比还是同比，客户连接评分均有所上升，客户投诉则有所下降。”倪睿安在财报电话会议中表示。
倪睿安提到，星巴克推行的诸多变革，灵感都源于他走访门店时的观察。
“我走进一家门店，发现插座要么被遮挡，要么已无法使用，座位数量也明显不足。”倪睿安上周二表示。
他还注意到，部分门店为线上订单设置了优先等候区，这促使公司重新思考如何协调线上订单与取餐时间，避免顾客在等候区过度聚集，侵占原本可供堂食顾客就座的空间。倪睿安透露，公司或将在各门店增设数十万个座椅。
“消费者正不断向我们传递积极反馈，”倪睿安说，“而且我相信，我们正朝着‘世界级客户服务与客户体验企业’的目标迈进。”（*）
译者：中慧言-王芳
As inflation continues to simmer and economic uncertainty rattles consumers, Starbucks CEO Brian Niccol says he has the solution to ensuring the coffee chain doesn’t suffer from customers pulling back on their $6 or $7 lattes.
Niccol said during the Fast Company Innovation Festival on Tuesday he does not believe a rocky economic landscape will offset Starbucks’ gains because of his company’s “commitment to craft and quality” and “great customer experience.”
The Starbucks CEO recently passed the one-year mark of his tenure helming the coffee giant and the anniversary of his “Back to Starbucks” plan meant to return the company to its roots as a cozy “third space” where customers can leisurely sip their beverages.
At the core of Niccol’s vision is not just rebuilding a desire among customers to linger in stores longer, but to build connections with baristas through a series of personal touches like hand-written notes scribbled on coffee cups. His vision also includes leaning on automation behind the counter and a pared-down menu to give baristas more face time with patrons.
“When I ask people, name me a great customer service company, I usually get a blank stare,” Niccol said. “That tells me, right off the bat, there’s a huge opportunity to be the defining customer-service company.”
“There is tremendous value in being a world-class, customer-service company combined with great craft, great quality food,” he added. “When you look at putting those two things together for the price that we will have to charge for it, I think it will turn out to be invaluable.”
Returning to a ‘third space’
One year into the “Back to Starbucks” experiment, the company has seen mixed success. The company reported in July its sixth straight quarter of declining same-store sales in the U.S., including 2% in its third quarter. Starbucks reported it also saw a 4% decrease in comparable transactions. The company’s stock has fallen about 9% year-to-date.
But Niccol also said in July the turnaround plan was “ahead of schedule.” He cited internal data indicating customers were taking note of improved speed, hospitality, and order accuracy.
Those improvements also extended to how consumers viewed Starbucks’ pricing, with customer value perceptions also reaching a two-year high, Niccol said, driven by Gen Z and millennial customers making up more than half of Starbuck’s consumer base. Transactions among non-rewards customers also grew year-over-year.
“Customer connection scores are up and customer complaints are down, both quarter-over-quarter and year-over-year,” Niccol said in the earnings presentation.
Niccol noted he’s based many of Starbucks’ changes on observations he’s made visiting locations.
“I walked into a store. Outlets were covered or outlets weren’t working, there weren’t enough seats,” Niccol said on Tuesday.
He said he also noticed some stores had prioritized waiting areas for mobile ordering, pushing the company to reconsider how to sync timing of online orders and pick-up times to ensure customers don’t pile up in waiting areas, cutting into floor space where customers could otherwise sit. The company will likely add hundreds of thousands of chairs and seating back into locations, according to the CEO.
“Our customers are giving us positive feedback,” Niccol said. “And I think we’re on our way to being that world-class, customer service, customer experience company.”