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華裔夫婦打造美國(guó)中式快餐王國(guó)

華裔夫婦打造美國(guó)中式快餐王國(guó)

Dinah Eng 2013-02-07
他生在揚(yáng)州,抗戰(zhàn)期間逃往臺(tái)灣。她生在緬甸,后來(lái)搬到香港。他們?cè)诿绹?guó)相識(shí)。他父親是個(gè)廚子,卻從來(lái)沒(méi)有自己的餐廳。他不想那樣。40年前,他借錢(qián)開(kāi)了第一家餐廳。她全力協(xié)助。如今,老兩口打理的熊貓餐飲已經(jīng)擁有1500家連鎖店,足跡遍及全美,總營(yíng)收超10億。夢(mèng)想終將照進(jìn)現(xiàn)實(shí)。

????程:只靠我們自己事無(wú)巨細(xì)地操辦一切顯然是不可能的,所以發(fā)放加盟執(zhí)照就變得很重要。我們已經(jīng)進(jìn)入墨西哥市場(chǎng),未來(lái)還會(huì)在加拿大開(kāi)新店。不少大學(xué)里也有我們的餐廳。但是機(jī)場(chǎng)就更困難一點(diǎn),因?yàn)楹茈y拿到店面,畢竟有不少人都有著很強(qiáng)的政治人脈關(guān)系。

????蔣:我們有著兼容并包的思想。而且因?yàn)槲覀兪峭鈦?lái)移民,所以也很能吃苦耐勞,同樣,我們還非常節(jié)儉。從1983年到2000年,每一家新餐廳開(kāi)張,我們都有一支現(xiàn)成的團(tuán)隊(duì)前去協(xié)助。每支這樣的團(tuán)隊(duì)都會(huì)在公寓里住上一個(gè)月,就算是管理層也不會(huì)去住酒店,而是和普通員工一樣住在公寓房間。沒(méi)人抱怨說(shuō)缺乏隱私,這是打造團(tuán)隊(duì)精神的好方法。

????這些年來(lái),最令我感到驕傲和自豪的就是看到我們的員工與經(jīng)營(yíng)業(yè)績(jī)雙成長(zhǎng)。許多人剛進(jìn)公司時(shí)只是廚師或是服務(wù)員,而如今都已經(jīng)做到了公司副總裁。

????程:我最深感驕傲的是打造了這樣一個(gè)組織,其中的每個(gè)人都被激勵(lì)著追求更好的生活。讓每個(gè)人生活得更好,也會(huì)對(duì)我們社會(huì)和國(guó)家的福祉有著更深遠(yuǎn)的影響。

????蔣:1973年我們的努力只是為了養(yǎng)家糊口;而如今,我們所有人作為一個(gè)團(tuán)隊(duì)的目標(biāo)就是要不斷挑戰(zhàn)自己,邁上一個(gè)又一個(gè)新的臺(tái)階。

????我們的經(jīng)營(yíng)建議:

????重視細(xì)節(jié)。在熊貓餐廳,沒(méi)有什么事是小到我們可以忽略的。我們每天都會(huì)切碼蔬菜,我們的過(guò)道永遠(yuǎn)干凈,我們洗手間永遠(yuǎn)清潔整齊。當(dāng)這些微不足道的小事都能被做到最好的時(shí)候,餐廳內(nèi)的顧客就會(huì)注意得到。

????搶占競(jìng)爭(zhēng)先機(jī)。1992年,我們?cè)谏虉?chǎng)內(nèi)開(kāi)張Hibachi-San日本料理餐廳就是一種防御策略,就是為了防止日本餐廳供應(yīng)跟熊貓快餐廳一樣的中式菜品。

????不斷學(xué)習(xí)。我們會(huì)提供有關(guān)管理學(xué)和成功學(xué)的推薦書(shū)單,其中包括唐?米格爾?魯伊茲的《心靈自由的實(shí)用手冊(cè)》(The Four Agreements: A Practical Guide to Personal Freedom)、沃爾特?艾薩克森寫(xiě)的《喬布斯傳》(Steve Jobs)等。我們會(huì)購(gòu)買(mǎi)這些書(shū)籍,按低于成本的價(jià)格出售給員工同事。這樣的話(huà),真正想讀書(shū)的人就得付出點(diǎn)錢(qián)來(lái)買(mǎi),而公司也可以減少一些成本支出。(財(cái)富中文網(wǎng))

????譯者:唐昕昕

????Andrew: Doing everything ourselves is out of the question, so licensing is important. We're in Mexico now and will soon open in Canada. We're in a lot of universities. Airports are challenging in terms of securing the real estate because there are others who are more connected politically.

????Peggy: We have an all-in mentality. Because we're immigrants, we have a can-do attitude. We're also very frugal. From 1983 to 2000, with every new store, we would take an established team to the new location to help open the store. Every team would live in one apartment for a month, and your supervisor might sleep in the same room as you rather than go to hotels. No one complained about not having privacy. It built team spirit.

????After all these years, what I'm most proud of is seeing our people and the business grow. We have people who joined us as kitchen chefs and waitresses who are now vice presidents of the company.

????Andrew: I am most proud of building an organization where our people are inspired to better their lives. Empowering others to better their lives contributes an even greater impact to our communities and beyond.

????Peggy: Back in 1973 it was about making a living for the family. Today it's about challenging ourselves and seeing what all of us on the team can achieve.

????Our advice

????Details matter. At Panda, the little things are a big deal for us. We cut our vegetables daily. Our sidewalks are clean, and our washrooms are neat and tidy. When the little things get done, guests will notice it.

????Anticipate the competition. We started Hibachi-San in malls in 1992 as a defensive strategy to keep Japanese restaurants from selling against our Chinese food at Panda Express.

????Learn constantly. We maintain a list of recommended books about leadership and inspiration, including The Four Agreements: A Practical Guide to Personal Freedom, by Don Miguel Ruiz, and Steve Jobs, by Walter Isaacson. We buy them, then sell them below cost to our associates. That way, those who want to read them must pay something for them, and the company absorbs the loss.

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