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星巴克的運(yùn)營(yíng)總監(jiān)羅茲·布魯爾以前并不愛(ài)喝咖啡。兩年前她剛加入星巴克時(shí)，她最喜歡的含咖啡因飲料是茶（而且是冰綠茶）。

作為全球最大的咖啡公司的高管，每天品鑒各種咖啡簡(jiǎn)直是再日常不過(guò)的事，星巴克的高管團(tuán)隊(duì)甚至還得經(jīng)常到哥斯達(dá)黎加的咖啡農(nóng)場(chǎng)開(kāi)會(huì)。有些人可能會(huì)想，在這樣一家公司當(dāng)二把手，不愛(ài)喝咖啡怎么行？

不過(guò)自從干上這份工作，布魯爾通過(guò)系統(tǒng)地學(xué)習(xí)，很快成為了一名大家公認(rèn)的合格咖啡師。她扔掉了自己所有的克里格膠囊咖啡機(jī)——膠囊咖啡機(jī)是所有咖啡發(fā)燒友的公敵。她家的廚房里也擺滿(mǎn)了全套的“硬核”咖啡工具。她經(jīng)常站在咖啡吧里，系著星巴克的綠圍裙，練習(xí)調(diào)制馥芮白，試驗(yàn)怎樣才能把奶泡打得恰到好處。她最近正在挑戰(zhàn)手沖咖啡，學(xué)習(xí)手沖咖啡是一個(gè)比較痛苦的過(guò)程，需要你非常有耐心，要一邊攪拌，一邊把水倒進(jìn)一個(gè)錐形的過(guò)濾器里。她說(shuō)：“在我做這件事時(shí)，我非常專(zhuān)注，幾乎連呼吸都停止了?！?/p>

好在星巴克之所以聘請(qǐng)她，并不是看中了她做咖啡的技術(shù)。這也讓布魯爾可以從容練習(xí)。畢竟星巴克的員工里已經(jīng)有很多的咖啡專(zhuān)家了。作為一名前沃爾瑪?shù)母吖埽剪敔柦o星巴克帶來(lái)的，是像做手沖咖啡時(shí)一般的執(zhí)著和專(zhuān)注，而此時(shí)的星巴克正迫切需要這種態(tài)度。

Roz Brewer, chief operating officer of Starbucks, is not by nature a coffee person. In fact, when she joined the company two years ago, her caffeination vehicle of choice was tea (green and iced, thank you).

Some might think that her apathy toward java could pose a problem for the newly appointed No. 2 of the world’s largest purveyor of the brew—a company where the slurps of tastings regularly echo through its Seattle headquarters and the executive team decamps to its very own coffee farm in Costa Rica for leadership meetings.

But since taking the job, Brewer has methodically worked toward earning her barista bona fides. She threw out all of her Keurig coffeemakers—the nemesis of coffee snobs everywhere—and restocked her kitchen with hard-core coffee paraphernalia. She’s put on the Starbucks green apron and practiced her flat whites behind the coffee bar—getting that layer of microfoam just right. Her latest challenge: perfecting the pour-over, a task that requires a painful amount of patience and swirling as water drips slowly through a cone-shaped filter. “While I’m doing it, I’m so focused I can barely breathe,” Brewer says.

While Starbucks waits for Brewer to master the technique, it helps that the company didn’t hire her for her espresso expertise. The Seattle giant already has plenty of coffee nerds on staff. What Brewer, a former Walmart executive, has brought to Starbucks is that uncompromising, pour-over-level focus—and at a time when the company desperately needed it.

布魯爾在2017年10月被任命為星巴克的運(yùn)營(yíng)總監(jiān)兼美洲業(yè)務(wù)負(fù)責(zé)人，她負(fù)責(zé)的也是星巴克規(guī)模最大、利潤(rùn)最高的一塊業(yè)務(wù)。她進(jìn)入星巴克時(shí)，星巴克正在經(jīng)歷摩根大通的分析師約翰·伊萬(wàn)可所稱(chēng)的“公司歷史上最糟糕的幾個(gè)月”。在經(jīng)歷了連續(xù)五六年的銷(xiāo)量和門(mén)店數(shù)量增長(zhǎng)后，星巴克發(fā)現(xiàn)自己陷入了經(jīng)營(yíng)混亂，門(mén)店客流量平平。不久后，星巴克又陷入了種族歧視爭(zhēng)議。2018年4月，兩名黑人走進(jìn)了費(fèi)城的一家星巴克，結(jié)果該店經(jīng)理居然打電話(huà)報(bào)了警。最重要的是，此事發(fā)生僅僅幾個(gè)月后，星巴克品牌的創(chuàng)始人、縱橫商界30多年的商界傳奇霍華德·舒爾茨宣布將從公司離職。

布魯爾就是在這個(gè)關(guān)鍵時(shí)期進(jìn)入星巴克的，她的任務(wù)就是用自己在零售業(yè)的經(jīng)驗(yàn)，重整星巴克的門(mén)店，強(qiáng)化各級(jí)的組織紀(jì)律。百事公司的前首席執(zhí)行官盧英德曾與布魯爾在沃爾瑪共事過(guò)，現(xiàn)在兩人還是亞馬遜董事會(huì)的成員。她表示：“羅茲是一個(gè)強(qiáng)硬的人，她很注重細(xì)節(jié)，她不愛(ài)夸夸其談，但總能把事情做好。”

但布魯爾希望帶給星巴克的，不只是正確的門(mén)店運(yùn)營(yíng)方式，她也是首席執(zhí)行官凱文·約翰遜的整張戰(zhàn)略藍(lán)圖的一部分。約翰遜在“后舒爾茨時(shí)代”的基本理念，是要將星巴克從一家增長(zhǎng)型公司轉(zhuǎn)型成一家“持久型公司”。這意味著公司文化必須具備嚴(yán)肅性和一貫性，同時(shí)要確保星巴克的33萬(wàn)名門(mén)店員工（他們也是公司是的臉面）擁有恰當(dāng)?shù)墓ぞ?，以處理他們可能面臨的各種情況。布魯爾曾在全球最大的零售企業(yè)工作過(guò)10年，她深知一家全球性企業(yè)怎樣才能團(tuán)結(jié)一致地前進(jìn)。布魯爾表示：“有些領(lǐng)導(dǎo)者不會(huì)將自己的理念或者機(jī)會(huì)規(guī)?；?，但我在沃爾瑪學(xué)到了這一點(diǎn)?！?/p>

起初，投資界也有些人質(zhì)疑布魯爾并非星巴克運(yùn)營(yíng)總監(jiān)的上佳人選，因?yàn)樗麄儾⒉徽J(rèn)為布魯爾在零售行業(yè)的經(jīng)驗(yàn)對(duì)星巴克這樣一個(gè)注重體驗(yàn)和高觸感的品牌有什么幫助。不過(guò)隨著星巴克的業(yè)務(wù)日趨好轉(zhuǎn)，這些質(zhì)疑的聲音也漸漸消失了。貝爾德公司的分析師大衛(wèi)·塔倫蒂諾指出：“事實(shí)已經(jīng)證明，那些質(zhì)疑她的人看走眼了?！?/p>

Brewer took on the job of COO and head of the Americas business—the company’s biggest and most profitable—in October 2017, just as the company entered what J.P. Morgan analyst John Ivankoe has described as a “terrible few months in the company’s history.” After an unprecedented run of sales and store growth lasting more than half a decade, store traffic flatlined as the company found itself in operational chaos. Then, in April 2018, the company faced accusations of racial bias after a manager called the police on two black men in one of its Philadelphia stores. But the icing on the cake—or frothed milk on the macchiato, as it were—was the announcement just months later that Starbucks executive chairman Howard Schultz, one of the business world’s most storied leaders and the embodiment of the Starbucks brand for more than three decades, would leave the company.

It was during this critical period that Brewer entered the fold, tasked with translating her retail expertise into cleaning up the company’s stores and imposing a level of discipline that has become her calling card. “Roz is a tough cookie,” says Indra Nooyi, the former CEO of PepsiCo who did business with Brewer when she was at Walmart and now serves with her on the Amazon board. “She’s into the details. She’s not a fluffy person. She gets things done.”

But the structure and focus that Brewer is attempting to bring to the company goes beyond just getting store operations right. It’s an essential part of CEO Kevin Johnson’s vision as he lays the groundwork for Starbucks in the post-Schultz era, a Starbucks that is less of a growth company and more of what he describes as an “enduring” one. That means bringing rigor and consistency to the company’s culture, as well as guaranteeing that its more than 330,000 store employees—the company’s public face—have the tools to properly handle any situation. The 10 years Brewer spent at not only the world’s largest retailer but also the world’s largest company taught her a little something about what it takes for a global operation to move in lockstep. “Some leaders have difficulty scaling their ideas or an opportunity,” Brewer says. “I learned that at Walmart.”

Brewer’s appointment has not come without its critics in the investment community, who initially could not see how her big-box experience at Walmart translated into an experiential, high-touch brand. But as the business has started to turn a crucial corner, the questions have waned. Says Baird analyst David Tarantino: “To the extent there were skeptics, they’ve been proven wrong.”

當(dāng)約翰遜給她打電話(huà)邀請(qǐng)她來(lái)?yè)?dān)任星巴克運(yùn)營(yíng)總監(jiān)時(shí)，她完全沒(méi)有心情談工作的事。當(dāng)時(shí)她正在納帕度假，想在找到下一份工作前再放松一陣子。

當(dāng)時(shí)，布魯爾剛剛結(jié)束了她在沃爾瑪?shù)?0年歲月，她在沃爾瑪?shù)淖詈笠粋€(gè)職務(wù)，是山姆會(huì)員商店（Sam’s Club）的首席執(zhí)行官，任期5年。布魯爾在沃爾瑪是一顆耀眼的明星，在職務(wù)上也是一路高歌猛進(jìn)，沒(méi)過(guò)幾年，就從喬治亞州的業(yè)務(wù)負(fù)責(zé)人，成了東南大區(qū)負(fù)責(zé)人，然后是美東地區(qū)負(fù)責(zé)人，直至最后成為全美山姆會(huì)員商店業(yè)務(wù)的負(fù)責(zé)人。

布魯爾表示，2016年沃爾瑪以33億美元收購(gòu)Jet.com后，她有了一種預(yù)感，覺(jué)得以后山姆會(huì)員商店的重要性會(huì)逐漸降低。沃爾瑪本身也在尋求改變。布魯爾是在山姆會(huì)員商店干得最久的首席執(zhí)行官了。在她領(lǐng)導(dǎo)下，山姆會(huì)員商店雖然再怎么努力也沒(méi)能趕上更強(qiáng)大的競(jìng)爭(zhēng)對(duì)手開(kāi)市客（Costco），不過(guò)也實(shí)現(xiàn)了一定的增長(zhǎng)。愛(ài)德華瓊斯公司的分析師布萊恩·雅伯勒認(rèn)為：“山姆會(huì)員商店做得還是不錯(cuò)的，但它并沒(méi)有點(diǎn)燃整個(gè)世界。”

布魯爾第一次見(jiàn)到舒爾茨就是在沃爾瑪，當(dāng)時(shí)，舒爾茨來(lái)到沃爾瑪總部出席商業(yè)活動(dòng)，他要與沃爾瑪?shù)氖紫瘓?zhí)行官董明倫在一群?jiǎn)T工面前談話(huà)。然而活動(dòng)馬上就要開(kāi)始時(shí)，董明倫突然有事無(wú)法出席，布魯爾只好代替他參加了活動(dòng)。她與舒爾茨一見(jiàn)如故。不久之后，舒爾茨就請(qǐng)她擔(dān)任星巴克的董事，布魯爾一開(kāi)始拒絕了他——當(dāng)時(shí)她已經(jīng)是洛克希德馬丁公司的董事了。不過(guò)在她從沃爾瑪離職后，她又重新考慮了這個(gè)提議。2017年年初，星巴克正式宣布布魯爾加入該公司的董事會(huì)。

在她加入星巴克董事會(huì)后不久，有一次剛開(kāi)完董事會(huì)議，她便登上了前往納帕的航班，想來(lái)一次久違的休假。結(jié)果這次葡萄酒之鄉(xiāng)之旅突然被一通來(lái)自星巴克的電話(huà)打斷了。布魯爾本來(lái)還有些后悔，覺(jué)得星巴克的董事會(huì)真難伺候。結(jié)果來(lái)電話(huà)的人是約翰遜，他請(qǐng)她回到西雅圖，說(shuō)說(shuō)讓她當(dāng)運(yùn)營(yíng)總監(jiān)的事。

在當(dāng)時(shí)，布魯爾并不是一個(gè)顯而易見(jiàn)的選擇。她說(shuō)：“如果沒(méi)有人推薦，我自己去面試，那能入選的話(huà)就是奇跡了?！钡切前涂说亩聲?huì)成員經(jīng)過(guò)這幾次開(kāi)會(huì)，已經(jīng)認(rèn)可了她的務(wù)實(shí)和嚴(yán)謹(jǐn)。Ariel投資公司的聯(lián)席首席執(zhí)行官、星巴克的副董事長(zhǎng)梅洛迪·霍布森表示：“她是一個(gè)搞運(yùn)營(yíng)的人。她不僅有看法、有眼界，而且有執(zhí)行力?！倍@些正是約翰遜需要的。約翰遜上臺(tái)后的一項(xiàng)重要舉措，就是給星巴克的重點(diǎn)業(yè)務(wù)“瘦身”。比如他砍掉了泰舒茶等一些非核心業(yè)務(wù)，關(guān)停了茶瓦納零售門(mén)店。他從上到下地推動(dòng)精簡(jiǎn)改革，并且需要有人對(duì)星巴克的所有門(mén)店進(jìn)行同樣的改革。約翰遜表示：“她懂如何大規(guī)模有秩序地運(yùn)營(yíng)。”布魯爾在沃爾瑪擔(dān)任美東地區(qū)負(fù)責(zé)人時(shí)，她管理的業(yè)務(wù)的銷(xiāo)售額超過(guò)1000億美元，幾乎是整個(gè)星巴克的四倍。

布魯爾同意花一個(gè)周末的時(shí)間，在西雅圖與約翰遜商量這件事。不過(guò)這份工作來(lái)的時(shí)機(jī)不太好。她和家人剛從沃爾瑪總部所在的本頓維爾搬到了亞特蘭大，并且在那兒蓋了一座房子。最近，還有一家私募股權(quán)公司想請(qǐng)她去當(dāng)首席執(zhí)行官。布魯爾也認(rèn)為，那是一份相對(duì)容易的工作。不過(guò)布魯爾從不隱藏自己的雄心壯志，她是無(wú)法對(duì)星巴克這樣一家標(biāo)志性的公司說(shuō)“不”的。最終，她拒絕了那家私募公司，成了約翰遜的副手。

When Brewer got the call from Johnson about the COO job, she was in no mood to think about reentering corporate America. Actually, she was in no mood to talk business at all. She was on vacation in Napa, trying to unwind while she took some time off before her next move.

Brewer had just wrapped up her decade at Walmart, her most recent role there a five-year stint as CEO of the company’s warehouse membership business, Sam’s Club. She had become a star at the retailer, skyrocketing up the ranks from running Georgia, to the Southeast business, and then to all of Walmart’s Eastern region before being tapped to lead Sam’s.

But after Walmart acquired online retailer Jet.com for $3.3 billion in 2016, Brewer says she could see the writing on the wall: She expected Sam’s to become less of a priority. Walmart may very well have been looking for a change too. Brewer was Sam’s longest-serving CEO, and the division had seen only modest growth on her watch as it tried and failed to catch bigger rival Costco. “Sam’s did okay,” says Edward Jones analyst Brian Yarbrough, “but it wasn’t lighting the world on fire.”

Walmart was where Brewer first met Schultz, who was visiting the company’s HQ for an interview with CEO Doug McMillon in front of an audience of employees. McMillon had to cancel at the last minute, so Brewer stepped in, and the two hit it off. Schultz broached the possibility of a director role soon after, but Brewer—already a director at Lockheed Martin—initially put him off. After leaving Walmart, she reconsidered; Starbucks announced Brewer was joining its board in early 2017.

It was after one of her early board meetings that she hopped that flight to Napa for some much-needed R&R. So when her wine country respite was interrupted by a call from Starbucks, Brewer cringed, worried that she had just signed herself up for a high-maintenance board. Instead, it was Johnson asking her to come back to Seattle so they could discuss the COO job.

Brewer wasn’t an obvious choice. “If I were to interview raw, it would have been a leap of faith,” she says. But her fellow directors had already seen how she was willing to get into the nitty-gritty during board meetings. “She’s an operator,” says Mellody Hobson, co-CEO of Ariel Investments and Starbucks vice chair. “She’s not just a person with a point of view and vision. She can execute.” It’s just what Johnson needed. One of his first big moves as CEO was narrowing Starbucks’ focus. He had rid the portfolio of noncore businesses—selling Tazo tea and closing its Teavana retail stores. He was simplifying the company from the top and needed someone to do the same across the entire store base. “She knows how to operate with discipline at scale,” he explains. At one point at Walmart, Brewer, as head of the Eastern division, was running a business with more than $100 billion in sales, about four times the size of all of Starbucks.

Brewer agreed to spend a weekend in Seattle talking it over with Johnson, but the timing of the offer was all wrong. She and her family had just finished building a house in Atlanta, where they had relocated from Walmart headquarters in Bentonville, Ark. She had recently been offered the CEO job at a private equity firm—a role, she says, that would have been easy. But Brewer, who has never hidden her ambition, couldn’t say no to a company as iconic as Starbucks. In the end, she turned down the CEO gig to become Johnson’s No. 2.

如果在離開(kāi)沃爾瑪之后，布魯爾追求的是簡(jiǎn)單輕松的生活，那她來(lái)星巴克就是來(lái)錯(cuò)了地方。她剛一上任，就面臨客流量停滯不前、同店銷(xiāo)量增長(zhǎng)緩慢的問(wèn)題。在上任后前三個(gè)月，布魯爾什么都沒(méi)有干，一心學(xué)習(xí)業(yè)務(wù)?！拔液芸炀桶l(fā)現(xiàn)，當(dāng)前的模式是有問(wèn)題的，于是我說(shuō)：‘先不要做決定，因?yàn)榍闆r很敏感?！彼芸炀驮\斷出，癥結(jié)主要出現(xiàn)在咖啡臺(tái)的后面。近幾年，星巴克的網(wǎng)上訂單出現(xiàn)了巨大增長(zhǎng)，顧客到達(dá)門(mén)店之前，就可以用過(guò)手機(jī)APP下單。但星巴克尚未學(xué)會(huì)應(yīng)對(duì)網(wǎng)上訂單的急劇增長(zhǎng)。結(jié)果就是等待取飲品的顧客經(jīng)常排成長(zhǎng)隊(duì)，咖啡師們手忙腳亂地調(diào)配一杯杯的拿鐵和星冰樂(lè)，這一幕在星巴克簡(jiǎn)直司空見(jiàn)慣。

在舒爾茨時(shí)代，星巴克的領(lǐng)導(dǎo)風(fēng)格很注重直覺(jué)和本能。但是約翰遜有技術(shù)背景，布魯爾曾學(xué)過(guò)化學(xué)，他們更注重分析數(shù)字。布魯爾分析了訂單數(shù)據(jù)后發(fā)現(xiàn)，門(mén)店員工有40%的工作時(shí)間花在了與顧客無(wú)關(guān)的任務(wù)上——比如每天要數(shù)三次還剩下多少罐裝牛奶，或者是補(bǔ)充用掉的咖啡紙杯，并且把它們撂得高高的。星巴克美國(guó)零售業(yè)務(wù)負(fù)責(zé)人莎恩·威廉姆斯戲稱(chēng)他們這是在蓋“比薩斜塔”。

布魯爾和她的團(tuán)隊(duì)采取了一些方法消除、簡(jiǎn)化或者用自動(dòng)化手段替代這些任務(wù)，好讓員工將更多時(shí)間花在顧客身上。如果有的門(mén)店的網(wǎng)上訂單很多，就會(huì)有一名咖啡師專(zhuān)門(mén)負(fù)責(zé)制作這些訂單的咖啡。清潔工作也從白天挪到了打烊之后。

不只是門(mén)店員工忙得手忙腳亂。布魯爾表示，她最終將公司正在進(jìn)行的項(xiàng)目砍掉了三分之二。她還給公司設(shè)定了三個(gè)優(yōu)先目標(biāo)：飲品創(chuàng)新、門(mén)店體驗(yàn)和數(shù)字業(yè)務(wù)?！拔覀兘y(tǒng)一了大家的共識(shí)，如果有什么東西與這三個(gè)目標(biāo)不符，我們就會(huì)叫停它?！爆F(xiàn)在公司里都知道她是一個(gè)能做出艱難的決策并且貫徹到底的人。比如，星巴克在2017年大張旗鼓地推出的新鮮食品項(xiàng)目Mercato，曾一度進(jìn)入6個(gè)市場(chǎng)的1500多家門(mén)店，這個(gè)項(xiàng)目現(xiàn)在已經(jīng)被叫停了。布魯爾和她的團(tuán)隊(duì)撰寫(xiě)了一份6頁(yè)的白皮書(shū)，詳細(xì)分析了該項(xiàng)目的優(yōu)缺點(diǎn)，同時(shí)指出了公司面臨的最大問(wèn)題和挑戰(zhàn)。結(jié)果很明顯，Mercato業(yè)務(wù)并不符合公司的三大優(yōu)先目標(biāo)，于是它被斃掉了。

星巴克還削減了一些限時(shí)供應(yīng)的飲品。這種飲品有的也曾火過(guò)一段時(shí)間，比如曾經(jīng)紅遍Instagram的獨(dú)角獸星冰樂(lè)。它們雖然火爆一時(shí)，但日常銷(xiāo)量并不足以支撐起一家咖啡企業(yè)。星巴克的研發(fā)團(tuán)隊(duì)將精力放在了那些可以被做成不同口味和版本的飲品上，比如氮?dú)饪Х?、綿云冷萃等等，而不是像獨(dú)角獸星冰樂(lè)這種單一配方的產(chǎn)品。研發(fā)人員使用的原料，主要是門(mén)店里的現(xiàn)有產(chǎn)品，以免使咖啡師的工作變得過(guò)于復(fù)雜。比如說(shuō)蛋白質(zhì)冷萃奶昔理論上是個(gè)好東西，但是把它需要的5種原料調(diào)和在一起，流程過(guò)于復(fù)雜，難以執(zhí)行。

If easy was what Brewer was looking for in her post-Walmart life, Starbucks wasn’t it. Her welcome present was flat store traffic and slowing same-store sales growth, an important industry metric. For the first 90 days Brewer did nothing but study the business. “I knew right away that this was problem mode, so I said, ‘No decisions because this thing is fragile,’?” she says. She quickly diagnosed the issue: The company was melting down behind the coffee bar. Starbucks had seen massive growth in its mobile order and pay business, enabling customers to order via their app before arriving in the store, but the company didn’t know how to handle the resulting deluge of orders. The ensuing scene became a familiar one in Starbucks stores: Customers clamoring over one another as they waited to pick up their drinks at what Starbucks calls the “hand-off plane,” and panicked baristas trying to keep up with the onslaught of lattes and frappuccinos.

Under Schultz, Starbucks had often been a place led by intuition and instinct. But Johnson, with his background in tech, and Brewer, who trained as a chemist, turn more readily to the numbers. So Brewer looked at the research as she set her sights on imposing order on the stores. She discovered that 40% of employees’ time was spent on tasks away from the customer—counting milk jugs three times a day or unnecessarily restocking the floor to create what Rossann Williams, head of Starbucks U.S. retail, jokingly calls “the Leaning Tower of Pisa” of cups.

Brewer and her team moved to eliminate, simplify, or automate tasks so those hours could instead be spent with customers. Stores with the most mobile orders got a barista exclusively dedicated to making those drinks. Cleaning was moved from daytime to after close.

It wasn’t just store employees who had too many balls in the air. Brewer says she ended up killing two-thirds of the projects in progress at corporate. She set three priorities: beverage innovation, store experience, and the digital business. “We just lined everybody up and said if it doesn’t fit in these three lanes, we’re stopping the work,” she says. She gained a reputation for making tough decisions and sticking to them. One of those was to end Mercato, the company’s fresh-food efforts, rolled out with great fanfare in 2017 and ultimately introduced in 1,500 stores across six markets. Brewer had her team put together a six-page white paper breaking down Mercato’s pros and cons—an exercise she undertakes with all of the company’s biggest problems and opportunities. The results were clear: It doesn’t fit with the company’s priorities—kill it.

Starbucks also cut back on limited-time offers, which had produced rare one-off hits like the Instagram-famous Unicorn Frappuccino. They created buzz but not the routine purchases that drive a coffee business. The R&D team switched its efforts to products that could be made in different flavors and versions—like nitro coffee or cold foam—rather than stand-alone items like the Unicorn. Developers worked with ingredients already in the stores to make sure they didn’t overcomplicate the baristas’ work. Protein cold-brew shakes were great in theory, but putting together the more than five ingredients they required was too complex to execute.

影響門(mén)店客流量增長(zhǎng)的最大因素，是每天下午的業(yè)務(wù)。布魯爾再次向數(shù)據(jù)尋求答案。她發(fā)現(xiàn)，星巴克的銷(xiāo)量增長(zhǎng)，基本上全部來(lái)自于它的“星巴克星享俱樂(lè)部”會(huì)員計(jì)劃。該項(xiàng)目的1720萬(wàn)名參與者都是星巴克的忠實(shí)客戶(hù)，這些客戶(hù)對(duì)公司來(lái)說(shuō)極為寶貴，雖然只有四分之一的星享客戶(hù)每月都會(huì)來(lái)店消費(fèi)，但他們貢獻(xiàn)的銷(xiāo)量卻達(dá)到了40%。還有一些顧客雖然不是星享俱樂(lè)部的會(huì)員，但他們平均每月在星巴克消費(fèi)1到5次，占據(jù)了午后客流的相當(dāng)一部分比例。下午2點(diǎn)以后來(lái)店消費(fèi)的人群更喜歡冷飲。目前冷飲的銷(xiāo)量已經(jīng)占到了星巴克飲品總銷(xiāo)量的50%左右。

為了解決下午客流量的問(wèn)題，該團(tuán)隊(duì)在各個(gè)層面都采取了一些措施。研發(fā)團(tuán)隊(duì)集中精力開(kāi)發(fā)冷飲，一些比較有經(jīng)驗(yàn)的咖啡師也從上午上班調(diào)整為下午上班。最重要的是，數(shù)字團(tuán)隊(duì)正在想方設(shè)法將下午來(lái)店消費(fèi)的顧客變成星享會(huì)員。比如他們會(huì)要求Wi-Fi用戶(hù)提供電子郵件地址，然后針對(duì)他們開(kāi)展推廣，以吸引他們加入星享俱樂(lè)部。上一季度，星巴克下午2點(diǎn)以后的客流量出現(xiàn)了三年來(lái)的首次上漲，星巴克也實(shí)現(xiàn)了最高的同期銷(xiāo)量增長(zhǎng)率。

布魯爾雖然是一個(gè)數(shù)據(jù)狂人，但她也十分注重人際接觸。她花了很多時(shí)間走訪(fǎng)星巴克的各個(gè)門(mén)店。在那里，她不光會(huì)數(shù)汽車(chē)窗口的訂單數(shù)量，或者咖啡師做了多少食品，還會(huì)看看那些認(rèn)出她的員工會(huì)不會(huì)直視她的眼睛?！叭绻麄兊皖^看自己的腳，就說(shuō)明他們并不為這家店感到驕傲。99%的情況下，我的判斷都是對(duì)的?！?/p>

One of the biggest drags on the company’s store traffic was its afternoon business, and Brewer again turned to the data to understand why. Starbucks had been getting all of its sales growth from customers in its membership program, Starbucks Rewards. The 17.2 million loyalists who are now part of the program are extremely valuable to the company, accounting for more than 40% of sales but only about a quarter of the customers who come into the store every month. Occasional visitors, who frequent a store on average one to five times per month, made up a disproportionate amount of the afternoon traffic. The post-2 p.m. crowd and these occasional customers also prefer cold drinks, which now comprise about 50% of beverage sales.

The team attacked the afternoon problem at all levels: R&D lasered in on cold beverages; more experienced baristas, who normally work in the morning, were redeployed to the afternoon. And perhaps most significantly, the digital crew focused on converting midday customers into rewards members, asking Wi-Fi users for their email addresses and then targeting them with promotions to entice them to sign up for the program. Last quarter, business after 2 p.m. grew for the first time in three years, and the company reported its best sales growth over the same period.

Brewer may be a data fiend, but she’s also a high-touch executive; she spends a good chunk of her time visiting various stores. She’s not just counting orders or how many food items baristas move. What she wants to see is whether employees who recognize her will look her in the eye. “If they look down at their feet, they’re not proud about the store,” Brewer says. “Ninety-nine percent of the time I’m right about that.”

2018年4月，兩名黑人男子在費(fèi)城的一家星巴克里被捕。當(dāng)時(shí)他們并沒(méi)有買(mǎi)東西，只是在等一個(gè)朋友，因此不愿意從店里離開(kāi)，結(jié)果經(jīng)理打電話(huà)報(bào)了警。圍觀群眾將事發(fā)經(jīng)過(guò)以及兩人被捕的畫(huà)面放在了網(wǎng)絡(luò)上，結(jié)果在全美范圍內(nèi)引起了一場(chǎng)對(duì)種族歧視的聲討，一些人甚至呼吁抵制星巴克。

這起事件被星巴克委婉地稱(chēng)為“費(fèi)城事件”，它給布魯爾也造成了不小的打擊。布魯爾的兒子年齡與被警察帶走的兩名黑人男子相仿。作為一個(gè)黑人男孩的母親，布魯爾也感到了一種“母性的恐懼”。她在參加母校斯佩爾曼學(xué)院2018年畢業(yè)典禮時(shí)解釋道：“我一直在瘋狂地努力奮斗，瘋狂地捍衛(wèi)這家我深深喜愛(ài)的公司，而為了捍衛(wèi)它，我必須直面我深?lèi)?ài)的黑人社會(huì)?！辈剪敔柡图s翰遜親自飛到費(fèi)城向這兩名男子道歉。后來(lái)星巴克還向公司的17.5萬(wàn)余名員工開(kāi)展了反種族歧視培訓(xùn)，在這個(gè)過(guò)程中，她也發(fā)揮了重要作用。

In April 2018, two black men were arrested in a Philadelphia Starbucks. They hadn’t made a purchase while they waited for a friend to arrive, and the manager called the police when they declined to leave the store. The video that onlookers posted on social media of the exchange and ensuing arrest set off a national firestorm about racial profiling, with some calling for a Starbucks boycott.

The “Philadelphia incident,” as it’s delicately called around Starbucks, hit Brewer hard. Her son is about the same age as the two men who were removed from the store, and it evoked in her what she describes as the “motherly fear” she’s always had raising an African-American male. “I was mad to have fought so hard for so long, mad to have to defend my company that I deeply admire, and I had to defend it to the African-American community that I profoundly love,” she explained while delivering the 2018 commencement address at Spelman College, her alma mater. Brewer and Johnson flew to Philadelphia to apologize to the two men in person, and she became instrumental in putting together racial bias training for 175,000 of the company’s employees.

布魯爾并不避諱談?wù)摲N族問(wèn)題，特別是女性和黑人群體中，本來(lái)就很少有人在事業(yè)上能達(dá)到她的高度。不過(guò)在談到這個(gè)問(wèn)題時(shí)，有時(shí)她只是幽默地帶過(guò)，有時(shí)人們也能感受到她的痛苦。比如有一次她去參加會(huì)議，列席者都是首席執(zhí)行官，有一位首席執(zhí)行官可能把她當(dāng)成了一個(gè)市場(chǎng)營(yíng)銷(xiāo)員或是小商販，總之他覺(jué)對(duì)想不到，她竟然是山姆俱樂(lè)部的首席執(zhí)行官。當(dāng)看到她登臺(tái)講話(huà)時(shí)，那位首席執(zhí)行官的表情簡(jiǎn)直可以用呆若木雞來(lái)形容。想起這件事，布魯爾忍不住笑了起來(lái)。而在佩爾曼學(xué)院的畢業(yè)典禮上，回憶起有一次她接受CNN采訪(fǎng)談到了企業(yè)的人才多元化問(wèn)題，之后很多人要求她辭職，甚至對(duì)她和她的家人發(fā)出死亡威脅，不禁潸然淚下。

作為一個(gè)在底特律長(zhǎng)大的孩子，布魯爾從未想象過(guò)自己會(huì)走這條路。在她小時(shí)生活的社區(qū)里，黑人醫(yī)生或律師就算是黑人里的高端職業(yè)人士了，她曾以為自己未來(lái)也會(huì)走類(lèi)似的路。當(dāng)時(shí)她的父母都在通用汽車(chē)工作，他們連高中都沒(méi)有上過(guò)，但卻堅(jiān)持讓5個(gè)孩子都讀了大學(xué)。有一段時(shí)間，布魯爾的父親要同時(shí)打三份工，才能供所有的孩子完成學(xué)業(yè)?！拔抑雷约翰荒苁??！彼f(shuō)。

Brewer does not shy away from talking about race, and especially about being one of the few double minorities—both black and female—to reach her level in business. Sometimes she does it with humor and sometimes with pain. She laughs recalling the look of dawning recognition on the face of the executive who had pinned her as a marketer or merchandiser—anything but the CEO of Sam’s Club—when she stood to give the keynote at a CEO confab. She choked up during the Spelman commencement, recalling the demands for her resignation and the death threats she and her family received when she talked about the business case for corporate diversity during a CNN interview.

As a kid growing up in Detroit, Brewer never imagined this path for herself. The black professionals in her neighborhood were doctors and lawyers, and she thought she had a similar future. Her parents, both of whom worked for General Motors and had not graduated from high school, insisted that all five kids go to college. At one point, Brewer’s father was working three jobs to put all the kids through school. “I just knew I couldn’t fail,” she says.

從斯佩爾曼學(xué)院畢業(yè)10天后，布魯爾開(kāi)始在金百利克拉克公司當(dāng)化學(xué)實(shí)驗(yàn)員。這是一項(xiàng)很孤獨(dú)的工作。布魯爾自詡是個(gè)“健談”的人，但是“那里并不是一切開(kāi)始的地方，我甚至連個(gè)說(shuō)話(huà)的人都沒(méi)有?！焙髞?lái)，布魯爾被一支做收并購(gòu)的盡職調(diào)查團(tuán)隊(duì)挖過(guò)去搞專(zhuān)利評(píng)估，從而轉(zhuǎn)向了商業(yè)領(lǐng)域。一開(kāi)始，她負(fù)責(zé)的是一項(xiàng)價(jià)值1億美元的肥皂業(yè)務(wù)。15年后，她已經(jīng)成了一家全球性企業(yè)的總裁，公司所有的生產(chǎn)都?xì)w她管。不過(guò)，當(dāng)沃爾瑪打來(lái)電話(huà)挖人時(shí)，她還是決定跳槽過(guò)去，她不愿意在一家公司耗費(fèi)自己的一生。

布魯爾是山姆俱樂(lè)部的第一位黑人和女性首席執(zhí)行官，是第一位在星巴克獲得如此之高的職務(wù)的黑人女性……她已經(jīng)打破了不少紀(jì)錄，對(duì)此，她感到的更多是驕傲，但這種名聲反過(guò)來(lái)也限制了她?！八屛腋杏X(jué)我好像不能犯罪似的，我也經(jīng)常不能隨心所欲地放松?！?/p>

在“費(fèi)城事件”后，布魯爾一直在思考成功的概念，以及怎樣通過(guò)運(yùn)營(yíng)使公司蒸蒸日上。她表示：“我們很忙，我們正處于轉(zhuǎn)型的過(guò)程中。但我們所能做的最重要的事，就是面對(duì)現(xiàn)實(shí)。同時(shí)我們要說(shuō)，我們不僅要解決門(mén)店里面發(fā)生的事，還必須解決門(mén)店外面發(fā)生的事，因?yàn)樗鼤?huì)從外面走到里面。你不可能把這兩件事分開(kāi)?！?/p>

今年早些時(shí)候，布魯爾向星巴克的美國(guó)零售業(yè)務(wù)負(fù)責(zé)人威廉姆斯提了一個(gè)問(wèn)題，如果星巴克想創(chuàng)造行業(yè)內(nèi)最好的工作，那么，那份工作干起來(lái)應(yīng)該是什么樣的？對(duì)這種問(wèn)題，答案肯定是“我們永遠(yuǎn)在路上”之類(lèi)的。不過(guò)有此一問(wèn)之后，星巴克確實(shí)在今年9月推出了一系列員工福利，比如提高員工的心理健康福利。威廉姆斯表示：“目前的情況是，如果你未來(lái)真想蓬勃發(fā)展，而不是勉強(qiáng)生存下去，我們就必須找到一種方法，讓門(mén)店里的工作變得更有意義?！边@并非只是一種“精神勝利法”。更快樂(lè)的員工，的確會(huì)讓顧客變得更快樂(lè)，從而帶來(lái)更高的銷(xiāo)量。

“費(fèi)城事件”也讓星巴克開(kāi)始反思，一家星巴克咖啡店究竟代表了什么。布魯爾指出，像咖啡廳這種零售場(chǎng)所，本質(zhì)上已經(jīng)與圖書(shū)館這種公共空間沒(méi)有什么區(qū)別了，它也必須滿(mǎn)足員工和當(dāng)?shù)厣鐣?huì)的需要。因此，在有些地方，經(jīng)理們?cè)谙词珠g里放一個(gè)針盒，用來(lái)處理吸毒者用過(guò)的注射器，也是十分必要的，只要他們覺(jué)得這樣做可以提高安全性。布魯爾還表示，有些咖啡師能調(diào)制出完美的馥苪白或者手沖咖啡，不過(guò)她希望這些咖啡師還能接受其他方面的培訓(xùn)，比如學(xué)習(xí)如何應(yīng)對(duì)一些最困難的社交場(chǎng)合，從而使大家增強(qiáng)對(duì)星巴克的歸屬感。

這一切貌似與咖啡無(wú)關(guān)，卻又有關(guān)。對(duì)布魯爾來(lái)說(shuō)，這可能也是星巴克目前還有的最大的一個(gè)機(jī)會(huì)了。

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本文原載于《財(cái)富》雜志2019年10月刊。

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Ten days after graduating from Spelman, Brewer started as a bench chemist at Kimberly-Clark. It was lonely work. “It was not where things were happening, not even a conversation,” says Brewer, who describes herself as “a talker.” After being brought on by the M&A due-diligence team to assess patents, Brewer switched over to the business side, at first running a $100 million soap operation. Fifteen years later all of manufacturing fell under her purview as a global president. When Walmart came calling, she decided to make the move; she couldn’t bear the thought of working at one company her entire life.

The barrier-breaking headlines that Brewer would go on to garner—the first woman and first African-American CEO of Sam’s Club, the first woman and first African-American to hold such a senior position at Starbucks—make her proud more than annoy her, but they also confine her. “It makes me feel like I can’t screw up,” she says. “I can’t always let my hair down the way I want to.”

In the wake of the Philadelphia incident, it’s clear that the idea of success—and what it means to run a thriving company—has been on Brewer’s mind. “We were busy. We were in the middle of a turnaround,” she says. “But probably the most important thing we can do is face the reality and say, ‘Not only are we going to fix what happens in the store, we’ve got to fix what’s happening outside the doors because it’s coming inside.’ You can’t separate those two things.”

Earlier this year, she posed a challenge to Williams, head of U.S. retail: If the company were to create the best jobs in the industry, what would that look like? The answer will always be a work in progress, but that query led Starbucks to announce a new round of employee perks in September, including enhanced mental-health benefits. “We’re really in this mode of, if we’re going to thrive in the future, not just survive, we’ve got to figure out a way to make the jobs in our stores so meaningful,” says Williams. “It’s really that personal to her.” It’s not just a feel-good philosophy. Happier employees lead to happier customers and higher sales.

What happened in Philadelphia has also led the company to double down on what it means to be a Starbucks. The reality of retail right now, Brewer says, is that stores are essentially a public space like libraries and must serve the needs of their employees and community. In some locations, that’s even meant letting managers install needle boxes to dispose of drug users’ syringes in restrooms if they think it will increase safety. Brewer wants baristas to make the perfect flat white or pour-over. But she also wants them trained in how to deal with the hardest social situations they could possibly encounter so everyone feels like they belong in a Starbucks.

It has nothing and everything to do with a cup of coffee. And to Brewer, it’s perhaps the single biggest opportunity the company still has.?

This article originally appeared in the October 2019 issue of Fortune.