华裔夫妇打造美国中式快餐王国

    程：只靠我们自己事无巨细地操办一切显然是不可能的，所以发放加盟执照就变得很重要。我们已经进入墨西哥市场，未来还会在加拿大开新店。不少大学里也有我们的餐厅。但是机场就更困难一点，因为很难拿到店面，毕竟有不少人都有着很强的政治人脉关系。

    蒋：我们有着兼容并包的思想。而且因为我们是外来移民，所以也很能吃苦耐劳，同样，我们还非常节俭。从1983年到2000年，每一家新餐厅开张，我们都有一支现成的团队前去协助。每支这样的团队都会在公寓里住上一个月，就算是管理层也不会去住酒店，而是和普通员工一样住在公寓房间。没人抱怨说缺乏隐私，这是打造团队精神的好方法。

    这些年来，最令我感到骄傲和自豪的就是看到我们的员工与经营业绩双成长。许多人刚进公司时只是厨师或是服务员，而如今都已经做到了公司副总裁。

    程：我最深感骄傲的是打造了这样一个组织，其中的每个人都被激励着追求更好的生活。让每个人生活得更好，也会对我们社会和国家的福祉有着更深远的影响。

    蒋：1973年我们的努力只是为了养家糊口；而如今，我们所有人作为一个团队的目标就是要不断挑战自己，迈上一个又一个新的台阶。

    我们的经营建议：

    重视细节。在熊猫餐厅，没有什么事是小到我们可以忽略的。我们每天都会切码蔬菜，我们的过道永远干净，我们洗手间永远清洁整齐。当这些微不足道的小事都能被做到最好的时候，餐厅内的顾客就会注意得到。

    抢占竞争先机。1992年，我们在商场内开张Hibachi-San日本料理餐厅就是一种防御策略，就是为了防止日本餐厅供应跟熊猫快餐厅一样的中式菜品。

    不断学习。我们会提供有关管理学和成功学的推荐书单，其中包括唐•米格尔•鲁伊兹的《心灵自由的实用手册》（The Four Agreements: A Practical Guide to Personal Freedom）、沃尔特•艾萨克森写的《乔布斯传》（Steve Jobs）等。我们会购买这些书籍，按低于成本的价格出售给员工同事。这样的话，真正想读书的人就得付出点钱来买，而公司也可以减少一些成本支出。（财富中文网）

    译者：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.