立即打开
经受了疫情冲击,这家连锁餐厅首次跻身美国500强

经受了疫情冲击,这家连锁餐厅首次跻身美国500强

BETH KOWITT 2021年06月04日
名列第464位。《财富》杂志采访了尼科洛,听他讲述了Chipotle如何度过疫情,并憧憬了该公司和整个餐饮业的未来。

2018年,墨西哥连锁快餐店Chipotle Mexican Grill任命前塔克钟(Taco Bell)CEO布莱恩•尼科洛作为掌门人。当时该餐厅被曝出一系列食品安全问题之后,股价大跌,客户快速流失。

在尼科洛的领导下,该公司快速复苏,并且今年在大部分餐饮企业因为新冠疫情遭遇重创的时候,该公司首次跻身《财富》美国500强,名列第464位。《财富》杂志采访了尼科洛,听他讲述了Chipotle如何度过疫情,并憧憬了该公司和整个餐饮业的未来。以下采访内容经过编辑。

《财富》:公司是否正在慢慢恢复常态?

布莱恩•尼科洛:消费者需求正在恢复。我很高兴看到人们希望能恢复正常,但这给我们带来了新的压力,我们必须补足人员和材料供应。

恢复正常之后会是什么情形?我们是否会恢复到以前的状态?

我不喜欢“新常态”这种说法,因为现实情况是,企业经营必须学会应对周围世界的变化。我所说的常态是孩子重回学校,人们恢复社交,可以和好友一起午餐,人们工作的时候不会受到空间容量的限制,也不需要额外配戴个人防护装备。但我认为企业将被永久改变。

您的公司发生了哪些永久性的变化?

最明显的变化是,与18个月前相比,我们现在有数十亿美元的数字业务。无论是一线餐厅业务还是这些数字业务,都急需人手。

在文化上的变化是,我们不只是一家制作墨西哥卷饼的公司。雇主还必须明确除了赚钱以外的其他使命。我们非常幸运,因为我们公司的根本理念是诚信经营,为人们提供优质美食。我们将这种理念演变成了创造更美好的世界,因为我们希望做一些对人类和整个地球有益的事情。

公司应该在社会问题上表明立场,这种观点曾经遭到抵触。您认为公司应该扮演什么角色?

这个问题的争议之处在于,公司有时候被牵扯进来在一些问题上表态,不过,这样做很难有任何意义。我们适合在与食物有关的问题上表态。在饲养和对待动物的正确方式、恰当的农业生产方式以及照顾农民等问题上,我们必须坚决表明我们的观点。

你可以对其他问题发表个人意见,但我不认为公司必须要在所有问题上都要有鲜明的立场。

目前有一场与吃肉权利有关的文化战争正在上演。我们应不应该少吃肉? Chipotle在这场辩论中的立场是什么?

我并不认为这是“不要吃肉”的问题,而是正确饲养动物的问题。

我们最终不会再把植物性替代品叫做替代品。人们会说:“我想要美味的基于植物的主菜。”所以我们将努力开发植物性解决方案。我们推出了一种有机豆腐Sofritas。我们还在开发其他植物性食材,最近推出的是花椰菜米饭。

大部分餐厅因为疫情遭到了毁灭性打击。为什么Chipotle能够幸免于难?

在疫情爆发初期,我记得我曾询问公司的健康和食品安全事务的负责人:“为了确保我们能全力应对新冠疫情,我们需要做出哪些改变?”他的回答是:“好消息是我们已经安装了空气过滤系统。我们坚持做体检。我们给员工提供了带薪病假。我们决不允许有任何症状的员工带病工作。我们已经在积极地推行洗手、手部消毒、戴手套等措施。”

我想许多防疫方面的规范都是源自以前出现过的食品安全问题。

我们在2015年得到了深刻的教训。我们必须比其他餐厅更注重食品安全,这是因为我们要持续处理新鲜食材。因而我们执行了许多操作规范。

大餐厅有能力摆脱疫情的影响,成为赢家。但如果整个独立餐厅行业陷入困境,您将面临哪些风险?

我们的财务状况良好,有强大的公司文化和数字化策略,这些优势帮助我们渡过了难关。公司庞大的规模确实有所帮助,但我认为不能低估餐厅创业者的创造性和韧性。有些餐厅可能需要彻底调整,但他们未来会以充满创意的全新理念,东山再起。我们公司曾经也只是位于丹佛市的一家餐厅而已。公司发展的过程跌宕起伏,但我认为餐饮业未来还会有更多精彩故事。

有关人手不足的问题引起了热议。您的餐厅现在是什么情况?

这个问题确实存在。我们很幸运收到了很多求职者的申请,但这又回到了我前面说过的问题。我们的招聘速度赶不上业务复苏的需求,这让我们现有的员工承担了更多压力。他们很长时间以来一直在辛苦工作,有些人会产生疑问:他们是否还想继续留在这个行业?如果迫使零售业或餐厅停业的事件再次发生,会怎么样?

我们一直在尽力保证为员工提供合理的工资和恰当的发展机会。经营一家Chipotle三年,你可以收入10万美元,这是一个绝佳的机会。好消息是,我们将再开设200多家餐厅,每家餐厅都将再创造一个总经理(薪资10万美元)的岗位,以及一个35人的团队,并为他们提供丰厚的工资和福利。虽然这很有挑战性,但我们有责任继续展现我们的员工价值主张。我认为,向员工解释清楚“Chipotle与其他行业或其他餐厅相比有何优势”,有助于提高公司的竞争力。

您如何看待联邦政府规定的15美元的最低工资? 【编辑注:本次采访之后,Chipotle宣布将把平均时薪提高到15美元。

最低工资的规定实际上并没有对我们产生影响。它显然是提出了一个下限,但我们支付的工资远高于美国各地的最低工资计划。我同意这样一种观点:我希望公司支付的工资能够吸引和留住人才,更重要的是能找到契合公司文化的合适人选。

《纽约时报》最近发布了CEO薪酬分析报告【尼科洛去年的薪酬为3,804万美元,排在第12位】]。您如何看待您的薪酬与员工工资之间的差距?

我们的普通员工都二十出头,每周工作约20个小时,所以薪酬差距有时候并不能说明全部事实。我之所以认为这种情况是合理的,是因为我们都有绩效评估,而且我有我的目标,所有员工也有他们自己的目标。如果你达成了目标,我们相信,我们支付的薪酬肯定符合你成功取得的绩效评分。从我本人到新员工或者兼职人员,公司从上到下都坚持这样的原则。

您针对员工接种疫苗有哪些规定?

我们不强制接种,但我们强烈建议员工接种疫苗。我们尽量用阻力最小的方式,让所有员工都完成接种。我们会要求员工自愿报告。我和领导团队成员几乎都接种了疫苗,为员工树立了榜样。好消息是,有很大一部分员工表示只要有机会,他们愿意接种疫苗。所以我认为这不是个问题。

为什么不强制要求接种疫苗?

我们对于任何事情都会分析利弊,对于这件事,我们的态度是让员工个人选择是否接种,而不是我们强制他们接种。

您从塔克钟加入了Chipotle。在去年餐饮行业所谓的“快餐化”时期,您在塔克钟的工作经历给您带来了哪些帮助?

塔克钟的创业理念是快餐也可以美味,反之,美食也可以快速烹饪。疫情加快了餐饮业向快餐化转变的速度。高级餐厅都在思考如何快速做出美食。人们不可能再花两个小时用餐。

Chipotle开创了一类快速休闲餐厅,支持顾客定制餐品,提高了用餐速度。这是一种前所未有的形式。我们思考的是:“如何在保证速度的同时,为人们提供更多选择?”所以我们推出了网上订餐,以及支持订餐自取的Chipotlanes等。我认为保证方便和速度不会过时,因为这正是年轻人所需要的。

您认为送餐服务会继续维持这种发展水平吗?

送餐服务不会像新冠疫情最严重时期那么火爆,但我认为这种服务始终会有一定的市场。坦白说,我认为送餐服务能否普及,将取决于其他用餐方式是否便利。比如,如果你提前在应用上订餐,在选好的取餐时间来到我们窗外,在30秒内取走订的餐,我发现这种方式就非常方便,而且不会额外收费。

众所周知,Chipotle餐厅内经常会排起长龙。以后还会这样吗?或者人们是否希望在后疫情时代不再需要排队?

Chipotle已经恢复排队。现在我们必须保证有足够的人手,可以缩短人们排队的时间。(财富中文网)

翻译:刘进龙

审校:汪皓

2018年,墨西哥连锁快餐店Chipotle Mexican Grill任命前塔克钟(Taco Bell)CEO布莱恩•尼科洛作为掌门人。当时该餐厅被曝出一系列食品安全问题之后,股价大跌,客户快速流失。

在尼科洛的领导下,该公司快速复苏,并且今年在大部分餐饮企业因为新冠疫情遭遇重创的时候,该公司首次跻身《财富》美国500强,名列第464位。《财富》杂志采访了尼科洛,听他讲述了Chipotle如何度过疫情,并憧憬了该公司和整个餐饮业的未来。以下采访内容经过编辑。

《财富》:公司是否正在慢慢恢复常态?

布莱恩•尼科洛:消费者需求正在恢复。我很高兴看到人们希望能恢复正常,但这给我们带来了新的压力,我们必须补足人员和材料供应。

恢复正常之后会是什么情形?我们是否会恢复到以前的状态?

我不喜欢“新常态”这种说法,因为现实情况是,企业经营必须学会应对周围世界的变化。我所说的常态是孩子重回学校,人们恢复社交,可以和好友一起午餐,人们工作的时候不会受到空间容量的限制,也不需要额外配戴个人防护装备。但我认为企业将被永久改变。

您的公司发生了哪些永久性的变化?

最明显的变化是,与18个月前相比,我们现在有数十亿美元的数字业务。无论是一线餐厅业务还是这些数字业务,都急需人手。

在文化上的变化是,我们不只是一家制作墨西哥卷饼的公司。雇主还必须明确除了赚钱以外的其他使命。我们非常幸运,因为我们公司的根本理念是诚信经营,为人们提供优质美食。我们将这种理念演变成了创造更美好的世界,因为我们希望做一些对人类和整个地球有益的事情。

公司应该在社会问题上表明立场,这种观点曾经遭到抵触。您认为公司应该扮演什么角色?

这个问题的争议之处在于,公司有时候被牵扯进来在一些问题上表态,不过,这样做很难有任何意义。我们适合在与食物有关的问题上表态。在饲养和对待动物的正确方式、恰当的农业生产方式以及照顾农民等问题上,我们必须坚决表明我们的观点。

你可以对其他问题发表个人意见,但我不认为公司必须要在所有问题上都要有鲜明的立场。

目前有一场与吃肉权利有关的文化战争正在上演。我们应不应该少吃肉? Chipotle在这场辩论中的立场是什么?

我并不认为这是“不要吃肉”的问题,而是正确饲养动物的问题。

我们最终不会再把植物性替代品叫做替代品。人们会说:“我想要美味的基于植物的主菜。”所以我们将努力开发植物性解决方案。我们推出了一种有机豆腐Sofritas。我们还在开发其他植物性食材,最近推出的是花椰菜米饭。

大部分餐厅因为疫情遭到了毁灭性打击。为什么Chipotle能够幸免于难?

在疫情爆发初期,我记得我曾询问公司的健康和食品安全事务的负责人:“为了确保我们能全力应对新冠疫情,我们需要做出哪些改变?”他的回答是:“好消息是我们已经安装了空气过滤系统。我们坚持做体检。我们给员工提供了带薪病假。我们决不允许有任何症状的员工带病工作。我们已经在积极地推行洗手、手部消毒、戴手套等措施。”

我想许多防疫方面的规范都是源自以前出现过的食品安全问题。

我们在2015年得到了深刻的教训。我们必须比其他餐厅更注重食品安全,这是因为我们要持续处理新鲜食材。因而我们执行了许多操作规范。

大餐厅有能力摆脱疫情的影响,成为赢家。但如果整个独立餐厅行业陷入困境,您将面临哪些风险?

我们的财务状况良好,有强大的公司文化和数字化策略,这些优势帮助我们渡过了难关。公司庞大的规模确实有所帮助,但我认为不能低估餐厅创业者的创造性和韧性。有些餐厅可能需要彻底调整,但他们未来会以充满创意的全新理念,东山再起。我们公司曾经也只是位于丹佛市的一家餐厅而已。公司发展的过程跌宕起伏,但我认为餐饮业未来还会有更多精彩故事。

有关人手不足的问题引起了热议。您的餐厅现在是什么情况?

这个问题确实存在。我们很幸运收到了很多求职者的申请,但这又回到了我前面说过的问题。我们的招聘速度赶不上业务复苏的需求,这让我们现有的员工承担了更多压力。他们很长时间以来一直在辛苦工作,有些人会产生疑问:他们是否还想继续留在这个行业?如果迫使零售业或餐厅停业的事件再次发生,会怎么样?

我们一直在尽力保证为员工提供合理的工资和恰当的发展机会。经营一家Chipotle三年,你可以收入10万美元,这是一个绝佳的机会。好消息是,我们将再开设200多家餐厅,每家餐厅都将再创造一个总经理(薪资10万美元)的岗位,以及一个35人的团队,并为他们提供丰厚的工资和福利。虽然这很有挑战性,但我们有责任继续展现我们的员工价值主张。我认为,向员工解释清楚“Chipotle与其他行业或其他餐厅相比有何优势”,有助于提高公司的竞争力。

您如何看待联邦政府规定的15美元的最低工资? 【编辑注:本次采访之后,Chipotle宣布将把平均时薪提高到15美元。

最低工资的规定实际上并没有对我们产生影响。它显然是提出了一个下限,但我们支付的工资远高于美国各地的最低工资计划。我同意这样一种观点:我希望公司支付的工资能够吸引和留住人才,更重要的是能找到契合公司文化的合适人选。

《纽约时报》最近发布了CEO薪酬分析报告【尼科洛去年的薪酬为3,804万美元,排在第12位】]。您如何看待您的薪酬与员工工资之间的差距?

我们的普通员工都二十出头,每周工作约20个小时,所以薪酬差距有时候并不能说明全部事实。我之所以认为这种情况是合理的,是因为我们都有绩效评估,而且我有我的目标,所有员工也有他们自己的目标。如果你达成了目标,我们相信,我们支付的薪酬肯定符合你成功取得的绩效评分。从我本人到新员工或者兼职人员,公司从上到下都坚持这样的原则。

您针对员工接种疫苗有哪些规定?

我们不强制接种,但我们强烈建议员工接种疫苗。我们尽量用阻力最小的方式,让所有员工都完成接种。我们会要求员工自愿报告。我和领导团队成员几乎都接种了疫苗,为员工树立了榜样。好消息是,有很大一部分员工表示只要有机会,他们愿意接种疫苗。所以我认为这不是个问题。

为什么不强制要求接种疫苗?

我们对于任何事情都会分析利弊,对于这件事,我们的态度是让员工个人选择是否接种,而不是我们强制他们接种。

您从塔克钟加入了Chipotle。在去年餐饮行业所谓的“快餐化”时期,您在塔克钟的工作经历给您带来了哪些帮助?

塔克钟的创业理念是快餐也可以美味,反之,美食也可以快速烹饪。疫情加快了餐饮业向快餐化转变的速度。高级餐厅都在思考如何快速做出美食。人们不可能再花两个小时用餐。

Chipotle开创了一类快速休闲餐厅,支持顾客定制餐品,提高了用餐速度。这是一种前所未有的形式。我们思考的是:“如何在保证速度的同时,为人们提供更多选择?”所以我们推出了网上订餐,以及支持订餐自取的Chipotlanes等。我认为保证方便和速度不会过时,因为这正是年轻人所需要的。

您认为送餐服务会继续维持这种发展水平吗?

送餐服务不会像新冠疫情最严重时期那么火爆,但我认为这种服务始终会有一定的市场。坦白说,我认为送餐服务能否普及,将取决于其他用餐方式是否便利。比如,如果你提前在应用上订餐,在选好的取餐时间来到我们窗外,在30秒内取走订的餐,我发现这种方式就非常方便,而且不会额外收费。

众所周知,Chipotle餐厅内经常会排起长龙。以后还会这样吗?或者人们是否希望在后疫情时代不再需要排队?

Chipotle已经恢复排队。现在我们必须保证有足够的人手,可以缩短人们排队的时间。(财富中文网)

翻译:刘进龙

审校:汪皓

When Chipotle Mexican Grill tapped Brian Niccol to run the Mexican fast casual chain in 2018, the former Taco Bell CEO faced a stock price and customer base that had cratered amid a string of food safety issues.

On Niccol’s watch, the company has come roaring back and is making its debut on the Fortune 500 at No. 464 in a year when much of the restaurant industry was wrecked by COVID-19. Fortune talked with Niccol about navigating the pandemic and what the future holds for Chipotle and the rest of the sector. Edited excerpts follow.

Fortune: Are we creeping back toward normalcy?

Brian Niccol: Consumer demand is just taking off. It’s exciting to see people wanting to get back to normal, but it creates new pressure on our business to get ourselves staffed and supplied to catch up.

What does normal look like? Will we go back to the before times?

I hate the term “the new normal” because the reality is we’re just in a world where change is part of how you do business. When I talk about normal, it’s the normalcy of kids back in school, people are back out socializing, they’re meeting a friend for lunch, they’re doing their job without the capacity constraints or the additional PPE. But I do think businesses are going to be changed forever.

How has your business changed forever?

The most obvious change is that we now have a multibillion-dollar digital business, which we didn’t have 18 months ago. It has to be staffed, just as much as our front line has to be staffed.

The other change culturally is this idea that we are a company that does more than just make burritos. More and more, employers have to be crystal clear on what their purpose is that goes beyond how they basically make money. We’re very fortunate because we’re a company that was founded on this idea of giving people access to great food with integrity. We’ve evolved that into cultivating a better world, because we want to do the right thing for our people and the right thing for the planet.

There’s been pushback on this idea that companies should take a stand on social issues. What do you think the role of a corporation should be?

Where the debate gets clouded is sometimes companies get involved when it’s hard for the business to make sense showing up on the issue. Where it works for us is when it comes to food. We have a strong point of view on the right way to raise and treat animals, the right way to farm, as well as taking care of the farmer.

There are other issues where you can have a personal opinion, but I’m not sure the organization necessarily needs to have such a strong position on every issue.

There’s a culture war taking place over meat right now. Should we be eating less meat? What’s Chipotle’s role in that debate?

I don’t think it’s an issue of “stop eating meat.” I think it’s an issue of raising the animal correctly.

Eventually we’re not going to be talking about plant-based alternatives as alternatives. People are going to say, “I want plant-based, delicious entrée experiences to be part of the rotation.” So we’re going to try to lead on plant-based solutions. We’ve got our Sofritas, which is an organic tofu. We’re working on others, and most recently did cauliflower rice.

Much of the restaurant industry has been devastated by the pandemic. Why has that not been the case for Chipotle?

Back when the news was breaking about what was happening, I remember asking our person in charge of wellness and food safety, “What will we need to change in order to make sure we’re doing everything possible in regard to COVID-19?” Her response was, “The good news is we’ve already put in the air filtration systems. We’re already doing wellness checks. We’re already getting paid sick leave. We have zero tolerance around working if you have any symptoms. We were already very aggressive with hand washing, hand sanitizing, wearing gloves.”

I’m guessing that a lot of the protocols came out of the food safety issues that you’ve had in the past.

We learned from those mistakes in 2015. We had to go further on these things than probably a lot of other places because we’re going to continue handling fresh food. That’s why we put a lot of practices in place.

Big restaurant players are positioned to come out of the pandemic as winners. But what’s at stake if we see the demise of the independent restaurant industry?

We had a really strong balance sheet, a really strong people culture, and a really strong digital proposition that helped us weather the storm. The scale definitely helps, but I think you can’t ever underestimate the creative spirit and resiliency of the restaurant entrepreneur. Some restaurants may have to totally reset, but they’ll come back with some great, creative new concepts. Our company at one point was one restaurant in Denver. It’s an amazing story, but I think there’s more amazing stories to be had in the restaurant industry.

There’s been a lot of discussion about a labor shortage. What are you seeing in your restaurants?

Look, it’s real. We’re fortunate to be getting good applicant flow, but this is what I talked about earlier. We haven’t been able to hire as fast as the business has come back, which puts more stress and pressure on our existing employees. They’ve been working hard for a really long time, and some of them are questioning: Do they want to stay in the industry? What happens if there’s another event that forces retail or restaurants to have to take a step back?

We’re doing everything we can to make sure that we’re going to have the right wage, the right growth opportunity. You can find yourself in three years making $100,000 running a Chipotle. That is a tremendous opportunity, and the good news is we’re going to build another 200-plus restaurants, and every one of those restaurants creates the opportunity to have another $100,000 general manager and a team of 35 employees earning a really great wage with some really great benefits. But it’s challenging, and the onus is on us to continue to demonstrate our employee proposition. I think it’s going to be even more competitive to get across, “Why Chipotle versus some other industry or some other restaurant?”

What’s your position on a federally mandated $15 minimum wage? [Editor’s note: After this interview took place, Chipotle said it would increase its average wage to $15 an hour.]

In our case, the minimum wage really doesn’t dictate what we pay. It obviously creates a floor, but we’re already paying above all the various minimum wage programs across the country. I subscribe to the idea that I want to pay a wage that will attract and retain people, and more importantly get the right people that fit with our culture.

The New York Times recently came out with its analysis of CEO compensation [Niccol was the 12th-highest-paid CEO last year at $38.04 million]. How do you think about your compensation in comparison with the issues around employee wages?

Our average employee works about 20 hours a week and is in their early twenties, so the discrepancy in the pay sometimes doesn’t tell the whole story. I think the way this works is we all have our performance appraisals, and I’ve got my objectives, and every employee in our company has their objectives. If you accomplish them, we believe we’re paying commensurate to you successfully executing your performance point. That’s how we do this, from my job all the way down to somebody that just joins the team and is working at Chipotle part-time.

What’s your policy on vaccinating employees?

We’re not mandating it. We are strongly encouraging it. We are trying to enable the least path of resistance to get a vaccine for every one of our employees. We do ask people to voluntarily report. Myself and our leadership team, pretty much everybody’s been vaccinated, so we’re leading by example. The good news is we’re seeing a high percentage of employees saying they’re willing to get vaccinated once they have the opportunity. So I don’t see it as an issue.

Why didn’t you mandate?

It was one of those things where we looked at the pros and cons, and where we landed on this was giving people their personal choice to get the vaccination versus us forcing it on them.

You came to Chipotle from Taco Bell. How has that background served you during what’s been described as the “fast food–ization” of the restaurant industry in the past year?

The company was founded on the idea that fast food could be great food. Said another way, great food can be done fast. It’s a trend that got sped up because of the pandemic. Fine dining, the white tablecloth restaurants, were trying to figure out how they could do their great food fast. It was no longer the two-hour dinner.

Chipotle created the fast casual category, giving people customization and speed. That was never seen before. What we’ve said is, “How do we give people more access to that speed?” That’s why we’ve done things like digital ordering, Chipotlanes where you order ahead and pick it up. I don’t think that convenience and speed is going away, because that’s just what younger people demand.

Do you expect delivery to continue at these levels?

Delivery won’t be at the level it was when we peaked during COVID. But I do think the occasion is always going to have a place. How predominant it is I think frankly will be dictated by how convenient and accessible the other access points are. What I’m finding is if you can order ahead in your app, select your pickup time, pull up to our window, and get your food in a matter of 30 seconds, that’s really convenient. And it doesn’t come with a premium.

There’s always been that infamous line at Chipotle. Is that part of the future or will people not want that in a post-COVID world?

The Chipotle line is already back. Now we’ve got to make sure we’re staffed so we can get that line moving fast again.

最新:
  • 热读文章
  • 热门视频
活动
扫码打开财富Plus App