细节决定成败(翻译).doc

细节决定成败，这话说得很有道理。尤其对于餐饮这类服务行业来说更是如此。很多餐饮企业的老板都会发出这样的感慨：为什么我的菜品口味也不错、价格也不比别的店高，店面位置也很好，但为什么生意却不如别人呢？这个时候，你或许就该要认真的检讨细节是否做的到位了。 很多餐厅尤其是一些档次比较低的餐厅往往很容易忽视细节，这其实是一件很吃亏的事情。因为把细节做好，并不需要你去花多少钱，只要从消费者的角度多用用心，多为消费者考虑考虑，也许小小的投入，就能带来很大的回报。消费者在就餐时，往往对细节都很在意。从服务员的一个动作、甚至一个眼神到上菜程序、餐具摆放、席间服务等等，细节虽小，但带来的影响往往却很大。而餐饮企业的环境细节也会影响到顾客心情。出色的产品、优质的服务加上良好的就餐氛围，只有每个方面都做到位，才会给顾客带来愉悦用餐的良好体验。餐饮品牌之间的竞争，也是细节的竞争，这是一个享受细节的时代，同时也是一个细节比拼、细节决定成败的时代。餐饮企业的实力和管理水平往往通过一个看起来微不足道的细节，就能够得到鲜明的体现。很多餐饮企业正是输在了细节这一关键环节。胜负有时是很细微的，但细微之处的高下之分，靠的并非偶然，而是深厚的“功力”和艰辛的奋战。在细节上，也同样对应到环境、服务、产品这三个关键环节。 The details determine success or failure, which makes perfect sense, especially for catering industry. A lot of bosses will give such an emotion: Since I have the tasty food, less expensive price and good store location, why my business state is not better than others? For that question, you may have to think seriously about the details. Many restaurants especially for some lower levels tend to easily neglect the details, which actually is a suffering. Because you dont spend much money to complete the details unless you focus on the consumers and give a small investment, you will get much in return. Consumers require extreme attention to the details when they eat at restaurants. Many little details including a movement of the waitress, expression or serving procedures, setting the table or services during the meals, etc will have large effects on the catering. Moreover, the environment of the catering will affect customers mood. Every aspect in excellent products, quality service and good atmosphere should be done well, which makes a dining a far more enjoyable experience. The competition between the catering enterprises is also competition of details. Our world is a times to enjoy the details, to compete and to determine success or failure. The strength and management level of a catering enterprise can be reflected by an insignificant detail, which is the key reason why many catering enterprises fail to succeed. Sometimes a thin line separates success from failure, but success needs deep skills and hard working to determine rather than accidental factors. Likewise, the three key factors of environment, services and products need to pay attention on the details.星巴克发展之初，公司高层曾围绕是发展特许经营还是直接经营这个重要问题进行过激烈的讨论。不过星巴克最终选择了直接拥有和经营咖啡店的模 式，因为只有这样才能确保星巴克产品和服务的质量，才能充分体现星巴克的文化和价值。人们在星巴克感受到的相互沟通是品牌成功的一个决定性因素。想要满足或者超越消费者的期待，最好的扩张方式就是以自己直接拥有和经营的店铺为中心。星巴克宁可多花钱，开自己的店，培训自己的人，也要确保星巴克产品和服务的统一和高质。长期以来，星巴克品牌扩张一直坚持以直营为主的战略：由星巴克总部直接管理，统一经营，目的是控制和确保品质标准。这样每家店都由总部统筹管理和训练员工，保证每家分店都是百分之百的星巴克“血统”。虽然初期投入的资本较大，但是经过培训的职员专业素质高，便于咖啡文化的推广，星巴克品牌的扩张也更加坚定有力。据透露，星巴克在全球的9000多家咖啡店是根据不同市场情况作出的不同商业组织结构。目前有四种合作方式：独资自营、合资公司、许可协议、授权经营。第一种方式星巴克通常持有100股权，如在英国、泰国等地的业务开拓；第二种星巴克占50股权，如在日本等地的合作；第三种星巴克占股权较少，一般在5左右，如在中国台湾、香港以及上海等地的合作；而在菲律宾、新加坡、马来西亚以及北京等地市场，星巴克采用的是第四种方式，不占股份，纯粹授权经营。At the beginning of its development, the top of Starbucks had a heated discussion about an important issue whether to develop franchising or direct operation. Eventually, Starbucks chose the mode of direct owning and running cafes because that is the only way to ensure the product and service quality and fully reflect the culture and value of Starbucks. Mutual communication between people and Starbucks is a decisive factor for successful brand. In order to satisfy or exceed customers expectations, the best way to expand is based on direct owning and running stores. Starbucks would rather spend more money opening its own shops and training its own staff to ensure the unity and high quality of Starbucks product and service. For a long time, the brand expansion of Starbucks has always adhered to the main strategy of direct owning: the direct and unified management of Starbucks headquarters aims to control and ensure the quality standards. Hence, the headquarters manage every store and develop the staffs, which ensure each branch has one hundred percent blood of Starbucks. Although the initial investment was larger, the staffs after training have high professional quality and they can easily promote coffee culture, which will improve the brand expansion of Starbucks. It was revealed that Starbucks with more than nine thousand coffee shops in the world is a different commercial organization according to different market conditions. At present, there are four kinds of mode of cooperation: sole proprietorship, joint ventures, license agreement and authorized management. Starbucks usually holds 100% stake by the first mode, such as business development in Britain, Thailand and other places; Starbucks accounts for 50% stock by the second mode, such as cooperation in Japan; Starbucks shares less 5% stock by the third mode, such as cooperation in Taiwan, Hongkong and Shanghai; Starbucks has no stock and uses authorized operation by the forth mode in markets of Philippines, Singapore, Malaysia and Beijing.创建一个消费品牌的总体环境同以前相比已经发生了重大而又深刻的变化。过去消费品品牌的创建往往是通过大规模的市场投放和以消费者为主的传统广告，宝洁就是靠这种方式做大做强的你把自己推出去，做广告，有好看的包装和引人注目的橱窗展示。这是传统的创建品牌的模式，现在这个模式仍然在被许多公司使用。但是星巴克所走的却是另一条不同的路线。星巴克创建初期拿不出什么钱来做广告，所以只能通过另一种方式创建品牌。这种方式比传统方式更加古老。就像一个古老的商人，你需要好好照顾自己的顾客。如何照顾？一次一位顾客。”当然，星巴克对自己的顾客群是有一个准确定位的。正是由于星巴克这种顾客定位战略，星巴克咖啡店才大都选址在人流多、特别是商场或写字楼附近。在星巴克店仔细观察，发现来这里消费的顾客多为二三十岁的年轻人，也不时有一些中老年人。服务员对他们显得亲切熟悉，往往是直呼其名。自称是星巴克忠实顾客的斯蒂夫先生说：“星巴克卖咖啡是现场研磨，现场调制，这样做出来的咖啡如能细啜上一口，原汁原味的咖啡浓香能让人体会到来自南美哥伦比亚咖啡豆的新鲜气息。”Establishment of overall environment for a consumer brand has changed significantly than before. In the past, building brand begun a large-scale market and used traditional advertisements, by which Procter & Gamble adopted to become stronger itself-sell out, advertise and display beautiful packaging to attract customers. That is a traditional brand model still used in many companies while Starbucks takes another way. When Starbucks was in its infancy, it had no enough money to advertise, so it took another way to build a brand. This way is older than the traditional way. Like an old merchant, you need to take good care of your customers. How to