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星巴克新任CEO:曾是快餐業(yè)的“科學(xué)怪人”,拯救過(guò)Chipotle

Sasha Rogelberg
2024-08-15

尼科爾曾在塔可鐘和必勝客的母公司百勝餐飲集團(tuán)擔(dān)任領(lǐng)導(dǎo)職位。

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星巴克即將上任的CEO布萊恩·尼科爾。圖片來(lái)源:Maggie Shannon for Fortune

周二,星巴克突然宣布任命Chipotle公司CEO布萊恩·尼科爾接替拉克斯曼·納拉西姆漢,擔(dān)任新任CEO,他常用的卷餅碗和玉米餅,將換成奶油冷萃咖啡和南瓜風(fēng)味拿鐵咖啡。

尼科爾曾在塔可鐘(Taco Bell)和必勝客(Pizza Hut)的母公司百勝餐飲集團(tuán)(Yum! Brands)擔(dān)任領(lǐng)導(dǎo)職位,后來(lái)加入Chipotle,因此他對(duì)快餐業(yè)并不陌生。自2018年擔(dān)任Chipotle的CEO以來(lái),他領(lǐng)導(dǎo)這家連鎖墨西哥餐廳進(jìn)行大規(guī)模轉(zhuǎn)型,幫助公司擺脫了大腸桿菌危機(jī),并將其重新定位為以烹飪和美食為導(dǎo)向的快速休閑餐廳帝國(guó)。他甚至還制定了雄心勃勃的計(jì)劃,要將在美國(guó)的餐廳數(shù)量翻一番,增加到7,000多家。

星巴克需要尼科爾像在Chipotle時(shí)一樣,提振公司的士氣。作為該連鎖咖啡廳兩年內(nèi)的第四任CEO,尼科爾要接手的是一家日漸衰弱的帝國(guó),很難打動(dòng)受通脹影響的客戶。除了銷售下滑和顧客因?yàn)殚T店人滿為患而放棄在線訂單以外,星巴克還要面對(duì)投資者要求建立穩(wěn)健管理團(tuán)隊(duì)的壓力?,F(xiàn)任首席財(cái)務(wù)官瑞秋·魯杰里將接替納拉西姆漢擔(dān)任臨時(shí)CEO,直到9月9日尼科爾接班。

對(duì)星巴克而言,幸運(yùn)的是,有30年零售食品業(yè)從業(yè)經(jīng)歷的尼科爾,擅長(zhǎng)接手需要改進(jìn)的公司。

混搭大師

尼科爾在2015年至2018年期間曾擔(dān)任百勝餐飲旗下的塔可鐘的CEO,后來(lái)加入Chipotle,墨西哥快餐對(duì)他而言就是舒適區(qū)。在塔可鐘任職期間,他像科學(xué)怪人一樣,幫助開(kāi)發(fā)出目前大受歡迎的Doritos Locos Tacos,還有限時(shí)供應(yīng)的Cap’n Crunch甜甜圈球混搭食品。他還為該連鎖餐廳策劃了“Live Más”廣告,并推出了手機(jī)點(diǎn)餐應(yīng)用。

在設(shè)計(jì)出塔可鐘風(fēng)靡一時(shí)的創(chuàng)意食品之前,他在邁阿密大學(xué)(Miami University)主修工程學(xué)。他恰好參加了一個(gè)市場(chǎng)營(yíng)銷課程,這讓他對(duì)工程學(xué)以外的其他領(lǐng)域產(chǎn)生了興趣。尼科爾在1996年畢業(yè),修了經(jīng)濟(jì)學(xué)和商務(wù)學(xué)分,畢業(yè)后加入寶潔(Procter & Gamble)擔(dān)任Scope漱口水的品牌經(jīng)理,后來(lái)被任命為營(yíng)銷總監(jiān)助理。

在寶潔工作近十年后,尼科爾在2005年加入百勝餐飲,從必勝客和塔可鐘的副總裁被提拔為首席營(yíng)銷官,后來(lái)負(fù)責(zé)Chipotle這家連鎖墨西哥餐廳。

Chipotle轉(zhuǎn)型

尼科爾在2018年接任Chipotle的CEO時(shí),這家快速休閑連鎖餐廳因?yàn)榇竽c桿菌爆發(fā)的影響陷入困境。那次危機(jī)導(dǎo)致20名顧客住院。除此之外,Chipotle開(kāi)展了防御性的營(yíng)銷活動(dòng),強(qiáng)調(diào)其食品安全措施,并推出了大量折扣和促銷活動(dòng),導(dǎo)致公司聲譽(yù)進(jìn)一步受挫。尼科爾調(diào)整了公司的戰(zhàn)略方向,取消了促銷活動(dòng),并且在“早餐大戰(zhàn)”中表現(xiàn)出克制,他并沒(méi)有像其他連鎖快餐廳那樣,投入大量資源擴(kuò)展菜單和延長(zhǎng)營(yíng)業(yè)時(shí)間。

相反,尼科爾鼓勵(lì)Chipotle采取以烹飪和美食為中心的策略。他幫助培訓(xùn)門店員工,讓他們了解食材的季節(jié)性,并強(qiáng)調(diào)了連鎖餐廳員工的廚師角色,以及顧客觀看他們烹飪食物的“戲劇性”體驗(yàn)。Chipotle轉(zhuǎn)向在線訂餐,并嘗試使用自動(dòng)化和推出限時(shí)新品,如蒜味墨西哥瓜希柳辣椒牛排和烤腌雞肉等,這讓人回想起尼科爾在塔可鐘任職期間的表現(xiàn)。

雖然在尼科爾的領(lǐng)導(dǎo)下,Chipotle的處境有所好轉(zhuǎn),但該連鎖餐廳依舊需要面對(duì)挑剔的顧客。隨著餐廳的價(jià)格持續(xù)上漲,顧客已經(jīng)表達(dá)了對(duì)于食物數(shù)量和份量一致性的擔(dān)憂。

他在今年春季對(duì)《財(cái)富》雜志表示:“我們一直希望給顧客提供大份食物,讓他們對(duì)食物感到興奮。如果你想要雙份肉,就必須付錢,但我們的目標(biāo)是用真正美味的食物打動(dòng)顧客。”(財(cái)富中文網(wǎng))

譯者:劉進(jìn)龍

審校:汪皓

周二,星巴克突然宣布任命Chipotle公司CEO布萊恩·尼科爾接替拉克斯曼·納拉西姆漢,擔(dān)任新任CEO,他常用的卷餅碗和玉米餅,將換成奶油冷萃咖啡和南瓜風(fēng)味拿鐵咖啡。

尼科爾曾在塔可鐘(Taco Bell)和必勝客(Pizza Hut)的母公司百勝餐飲集團(tuán)(Yum! Brands)擔(dān)任領(lǐng)導(dǎo)職位,后來(lái)加入Chipotle,因此他對(duì)快餐業(yè)并不陌生。自2018年擔(dān)任Chipotle的CEO以來(lái),他領(lǐng)導(dǎo)這家連鎖墨西哥餐廳進(jìn)行大規(guī)模轉(zhuǎn)型,幫助公司擺脫了大腸桿菌危機(jī),并將其重新定位為以烹飪和美食為導(dǎo)向的快速休閑餐廳帝國(guó)。他甚至還制定了雄心勃勃的計(jì)劃,要將在美國(guó)的餐廳數(shù)量翻一番,增加到7,000多家。

星巴克需要尼科爾像在Chipotle時(shí)一樣,提振公司的士氣。作為該連鎖咖啡廳兩年內(nèi)的第四任CEO,尼科爾要接手的是一家日漸衰弱的帝國(guó),很難打動(dòng)受通脹影響的客戶。除了銷售下滑和顧客因?yàn)殚T店人滿為患而放棄在線訂單以外,星巴克還要面對(duì)投資者要求建立穩(wěn)健管理團(tuán)隊(duì)的壓力?,F(xiàn)任首席財(cái)務(wù)官瑞秋·魯杰里將接替納拉西姆漢擔(dān)任臨時(shí)CEO,直到9月9日尼科爾接班。

對(duì)星巴克而言,幸運(yùn)的是,有30年零售食品業(yè)從業(yè)經(jīng)歷的尼科爾,擅長(zhǎng)接手需要改進(jìn)的公司。

混搭大師

尼科爾在2015年至2018年期間曾擔(dān)任百勝餐飲旗下的塔可鐘的CEO,后來(lái)加入Chipotle,墨西哥快餐對(duì)他而言就是舒適區(qū)。在塔可鐘任職期間,他像科學(xué)怪人一樣,幫助開(kāi)發(fā)出目前大受歡迎的Doritos Locos Tacos,還有限時(shí)供應(yīng)的Cap’n Crunch甜甜圈球混搭食品。他還為該連鎖餐廳策劃了“Live Más”廣告,并推出了手機(jī)點(diǎn)餐應(yīng)用。

在設(shè)計(jì)出塔可鐘風(fēng)靡一時(shí)的創(chuàng)意食品之前,他在邁阿密大學(xué)(Miami University)主修工程學(xué)。他恰好參加了一個(gè)市場(chǎng)營(yíng)銷課程,這讓他對(duì)工程學(xué)以外的其他領(lǐng)域產(chǎn)生了興趣。尼科爾在1996年畢業(yè),修了經(jīng)濟(jì)學(xué)和商務(wù)學(xué)分,畢業(yè)后加入寶潔(Procter & Gamble)擔(dān)任Scope漱口水的品牌經(jīng)理,后來(lái)被任命為營(yíng)銷總監(jiān)助理。

在寶潔工作近十年后,尼科爾在2005年加入百勝餐飲,從必勝客和塔可鐘的副總裁被提拔為首席營(yíng)銷官,后來(lái)負(fù)責(zé)Chipotle這家連鎖墨西哥餐廳。

Chipotle轉(zhuǎn)型

尼科爾在2018年接任Chipotle的CEO時(shí),這家快速休閑連鎖餐廳因?yàn)榇竽c桿菌爆發(fā)的影響陷入困境。那次危機(jī)導(dǎo)致20名顧客住院。除此之外,Chipotle開(kāi)展了防御性的營(yíng)銷活動(dòng),強(qiáng)調(diào)其食品安全措施,并推出了大量折扣和促銷活動(dòng),導(dǎo)致公司聲譽(yù)進(jìn)一步受挫。尼科爾調(diào)整了公司的戰(zhàn)略方向,取消了促銷活動(dòng),并且在“早餐大戰(zhàn)”中表現(xiàn)出克制,他并沒(méi)有像其他連鎖快餐廳那樣,投入大量資源擴(kuò)展菜單和延長(zhǎng)營(yíng)業(yè)時(shí)間。

相反,尼科爾鼓勵(lì)Chipotle采取以烹飪和美食為中心的策略。他幫助培訓(xùn)門店員工,讓他們了解食材的季節(jié)性,并強(qiáng)調(diào)了連鎖餐廳員工的廚師角色,以及顧客觀看他們烹飪食物的“戲劇性”體驗(yàn)。Chipotle轉(zhuǎn)向在線訂餐,并嘗試使用自動(dòng)化和推出限時(shí)新品,如蒜味墨西哥瓜希柳辣椒牛排和烤腌雞肉等,這讓人回想起尼科爾在塔可鐘任職期間的表現(xiàn)。

雖然在尼科爾的領(lǐng)導(dǎo)下,Chipotle的處境有所好轉(zhuǎn),但該連鎖餐廳依舊需要面對(duì)挑剔的顧客。隨著餐廳的價(jià)格持續(xù)上漲,顧客已經(jīng)表達(dá)了對(duì)于食物數(shù)量和份量一致性的擔(dān)憂。

他在今年春季對(duì)《財(cái)富》雜志表示:“我們一直希望給顧客提供大份食物,讓他們對(duì)食物感到興奮。如果你想要雙份肉,就必須付錢,但我們的目標(biāo)是用真正美味的食物打動(dòng)顧客。”(財(cái)富中文網(wǎng))

譯者:劉進(jìn)龍

審校:汪皓

Chipotle CEO Brian Niccol is trading in his usual burrito bowl and quesadilla for cream-topped cold brew and pumpkin spice lattes, after Starbucks’ surprise announcement Tuesday naming Niccol the coffee giant’s new CEO, replacing Laxman Narasimhan.

Catapulting himself from leadership positions at Taco Bell and Pizza Hut parent Yum! Brands to Chipotle, Niccol is no stranger to fast food. Since beginning his CEO tenure at Chipotle in 2018, he’s spearheaded the Mexican-inspired chain’s massive turnaround, helping it shed its E. coli crisis and embrace a new identity as a culinary-forward fast-casual empire, even setting the lofty goal of doubling its restaurant count to over 7,000 locations in the U.S.

Starbucks needs the boost that Niccol gave Chipotle. As the coffee chain’s fourth CEO in just two years, Niccol will inherit an ailing empire that has struggled to romance inflation-fatigued customers. Amid sales dips and customers abandoning online orders due to congested stores, Starbucks is also contending with pressure from investors to install sturdy management. CFO Rachel Ruggeri will fill Narasimhan’s shoes as interim CEO until Niccol’s takeover on Sept. 9.

Luckily for Starbucks, Niccol, a 30-year retail food veteran, is used to taking over fixer-uppers.

The mash-up master

Mexican-style fast food was a comfort zone for Niccol, who held the CEO role at Yum! Brands’ Taco Bell from 2015 to 2018 before his stint at Chipotle. It was there that he helped Frankenstein Taco Bell’s now-mainstay Doritos Locos Tacos, as well as its limited-time Cap’n Crunch doughnut hole mashup. He also masterminded the chain’s “Live Más” ad campaign and pioneered its mobile ordering app.

But before becoming the architect of Taco Bell’s viral creations, Niccol was an engineering major at Miami University. He happened to take a marketing class that piqued his interest more than his initial engineering track. Niccol piled on economics and business credits before he graduated in 1996 and joined Procter & Gamble as a brand manager of Scope mouthwash, then assistant marketing director.

After nearly a decade at the company, Niccol left for Yum! Brands in 2005, where he rose from the rank of vice president to chief marketing officer of Pizza Hut and Taco Bell to eventually lead the Mexican-inspired chain.

Chipotle’s transformation

By the time Niccol transitioned to his role as Chipotle’s CEO in 2018, the fast-casual chain was beleaguered by the fallout from an E. coli outbreak that hospitalized 20 customers. As if the crisis weren’t enough of a stomach ache, Chipotle’s reputation hit was compounded by defensive marketing campaigns about its food safety practices and piled-on discounts and promotions. Niccol redirected the company’s efforts, ditching its promotions and showing restraint in refusing to participate in the Breakfast Wars where fast-food chains were exerting so many resources to expand menus and hours.

Instead, Niccol encouraged a culinary-forward approach to Chipotle. He helped educate store staff on the seasonality of ingredients and emphasized the chef-like role of the chain’s line workers and the theater of customers watching them prepare foods. Chipotle pivoted to online ordering and has experimented with automation and limited-time novelties like garlic guajillo steak and chicken al pastor that harken back to Niccol’s time at Taco Bell.

While Niccol will leave Chipotle in better shape than he inherited it, the chain will continue to contend with sensitive customers, who have made known their concerns about the amount of food and consistency of portion sizes as the restaurant’s prices continue to tick upward.

“We always want to give people big portions that get them excited about the food,” he told Fortune this spring. “If you want to double the amount of meat, you gotta pay for it, but our goal is to get people really excited about what I believe is really delicious food.”

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