Howard Schultz: Saving Starbucks | The Third Place | 1
发布时间 2021-10-14 09:00:00 来源
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It's February 2007 in the hallways of Starbucks Center, the historic Seattle, Washington building that serves at Starbucks headquarters. Starbucks chairman Howard Schultz storms down the hall toward the office of Starbucks CEO Jim Donald. Howard has just come from a local Starbucks store and he's living it. He barely recognized the coffee shop. It looked nothing like the Starbucks brand he'd worked for decades to build.
现在是2007年2月，位于历史悠久的西雅图Starbucks总部大楼的走廊里。Starbucks董事长霍华德·舒尔茨气冲冲地朝向Starbucks首席执行官吉姆·唐纳德的办公室。霍华德刚刚从一家当地的Starbucks店里走出来，他感到非常气愤。他几乎认不出那家咖啡店了。它与他几十年来致力于建立的Starbucks品牌毫不相似。
Howard bought Starbucks in 1987. He led the company to unprecedented growth and success as its chief executive until 2000 when he stepped away from day-to-day operations and became Starbucks chairman. Howard has done his best to stay out of Jim Donald's way when it comes to running the company day-to-day. But after seeing what he saw this morning, Howard has had enough. He burst since a Jim's office.
1987年，Howard购买了星巴克，并担任首席执行官，领导公司取得了前所未有的增长和成功。直到2000年他退出日常运营，并成为星巴克董事长。当提到公司日常运营时，Howard一直尽力不干涉Jim Donald的事务。但今天早上他亲眼所见，已经让他不能再忍受。他爆发地跑进了Jim的办公室。
Jim? Sandwiches? The sandwiches have to go. What are you talking about, Howard? I just went into one of our stores and all I smelt was burnt cheese. As CEO Jim Donald has pushed Starbucks beyond selling coffee. One of the products he's added to the Starbucks menu is hot breakfast sandwiches. Howard fought the sandwiches from the beginning, but Jim and company leadership are in full support of the new product line.
吉姆？三明治？这些三明治得赶紧处理掉。霍华德，你在说什么？我刚才去了我们的一家店，闻到的都是烧焦的奶酪味。作为首席执行官，吉姆·唐纳德已经把星巴克推向了不仅仅出售咖啡的领域。他在星巴克菜单中加入的一种产品是热早餐三明治。霍华德从一开始就反对这些三明治，但吉姆和公司领导团队全力支持这个新产品线。
Howard, I know you don't like the sandwiches, but they're selling really well. I'm not getting rid of them. You're blinded by short-term gain, Jim. I think all of you are. The sandwiches are making money, but they're killing the essence of the stores. Howard, you're overreacting. It's not an overreaction. We're supposed to be a coffee shop, Jim. When people walk into a Starbucks, they should smell the aroma of coffee, not cheese. And I shouldn't be bombarded by the sounds of ovens, beeping every two minutes and baristas yelling to each other that an order is up. What's next? Seriously, hash browns? You're trying to turn us into McDonald's?
霍华德，我知道你不喜欢三明治，但它们卖得很好。我不会把它们去掉。吉姆，你被短期利益蒙住了双眼。我认为你们所有人都这样。三明治赚钱，但它们破坏了商店的本质。霍华德，你反应过度了。这不是反应过度。我们应该是一家咖啡店，吉姆。当人们走进星巴克时，他们应该闻到咖啡的香气，而不是奶酪。我不应该被每两分钟响起的烤箱声和咖啡师们互相大喊着订单准备好了的声音所侵扰。下一步是什么？严肃点，炸薯饼？你试图把我们变成麦当劳吗？
Jim takes a breath. He and Howard have had their fair share of disagreements when it comes to the future of Starbucks, but they've always managed to be civil and kind to one another. Howard, I get the trip set, but I want to point out that we have sales goals for this company. And the breakfast sandwiches are helping us meet those goals. That's a myopic view, Jim. By the end of last year, our customers were spending less on an average trip to Starbucks than they had in the past. That's not because of the sandwiches, Howard. You're fixated on this one thing. I'm fixated on the Starbucks experience. Customers come to our stores to enjoy great drinks, a relaxing atmosphere, a sense of community. That's what I built Starbucks on, but yelling the scent of sandwich ovens and the feel of a fast food restaurant is killing that Starbucks experience. We've got to get rid of the sandwiches.
吉姆深呼吸了一口气。他和霍华德在星巴克的未来方向上一直存在着争议，但他们总是设法保持彼此的礼貌和友好。霍华德，我已经安排好了这次旅行，但我想指出，我们对于这家公司有销售目标。早餐三明治帮助我们实现这些目标。那是一个短视的观点，吉姆。去年年底，我们的顾客在光顾星巴克的平均消费比过去少了。这不是因为有了三明治，霍华德。你过于专注于此事了。我专注于星巴克的体验。顾客来到我们的店里，是为了享受美味的饮料、轻松的氛围和社区感。这就是我建立星巴克的原因，但是让三明治的气味和快餐店的感觉渗透进来，会破坏那种星巴克的体验。我们必须去掉三明治。
Jim Donald doesn't flinch. He looks directly at Howard. No, Howard. I'm not going to do it. Food makes us money. And I'm not in the business of throwing money away. You are throwing money away, Jim. You and the others are just too blind to see it. Customers are spending less on average. It's a sign they're dissatisfied. If you choose to ignore it, things are only going to get worse. Before you know it, it'll be too late to do anything about it. Howard Schultz and Jim Donald would continue to clash throughout 2007. And eventually Howard would be proven right. Starbucks stock would plummet and the company that enjoyed almost two decades of constant growth would face a dire financial situation.
吉姆·唐纳德毫不退缩，直视霍华德。不，霍华德。我不会这样做。食品让我们赚钱。我不希望浪费钱。你们都太瞎了，吉姆。你们都在浪费钱。平均消费下降说明顾客不满意。如果你选择忽略它，情况只会变得更糟。等到你意识到时，可能已经太晚了。霍华德·舒尔茨和吉姆·唐纳德在2007年一直存在矛盾。最终，霍华德被证明是正确的。星巴克的股票将大幅下跌，这家几乎经历了20年的持续增长的公司将面临严峻的财务状况。
In early 2008, Howard Schultz would return to save the company he loved from disaster. He would reclaim the title of CEO and do everything in his power to rebuild customer trust and reestablish Starbucks as the biggest coffee brand in the world.
在2008年初，霍华德·舒尔茨回来了，他要拯救他深爱的公司免于灾难。他重新担任首席执行官，并尽一切努力重建客户的信任，重新确立星巴克作为世界上最大的咖啡品牌。
In a four-part series, The Generation Y podcast unravels the story of Khalif Browder, a young boy falsely accused of stealing a backpack and held it records island for three years without trial. This is a story about a young life caught in the middle of the justice system. Listen to Generation Y on Amazon Music or wherever you get your podcasts.
在一部四集系列节目中，Generation Y播客揭开了 Khalif Browder 的故事。他是一名被错误指控偷走背包并未经审判在 Rikers Island关押了三年之久的年轻男孩。这是一个关于年轻生命陷入法律系统困境的故事。请在Amazon Music或任何你喜欢的播客平台收听 Generation Y。
From Wondery, I'm Lindsey Graham and this is Business Movers.
我是Lindsey Graham，来自Wondery，这是商业大亨节目。
意思：这是一个商业题材的节目，由Lindsey Graham主持，来自Wondery。
Howard Schultz's Starbucks story didn't start with his return as CEO in 2008. It started 25 years earlier back in 1982. At the age of 29 Howard got a job as Starbucks head of marketing. He picked up his life in New York and moved to Seattle to work for two of the three original Starbucks founders Jerry Baldwin and Gordon Bocher. For a kid who grew up in Brooklyn, the landscape of the Pacific Northwest felt like another world to Howard. But he quickly fell in love with the region. He even came to embrace the nearly constant Washington rain that his East Coast friends had warned him about.
霍华德·舒尔茨的星巴克故事不是从他2008年重返CEO开始的，而是在25年前的1982年开始。当时29岁的霍华德成为了星巴克的市场营销总监。他放下了在纽约的生活，前往西雅图为三位创始人之一的杰瑞·鲍德温和戈登·博切工作。对于在布鲁克林长大的孩子来说，太平洋西北地区的风景就像是另一个世界。但他很快就爱上了这个地区。他甚至开始喜欢那东海岸的朋友们曾经警告他的几乎不停的华盛顿雨季。
While settling into his new life in Seattle, Howard got to know the ins and outs of the coffee trade. At the time, Starbucks was a relatively small operation. The business was run out of Starbucks flagship store in the famous Pike Place Market. The company had a giant roasting plant and sold coffee beans, tea, and spices out of five stores in the Seattle area. But they didn't sell coffee beverages. That wasn't the core of Starbucks' founders' business man, and they had no intention of changing.
霍华德在西雅图新生活的适应过程中，了解了咖啡贸易的方方面面。那时，星巴克是一个相对较小的企业，业务总部设在著名的派克市场星巴克旗舰店中。该公司拥有一个巨大的烘焙厂，并在西雅图地区的五家商店出售咖啡豆，茶和香料，但它们不出售咖啡饮料。星巴克创始人的核心业务不是出售咖啡饮料，他们也没有改变这一意愿。
But a business trip Howard Schultz took to Italy in 1983 would eventually set Starbucks on a new path and change the coffee industry in America forever. While in Milan and Verona, Howard discovered and fell in love with Italian coffee culture. Throughout his life, he would cite this visit to Italy as the inspiration for what Starbucks would one day become. This is the quintessential moment for Starbucks. And as you know, it started in 1983 when I came here as a young man walking around the streets of Milan and Verona and I became enamored with the Italian coffee bar.
1983年，霍华德·舒尔茨的一次商务旅行到意大利，最终为星巴克开启了新的道路，并永久地改变了美国咖啡行业。在米兰和维罗纳期间，霍华德发现并爱上了意大利的咖啡文化。在其余的生命中，他把这次意大利之行视作启发星巴克成为今日模样的灵感来源。这是星巴克的典型时刻。正如你们所知道的，它始于1983年，我作为一个年轻人在米兰和维罗纳的街道上漫步，并迷上了意大利的咖啡吧。
After returning from Italy, Howard believed he could see Starbucks' future. And that future meant transforming the company from a coffee bean seller into an Italian style espresso bar. But Howard would have to convince Starbucks' founders to embrace his vision and completely shift their business model. They rejected the idea. So instead of fighting uphill at Starbucks, Howard would strike out on his own, open a new type of coffee shop in Seattle, and lay the groundwork to revolutionize the coffee industry in the United States.
霍华德从意大利回国后，相信他可以看到星巴克的未来。这意味着将公司转型为意式浓缩咖啡吧，而非仅是咖啡豆销售商。但是，霍华德需要说服星巴克的创始人接受他的想法，彻底改变他们的商业模式。可是，他们却拒绝了这一想法。因此，霍华德放弃了在星巴克的奋斗，而是自己开办了一家新型咖啡店，并为在美国颠覆咖啡行业的革新奠定了基础。
This is the first episode in our four-part series on Starbucks and Howard Schultz, the third place. It's fall 1983, after hours at Starbucks Pike Play Store, 25 years before Howard returns a CEO. Howard is fresh off his trip to Italy and he's excited. He has a vision for the company's future and he's ready to share it with his bosses, Jerry Baldwin and Gordon Bocher.
这是我们四部曲系列关于星巴克和霍华德·舒尔茨的第一集，称为“第三空间”。现在回到1983年的秋天，已经下班后在星巴克的派克玩具店，距离霍华德成为公司CEO还有25年。霍华德刚刚从意大利旅行回来，充满了激情。他对公司未来有一个愿景，并准备与他的老板杰里·鲍德温和戈登·博切分享。
A two Starbucks founders take a seat at a small table while Howard paces back and forth in front of them. Baldwin glances at his partner and then grins at Howard. You in a New York mode, Howard? Howard chuckles and stops pacing. Howard has fallen in love with Seattle, but he knows he still has a streak of the New York businessman in him. He wears a suit when he's working and when he's excited, he moves fast and talks even faster. Howard often serves as a stark contrast to his more laid-back casual bosses.
两位星巴克的创始人坐在一张小桌前，而霍华德在他们面前来回走动。鲍德温瞥了一眼他的合伙人，然后冲霍华德笑了笑。你是处在纽约状态下吗，霍华德？霍华德笑了笑，停止了走动。虽然霍华德已经爱上了西雅图，但他知道他仍然有着纽约商人的心态。他在工作时穿着西服，而当他激动时，他动作迅速、说话更快。霍华德经常成为他那些更为随性放松的老板们的鲜明对照。
Yeah, yeah, I'm just really excited, guys. So I take the trade show in Milan when well. Jerry, the trade show was nothing to write home about now, but spending time in Milan and Verona, that changed my life. Gordon Bocher laughs. Yeah, Italy will do that to you, but you're not here to tell us that Italy is a great place to visit. So, so what's up, Howard?
是的，是的，我很兴奋，朋友们。我的米兰展览顺利举办了。杰瑞，那个展览并不太值得一提，但是在米兰和维罗纳度过的时间改变了我的人生。戈登·博彻笑了。是啊，意大利会让你改变，但你不是来告诉我们意大利是个好地方旅游的。那么，霍华德，有什么事吗？
Howard looks both of his bosses and the eyes. Every day in Italy, I visited local espresso bars. I watched the men and women behind the counter baristas, they're called, make these incredible drinks. Never seen anything like it or tasted it.
霍华德注视着他的两位老板的眼睛。在意大利的每天，我会去当地的咖啡吧。我观察着柜台后的男男女女，他们被称为咖啡师，制作这些令人难以置信的饮品。我从未见过这样的东西或品尝过它。
What, you didn't know Italy had great coffee? It wasn't just a coffee, Jerry. Every morning and afternoon, people gathered to sip espresso shots, lattes, cappuccinos, they sat and talked to each other and to the baristas. It was a ritual for them. Those espresso bars, they're a place somewhere between home and work for these people, a sort of third place. It's where they relax, where they find inspiration, where they connect with their communities.
“你不知道意大利有很棒的咖啡吗？” 这不仅仅是咖啡，杰瑞。每天早晨和下午，人们会聚集在一起品尝意式浓缩咖啡、拿铁和卡布奇诺。他们坐在那里相互交谈，和咖啡师互动。这是他们的一种日常仪式。这些咖啡吧台成了一个介于家庭和工作之间的地方，一种第三空间。这是他们放松、找灵感、和社区联系的地方。
Bocher, somewhat amused, tries to move the meeting along. Howard, we've all been to Italy and we've seen this. Why are we talking about Italy? The Italian style espresso bar is the future of Starbucks. We can change the entire American coffee business.
Bocher有点儿好笑，试图推动会议继续进行。Howard，我们都去过意大利，也看到过这个。为什么还要谈论意大利呢？意式浓缩咖啡吧是星巴克的未来。我们可以改变整个美国的咖啡业务。
Baldwin shakes his head. He's a fan of Howard's enthusiasm, but finds it's exhausting at times. Howard, we already served coffee at our U-District store. It's a nice perk for the college kids, but it doesn't make us nearly enough money to be a focus.
鲍德温摇摇头。他喜欢霍华德的热情，但有时觉得这很累人。霍华德，我们在U区的店已经提供咖啡了。这对大学生来说是一个很好的福利，但它并不能赚到足够的钱成为我们的重点。
That's just coffee, Jerry. I'm talking about perfectly crafted espresso drinks. I'm talking about revolutionizing the way we think about our stores. We create loyal customers who make us part of their day every day.
那只是咖啡，杰瑞。我所说的是精心制作的意式浓缩咖啡饮品。我所说的是革新我们对店铺的想法。我们创造忠实的顾客，每天都把我们当做他们生活的一部分。
Do you know how naive you sound, Howard? Spending hours in an espresso bar is part of Italian culture. That's not what Americans want. Americans have never had the opportunity. Not the way I'm talking about. Once they really experience espresso in a welcoming environment where they can talk or read or listen to great music, they'll fall in love with it.
霍华德，你知道你听起来有多天真吗？在意大利浪费时间在咖啡吧里是意大利文化的一部分。但这不是美国人想要的。美国人从未有过这样的机会，我说的不是那种方式。一旦他们在一个欢迎他们聊天、阅读或听音乐的环境中真正体验到浓缩咖啡，就会爱上它。
I don't know. Look at Pete's Howard. They're doing something like this. Embaraged sales don't even account for 10% of their revenue. The money is enroasting coffee. Pete's coffee and tea is a successful business founded in Berkeley, California. The company's founder, Alfred Pete, is a friend of Starbucks's founders and played an integral role in helping Starbucks get off the ground way back in 1971. Starbucks continues to use Pete's as an aspirational business model, but Howard dismisses the comparison. Jerry, you're talking about basic coffee again. The beverages aren't afterthought on it, Pete's. So of course, they're not a substantial part of sales. We can create something new in America that has the potential to make more money than selling coffee beans ever will.
我不知道。看看Pete Howard的做法吧，他们正在做类似的事情。尴尬的销售额甚至不占他们收入的10%。他们的钱都是通过烘焙咖啡赚来的。Pete's咖啡与茶是一家位于加州伯克利市的成功企业。该公司的创始人阿尔弗雷德·皮特是星巴克创始人之一，曾在1971年帮助星巴克启动业务，至今仍将Pete's作为一个理想的商业模型，但霍华德（Howard）驳回了这种比较。杰里，你又在谈论基本的咖啡了。在Pete's中，饮料并不是附带产品。因此，它们并不是销售的重要组成部分。我们可以在美国创造一些新的东西，这些东西有可能比销售咖啡豆赚更多的钱。
Gordon Boaker stands up. He's heard enough. Howard, Jerry and I have no intention of getting into this service business. I'm glad you had a good trip to Italy, but you're getting way ahead of yourself. Gordon, you're going to regret passing on this. You don't get many chances to shape the future.
戈登·布卡站了起来，他已经听够了。霍华德、杰瑞和我没有打算进入这项服务业。我很高兴你在意大利有愉快的旅行，但你想得太远了。戈登，你会后悔错过这个机会的。你不经常有机会塑造未来。
After their initial meeting, Howard continued to push Baldwin and Boaker to give the espresso bar concept a chance, but they didn't want to change the Starbucks business model. By 1985, Howard's frustration with his bosses started to boil over. Howard believed he could see the future of coffee in the United States. He decided that if Baldwin and Boaker weren't on board with this vision, he'd have to do it on his own. Within a year, Howard Schultz would part ways with Starbucks, open his own version of an Italian espresso bar, and slowly start to change the way Americans viewed their morning coffee.
在初次会面之后，霍华德继续推动巴尔德温和博克来给这个意大利咖啡酒吧的概念一个机会，但他们不想改变星巴克的商业模式。到1985年，霍华德对他的上司的沮丧开始爆发。霍华德相信他能预见到在美国的咖啡未来。他决定如果巴尔德温和博克不跟随这个愿景，他将不得不自己实现它。在一年内，霍华德·舒尔茨将与星巴克分道扬镳，开设自己版本的意大利咖啡酒吧，并逐渐改变美国人对他们早晨咖啡的看法。
In 1986, after leaving Starbucks, Howard Schultz put together a group of local investors to help him launch his first espresso bar. He opened Il Giornalli, a name taken from the Italian word for newspaper in the Columbia Tower Building in downtown Seattle. And while Howard had parted ways with Jerry Baldwin and Gordon Boaker, the three remained close. Il Giornalli even used Starbucks' beans to craft its espresso-based beverages. But Howard was committed to doing what Starbucks had been unwilling to do. When he opened his first store, Howard vowed to create an environment that reflected his favorite espresso bars in Italy. In his first memo to employees, Howard laid out his vision. Il Giornalli will strive to be the best coffee bar company on Earth. Our coffee bars will change the way people perceive the beverage.
1986年，离开星巴克后，霍华德·舒尔茨组建了一群当地投资者来帮助他开办他的第一家浓缩咖啡店。他在西雅图市中心哥伦比亚大厦开设了一家名为Il Giornalli的店铺，这个名字源自意大利语“报纸”的意思。虽然霍华德已经和杰瑞·鲍德温和戈登·博克分道扬镳，但他们三人依然保持着密切的关系。Il Giornalli甚至使用星巴克的咖啡豆来制作浓缩咖啡饮料。但霍华德致力于做星巴克不愿意做的事情。当他开启他的第一家店时，霍华德承诺要创造一个反映他喜欢的意大利小巧咖啡馆氛围的环境。在他致员工的第一份备忘录中，霍华德阐述了他的愿景。Il Giornalli将努力成为地球上最好的咖啡酒吧公司。我们的咖啡酒吧会改变人们对咖啡饮品的看法。
The memo made Howard's passion for coffee and coffee culture clear. But that wasn't all of it. Howard used the memo to put in writing what would become a guiding principle for him throughout his career. He wrote, we are genuinely interested in educating our customers, and we will not compromise our ethics or integrity in the name of profit. Howard had come to believe that business, like all aspects of life, should be about the relationships you create. He wanted his customers to feel like they had a strong connection to his coffee shop and to everyone working there. As a leader, Howard thought it was his responsibility to help the people who worked for him in any way he could. Believing that his employees were as integral to the operation as he was, he believed this so strongly that he referred to the people working for him as partners, not employees, and Howard viewed the baristas and store managers as the heart and soul of the company.
备忘录清楚地表明了霍华德对咖啡和咖啡文化的热情。但这还不是全部。霍华德利用备忘录，写下了他在整个职业生涯中成为指导原则的观念。他写道，我们真正关心向顾客提供教育，我们不会为了获得利润而妥协我们的道德和诚信。霍华德已经相信生意就像生活中的所有方面一样，应该是由你建立的关系所组成。他希望他的顾客感觉他们与他的咖啡店和那里的所有工作人员有着密切的联系。作为一名领导者，霍华德认为他有责任尽其所能帮助为他工作的人。他相信他的员工和他一样不可或缺，他强烈地认为这一点，以至于他把为他工作的人称为合伙人，而不是员工，霍华德认为咖啡师和店经理是公司的灵魂。
Howard's commitment to customer and partner relationships paid off. Within months, Il Giornalli expanded to five stores around Seattle. It's comfortable seating, classical opera music, and high quality espresso drinks helped the founding chain build a loyal following. Howard noticed that many of his customers made a trip to one of his stores a daily ritual. It was just like he'd witnessed in the espresso bars in Milan, and it was exactly what he'd been dreaming of. Il Giornalli was evolving into the third place that Howard often talked about, the spot where people would gather for a break, and to share a sense of community when they weren't at work or home.
霍华德对顾客和合作伙伴关系的承诺取得了回报，在几个月内，Il Giornalli在西雅图周围扩展到了五家店。它舒适温馨的座位、古典歌剧音乐和高品质的浓缩咖啡帮助这个创始连锁店建立了忠实的追随者。霍华德发现，许多客人每天都会去他的门店，就像他在米兰的浓缩咖啡酒吧见到的一样，这正是他一直梦寐以求的。Il Giornalli正在逐渐演变成霍华德经常谈论的“第三空间”，即当人们不在工作或家里时，聚集在一起休息、分享社区感。
By the beginning of 1987, Howard's five stores were gaining popularity. Howard intended for the company to slowly expand around the city and then move into other cities around the country, but Howard's career was about to take a major turn.
到1987年初，霍华德的五家店铺开始受到欢迎。霍华德计划逐渐在城市周围扩张，然后进入全国其他城市，但是霍华德的职业生涯即将出现重大转折。
He would get a call from Jerry Baldwin that would bring Il Giornalli to an end and introduce America to a new version of Starbucks.
他接到杰瑞·鲍德温的电话，这个电话将结束对“每日甘道夫报”(Il Giornalli)的投资，并为美国引入新版星巴克。
In 1984, Baldwin and Boca had purchased Pete's coffee and tea. By 1987, managing the Pete's brand in California's Bay Area and the Starbucks brand in Seattle had proven to be too much of a strain on Baldwin and Boca. They decided to focus on Pete's and sell Starbucks. They wanted to give their friend and former employee Howard Schultz an opportunity to purchase the company before anyone else.
1984年，鲍德温和博卡买下了彼得咖啡和茶。到了1987年，管理加州湾区的彼得品牌和西雅图的星巴克品牌已经对鲍德温和博卡造成了太大的压力。他们决定集中精力发展彼得，并把星巴克出售掉。他们想给他们的朋友和前员工霍华德·舒尔茨一个机会，让他在其他人之前购买这家公司。
Baldwin called Howard and the two men quickly worked out a deal. Baldwin and Boca would give Howard 90 days to raise money to buy Starbucks for $3.8 million. Howard got to work. He knew buying Starbucks would get him closer to his dream of bringing Italian-style coffee bars to people across the United States.
鲍德温给霍华德打了电话，两个人很快达成了协议。鲍德温和波卡会给霍华德90天的时间筹集购买星巴克的380万美元。霍华德开始动手了。他知道购买星巴克会使他更接近他的梦想，即让全美人民享受到意式咖啡吧的服务。
At the time, Starbucks had six successful locations and still maintained its own coffee roasting plant. And the Starbucks brand carried over 15 years of recognition and goodwill with Seattle consumers.
当时，星巴克已经有六个成功的门店，并且仍然保持着自己的咖啡烘焙厂。星巴克品牌在西雅图消费者中拥有超过15年的认可和信誉。
Owning Starbucks would allow Howard to grow his business much faster than he could as Il Giornalli. Howard went to his previous investors and local entrepreneurs and raised over half of the $3.8 million in almost no time. He was confident he could raise the rest but Howard got another call from Baldwin that sent him reeling.
拥有星巴克将使霍华德能够比他之前的公司Il Giornalli更快地发展他的业务。霍华德去找了他的旧投资人和当地企业家，很快就筹集了380万美元的一半以上。他相信自己可以筹集到剩下的资金，但是突然接到鲍德温的电话让他很震惊。
Baldwin had said one of the Il Giornalli investors had gone behind Howard's back to outbid him for Starbucks. Baldwin told Howard he'd give him a little more time to raise the money to buy the company because he knew Howard was passionate about Starbucks and would cherish the brand.
鲍德温说，Il Giornalli的一个投资者背地里出价超过霍华德，想要买下星巴克。鲍德温告诉霍华德，他会多给他一点时间筹集买星巴克的资金，因为他知道霍华德对星巴克非常热爱，会珍视这个品牌。
But Baldwin told Howard he nonetheless had to act fast, or he and Boca would have to jump on the new deal. Desperate to stave off an attack from his own investor, Howard called his friend Attorney Scott Dreamberg for advice.
巴尔德温告诉霍华德，他仍然必须迅速行动，否则他和博卡将不得不接受新交易。霍华德急于避免自己的投资者发动攻击，因此他向他的朋友律师斯科特·德林伯格寻求建议。
Dreamberg said the senior partner at his law firm was a man who could take care of any problem. William Gate's senior was a legal titan, civic leader, and father of Microsoft founder Bill Gates. Gates was highly respected. He had business and government connections at every level and at six foot seven he struck an imposing figure two.
Dreamberg说他所在律师事务所的资深合伙人是一个可以解决任何问题的人。威廉·盖茨的上司是一位法律巨头、市政领袖，也是微软创始人比尔·盖茨的父亲。盖茨备受尊敬，他在各个层面都有商业和政府联系，并且身高六英尺七英寸，非常威武。
In Seattle, nobody messed with William Gate's senior. So Howard went to Gates's office. While Howard would never publicly reveal the name of the investor who was trying to outbid him, he did tell Gates who it was.
在西雅图，没有人挑战威廉·盖茨的高级地位。所以霍华德去了盖茨的办公室。虽然霍华德永远不会公开透露那个试图出价超过他的投资者的名字，但他告诉了盖茨这个人是谁。
Upon hearing the name, Gates simply said, we're going for a walk. Gates led Howard on a ten minute stroll to the investor's office. Dismissing any pleasantries, Gates stared down the investor and said, you should be ashamed of yourself that you're going to steal this kid's dream. Gates made it clear to the investor that he was not going to let that happen.
在听到这个名字时，盖茨简单地说，我们去散步吧。盖茨带着霍华德走了十分钟，来到投资者的办公室。盖茨毫不客气地对投资者盯着他说，你应该感到羞愧，因为你要夺走这个孩子的梦想。盖茨明确向投资者表示，他不会让这种事情发生。
After the meeting, the investor withdrew his bid for Starbucks. Howard went back to work and raised the remainder of the money. In August 1987, Howard Schultz bought Starbucks for 3.8 million and became the company CEO. Howard used the Ilshornali model and the Starbucks name to expand his concept of the espresso bar.
在会议之后，投资者撤回了他对星巴克的出价。Howard回到了工作岗位，并筹集了剩余的资金。1987年8月，Howard Schultz以380万美元的价格购买了星巴克，并成为公司的CEO。Howard利用Ilshornali模型和星巴克的品牌名称扩展他的咖啡吧概念。
At the age of 34, he had 11 stores under his charge, but he had plans to quickly scale and spread throughout North America. By the end of 1987, Starbucks opened stores in Chicago and Vancouver. Other cities quickly followed. By 1991, there were 117 Starbucks stores across the United States and Canada.
他34岁时，管理着11家商店，但他计划快速扩展并遍布北美。到1987年底，星巴克在芝加哥和温哥华开设了店铺。其他城市也很快跟进。到1991年，美国和加拿大共有117家星巴克商店。
And throughout the 90s, under Howard's leadership, there was no slowing down. Starbucks opened stores in Europe, Asia, Australia, New Zealand. By the end of 1999, Howard had successfully opened 2,600 Starbucks worldwide and his company was taking an annual revenue of close to $2 billion. Howard had turned his vision of the coffee bar and the third place into a reality.
在整个90年代，由霍华德的领导，星巴克没有放慢脚步。星巴克在欧洲、亚洲、澳大利亚和新西兰开设了门店。截至1999年底，霍华德成功地在全球开设了2600家星巴克店，公司年收入接近20亿美元。霍华德成功地将他对咖啡吧和第三空间的愿景变为现实。
Still, Howard wasn't satisfied. He never forgot his claim in that first Ilshornali memo, we will not compromise our ethics or integrity in the name of profit. Howard believed his company's ethics should be his top priority.
然而，霍华德并不满意。他从未忘记在第一份Ilshornali备忘录中提出的那句话，“我们不会在牟利名义下妥协我们的道德和品质。”霍华德认为，他的公司道德应该是他的首要任务。
In 2000, Howard stepped down as Starbucks CEO and took on the role of chairman. He said he wanted to give up control of day-to-day operations to focus on the big picture. And for Howard, the big picture was about making his company more socially conscious and helping the people who worked for him.
在2000年，霍华德辞去了星巴克的CEO职位，担任了主席的角色。他说他想放弃对日常运营的控制，专注于大局。而对于霍华德来说，大局是关于让他的公司更具社会意识，帮助在他手下工作的人。
Howard Schultz had changed America's perception of the coffee shop, but that wasn't nearly enough. He believed it was Starbucks' responsibility to take care of those who had helped the company achieve such staggering success. Howard would now strive to show that a successful business had to give back to their employees, their customers, and their communities.
霍华德·舒尔茨改变了美国对咖啡店的看法，但这还远远不够。他相信，星巴克有责任照顾那些帮助公司取得惊人成功的人。现在，霍华德将努力表明一个成功的企业必须回馈员工、客户和社区。
Hey everyone, I'm Patrick Weiman, host of Tides of History, the podcast that covers thousands of years of recorded history, taking you back in time and placing you in the lives of those who came before us. With five seasons and over 250 episodes, there's something for everyone.
大家好，我是《历史的潮汐》的主持人帕特里克·韦曼。本播客涵盖了数千年的历史记录，将您带回到过去，让您身临其境地了解先人们的生活。这个播客已经有五个季度和250多个集数，对每个人都有所涉及。
If you're interested in the Iron Age, check out the entire season devoted to that era, which explores myriad topics including classical empires like the Neo-Issyrians, the Phoenicians, and Greece's Dark Age. Or listen to our deep dives into Renaissance Italy, the invention of news, the Protestant Reformation, which hunts and even the Black Death. And if you prefer more contemporary history, listen to our episode about the unparalleled Rise of Capitalism.
如果你对铁器时代感兴趣，可以看一下专门研究这一时期的整个季节，其中探讨了包括新亚述帝国、腓尼基人和希腊的黑暗时代等多个经典帝国的诸多话题。或者听我们深入解读文艺复兴时期的意大利、新闻的发明、宗教改革、巫术审判，甚至黑死病的历史。如果你更喜欢当代历史，可以听一下我们关于资本主义崛起的无与伦比的一集。
Whether you're a history buff or just have a passing interest, Tides of History will fill you with wisdom and wonder for everything that came before. Follow Tides of History wherever you get your podcasts. You can listen ad-free on the Amazon Music or Wondery app.
无论您是历史爱好者还是对此感兴趣，《历史潮流》都可以为您展现过去的智慧和奇迹。请关注《历史潮流》播客，您可以在Amazon Music或Wondery应用上无广告收听。
It's early 2001 in Howard Schultz's office at Starbucks Center in Seattle, Washington, seven years before Howard returns as CEO. Howard sits at his desk, sipping his morning coffee and looking at the window at his stunning view of Seattle. He's waiting for Starbucks CEO Orrin Smith to arrive. Howard is excited for trepidaceous. He has big plans for Starbucks future, but he knows those plans are going to ruffle some feathers.
场景发生在2001年初，位于华盛顿州西雅图市的星巴克中心内 Howard Schultz的办公室里，距离他重返星巴克首席执行官的日子还有七年。Howard坐在桌子前，喝着早上的咖啡，望着窗外震撼的西雅图景色，等待着星巴克的首席执行官Orrin Smith到来。Howard感到兴奋和战战兢兢，因为他对星巴克的未来有着宏伟的计划，但他知道这些计划会引起一些不满。
As Starbucks chairman, Howard is committed to making the company more socially and environmentally conscious. Two things that usually cost more money than they make. If he's going to make the changes he envisions, Howard needs Orrin Smith's support.
身为星巴克的主席，霍华德致力于使公司更具社会和环保意识，这通常比它们创造的收益还要昂贵。如果他要实现自己的愿景，霍华德需要奥林·史密斯的支持。
Morning, morning Howard. Good morning, Orrin. Have a seat. Orrin Smith has been with Starbucks since 1990 when he joined the company as Chief Financial Officer. Howard considers Orrin one of the most affable and thoughtful people he knows, which is why Orrin was Howard's top choice to replace him as CEO when he stepped down.
早上好，霍华德。早上好，奥林。请坐。奥林·史密斯自1990年加入星巴克，担任首席财务官一职。霍华德认为奥林是他所认识的最和蔼和周到的人之一，这就是为什么奥林是当霍华德卸任时取代他成为CEO的首选人。
You know why I love this building, Orrin? Because you grew up in Brooklyn and you like old buildings? Well, yes, but also because it's part of the community feels like it belongs to the landscape. As part of the company's growth, Starbucks purchased this historic building in Seattle's industrial district and converted it into their headquarters in 1997. This building has been a part of Seattle for 85 years and I hope it'll be a part of the community for at least 85 more.
你知道为什么我喜欢这建筑物，奥林吗？因为你在布鲁克林长大并喜欢古老的建筑吗？嗯，是的，但也因为它是社区的一部分，感觉像是属于这片景观的一部分。作为公司发展的一部分，星巴克于1997年购买了这座位于西雅图工业区的历史建筑，并将其改造成了总部所在地。这座建筑已经在西雅图存在了85年，我希望它能够再继续存在85年，并成为社区不可或缺的一部分。
Why don't you getting on at Howard? Starbucks is part of Seattle, but we're a global company now. We need to be a part of all the communities we're in. We've made commitments to cities all over the world. Howard and partners at our stores donate money and volunteer time. We're raising millions for youth literacy programs, other education efforts. We're doing the work. I'm proud of what our partners do, but I think we need to think bigger. I think we need to go to the source and change the way we do business.
为什么你不考虑在霍华德加入我们团队呢？虽然星巴克是西雅图的一部分，但现在我们已经是一家全球性公司，需要成为我们所在社区的一部分。我们在世界各地都做出了承诺。霍华德和我们店铺的合作伙伴捐款和志愿时间。我们为青少年识字计划和其他教育工作筹集了数百万美元。我们正在做着实实在在的工作。我为我们的合作伙伴们感到骄傲，但我认为我们需要更大的思考。我认为我们需要到源头去，改变我们的经营方式。
The source. Yeah, the producers and farmers who grow our coffee. We need to do more for them. Well, we already offered the farmers a better price in our competition. We're doing really well by then. No, it's not just about the money. We have to make sure the coffee we're buying is ethically sourced and produced. We have to make sure the people working for our growers have rights and are protected. We have to take care of the land they're working on.
这里所说的“来源”，指的是为我们生产和种植咖啡的生产商和农民。我们需要为他们做更多的事情。虽然我们已经在比赛中向农民提供了更好的价格，但这不仅仅是钱的问题。我们必须确保我们购买的咖啡是道德和生产合规的。我们必须确保为我们的种植者工作的人们有权利并得到保护。我们必须照顾他们工作的土地。
I want us to make a commitment to purchase one million pounds of fair trade certified coffee. Fair trade is an organization committed to improving the lives of small producers and farmers around the world. If a product is fair trade certified, it means the people producing it meet qualifications regarding sourcing, sustainability and employment practices. Buying fair trade products will be more expensive for Starbucks, but Howard believes it's worth the cost. And frankly, a million pounds should just be the start or I want us to work toward purchasing 10 million pounds. 11, 12, 20 million pounds. I want Starbucks to be the biggest buyer, roaster and retailer of fair trade coffee beans in North America.
我希望我们承诺购买一百万磅公平贸易认证的咖啡。公平贸易是致力于改善全球小生产者和农民生活的组织。如果一种产品获得公平贸易认证，意味着生产者符合有关采购、可持续性和就业实践的资格要求。购买公平贸易产品对星巴克来说将更加昂贵，但霍华德认为这个成本是值得的。而且说实话，一百万磅只应该是开始，我希望我们努力达到购买一千万磅、一千一百万磅、两千万磅的目标。我希望星巴克成为北美最大的公平贸易咖啡豆买家、烘焙商和零售商。
Oh, God, Howard. I mean, I want this company to be socially and environmentally conscious as you do, but there's going to be pushback. We can't just increase spending without a clear financial benefit. Oh, that's in the short term. What I believe customers want to do business with companies that care about communities in the apartment. There are bigger issues than the bottom line. Well, you'll hear no argument for me on that front. Then I need you to help me prove it. While I'm working on this, I need you to find new ways to move the company forward and add revenue. So everyone on the board who might try to stop us won't get very far. I believe Starbucks can make money and do the right thing at the same time. So please, help me show everyone I'm not crazy for thinking that.
天啊，霍华德。我的意思是，我像你一样希望这家公司在社会和环境上有所意识，但是我们会遭遇反对。我们不能在没有明确的财务收益的情况下增加支出。哦，那是短期的。我相信客户想要与关心社区和公寓的公司做生意。有比底线更重要的问题。好吧，我在这方面没有争议。然后我需要你帮助我证明它。在我处理这个问题的同时，我需要你找到新的方法来推动公司发展和增加收入。这样，任何可能阻止我们的董事会成员都无法得逞。我相信星巴克可以同时赚钱和做正确的事情。所以，请帮助我向所有人证明我不是疯了。
In 2001, Chairman Howard Schultz and CEO Orn Smith worked in tandem to change the way Starbucks did business. To start, Starbucks purchased 1 million pounds of fair trade coffee and then quickly committed to increasing that purchase to 10 million pounds. Soon, Starbucks would become the largest provider of fair trade coffee beans in North America just as Howard had hoped. Howard didn't stop there.
2001年，主席霍华德·舒尔茨和首席执行官奥恩·史密斯共同努力改变了星巴克的业务模式。首先，星巴克购买了100万磅公平贸易咖啡，随后迅速承诺将采购量增加到1000万磅。很快，星巴克就成为了北美最大的公平贸易咖啡豆提供商，正如霍华德所希望的那样。霍华德没有停下来。
In 2004, Howard teamed up with an organization called Conservation International to create even more stringent environmental and humanitarian guidelines when it came to sourcing Starbucks coffee. Starbucks launched a program called Cafe Practices, an acronym for Coffee and Farmer Equity. Cafe was designed specifically to have a positive impact on the livelihoods of coffee farmers, their communities and the environment. Howard wanted to ethically source all Starbucks coffee. He knew it would take time to get there, but years later, Conservation International would acknowledge that Starbucks had achieved its goal. Conservation International is proud to recognize Starbucks for ethically sourcing 99% of their coffee, making them the largest coffee retailer to reach this milestone.
在2004年，霍华德与一个名为保护国际（Conservation International）的组织联手，制定了更严格的环保和人道主义指南，以确保星巴克咖啡的采购符合标准。星巴克推出了一个名为咖啡实践（Cafe Practices）的方案，它是咖啡和农民权益的缩写。Cafe实践专门设计以对咖啡种植者、他们的社区和环境产生积极的影响。霍华德希望以道德方式采购所有星巴克咖啡。他知道这需要时间，但多年后，保护国际会承认星巴克达到了这一目标。保护国际自豪地宣布，星巴克通过道德采购99%的咖啡，成为达到这个里程碑的最大的咖啡零售商。
Howard knew Starbucks could only implement programs like Cafe and poor money into global and environmental policies if the company continued to thrive. And that's where CEO Orrin Smith came in. While Howard focused on improving lives in the Starbucks community around the world, Orrin looked for new ways for Starbucks to grow, innovate and increase its revenue. And one of Orrin's ideas proved to be a gold mine. Orrin wanted to put Starbucks in hotels. Howard loved the idea. The initiative started humbly enough with Starbucks providing coffee in the rooms of Hyatt's and Marriots, but this store within a store concept, as Howard called it, quickly expanded. Between 2001 and 2005, Starbucks standalone kiosks sprung up in hotels, grocery stores, barns and nobles bookstores, and airports across the country.
霍华德知道，只有在公司持续繁荣的情况下，星巴克才能实施像Café这样的项目，并将其投入全球和环境政策。这就是CEO奥林·史密斯的作用。当霍华德专注于改善星巴克全球社区的生活时，奥林寻找新的方法使星巴克增长，创新和增加收入。而奥林的想法之一被证明是一座金矿。奥林希望将星巴克放在酒店里。霍华德很喜欢这个想法。这个倡议最初的形式十分谦虚，只是在凯悦和万豪酒店的客房里提供咖啡，但霍华德所称的这个“店中店”概念迅速扩展。在2001年到2005年期间，星巴克独立的亭子在全国的酒店、杂货店、诺贝尔书店和机场中涌现了出来。
Even as Howard pushed Starbucks toward more socially and environmentally sound business practices, revenue skyrocketed. By the end of 2004, Starbucks had over 8,500 stores worldwide, pulling in an annual net revenue of over $5 billion. And the company's market capitalization, the value of its outstanding stock, was $20 billion. Together, Howard Schultz and Orrin Smith had proven that a business could work ethically and strive to benefit local and global communities, all while still making huge profits.
在霍华德推动星巴克更加重视社会和环境的商业实践的同时，收入却飞速增长。到2004年底，星巴克在全球拥有超过8,500家店铺，年净收入超过50亿美元。而公司的市场资本化，即未流通股票的价值，达到了200亿美元。霍华德·舒尔茨和奥林·史密斯共同证明，一家企业可以在追求巨额利润的同时，以道德和贡献于本地和全球社区为目标。
But in 2005, things were about to fall off a cliff. Orrin Smith would step down a CEO, and the coffee company that looked unstoppable would fall into decline. In 2005, after 15 years with Starbucks and five years as its CEO, Orrin Smith retired. Howard was heartbroken to see him go. He had continually put his trust in Orrin to steer Starbucks day-to-day operations, and Orrin had continually earned that trust. Howard didn't think the company would be the same without him.
但在2005年，情况将会跌入悬崖。奥林・史密斯将卸任CEO，这家看起来不可阻挡的咖啡公司将陷入衰退。在担任星巴克15年、担任其CEO五年后，奥林・史密斯在2005年退休了。霍华德很伤心看到他走了。他一直信任奥林来引导星巴克的日常运营，而奥林也一直赢得了这个信任。霍华德认为没有他，公司将不再一样。
But when the board appointed Jim Donald as Starbucks new CEO, Howard committed to giving Jim the same freedom to lead the company that he'd given Orrin. But that freedom would eventually lead Jim to make decisions that would put him directly at odds with Howard. Jim Donald, the former head of grocery operations at Wal-Mart, had served as Starbucks head of North American operations since 2002.
但是，当董事会任命吉姆·唐纳德为星巴克新的CEO时，霍华德承诺给予吉姆与奥林相同的领导公司的自由。但是，这种自由最终会让吉姆做出决定，与霍华德产生直接的冲突。吉姆·唐纳德是沃尔玛食品杂货业务的前负责人，自2002年以来担任星巴克北美业务的负责人。
In addition to his leadership experience, Jim was well known for being a truly kind man who took a real interest in everyone who worked for him. Howard had high hopes for Jim, and at first, those hopes seemed warranted. Jim loved to go into Starbucks stores and talk to the baristas and managers. Howard still viewed those Starbucks partners as the heart of the company, and he was thrilled that his new CEO shared that view.
除了领导经验外，吉姆还以真正的善良之人而著名，他对每个为他工作的人都非常关心。霍华德对吉姆寄予了很高的期望，起初，这些期望似乎是有根据的。吉姆喜欢进入星巴克店与咖啡师和经理交谈。霍华德仍然认为星巴克的合作伙伴是公司的核心，他很高兴他的新CEO与他有同样的看法。
And Jim impressed Howard with exciting new ideas to expand the Starbucks brand. One of the first major initiatives Jim oversaw as CEO was to get Starbucks into the entertainment game. Customers had long-commoned how much they enjoyed coming to Starbucks to listen to good music or read while they drank their coffee. Jim jumped on this aspect of the Starbucks experience and pushed the stores into selling books. He followed that up with introducing music bars where customers could download songs to make their own CDs or playlists. From there, Starbucks moved fully into the entertainment industry. The company started producing its own CDs and DVDs, and at first Howard loved this new direction.
吉姆用令人兴奋的新想法让霍华德对扩大星巴克品牌印象深刻。作为首席执行官，吉姆负责的首个主要举措之一是让星巴克涉足娱乐产业。顾客们一直会议论他们在喝咖啡的同时在星巴克聆听好听的音乐或阅读书籍是多么惬意。吉姆紧抓星巴克体验的这方面，并推动店铺销售图书。接着，他引入音乐吧，让顾客可以下载歌曲制作自己的CD或歌单。从那时起，星巴克完全进军娱乐产业。公司开始制作自己的CD和DVD，起初霍华德非常喜欢这个新方向。
If you'd Starbucks as a taste maker, whether that was taste in coffee or music, literature, or film, but Howard quickly started to change his tune. Along with pushing Starbucks into new industries, Jim Donald wanted to rapidly open more stores. By the end of 2005, Starbucks was operating over 10,000 stores worldwide, with no signs of slowing down the expansion. And under Jim's leadership, those stores were selling a range of new products from CDs to warm breakfast sandwiches.
如果你认为星巴克是一个口味的制造者，无论是在咖啡、音乐、文学还是电影上，但霍华德很快就开始改变他的调子。除了将星巴克推向新的行业，吉姆·唐纳德还希望快速开设更多的门店。到2005年底，星巴克在全球经营着超过10,000家门店，没有减缓扩张的迹象。在吉姆的领导下，这些门店销售各种新产品，从CD到热早餐三明治。
Howard continued to give Jim the freedom to run day-to-day operations, but he thought Starbucks was getting away from what it did best, making high-quality coffee and espresso drinks in a relaxing community environment. And now, increasingly, Howard thought the company was adding stores and products simply because they could. And he believed the Starbucks experience was suffering because of it. Customers agreed.
霍华德继续给吉姆自由管理日常运营，但他认为星巴克正在偏离其最擅长的领域，那就是在舒适的社区环境中制作高质量的咖啡和浓缩咖啡饮品。现在，越来越多的情况下，霍华德认为公司正在添加店铺和产品，纯粹是因为他们可以。他相信，星巴克的体验因此受到了影响。顾客们也同意这一点。
In 2006, Starbucks sales started to decline. Howard raised concerns, but company leadership argued it was simply the result of a shifting economy, and Jim Donald remained confident in the direction he was leading the company. But by summer 2007, Howard wasn't the only one who thought Starbucks was in trouble. Long time baristas and store managers sought out Howard in private. They complained that they couldn't keep up with all the changes.
在2006年，星巴克的销售开始下降。霍华德对此表示了担忧，但公司领导层辩称这仅仅是经济发生变化的结果，吉姆·唐纳德对他所领导的公司的前景充满信心。但到2007年夏季，霍华德不是唯一一个认为星巴克陷入困境的人。长期的咖啡师和店长私下寻求霍华德的帮助。他们抱怨说自己跟不上所有的变化。
They said the practice of making drinks, the thing Starbucks prided itself on, was rushed and sloppy, as baristas struggled to make breakfast sandwiches, manage music purchases, and more. Customers recognized the drop in service and store traffic dropped to historically low levels. Continued rapid growth only compounded Starbucks problems. Areas were now saturated with too many Starbucks stores, with many sitting near empty throughout the day. Howard worried things were only going to get worse. And it seemed Wall Street agreed too. As 2007 came to an end, Starbucks experienced an annual drop of 42% in a stock value.
他们说制作饮料是星巴克引以为豪的事情，但因为员工们努力制作早餐三明治、管理音乐购买等，所以做事匆忙、马虎。顾客们也察觉到了服务质量的下降，店铺的客流量下降到历史最低点。持续的快速扩张只加剧了星巴克的问题。某些地区已被过多星巴克店铺饱和，其中许多店铺整天都是空的。霍华德担心情况只会变得更糟。华尔街似乎也持同样的观点。当2007年结束时，星巴克的股票价值年度下跌了42%。
Howard knew it was time for Jim Donald to go. The only question was who would replace him. He needed someone who would immediately recognize the company's problems, take bold steps to fix them, and who would truly understand what Starbucks stood for. Howard would soon come to realize that there was only one solution. It was time for him to take back the reins of the company he loved. Howard Schultz would return as CEO, work to regain his customer's trust, and pull Starbucks out of its financial freefall.
霍华德知道吉姆·唐纳德必须走了，唯一的问题是谁来接替他。他需要找到一个能够立即认识到公司的问题、采取大胆的措施来解决这些问题，而且真正理解星巴克代表什么的人。霍华德很快就会认识到，只有一个人能胜任这个任务。他需要重新掌管这个他所热爱的公司。霍华德·舒尔茨会回来担任首席执行官，努力重新赢得客户的信任，并使星巴克走出财务危机。
Is December 2007 on Hawaii's Kona Coast, less than a month before Howard returns his CEO? Howard excels and feels the burn running through his legs as he pedals his bicycle up a hill. Howard is in the middle of a three hour bike ride with his old friend Michael Dell, founder of the successful computer company, the Bears' name. The two friends have spent most of the ride catching up. Their families are both vacationing in the area, but Howard needs Dell's advice.
在2007年12月，位于夏威夷科纳海岸，距离霍华德即将回任CEO不到一个月的时间。霍华德在骑自行车上坡时感到自己的身体变得越来越好，感受到了热情。他正在和他的老朋友迈克尔·戴尔一起骑自行车，迈克尔·戴尔是一家成功的计算机公司“熊”的创始人。两位朋友大部分时间都在聊近况，他们的家人都在这个地区度假，但霍华德需要戴尔的建议。
As the two men glide down a long stretch, Howard broaches the subject of business.
当两位男士滑过一段长距离时，霍华德提出了商业话题。
意思是：在滑雪过程中，霍华德开始谈起了商业的话题。
Oh, Michael, I don't know what to do. I'm afraid that if something doesn't change, soon, the company is going to be unsal�able.
哦，迈克尔，我不知道该怎么办。我担心如果不进行改变，公司很快就会无法挽救。
The decision seems pretty obvious to me, man. What, you want to be the CEO?
对我来说，这个决定似乎很明显。你想成为首席执行官吗？
No, Howard, goddammit. Starbucks is your company. It's time for you to take it back. Now I step down a CEO, so I can focus on the bigger picture.
霍华德，该死的。星巴克是你的公司。是时候让你拿回控制权了。我现在辞去CEO职位，这样我可以专注于更大的目标。
Yeah, and for a few years with Warren happening in the ship, you were successful. But look how quickly things went sound. You're the only person who can get in there. Pick up the pieces and put it back together. Trust me, I know what I'm talking about.
是的，有几年与沃伦在一起的时候，你很成功。但看看事情是多么地迅速崩溃了。你是唯一能够进入那里的人。去把碎片拾起来，把它重新组装起来。相信我，我知道自己在说什么。
He does. Michael Dell served as Dell CEO for 12 years before stepping down and taking on the role of chairman. But after that company experienced a series of financial struggles, he stepped back in as CEO in the beginning of 2007.
迈克尔·戴尔已经担任戴尔公司CEO达12年之久，随后卸任并担任主席一职。但是在该公司经历了一系列财务困境后，他在2007年初重新担任CEO职位。
Well, yeah, I guess you do. But you think coming back with the right decision?
嗯，我猜你是这样认为的。但你认为你会做出正确的决定回来吗？
这句话的意思是，对方认为自己会做出正确的决定，想确定是否会回来。
Who was the only decision, Howard? Saved Dell. It's the same for you and Starbucks. It's not anything crazy. Even jobs knew Apple couldn't survive if he didn't come back.
霍华德，谁是唯一的决策者？拯救戴尔。对你和星巴克来说也是一样的。这不是什么疯狂的事情。甚至乔布斯也知道，如果他不回来，苹果无法生存。
The two men ride on in silence for a few minutes. Howard takes in the lush, Hawaiian landscape, breeze in fresh tropical air. He knows Michael Dell isn't the only one who thinks he should reclaim the CEO mantle. Several members of Starbucks leadership have already approached him with the same idea.
两个人沉默地骑了几分钟。霍华德欣赏着繁茂的夏威夷风景，吸入清新的热带空气。他知道迈克尔·戴尔不是唯一一个认为他应该重新担任CEO的人。几位星巴克的高层已经向他提出了同样的想法。
If I do come back, I'm going to need the hip ground right. Where hall is already world. I have to get our partners and customers excited the best Starbucks again.
如果我回来的话，我需要确保背景音乐的舒适度。星巴克已经成为了世界的一部分，我必须让我们的合作伙伴和顾客再次兴奋起来。
Yeah, but you can't expect things to happen overnight. When I came back, I laid out what I called a transformation agent. You like that, Chris? Yeah, I created pillars for how we are going to transform Dell and write the ship. My core beliefs, goals of the company, stated simply and clearly, I still want to focus on the environmental and community programs I've been working on. I don't want to get away from that.
没错，但你不能指望事情一夜之间就发生。当我回来时，我制定了一个我所称之为"变革代理"的计划。你喜欢这个名字吗，克里斯？是的，我为我们如何改变戴尔并扭转颓势制定了支柱。我的核心信念和公司的目标清晰明了地表述出来，我依然想专注于我一直在从事的环保和社区项目。我不想离开这个领域。
You don't have to. The Starbucks and Crisis Mode Howard, you have to identify the problems you can fix, and how you can fix them. Howard starts to picture his own version of a transformation agenda and he quickly falls in love with the idea of it.
你不必这样做。在星巴克和危机模式下，霍华德，你必须找出可以解决的问题，以及如何解决它们。霍华德开始构想自己的转型议程，并迅速爱上这个想法。
What would my agenda be? How can we instantly create a sense of teamwork? I mean, like instantly. We're all working towards the same thing. From the executives to the bristas. How do I communicate that?
我的议程是什么？我们怎么能立即创建一种团队合作的感觉？我是说，就像立刻一样。我们所有人都在朝着同一个方向努力。从高管到咖啡师都是这样。我该如何传达这个信息？
I don't know what you have to. Everyone has to know the stakes, but they also have to know you have a plan to fix things. I mean, if you lead them, they'll follow.
我不知道你要做什么。每个人都必须了解风险，但他们也必须知道你有计划来解决问题。我的意思是，如果你领导他们，他们会跟随你的。
Howard picks up his pace and smiles. He's made a decision. Over the course of his wine holiday, Howard met with Michael Dell several more times. They talked through some specifics of Howard's transformation agenda and bigger picture issues like the Flailing American Economy. By the time Howard returned to Seattle, he was ready to re-assume the role of Starbucks CEO.
霍华德加快脚步并微笑着。他已经做出了决定。在他的葡萄酒假期期间，霍华德与迈克尔·戴尔见了几次面。他们讨论了霍华德的转型议程的一些具体问题以及更重要的问题，如摇摇欲坠的美国经济。当霍华德回到西雅图时，他已经准备好重新担任星巴克的首席执行官了。
Back in Seattle, Howard met privately with Jim Donald, members of the board, and Starbucks leadership to discuss his plans to take over as CEO and to tell Jim his time at Starbucks was over. Jim was upset, but he didn't put up a fight, and the board quickly moved to reinstate Howard as CEO. As Jim departed Starbucks, Howard reassured him that he didn't blame Jim for Starbucks failures. Howard said he'd make sure everyone in the company knew that. And while Howard never publicly blamed Jim, he knew the problems were vast, and he also knew that Starbucks needed a fresh start, in a moment that was quickly becoming more daunting.
在西雅图，霍华德私下与吉姆·唐纳德、董事会成员和星巴克领导层会面，讨论他接任首席执行官的计划，并告诉吉姆他在星巴克的时代结束了。吉姆很不高兴，但并没有争论，董事会很快就决定让霍华德重回CEO的位置。在吉姆离开星巴克时，霍华德向他保证，他不会将星巴克的失败归咎于吉姆，而且他会确保公司内的每个人都知道这一点。虽然霍华德从未公开指责吉姆，但他知道问题很严重，也知道星巴克需要一个全新的开始，因为这一刻变得越来越艰难了。
At the beginning of 2008, America and the rest of the world were headed into what would become known as the Great Recession. The retail and service industries would be hit especially hard, as consumers had far less money to spend. But Howard still believed he could turn Starbucks around. In order to accomplish that, Howard set out to fine tune his transformation agenda.
在2008年年初，美国和世界其他地方正在进入被称为“大衰退”的时期。零售和服务行业尤其受到冲击，因为消费者的可支配资金大幅缩减。但霍华德仍然相信他可以扭转星巴克的颓势。为了实现这一目标，霍华德着手调整他的转型议程。
Before announcing his return as CEO, Howard worked tirelessly to break down what he thought were the most important goals for Starbucks moving forward. Howard crafted a long list of transformation pillars, as Michael Dell had called them. But he identified three that Starbucks had to focus on in order to survive. Number one, be the undisputed coffee authority. Two, engage and inspire our partners. And three, ignite emotional attachment with our customers. Along with the three pillars, Howard wanted to revisit the concept of company growth.
在宣布重回CEO职位之前，霍华德辛勤工作，以拆分他认为是星巴克未来最重要目标的内容为主。霍华德制定了一个被迈克尔·戴尔称为“转型支柱”的长列表。但他确认了三个星巴克必须专注于才能生存的方向：第一，成为无可争议的咖啡专家。第二，激励和启发我们的合作伙伴。第三，引发我们的顾客情感依恋。除了这三个支柱外，霍华德还想重新审视公司增长的概念。
It was clear to Howard that Jim Donald had pushed growth for growth's sake, and that Starbucks had faltered because of it. Howard would push his new take on company growth throughout his career. When you look at growth as a strategy, it becomes somewhat seductive, addictive, but growth should not be and is not a strategy, it's a tactic.
霍华德清楚地看到，吉姆·唐纳德一味追求增长，这导致星巴克走下坡路。霍华德将在整个职业生涯中推动他的新公司增长理念。当你将增长作为一种策略，它变得有些引人注目、上瘾，但增长不应该是和也不是一个策略，它是一种战术。
With his transformation agenda solidified and his views on company growth clear, Howard was ready to once again lead day-to-day operations of Starbucks. On January 7th, 2008, Starbucks made a public announcement that Howard Schultz was back as CEO. The news sparked plenty of chatter on Wall Street, and in business trades, just as Howard knew it would.
霍华德的转型计划已经牢固，并且他对公司增长的观点也已经明确，他准备重新领导星巴克的日常运营。2008年1月7日，星巴克公开宣布霍华德·舒尔茨回归担任首席执行官。这条消息在华尔街和商业交易中引起了很多谈论，正如霍华德所预期的那样。
But on the same day, another company made an announcement, one that took Howard by surprise. Fast food giant McDonald's, who had long marketed their quality, affordable coffee, made it public that they were expanding their beverage menu to include lattes, espresso, and other specialty coffee drinks.
然而，在同一天，另一家公司发布了一份公告，这让霍华德感到惊讶。快餐巨头麦当劳，一直以来以其高品质、价格实惠的咖啡著称，宣布将扩大其饮品菜单，包括拿铁、浓缩咖啡和其他特色咖啡饮品。
The move was a direct attack on Starbucks and everyone in the industry knew it. The Wall Street Journal ran an article with the headline, McDonald's takes on a weekend's Starbucks. McDonald's leadership had watched over the last two years as customers deserted Starbucks. Now, with American and global economies heading into a recession, the fast food chain wanted to make it clear that nobody needed to pay top dollar for coffee beverages when they could just come to McDonald's and get the same items for far less. Panic ensued inside Starbucks' headquarters, but Howard remained calm.
这一举动是直接针对星巴克的，行业内每个人都知道。《华尔街日报》发表了一篇题为《麦当劳趁机挑战星巴克》的文章。麦当劳的领导层在过去两年里密切关注顾客不再光顾星巴克的情况。现在，随着美国和全球经济走向衰退，这家快餐连锁店想要明确表达一个观点：没有人需要为咖啡饮料高价买单，当他们可以到麦当劳买到同样的产品，并且价格大大降低。星巴克总部陷入了恐慌，但霍华德仍然保持镇静。
He knew McDonald's posed a serious threat and that they would inspire other low-cost coffee providers like Dunkin' Donuts to follow suit. But the news from McDonald's simply reinforced what Howard already believed. Starbucks was an experience. The experience is what customers came for. It was what set Starbucks apart from the competition. So Howard knew he had to act fast and get people to fall in love with a Starbucks experience all over again.
他知道麦当劳对星巴克构成了严重威胁，而且麦当劳还会启发其他低成本咖啡供应商如唐恩都乐（Dunkin' Donuts）效仿。但麦当劳的消息更加坚定了霍华德早已相信的事实：星巴克的独特体验是吸引消费者的关键。这是星巴克与竞争对手的区别所在。所以，霍华德知道他必须迅速行动，让人们重新爱上星巴克的独特体验。
Facing a threat from a huge competitor and a failing global economy, Howard Schultz would spend his first days back as Starbucks CEO, trying to put out fires while boosting company morale and laying out plans for transformation. From the outside, it would appear to be a nearly impossible task. And Starbucks would continue to struggle, while Wall Street questioned whether the coffee company would ever be able to bounce back.
面对来自一个巨大竞争者和全球经济的崩溃的威胁，霍华德·舒尔茨成为星巴克CEO后的前几天，试图扑灭火灾、提高公司士气和制定转型计划。从外面看，这似乎是一项几乎不可能的任务。星巴克将继续面临困境，而华尔街质疑这家咖啡公司能否反弹。
In the face of this crisis, Howard Schultz would take drastic measures that would shock company leadership and business insiders alike in order to save Starbucks, Howard, we shut it down.
在这场危机面前，霍华德·舒尔茨将采取一些激烈手段来挽救星巴克，这将让公司领导和业内人士们感到震惊，霍华德让我们把它关了。
意思：在危机面前，霍华德·舒尔茨要采取极端措施来挽救星巴克，这些措施可能会让公司领导和业内人士感到震惊，但他认为这是必须的。最后是“让我们把它关了”，可能是指关闭公司暂停营业等强硬措施。
From Wundery, this is episode one of Howard Schultz saving Starbucks for business movers.
这是由Wundery制作的第一期《霍华德·舒尔茨拯救星巴克》企业家节目。
On the next episode, in the face declining sales, amounting criticism, Howard's decision to shut down all of Starbucks American stores leaves many wondering can Starbucks survive?
在下一集节目中，面对不断下降的销售额和批评声，霍华德决定关闭所有星巴克在美国的店铺，许多人都在想星巴克是否能够存活下来。
Hey, prime members, you can listen to business movers add free on Amazon Music, download the Amazon Music app today, or you can listen add free with Wundery Plus and Apple podcasts.
嘿，Prime会员，你们可以在亚马逊音乐上无广告收听“商业风口人物”，立即下载亚马逊音乐应用，或在Wundery Plus和Apple播客上无广告收听。
Before you go, tell us about yourself by completing a short survey at Wundery.com/survey.
在您离开之前，请通过在Wundery.com/survey上填写一份短调查问卷来告诉我们您的个人信息。
If you'd like to learn more about Starbucks, we recommend Onward by Howard Schultz with Joanne Gordon, Howard Schultz, a biography of the Starbucks billionaire by James Perry. From the ground up, a journey to reimagine the promise of America by Howard Schultz, and it's not about coffee, lessons on putting people first from a life at Starbucks by Howard B. Hart and Janet Coltsstein.
如果你想了解更多有关星巴克的信息，我们推荐以下几本书：《从这里往后前行》（作者霍华德·舒尔茨与乔安娜·戈登合著）、《星巴克创始人霍华德·舒尔茨传》（作者詹姆斯·佩里）、《从零开始：重新构思美国承诺的旅程》（作者霍华德·舒尔茨）、《它不仅仅是咖啡：从星巴克人性至上的经历中学到的教训》（作者霍华德·B·哈特与詹纳特·科尔特斯坦）。
A quick note about our dramatizations. In most cases, we can't know everything that happened, but all our reenactments are based on historical research.
我们的戏剧化表现有一个简短的说明。在大多数情况下，我们无法知道发生了什么，但我们所有的再现都是基于历史研究。
Business Movers is hosted, edited and executed produced by me, Lindsey Graham for Airship, audio editing by Molly Bach, sound design by Derek Barrett's, music by Lindsey Graham.
《Business Movers》由我，林赛·格雷厄姆为Airship承办，编辑和进行制作。音频编辑由莫莉·巴赫完成，声音设计由德里克·巴雷特负责，音乐由林赛·格雷厄姆提供。
This episode is written and researched by Michael Federico.
本集是由迈克尔·费德里克编写和研究的。
Executive producers are Stephen Walters for Ritual Productions and Jenny Lauer Beckman and Marsha Lewy for Wundery.
执制人包括Ritual Productions的Stephen Walters以及Wundery的Jenny Lauer Beckman和Marsha Lewy。