Placeholder Image

字幕表 動画を再生する

  • >> The people in Alabama get it, the people in Oklahoma get it,

  • the people in Portland, Oregon get it.

  • Everywhere I go in this country people get it and they come to me and they go thank you

  • for coming here; and that to us is so gratifying that Americans really understand quality

  • and understand something that really is worth going out of their way for.

  • >> Even for sole proprietors, business is a team effort.

  • Somebody creates the mission, usually based upon the perception

  • that there's a need to fill in a particular market.

  • Someone else then has to develop all the little steps that make the mission happen;

  • and still other people have to take the individual actions

  • that will bring all that planning to fruition.

  • When Ron Shake created Panera Bread he was most interested in developing a restaurant chain

  • that served nourishing food with the speed of a fast food restaurant

  • and the engaging environment of a sit-down venue.

  • But along the way he and his team proved the modern model of business management.

  • From a sound organizational vision to management educated to lead rather than dictate,

  • to front line employees empowered to make great customer service choices,

  • Panera is a unique experience both for its customers and its staff.

  • The formula has taken a quarter of a century to perfect.

  • >> This company was originally formed as Au Bon Pain in 1981.

  • In 1991 we went public; in 1993 we bought a small company in St. Louis, Missouri,

  • 19 stores doing about 1 million dollars a year called the St. Louis Bread Company.

  • In 1994 and 1995 we really studied it but didn't change it.

  • Excuse me ladies, I'm Ron Schaich and I'm the President

  • of Panera and we're just wandering around.

  • >> Ron is great.

  • I actually met him two years ago when I opened this store and I was not expecting the CEO to be

  • so involved with not only the customers but the people.

  • >> When Ron started Panera he and his team set long-term goals laying strategic plans

  • to set the company in the direction of being unique, competitive and successful.

  • Breaking the goal into steps they set some short term objectives

  • and developed tactical plans to achieve them.

  • In 1996, we began to make changes in the concept.

  • We added bagels, our average unit volumes began to grow, they grew 25%.

  • In 1997 we added yet another business to our platform, our gathering place business

  • and our volumes popped to a million 750,000

  • which was essentially a 30% increase in one year.

  • >> Changing the business required tough decisions.

  • Realizing they were spread thin over a host of businesses, Ron and his team collected data

  • on each; agreed that some had to go and decided that one concept beat the others.

  • Sales figures assured them they had made the right choice.

  • We made the decision to sell all of our other businesses including our original namesake

  • business Au Bon Pain.

  • Since then we have grown it from the 180 stores in 1999 to what is today north of 700 stores.

  • >> Ron's whole purpose as CEO is to plan and control Panera's growth.

  • Along with his executive management team he leads rank and file employees

  • by helping middle management organize the steps necessary to achieve Panera's goals.

  • But to be successful that kind of control requires not only planning

  • but measuring achievement against an established set of goals and values.

  • >> Other than the most powerful piece to the Panera story,

  • is a document that we prepared and wrote to the cafe in 1994.

  • We call that document Consilvescence [phonetic] and what it is,

  • is a vision for how we compete in the marketplace.

  • And the interesting thing to me is people ask me all the time what are you doing new

  • and different.

  • The truth is I tell them not a lot.

  • What we're trying to do is get closer and closer to that vision that we wrote in 19994

  • and to be frank we're probably 80% of where we wanted to get to in 1994;

  • but it forces us to stay in the future and it forces us

  • to look at where we're trying to get to.

  • >> But a plan is only half the battle.

  • Without a great picture of how Panera fit into the overall landscape,

  • Ron and his team would be flying blind, so they periodically do what's called a SWOT analysis;

  • that stands for strengths, weaknesses, opportunities and threats.

  • It helps management to focus on the most important challenges

  • that face Panera at any given moment.

  • >> The greatest risk for a high growth company like Panera is to choke

  • on the extraordinary opportunities that we have before us.

  • A lot of people have gotten in trouble in this business

  • because they didn't understand how to grow.

  • They chose the wrong partners, they chose the wrong markets, they chose the wrong real estate.

  • You won't see Panera selling out the country;

  • you won't see Panera rushing to international markets.

  • You'll see Panera staying disciplined.

  • To assure that Panera is meeting all those established goals, Ron stays in touch

  • with his customers and solicits feedback and new ideas.

  • >> Thank you.

  • Thank you for your help.

  • Hey guys I'm Ron Schaich and I'm the President of Panera.

  • What is Panera known for?

  • >> The people that have heard of it know it makes great bagels.

  • >> I love the Caesar salad and the French Onion soup.

  • >> My favorite drink at Panera is the Icy Caramel Coffee drink.

  • >> The sandwich I just had was really good.

  • >> But some of the greatest feedback that Panera has gotten has come

  • from within its own industry.

  • >> You can take any one of the major studies in the food industry,

  • whether it be Sandelman Associates where we were ranked number 1 out of 110 concepts;

  • you can take JD Powers, you can look at the T and S research

  • where we had the highest brand loyalty of any concept; or you also can look

  • at restaurant institutions choice and chains were 6,000 customers were polled and then

  • when we came out with the highest food quality.

  • It is those results that say to us that we are touching a cord

  • with the American consumer in its deep and fundamental way.

  • They get it, they appreciate it, they vote with defeat and they vote with their pocketbooks.

  • >> To empower Panera teams to make dynamic decisions, Ron imparts them with the core value

  • of recognizing every stakeholder in the business from teammates to businesses.

  • >> It's such a great environment.

  • Our customers tell us that when you're in the bakery cafe you feel it;

  • and it's a place that at the end of the day when you look

  • at what you're doing here you can feel proud of the work that you're doing.

  • >> Size and scale are counterproductive in a people business.

  • People work for people, they don't work for companies.

  • So we spend a great deal of time focusing on how do we execute and how do we execute well

  • through local franchisees, local joint venture partners, and highly skilled

  • and committed people at the local level.

  • >> Though the original vision for Panera created autocratic goals, the implementation

  • of those goals depends a lot upon the commitment to excellent Ron earns

  • from every member of the Panera family.

  • That starts with quality hiring.

  • >> What I like best about this job is definitely the people; not only just the customers

  • but all the wonderful associates that I have and managers that I work with every day.

  • It's a second family.

  • The company that we have really works on trust and building trust

  • and great relationships with our customers.

  • It's a great company to work for; they really take care of your people.

  • >> Top management including executives like Ron have

  • to have great conceptual skills while excelling at Human Resources Management.

  • Front line managers like Kelly have to have great human relations skills

  • and master the technical skills required to run the restaurant.

  • Middle managers like Julie need a great balance of these skills.

  • Of course having a really great product

  • that customers love makes things easier for the whole team.

  • >> Everywhere you go when you mention for Panera Bread, people say,

  • "I love your cinnamon crunch bagels; I love your bread;

  • oh you know I had a party the other day and we got your sandwiches."

  • You can't help but become jazzed up and passionate about it because it's

  • such a great product; such a great environment.

  • >> Though managers like Julie certainly help execute strategy at Panera,

  • it's the vision of entrepreneur Ron Schaich that gives the company focus and direction

  • by establishing company values and risking fundamental changes.

  • Ron inspires frontline employees like Kelly Goodwin to feel free to make the kinds

  • of dynamic decisions that keep Panera Bread a brand recognized

  • for great products and friendly service.

  • >> Panera is a place where there's a lot of warmth, there's a lot of opportunity,

  • and there's a lot of challenges that really are approached as a team.

  • It's a place where people grow and people learn and people bring their ideas in order

  • to ultimately provide our customers with the best experience that they can have at a Panera.

  • >> I look at my one year old daughter and my six year old son and I look at my wife, Nancy,

  • and I mostly want them to be proud and I want to feel that sense of pride.

  • I want to feel like we made a difference, that we really genuinely delivered something

  • that was special for our consumers, and I cannot tell you the gratification that comes in looking

  • at this thing and saying we did it when other people couldn't.

  • And having been able to have been a part

  • of that is truly an extraordinary and rewarding experience.

  • [ Music ]

>> The people in Alabama get it, the people in Oklahoma get it,

字幕と単語

ワンタップで英和辞典検索 単語をクリックすると、意味が表示されます

A2 初級

パネラブレッドの事例 (Panera Bread Case Study)

  • 59 6
    羅紹桀 に公開 2021 年 01 月 14 日
動画の中の単語