英語資源頻道為大家整理的china daily 雙語新聞：華裔夫婦在美國打造中式快餐王國，供大家閱讀參考。
Andrew and Peggy Cherng, now 65 and 62, respectively, opened their first Chinese restaurant in 1973 with $60,000 from savings and a Small Business Administration loan, plus relatives who worked for free. Today Panda Restaurant Group is the nation's leader in Asian fast-casual eateries, exceeding $1.7 billion in revenue in 2012. Their Rosemead, Calif., company now manages a total of 1,500 Panda Express, Panda Inn, and Hibachi-San restaurants in 42 states and Mexico City, and it is celebrating its 40th anniversary this year. The co-CEOs' story:
靠著儲(chǔ)蓄金和美國聯(lián)邦小企業(yè)署的貸款湊起來的6萬美元以及自家親戚們的免費(fèi)勞動(dòng)，現(xiàn)年65歲的程正昌和62歲的蔣佩琪這對(duì)夫婦在1973年開辦了他們自己的第一家中餐廳。如今，熊貓餐飲集團(tuán)(Panda Restaurant Group)已經(jīng)成為美國亞洲休閑快餐業(yè)的領(lǐng)軍企業(yè)，2012年的營(yíng)收超過17億美元。這家總部位于加利福尼亞羅斯米德市的集團(tuán)公司旗下管理著1,500多家熊貓快餐廳(Panda Express)、聚豐園餐廳(Panda Inn)和Hibachi-San日本料理餐廳，遍布全美42個(gè)州以及墨西哥首都墨西哥城。今年是熊貓餐飲集團(tuán)成立40周年。這對(duì)夫妻檔CEO分享了他們的創(chuàng)業(yè)故事：
Andrew Cherng: I was born in Yangzhou, China, two years after World War II started. I was 5 when my family escaped to Taiwan. Eight years later, we moved to Japan.
程正昌：二戰(zhàn)開始之后的第二年，我出生在中國的揚(yáng)州。5歲時(shí)，我們舉家逃往臺(tái)灣，8年之后，又移居日本。
Peggy Cherng: I was born in Burma, and my family went to Hong Kong, where I grew up. I came to the United States for college and met Andrew at Baker University in Baldwin, Kans.
蔣佩琪：我出生在緬甸，后來隨著全家定居香港并在那里長(zhǎng)大。之后到美國讀大學(xué)，在堪薩斯州鮑德溫的貝克大學(xué)(Baker University)學(xué)習(xí)時(shí)遇到了程正昌。
Andrew: We went on to the University of Missouri, where I got a master's degree in applied mathematics. Peggy stayed a couple of years longer to get her Ph.D. in electrical engineering. Every holiday I had, I worked in New York, waiting tables in a restaurant. My father was a chef but hadn't owned his own business. I didn't like that. In my heart of hearts, I knew I wanted to be in business.
程：我們后來又一起去了密蘇里大學(xué)(the University of Missouri)，我在那兒攻讀應(yīng)用數(shù)學(xué)碩士。佩琪比我多上了幾年，拿到了電子工程學(xué)博士學(xué)位。當(dāng)時(shí)我在紐約上班，每個(gè)節(jié)假日去餐廳吃飯都要排隊(duì)等座。我父親本身就是廚師但卻一直未能擁有自己的餐廳。我不想那樣，從內(nèi)心來說，我知道我想要擁有自己的事業(yè)。
Peggy: I never thought about going into business. I was trained to be in the sciences.
蔣：我倒是從未想過做生意，我所受到訓(xùn)練是要投身科學(xué)事業(yè)。
Andrew: It's just dumb luck that my cousin leased a restaurant in Hollywood called Ting Ho. He didn't speak English and turned to me for help. So in 1972 I moved to California and worked seven days a week in the restaurant, getting paid $800 a month. After a few months, we had some work disagreements and I found a restaurant in Pasadena to take over. My dad and I borrowed some money from that same cousin and got an SBA loan, scraping together $60,000. We opened Panda Inn on June 8, 1973. The whole family -- my parents, a brother and sister -- all worked at the restaurant for free. We lived in a two-bedroom apartment in San Gabriel and didn't have any money. Peggy would come to visit, and we got married in 1975.
程：我有個(gè)表兄正好在好萊塢租了個(gè)叫Ting Ho的餐廳，但他又不會(huì)講英語，所以就來找我?guī)兔?。這對(duì)我來說簡(jiǎn)直是個(gè)天上掉餡餅的好事兒。1972年，我搬到了加州。在他的餐廳，我每周工作7天，月薪800美元。過了幾個(gè)月，我們倆在工作上出現(xiàn)了一些分歧。當(dāng)時(shí)帕薩迪納市正好有一間餐廳要出租，于是我父親和我就從我那位表兄那兒借了些錢，又向聯(lián)邦小企業(yè)署借了一筆貸款，就這么一共湊了6萬美元把那間餐廳盤了下來。1973年6月8號(hào)，聚豐園餐廳正式開張。我們?nèi)?，包括我父母、一個(gè)哥哥和一個(gè)妹妹，全都在餐廳里免費(fèi)做事。當(dāng)時(shí)，我們身上所剩無幾，全家人就擠在圣蓋博市的一間兩居室的公寓里。佩琪常常來看我們。我們?cè)?975年結(jié)婚。
Peggy: I worked in engineering for McDonnell Douglas and Comtal/3M until our third child was born.
蔣：我們第三個(gè)孩子出生前，我一直在麥道公司(McDonnell Douglas)和3M公司的工程部門工作。
Andrew: My dad passed away in 1981. I was very comfortable taking charge. I'm a driven person and I like to accomplish things. In 1982 we opened another Panda Inn in Glendale.
程：我父親1981年去世，我很自然地?fù)?dān)起了餐廳管理者的責(zé)任。我是個(gè)非常有干勁的人，喜歡成就感。1982年，我們?cè)诟裉m代爾市開出了第二家聚豐園餐廳。
Peggy: That's when I joined the family business.
蔣：我就是在那時(shí)加入了家族生意。
Andrew: Through my connections, I met the Donahue family. Terry Donahue was the head football coach for UCLA, and his brother Dan was the developer for the Glendale Galleria. They invited me to open a Panda Express in the mall. It was October 1983, and the first Panda Express worked out okay. So I opened more restaurants. In 1985 we went from five to nine stores in one year.
程：我通過人脈結(jié)識(shí)了唐納修家族。特里?唐納修是加州大學(xué)洛杉磯分校(UCLA)橄欖球隊(duì)的總教練，而他的弟弟則是幽谷拱廊商場(chǎng)(the Glendale Galleria)的開發(fā)商。他們邀請(qǐng)我在商場(chǎng)里開一家熊貓快餐廳。我記得那是1983年10月的事兒，而這第一家熊貓快餐廳經(jīng)營(yíng)得不錯(cuò)。因此，我又開出了更多的餐廳。1985年那一年，熊貓快餐廳的門店數(shù)就從5家增長(zhǎng)到了9家。
Peggy: It was opportunity driven. In the first 10 years, we were mall-based stores.
蔣：當(dāng)時(shí)的機(jī)會(huì)很好。前十年，我們都是在商場(chǎng)里開店。
Andrew: At first we looked at them like a collection of individual restaurants. We didn't have much infrastructure or control. In the late '80s and early '90s we began to experiment. I talked to Bill Davila [president of Vons], who was a customer. I convinced him to put us in Vons supermarkets. Then we began to put Panda Express outside the malls. I was conservative, so we opened small spaces that averaged $6,000 to $7,000 a week in revenue back then.
程：一開始，我們把開出的這些熊貓快餐廳都視為一個(gè)個(gè)獨(dú)立的門店，并沒有太多的基本構(gòu)造或是控制。到了80年代末90年代初，我們就開始實(shí)驗(yàn)一種創(chuàng)新。馮氏超市集團(tuán)(Vons)總裁比爾?達(dá)維拉也是我們餐廳的顧客，我說服他將我們的餐廳開在馮氏超市內(nèi)。那時(shí)才是我們第一次把熊貓快餐廳開在商場(chǎng)之外的地方。我當(dāng)時(shí)很保守，所以店面都很小，每周的平均營(yíng)收只有6,000到7,000美元。
Peggy: Inside the mall, shoppers are your customers. It was more challenging to drive traffic to the street locations. So we did street marketing with door hangers and a discount program. We made sure that Asian cuisine was desirable in the area and there was a reasonable rent to ensure profit. The best location was on a corner, for good daytime traffic and nighttime access.
蔣：在商場(chǎng)里，購物的顧客很自然地就會(huì)光顧餐廳。因此，要想在街道上吸引更多的客流量的確是個(gè)更大的挑戰(zhàn)。所以當(dāng)時(shí)我們就搞了一些街頭營(yíng)銷活動(dòng)，比如顯眼的餐廳門牌，再比如打折促銷等。我們可以肯定的是，亞洲菜肴在當(dāng)?shù)睾苁軞g迎，而且房租也不貴，這樣可以確保我們的利潤(rùn)率。的位置就是街角，無論白天還是晚上，人流量都很大。
Andrew: I'm the one who dealt with getting the stores open and functioning. After that, Peggy took care of the rest of it.
程：我當(dāng)時(shí)主要負(fù)責(zé)開新店和餐廳運(yùn)營(yíng)，而佩琪負(fù)責(zé)其他的事宜。
Peggy: It was clear to me as an engineer that you need a system. We were one of the first companies to use a computer in the 1980s, which made ordering easier. It could collect information about the most popular items people ordered by networking the stores to the corporate office. So we had more information.
蔣：作為工程師，我清楚地知道我們需要一個(gè)系統(tǒng)。我們是1980年代最早使用電腦的餐廳之一，這樣可以使點(diǎn)餐更加便捷。電腦還可以搜集各家門店中哪些菜品顧客歡迎，同時(shí)匯總至總部辦公室。我們借此可以獲得更多的運(yùn)營(yíng)信息。
Andrew: In the process, we made the restaurants bigger and improved the ambiance. That made a difference in people's perception. Our food costs are on the higher side, so I wanted labor costs to be on the lower side. Good service can create more business, so you don't want to be too lean. We cross-train people and have them multitask.
程：在這個(gè)過程中，我們的餐廳面積越來越大，環(huán)境也越來越好，顧客的就餐體驗(yàn)也就更佳。我們食材的采購成本較高，因此我就想要降低人工成本。但只有優(yōu)質(zhì)的服務(wù)才能帶來更多的生意，所以對(duì)員工也不能過于吝嗇。于是我們就讓員工進(jìn)行輪崗訓(xùn)練，讓他們可以一人勝任多項(xiàng)任務(wù)。
Peggy: In the late '80s, Chinese food meant mom-and-pop restaurants. There were no chains. Before 1973, Chinese restaurants offered chop suey. As more Chinese immigrants came, they brought their cooking skills and cuisines. Panda Express moved the cuisine into more sophisticated, authentic food.
蔣：80年代末，中餐館給人的印象就是夫妻經(jīng)營(yíng)的小店，沒有成規(guī)模的連鎖企業(yè)。1973年以前，中餐館只供應(yīng)炒雜燴菜。隨著越來越多華裔移民的到來，各式廚藝技能和菜系也豐富起來，而熊貓快餐廳的菜單上也開始出現(xiàn)更復(fù)雜和地道的菜品。
Andrew: This is our 40th year in business. We don't have a single penny from outside investors, and we never borrowed heavily from the banks. We have a healthy balance sheet and more credit than we can use.
程：我們做了40年餐飲生意，沒從投資者那里拿過一分錢，也從未跟銀行借過太多貸款。我們有著健康的資產(chǎn)負(fù)債表和根本用不完的銀行的貸款授信額度。
Peggy: In 1997 we had 254 stores, and the revenue was $178.7 million. That's when we set a goal of being a billion-dollar company. By then we had a supply-chain system that distributed to the stores through a third-party vendor and operated under a chain mentality.
蔣：1997年，我們總共已經(jīng)擁有了254家餐廳，總營(yíng)收達(dá)到1.78億美元。從那時(shí)起，我們就定下目標(biāo)要成為一家十億美元級(jí)的企業(yè)。到那時(shí)，我們就會(huì)形成完整的供應(yīng)鏈體系，即通過第三方供應(yīng)商向各家餐廳供貨，而我們則通過連鎖經(jīng)營(yíng)的管理哲學(xué)來運(yùn)營(yíng)企業(yè)。
Andrew: Most of our stores are company owned. When we deal with an institution, like universities, we license its operation and help it get set up. We have supervision and training for quality control, but business is really about empowering people to act like owners themselves. If people aren't inspired to grow, another business comes in next door, and you go out of business.
程：大部分餐廳都是我們直營(yíng)的。當(dāng)我們和大學(xué)這樣的機(jī)構(gòu)合作時(shí)，我們會(huì)發(fā)放加盟執(zhí)照授權(quán)它們經(jīng)營(yíng)并會(huì)幫助它們發(fā)展壯大。我們對(duì)質(zhì)量會(huì)進(jìn)行監(jiān)督和控制，但餐飲業(yè)說到底還是要授權(quán)給員工，讓他們發(fā)揮主人翁精神。如果員工沒有成長(zhǎng)的動(dòng)力，競(jìng)爭(zhēng)對(duì)手隨時(shí)就會(huì)到來，而你的生意就會(huì)破產(chǎn)。
Peggy: Andrew is the visionary who pushes for growth. I like my system process, so I work on how to enable the growth. Being married does not always make working together easy. We had to learn how to resolve business disagreements. It's not "Your way is best" or "My way is best," but the alternative way -- which incorporates everybody's ideas -- is best. In 2010 we reached our goal and had sales of $1.069 billion.
蔣： 正昌是能夠推動(dòng)成長(zhǎng)進(jìn)步的夢(mèng)想家。而我卻喜歡系統(tǒng)性進(jìn)程。因此，我的工作就是研究如何怎樣才能成長(zhǎng)。夫妻關(guān)系并不意味著工作上的合作就一定會(huì)愉快，但我們都學(xué)會(huì)了如何去處理工作上的分歧。有時(shí)并不一定要爭(zhēng)“到底是你對(duì)還是我對(duì)”，的方法是把所有人的想法融匯、交織在一起。2010年，我們實(shí)現(xiàn)了當(dāng)年的目標(biāo)，年銷售額達(dá)到了10.69億美元。
Andrew: Doing everything ourselves is out of the question, so licensing is important. We're in Mexico now and will soon open in Canada. We're in a lot of universities. Airports are challenging in terms of securing the real estate because there are others who are more connected politically.
程：只靠我們自己事無巨細(xì)地操辦一切顯然是不可能的，所以發(fā)放加盟執(zhí)照就變得很重要。我們已經(jīng)進(jìn)入墨西哥市場(chǎng)，未來還會(huì)在加拿大開新店。不少大學(xué)里也有我們的餐廳。但是機(jī)場(chǎng)就更困難一點(diǎn)，因?yàn)楹茈y拿到店面，畢竟有不少人都有著很強(qiáng)的政治人脈關(guān)系。
Peggy: We have an all-in mentality. Because we're immigrants, we have a can-do attitude. We're also very frugal. From 1983 to 2000, with every new store, we would take an established team to the new location to help open the store. Every team would live in one apartment for a month, and your supervisor might sleep in the same room as you rather than go to hotels. No one complained about not having privacy. It built team spirit.
蔣：我們有著兼容并包的思想。而且因?yàn)槲覀兪峭鈦硪泼?，所以也很能吃苦耐勞，同樣，我們還非常節(jié)儉。從1983年到2000年，每一家新餐廳開張，我們都有一支現(xiàn)成的團(tuán)隊(duì)前去協(xié)助。每支這樣的團(tuán)隊(duì)都會(huì)在公寓里住上一個(gè)月，就算是管理層也不會(huì)去住酒店，而是和普通員工一樣住在公寓房間。沒人抱怨說缺乏隱私，這是打造團(tuán)隊(duì)精神的好方法。
After all these years, what I'm most proud of is seeing our people and the business grow. We have people who joined us as kitchen chefs and waitresses who are now vice presidents of the company.
這些年來，最令我感到驕傲和自豪的就是看到我們的員工與經(jīng)營(yíng)業(yè)績(jī)雙成長(zhǎng)。許多人剛進(jìn)公司時(shí)只是廚師或是服務(wù)員，而如今都已經(jīng)做到了公司副總裁。
Andrew: I am most proud of building an organization where our people are inspired to better their lives. Empowering others to better their lives contributes an even greater impact to our communities and beyond.
程：我最深感驕傲的是打造了這樣一個(gè)組織，其中的每個(gè)人都被激勵(lì)著追求更好的生活。讓每個(gè)人生活得更好，也會(huì)對(duì)我們社會(huì)和國家的福祉有著更深遠(yuǎn)的影響。
Peggy: Back in 1973 it was about making a living for the family. Today it's about challenging ourselves and seeing what all of us on the team can achieve.
蔣：1973年我們的努力只是為了養(yǎng)家糊口;而如今，我們所有人作為一個(gè)團(tuán)隊(duì)的目標(biāo)就是要不斷挑戰(zhàn)自己，邁上一個(gè)又一個(gè)新的臺(tái)階。
Our advice
我們的經(jīng)營(yíng)建議：
Details matter. At Panda, the little things are a big deal for us. We cut our vegetables daily. Our sidewalks are clean, and our washrooms are neat and tidy. When the little things get done, guests will notice it.
重視細(xì)節(jié)。在熊貓餐廳，沒有什么事是小到我們可以忽略的。我們每天都會(huì)切碼蔬菜，我們的過道永遠(yuǎn)干凈，我們洗手間永遠(yuǎn)清潔整齊。當(dāng)這些微不足道的小事都能被做到的時(shí)候，餐廳內(nèi)的顧客就會(huì)注意得到。
Anticipate the competition. We started Hibachi-San in malls in 1992 as a defensive strategy to keep Japanese restaurants from selling against our Chinese food at Panda Express.
搶占競(jìng)爭(zhēng)先機(jī)。1992年，我們?cè)谏虉?chǎng)內(nèi)開張Hibachi-San日本料理餐廳就是一種防御策略，就是為了防止日本餐廳供應(yīng)跟熊貓快餐廳一樣的中式菜品。
Learn constantly. We maintain a list of recommended books about leadership and inspiration, including The Four Agreements: A Practical Guide to Personal Freedom, by Don Miguel Ruiz, and Steve Jobs, by Walter Isaacson. We buy them, then sell them below cost to our associates. That way, those who want to read them must pay something for them, and the company absorbs the loss.
不斷學(xué)習(xí)。我們會(huì)提供有關(guān)管理學(xué)和成功學(xué)的推薦書單，其中包括唐?米格爾?魯伊茲的《心靈自由的實(shí)用手冊(cè)》(The Four Agreements: A Practical Guide to Personal Freedom)、沃爾特?艾薩克森寫的《喬布斯傳》(Steve Jobs)等。我們會(huì)購買這些書籍，按低于成本的價(jià)格出售給員工同事。這樣的話，真正想讀書的人就得付出點(diǎn)錢來買，而公司也可以減少一些成本支出。