????程：只靠我們自己事無巨細地操辦一切顯然是不可能的，所以發放加盟執照就變得很重要。我們已經進入墨西哥市場，未來還會在加拿大開新店。不少大學里也有我們的餐廳。但是機場就更困難一點，因為很難拿到店面，畢竟有不少人都有著很強的政治人脈關系。

????蔣：我們有著兼容并包的思想。而且因為我們是外來移民，所以也很能吃苦耐勞，同樣，我們還非常節儉。從1983年到2000年，每一家新餐廳開張，我們都有一支現成的團隊前去協助。每支這樣的團隊都會在公寓里住上一個月，就算是管理層也不會去住酒店，而是和普通員工一樣住在公寓房間。沒人抱怨說缺乏隱私，這是打造團隊精神的好方法。

????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營業績雙成長。許多人剛進公司時只是廚師或是服務員，而如今都已經做到了公司副總裁。

????程：我最深感驕傲的是打造了這樣一個組織，其中的每個人都被激勵著追求更好的生活。讓每個人生活得更好，也會對我們社會和國家的福祉有著更深遠的影響。

????蔣：1973年我們的努力只是為了養家糊口；而如今，我們所有人作為一個團隊的目標就是要不斷挑戰自己，邁上一個又一個新的臺階。

????我們的經營建議：

????重視細節。在熊貓餐廳，沒有什么事是小到我們可以忽略的。我們每天都會切碼蔬菜，我們的過道永遠干凈，我們洗手間永遠清潔整齊。當這些微不足道的小事都能被做到最好的時候，餐廳內的顧客就會注意得到。

????搶占競爭先機。1992年，我們在商場內開張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跟熊貓快餐廳一樣的中式菜品。

????不斷學習。我們會提供有關管理學和成功學的推薦書單，其中包括唐?米格爾?魯伊茲的《心靈自由的實用手冊》（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。我們會購買這些書籍，按低于成本的價格出售給員工同事。這樣的話，真正想讀書的人就得付出點錢來買，而公司也可以減少一些成本支出。（財富中文網）

????譯者：唐昕昕

????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.

????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.

????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.

????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.

????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.

????Our advice

????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.

????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.

????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.