忙于經(jīng)營價值數(shù)十億美元的企業(yè)和管理數(shù)百名員工,大多數(shù)首席執(zhí)行官都沒有時間去雜貨店購物。
但全食超市(Whole Foods Market)首席執(zhí)行官杰森?畢寇卻選擇每周購物14次。
畢寇最近在接受《財富》雜志采訪時說:“我?guī)缀趺刻熘辽偃纱坞s貨店。”這位公司負(fù)責(zé)人(其公司總部位于奧斯?。┱f,他會在午餐時間會去這家占地8萬平方英尺(約合7432平方米)的旗艦店,下班后再回來為晚餐購買新鮮食材。這位自稱“美食家”的人會逛奶酪和沙拉吧,經(jīng)常在Excel表格上列出“詳細(xì)”的購物清單,為特定食譜做計劃。
畢寇于2022年出任首席執(zhí)行官,他說:“我碰巧在奧斯汀最好的美食場所之一的樓上工作。”他從標(biāo)志性創(chuàng)始人約翰·麥基(John Mackey)手中接過了這一職位,麥基擔(dān)任這一職位長達(dá)42年之久,畢寇在經(jīng)歷了近一年的過渡期后接任。亞馬遜(Amazon)于2017年以137億美元收購了這家有機(jī)食品雜貨連鎖店。
現(xiàn)年46歲的畢寇向《財富》雜志介紹了他的日常生活(獨家消息),包括“每天至少參加10次會議”、六英里(約合9,66千米)長跑以及每天兩次前往全食超市。
會議間隙,畢寇會在全食超市的沙拉吧嘗試新品,他還喜歡用在店里挑選的產(chǎn)品嘗試新食譜。
他說:“在舉辦聚會時,我會向奶酪商征求建議,比如如何擺放一個令人印象深刻的奶酪和烤肉板。畢寇非常青睞奶酪和新鮮蔬菜。他7歲開始種菜,父母都在奶牛場長大。他告訴《哈佛商業(yè)評論》,他的父親是一名干酪生產(chǎn)者。
不過,對畢寇來說,經(jīng)常光顧全食超市門店不僅僅是為了解決溫飽問題和享受20%的員工折扣。他認(rèn)為這是他事業(yè)成功的關(guān)鍵。
定期走訪全國各地的全食超市門店,能讓他與雜貨店的團(tuán)隊成員建立聯(lián)系,從他們的經(jīng)驗中學(xué)習(xí),并收集顧客的實時反饋。畢寇說,他的購物策略有助于他了解業(yè)務(wù)并“成長為領(lǐng)導(dǎo)者”——這一點在他最近決定大幅降價以安撫對通脹感到厭倦的購物者時就可見一斑。
不過,身臨其境的購物之旅并不是幫助畢寇做出明智商業(yè)決策的唯一因素。
與星巴克前首席執(zhí)行官拉克斯曼·納拉西姆漢(Laxman Narasimhan)花六個月時間當(dāng)咖啡師以“沉浸”到業(yè)務(wù)中一樣,畢寇也花時間在門店工作,以了解全食超市的運營情況,尤其是在繁忙的假日季節(jié)。
畢寇說:“無論我是幫助補(bǔ)充農(nóng)產(chǎn)品,還是將雜貨裝袋,抑或是為假日餐取貨提供支持,與顧客和團(tuán)隊成員溝通,幫助他們并與他們一起工作總是很有趣的?!?/p>
這位首席執(zhí)行官還告訴《財富》雜志,他曾師從全食超市的屠夫,學(xué)習(xí)如何切割熟得恰到好處的肋眼牛排和里脊肉,最近還花了一上午的時間與雜貨店蛋糕裝飾課程的畢業(yè)生一起學(xué)習(xí)糖霜蛋糕的基礎(chǔ)知識。
“這對我們所有領(lǐng)導(dǎo)者來說都至關(guān)重要。”(財富中文網(wǎng))
譯者:中慧言-王芳
忙于經(jīng)營價值數(shù)十億美元的企業(yè)和管理數(shù)百名員工,大多數(shù)首席執(zhí)行官都沒有時間去雜貨店購物。
但全食超市(Whole Foods Market)首席執(zhí)行官杰森?畢寇卻選擇每周購物14次。
畢寇最近在接受《財富》雜志采訪時說:“我?guī)缀趺刻熘辽偃纱坞s貨店?!边@位公司負(fù)責(zé)人(其公司總部位于奧斯?。┱f,他會在午餐時間會去這家占地8萬平方英尺(約合7432平方米)的旗艦店,下班后再回來為晚餐購買新鮮食材。這位自稱“美食家”的人會逛奶酪和沙拉吧,經(jīng)常在Excel表格上列出“詳細(xì)”的購物清單,為特定食譜做計劃。
畢寇于2022年出任首席執(zhí)行官,他說:“我碰巧在奧斯汀最好的美食場所之一的樓上工作。”他從標(biāo)志性創(chuàng)始人約翰·麥基(John Mackey)手中接過了這一職位,麥基擔(dān)任這一職位長達(dá)42年之久,畢寇在經(jīng)歷了近一年的過渡期后接任。亞馬遜(Amazon)于2017年以137億美元收購了這家有機(jī)食品雜貨連鎖店。
現(xiàn)年46歲的畢寇向《財富》雜志介紹了他的日常生活(獨家消息),包括“每天至少參加10次會議”、六英里(約合9,66千米)長跑以及每天兩次前往全食超市。
會議間隙,畢寇會在全食超市的沙拉吧嘗試新品,他還喜歡用在店里挑選的產(chǎn)品嘗試新食譜。
他說:“在舉辦聚會時,我會向奶酪商征求建議,比如如何擺放一個令人印象深刻的奶酪和烤肉板。畢寇非常青睞奶酪和新鮮蔬菜。他7歲開始種菜,父母都在奶牛場長大。他告訴《哈佛商業(yè)評論》,他的父親是一名干酪生產(chǎn)者。
不過,對畢寇來說,經(jīng)常光顧全食超市門店不僅僅是為了解決溫飽問題和享受20%的員工折扣。他認(rèn)為這是他事業(yè)成功的關(guān)鍵。
定期走訪全國各地的全食超市門店,能讓他與雜貨店的團(tuán)隊成員建立聯(lián)系,從他們的經(jīng)驗中學(xué)習(xí),并收集顧客的實時反饋。畢寇說,他的購物策略有助于他了解業(yè)務(wù)并“成長為領(lǐng)導(dǎo)者”——這一點在他最近決定大幅降價以安撫對通脹感到厭倦的購物者時就可見一斑。
不過,身臨其境的購物之旅并不是幫助畢寇做出明智商業(yè)決策的唯一因素。
與星巴克前首席執(zhí)行官拉克斯曼·納拉西姆漢(Laxman Narasimhan)花六個月時間當(dāng)咖啡師以“沉浸”到業(yè)務(wù)中一樣,畢寇也花時間在門店工作,以了解全食超市的運營情況,尤其是在繁忙的假日季節(jié)。
畢寇說:“無論我是幫助補(bǔ)充農(nóng)產(chǎn)品,還是將雜貨裝袋,抑或是為假日餐取貨提供支持,與顧客和團(tuán)隊成員溝通,幫助他們并與他們一起工作總是很有趣的。”
這位首席執(zhí)行官還告訴《財富》雜志,他曾師從全食超市的屠夫,學(xué)習(xí)如何切割熟得恰到好處的肋眼牛排和里脊肉,最近還花了一上午的時間與雜貨店蛋糕裝飾課程的畢業(yè)生一起學(xué)習(xí)糖霜蛋糕的基礎(chǔ)知識。
“這對我們所有領(lǐng)導(dǎo)者來說都至關(guān)重要?!保ㄘ敻恢形木W(wǎng))
譯者:中慧言-王芳
Between running billion-dollar businesses and managing hundreds of employees, most chief executives don’t have time for grocery shopping.
But Whole Foods Market CEO Jason Buechel opts to shop 14 times a week.
“I pretty much am in the grocery store at least twice a day, every single day,” Buechel said in a recent interview with Fortune. The Austin-based company leader said he visits the 80,000-square-foot flagship store around lunchtime and returns after work to buy fresh ingredients for dinner. The self-proclaimed “foodie” browses the cheeses and checks out the salad bar, often drafting “detailed” shopping lists on an Excel sheet to plan for a specific recipe.
“I happen to work above one of the best places to eat in Austin,” said Buechel, who became CEO in 2022. He took over the role from iconic founder John Mackey, who held it for 42 years before Buechel stepped in after a nearly yearlong transition period. Amazon purchased the organic grocery chain for $13.7 billion in 2017.
The 46-year-old gave Fortune an exclusive glimpse into his daily routine, consisting of a “minimum of 10 meetings per day,” six-mile runs, and twice-daily trips to Whole Foods Market.
Between meetings, Buechel noshes on creations from Whole Foods Market’s salad bar, and he loves to experiment with new recipes from products he picks up around the store.
“I can’t host a party without asking our cheesemongers for their recommendations on putting together an impressive cheese and charcuterie board,” he said. Buechel has a deep affinity for fromage and fresh vegetables. He started gardening at age 7, and both his parents grew up on dairy farms. His father was a cheesemaker, Buechel told Harvard Business Review.
But frequenting Whole Foods Market stores is more than just about sustenance and availing himself of the 20% staff discount for Buechel. He credits it as the key to his business success.
Regular visits to Whole Foods Market stores around the country allow him to connect with the grocer’s team members, learn from their experiences, and gather real-time feedback from customers. Buechel says his shopping strategy helps him understand the business and “grow as a leader”—evident in his recent decision to slash prices to appease inflation-weary shoppers.
But immersive grocery trips aren’t the only thing that helps Buechel make smart business moves.
Similar to former Starbucks CEO Laxman Narasimhan, who spent six months as a barista to “immerse” himself in the business, Buechel spends his time working in the stores to understand what’s working at Whole Foods—especially during the busy holiday season.
“Whether I’m helping restock produce to bagging groceries, to helping support the pickup of holiday meals, it’s always fun to connect with our customers and our team members, and help and work with them,” Buechel said.
The CEO also told Fortune he trained under a Whole Foods Market butcher to learn how to cut the perfectly aged ribeye steak and tenderloin, and recently spent a morning with a graduate of the grocer’s cake decorating program to understand the basics of icing cakes.
“It’s so important for all of us as leaders.”