Dunkin' is placing a? huge bet on coffee.??? When you walk into a Dunkin'? today, you'll notice way more coffee??? options and far fewer donuts than you? would have just a few years??? ago. And it's not just drip? coffee on the menu anymore.??? There's everything from Cinnamon Sugar? Pumpkin Lattes to Coolatta's??? to premium espresso.??? At the chain's newest stores you'll even? find Nitro Cold Brew on tap.??? It's all part of Duncan's $100? million investment to refresh the??? brand and become a? major player in coffee.??? CEO David Hoffmann believes espresso is? key to fueling the company's??? long term growth.??? The aggressive push into beverages comes? at a time when the coffee??? wars are heating up.??? Competitors like McDonald's are? slashing prices through deals.??? While coffee giant Starbucks is taking? bets on more expensive drinks,??? a revamped loyalty? program and delivery.??? But Duncan's rebrand strategy encompasses? more than just coffee.??? The company also wants to aggressively? expand across the country and??? revamp its restaurants? with new technology.??? The chain changed its name, simplified? its menu and started rolling??? out new store designs.??? It got a new CEO and made? some changes to leadership at the top.??? Dunkin' needs this? strategy to work.??? Traffic in stores has slowed and? annual comparable store sales at??? Dunkin took a one? percent dip in 2017.??? While slow traffic and lagging same? store sales aren't unique to??? Dunkin', they are dialing up? pressure on the chain，So will that $100 million dollar? investment be enough to fuel??? Dunkin's move into the big? leagues with McDonald's and Starbucks???? Or will the hit to profits just? cost the company in the end???? Dunkin' got its start? here in Quincy, Massachusetts.??? When Bill Rosenberg left school in? the eighth grade, he dabbled in??? catering but soon realized 40 percent? of his revenue came from two??? simple products --? coffee and pastry.??? In 1948, Rosenberg opened a restaurant? that sold five cent doughnuts??? and 10 cent cups of coffee.??? Two years later, Rosenberg renamed? the restaurant "Dunkin' Donuts".??? The restaurant was a hit.??? In 1955, the first? Dunkin' Donuts franchise opened.??? That same year, the first? McDonald's franchise opened too.??? By 1963, Dunkin' Donuts? opened its 100th location.??? "This is one of the original? publicly traded 100 percent franchise??? businesses. I mean, it's a? true asset light model.??? Versus, you know, McDonald's is trending? towards its 92 or 93 percent??? franchise globally, moving towards 95,? Wendy's is 95 percent, but??? they weren't there five years ago.??? Whereas Dunkin, when it went public, I? think in 2011, it was already??? 100 percent franchised.??? And it really built the appreciation? for those types of businesses in??? the industry."??? That growth model worked? well for Dunkin'.??? Franchising meant fewer actual? assets and higher profits.??? Dunkin' started expanding internationally in? 1970 when it opened its??? first overseas location in Japan.??? As of Q2 2019, there are over? 12,800 Dunkin' locations, in more than??? 40 countries.??? Dunkin' Brands went public in 2011,? selling around $423 million worth??? of shares. For comparison, Chipotle raised? $193 million when it went??? public in 2006 when? adjusted to 2011 dollars.??? Then CEO Nigel Travis told CNBC,? the company would use profits from??? its IPO to expand West and? internationally and pay down its debts.??? Analysts said the stock was overvalued? because its price hinged on??? the hope that Dunkin' would recreate? its success in the Northeast,??? across the rest of the country.??? At the time of the IPO, there was? only one Dunkin' Donuts on the West??? Coast, in Portland, Oregon.??? The company has since expanded its? West Coast presence with 102??? locations in California and 12? in Hawaii as of 2019.??? But even as Dunkin' has pushed to? grow its footprint west of the??? Mississippi and internationally, it? hasn't forgotten about the??? Northeast.??? Dunkin' is the largest chain in? New York City for the tenth??? consecutive year, with 624? locations as of December??? 2018.??? In 2018, after 70 years of? Dunkin Donuts, the restaurant dropped the??? doughnuts and became just Dunkin'.??? "We think about it less about? dropping doughnuts then just leaning??? into Dunkin'. Dunkin' is? what we're known as??? for almost 20 years.??? We've been America? runs on Dunkin'".??? Beverage sales make up almost 60? percent of Duncan's revenue, so??? growth in the category is essential? to the company's overall health.??? In 2017, Dunkin' told Nation's? Restaurant News, that most stores??? would offer fewer than? 20 different donuts.??? That was a big decrease from? the 30 varieties it typically offers.??? While Dunkin' has simplified its food? offerings, it keeps adding to??? its coffee menu. For about? 45 years, Dunkin's coffee offerings??? extended only to its? original blend drip coffee.??? But in 1997, Dunkin' decided to make? a big push into the beverage??? market. That was the year it? rolled out the Coffee Colada slush??? drink. In 2000, Dunkin' started? selling the blended Dunkaccino.??? And by 2003, it? began to offer espresso.??? Dunkin' relaunched its espresso lineup in? 2018 with new machines, new??? recipes and new? training for employees.??? It's a move some say has a whole? lot to do with Dunkin' angling to??? become a premier brand? on par with Starbucks.??? "I think that the initiative to? modernize would absolutely come from??? their largest competitor, which is? Starbucks, which it has really??? reinvented what coffee means to? consumers on a daily basis.??? So, yeah, it's always good to kind? of have a, you know, an arch??? enemy, if you will, out there, a? bad guy, whatever you want to call??? them, because they force you? to stay on your toes."??? It seems to be working.??? Espresso sales for Dunkin'? are on a tear.??? In its annual report? for fiscal year 2018,??? Dunkin' U.S., said it? sells approximately 1.7??? billion servings of hot and iced? coffee each year, and espresso??? accounts for about 10 percent? of Duncan's overall sales mix.??? The company reported sales of espresso? based beverages were up 40??? percent in the second quarter of? 2019 when compared to the year??? prior. "That move into? the espresso beverages,??? this is a space that their key? competitor really owned and had an??? advantage over them.??? Think about the length of the? order that somebody might give a??? barista at a Starbucks, for example, versus,? you know, just a cup of??? coffee at Dunkin'".??? But Dunkin' can't just? mimic Starbucks to succeed.??? It needs to stay true to its brand.??? Dunkin' is all about a quick,? affordable menu and making trends??? accessible to everyone.??? That's not necessarily a? natural fit with espresso.??? So analysts warn that Dunkin' has to? be careful about its move into??? espresso. Customers are typically suspicious when? a brand tries to do??? something that doesn't? feel authentic.??? But if Dunkin's espresso based beverage? sales so far are any??? indicator, this product could unlock? big potential for the chain.??? However, coffee remains a crowded market,? and Dunkin' is fighting for??? market share against? some formidable opponents.??? Starbucks with its vast footprint,? McDonald's with all day breakfast??? and the regional but beloved? Tim Hortons and Krispy Kreme.??? As of September 2019,? Dunkin' has a $6.8??? billion dollar market cap and its shares? are up about 8 percent over??? the last 12 months.??? But, it still has a ways to? go to compete with giants like McDonald's??? and Starbucks, which have about a? $167 billion and $115 billion??? market cap, respectively as? of September 2019.??? In fiscal year 2018, Dunkin' U.S.'s??? sales were also dwarfed? by the competition.??? Dunkin' reported revenues of $606.8??? million dollars.??? McDonald's sales were more? than 12 times that.??? And Starbucks brought in $16.7??? billion in the Americas,? which includes the U.S.,??? Canada and Latin America.??? Espresso is a premium product and? typically costs more than other??? beverages. That means it pushes the? average check price higher, which??? in turn makes up for slowing? traffic because people are spending more??? when they do walk through the door.??? In 2018, a party's average check? at Dunkin' was eight dollars and??? five cents. That's higher than? its Canadian competitor, Tim Hortons,??? but lower than Starbucks.??? The most recent check averages don't include? 2019 data, so it may be??? too soon to measure Duncan's? revamped espresso lineup, which started??? to roll out at the end of 2018.??? Dunkin' has long struggled with how? to drive up afternoon foot??? traffic.??? It has extended cold beverage? offerings and offered deals ranging??? from two bagels for $4? dollars to $2 lattes.??? "The beverages in the? morning, that's their core.??? And that's where the? franchisees make their money.??? But as far as the afternoon? business is concerned, the "Dunkin' Run"??? and the "Go2s", a lot of times? those promotions, if they are on??? beverages, they're usually after two? o'clock in the afternoon.??? So, you know, the afternoon "Run"? seems to be stabilizing the??? afternoon business."??? Dunkin' Brands has also tried, and? arguably failed, at using ice??? cream to drum up afternoon sales.??? Baskin Robbins and Dunkin' are? both operated under Dunkin' Brands,??? but Baskin hasn't performed? as well as Dunkin'.??? Its sales growth? has been lackluster.??? From 2007 up until it changed? course in 2011, the chain posted??? negative annual comparable? store sales.??? Baskin Robbins again posted negative same? store sales for the fiscal??? year 2018.??? Analysts say, Baskin might not be adding? much in sales to the brand,??? but it's not? really deadweight either.??? A dual store with both a Baskin? and a Dunkin' is attractive to some??? franchisees to boost sales outside? the morning coffee rush.??? A dual store costs as little as? ten thousand dollars more to open??? than a standalone Dunkin' and? doesn't require extra workers or??? machinery.??? Dunkin' is also trying to keep up? with change in the fast food??? industry by testing plant based meat? and a partnership with GrubHub??? in some locations.??? "The online ordering system now? is much more robust.??? And our guests can get products? anytime they want, anywhere they??? want. And, you know, we're living? in a culture now of everything??? being on demand. Now you can? get your coffee on the demand."??? Dunkin' started offering Beyond Meats? sausage in Manhattan, and the??? company says, it's selling well? and drawing repeat customers to??? Dunkin'. Dunkin' has been testing? delivery through partnerships with??? GrubHub, DoorDash and? other local companies.??? It plans to expand the partnership? with GrubHub to other major cities??? in the U.S.??? "Consistency of experience.??? It's not a big deal when you're ordered? from a mom and pop pizza or??? taco place. But for us,? the consistency is really important."??? But there are unique? challenges in delivering coffee.??? Experts say Dunkin' and other cafes might? not be a natural fit for??? delivery, because coffee has to? maintain its temperature to be??? appealing. Think, watery iced coffee? or a room temperature latte.??? It's also betting big? on store format.??? Part of that $100 million cash? injection went toward the rollout of??? an entirely new kind? of Dunkin' shop.??? It's a layout called the "Next? Generation" store and Dunkin' hopes it??? will modernize the brand's image? and keep it relevant??? for the next? generation of customers.??? Dunkin' plans to add 200 to 250? net new restaurants a year for three??? years starting in 2019.??? "It completely changes the way the? customer interacts with our crews.??? There's nothing between the crew from? the customers, so the customers??? can now engage with our crews and? ask questions and learn about the??? product."??? Dunkin' says the new store is? slightly more expensive than previous??? remodels because there's more? technology in this design.??? The company didn't disclose the cost? of the new layout to CNBC.??? "The returns are actually very exciting? and better than the previous??? iterations. So working very closely? with our franchisees, we've??? gotten to a place that we feel? very good, both sides on the??? investment that they'll be making? for this next gen transformation."??? Next gen stores are also a big? part of Dunkin's push to digital??? ordering. Mobile ordering is another? area where Starbucks has Dunkin'??? beat. About 4 percent of orders? at Dunkin' are made through mobile??? phones. At Starbucks the number? is closer to 16 percent.??? Experts are optimistic that the next? gen store will improve that??? metric. The designs have a larger space? for people who are picking up??? online orders.??? "And the next gen store has an? even bigger area dedicated to this and??? we're seeing probably twice the average? percentage of on the go??? orders through the next gen? stores, which is tremendous."??? Some of the new stores also have? a dedicated mobile lane in the drive??? thru. That should help prevent bottleneck? issues like the ones seen??? in some Starbucks when the company? added mobile ordering in 2017.??? Next gen stores also have an 8? tap system for cold drinks, just like??? the doughnut cases??? it's all about getting products in? front of customers to increase how??? much they spend. With drinks on? tap, crew members function more like??? bartenders than baristas.??? "Bartenders are quick? on their feet,??? they know your name, they? know how to sample drinks.??? But most importantly, they're great? at serving the customer."??? As of 2019, customers rated the barista? expertise at Dunkin' at a 90??? out of 100. Starbucks scored? at 94 out of 100.??? While McDonalds was lower at 78.??? In its next gen stores Dunkin'? hopes that number will go up.??? Dunkin' has been a reliable? brand throughout its existence, growing??? at a slow and steady rate.??? It hasn't had any major scandals like? some of its competitors and its?? ?franchisee relationship is strong.??? So how has Dunkin' maintained? solid and steady growth???? One expert says, it all? comes down to loyalty.??? Dunkin' ranks pretty high in? satisfaction, slightly below Starbucks,??? but above McDonald's, according to? the American Consumer Satisfaction??? Index. But if satisfaction is a? moment in time, loyalty tells the??? future. And, it is in? metric where Dunkin' shines.??? For 13 years through 2019, Dunkin'? has ranked number one in consumer??? loyalty in the out-of-home? coffee provider category.??? In the packaged coffee category, it's? been number one for eight??? years. That's no easy task in? a field as competitive as coffee.??? Robert Pascal, whose firm measures? consumer loyalty, says having??? highly loyal customers ensures that they'll? come back again and again??? and again.??? "When we look at all the metrics? against old rivals, against all the??? expectations is up at? about 95 percent.??? That's pretty good.??? You look at someone like Starbucks and? they are a little bit lower."??? And loyalty is valuable to a brand? for more than just its bottom??? line. Loyal customers are more likely? to buy products associated with??? the brand. Recommend the brand to? others and invest in publicly??? traded stocks. Despite low traffic? and intense coffee competition,??? Dunkin' is betting that new? logos, sparkling espresso machines and??? trendy partnerships will be enough? to help it grow up.???

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Dunkin' 在咖啡方面下了很大的賭注。?? 今天，當你走進一家鄧肯咖啡店時，你會發(fā)現(xiàn)與幾年前相比，咖啡的選擇多了很多，而甜甜圈卻少了很多。菜單上也不再只有滴漏式咖啡。?? 從肉桂糖南瓜拿鐵咖啡到酷拉塔咖啡，再到高級濃縮咖啡，應有盡有。?? 在連鎖店的最新門店，你甚至還能喝到硝基冷萃咖啡（Nitro Cold Brew）。這都是Dunkin投資 1 億美元刷新品牌并成為咖啡行業(yè)主要參與者的一部分。?? 首席執(zhí)行官大衛(wèi)-霍夫曼（David Hoffmann）認為，意式濃縮咖啡是促進公司長期發(fā)展的關鍵。在咖啡大戰(zhàn)日趨白熱化之際，公司積極進軍飲料市場。?? 麥當勞等競爭對手正在通過交易大幅降低價格。咖啡巨頭星巴克（Starbucks）則將賭注押在了更昂貴的飲品、改良的忠誠度計劃和外送服務上。但鄧肯的品牌重塑戰(zhàn)略不僅包括咖啡。該公司還希望在全國范圍內積極擴張，并利用新技術改造餐廳。 連鎖店們更改了名稱，簡化了菜單，并開始推出新的店面設計。它更換了新的首席執(zhí)行官，并對高層領導進行了一些調整。鄧肯需要這一戰(zhàn)略發(fā)揮作用。門店客流量已經(jīng)放緩，2017 年，鄧肯的年度可比門店銷售額下降了 1%。雖然客流放緩和同店銷售滯后并不是鄧肯的獨有現(xiàn)象，但它們正在加大連鎖店的壓力。那么，這 1 億美元的投資是否足以推動鄧肯與麥當勞和星巴克并駕齊驅？?? 或者，利潤的損失最終會讓公司付出代價？?? 鄧肯公司是在馬薩諸塞州昆西市起家的。比爾-羅森伯格（Bill Rosenberg）八年級離開學校時，曾涉足餐飲業(yè)，但他很快意識到，他 40% 的收入來自兩種簡單的產(chǎn)品--咖啡和糕點。1948 年，羅森伯格開了一家賣 5 美分甜甜圈和 10 美分咖啡的餐館。兩年后，羅森伯格將餐廳更名為 "鄧肯甜甜圈"。這家餐廳一炮而紅。1955 年，第一家 Dunkin' Donuts 特許經(jīng)營店開業(yè)。同年，第一家麥當勞特許經(jīng)營店也開業(yè)了。到 1963 年，鄧肯甜甜圈開出了第 100 家分店。"這是一家最初上市的百分之百特許經(jīng)營企業(yè)。我的意思是，這是一個真正的輕資產(chǎn)模式。與之相比，你知道，麥當勞在全球范圍內的特許經(jīng)營率正朝著 92% 或 93% 的方向發(fā)展，向 95% 邁進，Wendy的特許經(jīng)營率是 95%(?)?，但他們五年前還沒有達到這個水平。?? 而鄧肯在 2011 年上市時，特許經(jīng)營已達到 100%。?? 這確實讓業(yè)內人士對這類企業(yè)刮目相看"。?? 這種增長模式對Dunkin來說非常有效。特許經(jīng)營意味著更少的實際資產(chǎn)和更高的利潤。1970年，Dunkin在日本開設了第一家海外分店，從此開始了國際擴張。?? 截至 2019 年第二季度，Dunkin在 40 多個國家和地區(qū)開設了 12800 多家分店。Dunkin' Brands 于 2011 年上市，出售了價值約 4.23 億美元的股票。相比之下，Chipotle 在 2006 年上市時募集了 1.93 億美元（按 2011 年美元調整）。時任首席執(zhí)行官奈杰爾-特拉維斯（Nigel Travis）告訴 CNBC，公司將利用首次公開募股的利潤向西部和國際市場擴張，并償還債務。分析師認為，Dunkin的股價被高估了，因為它的股價取決于人們對Dunkin在美國東北部和其他地區(qū)再創(chuàng)輝煌的希望。在首次公開募股時，西海岸只有一家Dunkin甜甜圈，位于俄勒岡州波特蘭市。?? 此后，公司擴大了在西海岸的業(yè)務，截至 2019 年，已在加利福尼亞州開設了 102 家分店，在夏威夷開設了 12 家分店。?? 不過，即使Dunkin公司在密西西比河以西和國際市場上大力拓展業(yè)務，它也沒有忘記東北地區(qū)。?? 截至 2018 年 12 月，Dunkin連續(xù)第十年成為紐約市最大的連鎖店，共有 624 家分店。?? 2018 年，在 "Dunkin甜甜圈 "走過 70 個年頭之后，這家餐廳去掉了甜甜圈，只叫 "Dunkin"。?? "我們認為，與其說是放棄甜甜圈，不如說是向 Dunkin' 靠攏。近 20 年來，'鄧肯'一直是我們的招牌。我們一直在美國經(jīng)營 Dunkin'"。?? 飲料銷售占Dunkin收入的近 60%，因此該品類的增長對公司的整體健康至關重要。2017 年，Dunkin公司告訴《全國餐館新聞》（Nation's Restaurant News），大多數(shù)門店將提供少于 20 種不同的甜甜圈。?? 這比它通常提供的 30 個品種減少了很多。Dunkin在簡化食品供應的同時，不斷增加咖啡菜單。在大約 45 年的時間里，Dunkin咖啡只提供原味混合滴漏式咖啡。在大約 45 年的時間里，Dunkin'的咖啡產(chǎn)品僅限于原味混合滴漏式咖啡。 但在 1997 年，Dunkin 決定大舉進軍飲料市場。就在這一年，它推出了 "可樂達咖啡 "冰沙飲料。2000 年，Dunkin' 開始銷售混合 Dunkaccino。?? 到 2003 年，它開始提供濃縮咖啡。2018 年，Dunkin' 用新機器、新配方和新的員工培訓重新推出了意式濃縮咖啡系列。?? 有人說，此舉與 Dunkin' 想要成為與星巴克齊名的頂級品牌有很大關系。"我認為，實現(xiàn)現(xiàn)代化的舉措絕對來自于他們最大的競爭對手，那就是星巴克，因為星巴克確實重塑了咖啡對消費者的日常意義。?? 所以，是的，有一個宿敵總是好的，你知道，如果你愿意的話，在那里，一個壞家伙，不管你怎么稱呼他們，因為他們迫使你保持警惕"。這似乎很有效。?? Dunkin'的濃咖啡銷售額一路飆升。?? Dunkin' U.S.在其 2018 財年的年度報告中表示，該公司每年銷售約 17 億份熱咖啡和冰咖啡，意式濃縮咖啡約占 Dunkin 整體銷售組合的 10%。?? 該公司報告稱，2019 年第二季度，意式濃縮咖啡飲料的銷售額與上年同期相比增長了 40%。"進軍特濃咖啡飲料領域，這是他們的主要競爭對手真正擁有并比他們更具優(yōu)勢的領域。比如，想想有人可能會給星巴克的咖啡師下單的時間長度，與之相比，你知道，在 Dunkin' 只是一杯咖啡"。但是，Dunkin' 不能僅僅模仿星巴克來取得成功。它需要忠實于自己的品牌。Dunkin' 的宗旨是提供快捷、實惠的菜單，讓每個人都能享受到潮流趨勢。?? 這與意式咖啡未必天然契合。?? 因此，分析師警告說，Dunkin' 在進軍意式濃縮咖啡時必須小心謹慎。當一個品牌試圖做一些讓人感覺不真實的事情時，顧客通常會產(chǎn)生懷疑。但是，如果迄今為止 Dunkin 以濃縮咖啡為基礎的飲料銷售情況能夠說明問題，那么這種產(chǎn)品就能為連鎖店釋放出巨大的潛力。然而，咖啡市場仍然很擁擠，Dunkin'正在與一些強大的對手爭奪市場份額。它們是星巴克（Starbucks）、麥當勞（McDonald's）、Tim Hortons 和 Krispy Kreme。截至 2019 年 9 月，Dunkin' 的市值達到 68 億美元，其股價在過去 12 個月中上漲了約 8%。但是，要與麥當勞和星巴克等巨頭競爭，它還有很長的路要走，截至 2019 年 9 月，麥當勞和星巴克的市值分別約為 1670 億美元和 1150 億美元。2018 財年，Dunkin' U.S. 的銷售額在競爭對手面前也相形見絀。Dunkin' 的收入為 6.068 億美元。?? 麥當勞的銷售額是它的 12 倍多。而星巴克在美洲（包括美國、加拿大和拉丁美洲）的銷售額為 167 億美元。?? 特濃咖啡是一種高檔產(chǎn)品，價格通常高于其他飲料。這意味著它推高了平均結賬價格，反過來又彌補了客流放緩的損失，因為人們在進門時會花更多的錢。?? 2018 年，一方在 Dunkin 的平均結賬價格為 8 美元 5 美分。這一數(shù)字高于其加拿大競爭對手蒂姆-霍頓斯（Tim Hortons），但低于星巴克。最新的平均賬單不包括 2019 年的數(shù)據(jù)，因此現(xiàn)在衡量鄧肯在 2018 年底開始推出的改良版意式咖啡陣容可能還為時過早。?? 長期以來，Dunkin' 一直在為如何提升下午的人流量而苦惱。它擴大了冷飲供應，并提供從 4 美元兩個百吉餅到 2 美元一杯拿鐵的各種優(yōu)惠。?? "早上的飲料是他們的核心。這也是加盟商賺錢的地方。但就下午的生意而言，"Dunkin'Run "和 "Go2s"，很多時候這些促銷活動，如果是針對飲料的，通常都在下午兩點以后。因此，下午的 "奔跑 "似乎穩(wěn)定了下午的生意。?? Dunkin' Brands 也嘗試過利用冰淇淋來拉動下午的銷售，可以說是失敗了。?? Baskin Robbins 和 Dunkin' 都在 Dunkin' Brands 旗下運營，但 Baskin 的表現(xiàn)不如 Dunkin'。它的銷售增長乏力。從 2007 年到 2011 年改弦更張之前，該連鎖店每年的可比店面銷售額都是負數(shù)。?? 2018 財年，Baskin Robbins 的同店銷售再次出現(xiàn)負增長。?? 分析師說，Baskin 可能不會給品牌增加多少銷售額，但它也不是真正的死對頭。?? 同時擁有一家 Baskin 和一家 Dunkin 的雙店對一些加盟商來說很有吸引力，可以提升早間咖啡高峰以外的銷售額。?? 與獨立的 Dunkin'相比，雙店的開店成本只要多一萬美元，而且不需要額外的工人或機器。Dunkin' 還試圖跟上快餐業(yè)的變化，在一些地方試行植物肉，并與 GrubHub 建立合作關系。?? "現(xiàn)在的在線訂餐系統(tǒng)更加強大。我們的顧客可以隨時隨地獲得他們想要的產(chǎn)品。而且，你知道，我們現(xiàn)在生活在一個一切按需定制的文化中?，F(xiàn)在，你可以按需購買咖啡。?? Dunkin' 開始在曼哈頓提供 Beyond Meats 香腸，公司表示，這種香腸賣得很好，為 Dunkin' 吸引了回頭客。Dunkin' 一直在通過與 GrubHub、DoorDash 和其他本地公司的合作測試外賣服務。?? 它計劃將與 GrubHub 的合作擴展到美國其他主要城市。?? 當你從一家披薩店或玉米卷店點餐時，這并不是什么大事。但對我們來說，一致性真的很重要"。但是，咖啡配送也面臨著獨特的挑戰(zhàn)。專家說，Dunkin' 和其他咖啡館可能并不天然適合外送，因為咖啡必須保持溫度才能吸引人。想想看，水汪汪的冰咖啡或室溫拿鐵。它還在店面形式上下注很大。 1 億美元現(xiàn)金注資的一部分用于推出一種全新的 Dunkin'店。?? 這是一種被稱為 "下一代"（Next Generation）的店面布局，Dunkin'希望它能使品牌形象現(xiàn)代化，并使其與下一代顧客保持聯(lián)系。Dunkin' 計劃從 2019 年起的三年內，每年凈增 200 到 250 家餐廳。"它完全改變了顧客與我們員工的互動方式。工作人員與顧客之間沒有任何隔閡，因此顧客現(xiàn)在可以與我們的工作人員互動，提出問題，了解產(chǎn)品。"Dunkin' 表示，新店的改造費用比以前的改造費用略高，因為這次的設計中有更多的技術含量。該公司沒有向 CNBC 透露新布局的成本。"回報實際上非常令人興奮，而且比以前的迭代更好。因此，我們與加盟商緊密合作，雙方對下一代改造的投資都感覺非常好。?? 下一代門店也是 Dunkin 推動數(shù)字化訂餐的重要組成部分。移動訂餐是星巴克擊敗 Dunkin 的另一個領域。Dunkin' 大約有 4% 的訂單是通過手機完成的，而星巴克的這一比例接近 16%。?? 專家們樂觀地認為，下一代門店將改善這一指標。這些設計有更大的空間供人們取走網(wǎng)上訂單。"下一代門店專門為此設計了更大的區(qū)域，我們通過下一代門店看到的移動訂單比例可能是平均水平的兩倍，這是非常了不起的。"??? 一些新店還在直通車上設置了專用的移動通道。這應該有助于防止出現(xiàn)瓶頸問題，就像星巴克在 2017 年增加移動點餐功能時出現(xiàn)的瓶頸問題一樣。?? 下一代門店還配備了 8 個冷飲龍頭系統(tǒng)，就像甜甜圈一樣，這一切都是為了把產(chǎn)品送到顧客面前，增加他們的消費。有了水龍頭飲料，工作人員的職能更像是調酒師而不是咖啡師。"調酒師手腳麻利，他們知道你的名字，知道如何品嘗飲料。但最重要的是，他們能很好地為顧客服務。"??? 截至 2019 年，顧客對 Dunkin 的咖啡師專業(yè)技能的評分為 90 分（滿分 100 分）。星巴克的評分為 94 分（滿分 100 分）。?? 麥當勞則較低，只有 78 分。?? 在下一代門店中，Dunkin' 希望這一數(shù)字能夠上升。?? Dunkin'一直是一個值得信賴的品牌，它的發(fā)展速度緩慢而穩(wěn)定。?? 它不像一些競爭對手那樣出現(xiàn)過重大丑聞，而且與加盟商的關系也很牢固。?? 那么，Dunkin' 是如何保持穩(wěn)健增長的呢？?? 一位專家說，這一切都歸結于忠誠度。?? 根據(jù)美國消費者滿意度指數(shù)，Dunkin'的滿意度排名相當靠前，略低于星巴克，但高于麥當勞。但是，如果說滿意度只是一個瞬間，那么忠誠度則代表著未來。而 Dunkin' 正是在這一指標上大放異彩。?? 到 2019 年為止的 13 年中，Dunkin' 在戶外咖啡供應商類別中的消費者忠誠度排名第一。在包裝咖啡類別中，它連續(xù)八年排名第一。在咖啡這個競爭如此激烈的領域，這絕非易事。羅伯特-帕斯卡爾（Robert Pascal）是一家測量消費者忠誠度的公司，他說，擁有高忠誠度的顧客就能確保他們一而再、再而三地光顧。?? 帕斯卡爾說："當我們查看所有與老對手相比的指標時，與所有預期相比，忠誠度都在 95% 左右。這已經(jīng)很不錯了。而像星巴克這樣的公司，他們的指標則要低一些。忠誠度對一個品牌的價值不僅僅在于它的底線。忠誠客戶更有可能購買與品牌相關的產(chǎn)品。向他人推薦品牌，投資上市股票。盡管客流量低，咖啡競爭激烈，Dunkin仍在打賭，新的標識、閃亮的意式咖啡機和新潮的合作關系將足以幫助它成長起來。