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物價(jià)全面飆升,,快餐連鎖CEO為高價(jià)格辯護(hù)

Sydney Lake
2025-05-08

Sweetgreen首席執(zhí)行官為呼吁顧客從長遠(yuǎn)視角考慮自身健康的成本。

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2021年,,Sweetgreen首席執(zhí)行官喬納森·內(nèi)曼(Jonathan Neman)在紐約證券交易所首次公開募股儀式上發(fā)表致辭,。圖片來源:Getty Images—Michael Nagle/Bloomberg

? Sweetgreen無疑是美國較為健康的快餐選擇之一,,但也是價(jià)格最為昂貴的快餐之一。沙拉均價(jià)高達(dá)16美元,,不過該公司首席執(zhí)行官鼓勵(lì)顧客不要只考慮當(dāng)下單次餐食的開銷,,而應(yīng)著眼于飲食選擇對(duì)健康的長期影響。

消費(fèi)者信心正急劇下滑,,背后有著切實(shí)緣由,。自2020年以來,商品價(jià)格漲幅超23%,,民眾對(duì)唐納德·特朗普總統(tǒng)推行的新關(guān)稅政策以及通貨膨脹也心存擔(dān)憂,。

然而,有位首席執(zhí)行官懇請(qǐng)消費(fèi)者不要僅著眼于產(chǎn)品當(dāng)下的價(jià)格,,而應(yīng)將目光投向其所能帶來的長遠(yuǎn)益處,。Sweetgreen首席執(zhí)行官喬納森·內(nèi)曼告訴《紐約時(shí)報(bào)》,當(dāng)人們權(quán)衡某樣事物的成本時(shí),,有時(shí)必須考慮其總成本,。

內(nèi)曼曾發(fā)問:“這僅是食材的成本,可當(dāng)你選擇食用某些食物時(shí),,它會(huì)給健康帶來何種代價(jià),?環(huán)境承受的成本又是多少?”在21世紀(jì)00年代中期,,還在喬治城大學(xué)求學(xué)的內(nèi)曼創(chuàng)立了這家休閑快餐沙拉連鎖店,。該公司于2021年末上市,目前在全美擁有250家門店,,并且有志于將該品牌打造成沙拉界的“星巴克”,。

2007年,內(nèi)曼和商業(yè)伙伴尼古拉斯·雅梅(Nicolas Jammet)以及納撒尼爾·魯(Nathaniel Ru)在華盛頓特區(qū)大學(xué)校園周邊開設(shè)了首家Sweetgreen餐廳,。彼時(shí),,距離紀(jì)錄片《超碼的我》(Super Size Me)首映僅過去約三年,這部作品掀起了公眾對(duì)傳統(tǒng)美式快餐短期及長期影響的探討,。

內(nèi)曼對(duì)《紐約時(shí)報(bào)》表示:“我們將摒棄上一代的快餐模式,。”

不過,,更健康的餐食選擇勢必伴隨更高成本,,消費(fèi)者支付價(jià)格也會(huì)隨之攀升。據(jù)專業(yè)美食測評(píng)網(wǎng)站Eater報(bào)道,,Sweetgreen的沙拉平均售價(jià)約為16美元,,而巨無霸套餐均價(jià)約為10美元。

內(nèi)曼告訴《紐約時(shí)報(bào)》:“人們不僅在為食物的風(fēng)味買單,還在為食物源自手工制作買單,,以及為農(nóng)民與員工獲得公平報(bào)酬買單,。”

不過,,Sweetgreen使用來自農(nóng)場和農(nóng)產(chǎn)品合作伙伴的新鮮食材,,菜單以蔬菜、谷物和優(yōu)質(zhì)蛋白為主——盡管它最近推出了空氣炸鍋炸制的波紋薯?xiàng)l,,相較麥當(dāng)勞薯?xiàng)l,熱量少了約160卡路里,。該公司還在一則廣告中宣稱,,這款薯?xiàng)l僅含五種配料,而競爭對(duì)手的薯?xiàng)l則包含大量難以辨認(rèn)的添加劑,。

內(nèi)曼在2024年接受《華爾街日?qǐng)?bào)》采訪時(shí)表示:“大多數(shù)公司都是集中加工食品,,然后運(yùn)往全國各地。為了最大限度保證食物的口感和新鮮度,,我們認(rèn)為食物應(yīng)在離顧客就餐地點(diǎn)更近的地方制作,。”

圖片來源:Getty Images—Chicago Tribune

此外,,據(jù)《財(cái)富》雜志前記者簡·蒂爾(Jane Thier)稱,,買份Sweetgreen餐食“犒勞”自己實(shí)際上可能比購買雜貨更為劃算:美國勞工統(tǒng)計(jì)局的數(shù)據(jù)顯示,單人每月在雜貨采購上的平均支出高達(dá)504美元,。

Sweetgreen未立即回應(yīng)《財(cái)富》雜志要求進(jìn)一步置評(píng)的請(qǐng)求,。

盡管Sweetgreen最新財(cái)報(bào)顯示,2024財(cái)年公司利潤近6.77億美元,,但仍錄得約9000萬美元凈虧損,。Sherwood News分析指出,以沙拉均價(jià)16美元計(jì)算,,該公司每份餐食虧損約2.26美元,。財(cái)報(bào)顯示,成本最高的部分包括食品,、飲料,、包裝、人工及管理成本,。

Sweetgreen另一項(xiàng)重要成本投入,,聚焦于技術(shù)領(lǐng)域,用于支持其自取服務(wù),、配送服務(wù),,以及利用人工智能為顧客提供建議并維持其忠誠度計(jì)劃。

內(nèi)曼告訴《華爾街日?qǐng)?bào)》:“我們實(shí)現(xiàn)凈利潤盈利的途徑有幾項(xiàng)關(guān)鍵因素,。其一,,繼續(xù)擴(kuò)大經(jīng)營規(guī)模,;其二,增加現(xiàn)有門店的銷售額,;其三,,嚴(yán)格管控成本架構(gòu),以確保增量利潤能夠轉(zhuǎn)化為實(shí)際利潤,?!保ㄘ?cái)富中文網(wǎng))

譯者:中慧言-王芳

? Sweetgreen無疑是美國較為健康的快餐選擇之一,但也是價(jià)格最為昂貴的快餐之一,。沙拉均價(jià)高達(dá)16美元,,不過該公司首席執(zhí)行官鼓勵(lì)顧客不要只考慮當(dāng)下單次餐食的開銷,而應(yīng)著眼于飲食選擇對(duì)健康的長期影響,。

消費(fèi)者信心正急劇下滑,,背后有著切實(shí)緣由。自2020年以來,,商品價(jià)格漲幅超23%,,民眾對(duì)唐納德·特朗普總統(tǒng)推行的新關(guān)稅政策以及通貨膨脹也心存擔(dān)憂。

然而,,有位首席執(zhí)行官懇請(qǐng)消費(fèi)者不要僅著眼于產(chǎn)品當(dāng)下的價(jià)格,,而應(yīng)將目光投向其所能帶來的長遠(yuǎn)益處。Sweetgreen首席執(zhí)行官喬納森·內(nèi)曼告訴《紐約時(shí)報(bào)》,,當(dāng)人們權(quán)衡某樣事物的成本時(shí),,有時(shí)必須考慮其總成本。

內(nèi)曼曾發(fā)問:“這僅是食材的成本,,可當(dāng)你選擇食用某些食物時(shí),,它會(huì)給健康帶來何種代價(jià)?環(huán)境承受的成本又是多少,?”在21世紀(jì)00年代中期,,還在喬治城大學(xué)求學(xué)的內(nèi)曼創(chuàng)立了這家休閑快餐沙拉連鎖店。該公司于2021年末上市,,目前在全美擁有250家門店,,并且有志于將該品牌打造成沙拉界的“星巴克”。

2007年,,內(nèi)曼和商業(yè)伙伴尼古拉斯·雅梅(Nicolas Jammet)以及納撒尼爾·魯(Nathaniel Ru)在華盛頓特區(qū)大學(xué)校園周邊開設(shè)了首家Sweetgreen餐廳,。彼時(shí),距離紀(jì)錄片《超碼的我》(Super Size Me)首映僅過去約三年,,這部作品掀起了公眾對(duì)傳統(tǒng)美式快餐短期及長期影響的探討,。

內(nèi)曼對(duì)《紐約時(shí)報(bào)》表示:“我們將摒棄上一代的快餐模式。”

不過,,更健康的餐食選擇勢必伴隨更高成本,,消費(fèi)者支付價(jià)格也會(huì)隨之攀升。據(jù)專業(yè)美食測評(píng)網(wǎng)站Eater報(bào)道,,Sweetgreen的沙拉平均售價(jià)約為16美元,,而巨無霸套餐均價(jià)約為10美元。

內(nèi)曼告訴《紐約時(shí)報(bào)》:“人們不僅在為食物的風(fēng)味買單,,還在為食物源自手工制作買單,,以及為農(nóng)民與員工獲得公平報(bào)酬買單?!?/p>

不過,,Sweetgreen使用來自農(nóng)場和農(nóng)產(chǎn)品合作伙伴的新鮮食材,菜單以蔬菜,、谷物和優(yōu)質(zhì)蛋白為主——盡管它最近推出了空氣炸鍋炸制的波紋薯?xiàng)l,相較麥當(dāng)勞薯?xiàng)l,,熱量少了約160卡路里,。該公司還在一則廣告中宣稱,這款薯?xiàng)l僅含五種配料,,而競爭對(duì)手的薯?xiàng)l則包含大量難以辨認(rèn)的添加劑,。

內(nèi)曼在2024年接受《華爾街日?qǐng)?bào)》采訪時(shí)表示:“大多數(shù)公司都是集中加工食品,然后運(yùn)往全國各地,。為了最大限度保證食物的口感和新鮮度,,我們認(rèn)為食物應(yīng)在離顧客就餐地點(diǎn)更近的地方制作?!?/p>

此外,,據(jù)《財(cái)富》雜志前記者簡·蒂爾(Jane Thier)稱,買份Sweetgreen餐食“犒勞”自己實(shí)際上可能比購買雜貨更為劃算:美國勞工統(tǒng)計(jì)局的數(shù)據(jù)顯示,,單人每月在雜貨采購上的平均支出高達(dá)504美元,。

Sweetgreen未立即回應(yīng)《財(cái)富》雜志要求進(jìn)一步置評(píng)的請(qǐng)求。

盡管Sweetgreen最新財(cái)報(bào)顯示,,2024財(cái)年公司利潤近6.77億美元,,但仍錄得約9000萬美元凈虧損。Sherwood News分析指出,,以沙拉均價(jià)16美元計(jì)算,,該公司每份餐食虧損約2.26美元。財(cái)報(bào)顯示,,成本最高的部分包括食品,、飲料、包裝、人工及管理成本,。

Sweetgreen另一項(xiàng)重要成本投入,,聚焦于技術(shù)領(lǐng)域,用于支持其自取服務(wù),、配送服務(wù),,以及利用人工智能為顧客提供建議并維持其忠誠度計(jì)劃。

內(nèi)曼告訴《華爾街日?qǐng)?bào)》:“我們實(shí)現(xiàn)凈利潤盈利的途徑有幾項(xiàng)關(guān)鍵因素,。其一,,繼續(xù)擴(kuò)大經(jīng)營規(guī)模;其二,,增加現(xiàn)有門店的銷售額,;其三,嚴(yán)格管控成本架構(gòu),,以確保增量利潤能夠轉(zhuǎn)化為實(shí)際利潤,。”(財(cái)富中文網(wǎng))

譯者:中慧言-王芳

? Sweetgreen is undoubtedly one of the healthier fast-food options in the U.S., but it’s also one of the most expensive. Salads cost about $16 on average, but the company’s CEO encourages customers to think beyond today’s price of a meal and instead consider the long-term impacts of what you eat.

Consumer confidence is plummeting—and for good reason. Since 2020, prices on goods have jumped more than 23%, and there’s fear surrounding President Donald Trump’s new tariff policies as well as inflation.

But one CEO is imploring consumers to think beyond today’s price of their product, championing the long-term benefits it can bring. Sweetgreen CEO Jonathan Neman told the New York Times that when you think about the cost of something, you have to sometimes think about the total cost of it.

“There’s the cost to you, but when you eat certain things, what’s the cost to your health? What’s the cost to the environment?” said Neman, who launched the fast-casual salad chain in the mid-2000s while he was a student at Georgetown University. The company went public in late 2021 and now has 250 locations across the U.S.—and aspirations to make the brand the Starbucks of salad.

Neman and his business partners, Nicolas Jammet and Nathaniel Ru, opened their first Sweetgreen near campus in Washington, D.C., in 2007. This was just about three years after the premiere of the documentary Super Size Me, which initiated conversations about the short- and long-term impacts of traditional American fast food.

“We were going to be rejecting the fast food of the previous generation,” Neman told the NYT.

But healthier options inevitably mean a higher cost—and subsequently price for consumers. The average Sweetgreen salad costs about $16, according to Eater, while the average price of a Big Mac meal is about $10.

“People are paying not only for the quality of the taste in the food, but the fact that it’s made by hand, the fact that we pay our farmers and our team members fairly,” Neman told NYT.

However, Sweetgreen uses fresh ingredients from farm and produce partners, and the menu largely consists of vegetables, grains, and proteins—although it recently launched air-fried ripple fries that are about 160 fewer calories than McDonald’s fries. The company also touted in an advertisement the fries have just five ingredients, while competitors include a litany of unrecognizable additives.

“Most companies process their food centrally and ship it out around the country,” Neman told the Wall Street Journal in 2024. “In order to maximize the taste and the freshness, we believe that food should be made closer to where the guests are eating the food.”

Plus, “treating” yourself to Sweetgreen could actually end up being cheaper than buying groceries: Take it from former Fortune reporter Jane Thier. The average monthly cost of groceries for a single person is $504, BLS data shows.

Sweetgreen didn’t immediately respond to Fortune’s request for additional comment.

Although company profits were up to nearly $677 million for fiscal 2024, according to Sweetgreen’s most recent earnings report, it still faced a net loss of about $90 million. Assuming a $16 average price for a salad from Sweetgreen, the company loses about $2.26 per meal, a Sherwood News analysis showed. Some of the highest costs include food, drinks, packaging, labor, and administrative costs, the earnings report shows.

Another major cost for Sweetgreen has been investing in technology to power its pickup services, deliveries, and AI to provide suggestions to customers and maintain its loyalty program.

“Our path to profitability on a net income basis comes from a few levers,” Neman told WSJ. “The first is continuing to grow our footprint. Second is growing sales in existing stores. The third is being very disciplined on our cost structure to make sure the incremental profit we’re making is flowing through the bottom line.”

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