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- Rice balls. - Look at that. Michelin-type of ramen.
飯糰。看看那個。米其林級別的拉麵。
- Collaborations with famous restaurants like Santouka, milk tea, this is 7/11 in Japan.
與三德軒等知名餐廳的合作、奶茶，這就是日本的 7-Eleven。
But in the US, the company is more known for Slurpees and hot dogs.
但在美國，這家公司更以思樂冰和熱狗聞名。
- It's just not as appealing. My perception is people go in there when they need to.
它就是沒那麼吸引人。我的感覺是人們只有需要的時候才會進去。
- The world's largest convenience store chain has over 13,000 locations in North America alone and made over $72 billion in sales last year.
世界上最大的便利店連鎖店僅在北美就有超過 13,000 家門店，去年銷售額超過 720 億美元。
But now, it's working to bring more Japanese inspiration to its American stores.
但現在，它正在努力為美國門店帶來更多日本靈感。
Convenience stores have historically made their money selling tobacco and gas.
便利店歷來靠銷售菸草和汽油賺錢。
But now, as cigarette sales continue to decline and many expect gas sales to slow, many are racing to find other sources of revenue and doubling down on food.
但現在，隨著香菸銷售持續下降，許多人預計汽油銷售也會放緩，許多便利店正在競相尋找其他收入來源並加倍押注食品。
But shifting a business this massive is a major undertaking.
但要轉變這麼龐大的業務是一項重大工程。
This is the economics of 7/11. (light music) 7/11 started as an American company, but it went bankrupt, twice.
這就是 7-Eleven 的經濟學。7-Eleven 最初是一家美國公司，但它破產過兩次。
Once in 1932 during the Great Depression, and again in 1990 as it struggled with debts.
一次是 1932 年大蕭條期間，另一次是 1990 年因債務問題而掙紮。
- 7/11 is now owned by a Japanese company.
7-Eleven 現在由一家日本公司擁有。
Seven & I Holdings. - A majority stake was bought by Ito Yokado, a Japanese supermarket chain that had been operating 7/11 stores in Japan for more than a decade.
七與 I 控股公司。多數股權被伊藤洋華堂收購，這是一家日本超市連鎖店，在日本經營 7-Eleven 門店已經超過十年。
From the beginning, the Japanese owners said American 7/11, both its central operations and its franchises, had a lot of catching up to do.
從一開始，日本業主就說美國的 7-Eleven，包括其中央運營和加盟店，都有很多地方需要追趕。
- The Japanese model was a lot more data driven.
日本模式更加資料驅動。
They would pour over what sold well at what time of day, break it down by gender and age, and use that to inform their next order decisions.
他們會研究什麼產品在一天中的什麼時間賣得好，按性別和年齡分類，並用這些來指導下一次訂貨決策。
The American system just wasn't as sophisticated as that.
美國的系統就沒有那麼精細。
- There were some major differences between US and Japanese 7/11s.
美國和日本的 7-Eleven 之間有一些重大差異。
The US stores were typically larger and attached to gas stations.
美國的門店通常更大，並且附設加油站。
The Japanese stores didn't sell gas, but had a much wider array of fresh food.
日本的門店不賣汽油，但有更多種類的新鮮食品。
Japanese stores only stocked items that would sell quickly.
日本門店只進能快速賣出的商品。
They had a proprietary distribution system that made multiple shipments to stores every day.
他們有專有的配送系統，每天多次向門店發貨。
Orders were customized by store based on sales data, demographic trends, and local weather forecasts.
訂單根據銷售資料、人口趨勢和當地天氣預報按門店定製。
American 7/11 stores were getting two deliveries, per week, and some items were never being purchased.
美國的 7-Eleven 門店每週只收到兩次配送，有些商品從來沒人買。
When American operators began counting items in their stores, some found that 40% of their products were selling less than one unit per month.
當美國運營商開始清點門店商品時，有些人發現 40% 的產品每月銷售不到一件。
Now, American 7/11 has its own distribution system where franchises place orders every day based on company recommendations of whats selling nationally and regionally and their own store data.
現在，美國 7-Eleven 有了自己的配送系統，加盟店每天根據公司對全國和區域暢銷品的建議及自己的門店資料下訂單。
- They're making decisions every single day on what they're going to order based on what they understand the customer wants to purchase, what new items are going to be made available.
他們每天都在根據對顧客想買什麼的理解和新品供應來決定訂購什麼。
- One of the most interesting lessons that we've learned from 7/11 Japan is their approach to operations and to retailing, which they call tanpin kanri.
我們從日本 7-Eleven 學到的最有趣的經驗之一是他們的運營和零售方法，他們稱之為「單品管理」。
And tanpin kanri is basically this idea that we localize our assortment to the needs of customers.
「單品管理」基本上是這個理念：我們根據顧客需求來本地化我們的商品組合。
We actually help our stores localize their assortment so that they have the right balance of a consistent assortment of products that consumers and customers would expect to see nationally,
我們實際上幫助門店本地化商品組合，讓他們既有消費者在全國範圍內期望看到的一致商品組合，
as well as items in the assortment that are perfectly appropriate for a given store's location.
也有完全適合特定門店位置的商品。
- This is especially important when it comes to food.
這在食品方面尤其重要。
seven eleven japan is known for its wide array of meal options.
日本 7-Eleven 以其豐富的餐食選擇而聞名。
- You're not gonna believe the choice of food in a convenience store.
你不會相信便利店裡的食品選擇有多豐富。
- American 7/11 also has a big food and beverage business.
美國 7-Eleven 也有大型食品和飲料業務。
In total, it sold over $17 billion of food last year, about 24% of its overall sales.
總計，它去年售出超過 170 億美元的食品，約佔總銷售額的 24%。
That included 315 million cups of coffee, 153 million Slurpees, and 99 million slices of pizza.
包括 3.15 億杯咖啡、1.53 億杯思樂冰和 9900 萬片披薩。
But next year, it hopes to make one third of its sales from store brand goods, including food up from less than one quarter in 2022.
但明年，它希望將三分之一的銷售來自自有品牌商品，包括食品，高於 2022 年的不到四分之一。
That's particularly important given shifts in the convenience store industry.
考慮到便利店行業的變化，這一點尤為重要。
- So if you think about what convenience stores sell, there's fuel, there's tobacco products, and there's food and snacks.
如果你想想便利店賣什麼，有燃料、有菸草產品、還有食品和零食。
Gas is already a low margin business and it's at risk long-term.
汽油已經是低利潤業務，長期來看還有風險。
If electric vehicle adoption increases over time. Tobacco very profitable, but people are smoking less.
如果電動車的普及率隨時間增加的話。菸草利潤很高，但人們抽菸越來越少。
Food, though, is a category where demand just isn't going away.
但食品是一個需求不會消失的品類。
So for convenience stores, it makes sense that they would wanna double down on that.
所以對便利店來說，加倍押注食品是有道理的。
- 7/11, it currently has 17, so-called Commissaries around the country that make food for all of its US locations.
7-Eleven 目前在全國有 17 個所謂的「中央廚房」，為所有美國門店製作食品。
Now it's working on upgrading them. It's partnering with Warabeya, a supplier for seven eleven japan, to spearhead the effort.
現在它正在努力升級它們。它正在與日本 7-Eleven 的供應商 Warabeya 合作，以主導這項努力。
Warabeya's new factories in Hawaii, Texas, and Virginia can make a wider and more localized range of food than 7/11 has been able to stock in the past.
Warabeya 在夏威夷、德州和維吉尼亞的新工廠可以製作比 7-Eleven 過去能夠供應的更廣泛、更本地化的食品。
- Things like being able to cook rice en masse, new protein capabilities, all which helps 7/11 introduce new types of products in the food area to our customers.
比如能夠大規模煮飯、新的蛋白質生產能力，這些都幫助 7-Eleven 向顧客推出新型食品產品。
We recently launched a product that's a spicy miso ramen soup, not something you would typically think about being sold at a 7/11.
我們最近推出了一款辣味噌拉麵湯，這不是你通常會想到在 7-Eleven 賣的東西。
- It's adding a lot of items to its menu.
它正在為選單新增很多專案。
The main question is how many customers will buy them?
主要問題是有多少顧客會買？
And this is where data comes into the question.
這就是資料發揮作用的地方。
- When customers come into our stores, they're in an immediate consumption mindset.
當顧客走進我們的門店時，他們處於即時消費的心態。
- Capitalizing on this is a key priority for the company, and it plans to use its massive data operation to do it.
利用這一點是公司的關鍵優先事項，它計劃利用其龐大的資料運營來實現這一目標。
American seven elevens monitor daily sales and for loyalty members, they collect demographic information on who's buying what.
美國的 7-Eleven 監控每日銷售，對於會員，他們收集購買者的人口統計資訊。
The company's loyalty program has 95 million members.
該公司的會員計劃有 9500 萬會員。
Building on that the company's investing in targeted advertising on screens and TVs throughout stores.
在此基礎上，公司正在投資門店內螢幕和電視上的定向廣告。
That's to spur impulse buys. - It helps not only 7/11, but also our advertisers, our vendors, to target our customers at the point of purchase.
這是為了刺激衝動購買。它不僅幫助 7-Eleven，也幫助我們的廣告商和供應商在購買點定向我們的顧客。
So for example, in the morning, we may target our customers with a message around a hot cup of coffee and a donut.
例如，早上我們可能向顧客推送關於一杯熱咖啡和甜甜圈的訊息。
Whereas later in the day, we may target our customers with an advertisement that's around a snack and a beverage from our cold vault.
而在一天的晚些時候，我們可能向顧客推送關於零食和冷藏飲料的廣告。
- And for potential customers who aren't at the store, there's delivery, the fastest growing part of the company's business.
對於不在門店的潛在顧客，還有外送，這是公司業務增長最快的部分。
It's highly profitable for the company since delivery orders tend to be for about double the amount of in-store purchases.
這對公司來說利潤很高，因為外送訂單金額通常是店內購買的兩倍左右。
- How the brand's grown for nearly a hundred years starts with what's the customer want, where do we think they're going, and how do we meet them where they're going.
這個品牌如何成長了近百年，始於顧客想要什麼、我們認為他們會去哪裡，以及我們如何在那裡迎接他們。
- A big question is whether American customers will match the enthusiasm 7/11 sees in some of its other markets.
一個大問題是美國顧客是否會像 7-Eleven 在其他市場看到的那樣熱情。
- In Asia. I think there is so much excitement around convenience stores and the types of food and snacks they offer.
在亞洲，我認為人們對便利店及其提供的食品和零食非常興奮。
So if they can bring even a little bit of that excitement to the us, - We're gonna get some musubis.
所以如果他們能把哪怕一點點這種興奮帶到美國，我們來買一些 musubis。
- That would be a great success. (light music)
那將是一個巨大的成功。
點擊句子跳轉到對應位置
- Rice balls. - Look at that. Michelin-type of ramen.
飯糰。看看那個。米其林級別的拉麵。
- Collaborations with famous restaurants like Santouka, milk tea, this is 7/11 in Japan.
與三德軒等知名餐廳的合作、奶茶，這就是日本的 7-Eleven。
But in the US, the company is more known for Slurpees and hot dogs.
但在美國，這家公司更以思樂冰和熱狗聞名。
- It's just not as appealing. My perception is people go in there when they need to.
它就是沒那麼吸引人。我的感覺是人們只有需要的時候才會進去。
- The world's largest convenience store chain has over 13,000 locations in North America alone and made over $72 billion in sales last year.
世界上最大的便利店連鎖店僅在北美就有超過 13,000 家門店，去年銷售額超過 720 億美元。
But now, it's working to bring more Japanese inspiration to its American stores.
但現在，它正在努力為美國門店帶來更多日本靈感。
Convenience stores have historically made their money selling tobacco and gas.
便利店歷來靠銷售菸草和汽油賺錢。
But now, as cigarette sales continue to decline and many expect gas sales to slow, many are racing to find other sources of revenue and doubling down on food.
但現在，隨著香菸銷售持續下降，許多人預計汽油銷售也會放緩，許多便利店正在競相尋找其他收入來源並加倍押注食品。
But shifting a business this massive is a major undertaking.
但要轉變這麼龐大的業務是一項重大工程。
This is the economics of 7/11. (light music) 7/11 started as an American company, but it went bankrupt, twice.
這就是 7-Eleven 的經濟學。7-Eleven 最初是一家美國公司，但它破產過兩次。
Once in 1932 during the Great Depression, and again in 1990 as it struggled with debts.
一次是 1932 年大蕭條期間，另一次是 1990 年因債務問題而掙紮。
- 7/11 is now owned by a Japanese company.
7-Eleven 現在由一家日本公司擁有。
Seven & I Holdings. - A majority stake was bought by Ito Yokado, a Japanese supermarket chain that had been operating 7/11 stores in Japan for more than a decade.
七與 I 控股公司。多數股權被伊藤洋華堂收購，這是一家日本超市連鎖店，在日本經營 7-Eleven 門店已經超過十年。
From the beginning, the Japanese owners said American 7/11, both its central operations and its franchises, had a lot of catching up to do.
從一開始，日本業主就說美國的 7-Eleven，包括其中央運營和加盟店，都有很多地方需要追趕。
- The Japanese model was a lot more data driven.
日本模式更加資料驅動。
They would pour over what sold well at what time of day, break it down by gender and age, and use that to inform their next order decisions.
他們會研究什麼產品在一天中的什麼時間賣得好，按性別和年齡分類，並用這些來指導下一次訂貨決策。
The American system just wasn't as sophisticated as that.
美國的系統就沒有那麼精細。
- There were some major differences between US and Japanese 7/11s.
美國和日本的 7-Eleven 之間有一些重大差異。
The US stores were typically larger and attached to gas stations.
美國的門店通常更大，並且附設加油站。
The Japanese stores didn't sell gas, but had a much wider array of fresh food.
日本的門店不賣汽油，但有更多種類的新鮮食品。
Japanese stores only stocked items that would sell quickly.
日本門店只進能快速賣出的商品。
They had a proprietary distribution system that made multiple shipments to stores every day.
他們有專有的配送系統，每天多次向門店發貨。
Orders were customized by store based on sales data, demographic trends, and local weather forecasts.
訂單根據銷售資料、人口趨勢和當地天氣預報按門店定製。
American 7/11 stores were getting two deliveries, per week, and some items were never being purchased.
美國的 7-Eleven 門店每週只收到兩次配送，有些商品從來沒人買。
When American operators began counting items in their stores, some found that 40% of their products were selling less than one unit per month.
當美國運營商開始清點門店商品時，有些人發現 40% 的產品每月銷售不到一件。
Now, American 7/11 has its own distribution system where franchises place orders every day based on company recommendations of whats selling nationally and regionally and their own store data.
現在，美國 7-Eleven 有了自己的配送系統，加盟店每天根據公司對全國和區域暢銷品的建議及自己的門店資料下訂單。
- They're making decisions every single day on what they're going to order based on what they understand the customer wants to purchase, what new items are going to be made available.
他們每天都在根據對顧客想買什麼的理解和新品供應來決定訂購什麼。
- One of the most interesting lessons that we've learned from 7/11 Japan is their approach to operations and to retailing, which they call tanpin kanri.
我們從日本 7-Eleven 學到的最有趣的經驗之一是他們的運營和零售方法，他們稱之為「單品管理」。
And tanpin kanri is basically this idea that we localize our assortment to the needs of customers.
「單品管理」基本上是這個理念：我們根據顧客需求來本地化我們的商品組合。
We actually help our stores localize their assortment so that they have the right balance of a consistent assortment of products that consumers and customers would expect to see nationally,
我們實際上幫助門店本地化商品組合，讓他們既有消費者在全國範圍內期望看到的一致商品組合，
as well as items in the assortment that are perfectly appropriate for a given store's location.
也有完全適合特定門店位置的商品。
- This is especially important when it comes to food.
這在食品方面尤其重要。
seven eleven japan is known for its wide array of meal options.
日本 7-Eleven 以其豐富的餐食選擇而聞名。
- You're not gonna believe the choice of food in a convenience store.
你不會相信便利店裡的食品選擇有多豐富。
- American 7/11 also has a big food and beverage business.
美國 7-Eleven 也有大型食品和飲料業務。
In total, it sold over $17 billion of food last year, about 24% of its overall sales.
總計，它去年售出超過 170 億美元的食品，約佔總銷售額的 24%。
That included 315 million cups of coffee, 153 million Slurpees, and 99 million slices of pizza.
包括 3.15 億杯咖啡、1.53 億杯思樂冰和 9900 萬片披薩。
But next year, it hopes to make one third of its sales from store brand goods, including food up from less than one quarter in 2022.
但明年，它希望將三分之一的銷售來自自有品牌商品，包括食品，高於 2022 年的不到四分之一。
That's particularly important given shifts in the convenience store industry.
考慮到便利店行業的變化，這一點尤為重要。
- So if you think about what convenience stores sell, there's fuel, there's tobacco products, and there's food and snacks.
如果你想想便利店賣什麼，有燃料、有菸草產品、還有食品和零食。
Gas is already a low margin business and it's at risk long-term.
汽油已經是低利潤業務，長期來看還有風險。
If electric vehicle adoption increases over time. Tobacco very profitable, but people are smoking less.
如果電動車的普及率隨時間增加的話。菸草利潤很高，但人們抽菸越來越少。
Food, though, is a category where demand just isn't going away.
但食品是一個需求不會消失的品類。
So for convenience stores, it makes sense that they would wanna double down on that.
所以對便利店來說，加倍押注食品是有道理的。
- 7/11, it currently has 17, so-called Commissaries around the country that make food for all of its US locations.
7-Eleven 目前在全國有 17 個所謂的「中央廚房」，為所有美國門店製作食品。
Now it's working on upgrading them. It's partnering with Warabeya, a supplier for seven eleven japan, to spearhead the effort.
現在它正在努力升級它們。它正在與日本 7-Eleven 的供應商 Warabeya 合作，以主導這項努力。
Warabeya's new factories in Hawaii, Texas, and Virginia can make a wider and more localized range of food than 7/11 has been able to stock in the past.
Warabeya 在夏威夷、德州和維吉尼亞的新工廠可以製作比 7-Eleven 過去能夠供應的更廣泛、更本地化的食品。
- Things like being able to cook rice en masse, new protein capabilities, all which helps 7/11 introduce new types of products in the food area to our customers.
比如能夠大規模煮飯、新的蛋白質生產能力，這些都幫助 7-Eleven 向顧客推出新型食品產品。
We recently launched a product that's a spicy miso ramen soup, not something you would typically think about being sold at a 7/11.
我們最近推出了一款辣味噌拉麵湯，這不是你通常會想到在 7-Eleven 賣的東西。
- It's adding a lot of items to its menu.
它正在為選單新增很多專案。
The main question is how many customers will buy them?
主要問題是有多少顧客會買？
And this is where data comes into the question.
這就是資料發揮作用的地方。
- When customers come into our stores, they're in an immediate consumption mindset.
當顧客走進我們的門店時，他們處於即時消費的心態。
- Capitalizing on this is a key priority for the company, and it plans to use its massive data operation to do it.
利用這一點是公司的關鍵優先事項，它計劃利用其龐大的資料運營來實現這一目標。
American seven elevens monitor daily sales and for loyalty members, they collect demographic information on who's buying what.
美國的 7-Eleven 監控每日銷售，對於會員，他們收集購買者的人口統計資訊。
The company's loyalty program has 95 million members.
該公司的會員計劃有 9500 萬會員。
Building on that the company's investing in targeted advertising on screens and TVs throughout stores.
在此基礎上，公司正在投資門店內螢幕和電視上的定向廣告。
That's to spur impulse buys. - It helps not only 7/11, but also our advertisers, our vendors, to target our customers at the point of purchase.
這是為了刺激衝動購買。它不僅幫助 7-Eleven，也幫助我們的廣告商和供應商在購買點定向我們的顧客。
So for example, in the morning, we may target our customers with a message around a hot cup of coffee and a donut.
例如，早上我們可能向顧客推送關於一杯熱咖啡和甜甜圈的訊息。
Whereas later in the day, we may target our customers with an advertisement that's around a snack and a beverage from our cold vault.
而在一天的晚些時候，我們可能向顧客推送關於零食和冷藏飲料的廣告。
- And for potential customers who aren't at the store, there's delivery, the fastest growing part of the company's business.
對於不在門店的潛在顧客，還有外送，這是公司業務增長最快的部分。
It's highly profitable for the company since delivery orders tend to be for about double the amount of in-store purchases.
這對公司來說利潤很高，因為外送訂單金額通常是店內購買的兩倍左右。
- How the brand's grown for nearly a hundred years starts with what's the customer want, where do we think they're going, and how do we meet them where they're going.
這個品牌如何成長了近百年，始於顧客想要什麼、我們認為他們會去哪裡，以及我們如何在那裡迎接他們。
- A big question is whether American customers will match the enthusiasm 7/11 sees in some of its other markets.
一個大問題是美國顧客是否會像 7-Eleven 在其他市場看到的那樣熱情。
- In Asia. I think there is so much excitement around convenience stores and the types of food and snacks they offer.
在亞洲，我認為人們對便利店及其提供的食品和零食非常興奮。
So if they can bring even a little bit of that excitement to the us, - We're gonna get some musubis.
所以如果他們能把哪怕一點點這種興奮帶到美國，我們來買一些 musubis。
- That would be a great success. (light music)
那將是一個巨大的成功。