Constant prices of Starbucks, then why are you still paying? -Starbucks-IT information
According to foreign media reports, the qiaoxi·nabolite (Josh Neblett) is the founder and CEO of online retailer etailz. He combined entrepreneurial experience illustrates itself in the initial stage of company development, growth, and mature companies at different stages of cultural development and leadership priorities. Are to be compiled is as follows:
? Evolution of the Starbucks logo, interpretations from the side of a company in the development process is how to maintain youthful vigor.
In 1971, the Starbucks brand is a 16th century Norse woodcut-style two-tailed mermaids. As time went on, now the Starbucks Mermaid logo into a shoulder-length hair style, pass a more rustic feel. This modern style changes made people recall how Starbucks from the Seattle Pike Place Market a small stalls become now has nearly 24,000 stores in more than 70 countries of transnational enterprises.
In the legends of modern enterprise, all great companies are often created in a group of young people in a garage, they were ambitious, that purport to alter the traditional patterns of behavior. Moreover, these legends story often jump from humble small start-ups to successfully listed valued at billions of dollars, none skip during the difficult years.
This article discusses the growing up of enterprise culture in the process of development, from initial development to the difficult growing up, eventually to mature and develop.
1. early pragmatism
A Startup CEO is a pragmatist, doing business as can resort to. As a team, everything is new, and confusion. Confusion leads to stress. Ways to deal with stress can be a group activity, for example, a game of table tennis or small pizza party. This may indicate that the founders of the unique benefits of team activities, often spontaneous, loosely organized, and there is no measurable standards.
Beginning in the enterprise, and decisions need to have spontaneous quality, with representatives of the Chief Executive, enterprise capabilities and opportunities, as is. In the early stage, new employees often come from the entrepreneurial team of social relations, and workplaces are often rented or temporary, such as a garage, living room, coffee shop, or spare office space. Today, the development of digital technology allows startups to exist in any place.
2. the enterprise into a long period of waking up
Enterprises in the growth phase, and has employees, customers and investors have established a certain degree of visibility and responsibility. And operational leadership across the enterprise, Chief Executive responsibilities will cover all areas, also responsible for organization structure and strategy, business development manager responsible for key initiatives.
Initial development of creative chaos starts to have limitations, this is the need to establish new mechanisms for decision-making and accountability. This process of self-cognition is an important step of corporate growth, requires a deliberate retention and development of corporate culture, team building activities also need to go beyond the initial standard. Systems to be developed to organizational objectives, the implementation of projects, as well as considering the measurable results, reflect the interests of staff.
In the process of development of etailz, the entire company moved to larger premises, and began to establish system of responsibility and accountability. Company also adheres to and development had been established in culture. Business growth is a prospect for the future but also the past persist.
3. great changes in maturity
Enterprise after entering the mature stage of development, and CEO's role is mainly emotional mediation as well as future plans. Appropriate corporate culture should also pay attention to the establishment and strengthening of the entrepreneurial spirit.
Entrepreneurs have to go before the enterprise development, pay close attention to their enterprise's market position, as well as changes in risk. United Kingdom DVD rental company Blockbuster is too focused on traditional business, but missed the opportunity to become Netflix. Without being aware of the enormous impact of the digital revolution.
As a Chief Executive, must at all times inside and outside the enterprise has a profound understanding of the Department. Revolutionary changes are often subtle and far-reaching. It takes CEO recognizes that change direction and speed, sleep with one eye open.
And has established a formal mechanism for human resources human resources the team leader, combined with training to improve staff skills, internship programme together.
In fact, if the core team and leaders scattered around the world, even the most sophisticated technology could not save the company culture. Therefore, to ensure that the enterprise's core members are working at the same location.
In 2008, I wrote on a napkin about etailz 11 core values, which shape our corporate culture, and in the growth process of continuous guidance and help me. In 2016, we reshaped the core values, preserves the essence of the corporate culture, also reflects the company's current and future development directions.
We know that etailz's history is not without flaws. Good news is, our culture thinks highly of purposeful risk-taking, enables companies to make bold changes when necessary. Our far-reaching cultural and enterprise development, I firmly believe that etailz, like Starbucks ' Mermaid logo, and constantly improve.
不断涨价的星巴克，那么贵为何还有人买单？ - 星巴克 - IT资讯
据国外媒体报道，乔希·纳波利特（Josh Neblett）是网上零售商etailz的创始人以及首席执行官。他结合自身创业经验阐释了在公司发展初期、成长期以及成熟期等不同阶段公司文化发展以及领导艺术的侧重点。现将原文编译如下：
▲星巴克品牌标志的演变，从侧面诠释了一个公司在发展成熟的过程中是如何保持年轻活力的。
1971年，星巴克的品牌标志是具有16世纪北欧木刻风格的双尾美人鱼。随着时间推移，现在的星巴克标志转变成一个披肩长发的美人鱼造型，传递出更多的质朴感觉。这种现代风格的转变让人不由回忆起星巴克如何从西雅图派克市场的一个小摊点发展成如今在70多个国家拥有近24000家门店的跨国企业。
在现代企业的传奇中，往往所有伟大的公司都是一群年轻人在车库中创立的，他们雄心勃勃，意图改变传统的行为模式。而且，这些传奇的故事情节往往从卑微渺小的初创公司一举跳到估值数十亿美元的成功上市，无一不是跳过了期间艰难的漫长岁月。
这篇文章探讨了公司在成长过程中企业文化的发展，从企业的最初发展到艰难成长，最终再到成熟壮大。
1.企业初期的实用主义
一个初创企业的首席执行官常常是一个实用主义者，为开展业务可以无所不用其极。作为创业团队，面对的所有都是新颖的，混乱的。混乱必然导致压力产生。解决压力的途径可以是团队活动，譬如一场乒乓球赛或是小型批萨聚会。这种团队活动可以表明创始人的独特利益，往往是自发举行，组织松散，并且没有可以衡量的标准。
在企业起步阶段，决策需要有即兴的品质，与首席执行官一样都是企业能力和机遇的代表。在企业早期，新员工往往来自于创业团队的社会关系，而工作地点也往往是租来或临时的，诸如一个车库、客厅、咖啡厅或是备用的办公场所。今天，数字技术的发展使得初创公司可以存在于任何地方。
2.企业成长期的幡然醒悟
企业在成长期时，已经在员工、客户以及投资者中建立了一定的知名度和责任。而整个企业的运营领导，首席执行官的职责会涉及所有领域，同时还需要负责组织结构实施以及策略制定，发展业务经理以负责关键举措。
初期发展带来的创造性混乱开始产生局限性，这是需要建立新的决策机制以及责任制度。这个自我认知的过程是企业成长的重要一步，需要对企业文化有深思熟虑的保留以及发展，相关团队建设活动也需要超越初期标准。制度的制定要对组织目标，实施项目以及可衡量的结果加以综合考量，反映大多数员工的利益。
在etailz的发展过程中，整个企业搬到了更大的办公地，开始建立责任和问责制度。公司也在坚持并发展一开始就制定的公司文化。企业成长既是对未来的展望也是对过去的坚持。
3.企业成熟期的巨大变化
企业进入成熟发展阶段以后，首席执行官的角色主要是情绪调解以及未来规划。相应的企业文化也应当注重企业精神的建立和强化。
企业家必须要走在企业发展之前，密切关注自家企业的市场地位以及风险变化。英国DVD租赁公司Blockbuster因为太过专注于传统业务，而错失了成为Netflix的机遇。其并没有意识到数字革命的巨大影响力。
作为一位首席执行官，必须时刻对企业内外部有着深刻的了解。革命性的变化往往既难以察觉又影响深远。这时就需要首席执行官认识到变化的方向以及速度，时刻保持警惕。
同时人力资源团队负责人已经建立起正式的人力资源机制，与提高员工技能的培训、实习方案整合到一起。
事实上，如果核心团队以及领导者散落世界各地，那么即便是最完善的技术也无法保存公司文化。因此，要确保企业主要的核心成员身处同一地点工作。
2008年，我在一张餐巾纸上写下了关于etailz的11条核心价值观，这些价值观塑造了我们的企业文化，在企业成长过程中不断指导和帮助我前进。2016年，我们重塑了企业核心价值观，既保留了企业文化的精髓，也反映了公司当前和未来的发展方向。
我们清楚，etailz的成长历程并非没有缺陷。值得庆幸的是，我们的文化推崇了有目的的冒险精神，使得公司能够在必要时勇于变革。我们的文化和企业发展意义深远，我也坚信etailz会像星巴克的美人鱼标志一样不断完善。