\nStarbucks precum \u015fi alte companii de succes au \u00een\u0163eles un lucru important \u00eenc\u0103 de la \u00eenceput, crucial pentru succesul acestora: mai mult dec\u00e2t calitate \u015fi diversitatea produselor mai important este factorul uman. <\/p>\n
\nAcee\u015fi credin\u0163\u0103 mi-a fost confirmat\u0103 \u015fi de c\u0103tre Charles Duhigg, jurnalist devenit \u015fi scriitor, citind cartea sa “Puterea obi\u015fnuin\u0163ei. De ce facem ceea ce facem \u00een via\u0163\u0103 \u015fi \u00een afaceri” \u00een care examineaz\u0103 puterea obi\u015fnuin\u0163ei, a voin\u0163ei \u015fi cum ne-am putea modifica buclele habituale.<\/p>\n
\n“Noi nu avem o afacere cu cafea care \u00eei serve\u015fte pe oameni. Noi avem o afacere cu oameni care servesc o cafea. \u00centregul nostru model de afaceri se bazeaz\u0103 pe o servire fantastic\u0103 a clien\u0163ilor”, a declarat Howard Behar, fost pre\u015fedinte al Starbucks, citat de Duhigg \u00een cartea sa.<\/p>\n
\nTot el spune c\u0103 firme precum Starbucks sau GAP \u015fi Walmart, restaurante \u015fi alte afaceri care se bazeaz\u0103 pe angaja\u0163i cu minim\u0103 calificare se confrunt\u0103 cu o problem\u0103 comun\u0103: indiferent c\u00e2t de mult vor angaja\u0163ii s\u0103 fac\u0103 o treab\u0103 excelent\u0103, mul\u0163i e\u015fueaz\u0103 pentru c\u0103 le lipse\u015fte autodisciplina. Vin t\u00e2rziu la serviciu. Se r\u0103stesc la clien\u0163ii nepolitico\u015fi. Demisioneaz\u0103 f\u0103r\u0103 motiv.<\/p>\n
\nBine, cum a rezolvat Starbucks aceast\u0103 problem\u0103 \u015fi cum s-a transformat dintr-o companie mic\u0103 \u00eentr-un colos cu peste 23.000 de cafenele \u00een lume (Statistia 2015).?<\/p>\n
\n\u00cenv\u0103\u0163\u00e2ndu-\u015fi angaja\u0163ii s\u0103 fie mai disciplina\u0163i, s\u0103 ofere un serviciu de calitate chiar \u015fi atunci c\u00e2nd sunt stresa\u0163i sau sup\u0103ra\u0163i. Dar nu le-a ie\u015fit din prima. La \u00eenceput cei de la Starbucks, \u00een \u00eencercarea de a spori puterea de voin\u0163\u0103 a salaria\u0163ilor, le-au oferit angaja\u0163ilor abonamente la s\u0103li de fitness \u015fi seminarii despre cura de sl\u0103bire, dar aceast\u0103 tactic\u0103 a dat gre\u015f, astfel directorii au hot\u0103r\u00e2t s\u0103 ini\u0163ieze o nou\u0103 abordare.<\/p>\n
\n“C\u00e2nd se afla la \u00eenceput, la sf\u00e2r\u015fitul anilor 90, compania a \u00eenceput s\u0103 pl\u0103nuiasc\u0103 strategia sa de dezvoltare masiv\u0103, directorii executivi au recunoscut c\u0103 succesul necesit\u0103 cultivarea unui mediu care s\u0103 justifice patru dolari pl\u0103ti\u0163i pentru o cea\u015fc\u0103 de cafea extravagant\u0103. Compania trebuia s\u0103-i preg\u0103teasc\u0103 pe angaja\u0163i un pic de bun\u0103 dispozi\u0163ie pe l\u00e2ng\u0103 ce\u015fti de latte sau biscu\u0163i din ov\u0103z. De aceea era important pentru companie ca angaja\u0163ii s\u0103i s\u0103 fie disciplina\u0163i \u015fi s\u0103 nu-\u015fi lase emo\u0163iile s\u0103 le afecteze munca \u015fi s\u0103 le ofere clien\u0163ilor un serviciu de \u00eenalt\u0103 calitate chiar \u015fi dup\u0103 opt ore de munc\u0103”, scrie Duhigg \u00een cartea sa. <\/p>\n
\nPentru Starbucks, voin\u0163a este mai mult dec\u00e2t obiectul unei curiozit\u0103\u0163i \u015ftiin\u0163ifice. Compania a cheltuit milioane de dolari pe programe de training, directorii executivi au scris manuale care servesc ca ghiduri privind de a face din puterea voin\u0163ei o deprindere \u00een via\u0163a angaja\u0163ilor, mai scrie Duhigg.<\/p>\n
\nStarbucks a reu\u015fit s\u0103-i \u00eenve\u0163e pe angaja\u0163i acele abilit\u0103\u0163i necesare \u00een via\u0163\u0103 pe care \u015fcoala, familia sau comunitatea nu au fost capabile s\u0103 le furnizeze. Numai \u00een primul an de serviciu, to\u0163i angaja\u0163ii petrec cel pu\u0163in 50 de ore \u00een s\u0103lile de clas\u0103 ale firmei, studiind manualele Starbucks \u015fi discut\u00e2nd cu mentorii desemna\u0163i. Iar \u00een centrul acestor cursuri se afla puterea voin\u0163ei.<\/p>\n
\n“Angaja\u0163ii cu voin\u0163\u0103 ridicat\u0103 nu se deosebeau prin nimic special fa\u0163\u0103 de angaja\u0163ii cu momente de absen\u0163\u0103 a voin\u0163ei \u00een mod normal. Momentele c\u00e2nd se deosebeau erau momentele critice, de criz\u0103. A\u015fadar compania a hot\u0103r\u00e2t s\u0103 realizeze o bro\u015fur\u0103, o rutin\u0103 pe care angaja\u0163ii s\u0103 o urmeze atunci c\u00e2nd le sl\u0103beau mu\u015fchii volitivi. Astfel manualele \u00eei \u00eenv\u0103\u0163au pe oameni cum s\u0103 reac\u0163ioneze c\u00e2nd un client \u0163ipa la ei \u015fi f\u0103ceau training cu angaja\u0163ii Starbucks astfel \u00eenc\u00e2t reac\u0163iile deveneau automate”, este scris \u00een cartea Puterea Obi\u015fnuin\u0163ei.<\/p>\n
\n\u00cen parte, acele programe educa\u0163ionale sunt motivul pentru care Starbucks s-a dezvoltat, transform\u00e2ndu-se dintr-o companie somnolent\u0103 din Seattle \u00eentr-un colos cu peste 23.000 de cafenele \u015fi profituri anuale de miliarde de dolari. \u00cen 2007, \u00een momentul s\u0103u de maxim\u0103 expansiune, compania deschidea \u015fapte noi cafenele \u00een fiecare zi \u015fi angaja nu mai pu\u0163in de 1500 de salaria\u0163i pe s\u0103pt\u0103m\u00e2n\u0103.<\/p>\n
\n“Acum compania posed\u0103 zeci de rutine pe care angaja\u0163ii \u00eenva\u0163\u0103 s\u0103 le utilizeze \u00een timpul momentelor de cump\u0103n\u0103 stresante”, mai spune Duhigg.<\/p>\n","protected":false},"excerpt":{"rendered":"
Starbucks precum \u015fi alte companii de succes au \u00een\u0163eles un lucru important \u00eenc\u0103 de la \u00eenceput, crucial pentru succesul acestora: mai mult dec\u00e2t calitate \u015fi diversitatea produselor mai important este factorul uman. Acee\u015fi credin\u0163\u0103 mi-a fost confirmat\u0103 \u015fi de c\u0103tre Charles Duhigg, jurnalist devenit \u015fi scriitor, citind cartea sa “Puterea obi\u015fnuin\u0163ei. De ce facem ceea […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[510,3834],"tags":[81,192,307,4126,272,303,274,161,4638,80,9130,8984,241,32498],"class_list":["post-135885","post","type-post","status-publish","format-standard","hentry","category-actualitate","category-lifestyle","tag-afaceri","tag-angajati","tag-cafea","tag-clienti","tag-companie","tag-important","tag-incepere","tag-miliarde","tag-profit","tag-refuz","tag-serviciu","tag-starbucks","tag-transformare","tag-vointa"],"_links":{"self":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/135885","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=135885"}],"version-history":[{"count":0,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/135885\/revisions"}],"wp:attachment":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=135885"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=135885"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=135885"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}