[字幕稿]Why Dunkin Is Taking On Starbucks And Betting On Coffee

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.   

Dunkin' 在咖啡方面下了很大的赌注。   今天，当你走进一家邓肯咖啡店时，你会发现与几年前相比，咖啡的选择多了很多，而甜甜圈却少了很多。菜单上也不再只有滴漏式咖啡。   从肉桂糖南瓜拿铁咖啡到酷拉塔咖啡，再到高级浓缩咖啡，应有尽有。   在连锁店的最新门店，你甚至还能喝到硝基冷萃咖啡（Nitro Cold Brew）。这都是Dunkin投资 1 亿美元刷新品牌并成为咖啡行业主要参与者的一部分。   首席执行官大卫-霍夫曼（David Hoffmann）认为，意式浓缩咖啡是促进公司长期发展的关键。在咖啡大战日趋白热化之际，公司积极进军饮料市场。   麦当劳等竞争对手正在通过交易大幅降低价格。咖啡巨头星巴克（Starbucks）则将赌注押在了更昂贵的饮品、改良的忠诚度计划和外送服务上。但邓肯的品牌重塑战略不仅包括咖啡。该公司还希望在全国范围内积极扩张，并利用新技术改造餐厅。 连锁店们更改了名称，简化了菜单，并开始推出新的店面设计。它更换了新的首席执行官，并对高层领导进行了一些调整。邓肯需要这一战略发挥作用。门店客流量已经放缓，2017 年，邓肯的年度可比门店销售额下降了 1%。虽然客流放缓和同店销售滞后并不是邓肯的独有现象，但它们正在加大连锁店的压力。那么，这 1 亿美元的投资是否足以推动邓肯与麦当劳和星巴克并驾齐驱？   或者，利润的损失最终会让公司付出代价？   邓肯公司是在马萨诸塞州昆西市起家的。比尔-罗森伯格（Bill Rosenberg）八年级离开学校时，曾涉足餐饮业，但他很快意识到，他 40% 的收入来自两种简单的产品--咖啡和糕点。1948 年，罗森伯格开了一家卖 5 美分甜甜圈和 10 美分咖啡的餐馆。两年后，罗森伯格将餐厅更名为 "邓肯甜甜圈"。这家餐厅一炮而红。1955 年，第一家 Dunkin' Donuts 特许经营店开业。同年，第一家麦当劳特许经营店也开业了。到 1963 年，邓肯甜甜圈开出了第 100 家分店。"这是一家最初上市的百分之百特许经营企业。我的意思是，这是一个真正的轻资产模式。与之相比，你知道，麦当劳在全球范围内的特许经营率正朝着 92% 或 93% 的方向发展，向 95% 迈进，Wendy的特许经营率是 95%(?)?，但他们五年前还没有达到这个水平。   而邓肯在 2011 年上市时，特许经营已达到 100%。   这确实让业内人士对这类企业刮目相看"。   这种增长模式对Dunkin来说非常有效。特许经营意味着更少的实际资产和更高的利润。1970年，Dunkin在日本开设了第一家海外分店，从此开始了国际扩张。   截至 2019 年第二季度，Dunkin在 40 多个国家和地区开设了 12800 多家分店。Dunkin' Brands 于 2011 年上市，出售了价值约 4.23 亿美元的股票。相比之下，Chipotle 在 2006 年上市时募集了 1.93 亿美元（按 2011 年美元调整）。时任首席执行官奈杰尔-特拉维斯（Nigel Travis）告诉 CNBC，公司将利用首次公开募股的利润向西部和国际市场扩张，并偿还债务。分析师认为，Dunkin的股价被高估了，因为它的股价取决于人们对Dunkin在美国东北部和其他地区再创辉煌的希望。在首次公开募股时，西海岸只有一家Dunkin甜甜圈，位于俄勒冈州波特兰市。   此后，公司扩大了在西海岸的业务，截至 2019 年，已在加利福尼亚州开设了 102 家分店，在夏威夷开设了 12 家分店。   不过，即使Dunkin公司在密西西比河以西和国际市场上大力拓展业务，它也没有忘记东北地区。   截至 2018 年 12 月，Dunkin连续第十年成为纽约市最大的连锁店，共有 624 家分店。   2018 年，在 "Dunkin甜甜圈 "走过 70 个年头之后，这家餐厅去掉了甜甜圈，只叫 "Dunkin"。   "我们认为，与其说是放弃甜甜圈，不如说是向 Dunkin' 靠拢。近 20 年来，'邓肯'一直是我们的招牌。我们一直在美国经营 Dunkin'"。   饮料销售占Dunkin收入的近 60%，因此该品类的增长对公司的整体健康至关重要。2017 年，Dunkin公司告诉《全国餐馆新闻》（Nation's Restaurant News），大多数门店将提供少于 20 种不同的甜甜圈。   这比它通常提供的 30 个品种减少了很多。Dunkin在简化食品供应的同时，不断增加咖啡菜单。在大约 45 年的时间里，Dunkin咖啡只提供原味混合滴漏式咖啡。在大约 45 年的时间里，Dunkin'的咖啡产品仅限于原味混合滴漏式咖啡。 但在 1997 年，Dunkin 决定大举进军饮料市场。就在这一年，它推出了 "可乐达咖啡 "冰沙饮料。2000 年，Dunkin' 开始销售混合 Dunkaccino。   到 2003 年，它开始提供浓缩咖啡。2018 年，Dunkin' 用新机器、新配方和新的员工培训重新推出了意式浓缩咖啡系列。   有人说，此举与 Dunkin' 想要成为与星巴克齐名的顶级品牌有很大关系。"我认为，实现现代化的举措绝对来自于他们最大的竞争对手，那就是星巴克，因为星巴克确实重塑了咖啡对消费者的日常意义。   所以，是的，有一个宿敌总是好的，你知道，如果你愿意的话，在那里，一个坏家伙，不管你怎么称呼他们，因为他们迫使你保持警惕"。这似乎很有效。   Dunkin'的浓咖啡销售额一路飙升。   Dunkin' U.S.在其 2018 财年的年度报告中表示，该公司每年销售约 17 亿份热咖啡和冰咖啡，意式浓缩咖啡约占 Dunkin 整体销售组合的 10%。   该公司报告称，2019 年第二季度，意式浓缩咖啡饮料的销售额与上年同期相比增长了 40%。"进军特浓咖啡饮料领域，这是他们的主要竞争对手真正拥有并比他们更具优势的领域。比如，想想有人可能会给星巴克的咖啡师下单的时间长度，与之相比，你知道，在 Dunkin' 只是一杯咖啡"。但是，Dunkin' 不能仅仅模仿星巴克来取得成功。它需要忠实于自己的品牌。Dunkin' 的宗旨是提供快捷、实惠的菜单，让每个人都能享受到潮流趋势。   这与意式咖啡未必天然契合。   因此，分析师警告说，Dunkin' 在进军意式浓缩咖啡时必须小心谨慎。当一个品牌试图做一些让人感觉不真实的事情时，顾客通常会产生怀疑。但是，如果迄今为止 Dunkin 以浓缩咖啡为基础的饮料销售情况能够说明问题，那么这种产品就能为连锁店释放出巨大的潜力。然而，咖啡市场仍然很拥挤，Dunkin'正在与一些强大的对手争夺市场份额。它们是星巴克（Starbucks）、麦当劳（McDonald's）、Tim Hortons 和 Krispy Kreme。截至 2019 年 9 月，Dunkin' 的市值达到 68 亿美元，其股价在过去 12 个月中上涨了约 8%。但是，要与麦当劳和星巴克等巨头竞争，它还有很长的路要走，截至 2019 年 9 月，麦当劳和星巴克的市值分别约为 1670 亿美元和 1150 亿美元。2018 财年，Dunkin' U.S. 的销售额在竞争对手面前也相形见绌。Dunkin' 的收入为 6.068 亿美元。   麦当劳的销售额是它的 12 倍多。而星巴克在美洲（包括美国、加拿大和拉丁美洲）的销售额为 167 亿美元。   特浓咖啡是一种高档产品，价格通常高于其他饮料。这意味着它推高了平均结账价格，反过来又弥补了客流放缓的损失，因为人们在进门时会花更多的钱。   2018 年，一方在 Dunkin 的平均结账价格为 8 美元 5 美分。这一数字高于其加拿大竞争对手蒂姆-霍顿斯（Tim Hortons），但低于星巴克。最新的平均账单不包括 2019 年的数据，因此现在衡量邓肯在 2018 年底开始推出的改良版意式咖啡阵容可能还为时过早。   长期以来，Dunkin' 一直在为如何提升下午的人流量而苦恼。它扩大了冷饮供应，并提供从 4 美元两个百吉饼到 2 美元一杯拿铁的各种优惠。   "早上的饮料是他们的核心。这也是加盟商赚钱的地方。但就下午的生意而言，"Dunkin'Run "和 "Go2s"，很多时候这些促销活动，如果是针对饮料的，通常都在下午两点以后。因此，下午的 "奔跑 "似乎稳定了下午的生意。   Dunkin' Brands 也尝试过利用冰淇淋来拉动下午的销售，可以说是失败了。   Baskin Robbins 和 Dunkin' 都在 Dunkin' Brands 旗下运营，但 Baskin 的表现不如 Dunkin'。它的销售增长乏力。从 2007 年到 2011 年改弦更张之前，该连锁店每年的可比店面销售额都是负数。   2018 财年，Baskin Robbins 的同店销售再次出现负增长。   分析师说，Baskin 可能不会给品牌增加多少销售额，但它也不是真正的死对头。   同时拥有一家 Baskin 和一家 Dunkin 的双店对一些加盟商来说很有吸引力，可以提升早间咖啡高峰以外的销售额。   与独立的 Dunkin'相比，双店的开店成本只要多一万美元，而且不需要额外的工人或机器。Dunkin' 还试图跟上快餐业的变化，在一些地方试行植物肉，并与 GrubHub 建立合作关系。   "现在的在线订餐系统更加强大。我们的顾客可以随时随地获得他们想要的产品。而且，你知道，我们现在生活在一个一切按需定制的文化中。现在，你可以按需购买咖啡。   Dunkin' 开始在曼哈顿提供 Beyond Meats 香肠，公司表示，这种香肠卖得很好，为 Dunkin' 吸引了回头客。Dunkin' 一直在通过与 GrubHub、DoorDash 和其他本地公司的合作测试外卖服务。   它计划将与 GrubHub 的合作扩展到美国其他主要城市。   当你从一家披萨店或玉米卷店点餐时，这并不是什么大事。但对我们来说，一致性真的很重要"。但是，咖啡配送也面临着独特的挑战。专家说，Dunkin' 和其他咖啡馆可能并不天然适合外送，因为咖啡必须保持温度才能吸引人。想想看，水汪汪的冰咖啡或室温拿铁。它还在店面形式上下注很大。 1 亿美元现金注资的一部分用于推出一种全新的 Dunkin'店。   这是一种被称为 "下一代"（Next Generation）的店面布局，Dunkin'希望它能使品牌形象现代化，并使其与下一代顾客保持联系。Dunkin' 计划从 2019 年起的三年内，每年净增 200 到 250 家餐厅。"它完全改变了顾客与我们员工的互动方式。工作人员与顾客之间没有任何隔阂，因此顾客现在可以与我们的工作人员互动，提出问题，了解产品。"Dunkin' 表示，新店的改造费用比以前的改造费用略高，因为这次的设计中有更多的技术含量。该公司没有向 CNBC 透露新布局的成本。"回报实际上非常令人兴奋，而且比以前的迭代更好。因此，我们与加盟商紧密合作，双方对下一代改造的投资都感觉非常好。   下一代门店也是 Dunkin 推动数字化订餐的重要组成部分。移动订餐是星巴克击败 Dunkin 的另一个领域。Dunkin' 大约有 4% 的订单是通过手机完成的，而星巴克的这一比例接近 16%。   专家们乐观地认为，下一代门店将改善这一指标。这些设计有更大的空间供人们取走网上订单。"下一代门店专门为此设计了更大的区域，我们通过下一代门店看到的移动订单比例可能是平均水平的两倍，这是非常了不起的。"    一些新店还在直通车上设置了专用的移动通道。这应该有助于防止出现瓶颈问题，就像星巴克在 2017 年增加移动点餐功能时出现的瓶颈问题一样。   下一代门店还配备了 8 个冷饮龙头系统，就像甜甜圈一样，这一切都是为了把产品送到顾客面前，增加他们的消费。有了水龙头饮料，工作人员的职能更像是调酒师而不是咖啡师。"调酒师手脚麻利，他们知道你的名字，知道如何品尝饮料。但最重要的是，他们能很好地为顾客服务。"    截至 2019 年，顾客对 Dunkin 的咖啡师专业技能的评分为 90 分（满分 100 分）。星巴克的评分为 94 分（满分 100 分）。   麦当劳则较低，只有 78 分。   在下一代门店中，Dunkin' 希望这一数字能够上升。   Dunkin'一直是一个值得信赖的品牌，它的发展速度缓慢而稳定。   它不像一些竞争对手那样出现过重大丑闻，而且与加盟商的关系也很牢固。   那么，Dunkin' 是如何保持稳健增长的呢？   一位专家说，这一切都归结于忠诚度。   根据美国消费者满意度指数，Dunkin'的满意度排名相当靠前，略低于星巴克，但高于麦当劳。但是，如果说满意度只是一个瞬间，那么忠诚度则代表着未来。而 Dunkin' 正是在这一指标上大放异彩。   到 2019 年为止的 13 年中，Dunkin' 在户外咖啡供应商类别中的消费者忠诚度排名第一。在包装咖啡类别中，它连续八年排名第一。在咖啡这个竞争如此激烈的领域，这绝非易事。罗伯特-帕斯卡尔（Robert Pascal）是一家测量消费者忠诚度的公司，他说，拥有高忠诚度的顾客就能确保他们一而再、再而三地光顾。   帕斯卡尔说："当我们查看所有与老对手相比的指标时，与所有预期相比，忠诚度都在 95% 左右。这已经很不错了。而像星巴克这样的公司，他们的指标则要低一些。忠诚度对一个品牌的价值不仅仅在于它的底线。忠诚客户更有可能购买与品牌相关的产品。向他人推荐品牌，投资上市股票。尽管客流量低，咖啡竞争激烈，Dunkin仍在打赌，新的标识、闪亮的意式咖啡机和新潮的合作关系将足以帮助它成长起来。