How three college friends started this billion dollar company

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How three college friends started this billion dollar company

Krystal 原创编译

How three college friends started this billion dollar company?
这三位大学生是如何创立这个十亿美元的公司的？

Nathaniel Ru: Sweetgreen was really a solution to a problem of how do we find and bridge the gap between health and conveniences, and do it with values and a mission? I met my two co-founders, John and Nick, while we were studying in college; we were eating at the cafeteria, which wasn’t great. And we were going off campus, but it started to cost us a lot of money, in terms of finding places that we could eat that were healthy and affordable. How do we make this idea of healthy food accessible, affordable, and delicious?
纳撒尼尔`鲁：甜绿（美国一家沙拉连锁店）确实解决了一个问题，那就是我们如何找到并弥合健康与便利之间的差距，并如何带着价值观和使命去经营?我在大学读书的时候遇到了我的两位联合创始人，约翰和尼克;在学校里我们去食堂吃饭，但饭菜却不尽人意。然后我们决定去校外吃饭，但是这花销很大，想找一个我们可以吃得起的既健康又实惠的地方。但我们如何容易地买到健康食品，价格既合理、食物也美味可口?

[hide j=1]Jonathan Neman: and we started writing a business plan, talking to investors. We spoke to anyone and everyone that would take a meeting with us. We raised about $300,000 from 40 people. The average investment was less than $10,000. But it was rarely people that believed in our mission and kind of took a bet on us. We have a really, really incredible supply chain. That’s what makes our food taste so good. We have direct relationships with all of our farmers. Two, we make all of our food from scratch every day in every single restaurant. And then, lastly, the service. Most fast casual restaurants use simply line process. We flipped that and made it one-to-one where you’re working with one team member making your meal. And while it’s a small shift, it actually gives you that little room for connection. And for us, Sweetgreen is all about connection.
乔纳森·尼曼：之后我们开始写商业计划书，和投资者交流。我们与任何有意向会面的人谈我们的计划，最终我们从40个人那里筹集了30万美元，平均投资额不到1万美元。其中很少有人相信我们的计划，所以也只是在我们身上赌一把。我们找到一个非常非常好的供应链，这就是为什么我们的食物味道这么好，我们与农民们都有直接的联系。第二，我们所有的食物都是在餐馆里亲自制作的。最后是服务。大多数快餐休闲餐厅使用简单的排队流程，而我们把这个过程颠倒一下做成一对一的服务，在这里你和其中一个团队成员一起配餐，这虽然是一个小转变，但它实际上给了你与顾客交互的空间，对我们来说，甜绿就是这个交互的载体。

Nathaniel Ru: We opened our second restaurant in 2009. It was much bigger restaurant. It was going to be our flagship in DC. And when we opened our doors, we had no business. There wasn’t a line out the door and we were really scared. And the only things that we knew how to do, in terms of marketing, it was to make healthy food and to DJ and play music. And so that’s what we did.
纳撒尼尔`鲁：我们在2009年开了第二家餐厅，这个店铺更大，这将是我们在华盛顿的旗舰店，然而刚开始营业生意就不好，门外没有人排队，我们有些担心，
但我们知道唯一能做的就是在市场营销方面进行变革，做健康食品，做DJ，放音乐，这些是我们所完成的。
Jonathan Neman: and in 2011, we took that little Sweetgreen festival into something called the Sweetlife Festival. And it went from about 500 people in a parking lot to over 20,000 people at Merriweather Post Pavilion. And we held that festival for seven years, hosting some of the biggest names. It was a way for us to connect—connect to culture beyond just food. But it was this crisis—this moment of what do we do and how do we fix this that let us to this answer. You know, I think you look at a lot of, you know, founders’ stories, or star up businesses, and you hear the story of when it started, and then you see a story of, you know, sold or, you know when it’s made it. But nobody talks about that messy middle. It’s never a straight shot. We’re really fortune, the way the three of us work together.
乔纳森·尼曼：2011年，我们把这个小小的甜绿节日变成了一个叫做“甜绿生活节”。从开始在停车场500人的规模到梅里韦瑟邮政局的20000人的规模，我们已经举办了7年的这个节日，还邀请了一些名人。对我们来说，这是一种交互的方式——种超越食物与文化的交融，但正是因为这场危机，让我们找到了答案——这是一个让我们明白我们该做些什么以及如何解决这一问题的时期。我认为人民一定看过很多创业者的故事，或者初创公司的故事，听过刚开始创业的故事，看到一个销售的故事，或者成功的故事。但没人谈论低谷时期的故事。其实这些永远都不是唾手可得的故事，我们三个在一起工作真是很幸运。

Nathaniel Ru: it’s not about appealing to a broader number of customers. It’s about just living the values who you are.
纳撒尼尔`鲁：我们不仅仅是为了吸引更多的顾客，更要体现出自己的真正的价值。

Jonathan Neman: The fact that we’re able to be best friends and partners is really awesome.
乔纳森·尼曼：我们能够成为最好的朋友和合作伙伴，这真的很棒。

Nathaniel Ru: It feels like a company and more like a family, and that’s the type of energy that we want, even down to our restaurants. For us, as founders, success is making an impact. Fast food in America is normally thought of as not great and not good for you. And at Sweetgreen, we really want to change that.
纳撒尼尔`鲁：它（甜绿）像是一个公司，但更像是一个家庭，这是我们想要的那种力量，这甚至融入到了我们的餐厅中。对我们这些创业者来说，这份成功产生了一定的影响，在美国，人们通常认为快餐不好，对身体不好，而在甜绿，我们真的想改变这个观点。[/hide]

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