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ISBN 978-1-4002-2541-5 (eBook) ISBN 978-1-4002-2541-5（电子书）
ISBN 978-1-4002-2543-9 (PBK) ISBN978-1-4002-2543-9（平装本）
Library of Congress Control Number: 2021935943 国会图书馆控制编号：2021935943
Epub Edition April 20219781400225415 电子版 20219781400225415 年 4 月
Printed in the United States of America 美国印刷
2122232425 LSC 10987654321
Table of Contents 目录
Cover 封面
Title Page 标题页
Copyright 版权
Foreword by Leroy D. Watson 勒罗伊-D.-沃森的序言
Preface: What' s in a Name? 序言名字里有什么？
Coauthor' s Note 合著者说明
A Trader Joe' s Sampler: 乔氏食品采样器
Before we get into the details, here are some Trader Joe's products that have especially interesting stories 在了解详情之前，我们先来看看乔氏超市的一些产品，它们都有着特别有趣的故事
SECTION 1: HOW WE GOT THERE 第 1 部分：我们是如何到达那里的
The Milk Train Doesn' t Stop Here Anymore: 牛奶列车不再停靠这里
In 1965, I was forced by competitive pressures to convert a convenience store chain, Pronto Markets, into Trader Joe' 1965 年，迫于竞争压力，我将一家连锁便利店 Pronto Markets 改造成了 Trader Joe。
The God of Fair Beginnings: 公平开端之神
How I got started with Pronto Markets as a subsidiary of the giant Rexall Drug Co. in the 1950s 20 世纪 50 年代，Pronto Markets 是巨型 Rexall Drug Co.
The Guns of August, the Wages of Success: 八月的枪声，成功的代价：
I bought Pronto Markets in September 1962 and made the 我于 1962 年 9 月买下了 Pronto Markets，并将其命名为 "Pronto"。
most important decision of my career: pay high wages 我职业生涯中最重要的决定：支付高薪
On the Road to Trader Joe' s: 通往乔氏超市之路
Those high wages force me into merchandising moves, which led to Trader Joe' 这些高工资迫使我转行从事商品销售工作，这也导致了 Trader Joe's 的诞生。
How I Love Lucy Homogenized America: 我爱露西》如何使美国同质化
I smelled a chance to be different 我嗅到了与众不同的机会
Good Time Charley: 美好时光--查理
Aloha! The first version of Trader Joe' s, 1967, was the fun-leisure-party store 阿罗哈1967 年，Trader Joe's（乔贸易商）的第一个版本是一家充满乐趣的休闲派对商店
Uncorked!: 开瓶！
How we managed to break price on wine despite the Fair Trade Laws 我们是如何不顾公平交易法，成功打破葡萄酒价格的？
Whole Earth Harry: 全地球哈利
A serious recession forces me to marry the health food store to the party store, and I got Whole Earth religion in the process 严重的经济衰退迫使我将健康食品店与派对用品店联姻，在这一过程中，我得到了 "全地球宗教"（Whole Earth religion）。
End of Fair Trade on milk and alcohol in 1977 leads to the third and final version, which I called "Mac the Knife" 1977 年牛奶和酒类公平贸易的结束导致了第三个也是最后一个版本，我称之为 "Mac the Knife"。
Intensive Buying: 集中采购：
Honest, we love middlemen 老实说，我们喜欢中间商
Virtual Distribution: 虚拟分发：
Outsourcing? So that' what you call it! 外包？那么， 你是怎么称呼它的！
Private Labe1 Products: 私人 Labe1 产品：
Academic jokes for the overeducated and underpaid 学历过高、收入过低的人的学术笑话
From Discrete to Indiscretions: 从离散到轻率
Standards are okay, up to a point 在一定程度上，标准是可以接受的
Too, Too Solid Stores: Too, Too Solid Stores：
"Nymph, in thy orisons be all my sins remember' d!" "仙女，在你的咏叹调里 记住我所有的罪孽！"
Skunks in the Office: 办公室里的臭鼬
Tom Peters runs amok in the organization chart 汤姆-彼得斯在组织结构图中肆意妄为
Double Entry Retailing: 双重入口零售：
3-D tennis in the check stand 检查台上的 3D 网球
Demand Side Retailing: 需求方零售：
Geometry. Advantageous, but not necessarily true 几何学。有利，但不一定正确
Supp1y Side Retailing: 供应方零售：
Government Intrusion, a supply-side opportunity? 政府干预，供应方的机会？
The Last Five Year Plans: 最后一个五年计划
Russia and Coulombe give up Five Year Plans in the same year, 1988 俄罗斯和库伦贝在同一年放弃五年计划，1988 年
SECTION 3: FIRST I SELL, THEN I LEAVE 第 3 部分：先卖后走
Employee Ownership: 员工持股：
Founders yah, too bad. And that it led to . . . 创始人呀，太糟糕了。这导致了......
The Sale of Trader Joe' s: 乔氏超市的销售
Money talks 有钱能使鬼推磨
Goodbye to Al1 That: 再见 Al1 That：
Auf Wiedersehen 再见
ADDENDUM 增补件
Post De-Partum: 产后：
Or my ten years as a consultant 或我担任顾问的十年
List of Companies 公司名单
Index 索引
Photos 照片
Foreword 前言
In 1957, I was hired to join Joe Coulombe (1930-2020) in opening the first Pronto Market, a project that would expand to become Trader Joe’ s. I did not know what an incredible adventure I was getting myself into. As the first employee, Vice President of Trader Joe' s, and later Senior Vice President of Operations, I had the privilege of working side by side with Joe as he applied his unique marketing concepts and creative imagination to the grocery industry. 1957 年，我受雇与乔-库隆贝（Joe Coulombe，1930-2020 年）一起开设了第一家 Pronto Market，这个项目后来扩展成为乔氏食品杂货店（Trader Joe's）。作为 Trader Joe's 的第一位员工、副总裁以及后来的高级运营副总裁，我有幸与 Joe 并肩工作，他将自己独特的营销理念和创造性的想象力运用到了食品杂货行业。
His first rule for new ideas was to always think outside the box, but always consider our customers and employees. 他提出新想法的第一条原则是，始终跳出条条框框，但始终要考虑到我们的客户和员工。
During this time, we found ourselves working against a backdrop of the incredible economic, political, and cultural changes that tsunamied us into the future. 在此期间，我们发现自己的工作背景是难以置信的经济、政治和文化变革，这些变革如海啸般将我们推向了未来。
In this book, Joe details the invaluable lessons we learned along the way. 在本书中，乔详细介绍了我们一路走来学到的宝贵经验。
His marketing genius, photographic memory, and impeccable integrity will inspire and educate not only entrepreneurs and students of business, but also the loyal customers who have come to appreciate the unique Trader Joe' s experience. In an entertaining and informative read, Joe describes the creative marketing strategies that still apply today. Hope you enjoy the book as much as I enjoyed my forty-three years at Trader Joe' s-and still enjoy being a customer. 他的营销天才、过目不忘的记忆力和无懈可击的诚信不仅会激励和教育企业家和商科学生，也会激励和教育忠实的顾客，他们已经开始欣赏乔氏超市的独特体验。乔在书中描述了至今仍然适用的创造性营销策略，寓教于乐，内容丰富。希望您喜欢这本书，就像我喜欢在乔氏食品店工作的 43 年一样--而且我仍然喜欢成为乔氏食品店的顾客。
-LEROY D. WATSON
SENIOR VICE PRESIDENT OF 高级副总裁
OPERATIONS, TRADER JOE, S, 业务、乔贸易商、S、
RETIRED 退休
Preface 序言
What' in A Name? 在名称中是什么？
Books are not made to be believed, but to be subjected to inquiry. When we consider a book we mustn' t ask ourselves 书籍不是用来让人相信的，而是用来让人探究的。当我们思考一本书时，我们不能问自己
what it says but what it means, a precept that the commentators of the holy books had very clearly in mind. Perhaps the mission of those who love mankind is to make people laugh at the truth, to make the truth laugh, because the on1y truth lies in learning to free ourselves from insane passion for the truth. 圣书的注释者非常清楚地记住了这一戒律。也许，那些热爱人类的人的使命就是让人们对真理发笑，让真理发笑，因为唯一的真理就在于学会从对真理的疯狂热情中解脱出来。
-Umberto Eco, The Name of the Rose 翁贝托-艾柯，《玫瑰之名
Joe Coulombe or Joe Colomba or Joe Colombe 乔-库隆贝或乔-科隆巴或乔-科隆贝
Nobody had last names until the fifteenth century, except the top nobility like the Hapsburgs, Hohenzollerns, Plantagenets, Valois, Bourbons, and so on. Then, rather quickly, non-nobility got last names. Some took the name of the city where they lived, and so we get Tony Roma' s for ribs, and Leonardo da Vinci. 直到 15 世纪，除了哈布斯堡王朝、霍亨索伦王朝、普兰塔奈特王朝、瓦卢瓦王朝、波旁王朝等顶级贵族之外，没有人拥有姓氏。随后，非贵族也很快有了姓氏。一些人取了他们居住城市的名字，于是就有了托尼-罗马（Tony Roma's）和达-芬奇（Leonardo da Vinci）。
Many others took the name of their work, like the Coopers, Smiths, Fletchers, Shepherds, and Coulombes. Coulombes? 还有许多人以自己的作品命名，如库珀、史密斯、弗莱彻、牧羊人和库仑布。库仑布？
Another privilege of nobility, besides having a last name, was the sole right to raise pigeons for food. The nobles built big, tall, round stone towers called columbaria after the Latin for dove, columba, which housed thousands of the birds. And they must have employed mobs of peasants to tend 除了拥有姓氏之外，贵族的另一项特权是饲养鸽子作为食物的唯一权利。贵族们建造了又高又大的圆形石塔，取自鸽子的拉丁文 "columba"，称为 "columbaria"，里面饲养着成千上万只鸽子。他们肯定还雇佣了大批农民来照料鸽子。
these towers, because when the Time of Last Names arrived, suddenly we get people all over Europe with names derived from columba. 因为 "姓氏时代 "到来时，全欧洲的人突然都有了源自 columba 的名字。
Regrettably, no one could spel1, not even the nobles. Furthermore, there was no general agreement on how words should be spelled until the nineteenth century. Columba was very susceptible to creative spelling. Nowhere was this more true than in Quebec, where in the 1660s Louis XIV' s new finance minister, Colbert, initiated a policy of deliberately populating New France with stolid peasants from Normandyamong them a Louis Colombe-to make sure the place would always be French. In some ways he succeeded all too well. 遗憾的是，没有人会拼写1 ，甚至贵族也不会。此外，直到 19 世纪，人们对单词的拼写也没有达成一致意见。哥伦布非常容易受到创造性拼写的影响。16 世纪 60 年代，路易十四的新任财政大臣科尔贝尔在魁北克推行了一项政策，刻意在新法兰西招收来自诺曼底的固执农民，其中就有一位路易-科隆布（Louis Colombe），以确保这个地方永远是法语区。在某些方面，他做得非常成功。
These hardworking but illiterate people had a genius for adding or subtracting letters to the base name without regard to pronunciation. Colombe became, among other spellings, Coulombe. And that is why you will not find Coulombe in the Paris phone book, whereas there are pages of ' em in Montreal. 这些勤劳但不识字的人很有天赋，他们会在名字的基础上添加或减少字母，而不考虑发音。Colombe 变成了 Coulombe 和其他拼法。这就是为什么在巴黎的电话簿中找不到 Coulombe，而在蒙特利尔却有好几页都是 Coulombe 的原因。
The point is that Coulombe is pronounced coo-LOAM. I thought this book would be an easier read if you knew that. Whether the mild paranoia generated by a name that few people can pronounce was a factor in my shaping Trader Joe’ s, I leave to your judgment. Whether the substantial paranoia generated by being a left-hander in a right-handed world was a factor in putting a left-handed spin on Trader Joe' s, however, is beyond dispute. For some competitors, Trader Joe' s has been sinister in at least two meanings of the word. 关键是库隆贝的发音是 coo-LOAM。我想，如果你知道这一点，这本书读起来会更轻松。至于这个很少有人能念出的名字是否会让我产生轻微的妄想症，我留给你们去判断。然而，在一个右撇子的世界里，作为一个左撇子所产生的严重偏执，是否也是影响 Trader Joe's 左撇子发展的一个因素，这一点毋庸置疑。对于一些竞争对手来说，乔氏超市至少在两个意义上是险恶的。
For the meaning of that cryptic remark, please read onI tried to explain about 关于这句话的含义，请继续往下看。
marketing, but they wanted to 营销，但他们希望
hear about miracles. 听到奇迹
-Roger Fitzgerald, senior 大四学生罗杰-菲茨杰拉德
editor of Seafood Leader 海鲜领袖》编辑
magazine, discussing a 杂志，讨论一个
I tried to explain about marketing, but they wanted to hear about miracles. 我试图解释市场营销，但他们想听的是奇迹。
-Roger Fitzgerald, senior editor of Seafood Leader magazine, discussing a 海鲜领导者》杂志资深编辑罗杰-菲茨杰拉德（Roger Fitzgerald）在讨论一
disappointing meeting with
some Asian seafood exporters
in 1990
I wrote this book to help entrepreneurs and would-be entrepreneurs. That' s why there' s a lack of miracles and a surplus of marketing details including buying, advertising, distributing, and running stores; and lots of discussion of "the wages of success" -how we built a successful business on high wages. 我写这本书是为了帮助创业者和即将创业者。这就是为什么书中没有奇迹，却有大量的营销细节，包括购买、广告、分销和经营商店；还有大量关于 "成功的工资 "的讨论--我们是如何靠高工资成功创业的。
But how well did Trader Joe' s work? It clearly is a succes d' estime but was it a succes de l' argent? Too often we see books and movies that the critics rave about but which don' t bring in bucks. Too often we see rave reviews of companies that crash and burn only a few years after they have been held up as paragons of management. 但乔氏贸易商行的效果如何呢？显然，它是一个成功的项目，但它是一个成功的项目吗？我们经常看到评论家对书籍和电影赞不绝口，但却没有带来收益。我们也经常看到一些公司在被奉为管理典范几年后就轰然倒塌。
Voila! In a 1958 partnership with Rexall Drug Co., we started Pronto Markets. After growing it to six stores, I bought out Rexall' s shares in 1962. Then, in 1967, when I had reached eighteen Pronto locations, I began the transition of Pronto into Trader Joe' s. I resigned at the end of 1988. During those twenty-six years, our sales grew at a compound rate of 19 percent per year. 瞧！1958 年，我们与 Rexall Drug Co. 合作创办了 Pronto Markets。在发展到六家分店后，我于 1962 年买断了 Rexall 的股份。1967 年，当我的 Pronto 分店发展到 18 家时，我开始将 Pronto 过渡到 Trader Joe's。在这二十六年间，我们的销售额以每年 19% 的复合速度增长。
During the same twenty-six years, our net worth grew at a compound rate of 26 percent per year. Furthermore, during the last thirteen years of that period, we had no fixed, interest-bearing debt, only current liabilities. We went from leveraged to the gills in the early days to zero leverage by 1975. Furthermore, we never lost money in a year, and each year was more profitable than the preceding year despite wild swings in income tax rates. 在这二十六年间，我们的净资产以每年 26% 的复合增长率增长。此外，在这期间的最后十三年里，我们没有固定的有息债务，只有流动负债。到 1975 年，我们的杠杆率从早期的最高达到了零。此外，我们从未在一年中亏损，尽管所得税率大幅波动，但每年的盈利都比前一年多。
Since I left Trader Joe' s at the end of 1988, its sales as reported in the press have continued to grow at about 20 percent per year. I submit there are few companies that have maintained such a rate of growth for the last thirty-five years. Since I have no access to Trader Joe' s internal 自 1988 年底我离开乔氏超市以来，媒体报道的销售额每年以 20% 左右的速度持续增长。我认为，在过去的 35 年里，很少有公司能保持这样的增长速度。由于我无法获得乔氏集团内部的
figures, I don' t know how well net worth has done, but I' m sure it' s done very we11, too. 数字，我不知道净资产的表现如何，但我肯定它的表现也很好11。
Sti11, judgment can be rendered that I failed, that I fell short of what I should have achieved. We will examine this late in the book. But I hope you' 11 consider the following, my favorite quote from my favorite book on management, The Winning Performance by Clifford and Cavanaugh: Sti11 可以判定我失败了，我没有达到我应该达到的目标。我们将在本书的后半部分探讨这个问题。但是，我希望你们'11 考虑一下下面这段话，这是我最喜欢的管理学书籍--克利福德和卡瓦诺著的《制胜业绩》--中我最喜欢的一段话：
The fourth [general theme in winning corporations] is a view of profit and wealthcreation as inevitable byproducts of doing other things we11. Money is a useful yardstick for measuring quantitative performance and profit and an obligation to investors. But . . . making money as an end in itself ranks low. 第四个[成功企业的一般主题]是将利润和财富创造视为做其他事情时不可避免的副产品11。金钱是衡量量化绩效和利润的有用尺度，也是对投资者的义务。但是......赚钱本身并不是目的。
In 1994 Stanford Business School published a study of winning companies (companies that have endured for a hundred years) called "Built to Last," which came to pretty much the same conclusion. 1994 年，斯坦福大学商学院发表了一份关于成功企业（历经百年而不衰的企业）的研究报告，名为《基业长青》（Built to Last），得出了大致相同的结论。
Along the way in this book, you' 11 find the angst of a struggling entrepreneur and his wife who didn' get a clothes dryer until she was thirty-nine and all the kids were toilet trained (in that pre-Pampers era); the slings and arrows of outrageous good fortune and bad fortune; and a lot of the detail of everyday life in the twentieth century that may interest the Fernand Braudel-type historians of the twenty-fifth century. 在这本书中，你可以看到一个奋斗中的企业家和他的妻子的焦虑（他的妻子直到 39 岁才买到干衣机，所有的孩子都接受了如厕训练（在那个前帮宝适时代））；令人发指的好运和厄运；以及二十世纪日常生活的许多细节，这些细节可能会引起二十五世纪费尔南-布罗代尔（Fernand Braudel）式历史学家的兴趣。
Coauthor' s Note 合著者说明
Joe' s professional life dealt heavily in brands. That is the nature of the retail grocery business, the nature of his life. In this book, we have acknowledged all brands that carry or maintain a "TM" (Trademark) or an "®" (Registered Trademark), or a “○” (Copyright) with italics the first time they are mentioned. All brands mentioned in this book are acknowledged from a position of admiration and respect. 乔的职业生涯在很大程度上与品牌打交道。这是杂货零售业的本质，也是他生活的本质。在本书中，我们对所有拥有或保持 "TM"（商标）、"®"（注册商标）或"○"（版权）的品牌，都会在首次提及时用斜体表示感谢。本书中提到的所有品牌都是出于钦佩和尊重。
Joe' s life includes an inordinate number of people, many of whom have contributed in one way or another to the success of Trader Joe' s. All people mentioned in this book have been captured in the positive light that they have earned, are remembered fondly, and are mentioned with the utmost respect and esteem. 书中提到的所有人都以积极的姿态展现在读者面前，他们被人们深深铭记，并以最崇高的敬意被提及。
We wish we could have mentioned all of our true followers, our customers. You are not forgotten. 我们希望能提及所有真正的追随者，即我们的客户。我们不会忘记你们。
—PATTY CIVALLERI -patty civalleri
A Trader Joe' s Sampler 乔氏食品采样器
Some of the Best Deals We Ever Made 我们做过的最好的交易
In March 1998, I gave a lecture for the Culinary Historians Society, a lecture that led to this book. One of the questions from the floor was, "What are some of the best deals you ever made?" 1998 年 3 月，我为烹饪史学家协会做了一次演讲，这次演讲促成了这本书的诞生。会场上提出的一个问题是："你做过的最好的交易是什么？"
Canned Pilchard 罐装比目鱼
In 1981, Newsweek ran a story about a fish called pilchard, which was a lot like tuna but much cheaper, which was being promoted in New England. I don' t know how the story got planted, because we soon learned that the pilchard had failed to sell: the importer offered it to us. We cut the cans and were impressed by the high quality of fish, which was seemingly as good as white meat or Albacore tuna. 1981 年，《新闻周刊》刊登了一篇关于一种名为 "比目鱼 "的鱼的报道，这种鱼很像金枪鱼，但价格便宜得多。我不知道这篇报道是怎么登出来的，因为我们很快就得知，这种鱼卖不出去：进口商把它提供给了我们。我们切开罐头，发现鱼的品质很高，似乎和白肉金枪鱼或长鳍金枪鱼一样好，这给我们留下了深刻印象。
By this time we were beginning to realize that Trader Joe' s was becoming a powerful brand. We took the pilchard, relabeled it, and blew it out at a price two-thirds that of green-labeled tuna and half the price of albacore. 此时，我们开始意识到乔氏贸易商行正在成为一个强大的品牌。我们推出了比目鱼，重新贴上了标签，售价仅为绿标金枪鱼的三分之二，长鳍金枪鱼的一半。
I became intrigued by this and located the source of the pilchard: a packer in Peru. In June 1982, my wife, Alice, and I went to Lima to visit the canning plant. We witnessed something very interesting: the United States had a quota for imported tuna. Once Peru's quota had been filled, a biological miracle occurred right there on the canning line. 我对此产生了浓厚的兴趣，并找到了朝天椒的产地：秘鲁的一家包装厂。1982 年 6 月，我和妻子爱丽丝前往利马参观罐头厂。我们目睹了一件非常有趣的事情：美国对进口金枪鱼有配额限制。秘鲁的配额一满，罐头生产线上就出现了生物奇迹。
What had been tuna was now pilchard, a member of the herring family, on which there was no quota. The like hasn' been seen since the Sea of Galilee! To this day, Trader Joe' s is virtually the only retailer of pilchard. 过去的金枪鱼现在变成了鲱鱼家族的一员--比目鱼，而且没有配额限制。自加利利海以来， ！时至今日，乔氏贸易商行几乎是唯一的皮拉杰鱼零售商。
Again with big eye tuna, government regulations created a bargain. Big eye, Parathunnus mebachi, are huge tuna with excellent flesh. 同样是大眼金枪鱼，政府的规定创造了一个便宜的机会。大眼金枪鱼（Parathunnus mebachi）体型巨大，肉质鲜美。
In Canada they can be called "albacore" or "white meat" because they meet Canada' s spectroscopic test of whiteness. Our government, however, says that on1y Thunus alalongus can be labeled albacore. One more bargain for the table, thanks to the product knowledge we built up at Trader Joe' s. 在加拿大，它们可以被称为 "长鳍鲔 "或 "白肉"，因为它们符合加拿大的白度光谱测试标准。但我国政府规定，只有长鳍鲈才能被称为长鳍鲈。多亏了我们在乔氏超市积累的产品知识，餐桌上又多了一个便宜货。
Whey Butter 乳清黄油
One of the first products of the Mac the Knife program was whey butter from the famous Tillamook cheese company in Oregon. When you make cheese from milk, most of the butterfat goes into the cheese. A small amount, however, is left in the whey (mixed in with lactose; whey is about 60 percent lactose). Tillamook found they could separate this "whey cream" from the whey and sell it as butter. Chemically it' s the same as butter, only it has no casein. Mac the Knife 计划的首批产品之一是来自俄勒冈州著名的蒂拉穆克奶酪公司的乳清黄油。用牛奶制作奶酪时，大部分乳脂都会进入奶酪中。然而，有一小部分会留在乳清中（与乳糖混合在一起；乳清中约有 60% 的乳糖）。提拉穆克发现他们可以将这种 "乳清奶油 "从乳清中分离出来，然后作为黄油出售。从化学角度看，它与黄油相同，只是没有酪蛋白。
There are some special advantages to whey butter: it has more of a "buttery" flavor; and it tends to be more malleable when you take it out of the refrigerator. 乳清黄油有一些特别的优点：它有更多的 "黄油 "味道；从冰箱中取出时，它的延展性更好。
By 1977, we had become a big customer of Tillamook, and they approached us about shipping down whey butter along with cheese. We liked the idea, because it gave us a chance to break the price of butter in Los Angeles. There were two drawbacks to their butter: 到 1977 年，我们已经成为提拉穆克公司的大客户，他们向我们提出将乳清黄油与奶酪一起运往美国。我们很喜欢这个主意，因为这让我们有机会打破黄油在洛杉矶的价格。他们的黄油有两个缺点：
It was packaged on1y in one-pound sizes. No quarter-pound inner wraps, and the packaging was only a heavy parchment, not a cardboard carton. For 20 percent less 它的包装是一磅装。没有四分之一磅的内包装，包装只是厚厚的羊皮纸，而不是纸板箱。价格便宜 20
than regular butter, we figured our brainy customers could accept this. 与普通黄油相比，我们认为聪明的顾客可以接受这一点。
California, ever protectionist in its dairy laws, made us label it "second quality." Oregon has no such regulation, but California so defined first quality that whey butter had to be labeled second quality. 加利福尼亚州的乳制品法一向是保护主义的，它让我们贴上 "次品 "的标签。俄勒冈州没有这样的规定，但加利福尼亚州对 "一等品 "的定义是，乳清黄油必须贴上 "二等品 "的标签。
So, we put it on sale and it was a great success. Unfortunately, one year and five hundred thousand pounds later, Tillamook had improved its cheesemaking process so there was almost no butterfat left in the whey. Obviously they made more money from cheese than from butter, but they relented and agreed to supply us, but only during the holidays, for the big baking season. 于是，我们将其上市销售，并取得了巨大成功。不幸的是，一年后，50 万磅的提拉穆克奶酪改进了制作工艺，乳清中几乎没有黄油脂肪了。显然，他们从奶酪上赚的钱比从黄油上赚的钱多，但他们还是妥协了，同意向我们供货，但仅限于节假日期间的烘焙旺季。
Then the Feds intervened. Shipping butter from Oregon to California was interstate commerce. Federal regulations do not recognize such a thing as whey butter. So Tillamook had to take the "whey" designation off the label. This confused our customers to no end: all they saw was "second quality." 后来联邦调查局介入了。从俄勒冈州向加利福尼亚州运输黄油属于州际贸易。联邦法规不承认乳清黄油这种东西。因此，提拉穆克不得不从标签上去掉 "乳清 "字样。这让我们的客户非常困惑：他们看到的只是 "次品"。
So we found a California producer who would make whey butter for us. By exiting interstate commerce we were again ab1e to labe1 it whey butter. But, of course, still second quality. Without the prestigious Tillamook name, we changed the label to "Trader Joe” s La Cuisine de Beurre." It was sti11 15 percent cheaper than regular butter, and better. 于是，我们找到了加利福尼亚的一家生产商，他愿意为我们生产乳清黄油。通过退出州际贸易，我们又可以称它为乳清黄油了。但是，质量当然还是次品。没有了蒂拉穆克这个响亮的名字，我们把标签换成了 "Trader Joe's La Cuisine de Beurre"。它比普通黄油便宜 15%，而且质量更好。
Maple Syrup 枫树糖浆
During the pit of the Depression, my mother taught grades four through six and served as principal of the two-room Solana Beach elementary school and as principal of the nearby Eden Gardens school for about per month. That was until the biggest real estate developer in San Diego County went broke and there were no property taxes to pay the teachers, so for a while she taught for nothing. 在大萧条时期，我母亲教四年级到六年级，并担任索拉纳海滩小学两间教室的校长和附近伊甸园学校的校长，每月工资约为 。直到圣地亚哥县最大的房地产开发商破产，没有房产税来支付教师的工资，所以有一段时间她白教了。
Most of my childhood days, therefore, were spent with my grandmother, neè Blanche Greenwood (anglicized from Boisvert) Dumas. She was a third-generation Vermonter, her people having left Quebec long before my grandfather. In darkest Southern California, she re-created her Vermont village, Northfield Falls. Monday was wash day; on Wednesday she baked all the bread and rolls for the next seven days; on Saturday you ate Red Flannel hash, the week' s leftovers put through the food grinder and deeply colored by beets. Now, very late in my life, I realize that the beets not only imposed uniform color on the leftovers, but they added sweetness, a trick of Chinese chefs. (My mother, neè Carmelita Hardin, despite her Spanish first name, was born and bred in Bristol, Tennessee, and thought Red Flannel hash was fit only for anima1s.) Always on the shelf was maple syrup, especially for Wednesday' s bread: oven-hot and oven-moist. And if you were very good, maple candies in the shape of maple leaves might appear on the shelves. 因此，我童年的大部分时光都是和祖母布兰琪-格林伍德（Boisvert，音译）-杜马斯一起度过的。她是第三代佛蒙特人，她的族人早在我祖父之前就离开了魁北克。在最黑暗的南加州，她重建了自己的佛蒙特村庄诺斯菲尔德瀑布。周一是洗漱日；周三，她会烤好接下来七天的所有面包和面包卷；周六，你会吃到红法兰绒杂烩饭，那是一周的剩饭剩菜，经过食物粉碎机处理后，被甜菜染成了深色。现在，我很晚才意识到，甜菜不仅使剩菜色泽均匀，还增加了甜味，这是中国厨师的诀窍。(我的母亲名叫卡梅丽塔-哈丁，尽管她的名字是西班牙文，但她是土生土长的田纳西州布里斯托尔人，她认为红法兰绒杂烩只适合阿尼玛人食用）。架子上总是摆着枫糖浆，尤其是星期三的面包：烤箱热的，烤箱湿的。如果你表现出色，货架上还会出现枫叶形状的枫糖。
When I got into the grocery business, I couldn' t understand the scant attention paid to this greatest of all syrups. All the major brands like Aunt Jemima were mostly cane syrup with a little maple thrown in. Cary' s was the only brand of pure maple syrup that was sold in tiny jugs at very high prices by supermarkets who thought it had no volume potential. 当我进入杂货行业时，我无法理解人们对这种最伟大的糖浆的关注度如此之低。所有的大品牌，如 Aunt Jemima，大部分都是蔗糖浆，也有少量的枫糖。Cary's 是唯一的纯枫糖浆品牌，超市认为它没有销售潜力，所以用小罐装着高价出售。
Putting our Intensive Buying (please read that chapter) and Virtual Distribution (please read that chapter) to work, we made a deal with the leading cooperative in Quebec to buy syrup in fifty-gallon drums. We brought it to Los Angeles, had it bottled (Pilgrim Joe' s labe1), and we didn' t just break the price-we destroyed the price! 通过密集采购（请阅读该章）和虚拟分销（请阅读该章），我们与魁北克的主要合作社达成了购买 50 加仑桶装糖浆的协议。我们把它运到洛杉矶，装瓶（Pilgrim Joe's labe1），我们不仅打破了价格，还摧毁了价格！
Maple syrup appealed to our wine-retailing instincts: each vintage is different in quantity and quality. So 1981 was to maple syrup what 1982 was to Bordeaux. It all depends on the right combination of freezing nights and sunny days in March. 枫糖浆迎合了我们的葡萄酒零售本能：每个年份的葡萄酒在数量和质量上都不尽相同。因此，1981 年之于枫糖浆，就如同 1982 年之于波尔多葡萄酒。这一切都取决于三月份寒冷的夜晚和晴朗的白天的完美结合。
We not only broke the price of maple syrup, but we were the only retailers se1ling the rare, first-run maple syrup. 我们不仅打破了枫糖浆的价格，而且还是唯一一家销售稀有、首次上市的枫糖浆的零售商。
For many years, there was none available at all. It was water-white, and most Californians neither recognized it nor liked it. They were accustomed to Grade B, dark syrup with a kicker of a taste. But we persevered and became outstanding not only for prices but for our assortment of maple syrup. From time to time we also brought in syrup from Wisconsin, another first here. 许多年来，根本就没有卖过。它是水白色的，大多数加州人既不认识它，也不喜欢它。他们习惯了 B 级黑糖浆，味道更刺激。但我们坚持了下来，不仅在价格上，而且在枫糖浆的品种上都出类拔萃。我们还不时从威斯康星州引进糖浆，这在这里也是第一次。
As far as I know, Trader Joe' s is the largest retailer of maple syrup in the United States. If only Grandma Blanche had lived to see it! 据我所知，乔氏贸易公司是美国最大的枫糖浆零售商。如果布兰奇奶奶能活着看到这一切就好了！
Wild Rice 野生稻
This is pretty much the same story as maple syrup. No strong brand demand, nobody interested in helping the public buy it right. Putting Intensive Buying and Virtual Distribution to work, we became the largest retailer of wild rice in the United States. 这和枫糖浆的情况差不多。没有强大的品牌需求，没有人愿意帮助公众正确购买。通过密集采购和虚拟分销，我们成为了美国最大的野生大米零售商。
Brie Cheaper Than Velveeta! 比维尔维塔奶酪更便宜的布里干酪
This was my favorite headline of all the headlines in all the years of our magazine, the celebrated Fearless F1yer. Leroy Watson, a man whose name will appear so often that he' 11 just be known as Leroy throughout the book, broke the code on how to get cheap brie and we did sell it for less than Velveeta on occasion. This was especially satisfying since Velveeta, in our eyes, represented the nadir of the American food supply. Later, Bob Johnson perfected our cheese logistics in Europe, leading to a string of bargains. 这是我最喜欢的头条新闻，也是我们杂志《无畏 F1yer》多年来的头条新闻。勒罗伊-沃森（Leroy Watson）的名字经常出现在书中，以至于整本书都叫他 "勒罗伊"（Leroy），他破解了如何买到便宜布里干酪的密码，而且我们有时确实卖得比维尔维塔（Velveeta）还便宜。这让我们特别满意，因为在我们眼里，Velveeta 代表了美国食品供应的低谷。后来，鲍勃-约翰逊（Bob Johnson）完善了我们在欧洲的奶酪物流，导致了一连串的低价销售。
Bran the Blessed 有福之人布兰
As we will see in the "Whole Earth Harry" chapter, my friend Dr. Jim Cai1louette introduced me to medical research on the high fiber diet as a preventative of colon cancer. That got us interested in wheat bran (which, in turn, for freight reasons, got us into nuts and dried fruits). We promoted "Bran the Blessed" (named for Bran, the Celtic fertility god). Because my grandfather had died of colon cancer at age sixty-three, this product had a special meaning for me. I was very proud of what we did to popularize wheat bran, and ten years later, to be the first to promote oat bran, which may help control cholesterol. 正如我们将在 "全地球哈利 "一章中看到的那样，我的朋友吉姆-蔡洛特博士向我介绍了关于高纤维饮食预防结肠癌的医学研究。这让我们对麦麸产生了兴趣（反过来，由于运费的原因，这又让我们对坚果和干果产生了兴趣）。我们推广 "被祝福的麦麸"（以凯尔特生育之神布兰命名）。因为我的祖父在六十三岁时死于结肠癌，所以这个产品对我来说有着特殊的意义。我为我们所做的推广小麦麸的工作感到非常自豪，十年后，我们又率先推广了燕麦麸，它可能有助于控制胆固醇。
Almond Butter 杏仁黄油
The processing of almonds leaves a lot of bits and pieces of almonds behind. Doug Rauch came up with the idea of grinding almonds into an analog for peanut butter. Easier said than done. The technology for grinding almonds is completely different than the technology for grinding peanuts. Finally, Doug, whom you will meet often in these pages, found a religious colony in Oregon who had mastered the trick and taught it to Doug. For years we were almost the only retailer with almond butter. In some years, we could sell it cheaper than peanut butter, depending on the relative supplies of almonds and peanuts in any given year. 杏仁在加工过程中会留下许多杏仁碎屑。道格-劳奇（Doug Rauch）萌生了把杏仁磨成类似花生酱的想法。说起来容易做起来难。研磨杏仁的技术与研磨花生的技术完全不同。最后，道格--你会经常在这些页面上见到他--在俄勒冈州找到了一个掌握了这一诀窍的宗教聚居地，并把它教给了道格。多年来，我们几乎是唯一一家销售杏仁酱的零售商。在某些年份，我们卖的杏仁酱比花生酱还便宜，这取决于特定年份杏仁和花生的相对供应量。
Using those broken almonds was profoundly satisfying to the "Whole Earth Harry" side of our nature. And one of our doctor customers prescribed it to cure acne! 使用这些破碎的杏仁极大地满足了我们 "全地球哈利 "的天性。我们的一位医生顾客还用它来治疗痤疮！
On the other hand, Doug also came up with cottonseed "butter." Again profoundly ecological, it was really cheap and good. Unfortunately, several customers went into anaphylactic shock after eating it and we hastily withdrew it from the market. (About 5 percent of the population goes anaphylactic from peanut butter, too.) 另一方面，道格还发明了棉籽 "黄油"。同样具有深刻的生态学意义，但它确实价廉物美。不幸的是，有几位顾客吃了之后出现了过敏性休克，我们赶紧把它撤出了市场。(大约有 5% 的人吃了花生酱后会过敏性休克）。
Kibble
We were approached by a dog food manufacturer who said he had a new formula for kibble that was devised by the University of California at Davis, the university' s agricultural campus. It seems that dogs don' t digest corn well. So we brought out this no-corn kibble at half the price of premium dog food, and advertised it as the Davis formula. The university raised he1l and we hastily withdrew the claim. But not the dog food. 一家狗粮制造商找到我们，说他有一种新的狗粮配方，是由加州大学戴维斯分校（该校的农业校区）设计的。狗似乎不太消化玉米。于是我们推出了这种不含玉米的狗粮，价格只有高级狗粮的一半，并以戴维斯配方做广告。校方大为不满，我们匆忙撤回了声明但狗粮没有
Maybe I should start eating the stuff. My eleven-year-old Lab survives our daily three-mile hikes a lot better than I do. All she gets is Trader Joe' s Kibble and, as a special treat, Trader Joe’ s Peanut Butter Dog Bones. Alice points out that our three-year-old granddaughter, Odette, will also eat the kibble if we don' t get the bowl off the floor before she arrives. For that matter blue jays will hop inside the kitchen to eat it, if we don' t keep the door closed. 也许我应该开始吃这些东西了。我那只 11 岁的拉布拉多犬在每天三英里的徒步旅行中活得比我好得多。它只吃乔氏食品公司生产的狗粮，乔氏食品公司生产的花生酱狗骨头是它的特殊食物。爱丽丝指出，我们三岁的孙女奥黛特也会吃狗粮，如果我们不在她来之前把碗从地上拿开的话。如果我们不把门关上，蓝鸟也会跳进厨房里吃。
Ketchy 凯奇
The Feds have "standards of identity" for certain products like mayonnaise and catsup. If your product doesn' t have all the ingredients specified you can' use the name. Unfortunately, the standard for catsup requires 30 percent sugar. Tomatoes are naturally sweet, but not that sweet! 联邦政府为蛋黄酱和猫酱等某些产品制定了 "身份标准"。如果您的产品不具备规定的所有成分，您可以 使用该名称。不幸的是，番茄酱的标准要求含糖 30%。西红柿是天然甜味，但没有那么甜！
So a vendor offered us a no-sugar-added catsup. But when we submitted the Trader Joe' s Catsup label for approval, it was bounced: not enough sugar! My son, young Joe, raised his head from his Macintosh long enough to suggest a different name, ketchy. Even with our health food clientele, however, ketchy never caught on. We tried it several times and gave up. But it was a worthy effort. You' 11 meet Young Joe again in the Virtual Distribution chapter. And you' 11 encounter still more thrilling episodes of our repeated conflicts with 于是，一家供应商向我们提供了一种不加糖的猫酱。但当我们把乔氏番茄酱的标签提交审批时，却被驳回了：糖不够！我的儿子，小乔，从他的 Macintosh 上抬起头来，建议换个名字，叫 "番茄酱"。然而，即使在我们的健康食品客户群中，"番茄酱 "也从未流行起来。我们试了几次都放弃了。但我们的努力是值得的。在 "虚拟配送 "一章中，你将再次见到小乔。你还会遇到更多惊心动魄的情节，讲述我们与 "小乔 "的反复冲突。
government regulations. I suggest that you take the Supply Side Retailing chapter to heart. 政府法规。我建议你们认真阅读 "供应方零售 "一章。
Non-Value-Added Frozen Fish 非增值冷冻鱼类
We virtually created this product category, as you will read in the chapter on Intensive Buying. It was thrilling to offer such bargains in good food. We were gratified when both Sunset magazine and Seafood Leader supported our position that frozen fish, if it' s frozen at the time it' s caught, is often superior to fresh fish. 正如您在 "集中采购 "一章中所看到的，我们几乎创造了这一产品类别。提供如此物美价廉的食品令人激动。让我们感到欣慰的是，《日落》杂志和《海鲜领导者》都支持我们的观点，即冷冻鱼（如果是在捕捞时冷冻的）通常优于新鲜鱼。
So here we go to an autumn afternoon in 1965, in a bar where Trader Joe’ s was not so much born as extruded. 1965 年秋天的一个下午，在一家酒吧里，乔氏超市诞生了。
SECTION 1 第 1 节
HOW WE GOT THERE 来龙去脉
1
The Milk Train Doesn' t Stop Here Anymore 牛奶列车不再停靠这里
rader Joe' s got its start in a bar on La Cienega Boulevard, where a crisis broke over my head on a Friday afternoon in October 1965. The Tail O' the Cock was a prominent watering hole on La Cienega' s "restaurant row, " where Los Angeles and Beverly Hills expensively and alcoholically come together. One drives La Cienega just after the "1unch" hour at the risk of one' s life. 1965 年 10 月的一个星期五下午，一场危机降临到我头上。Tail O' the Cock 是拉塞内加 "餐馆街 "上一家著名的酒吧，洛杉矶和比佛利山庄在这里汇聚，酒水昂贵。人们冒着生命危险，在 "1:00 "之后驱车前往拉塞内加。
My host, Merritt Adamson Jr., had just finished drinking his normal ration of three Gibsons. When he ordered a fourth, I knew something was up. 我的主人小梅里特-亚当森（Merritt Adamson Jr.当他点了第四杯时，我就知道出事了。
I was thirty-five years old, President and controlling stockholder of Pronto Markets, a sixteen-store chain of "convenience” markets in Los Angeles. Just three years earlier, we had hovered on the edge of bankruptcy with the six stores I had bought from the giant Rexall Drug Co., under whose aegis I had founded Pronto in 1958. After I bought Pronto using extreme leverage (I had no money), Merritt had provided much of the capital, which had helped fuel our expansion to sixteen stores and a recovery to lots of black ink. 我当时 35 岁，是洛杉矶一家拥有 16 家连锁店的 "便利 "市场 Pronto Markets 的总裁和控股股东。就在三年前，我从巨头 Rexall Drug Co.手中买下的六家门店还徘徊在破产边缘，而我正是在这家公司的支持下于 1958 年创立了 Pronto。在我利用极高的杠杆率收购 Pronto 后（我当时身无分文），梅里特提供了大部分资金，帮助我们将店面扩展到 16 家，并恢复了大量的黑色墨水。
Merritt wasn' much older than I, but he had been thrust into the presidency of Adohr Milk Farms ten years earlier when his father had suddenly died. The Tail 0' the Cock was just a few blocks north of Adohr' s offices and creamery. We were having our monthly business luncheon, and Pronto, as sma11 as it was, had become his largest customer for milk and ice cream. Our business wasn' t enough, however: Adohr was slowly sinking because Merritt was a rare ethical player in the now wholly corrupt California milk business. 梅里特比我大 多岁，但十年前，他的父亲突然去世，他被推上了阿多赫尔牛奶场总裁的位置。公鸡的尾巴 "就在阿多赫尔办公室和奶制品厂北面的几个街区。我们当时正在举行每月一次的商务午餐会，普龙托公司已经成为他最大的牛奶和冰淇淋客户。然而，我们的生意还远远不够：因为梅里特是加利福尼亚牛奶业中少有的有道德的人。
In 1935, in the pit of the Depression, when milk was being sold below cost, Merritt' s father had helped write the “milk control” laws, which partly govern California’ s milk business (they have since been updated several times), especially the relations between the milk companies and grocery stores. After World War II, these laws increasingly were honored in the breach, as the big creameries and the big supermarket chains cut deals for illegal rebates or illegal financing or both. 1935 年，在经济大萧条时期，牛奶以低于成本的价格出售，梅里特的父亲帮助制定了 "牛奶管制 "法，部分规范了加利福尼亚的牛奶业务（此后多次更新），特别是牛奶公司与杂货店之间的关系。二战后，这些法律越来越多地被违反，因为大型奶制品公司和大型连锁超市通过非法回扣或非法融资或两者兼而有之来达成交易。
This is the normal result of quasi-fascist laws that try to regulate the marketplace. But in 1935, Benito Mussolini' s concept of binding state and industry together (the fasces is a Roman symbol, an ax with a bundle of sticks tied around its handle; the sticks represent the industries and the church, the ax represents the state, a one-for-all-and-all-for-one construct) was so popular around the world that Franklin D. Roosevelt tried to copy it with the Blue Eagle National Recovery Administration, until the Supreme Court threw it out in 1937. Relics of Mussolini, however, linger in all the states of the union, sometimes in milk control laws (and always in alcoholic beverage laws). 这是试图规范市场的准法西斯主义法律的正常结果。但在 1935 年，贝尼托-墨索里尼（Benito Mussolini）将国家和工业捆绑在一起的理念（"法西斯"（fasces）是罗马的一个标志，是一把斧头，斧柄上绑着一捆棍子；棍子代表工业和教会，斧头代表国家，是一种 "人人为我，我为人人 "的结构）在全世界大受欢迎，富兰克林-罗斯福（Franklin D. Roosevel）试图通过 "蓝鹰国家复兴管理局"（Blue Eagle National Recovery Administration）复制这一理念，直到 1937 年被最高法院驳回。然而，墨索里尼的遗迹却在美国各州苟延残喘，有时出现在牛奶管制法中（有时出现在酒精饮料法中）。
When Merritt Adamson Sr. wrote the laws, most milk was sold by home delivery; there were hardly any supermarkets. After the war, Adohr was stuck with home delivery while the new suburbs shifted their milk purchases massively to the newly dominant supermarkets. But to get supermarket business, Merritt Jr. would have had to go against his own father' s legislation. He refused to play ball, and Adohr was sinking. 老梅里特-亚当森（Merritt Adamson Sr.）制定法律时，大部分牛奶都是通过送货上门的方式销售的，几乎没有超市。战后，当新的郊区将牛奶采购大量转移到新近占主导地位的超市时，阿多赫尔只能依靠送货上门。但为了获得超市业务，小梅里特不得不违背自己父亲的立法。他拒绝合作，Adohr 也因此陷入困境。
His thousand-head herd of Golden Guernsey cattle out in Ventura County, the nation' s largest and another legacy from his father, was producing more milk than he could sell. 他在文图拉县饲养了全国最大的一千头黄金格恩西牛，这也是他父亲留下的另一笔遗产。
Despite my desperate need for money as Pronto emerged from Rexall in 1962, I' d had a bellyful of under-the-table offers from creameries. "We' 11 pay you in cash, if you' 11 just meet us anywhere outside the United States-our foreign subsidiaries will fund it, and the IRS will never know." That was a typical pitch. I was prudent enough to guess, however, that it would expose me to blackmail should I ever try to switch brands. 尽管 1962 年普朗托公司从雷克沙尔脱胎换骨时 我急需用钱，但我还是从乳制品厂那里得到了很多好处。"我们会付现金给你，只要你在美国境外的任何地方和我们见面 我们的国外子公司会提供资金，美国国税局永远不会知道"。这是一个典型的推销。不过，我还是很谨慎地猜到，如果我想更换品牌，就会遭到勒索。
My ethics were not, shall we say, entirely ethical in their genesis nor had my hands been entirely clean while I was running Pronto for Rexall. To quote the late, great senator Sam Ervin in the Watergate hearings, when he was asked if he had ever broken the law, "the statute of limitations has expired on all my sins." 我的道德观，我们可以说，从一开始就不完全符合道德标准，在我为 Rexall 经营 Pronto 的时候，我的手也不完全干净。引用已故伟大参议员山姆-埃尔文在水门事件听证会上的话，当他被问及是否犯过法时，"我所有的罪过都已经过了追诉时效"。
The institution of blackmail was not unknown in the grocery industry. At the big conventions, innocent (I' m positive!) grocers found themselves trapped-yes, trapped!in hotel rooms with awfully friendly ladies, and hidden cameras. Some bread companies were notorious for this. 敲诈勒索在杂货行业并不陌生。在大型会议上，无辜（我肯定！）的杂货商发现自己被困住了--是的，被困住了！在酒店房间里，有非常友好的女士和隐藏的摄像头。一些面包公司因此而声名狼藉。
In 1962, Merritt and I got together on common ground. He' d get our milk business; we’ d get capital; but whatever we did would be squeaky clean with the state. His attorney, Julian Burke, created such a financing plan. (Burke later became a noted turnaround specialist. Then, at age seventy, he was in charge of the Metropolitan Transit Agency of Los Angeles. ) This plan worked we11, but it wasn' enough to move all that Golden Guernsey milk (noted for its high butterfat content in a society that was moving to skim). 1962 年，梅里特和我达成共识他会得到我们的牛奶生意，我们会得到资金，但无论我们做什么，都要在国家面前清清白白。他的律师朱利安-伯克（Julian Burke）制定了这样一个融资计划。(伯克后来成为著名的扭亏专家）。七十岁时，他负责管理洛杉矶大都会交通局。)这个计划在 2011 年取得了成功，但 ，还不足以将所有的金根西牛奶（因其高牛油脂肪含量而闻名，而当时的社会正在转向脱脂牛奶）运走。
Merritt had another problem: he and his sisters had inherited Malibu. 梅里特还有一个问题：他和他的姐妹们继承了马里布。
His mother, Rhoda (Adohr is Rhoda spelled backward) Rindge, was heiress to the Spanish land grant that we peasants call Malibu. But it was a big problem. The Adamsons were land-rich but cash-poor; they lacked the funds to 他的母亲罗达（Adohr 是罗达的倒写法）-林奇是西班牙土地的继承人，我们农民称之为马里布。但这是个大问题。亚当森家族土地肥沃，但现金匮乏；他们缺乏资金来
develop the magnificent property. They were having to se11 off pieces for far less than they potentially were worth. 他们不得不以远低于其潜在价值的价格卖掉这些房产。他们不得不以远远低于其潜在价值的价格将其分割开来。
So the fourth Gibson came to slake our waning thirst. Merritt, a huge bear of a man whose face looked perpetually sunburned, was very shy: hence the Gibsons. After drinking the fourth one, he finally got the story out. Painfully, he confessed, “Joe, I' ve sold Adohr. And I' ve sold it to Southland Corporation. " 于是，第四个吉布森来给我们解渴。梅里特是个大块头，脸上总是晒得通红，非常害羞，所以才有了吉布森。喝下第四杯酒后，他终于说出了事情的原委。他痛苦地承认："乔，我卖掉了阿道尔。卖给了南国公司"
Southland, for the uninitiated, is the owner of 7-Eleven Markets. As a partner of Rexall, I had started Pronto in 1958 as a copy of 7 -Eleven, because there were no 7 -Elevens in California, partly because of the labor issues discussed in "The Guns of August" chapter. What Merritt was telling me was (a) my source of financing was cut off and (b) a competitor a thousand times greater in wealth was coming to town, and (c) they had found some way to avoid California' s high labor costs. Southland 是 7-Eleven Markets 的所有者。作为 Rexall 的合伙人，我在 1958 年创办了 Pronto，作为 7-Eleven 的翻版，因为加利福尼亚没有 7-Eleven ，部分原因是 "八月的枪声 "一章中讨论的劳工问题。梅里特告诉我的是：(a) 我的资金来源被切断了；(b) 一个比我富有千倍的竞争对手即将进城；(c) 他们已经找到了避免加州高昂劳动力成本的方法。
I knew we would be crushed, if on1y inadvertently, by this monster. The convenience store business is 90 percent real estate, 10 percent all other (merchandising, personnel, etc.). In real estate, it' s the tenant' s balance sheet that counts. Between Southland and Pronto, it would be no contest. 我知道我们会被这个怪物击垮，即使只是无心之失。便利店业务的 90% 是房地产，10% 是其他（商品销售、人事等）。在房地产领域，租户的资产负债表才是最重要的。在 Southland 和 Pronto 之间，不存在竞争。
Sudden1y stone sober, I drove home, got Alice and the kids, and holed up for two days in a cabin at Lake Arrowhead, in California, while I tried to figure out what the hell to do. And that' s how Trader Joe' s got started. 我突然清醒过来，驱车回家，带上爱丽丝和孩子们，在加利福尼亚箭头湖的小木屋里躲了两天，一边想到底该怎么办。这就是乔氏贸易公司的起源
2
The God of Fair Beginnings 公平开端之神
The God of Fair Beginnings Hath prospered here my hand-The cargoes of my lading, And the keels of my command. 美好开端之神赐予我好运--我装载的货物，我指挥的龙骨。
-Rudyard Kipling, "The Song of Diego Valdez” 鲁德亚德-吉卜林，"迭戈-巴尔德斯之歌"
Late in my career at Trader Joe' s, about 1986, I decided that we needed to juice up management with a freshly minted MBA who could bring the latest management theories to us. We had built Trader Joe's with only one four-year college graduate, Dave Yoda, our Controller. The people who are responsible for what Trader Joe' s is today all came from the School of Hard Knocks. 1986 年左右，我在乔氏超市工作的后期决定，我们需要一位刚毕业的工商管理硕士，他能为我们带来最新的管理理论，从而提升我们的管理水平。我们创建 Trader Joe's 时，只有一位四年制大学毕业生，他就是我们的财务总监戴夫-尤达（Dave Yoda）。乔氏贸易公司今天的成就，都是由这些人从 "艰苦学校 "走出来的。
The first candidate to bring Management Enlightenment to us was a young lady just out of my alma mater, Stanford University. Over coffee I explained how I ran the company while she listened, obviously with growing impatience. "Oh, Joe, " she finally burst out, "you do all the right things for all the wrong reasons!" She didn' t get the job. 给我们带来管理启蒙的第一位候选人是一位刚从我的母校斯坦福大学毕业的年轻女士。喝咖啡的时候，我向她解释我是如何管理公司的，她听着，显然越来越不耐烦。"哦，乔，"她最后突然说，"你做的所有事情都是对的，但原因都是错的！"她没有得到这份工作。
Condescension is typical of wet-eared MBAs, and few have been so condescending as I on my first job, even though it was the only job I could get in June 1954, during the first of the three Eisenhower recessions. Few people knew or cared what an MBA was in those days. I was lucky to get hired for a month, especially since I had never taken a course in retailing at Stanford and had no interest in retailing 居高临下是耳濡目染的 MBA 的典型特征，很少有人像我在第一份工作上那样居高临下，尽管这是我在 1954 年 6 月，也就是艾森豪威尔三次经济衰退中的第一次，唯一能找到的工作。在那个年代，很少有人知道或关心什么是 MBA。能以每月 的薪水被录用，我已经很幸运了，更何况我在斯坦福大学从未选修过零售课程，也对零售业毫无兴趣。
whatsoever. I was even luckier in the man who hired me, who put up with me, who encouraged me, and who taught me everything I know about being a chief executive officer: Wayne H. "Bud" Fisher Jr., to whom this chapter is dedicated: my god of fair beginnings. 无论如何。更幸运的是，是他雇用了我，是他容忍了我，是他鼓励了我，是他教会了我作为首席执行官的一切：韦恩-H-"巴德"-费舍尔（Wayne H. "Bud" Fisher Jr.
Once, I had the chance to thank him in public. Thirty years after the events in this chapter, the Stanford Business School' s Los Angeles Alumni group honored me as Entrepreneur of the Year. Even though that night was their fortieth wedding anniversary, Bud and his wife attended the banquet, and to his embarrassment I paid him full tribute. 有一次，我有机会当众感谢他。在本章所述事件发生 30 年后，斯坦福大学商学院洛杉矶校友会授予我 "年度企业家 "称号。尽管当晚是他们结婚四十周年纪念日，巴德和他的妻子还是出席了宴会。
For a while I wondered how that association, which lasted almost forty years until his death in 1993, was forged, until I realized it was simple: we were both left-handed. I think that handedness is the most important thing one can know about a person. The question was never on the employment application forms, and it' s probably verboten to ask these days. But dyslexia lurks in the brain of every left-hander, which means, we see the world differently, sometimes profitably. That' s why, when I interview people, I try to get them to write something. At one point I was accused of running a cabal of left-handers at Trader Joe' s. One of them, Doug Rauch, is President of Trader Joe' s on the East Coast as of this writing. 有一段时间，我一直在想，这种联系是如何建立起来的，这种联系一直持续了近四十年，直到他于 1993 年去世，直到我意识到这很简单：我们都是左撇子。我认为 "左撇子 "是一个人最重要的特征。就业申请表上从来没有这个问题，现在可能也不允许问这个问题。但每个左撇子的大脑中都潜藏着阅读障碍，这意味着我们看待世界的方式不同，有时甚至是有益的。这就是为什么我在采访别人时，会尽量让他们写点什么。其中一位名叫道格-劳奇（Doug Rauch），现在是东海岸乔氏超市的总裁。
Bud Fisher, the handsome scion of one of the founding families of Southern California; an alumnus of Pomona, Harvard, and Stanford; a first lieutenant in the Normandy landings; married to a beautiful blonde, was then Executive Vice President of the Owl Rexall Drug Co., a moribund chain of three hundred stores on the West Coast. Sav-on drugstores, a brilliant new concept in self-service retailing created by two Latter Day Saints, Messrs. Call and Clark, had hit Los Angeles like napalm. Every time one Sav-on opened, three 0w1 Drug stores closed. 巴德-费舍尔（Bud Fisher）是南加州开国家族之一的英俊后裔，波莫纳、哈佛和斯坦福大学的校友，诺曼底登陆时的少尉，娶了一位金发美女，当时是猫头鹰雷克索尔药品公司（Owl Rexall Drug Co.）的执行副总裁。Sav-on药店是由两位后期圣徒卡尔先生和克拉克先生创造的自助零售业的新概念，像凝固汽油弹一样袭击了洛杉矶。每开一家 Sav-on 药店，就有三家 0w1 药店关门。
Bud hired me to find out why. Shall we count the ways? For once, an MBA' s condescension, not to say scorn, was justified. The 0wl Drug Co. was the pits with only one asset, 巴德雇我来找出原因。我们可以数数吗？这一次，一个 MBA 的居高临下，更不用说蔑视，是有道理的。0wl 药品公司是个大坑，只有一项资产、
Fisher, who had just recently come on board. What was not justified was my impolitic way of expressing my disgust. Bud defended me against my own brashness, even though he quietly viewed the Byzantine management of his superiors at Rexall no more forgivingly than I did. But he was ten years older than I chronologically, and far older than that because of his experience at Normandy. A11 of those men who had experienced both the Great Depression and World War II are dead and gone from management now, but they were powerful forces in shaping postwar America. 费舍尔，他刚上任不久。我没有理由这样做，因为我没有礼貌地表达了我的厌恶。巴德为我的粗鲁辩护，尽管他对他在雷克索尔公司的上司拜占庭式的管理并不比我更宽容。但从时间上来说，他比我大十岁，而且由于他在诺曼底的经历，他比我大得多。这些经历过大萧条和第二次世界大战的人中，有 11 人已经去世，不再担任管理职务，但他们是塑造战后美国的强大力量。
In the course of our research on alternatives for 0w1, we discovered 7-Eleven stores in Texas. There were none in California. Grocery stores intrigued me. 在研究 0w1 替代品的过程中，我们发现德克萨斯州有 7-Eleven 商店。加利福尼亚州没有。杂货店引起了我的兴趣。
I then quit. I told Bud that I had learned all I could at 0wl, and that I was afraid I would begin to lose my Stanford standards for management if I stayed. I went to Hughes Aircraft and became the financial planner for their Semiconductor Division, which sextupled during the short time I was there. 于是我辞职了。我告诉巴德，我在 0wl 已经学到了我所能学到的一切，如果我继续留在这里，我恐怕会开始失去我在斯坦福的管理标准。我去了休斯飞机公司（Hughes Aircraft），成为他们半导体部门的财务规划师。
Neither Bud nor I, however, had forgotten the business opportunity we saw in 7-Eleven. According to Dun & Bradstreet, the typical grocer' s return on investment was 54 percent in the early 1950s. 然而，巴德和我都没有忘记我们在 7-Eleven 看到的商机。根据邓白氏公司的数据，20 世纪 50 年代初，典型杂货店的投资回报率为 54%。
Eighteen months after I quit, he called me: he had persuaded Rexall to hire me back to clone 7-Eleven. And that' s how at age twenty-seven I became President of Pronto Markets. 在我辞职 18 个月后，他打电话给我：他说服了 Rexall 重新雇用我去克隆 7-Eleven。就这样，27 岁的我成为了 Pronto Markets 的总裁。
We Build Pronto Markets; But Dart Buys Tupperware 我们建造了 Pronto Markets，但 Dart 买下了特百惠
There were no 7-Elevens in California at the time, so the first, experimental chain of six Prontos that we built was successful. Two years into the project, however, lightning hit: Justin Dart, the famous President of Rexall (twenty-two years later he was a member of President Reagan' s kitchen 当时加州还没有 7-Elevens 连锁店，因此我们建立的第一家由六家 Prontos 连锁店组成的实验性连锁店取得了成功。然而，项目实施两年后，闪电突然降临：著名的雷克沙尔公司总裁贾斯汀-达特（22 年后，他成为里根总统厨房的成员之一），在他的帮助下，我们成功地建立了第一家 7-Elevens 连锁店。
cabinet) bought Tupperware, against, I am told, the unanimous vote of his board of directors ( "nothing but a goddamned party formula!”). Within a year, Tupperware was generating a third of Rexall' s profits. 橱柜）收购了特百惠（Tupperware）公司，据说这是在董事会全票反对的情况下进行的（"只不过是一个该死的派对公式！"）。一年之内，特百惠的利润就占到了 Rexall 利润的三分之一。
Dart gave orders to liquidate all 1,100 drugstores he owned (Lane Drug in the South, Liggett Drug in the East, and 0w1) to raise cash so he could go into partnership with E1 Paso Natural Gas and produce all the plastic that he needed for Tupperware. What was vertical integration for Tupperware was going to be horizontal disintegration for The 0wl Drug Co., and Pronto. 达特下令清算他拥有的所有 1100 家药店（南部的莱恩药店、东部的利格特药店和 0w1），以筹集现金，这样他就可以与 E1 Paso 天然气公司合作，生产特百惠所需的所有塑料。对特百惠公司来说是纵向整合，对 0wl 药品公司和 Pronto 公司来说则是横向解体。
But Dart had a problem: nobody wanted to buy the molting 0w1 Drug. Today it would be fought over by the vulture capitalists, but neither ventures nor vultures were common in those days. Thirty-two years later, when I was in charge of liquidating Thrifty Drug Stores in 1992, we had eight eager vultures bidding for it. But the U.S. in 1960 was like Europe or Japan today. The advent of ventures and vultures is one of the major reasons why the U.S. has outstripped the Europeans and the Japanese. 但达特遇到了一个问题：没有人愿意购买正在蜕皮的 0w1 药品。今天，它可能会被秃鹫资本家争抢，但在那个年代，风险投资和秃鹫都不常见。32 年后的 1992 年，当我负责清算 Thrifty Drug Stores 时，有 8 家热心的秃鹫参与了竞标。但 1960 年的美国就像今天的欧洲或日本。风险投资和秃鹫的出现是美国超越欧洲和日本的主要原因之一。
With no buyers in sight, I talked to Bud. By then, Dart had made him President of 0wl. I suggested that to pull it out of its nosedive, we would do a public offering of just the best 0wls, about one out of five stores. The stock market was hot in 1961, selling at twenty times earnings. The profit of the best stores, at even a thirteen multiple, would generate enough cash to cover the costs of closing the dogs. During the banking crisis of 1990, this same strategy was employed by the authorities under the name Good-Bank BadBank. Bud and I would wind up running the public company, in which Pronto would be a minor but profitable part. The two dyslexics agreed. 在看不到买家的情况下，我和巴德谈了谈。当时，达特已经任命他为 0wl 的总裁。我建议，为了使它走出低谷，我们可以公开发售最好的 0wl 店，大约每五家店中就有一家。1961 年的股市很火爆，市盈率高达 20 倍。最好的商店的利润，即使是 13 倍，也能产生足够的现金来支付关闭这些狗店的费用。在 1990 年的银行危机中，当局也采取了同样的策略，名为 "好银行坏银行"（Good-Bank BadBank）。巴德和我将最终经营这家上市公司，普龙托将是其中一个次要但有利可图的部分。两个阅读障碍者同意了。
Dart, no dyslexic (he' d been a star quarterback at Northwestern and tended to hire ex-football players like I later hired left-handers-only my left-handers were smarter than his football players), liked the idea, and we went to work. None of the top underwriters, however, would touch it 达特不是阅读障碍症患者（他曾是西北大学的明星四分卫，倾向于雇佣前橄榄球运动员，就像我后来雇佣左撇子一样--只不过我的左撇子比他的橄榄球运动员更聪明），他喜欢这个想法，于是我们开始工作。然而，没有一个顶级承销商愿意碰它
( "Not with a ten foot pole," a prominent San Franciscan declared to us in the Pacific Union Club). But Bud and I flew up and down California, gluing together a stable of "pink sheet" stockbrokers, the kind who deal in the diciest public offerings. (一位著名的旧金山人在太平洋联合俱乐部对我们说："用一根十英尺长的杆子也不行"）。但是，巴德和我在加利福尼亚州飞来飞去，把一帮 "粉单 "股票经纪人聚拢在一起，他们都是从事最危险的公开发行股票业务的人。
Things dragged on, however, because it is difficult for the MBAs of today to understand how slow, how hard it was to assemble financial data in the days before computers or even electronic calculators, never mind fax machines or even decent photocopying machines. (I ran Pronto with an adding machine and a Keuffel & Esser slide rule. I' m not sure they have even heard of slide rules at Stanford today.) This was brought home to me in the 1992 liquidation of Thrifty Drug Stores: Morgan Stanley, our investment banker, was able to assemble a complete "book" to present to the vultures in five days! 不过，事情还是拖了下来，因为现在的 MBA 很难理解，在还没有计算机甚至电子计算器，更不用说传真机甚至像样的复印机的时代，收集财务数据是多么缓慢、多么困难。(我用加法器和 Keuffel & Esser 计算尺运行 Pronto。我不确定今天斯坦福大学的学生是否听说过计算尺）。1992 年 Thrifty Drug Stores 的清算让我明白了这一点：我们的投资银行家摩根士丹利（Morgan Stanley）在五天内就整理出了一本完整的 "账簿"，并将其提交给了秃鹰们！
It took six months to assemble figures that Pricewaterhouse would certify, partly because 0w1 had never been audited separately from Rexall. By the time we had everything assembled for the Securities & Exchange Commission, John Kennedy had got into an argument with Big Steel in Spring 1962. The stock market got queasy. Our deal, which at best required a strong stomach, was dead. Bud and I suddenly were personae non-grata at Rexall, whose corporate politics were always quicksand. Bud quit, and was hired instantly by Lucky Supermarkets. Brilliant, he became CEO of Lucky just a few years later, a post he held until he retired in 1980, one of the most acclaimed executives in retailing. 普华永道花了六个月的时间才收集到可以证明的数据，部分原因是 0w1 从未与 Rexall 分开审计过。当我们为证券交易委员会准备好一切时，约翰-肯尼迪已在 1962 年春与大钢铁公司发生了争执。股票市场开始不安。我们的交易，这个最需要坚强胃口的交易，就这样夭折了。巴德和我在雷克索尔公司突然成了不受欢迎的人，因为雷克索尔的公司政治总是如流沙一般。巴德辞职后，立即被幸运超市聘用。他才华横溢，几年后就成为幸运超市的首席执行官，直到 1980 年退休，成为零售业最受赞誉的高管之一。
I either had to buy Pronto or find a new job. 我要么买下 Pronto，要么找一份新工作。
The decline of the stock market accelerated. I walked into the office of the treasurer of Rexall one day in May 1962. He was on the phone with the Wall Street Journal, trying to explain why Rexall' s stock had just gone from 60 to 21 . I put a note on his desk: "I will buy Pronto Markets for book value." He cupped his hand over the phone and muttered, "Ten thousand dollars over book and you' ve got it." I 股市加速下跌。1962 年 5 月的一天，我走进 Rexall 公司财务主管的办公室。他正在给《华尔街日报》打电话，试图解释为什么 Rexall 的股票刚刚从 60 点跌到了 21 点。我在他桌上放了一张纸条"我将以账面价值收购普朗托市场"他用手捂住电话，嘀咕道："比账面高 1 万美元，你就买到了。"I
shook his hand. I needed to raise the money within ninety days. 握了握他的手。我需要在九十天内筹到钱。
The Prob1em Was I Didn' t Have Any Money 问题是我没有钱
Just in case you wondered, Alice and I were charter members of the U-Haul Club: when we left Stanford, where we had married as graduate students, all of our belongings fit in the smallest U-Haul trailer you could rent. By the time I bought Pronto Markets, it might have taken only a slightly bigger trailer, mostly to accommodate the cribs for the two kids we now had. 如果你想知道，爱丽丝和我是 U-Haul 俱乐部的特许会员：当我们离开斯坦福大学时，我们是在那里结婚的研究生，我们所有的物品都能装进你能租到的最小的 U-Haul 拖车里。当我买下 Pronto Markets 时，可能只需要一辆稍大一点的拖车，主要是为了容纳我们现在有的两个孩子的婴儿床。
We did find the money, somehow. Rexall was willing to take back paper. (Dart was in a hurry to wind up his retailing affairs. This was a big advantage for me, because if I walked away, he' d be left with a crumb of a bastard business.) We had from Alice' s savings from her teaching school before she had the kids (we lived on my $325) and we sold our little house in which we had an equity of . I borrowed from my grandmother and from my father. (Pop, an engineer, spent most of his career being alternately employed and dis-employed by General Dynamics depending on the vagaries of the aerospace business; in between he owned a series of small businesses. I think he even had a Mac Tool route in 1962.) Seventeen years later, when I finally sold the company, the cost basis of my total investment was only . 我们还是找到了钱雷克索尔公司愿意收回纸张。(达特急着结束他的零售生意这对我来说是个很大的优势 因为如果我走了，他就只剩下一丁点私生子的生意了）我们从爱丽丝生孩子前在学校教书的积蓄中得到了 （我们靠我的 325 美元生活），我们还卖掉了我们的小房子，其中我们有 的资产。我向祖母借了 ，向父亲借了 。(父亲是一名工程师，他职业生涯的大部分时间都在通用动力公司工作，并随着航空航天业务的变化而被解雇。我想他甚至在 1962 年还开过一家 Mac 工具公司（Mac Tool route）。17 年后，当我最终出售公司时，我的总投资成本基础仅为 。
And I sold half the stock to my employees (at book value, no blue sky). God bless those people who had such faith in me! 我把一半的股票卖给了员工（按账面价值，没有蓝天）。上帝保佑那些对我充满信心的人们！
But we were sti11 way short when I went to see Tom Deane at Bank of America. I presented my case; and-on the spot (!) -he loaned me the money on our (Alice' s and mine) personal signatures. Years later, I asked him how he had been so ballsy. "It” s simple," he replied. "Rexall was on 但当我去美国银行找汤姆-迪恩时，我们的钱还差 11 美元。我向他陈述了我的情况，他当场（！）就把钱借给了我，我们（爱丽丝和我）都签了字。多年以后，我问他为什么这么有胆量。"他回答说："很简单。"雷克索尔在
Pronto' s leases, and I figured they wouldn' t let you go bankrupt. Pronto是租赁公司 我想他们不会让你破产的
So there I was, the controlling stockholder of seven Pronto Markets, living with Alice (who did the accounts payable at home) and two kids, now in a house we rented for a month. We were leveraged to the gills. Furthermore, the county had opened a massive flood control project outside our new, seventh Culver City store. For six months, no one could enter the store except by walking a plank over a twenty-foot ditch. Culver City, along with the servicing costs of the leveraged balance sheet, was consuming all the profits of the other stores. Chapter 11 was a possibility. 就这样，我成了七家 Pronto Markets 的控股股东，与爱丽丝（她在家里负责应付账款）和两个孩子住在一起，现在我们租住在一栋月租金为 的房子里。我们的杠杆率高得吓人。此外，县里在我们新开的卡尔弗城第七家店外启动了一项大规模的防洪工程。在长达六个月的时间里，除了在一条 20 英尺长的沟渠上走木板外，任何人都无法进入商店。卡尔弗城分店，加上杠杆资产负债表的服务成本，正在消耗其他分店的所有利润。破产保护成为可能。
When I dragged home at night, we' d play the Threepenny Opera* ( "Victoria' s messenger does not come riding often . . . And a reply to a kick-in-the-pants is always one more kick-in-the-pants!") while I, the future guru of the wine trade, sipped, partly from poverty (we were overstocked in the stuff) but mostly from ignorance, Paul Masson Cream Sherry. 当我晚上拖着疲惫的身躯回家时，我们会播放《三便士歌剧》*（"维多利亚的信使不常骑马......。......"），而我，这位未来的葡萄酒贸易大师，则啜饮着保罗-马森奶油雪利酒，部分原因是贫穷（我们的酒存货过多），但主要原因是无知。
But I was reading The Guns of August, by Barbara W. Tuchman, with its implicit concept of multiple solutions to non-convex problems. 但我当时正在读芭芭拉-W-图赫曼（Barbara W. Tuchman）写的《八月的枪声》（The Guns of August），其中隐含着对非凸问题的多重解决方案的概念。
And I did have seven keels at my command . . . 我确实有七块龙骨听我指挥.
3
The Guns of August, the Wages of Success 八月的枪声，成功的代价
It is better to be vaguely right than exactly wrong. 隐约正确总比完全错误要好。
-Carveth Read -卡维斯-雷德
If a11 the facts could be known, idiots could make the decisions. 如果能知道所有事实，白痴也能做出决定。
-Tex Thornton, cofounder of Litton Industries, quoted in the Los Angeles Times in the mid-1960s. -20 世纪 60 年代中期，《洛杉矶时报》引用了利顿工业公司创始人之一特克斯-桑顿的话。
This is my favorite of all managerial quotes. 这是我最喜欢的管理名言。
Basically I didn' t like Pronto Markets as it existed in the summer of 1962. After four years of operating the 7-Eleven formula, and after observing several other attempts to clone 7-Eleven in California, I was aware of the formula' s extreme exposure to the supermarkets lengthening their hours. This was happening in the wake of the same 1962 recession that had aborted our public offering the previous spring. But I didn' t know how to modify the formula. 我基本上不喜欢 1962 年夏天的 Pronto Markets。经过四年 7-Eleven 模式的经营，以及对加利福尼亚其他几家试图复制 7-Eleven 的公司的观察，我意识到该模式极易受到超市延长营业时间的影响。这种情况发生在 1962 年经济衰退之后，而那次衰退也使我们在去年春天的公开募股流产。但我不知道如何修改公式。
In 1962, Barbara Tuchman published The Guns of August, an account of the first ninety days of World War I. It' s the best book on management-and, especially, mismanagementI' ve ever read. 1962 年，芭芭拉-图赫曼（Barbara Tuchman）出版了《八月的枪声》（The Guns of August）一书，记述了第一次世界大战的前九十天。
The most basic conclusion I drew from her book was that, if you adopt a reasonable strategy, as opposed to waiting for an optimum strategy, and stick with it, you' 11 probably succeed. Tenacity is as important as brilliance. The Germans and French both had brilliant general staffs, but neither side had the tenacity to stick with their prewar plans. As a result, the first ninety days of war ended in four years of bloody stalemate. 我从她的书中得出的最基本的结论是，如果你采取合理的策略，而不是等待最佳策略，并坚持下去，你就有可能成功。坚韧与聪明同样重要。德国人和法国人都拥有出色的总参谋部，但双方都没有坚持战前计划的韧劲。结果，战争的前九十天在四年的血腥僵持中结束了。
Twenty-eight years later, the Economist of November 10, 1990, put it this way: 28 年后，1990 年 11 月 10 日的《经济学家》杂志这样写道：
. . . non-convex problems . . . are puzzles in which
there may be several good but not ideal answers which
classical search techniques may wrongly identify as the
best one.
I concluded that I didn' t have to find an optimum solution to Pronto' s difficulties, just a reasonable one. Trying to find an optimum solution in business is a waste of time: the factors in the equation are changing all the time. 我的结论是，我不必为 Pronto 的困难找到最佳解决方案，只要找到合理的解决方案即可。在企业中寻找最佳解决方案是浪费时间：等式中的因素一直在变化。
But you' ve got to have something to hang your hat on. The one core value that I chose was our high compensation policies, which I had put in place from the very start in 1958. This may sound like a strange way for polarizing a business, but I did not want to destroy the faith that Pronto Markets' then-handful of employees had in me and in our common future. After all, they had just ponied up half the equity money needed to buy out Rexall. 但是，你总得有自己的立足点。我选择的一个核心价值就是我们的高薪酬政策，这是我从 1958 年一开始就制定的。这听起来可能是一种使企业两极分化的奇怪方法，但我不想破坏 Pronto Markets 当时的员工对我和我们共同未来的信心。毕竟，他们刚刚拿出了收购 Rexall 所需的一半股本金。
This is the most important single business decision I ever made: to pay people well. First Pronto Markets and then Trader Joe' s had the highest-paid, highest-benefited people in retailing. Now how was I going to afford it? 这是我做过的最重要的一个商业决定：高薪养廉。先是 Pronto Markets，然后是 Trader Joe's 拥有零售业收入最高、福利最好的员工。现在我如何负担得起呢？
The Wages Of Success 成功的代价
I hope that readers looking for romance in the history of Trader Joe' s aren' t disappointed by the following rather 我希望那些想在乔氏超市的历史中寻找浪漫的读者不会对以下内容感到失望。
technical discussion of employee policies. But the real romance I had for thirty years was the one with those people who made the company work, and who came up with so many good ideas for which I am given credit. 员工政策的技术讨论。但是，三十年来，我真正的浪漫是与这些人的浪漫，是他们让公司运转起来，是他们提出了许多好点子，而我也因此获得了荣誉。
This is the most important single business decision I ever made: to pay people well. 这是我做过的最重要的一个商业决定：高薪养廉。
Time and again I am asked why no one has successfully replicated Trader Joe' s. The answer is that no one has been willing to pay the wages and benefits, and thereby attractand keep-the quality of people who work at Trader Joe' s. My standard was simple: the average full-time employee in the stores would make the median family income for California. Back in those days it was about ; as I write this, it is around . What I didn' t count on back there in the 1960s was that so many spouses would go to work in the national economy. When I started, average family income was about the same as average employee income. The great social change of the 1970s and 1980s moved mi11ions of women into the workplace. Average family income soared ahead. But we stuck with our standard, and it paid off. 我的标准很简单：店里全职员工的平均收入要达到加州家庭收入中位数。当时的中位数约为 ，而在我写这篇文章时，中位数约为 。在 20 世纪 60 年代，我没有想到的是，会有这么多配偶在国民经济中工作。我刚开始工作时，家庭平均收入与员工平均收入差不多。20 世纪 70 年代和 80 年代的巨大社会变革使大量女性进入职场。家庭平均收入飙升。但我们坚持自己的标准，并取得了回报。
Selfish Altruism Works! 自私利他主义行得通
Much as I would like to pose as an altruistic visionary, my policy was grounded partly by the desire to stay un-organized by the Retail Clerks Union, which under the direction of the legendary Joe DeSilva terrorized the market industry of those days. We really didn' t pay more per hour than union scale, but we gave people hours. Because union scale is so high, the supermarkets are very stingy with hours and will do anything to avoid paying overtime. I simply built overtime into the 虽然我很想装成一个利他主义的空想家，但我的政策部分是基于不被零售店店员工会组织的愿望，在传奇人物乔-德西尔瓦（Joe DeSilva）的领导下，零售店店员工会在当时对市场行业造成了巨大的威胁。我们的时薪确实没有超过工会的标准，但我们给员工提供了工作时间。由于工会的工资标准太高，超市对工时非常吝啬，会想尽一切办法避免支付加班费。我干脆把加班费算进了
system: everyone was to work a five day, forty-eight-hour week. Actually, because of fluctuations in the business, employees often alternate between four-day and six-day weeks (38. 5 hours to 57.5 hours). This generates a lot of three-day weekends, which is quite popular with the troops. 制度：每个人每周工作五天，每周工作四十八小时。实际上，由于业务波动，员工经常在每周四天和六天（38.5 小时到 57.5 小时）之间交替工作。这就产生了大量的周末三天工作制，颇受员工欢迎。
[The problem with unions is not their pay scales; it' s their work rules and seniority rules. Union membership in the U. S. had collapsed since I left Stanford in 1954, largely because employers struggle to dump the work rules. Europe, where work rules were imposed more by law than by union contracts, faces the same problem today; it is not dealing well with it. In fairness, however, those work rules did not spring from the ground like dung beetles working it over. They came from inexcusable employer practices. Why is it that, when an opera singer leaves the stage at the end of a performance, a minion of management is waiting with a certified check for his or her services that night? It is because so many singers got screwed by impresarios since the Monteverde. ] [工会的问题不在于他们的工资标准，而在于他们的工作规则和资历规则。自从我 1954 年离开斯坦福大学后，美国的工会会员数量就直线下降，这主要是因为雇主们竭力想摆脱工作规则的束缚。在欧洲，工作规则更多是由法律而非工会合同强加的，如今欧洲也面临着同样的问题，而且处理得并不好。不过，平心而论，这些工作规则并不是像蜣螂一样从地里蹦出来的。它们来自雇主不可原谅的做法。为什么当歌剧演员在演出结束离开舞台时，管理层的一个爪牙会拿着他或她当晚服务的认证支票等着他？这是因为自蒙特威尔德以来，许多歌手都被演出商坑了。]
In 1963, we became big enough to be covered by the Fair Labor Standards Act for the first time. I had to find a way to preserve our high pay scales within the context of that Act. Thanks to a trade association, I discovered an obscure 1937 Supreme Court decision on the Fair Labor Standards Act that made the administration of my forty-eight-hour payroll system much easier. I won' t even try to describe the ruling. Suffice it to say it works and has certainly been audited, as you will see in the "Hairbal1s" chapter. 1963 年，我们的规模变得足够大，首次被《公平劳动标准法案》所涵盖。我必须找到一种方法，在该法案的范围内保留我们的高薪标准。在一个行业协会的帮助下，我发现了 1937 年最高法院关于《公平劳动标准法》的一个不起眼的判决，这个判决让我的四十八小时薪资管理制度变得简单多了。我甚至不想描述这项裁决。我只想说，这套系统行之有效，而且肯定经过了审计，你将在 "Hairbal1s "一章中看到这一点。
Our employees were never really approached by the Retail Clerks Union. Yes, the high compensation program (which later was augmented with benefits like health and retirement) was important, but 零售店店员工会从未真正接触过我们的员工。是的，高薪酬计划（后来又增加了医疗和退休等福利）很重要，但
Letting Off Steam 发泄情绪
Equally important was our practice of giving every full-time employee an interview every six months. At Stanford I' d been taught that employees never organize because of money: they organize because of un-listened-to grievances. We set up a program under which each employee (including some parttimers) was interviewed, not by the immediate superior, the store manager, but by the manager' s superior. The principal purpose of this program was to vent grievances and address them where possible. And I think this program was as important as pay in keeping employees with us. 同样重要的是，我们的做法是每六个月对每位全职员工进行一次面试。我在斯坦福大学接受的教育是，员工从来不会因为钱而组织起来：他们组织起来是因为不满没有得到倾听。我们制定了一项计划，每位员工（包括一些兼职员工）都要接受面谈，面谈者不是直接上级--店长，而是店长的上级。这项计划的主要目的是发泄不满，并在可能的情况下解决这些不满。我认为，在留住员工方面，这项计划与薪酬同等重要。
Productivity in part is the product of tenure. That' s why I believe that turnover is the most expensive form of labor expense. I am proud that, during my thirty years at Pronto and Trader Joe' s, we had virtually no turnover of full-time employees, except for the ordinary human problems of too, too solid flesh. Almost all the full-timers came out of part-time ranks. And, oh yes, nepotism is rife. Between part-timers and relatives, we never had to run an ad for full-time help. 生产力在一定程度上是任期的产物。因此，我认为人员流动是最昂贵的劳动力支出。令我自豪的是，我在 Pronto 和 Trader Joe's 工作的三十年里，除了普通的人际关系问题，我们几乎没有全职员工流失。几乎所有的全职员工都是从兼职员工中脱颖而出的。当然，裙带关系也很普遍。在兼职人员和亲戚之间，我们从未登过招聘全职员工的广告。
In a lecture at the University of Southern California Business School, I talked about this. A young woman raised her hand: "But how could you afford to pay so much more than your competition?" The answer, of course, is that good people pay by their extra productivity. You can' t afford to have cheap employees. 在南加州大学商学院的一次演讲中，我谈到了这个问题。一位年轻女士举起了手："但你怎么能付得起比竞争对手高出这么多的费用呢？"答案当然是，优秀的员工是靠他们的额外生产力来赚钱的。你不能拥有廉价的员工。
I don' t use the euphemism
"associates."
It joins "vertically
cha1lenged," "significant
other," and other
obfuscations in the
contemporary lexicon.
-Sam Wa1ton
In tackling the "non-convex" problem, I was limited, of course, by the fact that we were tied into long-term leases for convenience markets, about sixteen of them, by the time Merritt Adamson sold to 7-Eleven in 1966. 当然，在解决 "非凸 "问题时，我受到了一个事实的限制，那就是到 1966 年梅里特-亚当森出售给 7-Eleven 公司时，我们已经签订了大约 16 个便利市场的长期租约。
The problem with a convenience store (a small store with a small inventory and few fixtures) is that it is hard to invest enough money to let the people be productive enough to justify high wages and benefits. I had put the cart-the high wages-before the horse-the convenience market. Perhaps, as the young lady from Stanford commented in 1986, I had done the right thing for the wrong reason. Much of my career was spent trying to find ways to pay the high wages to which I was totally committed. 便利店（存货少、固定设备少的小店）的问题在于，很难投入足够的资金让员工有足够的生产力来证明高工资和高福利是合理的。我把车--高工资--放在了马--便利市场之前。也许，正如斯坦福大学的那位年轻女士在 1986 年评论的那样，我做了正确的事，但原因是错误的。我职业生涯的大部分时间都在努力寻找支付高工资的方法，而我完全致力于此。
First we upped the investment ante by taking only prime locations, which could generate the most sales, even though the rents were higher. 首先，我们提高了投资门槛，只选择黄金地段，尽管租金较高，但这些地段的销售额最高。
A lease is an investment, perhaps the most serious and certainly the least changeable a retailer can make. Financially, a lease is simply a long-term loan. When I bought Pronto Markets, not only was the overt balance sheet leveraged, but the subliminal balance sheet was even worse, because of the de facto debt created by the leases. This kind of hidden debt is recognized only in the footnotes the auditors prepare. And they recognize only the rent amount itself. They don' t include the "common area” charges, which can equal one-third of the base rent and are just as payable. Most retail bankruptcies come from bad real estate leasing decisions. That' s how Rexall itself went bankrupt in 1930: bad leases from the glory days of the Roaring Twenties. 租赁是一种投资，也许是零售商所能做出的最严肃也是最不容易改变的投资。从财务角度看，租赁只是一种长期贷款。当我收购 Pronto Markets 时，不仅资产负债表有明显的杠杆作用，潜意识中的资产负债表甚至更糟，因为租赁产生了事实上的债务。这种隐性债务只有在审计师编写的脚注中才被承认。他们只承认租金金额本身。它们不包括 "公共区域 "费用，这些费用可能相当于基本租金的三分之一，而且同样需要支付。大多数零售业的破产都源于错误的房地产租赁决策。Rexall 就是这样在 1930 年破产的：咆哮的二十年代辉煌时期的错误租赁。
Early in my career I learned there are two kinds of decisions: the ones that are easily reversible and the ones that aren' t. Fifteen-year leases are the least-reversible decisions you can make. That' s why, throughout my career, I kept absolute control of real estate decisions as I will discuss in the "Too, Too Solid Stores" chapter. The need in the early 1960s to take only prime locations because of my wage policy is one reason why the arrival of 7 -Eleven in 1966 在我职业生涯的早期，我就了解到有两种决策：一种是容易逆转的决策，另一种是不容易逆转的决策。这就是为什么在我的整个职业生涯中，我都对房地产决策保持绝对控制的原因，我将在 "太扎实的商店 "一章中讨论这个问题。20 世纪 60 年代初，由于我的工资政策，我只能选择黄金地段，这也是 7 -Eleven 于 1966 年出现的原因之一。
was such a challenge. With their balance sheet and low labor costs, they could take the best locations. 就是这样一个挑战。凭借他们的资产负债表和低廉的劳动力成本，他们可以拿下最好的地点。
The Road to Serfdom 通往奴役之路
What had kept 7-Eleven out of California was Joe De Silva' s aggressive organizing tactics. 7-E1even didn' have that problem in Texas and the other Southern states where they operated. We thought it would keep them out of, if not California, at least Los Angeles. But they were astute. They adopted a franchise system, even though it meant that they could not buy or warehouse alcohol as a chain. By law, you have to have common ownership of all the stores to do that. 乔-德-席尔瓦（Joe De Silva）咄咄逼人的组织策略将 7-Eleven 挤出了加利福尼亚。7 -Eeven 公司在德克萨斯州和其他南方州也有这个问题 我们认为这即使不能把他们挡在加州之外，至少也会把他们挡在洛杉矶之外。但他们很精明。他们采用了特许经营制度，尽管这意味着他们不能以连锁店的形式购买或储存酒类。根据法律，你必须拥有所有商店的共同所有权，才能这样做。
Their "franchise" system amounted to serfdom, in my jaundiced opinion, but it staved off the union and gave 7Eleven wage costs about one-third those of Pronto. With their strong balance sheet and low wage costs, they could go in across the street from Pronto, absorb the losses, and drive us out of business. 在我看来，他们的 "特许经营 "制度等同于农奴制，但它避免了工会的介入，使 7Eleven 的工资成本只有普龙托的三分之一。凭借其雄厚的资产负债表和低廉的工资成本，他们可以在 Pronto 的街对面开店，吸收损失，并将我们赶出公司。
I was never a fan of franchising. We saw terrible abuses in the field, which have led to elaborate, protective franchising laws in California and other states. I used to get several calls a month from people who wanted to franchise a Trader Joe' s. I didn' t just tel1 them "no," but "Hel1 no. " 我从来不喜欢特许经营。我们看到了该领域可怕的滥用现象，这导致加利福尼亚和其他州制定了详尽的特许经营保护法。以前，我每个月都会接到好几个电话，都是那些想要特许经营乔氏超市的人打来的，我不只是对他们说 "不"，而是说 "绝对不"。
On the Sauce 酱汁
As a second way to pump investment into the Pronto stores, to support our high wage costs, we began to add hard liquor, instead of just beer and wine, to the stores. (We did this well before 7-Eleven' s arrival.) The cost of a liquor license in those days was so great that the addition of a liquor license, and its added high-value-per-cubic-inch inventory, doubled our investment in a store without 作为向 Pronto 商店注入投资的第二种方式，为了支持我们高昂的工资成本，我们开始在商店中增加烈性酒，而不仅仅是啤酒和葡萄酒（我们这样做的时间远远早于 7-Eleven 的到来）。(当时酒类经营许可证的成本非常高，增加酒类经营许可证及其每立方英寸高价值的库存，使我们对一家商店的投资翻了一番，而没有增加酒类经营许可证。
expanding beyond the 2,400 square foot conventional convenience store module. 扩大到 2 400 平方英尺的传统便利店模块之外。
In those days, California had Fair Trade on all alcoholic beverages: the manufacturer set a minimum retail price, and the state enforced it with criminal-not just civilpenalties. This was another of the quasi-fascist laws that was born of the Great Depression. So there was no discounting alcohol to the consumer, just as there was no discounting milk as I discussed in "The Milk Train" chapter. Owning a liquor license meant owning a guaranteed income stream. That' s why the licenses cost so much. (Today, since Fair Trade ended, they' re almost free.) By the time 7-E1even showed up, we had liquor licenses in about a third of the stores. 当时，加利福尼亚州对所有含酒精饮料实行公平交易：制造商设定最低零售价，州政府以刑事处罚而不仅仅是民事处罚来强制执行。这是大萧条时期诞生的另一项准法西斯主义法律。因此，对消费者来说，酒类是没有折扣的，就像我在 "牛奶列车 "一章中讨论的牛奶没有折扣一样。拥有酒类经营许可证就意味着拥有了有保障的收入来源。这就是执照价格如此昂贵的原因。(到 7-E1even 出现的时候，我们已经在大约三分之一的商店里颁发了酒类经营许可证。
Extra Large Eggs: Trader Joe’ s Gets Laid 特大号鸡蛋：乔氏超市下蛋了
For the first time, we had begun to get a little product knowledge after buying out Rexall. That thirty-two-year-old almost-bankrupt president of Pronto, sipping his Paul Masson Cream Sherry, knew nothing about wine, or anything else he sold. In this, he was like all grocers of that day, and today. The buyers at the supermarket chains knew nothing about what they sold, and they don' want to know. What they did know all about was extorting slotting allowances, cooperative ad revenue, failure allowances, and back-haul concessions from the manufacturers. 在收购 Rexall 之后，我们第一次对产品有了一些了解。那位三十二岁、几乎破产的普朗托公司总裁，喝着保罗-马松奶油雪利酒，对葡萄酒和他销售的其他东西一无所知。在这一点上，他和当时以及今天的所有杂货店老板一样。连锁超市的采购员们对自己卖的东西一无所知，他们也不 想知道。他们知道的是向制造商勒索档期补贴、合作广告收入、故障补贴和回程运输优惠。
Our first product knowledge breakthrough was Extra Large Eggs, a story that graduate students love to hear. A desperate egg supplier came to the tiny office I opened after the Rexall buyout. 我们的第一个产品知识突破是特大号鸡蛋，这是一个研究生们最爱听的故事。雷克索尔公司被收购后，一个绝望的鸡蛋供应商来到我开设的小办公室。
In that office were myself and Bernice Cliff, an 0w1 Drug Accounting Department refugee and True Believer in me. Bernice did payroll and general ledger accounting. I wish to make it clear that she was not my secretary; in fact, I never had a secretary in my thirty years at Pronto and Trader 办公室里有我和 Bernice Cliff，她是 0w1 药物会计部的难民，也是我的忠实信徒。伯尼斯负责工资单和总账会计。我想说明的是，她不是我的秘书；事实上，我在 Pronto 和 Trader 工作的三十年里从未有过秘书。
Joe' s. I don' t believe in ' em. (And that' s why I think that typing was the most valuable course I ever took at San Diego High School. Today, the internet just potentiates the value of this ski11.) 我不相信他们。(这就是为什么我认为打字是我在圣地亚哥高中学习过的最有价值的课程。如今，互联网让这门课程更有价值11）。
We couldn' t afford Dave Yoda, another 0w1 Drug accounting émigré and True Believer, full-time. He kept the books halftime; Bud Fisher helpfully put him to work at Lucky Stores the other half. I did all the leasing, construction, buying, pricing, merchandising, hiring, and store supervision, with lots of help from my right arm for thirty years, Leroy, the first and best employee I ever hired. Whenever I couldn' t answer "the bell" (like when I went into a coma for three weeks after unloading a truck in a rainstorm), Leroy did, in addition to managing one of the seven stores. When we crossed the ten store level, I got both Leroy and Dave into the office full-time. 我们请不起戴夫-尤达（Dave Yoda），他是另一位 0w1 药物公司的会计移民和忠实信徒。他一半时间负责记账，另一半时间巴德-费舍尔（Bud Fisher）帮他在幸运商店工作。我负责所有的租赁、建筑、采购、定价、商品推销、招聘和商店监督工作，三十年来我的左膀右臂勒罗伊提供了很多帮助，他是我雇佣的第一位也是最好的员工。每当我无法接听 "门铃 "时（比如我在暴雨中卸货后昏迷了三个星期），勒罗伊就会接听，此外他还负责管理七家商店中的一家。当我们发展到十家分店时，我让 Leroy 和 Dave 全职在办公室工作。
That' s why, in 1962, I needed the capital from Adohr so desperately: I couldn' t afford central management on seven stores. 这就是为什么在 1962 年，我如此迫切地需要 Adohr 的资金：我无法承担七家店铺的集中管理。
So into my tiny office came the egg man. He had a problem: too many Extra Large AA eggs. He offered them to me at the same cost as Large AA, the size that all the supermarkets advertised. I would be able to sell Extra Large, which by state regulation weighed about 12 percent more than Large, for the same price as Large! 于是，鸡蛋先生来到了我的小办公室。他遇到了一个问题：特大号 AA 鸡蛋太多了。他向我提供了这些鸡蛋，价格与所有超市宣传的大号 AA 相同。根据国家规定，特大号鸡蛋的重量比大号鸡蛋重 12%，而我可以以与大号鸡蛋相同的价格出售特大号鸡蛋！
And, even more importantly, the supermarkets couldn' t follow. The supply of Extra Large simply wasn' t great enough to cover a Safeway ad. A moment' s reflection makes one grasp that Extra Large are laid only by the eldest hens, the ones approaching, uh, retirement. There just aren' that many of those old girls. 更重要的是，超市无法跟进。特大号的供应量根本不足以覆盖 Safeway 的广告。稍加思考，我们就会明白，特大号鸡只由最年长的母鸡下蛋，也就是那些快退休的母鸡。 ，那些老姑娘的数量实在是太多了。
The ads that we began running revolutionized Pronto Markets and they helped to generate the profits I needed first to stay afloat, and later to build Trader Joe' s. To this day, the promotion of Extra Large AA eggs is one of the foundations of Trader Joe' s merchandising, not just because of the program per se, but because it set me to wondering 我们开始播放的广告彻底改变了 Pronto Markets，它们帮助我创造了维持生计所需的利润，后来又帮助我建立了 Trader Joe。
whether there weren' t other discontinuities out there in the supplies of merchandise. Eight years later, we built Trader Joe' s on the principle of discontinuity. 在商品供应方面是否存在其他不连续性。八年后，我们根据不连续性原则建立了乔氏超市。
The Pronto Market chain, at the time of 7-Eleven's arrival, had the highest sales per store of any convenience store chain in America by a factor of three, thanks to the high wage policy, the strong locations, a few liquor licenses, and the beginnings of differentiation through product knowledge exemplified by the egg program. Now where were we going to go with it? We didn' t know it yet, but we were well on the road to Trader Joe' s. 在 7-Eleven 出现时，Pronto Market 连锁店的单店销售额是全美所有连锁便利店中最高的，达到了三倍之多，这要归功于高工资政策、强势的地理位置、少量的酒类许可，以及以鸡蛋项目为代表的通过产品知识实现差异化的开端。现在，我们该何去何从？我们还不知道，但我们已经走上了乔氏之路。
4
On the Road to Trader Joe' s 通往乔氏超市之路
Uncertainty . . . has become so great as to render futile, if not counterproductive, the kind of planning most companies stil1 practice: forecasting based on probabilities . . . Planning for Uncertainty asks: What has already happened that wil1 create the future? The first place to look is in demographics. 不确定性......已经变得如此之大，以至于使大多数公司仍在实行的那种规划（基于概率的预测......）变得徒劳无益，甚至适得其反。为不确定性制定计划的问题是：哪些已经发生的事情将创造未来？首先要从人口统计学入手。
-Peter Drucker, "Planning for Uncertainty," the Wall Street Journal, Ju1y 22, 1992 彼得-德鲁克，"为不确定性制定计划"，《华尔街日报》，1992 年 7 月 22 日
I guessed that I had maybe two or three years before the 7 Eleven guillotine would drop on Pronto. For the near term, Southland needed our milk business. We reached an accommodation with them that included my being able to exercise my right to buy out Adohr' s interest in Pronto. 我想，在 7 Eleven 的断头台落在 Pronto 身上之前，我可能还有两三年的时间。近期内，Southland 需要我们的牛奶业务。我们与他们达成了一项协议，其中包括我可以行使权利买断 Adohr 在普龙托的权益。
We had been making a lot of money in Pronto, following the success of the egg program (which is shorthand for a series of merchandising moves no longer of import). I was able to pay off Adohr quickly, with some more help from Bank of America. Merritt Adamson acted like a prince in facilitating this. (He died in 1986 after having brought his family' s fortune to a new height through a series of astute real estate moves; moves that the sale of Adohr made possible. One of his key moves was getting Pepperdine University relocated to Malibu.) 随着彩蛋计划的成功，我们在 Pronto 赚了很多钱（彩蛋计划是一系列不再重要的商品销售活动的简称）。在美国银行的帮助下，我很快就还清了 Adohr 的欠款。梅里特-亚当森（Merritt Adamson）就像一位王子一样促成了这件事。(他在通过一系列精明的房地产举措将家族财富推向一个新的高峰后，于 1986 年去世。他的关键举措之一就是让佩珀代因大学迁往马里布）。
Throughout my career I' ve been very lucky in the help I' ve received from others, like Bud Fisher, Tom Deane, Merritt Adamson, and Nate Bershon. Mr. Bershon, a wealthy real estate developer, gambled on Pronto' s crummy net worth and built five Prontos for us. One of them, at National and Westwood in West Los Angeles, is still there under the Trader Joe' s banner and has one of the highest sales-per-squarefoot of any store in America, around $3,000. Nate Bershon died at ninety-three in 1985, still able to make out his own tax returns for his real estate empire. More than anything, he taught me that there are people out there whose handshake is better than any contract. When I finally sold Trader Joe' s, it was basically on a handshake. 在我的职业生涯中，我非常幸运地得到了巴德-费舍尔（Bud Fisher）、汤姆-迪恩（Tom Deane）、梅里特-亚当森（Merritt Adamson）和内特-伯尚（Nate Bershon）等人的帮助。Bershon 先生是一位富有的房地产开发商，他赌上了 Pronto 糟糕的净资产，为我们建造了五座 Prontos。其中一家位于西洛杉矶国家大道和韦斯特伍德大道交汇处，现在仍然挂着 Trader Joe's 的旗帜，是美国每平方英尺销售额最高的商店之一，约为 3000 美元。1985 年，内特-伯尚去世，享年 93 岁，但他仍能为自己的房地产帝国报税。他让我明白，有些人的握手胜过任何合同，这比什么都重要。当我最终卖掉乔氏超市时，基本上就是握手成交的。
I would say that Southland treated us honorably up to the point in 1971 when I dropped their milk because they could not supply us with certified raw milk for our new health food program in Whole Earth Harry. Southland later went bankrupt, because of unwise expansion and tough competition from the gas station companies, like ARCO' s chain. 我想说的是，直到 1971 年我放弃他们的牛奶，因为他们无法为我们的新健康食品项目 Whole Earth Harry 提供经过认证的原奶时，索斯兰公司一直对我们不离不弃。后来，由于不理智的扩张和加油站公司的激烈竞争，南国公司破产了，比如 ARCO 的 连锁店。
The milk business is quite different today: as the supermarket chains grew bigger and went public, they simply built their own creameries, gave up the deals with the branded dairies, and made more money from milk than ever. Most of the milk companies that were cutting those deals in the 1950s have disappeared or been radically transformed. Adohr is now owned by its own management, after having been rescued by (former Los Angeles mayor) Dick Riordan' s venture capital company about 1990 after the collapse of Southland. 如今的牛奶业已截然不同：随着连锁超市规模的扩大和上市，它们干脆建立了自己的乳品厂，放弃了与品牌乳品厂的交易，从牛奶中赚取了比以往更多的利润。20 世纪 50 年代的牛奶公司大多已经消失或彻底转型。1990 年，在南国公司倒闭后，迪克-瑞奥德恩（前洛杉矶市长）的风险投资公司拯救了阿多尔公司，现在阿多尔公司由自己的管理层拥有。
The Keystone of Trader Joe' s 乔氏超市的基石
I realized that convenience store retailing was an opportunity far too "good" for my financial resources. There was no way I could exploit it. Many other guys who tried the convenience store business in the United States didn' t wise up soon enough, and were wiped out in the 我意识到，对于我的财力来说，便利店零售业是一个太 "好 "的机会。我没有办法利用它。在美国，许多尝试过便利店业务的人都没有很快清醒过来，结果在
collapse of the industry in the late 1980s: Southland wasn' t the only one that failed, just the biggest. The basic problem is that convenience store retailing is a commodity business that is hard to differentiate. 20 世纪 80 年代末，该行业崩溃：南国不是唯一一家倒闭的企业，只是最大的一家。根本的问题在于，便利店零售是一种商品业务，很难实现差异化。
What I needed was a good but small opportunity for my good but small company: a non-commodity, differentiated kind of retailing. Yes, I could have sold out to 7 -Eleven and gone to work for them, or somebody else. But the Byzantine management atmosphere at first Rexall and then Hughes Aircraft had convinced me that the only real security lies in having your own business, and this left-hander was well ahead of the curve on that one. 我需要的是为我的好公司提供一个好而小的机会：一种非商品性的、差异化的零售业。是的，我本可以卖给 7 -Eleven 公司，为他们或其他人工作。但是，先是雷克索尔公司（Rexall），后是休斯飞机公司（Hughes Aircraft）拜占庭式的管理氛围让我相信，唯一真正的安全感在于拥有自己的企业，而这个左撇子在这一点上走在了前面。
Also, I was convinced that I was on a holy mission in preserving a company owned significantly by its employees. My hope was that someday it would be 100 percent owned by them. On that one I proved to be wrong. But this conviction, along with the desire to stay the hell out of Byzantium, gave me the hubris to think we could pull it off. 此外，我深信自己肩负着神圣的使命，要保护一家主要由员工拥有的公司。我希望有一天公司能百分之百由员工所有。事实证明我错了。但是，这种信念，加上远离拜占庭的愿望，让我自负地认为我们可以成功。
The clue, the keystone of the arch of Trader Joe' s, was a small news item in Scientific American in 1965. When we left Stanford, my father-in-law, Bill Steere, a professor of botany, gave me a subscription to Scientific American. In terms of creating my fortune, it' the most important magazine I' ve ever read. 线索，乔氏超市拱门的基石，是 1965 年《科学美国人》上的一则小新闻。当我们离开斯坦福大学时，我的岳父比尔-斯蒂尔（Bill Steere），一位植物学教授，给了我一份《科学美国人》的订阅。就创造财富而言，它 是我读过的最重要的杂志。
The news item said that, of all the people in the United States who were qualified to go to college in 1932, in the pit of the Depression, only 2 percent actually did. By contrast, in 1964, of all the people qualified to go to college, 60 percent in fact actually did. The big change, of course, was the GI Bill of Rights that went into effect in 1945. It was the greatest experiment in mass higher education ever attempted by any society in any era. By 1965, we were into the second generation of veterans going to college (and the pace stepped up later, because of Vietnam). 这则新闻说，在大萧条的 1932 年，美国所有有资格上大学的人中，只有 2% 的人上了大学。相比之下，1964 年，在所有有资格上大学的人中，实际上有 60% 的人上了大学。当然，最大的变化是 1945 年生效的《大兵权利法案》。这是任何时代的任何社会都曾尝试过的最伟大的大众高等教育实验。到 1965 年，我们进入了退伍军人上大学的第二代（后来因为越战，步伐加快了）。
A second news item, one from the Wall Street Journal, told me that the Boeing 747 would go into service in 1970, and that it would slash the cost of international travel. (It 华尔街日报》的第二条新闻告诉我，波音 747 飞机将于 1970 年投入使用，它将降低国际旅行的成本。它
did: the real cost of going to Europe today is about onefifteenth of what it was in 1950.) In Pronto Markets we had noticed that people who traveled-even to San Francisco-were far more adventurous in what they were willing to put in their stomachs. Travel is, after all, a form of education. 在 Pronto Markets，我们注意到旅行的人们，即使是在旧金山，也更愿意在胃里吃些什么。）在《Pronto Markets》杂志上，我们注意到旅行的人--即使是去旧金山--在吃什么方面也更有冒险精神。毕竟，旅行也是一种教育。
Anticipating Peter Drucker' s advice by almost thirty years, Trader Joe' s was conceived from those two demographic news stories. What I saw here was a small but growing demographic opportunity in people who were well educated. 7Eleven, and the whole convenience store genre, served the most basic needs of the most mindless demographics with cigarettes, Coca-Cola, milk, Budweiser, candy, bread, eggs. Dimly, I saw an opportunity to differentiate ourselves radically from mainstream retailing to mainstream people. 比彼得-德鲁克（Peter Drucker）的建议早了将近三十年，乔氏贸易公司就是根据这两条人口新闻构想出来的。在这里，我看到的是受过良好教育的人群中存在的一个虽小但却不断增长的人口机会。7Eleven 便利店和整个便利店业态，为最无知的人群提供香烟、可口可乐、牛奶、百威啤酒、糖果、面包、鸡蛋等最基本的需求。朦胧中，我看到了一个机会，让我们从主流零售业中脱颖而出，面向主流人群。
Just how homogenized America had become by 1966 deserves its own chapter, which follows. What I saw in those news stories were the first cracks in the homogenization. 到 1966 年，美国的同质化程度究竟有多严重，值得我们在下文中细细道来。我从这些新闻报道中看到的是同质化的第一道裂缝。
5
How I Love Lucy Homogenized America 我爱露西》如何使美国同质化
The Rise of Brands 品牌的崛起
The early nineteenth century saw the displacement of barter societies with cash economies, which in turn permitted retailers to appear. Retailers sold most products in bulk, however, because food technology had not progressed much past the art of filling barrels. Brands, essentially, did not exist. The retailer' s name, in effect, became the de facto brand name for the flour, salt, sugar, and coffee sold from barrels. 十九世纪初，以物易物的社会被现金经济取代，零售商由此出现。然而，零售商销售的大多数产品都是散装的，因为当时的食品技术还没有发展到可以灌装桶装食品的程度。品牌基本上是不存在的。零售商的名字实际上成了桶装面粉、盐、糖和咖啡的实际品牌名称。
In response to Napoleon' s problems with feeding his huge army, Nicolas Appert invented canning in 1809. This was the first step away from bulk retailing. About thirty years after Waterloo, America had its first branded canned food, which was probably Underwood' s deviled ham. During the Civil War, which also stimulated food technology, Gail Borden invented canned milk, and after that an avalanche of branded food products appeared: Royal Baking Powder, Baker's Chocolate, et al. The avalanche also included non-foods, such as Pear' Soap, patent medicines like Lydia Pinkham, and Usher' s Green 为了解决拿破仑庞大军队的饮食问题，尼古拉-阿帕特于 1809 年发明了罐头。这是摆脱散装零售的第一步。滑铁卢战役后大约三十年，美国有了第一种品牌罐头食品，可能就是安德伍德的魔鬼火腿。南北战争期间也刺激了食品技术的发展，盖尔-博登（Gail Borden）发明了罐装牛奶，此后品牌食品层出不穷：雪崩还包括非食品，如 Pear' Soap、Lydia Pinkham 等专利药品和 Usher' Green。
Stripe, the first branded Scotch. This phenomenon was worldwide; the great brands of champagne, for example, rose at this time, starting with Veuve Clicquot; the brands of Swiss chocolate, like Lindt, etc. 条纹，第一个苏格兰威士忌品牌。这种现象遍及全球；例如，从 Veuve Clicquot 开始，香槟酒的大品牌在此时崛起；瑞士巧克力品牌，如 Lindt 等，也在此时崛起。
The pace quickened after the first automatic glass bottle machine was built in the 1890s, making possible the soft drink brands like Coca-Cola (as opposed to being dispensed in bulk from soda fountains). World War I established branded cigarettes, which heretofore had been regarded as effeminate, compared with cigars. 19 世纪 90 年代，第一台自动玻璃瓶机问世，可口可乐等软饮料品牌得以问世（而不是在苏打喷泉中散装供应），此后，软饮料的发展步伐加快了。与雪茄相比，品牌香烟在第一次世界大战之前一直被视为低俗。
In the meantime, the Kraft brown paper bag was invented about 1870, making it possible to put all your store-bought purchases in a paper bag, a phenomenon that even today is unusual in Europe. 与此同时，大约在 1870 年，牛皮纸牛皮纸袋被发明出来，人们可以把在商店买的东西都装进纸袋里，这种现象即使在今天的欧洲也不多见。
Brands and Advertising 品牌与广告
The brands had to advertise. Print media was all that was available, and the great mass-circulation magazines like the Saturday Evening Post and Collier' s rose on the strength of brand advertising, such as George Washington Hill' s immortal 品牌必须做广告。当时只有印刷媒体，《星期六晚邮报》和《科利尔周刊》等大型大众传播杂志依靠品牌广告而崛起，如乔治-华盛顿-希尔不朽的广告词
"Reach for a Lucky instead of a sweet." Newspapers also thrived on brand advertising. "拿起幸运而不是甜蜜"报纸也因品牌广告而蓬勃发展。
In the late 1920s, however, network radio began to spark. The first great success was Amos ' Andy. They were sponsored by an obscure brand of toothpaste from Chicago called Pepsodent. Overnight, it became No. 1. (See Charles Luckman' s autobiography, Twice in a Lifetime.) Ever after, electronic media have been dominant. 然而，在 20 世纪 20 年代末，网络广播开始萌芽。第一个大获成功的节目是《阿莫斯》（Amos ' Andy）。他们的赞助商是来自芝加哥的一个不起眼的牙膏品牌--百事可乐（Pepsodent）。一夜之间，它就成了第一名。(见查尔斯-勒克曼的自传《一生中的两次》）此后，电子媒体一直占据主导地位。
The Great Depression began in 1930. The drug chains, which had coalesced before World War I, began to "price bomb" Pepsodent to draw foot traffic, thereby establishing a symbiosis between retailers and powerful brands that has lasted ever since. (This pattern was compromised for a while by the passage of federal and state Fair Trade laws about 1935. These laws were vitiated about 1960. Even during the 大萧条始于 1930 年。在第一次世界大战前就已形成的药品连锁店开始对百事可乐进行 "价格轰炸"，以吸引人流，从而在零售商和强势品牌之间建立了一种共生关系，这种关系一直持续到现在。(1935 年，联邦和各州通过了公平交易法，这种模式一度受到影响。这些法律在 1960 年左右失效。即使在
heyday of Fair Trade, however, most food manufacturers chose not to "fair trade" their brands.) 然而，在公平贸易的鼎盛时期，大多数食品制造商选择不对其品牌进行 "公平贸易"）。
The new radio networks signed up great theatrical performers, and these great personalities became incredibly identified with the brands that sponsored them: Jack Benny/Jello; Fibber McGee & Molly/ Johnson' s Wax; Edgar Bergen and Charlie McCarthy/Chase & Sanborn coffee; Bing Crosby/Kraft Cheese; Bob Hope/Lever Bros. ; and Ed Wynn the Texaco Fire Chief. These half-hour, nighttime big star shows were just the top of a pyramid that included: 新的广播网络签约了优秀的戏剧表演者，这些伟大的人物与赞助他们的品牌产生了令人难以置信的联系：杰克-本尼（Jack Benny）/果冻；费伯-麦基（Fibber McGee）和莫莉（Molly）/强生蜡；埃德加-伯根（Edgar Bergen）和查理-麦卡锡（Charlie McCarthy）/大通和桑伯恩咖啡；宾-克罗斯比（Bing Crosby）/卡夫奶酪；鲍勃-霍普（Bob Hope）/莱弗兄弟；以及德士古消防队长埃德-怀恩（Ed Wynn）。这些半小时的夜间大明星节目只是金字塔的顶端，还包括
Half-hour nighttime shows completely identified with a brand, such as Lucky Strike Hit Parade, Camel Caravan, Lux Radio Theater, etc. 半小时的夜间节目完全与某一品牌相关，如 Lucky Strike Hit Parade、Camel Caravan、Lux Radio Theater 等。
Fifteen-minute daytime soap operas, each named for a fictitious heroine and sponsored by a specific brand of soap: Ma Perkins, Mary Noble, Mary Marlin, Stella Dallas, etc. 15 分钟的日间肥皂剧，每部都以虚构的女主角命名，并由特定品牌的肥皂赞助：Ma Perkins、Mary Noble、Mary Marlin、Stella Dallas 等。
Fifteen-minute late afternoon "kid" shows like the Lone Ranger/Weber' s Bread (where is my magic decoder ring?), Jack Armstrong/Wheaties, Little Orphan Annie/Ovaltine, etc. 午后 15 分钟的 "儿童 "节目，如《独行侠》/《韦伯的面包》（我的神奇解码环在哪里？）、《杰克-阿姆斯特朗》/《麦片》、《孤女安妮》/《阿华田》等。
Special events like Gillette/World Series, Texaco/Metropolitan Opera, and newscasts like the Richfield (gasoline, in case you' ve forgotten the brand) Reporter. 特别活动，如吉列/世界系列赛、德士古/大都会歌剧院，以及新闻广播，如 Richfield（汽油，如果你忘了这个品牌）记者。
A11 this detail is presented, because it' s easy to forget that network radio came from nowhere, and almost overnight inextricably combined entertainment and advertising in the public mind. This is why brands became so powerful, and why retailers became eunuchs-albeit wealthy eunuchsdistributing the brands. 之所以介绍 A11 这一细节，是因为人们很容易忘记，网络广播不知从何而来，几乎一夜之间就在公众心目中将娱乐和广告密不可分地结合在一起。这就是品牌变得如此强大的原因，也是零售商成为太监--尽管是富有的太监--分销品牌的原因。
Radio & Parking Lots Shape the Supermarket 收音机和停车场塑造了超市
The supermarket, like network radio, also began about 1930. What distinguished the supermarket was its parking lot, not what was inside the store. ("Self-service" had started fifteen years earlier.) The supermarket rose to prominence because it recognized the automobile, something that department stores did not recognize until after World War II. Because of this, early supermarkets were free-standing or carved into existing business districts next to stores that themselves had no parking. "Shopping centers" are mostly a post-World War II phenomenon. The supermarket was then perfected by yet another set of wheels, when the shopping cart was invented in 1937. 超市与网络广播一样，也始于 1930 年。超市的独特之处在于它的停车场，而不是店内的东西（"自助服务 "早在 15 年前就已开始）。(超市的崛起是因为它认识到了汽车的重要性，而百货商店直到二战后才认识到这一点。正因为如此，早期的超市都是独立的，或者被划入现有的商业区，紧挨着本身没有停车场的商店。"购物中心 "大多是二战后出现的现象。1937 年，购物车的发明使超市的功能更加完善。
The supermarket came into existence coincidentally with the rise of network radio, which was so effective that advertised brands inevitably came to dominate supermarket merchandising. So supermarkets were shaped by network radio from their beginning. As a result, supermarket merchandising has always been brand-oriented. One result of this has been that supermarkets have rarely been known for their product knowledge, about what they sold. Indeed, the supermarkets of the 1930s usually operated only the dry grocery department, which was mostly branded goods; bakery, produce, meat, and liquor were usually concessions. 超市的出现与网络广播的兴起不谋而合，网络广播的效果非常好，广告品牌不可避免地成为超市商品销售的主导。因此，超市从一开始就是由网络广播塑造的。因此，超市的商品销售一直以品牌为导向。由此造成的一个结果是，超市很少以产品知识而闻名，也不知道自己卖的是什么。事实上，20 世纪 30 年代的超市通常只经营干货杂货部，其中大部分是品牌商品；面包、农产品、肉类和酒类通常是特许经营商品。
Television was the most powerful advertising medium ever invented, and it began to homogenize American culture to a startling degree. 电视是有史以来最强大的广告媒体，它使美国文化的同质化达到了惊人的程度。
As we evolved Trader Joe' s, its greatest departure from the norm wasn' t its size or its decor. It was our commitment to product knowledge, something which was totally foreign to the mass-merchant culture, and our turning our backs to branded merchandise. 在我们发展乔氏贸易商行的过程中，它最大的不同之处并不在于它的规模或装潢。而是我们对产品知识的执着追求，这与大众商家的文化完全格格不入，而且我们还拒绝品牌商品。
World War II completed the triumph of network radio/advertised brands. This system represented security to Americans in a time of trouble, like Mom, apple pie, and "God Bless America" (introduced by Kate Smith on her network radio show, which was sponsored by ). 第二次世界大战结束了网络广播/广告品牌的胜利。这个系统代表了美国人在困难时期的安全感，就像妈妈、苹果派和 "上帝保佑美国"（由凯特-史密斯在她的网络广播节目中介绍，该节目由 赞助）一样。
The market chains that predated radio, like A&P, National Tea, and others had grown on their private labels. Even though they began to build supermarkets to replace their old, three-thousand-square-foot stores, their refusal to acknowledge the new dominance of branded goods led to their long, painful decline throughout the post-World War II period. 在广播之前的连锁市场，如 A&P、National Tea 等，都是靠自有品牌发展起来的。尽管它们开始兴建超市，以取代占地三千平方英尺的老店，但由于它们拒绝承认品牌商品的新优势，导致它们在二战后长期陷入痛苦的衰落之中。
The triumph of brands, of course, affected many retailers besides markets. The drug chains like Rexall, which had been built on private label merchandise before 1930, were compromised by the new dominance of branded health and beauty aids: Anacin (Mr. Keene, Tracer of Lost Persons), Jergens (Walter Winche11), et al., were heavy radio advertisers. When the brilliant Sav-on drugstores opened just after World War II, it carried almost no private labels. (Most supermarkets carried no health and beauty aids until after 1950, so the brunt of this advertising fell on drugstores and on variety stores, which were then major marketers of health and beauty aids. ) 当然，品牌的胜利除了影响市场外，还影响了许多零售商。像雷克索尔（Rexall）这样的药品连锁店，在 1930 年之前一直是靠自有品牌商品起家的，但由于品牌保健和美容辅助用品占据了新的主导地位，它们的地位大打折扣：Anacin （基恩先生，走失人员追踪者）、Jergens（沃尔特-温切 11）等都是电台的重要广告商。二战结束后，当辉煌的 Sav-on 药店开业时，几乎没有私人品牌。(直到 1950 年以后，大多数超市才开始销售保健和美容产品，因此广告的重头戏就落在了药店和杂货店上，它们当时是保健和美容产品的主要销售商）。)
Television Finishes the Homogenization 电视完成同质化
Network radio had reshaped the living patterns of Americans like nothing else in history. But, after twenty years of dominance, it disappeared in only three short years, after the coaxial cable was driven across the U.S. in 1950, making network TV possible. TV wiped out not on1y network radio, but the mass circulation magazines, and most evening newspapers. Television was the most powerful advertising medium ever invented, and it began to homogenize American culture to a startling degree. 网络广播重塑了美国人的生活模式，这是历史上前所未有的。但是，在称霸二十年之后，1950 年同轴电缆横穿美国，使网络电视成为可能，仅用了短短三年时间，网络广播就消失了。电视不仅消灭了网络广播，还消灭了大量发行的杂志和大多数晚报。电视是有史以来最强大的广告媒体，它使美国文化的同质化达到了惊人的程度。
The great brands, already powerful because of network radio, reached new heights of dominance, as TV audience penetration reached almost 100 percent through the 1960s. For one thing, network TV became so expensive that only the biggest companies could afford to buy time. This led to the disappearance of many smaller brands, including almost all small breweries and the weaker soft drink brands. The supermarket, shaped first by network radio, was shaped now by network TV. Many other retailers were also impacted, such as appliance dealers (Betty White/Westinghouse; Ronald Reagan/General Electric). 20 世纪 60 年代，随着电视观众的普及率几乎达到 100%，原本就因网络广播而强大的大品牌的统治力达到了新的高度。首先，网络电视变得非常昂贵，只有最大的公司才买得起时间。这导致了许多小品牌的消失，包括几乎所有的小啤酒厂和较弱的软饮料品牌。超市最初由网络广播塑造，现在则由网络电视塑造。许多其他零售商也受到冲击，如电器经销商（贝蒂-怀特/西屋；罗纳德-里根/通用电气）。
This is where we were in 1966, a nation whose regional accents, modes of dress, and menus were being reduced to a common (low) denominator of Swanson TV Dinners, Minute Maid Orange Juice, Best Foods Mayonnaise, and Folgers coffee. Grocers didn' t need to know anything except what was going to be advertised next on I Love Lucy and Gunsmoke. 这就是 1966 年的我们，一个地方口音、着装方式和菜单都被简化为斯旺森（Swanson）电视晚餐、美汁橙（Minute Maid）橙汁、百思特（Best Foods）蛋黄酱和福尔杰（Folgers）咖啡的共同（低）分母的国家。除了《我爱露西》（I Love Lucy）和《枪烟》（Gunsmoke）的下一个广告之外，杂货商什么都不需要知道。
Network TV Peaks 网络电视峰值
In 1966, I made a correct prediction, as usual, for the wrong reasons. I guessed that network TV, with its 95 percent audience share, just couldn' t go any further. The networks' audiences of the 1960s were the people who hadn' been able to afford to go to college in the 1930s and 1940s. I felt that the newly educated group that was slowly emerging would be dissatisfied with this mass culture: that they would be more demanding; that they would want something different. 1966 年，我做出了一个正确的预测，和往常一样，原因是错误的。我猜测，拥有 95% 观众份额的网络电视无法再进一步。20 世纪 60 年代的电视观众是 20 世纪 30 年代和 40 年代有能力上大学的人 。我认为，正在慢慢崛起的受过新教育的群体会对这种大众文化感到不满：他们的要求会更高；他们会想要一些与众不同的东西。
In fact, network TV did peak in 1970. When John Wayne got the Oscar for True Grit, that was it. It was with considerable satisfaction that I saw network TV' s market share drop steadily ever since. By 1997, the share was below 50 percent. And that remaining share generally represented the lowest purchasing power in society. 事实上，网络电视确实在 1970 年达到了顶峰。约翰-韦恩凭借《真爱至上》（True Grit）获得奥斯卡奖后，网络电视就达到了顶峰。我相当满意地看到网络电视的市场份额从那时起持续下降。到 1997 年， ，份额已低于 50%。而剩下的份额通常代表了社会中最低的购买力。
In 1966, I thought that Public Television would be a big factor in this shift. I was wrong. Its market share has 1966 年，我以为公共电视台会成为这一转变的重要因素。我错了。它的市场份额已经
remained constant at about 3 percent. What happened was: 保持在 3%左右。结果是
Technology. Cable and satellite TV displaced the networks; and the VCR displaced all of them. (Sony, when it developed the VCR, never dreamed it would be used mostly to watch movies, rather than to tape TV shows.) 技术。有线电视和卫星电视取代了电视网；录像机取代了所有电视机。(索尼公司在开发录像机时，做梦也没想到它将主要用于观看电影，而不是录制电视节目）。
Immigration. Cable is full of Spanish, Korean, Japanese, and Chinese channels. (The top radio stations in Los Angeles are now all Hispanic.) 移民。有线电视充斥着西班牙语、韩语、日语和中文频道。(洛杉矶的顶级广播电台现在都是西语广播电台）。
Public Television has gone nowhere; however, similar cable channels like The History Channel, Bravo, and allnews stations like have eroded the networks' place. 然而，类似的有线电视频道，如历史频道、布拉沃频道和全新闻频道（如 ）已经侵蚀了电视网的地位。
Nothing in America has become more de-homogenized, more fragmented than electronic media! For example, in Los Angeles, we have more than seventy radio stations. And now, the internet has fragmented electronic media almost to an infinite extent. 在美国，没有什么比电子媒体更去同质化、更分散的了！例如，在洛杉矶，我们有七十多家广播电台。而现在，互联网几乎将电子媒体分割得无以复加。
Trader Joe' s was part of this fragmentation. It created an opportunity for independent-minded people to split off the main track. You might think of Trader Joe' s as one of the more esoteric cable channels; the supermarkets as NBC-CBS. 乔氏贸易商就是这种分裂的一部分。它为思想独立的人创造了一个脱离主轨道的机会。你可以把 Trader Joe's 想象成一个更深奥的有线电视频道；把超市想象成 NBC-CBS 。
6
Good Time Charley 美好时光查理
Give me a fruitful error any time, full of seeds, bursting with its own corrections. You can keep your sterile truth for yourself. 任何时候都可以给我一个硕果累累的错误，它充满了种子，迸发出自己的修正。你可以自己保留你的无菌真理。
-Pareto' s comment on Kepler, quoted by Stephen Jay Gould in The Panda's Thumb 帕雷托对开普勒的评论，斯蒂芬-杰-古尔德在《熊猫的大拇指》中引用
I, m going to disillusion those dear souls-there seem to be a lot of them out there-who think that Trader Joe’ s sprang, fully developed, from my brain, like Athena from the head of Zeus. To continue the metaphor, it was more like an elbow here, a toenail there over a period of eleven years, with an occasional painful delivery of a major hunk of torso. Nonmetaphorically, there were three major versions of Trader Joe' s between 1966 and 1977: Good Time Charley of 1967, Whole Earth Harry of 1971, and Mac the Knife of 1977, which retained few vestiges of Good Time Charley. 我要让那些认为乔氏贸易商行就像雅典娜从宙斯的脑袋里蹦出来一样，是从我的大脑里完全发育成熟的那些亲爱的灵魂--似乎有很多这样的灵魂--感到失望。打个比方，在十一年的时间里，它更像是这里的一个手肘，那里的一个脚趾甲，偶尔还会痛苦地送出一大块躯干。从非隐喻的角度来看，1966 年到 1977 年间，乔帮主有三个主要版本：1967 年的 "美好时光 "查理、1971 年的 "大地哈利 "和 1977 年的 "小刀麦克"，后者几乎没有保留 "美好时光 "查理的痕迹。
The Basic Ground Rules for Good Time Charley 美好时光查理的基本规则
Good Time Charley represented the coming together of these ideas: 美好时光-查理》代表了这些理念的融合：
We were going to track the small but emerging group of well-educated, well-traveled people. 我们将追踪这一小批受过良好教育、走南闯北的新兴人群。
The correlation between alcohol consumption and levels of education is about as perfect as one can find in marketing. 酒精消费与教育水平之间的相关性是市场营销中最完美的。
As reported earlier, in order to support the high wages we paid, I kept trying to invest more per job: the easiest way was to add distilled spirits. As we retrofitted more Pronto Markets with spirits, however, it became increasingly apparent that a convenience store was not the ideal platform for selling booze. For one thing, we were about to be inundated with dozens of 7-Elevens, none of which would carry hard liquor. The public image of a convenience store did not lead it to expect to find hard liquor there. 如前所述，为了支持我们的高工资，我不断尝试增加每份工作的投资：最简单的方法就是增加蒸馏酒。然而，随着我们在更多的 Pronto Markets 加装烈酒，我们越来越发现，便利店并不是销售烈酒的理想平台。首先，几十家 7-Elevens 便利店即将涌入我们的市场，而这些便利店都不会销售烈性酒。从便利店的公众形象来看，人们不会期望在便利店找到烈性酒。
The advantage of hard liquor merchandise was that it met three tests: 硬酒商品的优势在于它符合三项检验标准：
a. A high value per cubic inch, essential to a small store format. a.每立方英寸的价值高，这对小店形式至关重要。
b. A high rate of consumption. b.高消费率。
c. It had to be easily handled. c.必须易于处理。
If we could have added a fourth test, it would be that we had to be outstanding in the field. That would be an ideal category. Accordingly, this new store, as yet unnamed, would carry The World' s Largest Assortment of Alcoholic Beverages, which in practice in Good Time Charley turned out to be a hundred brands of Scotch, seventy brands of bourbon, fifty brands of rum, fourteen brands of tequila, and so on. And wine. About wine, more on that later. Remember: Fair Trade on alcohol ruled in California back then. We could not become outstanding in terms of price; therefore, we would become outstanding in terms of assortment. 如果我们可以增加第四项测试，那就是我们必须在赛场上表现出色。这将是一个理想的类别。因此，这家还未命名的新店将经营 "世界上最大的酒精饮料"，在 "美好时光 "查利店的实际经营中，苏格兰威士忌有一百个牌子，波旁威士忌有七十个牌子，朗姆酒有五十个牌子，龙舌兰酒有十四个牌子，等等。还有葡萄酒。关于酒，稍后再谈。请记住当时，酒类公平贸易在加州占统治地位。我们不能在价格上出类拔萃，因此，我们要在品种上出类拔萃。
Still trying to maximize the use of a small store, I looked for other categories that met the Four Tests: high value per cubic inch, high rate of consumption; easily handled; and something in which we could be outstanding in terms of price or assortment. For example, diamonds met the 为了最大限度地利用小店，我还在寻找其他符合 "四项测试 "的产品类别：每立方英寸价值高、消耗率高、易于处理、价格或品种方面有突出表现。例如，钻石符合
first test but flunked the second. Fruits and vegetables met the first and second tests but flunked the third because produce requires constant reworking (nowadays, however, new plastic wraps are changing that). Fresh meat flunked the third test even more. 第一项测试合格，但第二项测试不合格。水果和蔬菜通过了第一和第二项测试，但在第三项测试中不及格，因为农产品需要不断返工（不过，如今新的塑料包装正在改变这一状况）。鲜肉在第三项测试中更是不及格。
At that point, in February 1966, I wrote what I call a white paper, something that I have tried to do at every important turn of events. I started with the founding of Pronto Markets. In a white paper you try to write down everything you plan to do, and the reason why you think you should do it. That way, when things don' t work out, you can' t play the role of a Soviet historian and airbrush history. 当时，也就是 1966 年 2 月，我写了一份我称之为白皮书的东西，这是我在每次重要事件发生时都会尝试做的事情。我从创办 Pronto Markets 开始。在白皮书中，你要写下计划要做的每一件事，以及你认为应该这样做的原因。这样，当事情不成功时，您就不会扮演苏联历史学家的角色，篡改历史。
The other important use of a white paper is to circulate it to the troops, to engage their support and solicit their ideas. 白皮书的另一个重要用途是向部队分发，争取他们的支持，征求他们的意见。
Most of my ideas about how to act as an entrepreneur are derived from The Revolt of the Masses by Jose Ortega y Gasset, the greatest Spanish philosopher of the twentieth century. Although it was published in 1929, the year before I was born, I believe this book still offers the clearest explanation of the times in which we live. And I believe it offers a master "plan of action" for the would-be entrepreneur, who usually has no reputation and few resources. 我关于如何作为一名企业家的大部分想法都来自于二十世纪西班牙最伟大的哲学家何塞-奥尔特加-伊-加塞特（Jose Ortega y Gasset）所著的《大众的反叛》（The Revolt of the Masses）一书。虽然这本书出版于 1929 年，也就是我出生的前一年，但我相信这本书仍然对我们所处的时代做出了最清晰的解释。我还认为，它为那些通常没有名气、资源匮乏的创业者提供了一个 "行动计划"。
That was me, reading the book while I was selling Kirby vacuum cleaners door-to-door during my last year at Stanford. 那是我在斯坦福的最后一年，在挨家挨户推销柯比吸尘器时读到的这本书。
Ortega offers an explanation of how such a person can get an enterprise started. In the context of the career of Julius Caesar, an entrepreneur who started without power, Ortega says of the state: 奥尔特加解释了这样一个人如何创办企业。凯撒是一位在没有权力的情况下起步的企业家，奥尔特加以凯撒的职业生涯为背景，谈到了国家：
Human life, by its very nature, has to be dedicated to something, an enterprise glorious or humble, a destiny illustrious or trivial. 人的一生，就其本质而言，必须献身于某件事情，献身于光荣或卑微的事业，献身于辉煌或渺小的命运。
The State begins when groups, naturally divided, find themselves obliged to live in common. This ob1igation is not of brute force, but implies an impelling purpose, a common task which is set before the dispersed groups. 当自然分裂的群体发现自己有义务共同生活时，国家就开始了。这种义务不是蛮力，而是意味着一种目标，一种摆在分散的群体面前的共同任务。
Before all, the State is a plan of action and a Programme of Collaboration. The men are called upon so that together they may do something. . . . It is pure dynamism, the wi11 to do something in common, and thanks to this the idea of the State, is bounded by no physical limits. 首先，国家是一项行动计划和合作方案。.............. .......这是一种纯粹的活力，是一种共同行动的意愿。
Never has anyone ruled on this earth by basing his rule essentially on any other thing than public opinion. . . . Even the man who attempts to rule with janissaries depends on their opinion and the opinion which the rest of the inhabitants have of them. The truth is that there is no ruling with janissaries. As Talleyrand said to Napoleon, "You can do everything with bayonets, sire, except sit on them!" (The Revolt of the Masses, chapter 14, "Who Rules in the World?") 在这个世界上，从来没有人的统治是以民意为基础的。. . .即使是试图用卫队统治的人，也要看他们的意见和其他居民对他们的意见。事实是，没有什么统治是可以靠骑兵来实现的。正如塔列朗对拿破仑所说："陛下，您可以用刺刀做任何事，除了坐在刺刀上！"（《群众的叛乱》）。(群众的反叛》，第 14 章，"谁统治世界？"）。
Most of my career has been spent selling "plans of action and programmes of collaboration, " whether to Rexall to start up Pronto Markets; or Bank of America to buy out Pronto; or landlords; or vendors, many of whom have been very skeptical of, if not outright hostile to, my plans; and above all to my employees. If you want to know what differentiates me from most managers, that' s it. From the beginning, thanks to Ortega y Gasset, I' ve been aware of the need to sell everybody. 我职业生涯的大部分时间都在推销 "行动计划和合作方案"，无论是向雷克沙尔公司推销创办 Pronto Markets，还是向美国银行推销收购 Pronto，或是向房东推销，或是向供应商推销，其中许多人对我的计划持怀疑态度，甚至直接敌视，而最重要的是向我的员工推销。如果你想知道我与大多数经理人的不同之处，那就是这一点。从一开始，多亏了奥尔特加-伊-加塞特（Ortega y Gasset），我就意识到必须向所有人推销自己。
That' s why, throughout my career, my policy has been full disclosure to employees about the true state of our affairs, almost to the point of imprudence. I took a cue from General Patton, who thought that the greatest danger was not that the enemy would learn his plans, but that his own troops would not. 这就是为什么在我的职业生涯中，我的政策一直是向员工充分披露我们的真实情况，几乎到了轻率的地步。我从巴顿将军那里得到启发，他认为最大的危险不是敌人知道他的计划，而是自己的部队不知道。
I also was taught (perhaps warped is a better term) by Bud Fisher, who could be shockingly frank-even if it was against his own interests. That frankness was one of Bud' s secrets in gaining and keeping the loyalty of everyone from the janitors to the executive vice presidents of any company he ran. 巴德-费舍尔（Bud Fisher）也曾教导过我（也许用 "扭曲 "这个词更好），他的坦率令人震惊--即使这有悖于他自己的利益。这种坦率是巴德获得并保持从看门人到执行副总裁的忠诚的秘诀之一。
It' s a hard policy to sell to most managements. Even to my own management! For years I used to take all new employees to lunch. Among other admonitions, I told them that if they 这是很难向大多数管理层推销的政策。甚至对我自己的管理层也是如此！多年来，我经常请所有新员工共进午餐。除其他告诫外，我还告诉他们，如果他们
ever got a better offer, they should take it. As soon as they could, my field supervisors ended those lunches. Another frank idea was vetoed by my top peop1e: I wanted to publish their salaries and bonuses, and mine, every year when we issued our annual compensation bulletins. 如果有更好的条件，他们就应该接受。一有机会，我的现场主管们就结束了这些午餐。另一个坦率的想法被我的高层否决了：我想在每年发布年度薪酬公告时，公布他们和我的工资和奖金。
No Place for Secrets 秘密无处藏身
People like secrets, because secrets bring power. Consider the priests of ancient Greece who kept the secret of pi. This is one reason I never had a secretary. When I found "executive secretaries" in the various companies I took over after leaving Trader Joe’ s, I got rid of them. They hold too many secrets and are actively interested in augmenting their inventory. There' s a place for secrets, and it' s usually in the office of the head of Human Resources. But it should not be in the chain of command, where the CEO' s secretary too often gets inserted by force of circumstance if not by force of personality. 人们喜欢秘密，因为秘密能带来力量。想想古希腊的祭司，他们保守着圆周率的秘密。这也是我从来没有秘书的原因之一。离开乔氏贸易公司后，当我在接手的多家公司中发现 "执行秘书 "时，我就把他们赶走了。他们掌握了太多的秘密，而且对增加库存很感兴趣。秘密是有地方放的，通常是在人力资源部主管的办公室里。但它不应该出现在指挥系统中，因为首席执行官的秘书经常会因势利导，甚至因人设局。
After circulating the white paper to the troops, several interesting ideas came from the field, which we experimented with in Pronto Markets during 1966. One of our managers, Jim Francis, was an ardent hunter. He suggested ammunition. That' s right, bullets: high value per cubic inch, high rate of consumption, easily handled, and we could be outstanding in terms of price. It was easy to cream Sears Roebuck on price. Within a short time we were doing 2 percent of sales in bullets. Robert Kennedy was assassinated, which prompted a flood of regulations, so we dropped bullets. With all those forms to be filled out, they now flunked Test Three, "easily handled." But Jim' s idea absolutely met the tests. 在向部队分发白皮书后，一些有趣的想法从现场传来，我们在 1966 年期间在 Pronto Markets 进行了试验。我们的一位经理吉姆-弗朗西斯（Jim Francis）是一位狂热的猎人。他建议使用弹药。没错，就是子弹：每立方英寸价值高、消耗率高、易于处理，而且我们可以在价格方面出类拔萃。我们很容易就在价格上打败了西尔斯-罗巴克公司。在很短的时间内，我们的子弹销售额就达到了 2%。罗伯特-肯尼迪（Robert Kennedy）遇刺身亡，引发了大量法规的出台，因此我们放弃了子弹。由于要填写所有这些表格，它们现在无法通过测试三，"容易处理"。但吉姆的想法完全符合测试要求
Naming Trader Joe’ s 命名乔氏超市
In 1966, the United States was at a peak of prosperity. Of Lyndon Johnson' s policy of guns and butter, only the butter was yet on view. Vietnam had not yet gone on TV. There was virtually no inflation or unemployment. The op-ed pieces in the LA Times fretted about how we would spend all that leisure time, since the thirty-five-hour workweek was now a sure thing. The inflation-adjusted Dow Jones Industrial Average was at an all-time peak not equaled again until the 1990s. 1966 年，美国正处于繁荣的顶峰。林登-约翰逊（Lyndon Johnson）的 "枪炮与黄油 "政策中，只有 "黄油 "还未出现。越南战争还没有上电视。几乎没有通货膨胀和失业。洛杉矶时报》（LA Times）上的专栏文章忧心忡忡地谈论着我们将如何打发所有的闲暇时间，因为现在每周工作 35 小时已经是板上钉钉的事了。经通胀调整后的道琼斯工业平均指数达到了历史峰值，直到 20 世纪 90 年代才再次刷新。
So Trader Joe' s was conceived in an atmosphere of funleisure-party-prosperity. A couple of years earlier, we had done the Jungle Cruise at Disneyland, which stuck in my head. "Yellow Bird" and "Beyond the Reef" were being played in the hotel lobbies. Trader Vic' was at its peak. The thirtysomethings (including us) of that day were drinking not Chardonnay but Mai Tais and Fog Cutters (you know, those drinks that come with little umbrellas) to protect the booze from the "Rain on the Roof" feature of those Polynesian bars. And somewhere in the dim recesses of childhood I must have seen Red Dust with Jean Harlow and Clark Gab1e, and read White Shadows in the South Seas and something about Trader Horn. 因此，乔氏贸易公司就是在这样一种 "休闲-派对-繁荣 "的氛围中诞生的。几年前，我们在迪斯尼乐园玩过 "丛林巡航"，这让我记忆犹新。酒店大堂里播放着 "黄鸟 "和 "Beyond the Reef"。维克商人的 正处于高峰期。当时三十多岁的年轻人（包括我们）喝的不是霞多丽，而是迈泰和雾刀（就是那种带小雨伞的饮料），以防止波利尼西亚酒吧的 "屋顶下雨 "功能对酒造成影响。在童年的某个朦胧角落，我一定看过珍-哈洛和克拉克-加布（Clark Gab1e）主演的《红尘》（Red Dust），读过《南洋白影》（White Shadows in the South Seas）和《霍恩商人》（Trader Horn）。
Since we were going to appeal to the well traveled, Trader Joe' s simply coalesced out of all those stimuli. We did a trademark search and found that Trader Joe' s Market was okay. We also did a phone book search and found a Trader Joe' s, which was a used hubcap dealer in the somewhat seedy suburb of Sunland, California. 既然我们要吸引旅行者，Trader Joe' s 就从所有这些刺激中产生了。我们进行了商标搜索，发现 Trader Joe's Market 还不错。我们还查找了电话簿，发现有一家 Trader Joe's 是加利福尼亚州 Sunland 郊区的一家二手轮毂罩经销商。
One marketing expert thought it was a terrible name: "Trader" to him was not a romantic term of the South Seas but something associated with selling defective horse flesh. 0thers, correctly, thought we would be confused with Trader Vic' s, which happened for years, until we became better known than Trader Vic' s. Other people are still convinced that it' s owned by the Italian family that operates Little Joe' s, an Italian restaurant in LA' s Chinatown (and a great institution). 一位营销专家认为这是一个糟糕的名字：对他来说，"Trader "并不是一个浪漫的南洋词汇，而是一个与出售劣质马肉有关的词。其他一些人仍然坚信，它的所有者是经营洛杉矶唐人街一家意大利餐馆 Little Joe's 的意大利家族（这是一家伟大的餐馆）。
The logo for Trader Joe' s was mostly designed by Fred Schroeder, a small maker of signs who had gotten the Marie Callender restaurant account. I had admired Marie' s signs, because they always had a roof over them, making them look cherished. That' s how I met Fred, who came up with the vague1y east-of-Suez lettering. 乔氏超市的标志主要由弗雷德-施罗德（Fred Schroeder）设计。我很欣赏玛丽的招牌，因为它们总是有屋顶遮挡，看起来很珍贵。我就是这样认识弗雷德的，他设计出了模糊的东苏伊士字母。
The first Trader Joe' s, which opened in August 1967 on Arroyo Parkway in Pasadena, had a quasi-tori gate sign, the sheltered sign motif, and a Polynesian roof. At first, most drivers on Arroyo Parkway thought it was a restaurant, a negative that I had not anticipated. Inside was a riot of marine artifacts including a ship’ s bell, oars, netting, and half a rowboat. The check stand was an island with its own sort of pagoda roof, the counters made of old hatch covers in which seashells had been fiberglassed, the whole thing sitting on smashed-up barre1s. This was before marine artifacts became trendy: I could go down to the marine salvage joints on the waterfront of LA' s harbor and pick up stuff for pennies per pound. 第一家 Trader Joe's 于 1967 年 8 月在帕萨迪纳的阿罗约公园大道开业，它有一个准饕餮门标志、遮蔽标志图案和波利尼西亚式屋顶。起初，阿罗约公园大道上的大多数司机都以为这是一家餐馆，这是我始料未及的。店内摆放着各种海洋工艺品，包括船钟、船桨、渔网和半艘划艇。收银台是一个小岛，有自己的宝塔式屋顶，柜台是用旧的舱口盖做的，上面用玻璃纤维粘上了贝壳，整个柜台都放在被砸碎的酒吧台上。那是在海洋文物成为时尚之前：我可以去洛杉矶港口海滨的海洋打捞点，以每磅几分钱的价格捡到东西。
Al1 the employees wore Polynesian shirts and Bermuda shorts; the manager was called Captain; the assistant, First Mate; the box boys Native Bearers. Hawaiian music played on the loudspeakers until the employees threw the records away: one can listen to that somewhat limited repertoire for only so many days without going mad. (I had read in the New Yorker that Hawaiian music, played in stores, slowed the customers down. ) 所有员工都穿着波利尼西亚衬衫和百慕大短裤；经理被称作船长；助理被称作大副；包厢男孩被称作本地人。扬声器里一直播放着夏威夷音乐，直到员工们把唱片扔掉为止：一个人只能听那么几天有限的曲目而不会发疯（我曾在《纽约客》上读到，在商店里播放夏威夷音乐会让顾客放慢脚步）。)
That was the name and visual image we developed by late 1966. Working with Leroy and Frank Kono, we developed a prototype store of 4,500 square feet. 这就是我们在 1966 年末确定的名称和视觉形象。我们与 Leroy 和 Frank Kono 合作，开发了一个 4500 平方英尺的商店原型。
Here' s a good question: Given my need to get away from convenience stores, why did I stick with small stores? If in 1967 it was justified because I had eighteen of them already, surely it was no longer justified in the 1980s when Trader Joe' s had become a powerful, successful operation. The answer was verbalized for us in In Search of Excellence, Tom 这是个好问题：既然我需要远离便利店，为什么还要坚持开小店呢？如果说在 1967 年，这是因为我已经拥有了 18 家便利店，那么到了 20 世纪 80 年代，当乔氏贸易商行已经成为一家强大、成功的企业时，这就不再有理由了。汤姆在《追求卓越》一书中为我们道出了答案。
Peter' s best-selling book on management that appeared in 1983. He called it "The Power of Chunking" : 彼得于 1983 年出版的管理学畅销书。他称之为 "分块的力量"：
The essential building block of a company is the section [which] within its sphere does not await executive orders but takes initiatives. The key factor for success is getting one' s arms around almost any practical problem and knocking it off. . . . The small group is the most visible of the chunking devices. 公司的基本组成部分是在其范围内不等待行政命令而是采取主动行动的部门。成功的关键因素在于，几乎任何实际问题都能迎刃而解........ .小组是最明显的分块装置。
The fundamental "chunk" of Trader Joe' s is the individual store with its highly paid Captain and staff: people who are capable of exercising discretion. I admire Nordstrom' s fundamental instruction to its employees: use your best judgment. Trader Joe's的基本 "大块 "是拥有高薪的店长和员工的单个商店：他们都是能够行使自由裁量权的人。我很欣赏诺德斯特龙对其员工的基本要求：运用你最好的判断力。
Trader Joe' s finally settled down at an average of about eight thousand square feet in the 1980s, but the concept of a relatively small store with a relatively small staff remains in force. When we first opened Good Time Charley, it was open 7:00 a. m. to midnight, like Pronto. As time went on, we progressively shortened the hours down to 9:00 a.m. to 9:00 p.m. Each time we shortened hours, we made more money: there were fewer "shifts" and more interaction among the staff. 20 世纪 80 年代，乔氏贸易商行最终定格在平均约八千平方英尺的规模上，但店面相对较小、员工相对较少的理念依然有效。当我们第一次开设 Good Time Charley 时，它的营业时间是早上 7 点到午夜，就像 Pronto 一样。随着时间的推移，我们逐步将营业时间缩短到上午 9 点到晚上 9 点。每次缩短营业时间，我们都能赚到更多的钱："轮班 "的次数减少了，员工之间的互动也更多了。
Backing into Wine 倒入葡萄酒
The ideal location I found for the first Trader Joe' s was a 1911 bottled water plant on Arroyo Parkway in Pasadena. My real estate broker-and a de facto member of Trader Joe' s top management-had one hell of a time negotiating the lease with an obdurate lawyer, Patrick James Kirby. Kirby was so tough that later Alice said if she ever got a divorce, she was going to hire Kirby. He liked that. 我为第一家乔氏超市找到的理想地点是帕萨迪纳市阿罗约公园路 1911 年的一家瓶装水厂。我的房地产经纪人，同时也是乔氏集团最高管理层的实际成员，在与一位顽固不化的律师帕特里克-詹姆斯-科比（Patrick James Kirby）谈判租约时，可谓费尽周折。科比非常强硬，以至于后来爱丽丝说，如果她要离婚，她一定要雇科比。他很喜欢这句话
Furthermore, the trade thought I was nuts paying top dollar for a site on Arroyo Parkway, which at that time was little more than an industrial slum. What only my realtor understood was that the site was ideal for my new plan: Pasadena was an extended campus, with Cal Tech, Pasadena City 此外，业界认为我花高价购买阿罗约公园大道上的地皮是疯了，当时那里不过是一个工业贫民窟。只有我的房地产经纪人明白，这块地非常适合我的新计划：帕萨迪纳是一个扩展的校园，有加州理工学院、帕萨迪纳市、帕萨迪纳大学和帕萨迪纳大学城。
College, Fuller Theological Seminary, Ambassador College (which proved to be a major customer), an Armenian college, and Occidental College and Cal State LA not too far away. The Huntington Hospital is a major employer of people with advanced degrees, as are some big engineering firms like Parsons. In short, Pasadena probably had more wel1-educated, wel1-traveled people than any city of its size in California. 学院、富勒神学院、大使学院（已证明是主要客户）、一所亚美尼亚学院，以及不远处的西方学院和加州州立大学洛杉矶分校。亨廷顿医院和帕森斯（Parsons）等大型工程公司也是拥有高级学位人员的主要雇主。总之，帕萨迪纳受过良好教育和旅行过的人可能比加州任何同等规模的城市都要多。
Another problem with the Arroyo Parkway building was its size, almost twice as big as the 4,500 square feet we had in mind for Trader Joe' s. We coped with this in two ways: Arroyo Parkway 大楼的另一个问题是它的面积，几乎是我们为 Trader Joe 设计的 4500 平方英尺面积的两倍：
We sublet a portion for a service meat market. I was uneasy about tackling the well-educated, we11-traveled market without service meat. We got real lucky in Ron Dessin, our butcher, because he was a rarity: a meat cutter, a truly great artist of a meat cutter, who was also an entrepreneur. Ronnie was such a factor in the success of the first Trader Joe' s that we installed service meat shops in the next four Trader Joe's. Unfortunately, Ronnie proved to be the only butcher who was also an entrepreneur. As time and ethics permitted, we eased the other guys out. From then on, we expanded without meat markets. 我们把一部分转租给了服务肉类市场。我很不放心在没有服务肉类的情况下，去应对这个受过良好教育、走遍 11 个国家的市场。我们的屠夫罗恩-德森（Ron Dessin）非常幸运，因为他是一位罕见的肉类切割师，一位真正伟大的肉类切割艺术家，同时也是一位企业家。罗尼是第一家乔氏超市成功的关键因素，因此我们在接下来的四家乔氏超市都开设了肉类服务店。不幸的是，事实证明罗尼是唯一一个同时也是企业家的屠夫。在时间和职业道德允许的情况下，我们让其他人退出。从那时起，我们就不再扩张肉类市场。
We recognized the really important use of the extra space was to expand the planned wine department. Please remember, we knew little about wine. We had conducted some experiments in Pronto during the pre-opening of Trader Joe’s. They were inconclusive or outright disappointing. Thanks to one of our managers, Frank Kono, and George McCoul, a huge Armenian who had owned a meat market next to a Pronto and was now in the Napa Valley, we were introduced to several small California winemakers. As a result we decided to install "the world' s greatest variety of California wine." That was seventeen brands. By contrast, Jurgensen' s, the leading gourmet market of the era, carried only seven brands. 我们认识到，额外空间的真正用途是扩建计划中的葡萄酒部。请记住，我们对葡萄酒知之甚少。在 Trader Joe's 开业前，我们曾在 Pronto 进行过一些试验。但结果并不令人满意。多亏了我们的一位经理弗兰克-科诺（Frank Kono）和乔治-麦库尔（George McCoul），他是一位身材高大的亚美尼亚人，曾在普龙托旁边开过一家肉类市场，现在在纳帕山谷工作。因此，我们决定安装 "世界上最多品种的加州葡萄酒"。这就是 17 个品牌。相比之下，当时领先的美食市场 Jurgensen's 只有七个品牌。
But Who Was Going to Drink the Wine? 但谁来喝这杯酒呢？
The primary market for wine in 1967 was zilch; the secondary market for California wine was even worse. By great good fortune we became the first retailer to offer plenty of shelf space to tiny wineries that later became famous, like Heitz, Schramsberg, Mayacamas, Souverain, Freemark Abbey, and the controversial Martin Ray, probably the greatest winemaker I have ever known, and the most devious. To our astonishment, it was the wine program that was the big hit, helped by strong-sell methods of the first Captain, Jack Button. And of course it was all fair traded so we had a guaranteed profit. We began publishing a wine newsletter called, sardonically, the Insider' s Report, and wine sales kept booming. We hired George McCoul for the next four years and began conducting wine tastings, learning seriously about wines. 1967 年，葡萄酒的一级市场是零，而加州葡萄酒的二级市场则更糟糕。幸运的是，我们成为了第一家为后来声名鹊起的小酒庄提供大量货架空间的零售商，这些酒庄包括海茨（Heitz）、施拉姆斯伯格（Schramsberg）、玛雅卡玛斯（Mayacamas）、苏维兰（Souverain）、弗里马克修道院（Freemark Abbey），以及备受争议的马丁-雷（Martin Ray），他可能是我所认识的最伟大的酿酒师，也是最狡猾的酿酒师。令我们惊讶的是，在第一任船长杰克-巴顿（Jack Button）的强力推销下，葡萄酒项目大受欢迎。当然，这一切都是公平交易，所以我们的利润是有保证的。我们开始出版一份葡萄酒通讯，取名为《内幕报告》（Insider' s Report），葡萄酒销售持续火爆。在接下来的四年里，我们聘请了乔治-麦考尔（George McCoul），开始举办品酒会，认真学习葡萄酒知识。
Otherwise, the Pasadena Trader Joe' s had a convenience store' s assortment of groceries (we didn' t know anything about food) augmented with the giant liquor department, and some of the programs that met my four tests and that had been tested in Pronto. Among these were: discounting magazines including Playboy; discounting paperback books; discounting hosiery; discounting phonograph records (a terrible idea we soon dropped); and discounting photo finishing. The latter was right on: it was a big success and zeroed in exactly on our target clientele. 除此以外，帕萨迪纳的 Trader Joe's 还有便利店的各种杂货（我们对食品一窍不通），以及大型酒水部，还有一些符合我的四项测试要求的项目，这些项目已经在 Pronto 进行过测试。其中包括：包括《花花公子》在内的杂志打折；平装书打折；袜子打折；留声机唱片打折（这是个糟糕的主意，我们很快就放弃了）；以及照片冲洗打折。后者是正确的：它取得了巨大的成功，准确地锁定了我们的目标客户群。
Trader Joe' s was off to a good start. We began converting the demographically suitable Prontos in West LA, Culver City, Fullerton, etc., and selling off the less suitable Prontos, ones that we had leased in our rush to sell more Adohr milk. At the beginning of 1970, it looked like we were on a roll, leasing more locations. 乔氏贸易公司有了一个良好的开端。我们开始在西洛杉矶、卡尔弗城、富勒顿等地改造适合人口的 Prontos 店，并出售不太适合的 Prontos 店，这些店都是我们为了销售更多的 Adohr 牛奶而匆忙租下的。1970 年初，我们的业务似乎蒸蒸日上，租赁了更多的店面。
Then the economy went to hell. The era of fun-vacationleisure party was no longer operative. Trends were shifting toward a more wholesome, health-conscious consumption. This was when we saw Trader Joe' s shift from the fun-providing 后来，经济一落千丈。欢乐-度假-休闲派对的时代已不复存在。消费趋势开始转向更健康、更注重健康的消费。这时，我们看到乔氏超市从提供欢乐的
Good Time Charley into the more health-savvy Whole Earth Harry by 1971. 到 1971 年，"好时光 "查理变成了更注重健康的 "全地球 "哈利。
7
Uncorked! 7 开瓶
I have a remedy against thirst, quite contrary to that which is good against the biting of a mad dog. Keep running after a dog, and he will never bite you; drink always before the thirst, and it will never come upon you. 我有一个对付口渴的办法，与对付疯狗咬人的办法截然相反。一直追着狗跑，它就不会咬你；一直在口渴之前喝水，它就不会咬你。
—Rabelais, Gargantua -拉伯雷，《加尔干图阿
The Lousy Economy of the Early Seventies 七十年代初的糟糕经济
To date, 1970 was the most important single year in the history of Trader Joe' s. 迄今为止，1970 年是乔氏集团历史上最重要的一年。
Let' s start, like a good MBA, with the economic background. It was terrible. After a booming 1969 in both the economy and the stock market, Richard Nixon, although three years away from giving up in Vietnam, started to cut back the defense establishment. Almost overnight one hundred thousand aerospace jobs were lost in Southern California. In some towns, one out of every ten houses was for sale. The Los Angeles Times' s op-ed articles, the ones that had been fretting about how we were going to spend all the leisure time created by thirty-five-hour workweeks, now were obsessed with the emigration from Los Angeles. 让我们像一个优秀的 MBA 一样，从经济背景开始。经济形势非常糟糕。1969年，经济和股市双双繁荣，理查德-尼克松（Richard Nixon）虽然还有三年就将放弃越南战争，但他开始削减国防建设。几乎一夜之间，南加州失去了十万个航空航天工作岗位。在一些城镇，每十套房子中就有一套待售。洛杉矶时报》的专栏文章，那些曾经为我们如何打发35小时工作制所带来的闲暇时间而忧心忡忡的文章，现在却沉迷于洛杉矶的移民潮。
What happened in 1970 in Los Angeles was the worst economic episode I' ve ever had to fight through. Unlike the post-Cold War Recession, we did not have the waves of in- 1970 年发生在洛杉矶的事情是我经历过的最糟糕的经济事件。与冷战后的经济衰退不同，1970 年的洛杉矶没有出现经济衰退浪潮。
migration from Mexico, nor were drug sales as great. I believe the underground economy was a silent savior of Los Ange1es during 1990-94. The Kent State Massacre and the Pentagon Papers scandal didn' t help the 1970 scene. 墨西哥移民，毒品销售量也没有那么大。我相信地下经济在 1990-94 年间默默地拯救了洛杉矶。肯特州大屠杀和 "五角大楼文件 "丑闻对 1970 年的景象毫无帮助。
Furthermore, things didn' t get better in the early 1970s. The sharp recession of 1970 was followed by a sudden inflation caused by Vietnam spending. Nixon "slammed the gold window shut." From 1945 to 1971, the U.S., under the Bretton Woods Agreement, had agreed to back its currency to a limited extent with gold at per ounce. Other nations' central banks were withdrawing our gold so fast that Nixon had to renege on the promise. This was followed in 1973 by the end of fixed currency exchange rates. The dollar plummeted. Traveling to the wine country of France in the summer of 1973, I was unable to cash American Express dollardenominated traveler' s checks. Inflation jumped with the 1973 Energy Crisis. Nixon imposed wage and price controls. Then Watergate, accompanied by the Dow Jones hitting bottom in 1974 . 此外，20 世纪 70 年代初的情况也没有好转。1970年的急剧衰退之后，越战开支引发了突如其来的通货膨胀。尼克松 "关上了黄金之窗"。从 1945 年到 1971 年，根据《布雷顿森林协定》，美国同意在一定程度上以每盎司 的黄金支持其货币。其他国家的中央银行迅速提取我们的黄金，以至于尼克松不得不背弃承诺。随后，固定汇率于 1973 年终止。美元一落千丈。1973 年夏天，我去法国的葡萄酒之乡旅行时，无法兑现以美元计价的美国运通旅行支票。1973年的能源危机导致通货膨胀飙升。尼克松实行工资和价格管制。接着是 "水门事件"，道琼斯指数在 1974 年跌至谷底。
Three Initiatives to Turn the Tide 扭转趋势的三项举措
Against all this, Trader Joe' s mounted three initiatives. In chronological order: 针对这一切，乔氏贸易商行提出了三项倡议。按时间顺序排列如下
We launched the Fearless F1yer early in 1970. 1970 年初，我们推出了 "无畏 F1yer"。
We broke the price of imported wines in late 1970 thanks to a loophole in the Fair Trade law. 由于公平贸易法的漏洞，我们在 1970 年底打破了进口葡萄酒的价格。
Most importantly, in 1971, we married the health food store to the Good Time Charley party store, which had been the 1967 - 70 version of Trader Joe' s. 最重要的是，1971 年，我们将健康食品店与 Good Time Charley 宴会店联姻，后者是 1967 - 70 年版本的 Trader Joe's。
Together these three elements comprised the second version of Trader Joe' s, Whole Earth Harry. This chapter, "Uncorked!," talks about the loophole in Fair Trade and what ensued; the following chapter brings in the health 这三个要素共同构成了乔氏贸易商行的第二个版本--"全地球哈里"。本章 "开瓶！"讲述了公平贸易中的漏洞以及随之而来的问题；下一章则介绍了健康问题。
foods; finally, in the chapter "Promise, Large Promise" I discuss the Fearless Flyer and the overall advertising of Trader Joe' s. 最后，在 "承诺，大承诺 "一章中，我讨论了无畏传单和乔氏超市的整体广告。
The Loophole in Fair Trade 公平贸易的漏洞
Prohibition was never "repealed." It was amended in 1933 to give each state the absolute right to regulate alcohol. Some states, like Kansas, went totally dry. Some, like Pennsylvania, made all forms of alcohol a state monopoly. Some, like, Washington, made hard liquor a state monopoly, but left beer and wine in private hands. California chose a relatively free-market solution. The state did not go into the liquor business, but it passed two basic laws: 禁酒令从未被 "废除"。1933 年对其进行了修订，赋予各州管理酒类的绝对权利。有些州，如堪萨斯州，完全禁酒。有些州，如宾夕法尼亚州，规定所有形式的酒都由州垄断。有些州，如华盛顿州，规定硬酒由州政府垄断，但啤酒和葡萄酒则由私人经营。加利福尼亚州选择了一种相对自由的市场解决方案。该州没有涉足酒业，但通过了两项基本法律：
The "tied house" laws: A retailer could not be owned by a manufacturer or a wholesaler of beer, wine, or liquor. Retailers could do business directly with California wineries, but they could not import wine-beer-1iquor except through a licensed importer. "Import" was defined literally: a retailer could not "import" wine from Oregon or Washington. 捆绑销售 "法：啤酒、葡萄酒或烈酒的制造商或批发商不得拥有零售商。零售商可以直接与加州酒庄做生意，但不能进口葡萄酒-啤酒-烈酒，除非通过持证进口商。"进口 "的字面定义是：零售商不能从俄勒冈州或华盛顿州 "进口 "葡萄酒。
Each "brand" of alcohol had to have a minimum consumer price "posted" with the state monthly. If a retailer broke any of the thousands of prices, the state could go after him with criminal penalties, take away his off-sale license, and even put him in jail. 每种 "品牌 "的酒都必须每月向州政府 "公布 "最低消费价格。如果零售商违反了数千种价格中的任何一种，州政府都可以对其进行刑事处罚，吊销其非销售许可证，甚至将其投入监狱。
I am going into these matters in great detail for the benefit of anyone who is in this business. As I learned time and again, success in business often rests on a minute reading of the regulations that impact your business. This point will be emphasized later in this book in the "Hairbal1s" chapter. 我将详细介绍这些问题，以便让所有从事这项业务的人受益。正如我屡次学到的那样，生意的成功往往取决于对影响你生意的法规的细读。这一点将在本书后面的 "Hairbal1s "一章中加以强调。
In June 1970, we were promoting a gallon jug of Spanish wine, Marqués de Olivar. It was imported by Monsieur Henri, the wine wholesaling arm of Pepsi Cola. M. Henri existed 1970 年 6 月，我们在推销一加仑装的西班牙葡萄酒 "奥利瓦尔侯爵"。这款酒是由百事可乐的葡萄酒批发部门亨利先生进口的。亨利先生
mostly to distribute Stolichnaya. Pepsi had a deal with the Soviet government: the Soviets would export vodka through M. Henri, and the Soviets would give Pepsi a lock on the USSR soft drink market. But M. Henri carried a lot of non-Iron Curtain stuff, too. 主要是经销 Stolichnaya。百事可乐与苏联政府达成了协议：苏联将通过 M. Henri 出口伏特加，而百事可乐将锁定苏联软饮料市场。不过，M. Henri 也销售很多非铁幕产品。
We had found a loophole in the law, and by God we drove a truck through it! 我们找到了一个法律漏洞，上帝保佑，我们开着卡车钻了过去！
Most wine wholesalers "posted” minimum consumer prices, which gave the retailer a minimum of a 33 percent gross profit (a 50 percent markup on cost). I noticed that Marqués de Olivar, however, had a posted gross profit of only 6 percent. I called Eddie Randolph, manager of M. Henri. He explained, "We can post any price we like as long as it' s at least 6 percent above cost. I posted it that way so guys like you could have a hot price." 大多数葡萄酒批发商都 "公布 "了最低消费价格，这给零售商带来了至少 33% 的毛利润（成本加价 50%）。我注意到，奥利瓦尔侯爵酒庄公布的毛利润只有 6%。我给 M. Henri 的经理 Eddie Randolph 打了电话。他解释说："只要比成本高出至少 6%，我们可以公布任何价格。我是为了让像你这样的人能有个好价钱才这样公布的。
This led us to comb through the price postings of the wholesalers. What intrigued us was that many famous French wines had different posted prices by different wholesalers. 这促使我们对批发商公布的价格进行了梳理。让我们感到好奇的是，许多著名的法国葡萄酒在不同的批发商那里都有不同的标价。
For example, the 1966 vintage of Chateau Lafite Rothschild might be posted for by Young's Market Co.; by Bohemian Distributors; and by Southern Wines & Spirits. The reason? No one was the exclusive distributor for Lafite in the U.S. or California. All three prices showed a 33 percent gross profit to the retailer. The variance may have been explained by different acquisition costs for the three wholesalers, or by each wholesaler making a different profit on the wine. 例如，1966 年份的拉菲古堡葡萄酒可能会在 Young's Market Co. 发布 ；在 Bohemian Distributors 发布 ；在 Southern Wines & Spirits 发布 。原因何在？没有一家是拉菲在美国或加州的独家经销商。这三种价格都显示零售商的毛利润为 33%。出现差异的原因可能是三家批发商的收购成本不同，也可能是每家批发商的利润不同。
The "brand" posting with the state was not for 1966 Lafite, but for Young' s Market ' 66 Lafite, Bohemian ' 66 Lafite, or Southern Wines & Spirits ' 66 Lafite. Each was a separate "brand" in the eyes of the state! 在州政府登记的 "品牌 "不是 1966 年的拉菲，而是 Young's Market 的 66 年拉菲、Bohemian 的 66 年拉菲或 Southern Wines & Spirits 的 66 年拉菲。在州政府眼中，每种酒都是一个独立的 "品牌"！
We then met with a great gentleman and veteran importer, Ezra Webb. Ezra had a tiny wholesale and importing company that supplied us with private label bourbon. Yes, indeed, he said, our analysis was correct. Furthermore, he could buy Lafite, indeed any of the famous Bordeaux vineyards, for much less than the big wholesalers were paying, and he would post the retails as low as we wanted! Wow! Trader Joe' s was Uncorked! The first gleam of Mac the Knife’ s steel now glinted in the wineglass seven years before we loosed the monster on the trade. 随后，我们见到了一位伟大的绅士和资深进口商以斯拉-韦伯（Ezra Webb）。埃兹拉有一家很小的批发和进口公司，为我们提供自有品牌的波本威士忌。是的，他说，我们的分析的确是正确的。此外，他还能以比大批发商低得多的价格买到拉菲，甚至是任何著名的波尔多葡萄园的葡萄，而且我们想要多低的零售价，他都能贴出来！哇乔氏贸易商就是 "开瓶器"！七年前，Mac the Knife 的钢刀在酒杯中熠熠生辉。
We had found a loophole in the law, and by God we drove a truck through it! Within three years, we were the leading retailer of imported wines in California! This was the real beginning of the Legend of Trader Joe' s. 我们发现了法律上的一个漏洞，上帝保佑，我们开着卡车钻了过去！三年内，我们成为加州进口葡萄酒的主要零售商！这就是乔氏传奇的真正开端。
We were to wine connoisseurs what that great airline, PSA, was to travelers before the airlines were deregulated in 1981. Like us, PSA' s pricing was based on a close reading of FAA regulations, which in those days set the fare for every air route in the U.S. As long as PSA f1ew on1y within California, however, they were free of FAA price regulation. PSA had been one of my heroes, and now I was glad to join it in offering great value to our customers. 我们对于葡萄酒鉴赏家的意义，就如同 1981 年航空公司管制放松之前，伟大的 PSA 航空公司对于旅行者的意义一样。和我们一样，PSA 的定价也是基于对美国联邦航空局（FAA）规定的仔细研究，当时美国联邦航空局（FAA）规定了美国每条航线的票价。PSA 一直是我心目中的英雄，现在我很高兴能加入它的行列，为我们的客户提供超值服务。
Almost thirty years later, people come up to me to talk about how they bought Latour for ; or Pichon Longueville Lalande for , and so on. These prices seem impossib1e today when the same wines from the same vineyards sell for ten to twenty times as much. Some of the increase is due to inflation, sure, but the big change is that the great wines that are hot now, are infinitely more popular now than they were in 1970, and a lot more buyers are chasing wines of very limited production. 将近三十年后，人们来找我，谈论他们如何以 的价格买下拉图；或以 的价格买下皮琼-朗格维尔-拉兰德，等等。这些价格在今天看来似乎是不可能的，因为同样的葡萄园出产的同样的葡萄酒售价是它们的十倍到二十倍。当然，价格上涨的部分原因是通货膨胀，但最大的变化是，现在炙手可热的名酒比1970年时更受欢迎，更多的买家开始追逐产量非常有限的葡萄酒。
We were aided in our bargain buying of great wines by the recession of 1970 and the troubled economic times all around the world that followed the end of the Bretton Woods fixed exchange rates. The wine business tanked. Several wholesalers in California liquidated, including M. Henri. We got fabulous bargains from those liquidations. 1970 年的经济衰退以及布雷顿森林固定汇率制结束后的全球经济动荡，为我们低价购买名酒提供了帮助。葡萄酒生意一落千丈。加利福尼亚的几家批发商清盘，其中包括亨利先生。我们从这些清算中得到了巨大的实惠。
I went in and ate dinner. It
was a big meal for France but
seemed very carefully
apportioned after Spain. I
drank a bottle of wine for
company. It was a Chateau
Margaux. It was pleasant to be
drinking slowly and to be
tasting the wine and to be
drinking alone. A bottle of
wine was good company.
-Ernest Hemingway, The Sun
Also Rises
Our Brief Reign as #1 in Premier Cru Wines 我们短暂蝉联顶级葡萄酒第一的宝座
In 1924, Hemingway' s bottle of Chateaux Margaux would cost maybe in current purchasing power. Today it costs more like $150. But during the 1970s, Margaux, at Trader Joe’ s, was closer to than , and the wine collectors . . . they were in very good company. 1924 年，海明威一瓶 Chateaux Margaux（玛歌酒庄）葡萄酒的价格约为 。今天，它的价格则接近 150 美元。但在 20 世纪 70 年代，在乔氏贸易商行，玛歌葡萄酒的价格接近 ，而不是 ，葡萄酒收藏家们......他们是非常好的伙伴。
Over in Bordeaux, the giant Swiss food company, Nestlé, had made a huge, mistaken commitment to Bordeaux wines. I went there in 1974 and bought large quantities at bargain prices. (Nestlé later owned Beringer in California and recouped its fortunes.) 在波尔多，瑞士食品巨头雀巢公司对波尔多葡萄酒做出了巨大而错误的承诺。1974 年我去了那里，以低廉的价格购买了大量葡萄酒。(雀巢公司后来拥有了加利福尼亚的 Beringer，并收回了自己的财富）。
Then the pinnacle of our great wine buying came in 1976, and it damn near bankrupted us. One of the biggest "shippers" of Bordeaux wine, Delors, was liquidated by its British owners. They turned their immense inventory over to Christie' s. In March 1976, I flew to London to attend the biggest auction of wines from Bordeaux ever held. 1976 年，我们的葡萄酒采购达到了顶峰，几乎让我们破产。波尔多葡萄酒最大的 "运输商 "之一德洛尔公司被其英国所有者清算，他们将大量库存交给了佳士得拍卖行。1976 年 3 月，我飞往伦敦，参加有史以来最大的波尔多葡萄酒拍卖会。
I went to the auction room, a hick from California amidst four hundred veteran buyers from all over the world. The prices seemed very cheap to me, so I kept buying. After the two-day auction ended, the hick was the biggest buyer at the auction! 我去了拍卖厅，在来自世界各地的四百名资深买家中，我是一个来自加利福尼亚的乡巴佬。价格在我看来非常便宜，所以我一直在买。两天的拍卖会结束后，这个乡巴佬成了拍卖会上最大的买家！
I was staying at the Connaught, an appropriate venue for such a (sudden1y) big deal, when Bob Berning, our wine buyer, called me. Trouble! 我们的葡萄酒采购员鲍勃-伯宁（Bob Berning）给我打电话时，我正在康诺特酒店（Connaught）。有麻烦了
Our competitors were scheming with the state to impose a new regulation: the name of the licensed importer had to be on the main, front label on the bottle. Any wine already in California would be grandfathered, but any new imports would have to comply with the new regulation. 我们的竞争对手正在与州政府密谋实施一项新规定：持证进口商的名称必须出现在酒瓶正面的主标签上。任何已在加州销售的葡萄酒都不受影响，但任何新进口的葡萄酒都必须遵守新规定。
This was easy for the big distributors: they could arrange to have labels specially printed with additional height to accommodate their names. But all of the Delors wine at Christie' s was already labeled! 这对大经销商来说很容易：他们可以安排专门印制标签，增加标签高度，以容纳他们的名字。但佳士得拍卖行的所有德洛尔葡萄酒都已经贴上了标签！
If I couldn' t import the Delors wines, I would have had to dump them in the European market. It might not have bankrupted us, but it sure as hell would have put a dent in our balance sheet. 如果不能进口德洛尔葡萄酒，我就不得不在欧洲市场上倾销它们。这也许不会让我们破产，但肯定会让我们的资产负债表大打折扣。
Then that genius Ezra Webb came up with the solution. He simply had transparent decals printed that said, "Ezra Webb Imports." He airmailed these to Christie' s. We then paid Christie' s a little extra to open each case, put the decal on the main label of each bottle, and ship the now perfectly legal wine. 后来，天才以斯拉-韦伯想出了解决办法。他干脆印了透明贴纸 上面写着 "以斯拉-韦伯进口公司"他把这些贴纸用航空邮件寄给了佳士得。然后，我们再多付一点钱给佳士得，让他们把每箱酒打开，把贴纸贴在每瓶酒的主标签上，然后把这些现在完全合法的酒运走。
The wines that I bought still grace some of the most important wine cellars of California and Mexico. The following year, Bob Berning went to London and cleaned up on the big auction of Ginestet wines, including Gruaud LaRose, Meyney, Clos des Jacobins, et al. And they all bore Ezra' s decal. That was the last year that Fair Trade was in force. 我买下的葡萄酒至今仍在加利福尼亚和墨西哥一些最重要的酒窖中熠熠生辉。第二年，鲍勃-伯宁（Bob Berning）去了趟伦敦，参加了吉内斯特葡萄酒的大型拍卖会，其中包括格鲁奥-拉罗斯（Gruaud LaRose）、梅尼（Meyney）、雅各宾斯酒庄（Clos des Jacobins）等。那是公平贸易大行其道的最后一年。
Wines for the 0vereducated and Underpaid 为教育程度低、收入低的人准备的葡萄酒
I don' t want you to think, however, that all we were interested in were great wines. What' s described above was an anomaly, an opportunity we seized, but the wines were not what I had in mind for the core competency of Trader Joe' s: I wanted to make sure that every family could afford a bottle 不过，我不希望你认为我们只对名酒感兴趣。上述情况是一种反常现象，是我们抓住的一个机会，但这些葡萄酒并不是我心目中乔氏贸易商行的核心竞争力：我想确保每个家庭都能买得起一瓶葡萄酒。
of decent wine on the table every night. One of my obsessions is the association of wine with food, as opposed to those great wines that are judged straight up and argued over endlessly. I think that blind tastings of wine are useless, because I think that a given wine has no meaning except in the presence of a given dish. 每晚餐桌上都有像样的葡萄酒。我的一个痴迷点是将葡萄酒与美食联系在一起，而不是那些直接评判、争论不休的名酒。我认为盲品葡萄酒毫无用处，因为我认为除了搭配特定的菜肴，特定的葡萄酒没有任何意义。
Bob Berning, therefore, began importing large quantities of cheap but good wines, in those days. One of the first was Serradayres, a red wine I found in Portugal in 1971, and Jean Gleizes, which I found in France in 1972. These wines had no other importers in the U. S. so Ezra had no problems with the postings. Twenty-seven years later, I noticed yet another shipment of Serradayres at Trader Joe’ s. 因此，鲍勃-伯宁开始大量进口价廉物美的葡萄酒， 。其中最先进口的是 Serradayres 和 Jean Gleizes，前者是我 1971 年在葡萄牙发现的红葡萄酒，后者是我 1972 年在法国发现的。这些葡萄酒在美国没有其他进口商，因此以斯拉在发布信息方面没有遇到任何问题。27 年后，我在乔氏贸易商行又发现了一批 Serradayres 葡萄酒。
The Wine Bank 葡萄酒银行
The real power in the enterprise remained in imported wines and, increasingly, our private label California wines, which Bob Berning was developing in great quantities. Still, many of the wines we sold were subject to Fair Trade. Besides carrying our great assortment of California "boutique" wines, there wasn' much we could do to promote them, and then I thought of the Wine Bank. 企业的真正实力仍然体现在进口葡萄酒上，而且越来越多地体现在鲍勃-伯宁（Bob Berning）大量开发的加州自有品牌葡萄酒上。尽管如此，我们销售的许多葡萄酒仍需遵守公平贸易的规定。除了销售我们品种繁多的加州 "精品 "葡萄酒外，我们还可以做 多事情来推广它们，于是我想到了葡萄酒银行。
In the heart of the 1970-71 recession the LA Times interviewed a Cadillac dealer in Hollywood who was doing just fine, thank you, because, as he explained, "the rich are always with us. " One thing the rich, or at least those not wiped out by the aerospace recession, were starting to do was to collect wine. Their problem: Where to store it? 在 1970-71 年经济衰退的中心时期，《洛杉矶时报》采访了好莱坞的一位凯迪拉克经销商，正如他所解释的那样，"富人总是与我们同在"，所以他的生意还不错，谢谢。"富人，至少是那些没有被航空业衰退摧毁的富人，开始做的一件事就是收藏葡萄酒。他们的问题是：把酒存放在哪里？
The Wine Bank was my answer: lockers where customers could store their wine, and at the lowest prices in Los Angeles. This was a form of price competition that the Fair Trade laws did not regulate. 我的答案就是 "葡萄酒银行"：顾客可以用储物柜存放葡萄酒，而且价格是洛杉矶最低的。这是一种价格竞争形式，公平交易法并未对其进行监管。
We created two Wine Banks at stores twenty miles apart, and wound up storing thousands of cases for customers. Our 我们在相距 20 英里的商店建立了两个葡萄酒库，为客户储存了数千箱葡萄酒。我们的
low rates helped build the popularity of Trader Joe' s with the real wine freaks. 低廉的价格让 Trader Joe's 在真正的葡萄酒狂热者中大受欢迎。
The day that Fair Trade on alcohol ended in 1978, however, I would have happily blown up both Wine Banks. They were a pain in the ass. For example, when a man and wife are just thinking about divorce, one of them comes in and cleans out the wine locker as a preemptive strike, and there the Wine Banker is, in the middle of a lawsuit. 不过，1978 年酒类公平贸易结束的那一天，我很乐意炸掉这两个酒库。它们真是麻烦。举个例子，当一对夫妻正考虑离婚时，其中一人进来把储酒柜里的酒一扫而空，作为先发制人的一击。
With Fair Trade gone, we no longer needed this marginal form of competition. Still, we honored our commitment to our customers and hung on for the rest of my tenure at Trader Joe' s. About five years after I left, my successors closed the Wine Banks. This was a very good business decision, but one that distressed people who had been our good customers for a very long time. 随着公平贸易的消失，我们不再需要这种边缘化的竞争形式。尽管如此，我们还是履行了对顾客的承诺，在我余下的乔氏任期内坚持了下来。在我离开大约五年后，我的继任者关闭了葡萄酒银行。这是一个非常正确的商业决定，但却让那些长期以来一直是我们好顾客的人们感到痛心。
Credit Cards: Another Way to Beat Fair Trade 信用卡：击败公平贸易的另一种方式
Another form of unregulated competition was credit. Many wine retailers and the leading gourmet grocery chain, Jurgensen' s, had charge accounts. These were black holes as far as I could see; they sucked up your cash, and then the customers stonewalled you on payment. 另一种无序竞争形式是信贷。许多葡萄酒零售商和领先的美食杂货连锁店 Jurgensen's 都有收费账户。在我看来，这些都是黑洞；它们吸走了你的现金，然后客户就会拖延你的付款。
We did, however, install Visa and Master Charge, becoming one of the first grocers in the U.S. to do so. (Jurgensen' s didn' t do it until just before it folded.) This was regarded as a radical step by the trade because of the fees charged to retailers by the credit card companies. And Visa, neé BankAmericard, and Master Charge themselves were quite new in a field that had been dominated by American Express. 不过，我们还是安装了 Visa 和 Master 充值卡，成为美国首批安装的杂货店之一（Jurgensen 直到倒闭前才安装）。(由于信用卡公司向零售商收取费用，这被业界视为激进的一步。而威士卡（Visa）、新美银卡（BankAmericard）和万事达卡（Master Charge）本身在美国运通卡（American Express）一直占主导地位的领域也是个新事物。
It' s hard to remember how difficult it was to administer credit cards back in those days when you didn' t just swipe the card through an electronic slot, which is online with a computer that approves or disapproves the credit right then and there. In the troubled times of the 1970s, however, bad checks were so common that the risks of fraudulent credit 现在已经很难回忆起当年管理信用卡有多么困难了，因为当时不是通过一个电子槽刷卡，而是通过一台在线计算机，当场批准或不批准信贷。然而，在 20 世纪 70 年代的动荡时期，空头支票非常普遍，欺诈性信用卡的风险也随之增加。
cards were minimal by comparison, even though online approval was so far out we never even imagined the day when it would arrive. 相比之下，银行卡的费用就显得微不足道了，尽管在线审批是如此遥远，我们甚至从未想过它会到来的那一天。
Trader Joe' s Winery (License) 乔氏酒庄（许可证）
Why not have a winery? A close reading of the regulations showed that a retailer could own a Master Wine Grower' s License, the same kind that, say, Gallo or Robert Mondavi owned. So Bob and I went hunting for a California Master Wine Grower' s license. We could have gotten a new one from the state for about . But we wanted an old one. We found one in the now-abandoned vineyard country east of Los Angeles, in Cucamonga. In the late 1800s, the largest vineyard in the world was in that area. In 1973, a half dozen dormant and near-dormant wineries lingered there. Dr. Aggazotti (a master vinegar maker who had a winery license as a sideline) decided to sell his license, which had been issued in 1933, and we bought it for . 为什么不建一个酿酒厂呢？仔细阅读相关法规后发现，零售商可以拥有葡萄酒种植大师执照，比如盖洛（Gallo）或罗伯特-蒙大维（Robert Mondavi）就拥有这种执照。于是，鲍勃和我去寻找加州葡萄酒种植大师执照。我们本可以花大约 从州政府买到一个新的。但我们想要一个旧的。我们在洛杉矶以东的库卡蒙加（Cucamonga）找到了一个现已废弃的葡萄园。19 世纪末，世界上最大的葡萄园就位于该地区。1973 年，那里还有半打休眠和接近休眠的酒庄。阿加佐蒂博士（酿醋大师，同时拥有酿酒执照）决定出售他于 1933 年获得的执照，我们以 的价格买下了它。
Why an 01d License? 为什么需要 01d 许可证？
New Master Wine Grower licenses didn' t have the same grandfathered privileges of that 1933 license. With that license, we could legally hold wine tastings of any wine, even if it didn' t have our label on it. We could also legally act as a wholesaler of any wine, and this led to the sales of thousands of cases to some of the best private clubs and restaurants of Los Angeles. 新的葡萄酒种植大师执照并不像 1933 年的那张执照那样具有不溯既往的特权。有了这个执照，我们可以合法地举办任何葡萄酒的品酒会，即使上面没有我们的标签。我们还可以合法地充当任何葡萄酒的批发商，这导致我们向洛杉矶一些最好的私人俱乐部和餐馆销售了数千箱葡萄酒。
That wholesaling privilege was internally valuable to us, too. As you will learn much later in the chapter "Employee 0wnership," for tax reasons we operated the stores under eight separate corporations. Technically, these stores could not buy wine as a group. But with Pronto Market No. 1, Inc. holding the Master Wine Grower license, it could in effect 这种批发特权对我们内部也很有价值。正如您在后面的 "员工所有权 "一章中将会了解到的，出于税务方面的考虑，我们在八个独立的公司下经营商店。从技术上讲，这些商店不能作为一个集团购买葡萄酒。但由于 Pronto Market No.
wholesale Trader Joe label wines, and all those imports, to the other seven corporations. 将 Trader Joe 品牌的葡萄酒和所有进口葡萄酒批发给其他七家公司。
The license also gave us special rights in dealing with California wine growers. For example, when Oakville Winery went bankrupt, one of its vendors, the cooper who had built its barrels, was paid off in bulk wine. He didn' t know what to do with it. Moreover, he was a Latter Day Saint who did not drink! So we bought the whole inventory and had it labeled under our name. Without the license, we could not have bought the inventory directly from him. 许可证还赋予了我们与加州葡萄酒种植商打交道的特殊权利。例如，当奥克维尔酒庄破产时，它的一个供应商，也就是建造酒桶的酿酒师，收到了散装葡萄酒的付款。他不知道该如何处理。而且，他是一个不喝酒的后期圣徒！于是，我们买下了所有的存货，并用我们的名字贴上标签。如果没有许可证，我们就无法直接从他那里购买这些存货。
There was a little catch, however: we had to operate a winery! I had bought a bankrupt electronics factory in South Pasadena (it had started life in 1932 as a five-thousandsquare-foot supermarket) to use as an office building. The factory had added assorted toolsheds. We took about four hundred square feet of a toolshed and declared it Trader Joe’ s Winery! We bought a crusher, a stainless-steel fermentation tank, and used whiskey barrels. (Bourbon, by law, can be aged only in new oak barrels that have been charred. After that single use, they are sold to coopers who take them apart, scrape the charring off the oak, reassemble them, and se11 them to wineries.) We bought a truckload of grapes from Riverside County, and the whole office staff pitched in, including their kids, to crush grapes. Fortunately, Berning had five kids. 但有一个小问题：我们必须经营一家酿酒厂！我在南帕萨迪纳买下了一家破产的电子厂（1932 年，该厂的前身是一家占地五千平方英尺的超市）作为办公楼。工厂还加盖了各种工具房。我们占用了大约四百平方英尺的工具房，并将其命名为乔氏酒庄！我们买了一台破碎机、一个不锈钢发酵罐和用过的威士忌酒桶。(根据法律规定，波本威士忌只能在烧焦的新橡木桶中陈酿。使用过一次后，这些橡木桶就会被卖给木桶商，他们会把橡木桶拆开，刮掉橡木上的炭化物，重新组装，然后再卖给酿酒厂）。我们从河滨县购买了一卡车葡萄，整个办公室的员工，包括他们的孩子，都参与了压榨葡萄的工作。幸运的是，伯宁有五个孩子。
How to Crush Grapes 如何碾碎葡萄
A little-noted aspect of winemaking is the presence of bees. Bees are crazy about the free run juice, which is about 28 percent sugar. I never will forget my first visit to Ridge Winery, high in the Santa Cruz Mountains, in 1968. Its founder, the late, great Dave Bennion, was there, stripped to the waist, heaving lugs of grapes into the destemmer/crusher. A swarm of bees flew around him like a 酿酒过程中一个鲜为人知的环节就是蜜蜂的存在。蜜蜂对含糖量约为 28% 的自由流汁情有独钟。我永远不会忘记 1968 年第一次造访圣克鲁斯山脉高处的山脊酒庄。酒庄创始人、已故的伟大人物戴夫-本尼恩（Dave Bennion）当时就在那里，他脱得精光，把一串串葡萄塞进去梗机/破碎机。一群蜜蜂围着他飞来飞去，就像一个
shroud, just inches from his naked, sweating torso, but never stinging him. 裹尸布离他赤裸的、汗流浃背的躯体只有几英寸远，但从未刺痛过他。
This was during the Whole Earth Harry era when, as part of my Damascene conversion, I was keeping bees on the roof of the office. All that I will say here is that our grape stompers did not share Dave Bennion' s luck. 那是在 "全地球哈里 "时代，作为大马士革式转变的一部分，我在办公室的屋顶上养蜂。我在这里要说的是，我们的葡萄踩踏者没有戴夫-本尼恩那么幸运。
And there' s another joy of winemaking that I have never seen portrayed on the silver screen. Let' s take your typical medieval Italian peasant girl, let' s say, Kate Winslet, who is standing in the fermentation vat, tromping grapes. Suddenly espying Prince di Caprio, she flashes a smile that reveals hitherto unsuspected triumphs of fifteenth-century orthodonture, daintily steps out of the vat, casually wipes off her gorgeous gams, like she' s been crushing nothing more than the bubbles in San Pellegrino, and minces off to get her bodice ripped. 还有一种酿酒的乐趣，我从未在银幕上见过。就拿典型的中世纪意大利农家女凯特-温斯莱特（Kate Winslet）来说吧，她正站在发酵桶里踩葡萄。突然，她看到了迪卡普里奥王子，她绽放出一个笑容，展现了十五世纪正统礼仪中迄今为止从未有过的胜利，她潇洒地走出大桶，随意地擦拭着她美丽的臀部，就像她一直在压榨圣佩莱格里诺酒中的气泡一样，然后匆匆忙忙地去撕开她的上衣。
Now, imagine Kate stepping out of a tub of first-run maple syrup that she' s been standing in right up to her dripbucket. First-run syrup has about the same degree of stickiness as grape must. Furthermore, imagine maple syrup that is full of millions of tiny barbs, the stems and stemlets of the grapes that leave your legs feeling like they have just been shaved by a medieval razor blade. 现在，想象一下凯特从一桶枫糖浆中走出来的情景，她一直站在枫糖浆中，直到她的滴水斗。初榨糖浆的粘稠度和葡萄汁差不多。此外，想象一下，枫糖浆中充满了数以百万计的小倒刺，就像葡萄的茎和梗，让你的双腿感觉像刚被中世纪的剃须刀刮过一样。
That' s why I think the medieval winemakers of Beaujolais were the only guys who thought things through: they fermented whole bunches of grapes. That' s the way they still make Beaujolais. It' s called maceration carbonique, and I award them the Edwards Deming prize for cutting out the unnecessary. 这就是为什么我认为博若莱的中世纪酿酒师是唯一考虑周全的人：他们发酵整串葡萄。博若莱至今仍采用这种方式酿酒。我授予他们爱德华兹-戴明奖（Edwards Deming prize），以表彰他们省去了不必要的工序。
The wine we made was awful. One principal reason was that we did not slug the grapes with sulfur to kill the wild yeasts. All grapes come covered with yeast, that powdery stuff you see on the skin, and is proof positive that God intended for grapes to be fermented into wine. Different yeasts give different fermentation results. The yeasts that have set our aesthetic standards for what wine should taste and sme11 like are Mediterranean yeasts, principally French. 我们酿造的葡萄酒很糟糕。一个主要原因是我们没有用硫磺杀死葡萄上的野生酵母菌。所有的葡萄都带有酵母，也就是你在葡萄皮上看到的粉状物，这也是上帝有意让葡萄发酵成葡萄酒的证据。不同的酵母会产生不同的发酵效果。地中海酵母，主要是法国酵母，为我们设定了葡萄酒口感和味道的审美标准。
The wild yeasts of California give quite different aesthetic results; my wife, Alice, says the aesthetics are those of STP. Professional winemakers, therefore, hit the grapes when they arrive at the winery with a sulfur solution that kills the wild Californian yeasts. Then they crush the grapes and inoculate the must with French yeast, especially a strain called Montrachet. We didn' t do that. 加利福尼亚的野生酵母会带来截然不同的美学效果；我的妻子爱丽丝说，美学效果就是 STP 的效果。因此，专业酿酒师会在葡萄运抵酒厂时用硫磺溶液浸泡葡萄，以杀死加州野生酵母。然后压碎葡萄，在葡萄汁中加入法国酵母，尤其是一种名为蒙哈榭的酵母。我们没有这么做。
Still, the wine kept us legal. Each year the Bureau of Alcohol, Tobacco & Firearms came out and recertified our winery. We didn' t offer the inspector any samples. I forget what kind of story Berning fed him. Today, of course, it would have been impossible to build that winery in South Pasadena without getting an environmental pollution permit. 不过，葡萄酒还是让我们合法经营。烟酒枪械局每年都会来重新认证我们的酒厂。我们没有给检查员提供任何样品我忘了伯宁给他讲了什么故事。当然，今天要在南帕萨迪纳建酒厂，没有环境污染许可证是不可能的。
There was one privilege that came with the license, however, which the Department of Alcoholic Beverage Control refused to let us have: the right to import wine. They told us that we could have the license, if we stopped selling distilled spirits in the stores. This was illogical; furthermore, there were four other companies in California that were doing everything we wanted to do. I fought the issue to the Appeals level of the Department of Alcoholic Beverage Control, lost again, and dropped the matter. The arrangement with Ezra Webb was working out so well, we didn' t need to import wine ourselves. 不过，在获得许可证的同时，酒精饮料控制部还拒绝给予我们一项特权：进口葡萄酒的权利。他们告诉我们，如果我们停止在商店里销售蒸馏酒，就可以获得许可证。这不合逻辑；此外，加利福尼亚还有另外四家公司在做我们想做的一切。我就这个问题向酒精饮料控制部上诉，又败诉了，于是放弃了此事。与 Ezra Webb 的合作非常顺利，我们不需要自己进口葡萄酒了。
By 1976, Trader Joe' s had become a powerhouse retailer of wines, especially low-priced values both from Europe and, under our label, from California. Yes, we were briefly "number one" in great wines, thanks to the Christie” s auctions of 1976-77, but far more importantly we became the best place in the world to buy a good bottle of wine for less than $2.00. That' s a position we held for the rest of my days at Trader Joe' s. It absolutely addressed our prime market, the overeducated and underpaid people of California. 到 1976 年，乔氏贸易商行已成为葡萄酒零售商中的佼佼者，尤其是来自欧洲和加利福尼亚的低价葡萄酒。是的，由于 1976-77 年的佳士得拍卖会，我们曾短暂地成为名酒 "第一"，但更重要的是，我们成为世界上以低于 2 美元的价格购买一瓶好酒的最佳场所。这绝对是我们的主要市场，即加利福尼亚那些受教育程度过高、收入过低的人们。
The Great Gray Market of 伟大的灰色市场
In the mid-1980s, the dollar soared against all other currencies because of high interest rates here. Against the French franc it went from four francs per dollar in 1973 to six francs in 1981 to ten francs in 1985. The big importers of branded French wines, especially champagnes, however, didn' t lower their wholesale prices to reflect the new reality. As a result, several different entrepreneurs took to buying huge quantities of premium champagnes and flying them to the United States in chartered 747s. It was economic for them to use air freight because the interest cost on the champagnes would have been so great had they shipped the wines by boat. 20 世纪 80 年代中期，由于这里的高利率，美元对所有其他货币的汇率飙升。美元对法国法郎的汇率从 1973 年的 1 美元兑 4 法郎到 1981 年的 1 美元兑 6 法郎，再到 1985 年的 1 美元兑 10 法郎。然而，法国品牌葡萄酒，尤其是香槟酒的大型进口商并没有降低批发价格以反映新的现实。因此，一些不同的企业家开始大量购买优质香槟酒，并用包租的 747 包机运往美国。对他们来说，使用空运很经济，因为如果用船运，香槟酒的利息成本会非常高。
Bob Berning began buying with both arms. At times 10 percent or even 20 percent of our total sales were in the world' s greatest champagnes: Dom Ruinart, Roderer Cristal, Tattinger Comtes de Champagne, Dom Perignon, Perrier Jouet Flower Bottle, and on and on. 鲍勃-伯宁开始双臂进货。有时，我们总销售额的 10% 甚至 20% 都是世界顶级香槟：Dom Ruinart、Roderer Cristal、Tattinger Comtes de Champagne、Dom Perignon、Perrier Jouet Flower Bottle，等等。
We had competitors but they were mostly one-store operations. Also, we had cash. We were willing to pay as soon as the champagnes were rolled off the and into our distribution centers. So I guess we were the biggest retailer of gray market Grand Marque Champagnes in the mid-1980s. Again, like the Christie' s auction eight years earlier, these magnificent wines did not match our specific mission, providing wines to the overeducated and underpaid. But it was an exhilarating experience while it lasted. 我们有竞争对手，但他们大多是单店经营。此外，我们还有现金。只要香槟酒从 上架，进入我们的配送中心，我们就愿意付款。因此，我认为我们是 20 世纪 80 年代中期灰色市场上最大的 Grand Marque 香槟零售商。同样，就像八年前的佳士得拍卖会一样，这些华丽的葡萄酒与我们的特殊使命--为教育程度过高、收入过低的人提供葡萄酒--并不相符。但这是一次令人兴奋的经历。
Unfortunately, it led the wholesalers to try to buy a law in Sacramento that would have prevented it from ever happening again. And they actually got it through the legislature, which I suppose should be no surprise. While they were lobbying it through, many wine merchants tried to stop it. I went on television, and my friend Tony Day at the LA Times editorialized against it. But it took Safeway, which was starting up a discount liquor store chain called Liquor Barn, to get to Governor Deukmejian' s ear: he vetoed it. 不幸的是，这导致批发商试图在萨克拉门托购买一项法律，以防止这种情况再次发生。我想这也不足为奇。在他们游说的同时，许多酒商也试图阻止。我上了电视，我的朋友托尼-戴在《洛杉矶时报》发表社论反对。但是，Safeway（一家名为 "Liquor Barn "的酒类折扣连锁店）在州长Deukmejian的耳边说：他否决了这项法案。
In late 1985, the Group of Seven met and talked the dollar down. It was back to six francs when I left Trader Joe’ s. 1985 年底，七国集团召开会议，劝说美元贬值。当我离开乔氏超市时，美元又回到了 6 法郎。
But we all live for those ten-franc days to reappear, even if the exchange rate is expressed in Euros. 但我们都在为十法郎的日子重现而努力，即使汇率是以欧元计算的。
Back to the Core Wine Business 回归核心葡萄酒业务
So we went back to offering wines for the overeducated and underpaid. In 1986, we switched a lot of our private red wines from California to the Midi, in southern France, because we felt the greatest value was there even with a weaker dollar. Today the Midi produces 10 percent of all the wines sold in the world, and many Californians including Robert Mondavi have invested there. 于是，我们又开始为教育程度过高、收入过低的人提供葡萄酒。1986 年，我们将大量私人红葡萄酒从加州转移到法国南部的米迪地区，因为我们认为，即使美元走弱，那里的葡萄酒也是最有价值的。如今，米迪地区生产的葡萄酒占全球总销量的 10%，包括罗伯特-蒙大维在内的许多加州人都在那里投资。
Another inexpensive category of wine that we promoted successfully because nobody else was interested was white wine from Bordeaux. It was a measure of the growing sophistication of our customers that this hard-edged, often graceless wine sold so well. But like all wines, there are foods that go well with it. It gave us a useful alternate to the Chardonnay craze that became the prelude to the later popularity of Californian Sauvignon Blanc. 我们成功推广的另一种廉价葡萄酒是波尔多白葡萄酒，因为没有人对它感兴趣。这种口感硬朗、往往毫无风味的葡萄酒卖得如此之好，说明我们的顾客越来越成熟。但和所有葡萄酒一样，它也有适合搭配的食物。它为我们提供了霞多丽热潮的有效替代品，而霞多丽热潮正是后来加利福尼亚长相思热潮的前奏。
Trader Joe' s has been limited in most states from selling wine as it can in California, or from selling wines at all, like in New York or Pennsylvania. I' m glad I didn' t have to deal with those problems. Being king of the low-price, highvalue wine trade in California was one of the greatest satisfactions of my career. Trader Joe's 在大多数州都受到限制，不能像在加利福尼亚那样销售葡萄酒，或者像在纽约或宾夕法尼亚那样根本不能销售葡萄酒。我很高兴没有遇到这些问题。在加州成为低价高值葡萄酒贸易之王是我职业生涯中最大的满足之一。
8
Whole Earth Harry 全地球哈利
Many people, however, are concluding on the basis of mounting and reasonably objective evidence that the length of life of the biosphere as an inhabitable region for organisms is to be measured in decades rather than in hundreds of millions of years. This is entirely the fault of our own species. It would seem not unlikely that we are approaching a crisis that is comparable to the one that occurred when free oxygen began to accumulate in the atmosphere. 然而，许多人根据越来越多的合理客观证据得出结论，认为生物圈作为生物宜居区的生命长度应以几十年而不是数亿年为单位。这完全是我们人类自己的过错。看来，我们正面临着一场危机，这场危机与大气中游离氧开始积累时发生的危机不相上下。
-G. Evelyn Hutchinson, Sterling Professor of Zoology at Yale, writing the introductory article to Scientific American, September 1970 -G.耶鲁大学斯特林动物学教授伊夫林-哈钦森（Evelyn Hutchinson）为 1970 年 9 月《科学美国人》撰写的介绍性文章
As I described in the "Uncorked!" chapter, the economic background in 1970 was turning grim, and sales were weakening. I was concerned. And then, once again, Scientific American came to the rescue. 正如我在 "开瓶！"一章中所描述的那样，1970 年的经济背景变得严峻，销售额也在下降。我很担心。这时，《科学美国人》再一次拯救了我。
Each September that wonderful magazine devotes its entire issue to a single subject. In September 1970, it was the biosphere, a term I' d never seen before. It was the first time that a major scientific journal had addressed the problem of the environment. Rachel Carson' s Silent Spring; of course, had been serialized in the New Yorker in the late sixties, so the danger to the biosphere wasn' exactly news, but it could be considered alarmist news. The prestige of 每年九月，这本精彩的杂志都会用整期的篇幅来讨论一个主题。1970 年 9 月的主题是 "生物圈"，我以前从未见过这个词。这是一本重要的科学杂志第一次讨论环境问题。当然，蕾切尔-卡森的《寂静的春天》曾于 60 年代末在《纽约客》上连载，因此，生物圈面临的危险并不 ，但它可以被视为危言耸听的新闻。的声望
Scientific American, however, carried weight. In fact, it knocked me out. 然而，《科学美国人》却很有分量。事实上，它让我大吃一惊。
I Suffered a Conversion on the Road to Damascus 我在通往大马士革的路上经历了一次皈依
Within weeks, I subscribed to The Whole Earth Catalog, all the Rodale publications like Organic Gardening and Farming; Mother Earth, and a bunch I no longer remember. I was especially impressed by Francis Moore Lappé' s book Diet for a Small Planet. I joined the board of Pasadena Planned Parenthood, where I served for six years. 几周内，我订阅了《整个地球目录》、所有罗代尔出版物，如《有机园艺与耕作》、《地球母亲》，还有一些我已经不记得了。弗朗西斯-摩尔-拉佩（Francis Moore Lappé）的《小星球的饮食》一书给我留下了特别深刻的印象。我加入了帕萨迪纳计划生育协会的董事会，并在那里工作了六年。
Paul Ehrlich surfaced with his dismal, and proved utterly wrong, predictions. But hey! This guy was from Stanford! You had to believe him! And in 1972 all this was given statistical veracity by Jay Forrester of MIT, in the Club of Rome forecasts, which proved to be even further off the mark. But I bought them at the time. 保罗-埃利希（Paul Ehrlich）的预测令人沮丧，而且被证明是完全错误的。但是这家伙来自斯坦福大学！你不得不相信他！1972年，麻省理工学院的杰伊-福雷斯特（Jay Forrester）在罗马俱乐部（Club of Rome）的预测中赋予了这一切统计上的真实性，事实证明这些预测更加离谱。但当时我信了。
Bob Hanson, the manager of the new Trader Joe' s in Santa Ana, which was off to a slow start, was a health food nut. He kept bugging me to try "health foods." After I' d read Scientific American, I was on board! Just how eating health foods would save the biosphere was never clear in my mind, or, in my opinion, in the mind of anyone else, except the 100 percent Luddites who wanted to return to some lifestyle approximating the Stone Age. After all, the motto of the Whole Earth Catalog was "access to tools," hardly Luddite. 鲍勃-汉森（Bob Hanson）是圣安娜新开的乔氏超市（Trader Joe's in Santa Ana）的经理，这家超市起步缓慢，但他是个健康食品狂人。他一直劝我尝试 "健康食品"。在我读了《科学美国人》之后，我就加入了这个行列！我不清楚吃健康食品如何拯救生物圈，在我看来，其他人也不清楚，除了那些百分之百想回到石器时代生活方式的卢德分子。毕竟，"整个地球目录 "的座右铭是 "获得工具"，而不是 "卢德分子"。
Let' s define health foods as foods grown with as few chemicals as possible, processed with as few chemicals as possible, and packaged as "ecologically" as possible. There was a notion that eating health foods, called "inner ecology" (inner to one' s body), would somehow help the "outer ecology" (outer to one' s body) of the biosphere. 让我们把健康食品定义为尽可能少用化学品种植、尽可能少用化学品加工、尽可能 "生态 "包装的食品。有一种观点认为，食用被称为 "内在生态"（对身体而言的内在）的健康食品，会在某种程度上对生物圈的 "外在生态"（对身体而言的外在）有所帮助。
Some Bailey' s Irish Cream on Your Granola? 在格兰诺拉麦片上加一些贝利爱尔兰奶油？
We prepared to marry the health food store to the liquor store. This concept, obviously, was founded in schizophrenia. But it occurred to me that people who really thought about what they ingested, whether they were wine connoisseurs or health food nuts, were basically on the same radar beam. Both groups were fragmented from the masses who willingly consumed Folgers coffee, Best Foods Mayonnaise, Wonder Bread, CocaCola, etc. Both groups were the kind of people who, I was hoping, represented a breakup of mainstream consumption in America. 我们准备将健康食品店与酒类专卖店联姻。很明显，这个概念是建立在精神分裂症的基础上的。但我想到，那些真正对自己摄入的东西进行思考的人，无论是葡萄酒鉴赏家还是健康食品狂人，基本上都在同一个雷达波束上。这两类人都是从甘愿消费 Folgers 咖啡、Best Foods 蛋黄酱、Wonder 面包、可口可乐等食品的大众中分离出来的。我希望这两类人都能代表美国主流消费的分化。
We began running experiments in Santa Ana. Alice and I went to San Francisco and walked Haight-Ashbury, then a hotbed of health food stores, and then University Avenue in Berkeley. I hired a young hippie woman out of the University of California at Santa Cruz to teach us the lingo. Leroy, Frank Kono (who had helped found the wine program and who was now the buyer for the chain), and I visited Hadley' s, a tremendously successful dried fruit-and-nut store on the way to Palm Springs. 我们开始在圣安娜进行实验。爱丽丝和我去了旧金山，在海特-阿什伯里（当时是健康食品店的温床）和伯克利的大学大道散步。我从加州大学圣克鲁兹分校聘请了一位年轻的嬉皮士女士教我们行话。勒罗伊、弗兰克-科诺（Frank Kono，曾帮助创立葡萄酒项目，现在是连锁店的采购员）和我在去棕榈泉的路上参观了哈德利店，这是一家非常成功的干果坚果店。
And by the spring of 1971, the caterpillar, Good Time Charley, had emerged from his chrysalis as Whole Earth Harry, a party store/cum health foods store. 到 1971 年春天，毛毛虫 "美好时光夏利 "破蛹而出，变成了 "全地球哈利"，一家派对用品店兼健康食品店。
Trader Joe' s first private label food product was granola. We installed Alta Dena certified raw milk, to the disgruntlement of Southland, and within six months were the largest retailers of Alta Dena milk, both pasteurized and raw, in California. We began price-bombing five-pound cans of honey, and then all the ingredients for baking bread at home. Trader Joe 的第一个自有品牌食品是格兰诺拉麦片。我们安装了经 Alta Dena 认证的生鲜牛奶，这引起了 Southland 公司的不满，不到六个月，我们就成为加州最大的 Alta Dena 牛奶零售商，包括巴氏杀菌牛奶和生鲜牛奶。我们开始对 5 磅罐装蜂蜜进行价格轰炸，然后是家庭烘焙面包的所有配料。
We installed fresh orange juice squeezers in the stores, and sold fresh juice at the lowest price in town. 我们在商店里安装了鲜橙榨汁机，以全城最低的价格出售新鲜果汁。
By late in 1971, we were moving into vitamins, encouraged by my very good friend James C. Caillouette, MD. Jim spent a lot of time talking with the faculty at Cal Tech. He was convinced that Linus Pauling was on to something with his research on vitamin C. I set out to break the price on 1971 年下半年，在我的好友、医学博士詹姆斯-C-凯鲁特（James C. Caillouette）的鼓励下，我们开始研究维生素。吉姆花了很多时间与加州理工学院的教师们交流。他坚信，莱纳斯-鲍林对维生素 C 的研究是有意义的。
vitamin C. At one point, I think, we were doing 3 percent of sales in vitamin C! 我想，我们维生素 C 的销售额一度达到 3%！
Later, Jim forwarded articles from the British medical magazine Lancet, describing how a high fiber diet could avoid colon cancer. But where could we get bran? The only stores that sold it were conventional health food stores, who sold it in bulk, something that I have always been opposed to on the grounds of hygiene. And still am! 后来，吉姆转发了英国医学杂志《柳叶刀》的文章，介绍了高纤维饮食如何避免结肠癌。但我们到哪里去买麦麸呢？卖麸皮的只有传统的健康食品店，他们出售散装麸皮，而我一直以卫生为由反对这种做法。现在依然如此！
Leroy found a hippie outfit in Venice-I think it was called Mom' s Trucking-which would package the bran. But bran is a low-value product. They couldn' t afford to deliver it. Since they also packaged nuts and dried fruits, however, we somewhat reluctantly added them to the order. And that' s how Trader Joe' s became the largest retailer of nuts and dried fruits in California! Brilliant foresight! Astute market analysis! 里洛伊在威尼斯找到了一家嬉皮士公司，好像叫 "妈妈卡车公司"（Mom's Trucking），可以包装麦麸。但麦麸是低价值产品他们送不起。不过，由于他们也包装坚果和干果，我们就勉强把它们加到了订单里。就这样，乔氏超市成为加州最大的坚果和干果零售商！高瞻远瞩！精明的市场分析！
By 1989, when I left Trader Joe’ s, we regularly took down 5 percent of the entire Californian pistachio crop, and we were the thirteenth largest buyer of almonds in the United States-Hershey was number one. There were times when we did 3 percent of total sales in cashews-the times, I guess, when we weren' t doing 3 percent of total sales in vitamin C. 1989 年，当我离开乔氏超市时，我们经常能拿下整个加利福尼亚开心果产量的 5%，我们是美国杏仁的第十三大买家--好时（Hershey）是第一大买家。有时，我们的腰果销售额占总销售额的 3%--我想，那时我们的维生素 C 销售额还没有达到总销售额的 3%。
The Big Move into Cheese 奶酪大迁移
Cheese in those days was regarded as a health food by the Movement, just to show you how irrational it was. We went after cheese in a more systematic fashion than nuts. After experimenting with a conventional deli in one store, we jettisoned conventional thinking and designed our own way of buying cheese and merchandising it at store level. 在那个年代，奶酪被 "运动 "视为健康食品，这只是为了向你展示它是多么不合理。与坚果相比，我们对奶酪的追求更加系统化。在一家店里尝试了传统的熟食店后，我们抛弃了传统思维，设计出了自己的奶酪采购方式，并在店里进行销售。
Leroy ramrodded this whole program. He began investigating the minutiae of the federal regulation of cheeses. The United States is one of the most protectionist countries in the world when it comes to cheese, thanks to restrictive laws bought and paid for in the 1950s by the Wisconsin cheese 勒罗伊主导了整个计划。他开始调查联邦奶酪法规的细枝末节。美国是世界上奶酪保护主义最严重的国家之一，这要归功于 20 世纪 50 年代威斯康星州奶酪商会花钱买来的限制性法律。
lobby. Leroy dug into these regulations the same way we had dug into the Master Wine Grower regulations. We came up with more than our fair share of quotas and licenses to import cheeses like English cheddar, Cheshire, stilton, et al.; Italian cheeses like Fontina and all the Danish knockoffs of same, Emmenthal, various French hard cheeses, etc. As for some of our methods to get licenses, well, Senator Ervin' s statute of limitations had, by then I hoped, run out. 大厅。勒罗伊对这些规定进行了深入研究，就像我们对葡萄酒种植大师规定进行深入研究一样。我们想出了很多进口奶酪的配额和许可证，如英国切达奶酪、柴郡奶酪、斯提尔顿奶酪等；意大利奶酪，如方提纳奶酪和所有丹麦山寨奶酪、艾门塔尔奶酪、各种法国硬奶酪等。至于我们获得许可证的一些方法，我希望埃尔文参议员的诉讼时效已经过了。
But our big breakthrough was Brie. Because Wisconsin had no native Brie industry in the 1950s, it had neglected to shut off imports of Brie: there were no restrictions. We tore into this like we had torn into Fair Trade on imported wine and became the largest retailer of Brie in the United States. No other retailer was interested in selling Brie at a reasonable price. Hell, we sold it for less than Velveeta! We retrofitted all the stores with on-site cheese departments. This was no easy task given the stores' small size. 但我们的重大突破是布里干酪。由于威斯康星州在 20 世纪 50 年代没有本土的布里干酪产业，因此忽视了对布里干酪进口的封锁：没有任何限制。我们像对待进口葡萄酒的公平贸易一样对待这一问题，并成为美国最大的布里干酪零售商。没有其他零售商有兴趣以合理的价格销售布里干酪。见鬼，我们卖的比 Velveeta 还便宜！我们在所有商店都改装了奶酪部。由于商店规模小，这可不是一件容易的事。
We also began packaging nuts and dried fruits in these departments. 我们还开始在这些部门包装坚果和干果。
By 1976, Trader Joe' s, the Whole Earth Harry version, had evolved into a rather effective, very profitable retailer, but still small. We had a few private label food products outside of nuts and dried fruits (in which there is very little brand demand) and cheeses (ditto). We were still reliant on selling branded food products, bought in ordinary quantities, which made aggressive pricing unprofitable. 到 1976 年，Trader Joe's（全地 Harry 版）已发展成为一家颇具效益、利润丰厚的零售商，但规模仍然很小。除了坚果和干果（品牌需求很少）以及奶酪（同上）之外，我们只有少量自有品牌食品。我们仍然依赖于销售普通数量的品牌食品，这使得积极定价无利可图。
Whole Earth Joe: How Much Goes On in a Man’ s Head! Whole Earth Joe: How Much Goes On in a Man' Head！
Dear God, the things he 亲爱的上帝，他thought and said! How much 他想了想，说有多少goes on in a man' s head! 在一个人的脑海中！-Margarethe, musing on her -玛格丽特，喃喃自语new lover, Faust, in Goethe' s 歌德笔下的新欢浮士德
In the background, given my commitment to the outer ecology of environmentalism, I replaced all the company cars with diesels, which used less crude oil and lasted longer than gasoline engines. The diesel cars did pay off briefly during the Second Energy Crisis of 1979, but they gave us a lot of trouble in the long run because the diesel-powered Oldsmobile station wagons that General Motors rushed into production had nothing but a beefed-up gasoline engine (internal pressures are much greater in a diesel) and they were in the shop more often than on the road. 在当时的背景下，考虑到我对环保主义外在生态的承诺，我把公司所有的汽车都换成了柴油汽车，因为柴油汽车比汽油发动机使用的原油更少，寿命更长。在 1979 年的第二次能源危机期间，柴油车确实给我们带来了短暂的收益，但从长远来看，柴油车给我们带来了很多麻烦，因为通用汽车公司匆忙投产的柴油动力奥兹莫比尔旅行车只不过是汽油发动机的加强版（柴油机的内部压力要大得多），而且这些车经常停在修理厂，而不是在路上行驶。
We aggressively redesigned the stores to conserve energy. To this day, Trader Joe' s stores don' have very many windows, and all panes of glass are very small, an idea that had an accidental payoff in every subsequent earthquake and riot. As the young lady said back there in the God of Fair Beginnings chapter, I did the right thing for the wrong reasons. 我们积极重新设计店铺，以节约能源。时至今日，乔氏超市的店 ，都没有太多的窗户，所有的玻璃都非常小，这个想法在后来的每一次地震和骚乱中都得到了意外的回报。正如那位年轻女士在 "公平之神 "一章中所说的那样，我做了正确的事，但原因是错误的。
I really went off the tracks in the first bloom of my conversion. In 1971, I set out to build a market using Buckminster Fuller' s geodesic dome. Just how a new dome would help the environment . . . oh, we1l. I had a hard time finding a place where the zoning would permit it. Finally I purchased a Monterey Park location that violated every rule I had laid down for placing Trader Joe' s. I even put out a memo to my colleagues saying that I thought it was a bad location; sti11 I went ahead. Sigh. Note to self: pay more attention to your inner voice. 我在改建之初确实走了弯路。1971 年，我打算用巴克明斯特-富勒（Buckminster Fuller）的测地穹顶建造一个市场。新的穹顶对环境有什么帮助？哦，我们......。我很难找到一个分区允许的地方。最后，我买下了蒙特利公园的一个地段，它违反了我为乔氏超市制定的所有规则。我甚至给我的同事们发了一份备忘录，说我认为这个地段不好，但我还是去了。叹了口气。自言自语：多听听自己内心的声音吧。
I encountered nightmarish problems with the geodesic dome. It was impossible to get washable ceilings required by the health department. I finally settled for a conventional building with the foundation outline of a geodesic dome; then the architect screwed up and located the store below the 我在建造多面穹顶时遇到了噩梦般的问题。卫生部门要求的可清洗天花板根本无法实现。最后，我决定建造一座传统建筑，其地基轮廓为多面穹顶。
sewer outfall so we had to pump all our effluent uphi11. We finally sold the store and property some years later. 因此，我们不得不把所有的污水都抽上来。几年后，我们终于卖掉了商店和房产。
I also wasted a lot of energy and time trying to design a new kind of store called Trader Joe’ s Biosphere, which would be a garden store cum pet store cum grocery selling only hea1th foods. Its motto: "Good Foods for Humans, Plants, and Animals. " Again, sigh. The best laid plans of mice and men. 我还浪费了大量的精力和时间，试图设计一种新型商店，名为 "乔氏生物圈"（Trader Joe's Biosphere），这是一家花园商店兼宠物商店兼杂货店，只出售健康食品。它的座右铭是："人类、植物和动物的好食品"。"再次叹息老鼠和人类最完美的计划
The sharp 1974 recession combined with the stock market collapse gave me an excuse to cut back on opening more stores. In what was called the Green Movement, growth for the sake of growth was defined as a form of cancer. Growth for the sake of growth still troubles me. It seems unnatural, even perverted. 1974 年的经济急剧衰退加上股市崩盘，给了我一个减少开店的借口。在所谓的绿色运动中，为增长而增长被定义为一种癌症。为增长而增长仍然令我烦恼。它似乎是不自然的，甚至是变态的。
This he1ps to explain why I went from 1974 to 1978 without opening another store, something that could be viewed as inexcusable, given the success of Whole Earth Harry. 这也解释了为什么我从 1974 年到 1978 年一直没有再开店，鉴于 "全地球哈里 "的成功，这可能是不可原谅的。
Again, however, I did the right thing for the wrong reason. When Fair Trade on milk and alcohol blew up in our face in late 1976, we were not locked into too many stores that had been built on the assumption that those 1930s laws would last forever. 然而，我还是因为错误的原因做了正确的事情。1976 年末，当牛奶和酒类的公平贸易在我们面前爆发时，我们并没有被太多的商店所束缚，因为这些商店是建立在 20 世纪 30 年代的法律将永远有效的假设之上的。
Among other things, this saved us from having increased our huge investment in liquor licenses, which plunged in value when Fair Trade ended. 除其他外，这使我们不必增加对酒类许可证的巨额投资，因为公平贸易结束后，这些许可证的价值急剧下降。
It left us in better shape to transition from Whole Earth Harry to Mac the Knife, a powerhouse that could draw people from twenty-five miles around, provided you leased stores with the boulevard access that would make that possible. 这使我们有更好的条件从 "全地球哈利 "过渡到 "麦克刀"。"麦克刀 "是一个可以吸引方圆 25 英里人流的大卖场，只要你租下的商店有林荫大道，就能吸引人流。
To keep sales increasing during the mid-1970s, we relied on new ideas implemented in existing stores. This was my favorite form of growth. I don' t think that any given store ever fully realizes its potential. During those four years of no expansion in terms of number of stores, our dollar sales kept right on growing while the CE0 of Trader Joe' s struggled with trying to reconcile good business practice with the Whole Earth Catalog. Whole Earth Harry indeed! 在 20 世纪 70 年代中期，为了保持销售额的增长，我们依靠在现有商店中实施新理念。这是我最喜欢的增长方式。我认为，任何一家商店都不可能完全发挥其潜力。在店铺数量没有扩张的那四年里，我们的美元销售额一直在增长，而乔氏超市的首席执行官却在努力协调良好的商业实践与《全地球目录》之间的关系。的确是 "全地球哈利"！
In my private life, I had become an organic gardener. Few things have so enriched my life so much as my own personal conversion to organic gardening, something that I still practice except when the ants start raising colonies of aphids in my blood orange trees, and it' s Grant's Ant Control to the rescue. 在我的私人生活中，我已成为一名有机园艺家。除了蚂蚁开始在我的血橙树上孳生蚜虫时，格兰特蚂蚁防治公司（Grant's Ant Control）就会来拯救我。
In any event, the schizoid marriage of the party store with the health food store was a great success for Trader Joe' s, if not for the biosphere. 无论如何，聚会用品店与健康食品店的精神分裂式联姻，即使对生物圈来说不是成功的，但对乔氏贸易公司来说却是巨大的成功。
9
Promise, Large Promise 承诺，大承诺
Promise, large promise is the soul of an advertisement. 承诺，大承诺是广告的灵魂。
-Samue1 Johnson in The Idler, January 1759 -约翰逊（Samue1 Johnson）于 1759 年 1 月发表于《闲人》（The Idler）。
The Fearless Flyer 无畏的飞行者
The Fearless Flyer has attracted so much attention in both the U.S. and Canada that I' m devoting an entire chapter to it. It was known as the Insider' s Report from 1969 to 1985. At that time, Dave Nichol, then President of the huge Canadian supermarket chain, Loblaw' , fell in love with the concept, and thanks to the negotiating skills of our attorney, he paid us for the name. He began publishing Loblaw' s own version, which was somewhat similar. Having sold the Insider' name, I renamed our magazine the Fearless Flyer. Dave then went on to create a line of private label products for Loblaw' s, the President' s Choice, modeled on Trader Joe' s private label products. Dave has been most generous in giving us credit for all this. 无畏飞行者》在美国和加拿大都引起了极大的关注，我将用整整一章的篇幅来介绍它。从 1969 年到 1985 年，它一直被称为 "内幕报告"。当时，时任加拿大大型连锁超市 Loblaw' 总裁的戴夫-尼克尔（Dave Nichol）看中了这一概念，在我们律师的谈判技巧下，他向我们支付了 。他开始出版与 Loblaw 有点类似的自己的版本。卖掉 Insider' 这个名字后，我把我们的杂志改名为《无畏摩天轮》。随后，戴夫又为洛布劳创建了一系列自有品牌产品--"总统之选"，以乔氏自有品牌产品为蓝本。戴夫非常慷慨地将这一切归功于我们。
The Fearless F1yer began 1ife in 1969 during the Good Time Charley phase of Trader Joe' s as the Insider' s Wine Report, a sheet of gossip of "inside" information on the wine industry at a time where there weren' any such gossip 1969 年，在 Trader Joe's 的 "美好时光"（Good Time Charley）阶段，《Fearless F1yer》以 "内幕葡萄酒报告"（Insider's Wine Report）的形式开始发行，这是一份关于葡萄酒行业 "内部 "信息的八卦新闻，当时还没有 。
sheets, for the excellent reason that few people were interested in wine. As of the writing of this book, 11 percent of Americans drink 88 percent of the wine according to contemporary wine gossip magazine the Wine Spectator. 这是因为很少有人对葡萄酒感兴趣。据当代葡萄酒八卦杂志《葡萄酒观察家》（Wine Spectator）报道，截至本书写作之时，11% 的美国人喝掉了 88% 的葡萄酒。
In the Insider's Wine Report we gave the results of the wine tastings that we were holding with increasing frequency, as we tried to gain product knowledge. This growing knowledge impressed me with how little we knew about food, so in 1969, we launched a parallel series of blind tastings of branded foods: mayonnaise, canned tuna, hot dogs, peanut butter, and so on. The plan was to select the winner, and sell it "at the lowest shelf price in town. " 在《内幕葡萄酒报告》中，我们越来越频繁地介绍品酒会的结果，因为我们试图获得产品知识。这种不断增长的知识让我深感我们对食品知之甚少，因此在 1969 年，我们同时推出了一系列品牌食品盲品活动：蛋黄酱、金枪鱼罐头、热狗、花生酱等。我们的计划是选出优胜者，并 "以全城最低的货架价格 "出售。"
To report these results, I designed the Insider' s Food Report, which began publication in 1970. It de1iberately copied the physical layout of Consumer Reports: the 8.5" x 11" size, the width of columns, and the typeface (later changed). Other elements of design are owed to David Ogilvy' s Confessions of an Advertising Man. The numbered paragraphs, the boxes drawn around the articles, are all Ogilvy' s ideas. I still think his books are the best on advertising that I' ve ever read and I recommend them. Another inspiration was Clay Felker, then editor of New York magazine, the best-edited publication of that era. New York' s motto was, "If you live in New York, you need all the help you can get!" The Insider' s Food Report borrowed this, as "The American housewife needs all the help she can get!" And in the background was the Cassandra-like presence of Ralph Nader, then at the peak of his influence. 为了报道这些结果，我设计了《内幕食品报告》，并于 1970 年开始出版。它刻意模仿了《消费者报告》的实际版面设计：8.5 英寸 x 11 英寸的尺寸、栏目宽度和字体（后来有所改变）。其他设计元素则借鉴了大卫-奥格威（David Ogilvy）的《一个广告人的自白》（Confessions of an Advertising Man）。段落编号、文章周围的方框都是奥格威的创意。我仍然认为他的书是我读过的最好的广告书籍，我向你推荐。另一位启蒙者是克莱-费尔克，他当时是《纽约》杂志的编辑，《纽约》杂志是那个时代编辑得最好的刊物。纽约》的座右铭是："如果你住在纽约，你需要一切可以得到的帮助！"内幕食品报告》借用了这句话 "美国家庭主妇需要一切可以得到的帮助！"背景是拉尔夫-纳德卡桑德拉式的存在 当时他正处于影响力的巅峰期
I felt, however, that all the consumer magazines, never mind Mr. Nader, were too paranoid, too humorless. To leaven the loaf, I inserted cartoons. The purpose of the cartoons was to counterpoint the rather serious, expository text; and, increasingly, to mock Trader Joe' s pretensions as an authority on anything. 然而，我觉得所有的消费者杂志，别提纳德先生了，都太偏执，太没有幽默感了。为了给面包发酵，我加入了漫画。漫画的目的是与严肃的说明性文字相呼应，而且越来越多地嘲讽乔帮主自诩为任何事情的权威。
For artwork, I simply turned to nineteenth-century books and magazines, of which I built a large collection. I knew that (under the copyright laws of the time) works created 至于艺术作品，我只需翻阅 19 世纪的书籍和杂志，我收藏了大量这些书籍和杂志。我知道（根据当时的版权法）创作的作品
prior to 1906 were no longer subject to copyright, so we were free to use the artwork. To create the cartoons, I would leaf through old sources until I found a cartoon that I thought would match the text. 1906 年之前的漫画不再受版权保护，因此我们可以自由使用这些作品。为了创作漫画，我会翻阅旧资料，直到找到我认为与文字相符的漫画。
Much later, I learned from Robert Graves' s The White Goddess that what I was practicing was iconotropy, the deliberate misreading of images. Graves thought that a lot of myths had come from people misreading or twisting the meaning of the pictures on Greek vases. 很久以后，我从罗伯特-格雷夫斯（Robert Graves）的《白色女神》（The White Goddess）一书中了解到，我所实践的是iconotropy，即故意误读图像。格雷夫斯认为，很多神话都是人们误读或扭曲了希腊花瓶上图画的含义而产生的。
I spent the next nineteen years iconotropically creating those cartoons. They were at once a chore and a relief from the pressures of running the business. Best of all, they caught on with the public, and played a major role of establishing Trader Joe' s as a "different" kind of retailer, one that didn' t take itself too seriously. 在接下来的 19 年里，我一直在创作这些漫画。它们既是一项苦差事，也是对经营压力的一种缓解。最重要的是，这些漫画受到了公众的欢迎，在将乔氏贸易商行打造成一家 "与众不同 "的零售商方面发挥了重要作用，因为乔氏贸易商行并不把自己当回事。
At all times I wrote the Fearless Flyer for overeducated, underpaid people. This required two mindsets: 在任何时候，我都是为受教育程度过高、收入过低的人编写《无畏传单》的。这需要两种心态：
There are no such things as consumers-dolts who are driven by drivel to buy stuff they don' need or even want. There are only customers, people who are reasonably well informed, and very well focused in their buying habits. (This caused me grief later in my career when I took over a chain that was so terrible it had attracted on1y dysfunctional shoppers. They did not respond wel1 to my treating them as adu1ts.) 世界上根本不存在消费者--那些被胡言乱语驱使着去购买他们不 ，甚至不需要的东西的人。只有顾客，即那些信息相当灵通、购买习惯非常明确的人。(在我职业生涯的后期，当我接手一家糟糕透顶的连锁店时，这让我很是苦恼。他们对我把他们当作 "adu1ts "的做法反应不佳）。
We always looked up to the customers in the text of the Fearless Flyer. We assumed they knew more than they did; we never talked down to them. We did phoneticize the more difficult French words (I still can' t pronounce Bourgeuilor Maroilles; I assumed that neither could my readers), but that was our only concession here. 在《无畏传单》的文字中，我们总是仰视顾客。我们假定他们知道的比自己多；我们从不对他们说三道四。我们确实将较难的法语单词音标化了（我仍然不会读 Bourgeuilor Maroilles；我想我的读者也不会），但这是我们唯一的让步。
Given the first two assumptions, we assumed that our readers had a thirst for know1edge, 180 degrees opposite from supermarket ads. We emphasized "informative advertising," a term borrowed from the famous entrepreneur Paul Hawken, who started publishing in the 鉴于前两个假设，我们认为读者对知识的渴求与超市广告截然相反。我们强调 "信息性广告"，这个词是从著名企业家保罗-霍肯（Paul Hawken）那里借来的。
Whole Earth Review in the early 1980s. These informative texts were intended to stress how our products were differentiated from ordinary stuff. Please see the chapter on Private Label Products for examples of claims we made. 20 世纪 80 年代初，《全地球评论》出版。这些内容丰富的文章旨在强调我们的产品与普通产品的区别。请参阅 "自有品牌产品 "一章，了解我们所做声明的例子。
Originally, we distributed the Fearless Flyer only in the stores and to a small but growing subscriber list. Doing a mailing to individual addresses, however, was a rotten chore: Americans move about every three years. In 1980, I attended a marketing lecture that taught me that, when someone moves, someone just like them is likely to occupy the same address. This proved to be correct. By mailing to addresses rather than to individuals-by blanketing entire ZIP codes-we were ab1e to tremendously expand the distribution of the Fearless Flyer. The ZIPs to which we mailed, of course, were chosen on the basis of the likely concentration of overeducated and underpaid people. 最初，我们只在商店里分发《无畏传单》，并将其发送给人数不多但不断增加的订阅者名单。然而，向个人地址发送邮件是件麻烦事：美国人大约每三年搬一次家。1980 年，我参加了一个市场营销讲座，讲座告诉我，当一个人搬家时，很可能会有和他一样的人占据同一个地址。事实证明这是正确的。通过邮寄地址而不是邮寄个人，通过覆盖整个邮政编码，我们能够极大地扩大无畏传单的发行范围。当然，我们邮寄的邮政编码是根据受过高等教育和工资过低的人可能集中的地方来选择的。
This massive increase in the mailing massively increased our advertising costs in the short run. I don' t believe, however, in advertising budgets that are based on a percentage of sales. You figure out the dollars needed to do the job right, and go ahead and spend them. As it turned out, the big sales generated by the Fearless Flyer dropped the cost of advertising as a percentage of sales after the fact. By the time I left Trader Joe' s, we were mailing millions of copies five times a year. 邮寄量的大幅增加在短期内大大增加了我们的广告成本。但是，我不相信广告预算是以销售额的百分比为基础的。你要计算出做好这项工作所需的资金，然后去花掉它们。事实证明，"无畏传单 "带来的巨大销售额在事后降低了广告费用在销售额中所占的比例。当我离开乔氏超市时，我们一年五次邮寄了数百万份传单。
The advent of the Apple Macintosh in 1985 made a tremendous improvement in publishing the Fearless Flyer. Using a piece of software called Adobe® PageMaker, we were able to dis-intermediate most of the printer' s function and produce camera-ready copy entirely in our office. Pat St. John, whom Alice recruited for us in 1986 as head of advertising, made a great contribution here, cutting lead time by almost a week. Anyone who has been in advertising can appreciate the nerve-racking problems of products that are advertised but didn' arrive in time to cover the advertising. I would have had a coronary without the 1985 年苹果 Macintosh 的出现极大地改进了《无畏传单》的出版工作。通过使用一款名为 Adobe® PageMaker 的软件，我们能够解除打印机的大部分功能，完全在办公室内制作出相机就绪的稿件。帕特-圣约翰（Pat St. John）是爱丽丝在 1986 年为我们招聘来的广告主管，他在这方面做出了巨大贡献，缩短了近一周的准备时间。任何一个做过广告的人都能体会到，如果产品做了广告，但没有及时 ，就会出现令人头疼的问题。如果没有
Macintosh, which had made it possible to expand the Fearless Flyer from twelve pages to twenty. This created all the more space to advertise products, but it also potentiated the coronary potential, and the almost-as-bad requirement for still more cartoons! Please remember: Trader Joe' s was a low-overhead operation with all of us wearing several hats. Sure, some of the above could have been done pre-Macintosh, but at vastly greater expense. 在 Macintosh 的帮助下，《无畏传单》从 12 页增加到了 20 页。这就为产品广告创造了更多的空间，但同时也增加了冠状的可能性，以及对更多漫画的几乎同样糟糕的要求！请记住：乔氏贸易商行是一个低成本运作的企业，我们每个人都身兼数职。当然，在 Macintosh 出台之前，我们也可以完成上述某些工作，但花费要大得多。
The expansion of the Fearless Flyer to twenty pages was an important factor in the jump of Trader Joe' s sales after 1985. Down deep, the Fearless Flyer was an educational medium and hundreds of customers kept three-ring notebook collections of the issues so they could refer back to the articles. For years, we printed three rings on the cover. 将《无畏传单》的版面扩大到 20 页，是 1985 年后乔氏集团销售额跃升的一个重要因素。从根本上说，《无畏摩天轮》是一种教育媒介，数以百计的顾客用三环笔记本收藏这几期的《无畏摩天轮》，以便随时翻阅文章。多年来，我们在封面上印制了三个圆环。
Equally important, however, it was an educational medium for our employees: 然而，同样重要的是，它对我们的员工来说是一种教育媒介：
A lot of our employees were under twenty-one; legally they could not have tasted the wines we were selling. So the Fearless Flyer was a sales tool for those employees. 我们的许多员工都未满 21 岁，从法律上讲，他们不能品尝我们销售的葡萄酒。因此，"无畏传单 "就成了这些员工的销售工具。
As we got deeper and deeper into vitamins, and FDA got goosier and goosier about claims by the health food industry, I didn' t want our employees to do any selling of vitamins and food supplements. When asked about a product, they were to refer to the Fearless, and a back copy file was kept at the store level for this purpose. (In 1993, Senator Orrin Hatch of Utah rammed a Magna Carta for health foods through Congress. The FDA hates the law, but all kinds of claims can be made now, which were impossible in my era.) 随着我们对维生素的研究越来越深入，食品及药物管理局对保健食品行业的声明也越来越苛刻，我不希望我们的员工销售任何维生素和食品补充剂。当被问及某种产品时，他们必须参考《无畏》，为此我们在店里保存了一份备份文件。(1993 年，犹他州参议员奥林-哈奇（Orrin Hatch）在国会强行通过了健康食品大宪章。食品及药物管理局憎恨这项法律，但现在可以做出各种声明，这在我那个年代是不可能的）。
Trader Joe' s Pricing Driven by Fearless Flyer 无畏传单推动乔氏超市定价
One of the fundamental tenets of Trader Joe' is that its retail prices don' t change unless its costs change. There Trader Joe' 的基本原则之一是，除非成本发生变化，否则零售价格不会改变。这里
are no weekend ad prices, no in-and-out pricing. In part this policy is made necessary by all those hundreds of thousands of Fearless Flyers that are out there. 没有周末广告价格，没有进出价格。这项政策的出台在一定程度上得益于成千上万的 Fearless Flyers。
But I have always believed that supermarket pricing is a she11 game and I wanted no part of it. 但我始终认为，超市定价是一场 "she11 "游戏，我不想参与其中。
I cannot stress too strongly that the success of the Fearless Flyer rests on the values in the publication, Samuel Johnson' s "promise, large promise." Some people don' t understand this. Early in the 1980s, some top marketing executives of a very famous airline came to see me. They wanted me to create a similar publication for the airline. After a few minutes I concluded that they had no special values to offer, that what they wanted was for me to baffle their customers with bullshit. I told them so. The airline later went into a rich1y deserved bankruptcy. Among other things, I begged them to offer nonsmoking flights. That probably convinced them I was an impractical weirdo. 我再三强调，《无畏摩天轮》的成功有赖于出版物的价值观，即塞缪尔-约翰逊的 "承诺，大承诺"。有些人不明白这一点。20 世纪 80 年代初，一家非常著名的航空公司的一些高级营销主管来找我。他们想让我为航空公司制作一份类似的刊物。几分钟后，我得出结论：他们没有什么特别的价值可言，他们想要的只是让我用废话来迷惑他们的客户。我就这样告诉了他们。后来，这家航空公司理所当然地破产了。其中，我恳求他们提供无烟航班。这可能让他们相信我是个不切实际的怪人。
Radio Days 广播日
In 1976, there was a commercial radio station, KFAC, in Los Angeles that broadcast only classical music. My wife had become friends with the program manager, Carl Princi, as a result of her work in administering the Metropolitan Opera' s auditions for young singers. In 1976, Carl asked me to do a series of one-minute broadcasts on food and wine. When I left Trader Joe' s twelve years later, I had done 3, 300 one-minute broadcasts. 1976 年，洛杉矶有一家名为 KFAC 的商业电台，只播放古典音乐。我的妻子与节目经理卡尔-普林西（Carl Princi）是朋友，因为她曾负责管理大都会歌剧院的青年歌手选拔工作。1976 年，卡尔邀请我制作一系列关于美食和美酒的一分钟广播节目。十二年后，当我离开 Trader Joe's 时，我已经做了 3,300 次一分钟广播。
I wasn' t paid for the broadcasts, but Trader Joe' s got publicity from the opening line, "This is Joe Coulombe of Trader Joe' s with a word on food and wine. " We needed the publicity in those days, and KFAC was right on our target of overeducated and underpaid people. Between my wife' s work in opera circles (she helped found the LA Opera in 1982) and my KFAC broadcasts, Trader Joe' s got pretty much of a lock on classical music circles in California. 我的广播没有报酬，但乔氏食品公司通过开场白得到了宣传："这里是乔氏食品公司的乔-库隆贝，为您介绍食品和美酒"。"在那个年代，我们需要宣传，而 KFAC 正对着我们的目标--受教育程度过高、收入过低的人。由于我妻子在歌剧界的工作（1982 年，她帮助成立了洛杉矶歌剧院）和我的 KFAC 广播，乔贸易公司在加利福尼亚的古典音乐界几乎是如鱼得水。
Mostly, however, the value of the broadcasts lay in my being forced to research and write all those broadcasts. It was a discipline that forced me to study the field of food and wine. Again, I must emphasize how ignorant I was even at age forty-six, nine years into Trader Joe’ s. I had a long way to go. (I still do.) So I tried hard never to repeat a given broadcast: as much as possible, each of the 3,300 scripts was unique. These broadcasts were in no way commercials. Here’ s a typical broadcast. 不过，广播的价值主要在于我被迫研究和撰写所有这些广播。这是一门迫使我研究食品和葡萄酒领域的学科。我必须再次强调，即使是在 46 岁、进入 Trader Joe's 9 年的时候，我也是多么的无知。(因此，我努力避免重复播出：在 3300 个脚本中，每个脚本都尽可能独一无二。这些广播绝不是广告。以下是一次典型的广播
This is Joe Coulombe of Trader Joe' s with a word on food and wine. 我是 Trader Joe' s 的 Joe Coulombe，我想谈谈食品和葡萄酒。
We' re accustomed to hearing about ecological disasters these days. Some of these disasters occur when new animals or plants are introduced into a region where they had not existed before. Everybody knows what the introduction of rabbits did to Australia. Here in America, the introduction of starlings has been a disaster for grape growers. 如今，我们对生态灾难已司空见惯。其中一些灾难发生在新的动物或植物被引入到以前不存在的地区时。大家都知道兔子的引入给澳大利亚带来了什么。在美国，引进椋鸟给葡萄种植者带来了灾难。
We also suffer from an invasion of carp. Carp are not native to America. They were brought here from Germany in 1876, and were considered a wonder fish for food, because for centuries the Europeans had farmed carp in ponds. In fact, our government distributed hundreds of thousands of carp to anybody who would grow them. These carp got loose in the environment, and now they' re all over the United States. 我们还遭受了鲤鱼的入侵。鲤鱼并非美国本土鱼种。它们于 1876 年从德国被带到这里，被认为是一种神奇的食用鱼，因为几个世纪以来，欧洲人一直在池塘里养殖鲤鱼。事实上，我国政府向任何愿意养殖鲤鱼的人发放了数十万条鲤鱼。这些鲤鱼在环境中游荡 现在它们已经遍布美国了
The problem with carp in the wild is that they feed by grubbing on the bottom. This stirs up mud, which reduces the amount of sunlight in the water, and that wipes out aquatic plants and plankton. As a result, many native fish have suffered from the introduction of carp. 野生鲤鱼的问题在于它们在水底觅食。这样会激起淤泥，减少水中的阳光照射量，从而使水生植物和浮游生物消失。因此，许多本地鱼类因鲤鱼的引入而受害。
This is Joe Coulombe, thanks for listening. 我是 Joe Coulombe，感谢您的收听。
Pedestrian? Yeah. But what do you expect from a guy who writes half the broadcasts on his shirt cuff, only he rarely wears cuffs? But I learned a lot. 行人？是的但你能指望一个在衬衫袖口上写了一半广播稿的人做什么呢？ 只不过他很少戴袖口而已。但我学到了很多
I couldn' t afford the time to crank over to Hollywood daily or even weekly to record; I would go only four or five times a year, recording fifty or sixty broadcasts in a session that left me pretty well burned out. 我没有时间每天甚至每周去好莱坞录制节目；我一年只去四五次，一次录制五六十个节目，让我疲惫不堪。
KFAC sold these "Words on Food and Wine." Airlines, banks, even supermarkets paid to have their commercials tagged onto these broadcasts. I thought this was droll; it certainly did no harm to our image. Otherwise, the advertising for Trader Joe' s was confined to the Fearless Flyer, a very small scale newspaper program, and the lectures and wine tastings, which I gave throughout Southern California. In 1982, however, the success of the KFAC broadcasts was so apparent that I dropped all newspaper advertising and put the money into outright commercials for Trader Joe' s. These were broadcast on demographically suited radio stations: mostly all-news or all-classical. This is still the pattern followed by Trader Joe' s. KFAC出售这些 "美酒佳肴"航空公司、银行，甚至超市都花钱在这些广播上打广告。我觉得这很有趣，这对我们的形象肯定没有坏处。除此之外，乔氏贸易商行的广告仅限于《无畏摩天轮》（Fearless Flyer）、一个规模很小的报纸节目，以及我在整个南加州举办的讲座和品酒会。1982 年，KFAC 广播取得了巨大成功，我放弃了所有报纸广告，将资金直接投入到乔氏贸易公司的广告中。乔氏贸易公司一直沿用这种模式。
About the format of the sixty-second radio spots, which has attracted a lot of attention in media circles: I think that most radio commercials are terrible. They have too many "production values." Even worse, they issue commands to the listener: "Buy this!" "Shop now!" "Hurry!" 关于六十秒广播广告的形式，这在媒体界引起了广泛关注：我认为大多数广播广告都很糟糕。它们有太多的 "制作价值"。更糟糕的是，它们向听众发出指令："买这个！""现在就买！""快点！"
One should never use a mandatory sentence in addressing a customer; should never give orders. The subliminal message of a Trader Joe” s commercial is, "We” re gonna be around for a long time. If you miss out on this bargain, there' 11 be another. If you have the time and inclination 在对顾客讲话时，永远不要使用强制性句子；永远不要发号施令。乔氏超市广告的潜台词是："我们将长期存在。如果你错过了这次便宜，还会有下一次。如果您有时间和意愿
Most supermarket radio spots are paid for by cooperative advertising allowances from manufacturers. The supermarkets jam as many brands into sixty seconds as possible, because it maximizes their revenue. Information be damned! In sharp contrast, each Trader Joe' s spot was devoted to a sing1e product, about which we tried to develop a story. And we refused to accept any advertising revenue from any manufacturer. (The same was true of the Fearless Flyer.) These policies were absolutely unique in retailing and lent a quiet legitimacy to the advertising. 大多数超市广播插播广告的费用都来自制造商的合作广告补贴。超市在六十秒内尽可能多地塞进品牌，因为这样可以最大限度地增加收入。信息才是最重要的！与此形成鲜明对比的是，乔氏超市的每个插播广告都只针对一种产品，我们试图为这种产品编写一个故事。我们拒绝接受任何制造商的广告收入。(这些政策在零售业中绝对是独一无二的，为广告增添了一种无声的合法性。
The tagline "thanks for listening," which has been so copied and admired, derived from the successful 1976 senatorial campaign of S. I. Hayakawa. Hayakawa was a professor of linguistics at San Francisco State University "感谢聆听 "这一标语被广泛效仿和推崇，它源自 1976 年 S. I. Hayakawa 成功的参议员竞选活动。早川是旧金山州立大学的语言学教授
(before he became university president). He knew how to use the English language. The calm manner of his radio commercials, his thanking the listener for staying tuned, really impressed me and, six years later, provided the chassis and the closer for Trader Joe' s commercials. (在他成为大学校长之前）。他知道如何使用英语。他在广播广告中表现出的平和态度，以及他对听众保持收听的感谢，给我留下了深刻印象，六年后，他为乔氏集团的广告提供了底盘和结尾。
We used the commercials to keep us in front of the public between editions of the Fearless Flyer. We didn' t do both at the same time, or else the stores would have been overwhelmed with business. In short, the radio commercials were and are extremely effective. In the course of this, my voice became one of the best known in California. 我们利用广告让我们在《无畏传单》发行的间歇期出现在公众面前。我们没有同时做这两件事，否则商店的生意就会忙不过来。总之，广播广告过去和现在都非常有效。在这个过程中，我的声音成为加州最著名的声音之一。
Public Television 公共电视台
The audience for Channe1 28, the PBS station in Los Angeles, was demographically perfect for Trader Joe’ s. In those days, however, PBS did not accept overt commercials. Alice had been quite active as a volunteer at the station. Through her contacts, we made arrangements to sponsor reruns of shows that tied to Trader Joe' s, such as the Julia Child shows, The Galloping Gourmet, and Barbara Wodehouse' s series on training dogs, which proved very effective! These reruns were not expensive compared with sponsoring first-runs and they had very good audiences. All we got was a "billboard" announcing that Trader Joe' s was sponsoring the show, but this was a cost-effective way of building our presence in the community. 但在当时，公共广播公司不接受公开的广告。爱丽丝一直是该电视台相当活跃的志愿者。通过她的关系，我们安排赞助重播与乔氏食品相关的节目，如朱莉娅-蔡尔德（Julia Child）的节目、《驰骋美食家》（The Galloping Gourmet）和芭芭拉-伍德豪斯（Barbara Wodehouse）关于训练狗的系列节目！与赞助首轮节目相比，这些重播节目的费用并不昂贵，而且收视率非常高。我们得到的只是一块 "广告牌"，宣布乔氏超市赞助了该节目，但这是我们在社区建立影响力的一种经济有效的方式。
Another way we promoted ourse1ves on pub1ic TV was to 我们在公共电视上宣传自己的另一种方式是
"man the phones" during pledge drives. Our employees, led by Robin Guentert who was running advertising at that time (Robin became one of the most important members of store supervision after 1982, then President of Trader Joe' s in 2002), would show up en masse at the station. They loved being on TV, and we got the publicity. 在认捐活动中 "值守电话"。我们的员工，在当时负责广告业务的罗宾-古恩特（Robin Guentert，1982 年后罗宾成为商店监管部门最重要的成员之一，2002 年成为乔氏集团总裁）的带领下，会集体出现在电视台。他们喜欢上电视，我们也得到了宣传。
Promoting through Nonprofits 通过非营利组织进行宣传
Most retailers, when they' re approached by charities for donations, do their best to stiff-arm the would-be donees, or ask that a grueling series of requirements need to be met. In general they hate giving except to big, organized charities like United Way, because that way they escape being solicited by all sorts of uncomfortable pressure groups. At the very beginning of Trader Joe' s, however, we adopted a policy of using non-profit giving as an advertising and promotional tool. We established these policies: 大多数零售商在接到慈善机构的捐赠请求时，都会竭力刁难受捐赠者，或者要求他们满足一系列苛刻的要求。一般来说，除了像 United Way 这样的大型、有组织的慈善机构，他们都不喜欢捐款，因为这样他们就可以逃避各种令人不舒服的压力团体的索求。然而，在乔氏超市成立之初，我们就采取了一项政策，将非营利性捐赠作为一种广告和促销工具。我们制定了这些政策：
Never give cash to anyone. 永远不要给任何人现金。
Never buy space in a program. That is money thrown away. 永远不要在程序中购买空间。那是浪费钱。
Give freely, give generously, but only to nonprofits that are focused on the overeducated and underpaid. Any museum opening, any art gallery opening, any hospital auxiliary benefit, any college alumni gathering, the American Association of University Women, the Assistance League, any chamber orchestra benefit-their requests got a very warm welcome. But nothing for Little League, Pop Warner, et al.; that was not what Trader Joe' s was about. (We did, however, quietly give food to homes for battered women, the regional food banks, etc. Whenever the freezers went down and we were concerned about the safety of the food, we gave it to the Humane Society.) 自由捐赠，慷慨解囊，但只捐赠给那些关注受教育程度过高和收入过低人群的非营利组织。任何博物馆的开幕式、任何艺术画廊的开幕式、任何医院的辅助活动、任何大学校友会、美国大学妇女协会、援助联盟、任何室内乐团的活动，他们的请求都会受到热烈欢迎。但是，小联盟、流行华纳（Pop Warner）等组织的要求却得不到满足，因为那不是乔氏贸易公司的宗旨。(不过，我们还是悄悄地向受虐妇女之家、地区食品银行等捐赠了食品）。每当冰柜坏了，我们担心食物的安全时，我们就把食物送给人道协会）。
What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower' s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization' s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn' t want credit in the program, as we knew the 我们主要提供的是葡萄酒。尤其是在 1973 年我们获得了葡萄酒种植大师执照，使这一活动合法化（！）之后。大多数请求都是女性（而非男性）提出的，她们受各自组织的委托，以某种方式为某项活动提供葡萄酒。我们的特色是从一开始就热情接待她们。我们要的只是组织的 501c3 编号，以及她们想在哪家商店取酒。我们想让那位女士和她的朋友成为我们的客户。但我们不希望在项目中赊账，因为我们知道
word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. 那位感激涕零的女士在给我们打电话之前，可能已经被六个市场拒绝了。
Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. 每个人都想要香槟。我们坚决拒绝捐赠，因为与静止葡萄酒相比，起泡葡萄酒的联邦消费税太高了。
To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe' s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That' s what it was, and it was advertising of the most productive sort. 为了减轻经理们的压力，我们最终将捐赠工作集中到了办公室。我离开 Trader Joe's 时，帕特-圣约翰（Pat St. John）已经建立了一个专门的 Macintosh 文件，用来处理我们一年内要捐赠给的三百个组织。我把所有这些都记入了广告费用。这就是广告，而且是最有成效的广告。
Giving Space on Shopping Bags 在购物袋上留出空间
One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe' s. We even localized the bags, customizing them for the San Diego, Los Ange1es, and San Francisco market areas. 最能打动非营利组织的方法之一，就是在我们的购物袋上印上他们的节目单。因此，每年我们都会印上洛杉矶歌剧院即将到来的演出季，或亨廷顿图书馆即将举办的展览，或圣地亚哥交响乐团的演出季等。仅仅是印刷这些广告材料，我们就赢得了该组织所有成员的支持，并经常使演出季或活动取得成功。我们最大的问题是如何分配购物袋上的空间。我们想要的只是歌剧院、交响乐团、博物馆等机构提供的可上镜的广告材料。我们甚至将购物袋本地化，为圣地亚哥、洛杉矶和旧金山市场定制购物袋。
Several years after I left, Trader Joe' s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small 我离开几年后，乔氏超市放弃了这一做法，因为他们将业务扩展到亚利桑那州、华盛顿州等地后，管理起来太复杂了，而且他们也不再需要我的妻子爱丽丝去干扰音乐和艺术团体的工作。这为小型
retailers in local areas, and I strongly recommended it to them. 我强烈推荐给当地的零售商。
In 1994, while running the troubled Petrini' s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums. 1994 年，在旧金山经营陷入困境的 Petrini's Markets 时，我为旧金山芭蕾舞团和几家博物馆做了同样的尝试，同样取得了成功。
Promoting through Personal Appearances 通过个人露面进行宣传
My staff gave dozens of wine tastings made legal by that 1933-issue Master Wine Grower' s license, tastings that were key in building the reputation of an unknown retailer. 凭借 1933 年颁发的葡萄酒种植大师执照，我的员工们举办了数十场合法品酒会，这些品酒会对一个名不见经传的零售商建立声誉起到了关键作用。
As the unknown retailer became better known, I was asked to give lectures, either on marketing or management or food and wine, at the rate of six or so per year, which I squeezed into my schedule. I still give lectures, even though I have no direct commercial incentive, but like the KFAC broadcasts, I don' t like to do the same lecture more than once. The discipline of having to prepare for an audience forces me to pull together my current thoughts on a subject, whether the French paradox or The Little Ice Age or glass manufacturing, and make those thoughts more or less coherent. As I noted earlier, this book is the result of a talk I gave to the Culinary Historians Society in March 1998. 随着无名零售商的知名度越来越高，我被邀请举办讲座，内容或是市场营销，或是管理，或是美食美酒，每年大约有六次，我都是挤时间去做的。尽管我没有直接的商业动机，但我仍然会举办讲座，不过就像 KFAC 广播一样，我不喜欢多次举办同一个讲座。必须为听众做准备的纪律迫使我把我目前对某个主题的想法集中起来，无论是法国悖论、小冰河时期还是玻璃制造，并使这些想法或多或少地连贯起来。如前所述，本书是我 1998 年 3 月在烹饪史学家协会演讲的成果。
Word of Mouth: the Power of True Believers 口碑：真正信徒的力量
As everyone knows, word of mouth is the most effective advertising of all. Or, when in my cups, I have been known to say that there' s no better business to run than a cult. Trader Joe's became a cult of the overeducated and underpaid, partly because we deliberately tried to make it a cult once we got a handle on what we were actually doing, and partly because we kept the implicit promises with our clientele. 众所周知，口碑是最有效的广告。在我的杯子里，我曾说过，没有比邪教更适合经营的生意了。Trader Joe's 之所以成为受教育程度过高、收入过低的人的崇拜对象，部分原因是我们在了解自己的实际工作后，有意将其变成一种崇拜，部分原因是我们信守了对顾客的隐性承诺。
I used to work every Thanksgiving Day in one of the stores. They only let me bag, because I had lost all my checker skills. One Thanksgiving, a woman came in and asked for bourbon. I told her that we had none, because we had not been able to make the right kind of deal (this was after the end of Fair Trade, when we were deep in the Mac the Knife mode). "That' s all right," she exclaimed. "I know what you' re trying to do for us!" Note the us. 我以前每年感恩节都在一家商店工作。他们只让我装袋，因为我已经完全失去了收银员的技能。有一年感恩节，一位女士进来要波旁酒。我告诉她，我们没有波旁酒，因为我们没有做成合适的交易（那是在公平贸易结束之后，我们还沉浸在 "麦克刀 "模式中）。"没关系，"她感叹道。"我知道你想为我们做什么！"注意 "我们"。
There aren' t many cult retailers who successfully retain their cult status over a long period of time. A couple in California are In 'n Out Burger and Fry' s Electronics. But across America, in every town, there' s a particular donut shop, pizza parlor, bakery, greengrocer, bar, etc., that has a cult following of True Believers. The old Petrini' s of the 1950s and 1960s had that status when it came to meat. Brooks Bros had that status until the 1970s. S. S. Pierce in Boston was another. But all of them failed to keep the faith. Beware of ever betraying the True Believers! The fury of a woman scorned is nothing compared with that of a betrayed cultee. 成功地长期保持其受崇拜地位的零售商并不多。加利福尼亚的 In 'n Out Burger 和 Fry's Electronics 就是其中的两家。但在全美，在每个城镇，都有一家特别的甜甜圈店、披萨店、面包店、杂货店、酒吧等，它们都拥有一群虔诚的信徒。上世纪五六十年代的老 Petrini's 在肉类方面就拥有这样的地位。布鲁克斯兄弟（Brooks Bros）直到 20 世纪 70 年代都是如此。波士顿的 S. S. Pierce 是另一家。但他们都没能坚守信仰。谨防背叛真正的信徒！被蔑视的女人的愤怒，比不上被背叛的信徒的愤怒。
10
Hairba11s
No one is ever held as an example of goodness or badness in Shakespeare; He presents . . . a philosophy of wondering at the world without looking for easy answers, looking for some other easy way out. He shows us that there is none, but that you can laugh just the same. 在莎士比亚笔下，没有一个人是好是坏的典范；他展现的是......一种不寻找简单答案，不寻找其他简单出路，而对世界充满好奇的哲学。他告诉我们，根本就没有，但你一样可以笑。
-Sir Ian McKellen, interviewed in the LA Times, December 3, 1983 伊恩-麦凯伦爵士，接受《洛杉矶时报》采访，1983 年 12 月 3 日
A11 businesses have problems. It' s the problems that create the opportunities. If a business is easy, every simple bastard would enter it. In a sense, that was my problem with Pronto: the only barrier to entry in the "bantam market" field was capital. Anyone with enough capital could and did enter the field until overdevelopment caused the entire opportunity to crash and burn in the 1980s, leaving it in the hands of those with the most capital, like the oil companies. A11 企业有问题。问题创造机会。如果一个行业很容易做，那么每个简单的混蛋都会进入这个行业。从某种意义上说，这就是我在 Pronto 公司遇到的问题：进入 "小童市场 "领域的唯一障碍就是资本。任何有足够资本的人都可以进入这个领域，而且也确实进入了，直到 20 世纪 80 年代，过度开发导致整个机会崩溃和燃烧，使其掌握在那些拥有最多资本的人手中，如石油公司。
The crash of department stores at about the same time was different. Department stores are complex creatures. More than just capital is needed for success, namely, management smarts. Only a few managements, those of Nordstrom' s and Dillard' come to mind, were able to negotiate well the treacherous waters of retailing in the period 1986-1995. Sears barely pulled itself out while Montgomery Ward crashed and burned. 与此同时，百货公司的崩溃则有所不同。百货公司是一种复杂的生物。要想取得成功，需要的不仅仅是资金，还有管理智慧。在 1986-1995 年期间，只有少数几家百货公司的管理层，如 Nordstrom's 和 Dillard' ，能够在零售业的波涛汹涌中游刃有余。西尔斯百货公司（Sears）勉强摆脱困境，而蒙哥马利-沃德（Montgomery Ward）则一蹶不振。
My point is that a businessperson who complains about problems doesn' t understand where his bread is coming from. So by hairballs I don' t mean those fundamental issues such as demand, supply, competition, labor, capital, etc., which create the matrix of a business. By hairballs, I mean those wholly unnecessary thorns that come unexpectedly. Their greatest danger is that they consume management stamina that is needed to deal with the Matrix Issues. 我的观点是，抱怨问题的商人并不了解他的面包从何而来。因此，我所说的 "毛球 "并不是指那些基本问题，如需求、供应、竞争、劳动力、资本等，这些问题构成了企业的基体。我所说的 "毛球 "是指那些完全不必要的、突如其来的刺。它们最大的危险在于，会消耗管理者处理矩阵问题所需的精力。
The Department of Labor Audit 劳工部审计
Bureaucrats shuff1e not paper
but people.
-Herbert Sch1ossberg, Idols
for Destruction: Christian
Faith and its Confrontation
with American Society
Here' s an example of a hairball we choked on: a U.S. Department of Labor audit of our pay practices. There had been no employee complaint to the Department. We were paying the highest incomes in retailing. And yet, in October 1970, just as we were trying to solve the deep recession, which I described in the chapter "Uncorked!," an auditor sudden1y appeared at our offices and demanded to see every document that pertained to wages and hours for the past three years! 这里有一个我们被噎住的例子：美国劳工部对我们的薪酬做法进行了审计。没有任何员工向劳工部投诉。我们支付的收入是零售业中最高的。然而，1970 年 10 月，正当我们努力解决我在 "开瓶！"一章中描述的严重衰退问题时，一位审计员突然出现在我们的办公室，要求查看过去三年中与工资和工时有关的每一份文件！
Remember, we were still a tiny company in 0ctober 1970. We had not yet married the health food store to the party store. The Fearless Flyer had barely taken wing. 请记住，1970 年 10 月，我们还是一家小公司。我们还没有把健康食品店和派对用品店结合起来。无畏飞行者 "刚刚展翅高飞。
The fact that the audit came out of left field made us suspect that a competitor had a relative in the Department of Labor. This is not paranoia. Time and again when we tried to get a liquor license in a particular location, competitors instigated phony "protests" to the Department of Alcoholic 审计突然出现，让我们怀疑竞争对手在劳工部有亲戚。这不是妄想症。当我们试图在某地获得酒类经营许可证时，竞争对手曾多次煽动我们向酒类管理局提出虚假的 "抗议"。
Beverage Control. That sort of thing is so common that I consider it a Matrix Problem. But a Department of Labor audit is not common: they just don' have that many field auditors. I don' t mean to imply that the auditor himself had special ties to competitors. The auditor just goes and does what he' s told by somebody at HQ. 饮料控制。这种事情很常见，我认为这是一个矩阵问题。但劳工部的审计并不常见：他们只是没 有那么多的现场审计员。我无意暗示审计员本人与竞争对手有特殊关系。审计员只是按照总部某人的吩咐去做。
Briefly, during the previous three years, we had paid millions of dollars in wages. As a result of the audit, we wound up paying an extra for some unrecorded time worked. So you can see we were really quite clean. 简而言之，在前三年中，我们支付了数百万美元的工资。审计的结果是，我们为一些未记录的工作时间额外支付了 。所以，你可以看到，我们真的很清白。
But first we had to persuade the auditor that the 1937 Supreme Court ruling-the one described in "The Guns of August" chapter-applied to our "nonexempt" employees; that is, the ones who must be paid by the hour according to the Fair Labor Standards Act. This was not easy. The poor auditor had never encountered this ruling before in his career. To this day, as Trader Joe' s enters new states, the method of compensation has to be justified to the state authorities over and over again. 但首先，我们必须说服审计员，1937 年最高法院的裁决--即 "八月的枪声 "一章中描述的裁决--适用于我们的 "非豁免 "员工，即那些必须根据《公平劳动标准法》按小时支付工资的员工。这并不容易。可怜的审计员在他的职业生涯中从未遇到过这种裁决。时至今日，当乔氏贸易公司进入新的州时，必须一次又一次地向州当局说明补偿方式的合理性。
Hairballs: Their greatest danger is that they consume management stamina that is needed to deal with the Matrix Issues. 毛球：它们最大的危险是消耗管理者处理矩阵问题所需的体力。
But, even after accepting our 1937 Supreme Court method, the Department alleged that our assistant managers (First Mates) were "nonexempt” under the 1935 Fair Labor Standards Act. We considered them salaried, that is, part of management, and had not kept track of their hours or paid them by the hour. Although assistant managers are "exempt" in several fields of retailing, the California supermarkets had signed union contracts, which required that assistant managers be paid by the hour. Using this precedent, the Department claimed we were in violation of the law. 但是，即使在接受了 1937 年最高法院的方法之后，该部仍声称，根据 1935 年《公平劳动标准法》，我们的助理经理（大副）是 "非豁免 "人员。我们认为他们是受薪人员，即管理层的一部分，并且没有记录他们的工作时间或按小时支付工资。虽然助理经理在零售业的多个领域属于 "豁免 "人员，但加利福尼亚超市与工会签订了合同，要求助理经理按小时计酬。根据这一先例，该部门声称我们违反了法律。
Please understand that, if anything, the assistants made more money under our system than if they had been "nonexempt." But if we were in violation of the law, treble damages could have been levied by the Department. 请理解，如果说在我们的制度下，助理们比 "非豁免 "的情况下挣得更多的话。但如果我们违反了法律，该部可能会征收三倍赔偿金。
Thank God for our attorney in this matter. He taught me to calm down (I went ballistic-a term not yet in use in 1970) and read the regulators' own rule book. (That same year, in Patton, George C. Scott, beating the German tanks in Tunisia, cried, "I' ve read your goddamned book, Rommel!") Our lawyer read their book, comma by comma, on the definition of "exempt," and we began to build our case. 感谢上帝，在这件事上有我们的律师。他教我冷静下来（我发疯了--1970 年还没有这个词），读一读监管者自己的规则书。(同年，在《巴顿》中，乔治-C-斯科特（George C. Scott）在突尼斯痛击德国坦克时喊道："我读过你那本该死的书，隆美尔！"）。我们的律师阅读了他们关于 "豁免 "定义的书，一个逗号一个逗号地读，然后我们开始立案。
We went to a Senior Leve1 hearing with the Department. I confess that I got overheated, pounded the table, and shouted that I would take the case to the Supreme Court, but it was Ray' s meticulous work that won the day. 我们参加了教育部举行的高级一级听证会。我承认我当时太激动了，拍着桌子大喊要把这个案子告到最高法院去，但最终还是雷一丝不苟的工作赢得了胜利。
Months later, I happened to encounter the Department' s field auditor in a coffee shop. We shook hands and he said very quietly, "We think you handled yourself very well in that matter." I consider this one of the most memorable compliments I have ever received. But had those treble damages been levied against us, we would have been brought close to financial failure. Some hairball! 几个月后，我在一家咖啡馆碰巧遇到了该部门的现场审计员。我们握了握手，他非常平静地说："我们认为你在这件事上处理得很好。我认为这是我得到过的最难忘的赞美之一。但是，如果对我们征收三倍赔偿的话，我们的财务就会濒临破产。一些毛球
After that I became somewhat of a connoisseur of the Fair Labor Standards Act, and of California' s Labor Department' s own interpretations of it. This knowledge has served me in good stead in all the companies I ran post-Trader Joe' s and in all my consulting work. 从那以后，我成为了《公平劳动标准法》以及加州劳工部对该法解释的行家。这些知识让我在乔氏交易商之后经营的所有公司以及我的所有咨询工作中都得心应手。
Final1y, in looking back on government regulators of those days, and on the fascist laws (see the first chapter on milk laws) they were sometimes called on to enforce, and on the sales managers of the corrupt creameries, I want to comment: I felt sorry for them. 最后，在回顾当时的政府监管人员、他们有时被要求执行的法西斯法律（见关于牛奶法的第一章）以及腐败的奶制品厂的销售经理时，我想说几句：我为他们感到遗憾。
Most of these men were in their fifties, born about 1900. They had spent their thirties in the Great Depression when jobs were hard to find, and if you ever got one you never left it. Now they were running out their terms, hoping to make it to retirement, "playing the game." They were a 这些人中的大多数都在 50 岁左右，大约出生于 1900 年。他们三十多岁时正值经济大萧条，工作难找，有了工作就再也找不到了。现在他们的任期快到了 希望能在退休前 "玩完游戏"他们是
different kind of Willy Loman (also born about 1900) but more common and more real than Arthur Miller' s character. 威利-罗曼（Willy Loman，也出生于 1900 年左右）是个与众不同的人物，但比阿瑟-米勒笔下的人物更常见、更真实。
I remember one creamery sales manager so grizzled that he had lines on his wrinkles, a Dorian Gray with no surrogate in the attic. Young and bumptious, trying to make the newborn Pronto look good to Rexal1, I asked for both illegal fixture financing and illegal discounts on milk. "You can' t milk both ends of the cow, Joe, " he replied softly. 我记得有一位奶制品销售经理灰头土脸，皱纹上都是纹路，就像阁楼上没有代孕的多里安-格雷。他年轻气盛，想让刚出生的 Pronto 在 Rexal1 看来不错，于是我向他提出了非法固定融资和非法牛奶折扣的要求。"你不能两头都挤奶，乔，"他轻声回答。
When I was young, all the institutions were staffed with these Depression-scarred men-banks, utilities, railroads, most government bureaus, even letter-carriers. In many cases, they were overqualified for the work they performed and as a result the institutions tended to perform we1l. This is an aspect of the Truman-Eisenhower years-years that now seem islands of calm-that is overlooked. 在我年轻的时候，所有机构的工作人员都是这些在大萧条中饱受摧残的人--银行、公用事业、铁路、大多数政府部门，甚至是送信员。在很多情况下，他们的工作能力超出了他们所从事的工作，因此机构的业绩往往很差。这是杜鲁门-艾森豪威尔时期的一个被忽视的方面。
The Worst Hairbal1 of My Career: The United Farm Workers' Secondary Boycott 我职业生涯中最糟糕的头发1联合农场工人的二次抵制活动
Shortly before Thanksgiving, 1971, not long after the Department of Labor audit had been concluded and my blood pressure was slowly dropping, a representative of the United Farm Workers showed up unannounced at our office and delivered an ultimatum: either we drop the wines of the Napa Valley Eight wineries-wineries, he said, they were trying to organize-or they would picket our stores. 1971 年感恩节前不久，就在劳工部的审计刚刚结束，我的血压也在慢慢下降的时候，农场工人联合会的一名代表突然出现在我们的办公室，并下达了最后通牒：要么我们放弃纳帕谷八大酒庄的葡萄酒--他说，他们正试图组织起来--要么他们就会纠察我们的商店。
This had nothing to do with table grapes. We did not carry produce in our stores to any extent in those days, and I was totally opposed to selling table grapes, union or non-union, because table grapes are the largest single cause of slipand-fall accidents in grocery stores. 这与鲜食葡萄无关。那时候，我们的商店里没有任何农产品，我完全反对销售鲜食葡萄，不管是工会的还是非工会的，因为鲜食葡萄是造成杂货店滑倒事故的最大原因。
The Central Valley was where, several years before 1971, Cesar Chavez set out to organize vineyard workers. His headquarters were in Delano, in the heart of the Valley. Most of the grapes grown there were "table grapes," mostly 在 1971 年之前的几年里，中央山谷是塞萨尔-查韦斯开始组织葡萄园工人的地方。他的总部设在山谷中心的德拉诺。那里种植的大部分葡萄都是 "鲜食葡萄"，主要包括
Thompson Seedless. Those Central Valley grapes, however, can 汤普森无籽葡萄。然而，这些中央山谷的葡萄可以
wind up in three different uses: on the table, or as raisins, or as wine. Much of the cheapest California wine, especially cheap "champagne," is made from Central Valley Thompson Seedless. 汤普森无籽葡萄有三种不同的用途：摆上餐桌、做葡萄干或酿酒。加州最便宜的葡萄酒，尤其是便宜的 "香槟"，大多是用中央谷汤普森无籽葡萄酿造的。
Just two years before this UFW incident, I had heard Ernest Gallo give a fascinating lecture on the intimate price linkage among these three end uses. If, for example, the raisin crop failed in the Middle East, the price of California raisins jumped, leaving fewer Central Valley grapes to be made into wine or to be sold as table grapes. 就在这次 UFW 事件的两年前，我曾听欧内斯特-加洛（Ernest Gallo）做过一次精彩的演讲，讲述了这三种最终用途之间密切的价格联系。举例来说，如果中东地区的葡萄干歉收，加州葡萄干的价格就会飙升，这样一来，中央山谷的葡萄就会减少，无法酿成葡萄酒或作为食用葡萄出售。
If the UFW wanted to organize wine vineyards, the greatest single potential was those Thompson Seedless vineyards near Delano. In those days, that was the source of about 60 percent of all California wine. A secondary boycott of the wines that came from the Central Valley, therefore, would have had a real impact. 如果工联想组织酿酒葡萄园，最有潜力的就是德拉诺附近的汤普森无籽葡萄园。当时，加州约 60% 的葡萄酒都产自那里。因此，对来自中央山谷的葡萄酒进行二次抵制将产生真正的影响。
The grapes grown in the premium counties of Napa, Sonoma, and Mendocino have only one destiny: wine. Cabernet Sauvignon, Chardonnay, and Riesling make lousy table grapes or raisins because they have too many seeds and too little f1esh: the berries are quite small. The typical crop is four tons to the acre, far too small for the efficient production of table grapes, which in the hot climate of the Central Valley and Imperial Valley runs more like fourteen tons to the acre. 纳帕、索诺玛和门多西诺等优质产区种植的葡萄只有一个命运：酿酒。赤霞珠、霞多丽和雷司令酿制的鲜食葡萄或葡萄干很糟糕，因为它们的种子太多而果肉太少：浆果非常小。一般每英亩的产量为四吨，这对于高效生产鲜食葡萄来说太小了，在气候炎热的中央山谷和帝王谷，每英亩的产量约为十四吨。
Yet, here we get an ultimatum from a branch or perhaps a splinter group of the UFW: drop certain brands, because they were going to organize the wineries! Neither Cesar Chavez nor Dolores Huerta seemed to be directly involved. 然而，在这里，我们收到了来自 UFW 的一个分支，或许是一个分裂组织的最后通牒：放弃某些品牌，因为他们要组织酒厂！塞萨尔-查韦斯（Cesar Chavez）和多洛雷斯-韦尔塔（Dolores Huerta）似乎都没有直接参与。
On the face of it, the ultimatum was absurd, because some of the challenged wineries owned no vineyards. And the UFW was an agricultural union. Because farmworker unions were never covered by federal labor laws, it was okay for them to organize a "secondary boycott," which their picketing of Trader Joe' s would be. If the UFW were an industrial union, it would not be legal for them to picket. Presumably they wanted to force the Napa Valley Eight to buy grapes only from 从表面上看，最后通牒是荒谬的，因为一些被质疑的酒庄并不拥有葡萄园。而 UFW 是一个农业工会。因为农民工工会从来不在联邦劳动法的管辖范围内，所以他们可以组织 "二次抵制"，而他们对 Trader Joe's 的纠察行动就是 "二次抵制"。如果 UFW 是一个产业工会，他们的纠察行动就不合法。据推测，他们是想迫使纳帕谷八大酒庄只从以下公司购买葡萄
UFW-organized vineyards. But at that time there were no such vineyards in the Napa Valley. There aren' very many even today. UFW 组织的葡萄园。但当时纳帕谷还没有这样的葡萄园。即使在今天， ，这样的葡萄园也不多。
Upon receiving the ultimatum, we called the Napa Valley Eight to find out what was happening. For some of them, this was the first they heard about the boycott! For others, the workers within the winery were organized by industrial unions -the Machinists or the Teamsters-whose jobs now were sudden1y threatened. 收到最后通牒后，我们致电纳帕谷八大酒庄了解情况。对其中一些人来说，这是他们第一次听说抵制行动！对于其他一些人来说，酒厂内的工人是由工业工会组织的--机械师工会或卡车司机工会--他们的工作现在突然受到了威胁。
It turned out that the attack on us was organized and led by young seminarians from the Union Theological Seminary in New York. This is why I will now put quotation marks around UFW. The whole thing was irrational and we told the UFW so. 原来，对我们的攻击是由纽约联合神学院的年轻神学生组织和领导的。这就是为什么我现在要给和睦家打引号。整件事都是不合理的，我们也是这样告诉和睦家的。
Apparently the UFW decided to attack Trader Joe' s because we were known for carrying the biggest range of branded California wines. We were so small, however, that the loss of our sales would hardly have been noticed by the biggest of the Napa Valley Eight like Korbel and Robert Mondavi. (Korbe1 and some of the others aren' even in the Napa Valley, but never mind. ) 显然，联合工会决定攻击乔氏贸易商行，因为我们以销售品种最多的加州品牌葡萄酒而闻名。然而，我们的规模太小，纳帕谷八大酒庄中最大的几家如 Korbel 和 Robert Mondavi 几乎不会注意到我们的销售损失。(Korbe1 和其他一些公司甚至都不在纳帕谷 ，不过没关系）。)
But the picketers showed up in force at each of our stores, just a couple of days before Thanksgiving, and tried to disrupt our sales throughout the entire, critical holiday season. They stayed through New Year' s Eve. 但是，就在感恩节前几天，纠察队大摇大摆地出现在我们的每一家商店，并试图在整个重要的节日期间扰乱我们的销售。他们一直闹到除夕夜。
And yes, there were incidents. Arson in the trash bins. Tires slashed. Employees being bumped, and bumping back. These clowns were threatening our high-wage jobs! Customers were bumped and assaulted with placards alleging that Trader Joe” s products were "full of piss and pesticide," a term that, I regret to say, lingers in our family' s lexicon. Customers shouted back. (One faithful customer, a ninetypound blonde, made a point of crossing the picket lines every day, giving the International Sign.) We had no difficulty with Teamster deliveries, of course, because the UFW is not an industrial union. 是的，发生过一些事件。在垃圾桶里纵火。轮胎被划员工被顶撞，又被顶撞。这些小丑威胁着我们的高薪工作！顾客被殴打，他们举着标语牌，声称乔氏超市的产品 "充满了尿液和杀虫剂"，我很遗憾地说，这个词在我们家的词典里挥之不去。顾客们大声还击。(一位忠实的顾客，一位九磅重的金发女郎，每天都要穿过纠察线，打出国际手势）。当然，我们在团队成员送货时没有遇到困难，因为 UFW 不是一个行业工会。
Both we and the UFW began spending thousands of dollars on lawyers, depositions, photographic evidence, etc. Sales were 我们和 UFW 开始在律师、取证、照片证据等方面花费数千美元。销售额
hurting as we moved toward the crucial Christmas weekend. 在圣诞周末即将到来之际，我感到很受伤。
God Rest Ye Merry Gentlemen 愿上帝让快乐的绅士们安息
At this time we lived in San Marino, a high-income suburb where we had moved because of the excellence of the public schools. In this town of four thousand upscale houses, the UFW roared through on motorcycles, scattering thousands of leaflets, which attacked me personally. What did they hope to accomplish? To say the least, San Marino was the wrong audience. 当时我们住在圣马力诺，这是一个高收入的郊区，我们搬到这里是因为这里的公立学校非常好。在这个拥有四千幢高档住宅的小镇上，工联会骑着摩托车，撒下了数千份传单，对我进行人身攻击。他们希望达到什么目的呢？至少可以说，圣马力诺是一个错误的受众。
It was three nights before Christmas, 1971. Around our house were several dozen UFW picketers shouting and waving black eagle placards while the San Marino police watched uneasily but were unable, by law, to intervene. In our living room were two quite-polite young seminarians from the Union Theological Seminary. Only in part because of their brandnew, too-tight jeans were they crouched uneasily on our sofa, an ancient rattan object that Alice had found at a yard sale. The couch probably predated the dun-colored 1920s Axminster carpet in front of them, which I had bought at a bankruptcy sale for . 那是 1971 年圣诞节前的三个晚上。在我们家周围，几十名和睦家纠察队队员高喊着、挥舞着黑鹰标语牌，圣马力诺警察不安地注视着他们，但根据法律，他们无法进行干预。在我们的客厅里，有两名来自联合神学院的年轻神学院学生，他们相当有礼貌。他们不安地蹲在我们的沙发上，这套沙发是爱丽丝在旧货市场淘来的古老藤制品。这张沙发可能比他们面前那张上世纪 20 年代颜色灰暗的阿克明斯特地毯还要早，那是我在一次破产拍卖会上花 买的。
In the background, in the den, they could see our little kids coming and going, poking at the packages under this year' s Living Christmas Tree, a sad, twisted specimen of Abies concolor. I, Whole Earth Harry, had bought that tree, sight unseen, from Boy Scout Troop 355 and was, uh, surprised when I came home and found it. 在书房的背景里，他们可以看到我们的孩子们来来往往，在今年的活圣诞树下戳着包裹，那是一棵悲惨而扭曲的无花果树。这棵圣诞树是我，"大地哈利"，从童子军第 355 队买来的，当时看都没看就买了。
Clearly, the Evil Merchant Prince and his Bejeweled Consort (myself and Alice), who were sitting across from them, listening to their sermon on the evils of the Napa Valley Eight, fell short of their expectations. They had come to confront Ahab and Jezebel, but found only Fibber McGee and Mo11ie. 很显然，坐在他们对面听他们宣讲纳帕谷八大恶行的邪恶商人王子和他的珠宝妃子（我和爱丽丝）没有达到他们的预期。他们是来与亚哈和耶洗别对质的，却只找到了费伯-麦基和莫伊-11。
They should have suspected something was wrong on the way to the front door of this house, one of the more modest in 他们在前往这座房子前门的路上就应该怀疑出了什么问题。
this Capitalist Stronghold. Whole Earth Harry' s front yard had been replanted with endangered California plants bought from the Theodore Payne Foundation, just what you would expect a Whole Earth Harry to do. One reason, however, that those plants were endangered is that they were not very physically appealing. Our neighbors tolerated this obsession of mine because at least it was tidier than the sunflowers that had filled the front yard the previous summer. They also tolerated the side yard, which sported the Living Christmas Tree left over from Christmas, 1970, my first Christmas after going Green. 这个资本主义堡垒。哈里的前院重新种植了从西奥多-佩恩基金会购买的加利福尼亚濒危植物，这正是你所期望的哈里会做的事情。不过，这些植物濒临灭绝的原因之一是它们的外形并不十分讨人喜欢。我们的邻居容忍了我的这种痴迷，因为至少它比前一年夏天开满前院的向日葵整洁多了。他们也容忍了侧院，那里种着 1970 年圣诞节留下的活圣诞树，那是我变绿后的第一个圣诞节。
Slowly, their argument about why I should drop wines from the Napa Valley Eight Wineries (oops! it changed to the Napa Valley Seven Wineries, because God had sent word they should not include that gentle man, Hans Korne11, in the vendetta) died down. They rose from the ancient couch, we shook hands, wished each other a Merry Christmas, and they departed. After they left, our neighbors came and serenaded us with Christmas carols, one of my warmest memories of the years at Trader Joe' s. 慢慢地，他们关于为什么我应该放弃纳帕谷八大酒庄（哎呀！改成了纳帕谷七大酒庄，因为上帝传话，他们不应该把那个温和的汉斯-科恩11也算在内）的葡萄酒的争论渐渐平息了。他们从古老的沙发上站起来，我们握了握手，互祝圣诞快乐，然后他们离开了。他们走后，我们的邻居来了，给我们唱圣诞颂歌，这是我在乔氏超市最温馨的回忆之一。
Ten nights later, the picketers left our stores, after having spent six weeks trying to destroy our little company in an absurdly mismanaged endeavor. 十天后的晚上，纠察队离开了我们的商店，他们花了六个星期的时间，试图以荒唐的管理不善来摧毁我们的小公司。
Did we reach an accommodation with the UFW? Yeah, both sides signed agreements that dismissed the various lawsuits, sealed the depositions and all that expensive legal stuff. The UFW went off to picket Bullocks, a department store chain that then owned Ralphs Supermarkets. Another mismanaged effort, which lasted only a few days, and after that we heard no more about the Napa Valley Seven or any other effort to organize the premium wine counties, either the wineries or the vineyards. 我们和 UFW 达成和解了吗？是的，双方都签署了协议，驳回了各种诉讼，封存了证词和所有昂贵的法律文件。UFW 去了布洛克斯百货公司（Bullocks），这是一家当时拥有拉尔夫斯超市（Ralphs Supermarkets）的连锁百货公司。这又是一次管理不善的行动，只持续了几天，之后我们就再也没听说过纳帕谷七人会，也没听说过任何其他组织优质葡萄酒产区（无论是酒庄还是葡萄园）的行动。
The murmurs from the picketers, including speculations on the future safety of our children, didn' die away so quickly, however. We kept the kids under surveillance for the next six months. 然而，纠察队的杂音，包括对我们孩子未来安全的猜测，并没有 很快消失。在接下来的六个月里，我们一直对孩子们进行监视。
The Living Christmas tree, that sad, twisted specimen of Abies concolor, still lives in the side yard of the house in San Marino. Twelve years after the Seminarians visited us, we sold the house to some very tolerant, cultured people who had lived for several years in Japan. Perhaps where I saw on1y deformity, they see a bonsai. 那棵 "活圣诞树"，那棵悲惨而扭曲的 "无花果树"，现在还活在圣马力诺房子的侧院里。修院修士来访 12 年后，我们把房子卖给了一些非常宽容、有教养的人，他们曾在日本生活过几年。也许我看到的是畸形，而他们看到的是盆景。
Beyond Hairba11s
In late autumn 1976, the entire legal foundation on which all California grocers had built their businesses blew up. And that blowup resulted in the next version of Trader Joe' s, Mac the Knife. 1976 年深秋，加州所有杂货店赖以生存的整个法律基础瓦解了。这就是乔氏杂货店的下一个版本--"刀客麦克"。
SECTION 2 第 2 节
MAC THE KNIFE 小刀麦克
11
Mac the Knife 刀麦克
The economist, Joseph Schumpeter, was absolutely right: 经济学家约瑟夫-熊彼特是完全正确的：
Innovation is less an act of intellect than an act of will. 创新与其说是一种智力行为，不如说是一种意志行为。
-Michael Schrage, former technology editor for the Los Angeles Times, June 15, 1995 迈克尔-施拉格，《洛杉矶时报》前技术编辑，1995 年 6 月 15 日
And so we come to the third version of Trader Joe' s, the one that operated for at least the next twenty-one years. There is a lot of big, bold type in this chapter because we were sculptors taking the first big whacks off a chunk of extremely tough granite. The subtleties can come later. The creation of Mac the Knife was, above all, an "act of will" by my colleagues and me to survive. Late in 1976, we suddenly got two unsubtle surprises from the California bureaucracies: 于是，我们看到了乔氏超市的第三个版本，也就是至少在接下来的 21 年里一直在经营的那个版本。本章使用了大量粗体大字，因为我们是雕刻家，要从一大块极其坚硬的花岗岩上敲下第一块大石头。细微之处以后再说。小刀麦克》的创作首先是我和我的同事们为了生存的 "意志行动"。1976 年下半年，我们突然从加利福尼亚的官僚机构那里得到了两个不小的惊喜：
The state would no longer mandate minimum retail prices on milk, starting January 1, 1977. 从 1977 年 1 月 1 日起，该州将不再规定牛奶的最低零售价。
The state would drop the whole Fair Trade on alcohol program. 州政府将放弃整个酒类公平贸易计划。
The end of Fair Trade on alcohol and of Retail Price Maintenance on milk in 1977 - 78 created shocks so great that many grocers didn' t know what hit them. The radical consolidation of the supermarket industry during the next few years was the result of the lifting of those 1930s fascist 1977-78 年，酒类公平贸易和牛奶零售价格维持制度的终止造成了巨大的冲击，以至于许多杂货商都不知道自己受到了什么打击。在接下来的几年里，超市业进行了大刀阔斧的整合，这也是取消 20 世纪 30 年代法西斯主义的结果。
laws, but it was an unwelcome lifting for grocers who could not adapt to the new realities. 但是，对于无法适应新现实的杂货商来说，这是一次不受欢迎的提升。
For forty years supermarkets in California had operated on a simple formula: run weekend ads, promoting Best Foods Mayonnaise and Folgers coffee below cost to get the people in the door, and se11 them full-profit milk and alcohol. Sudden1y, we11, they didn' t know quite what to do. The guaranteed profit on milk was gone, sure, but they were slow in coming to grips with the end of Fair Trade on alcohol. Their sales began eroding, partly because Safeway, Von' and Lucky all tried experimental chains of discount liquor stores. (These all failed very soon except Liquor Barn, which lasted until Kohlberg Kravitz Roberts' s take-over of Safeway in 1986 caused it to be sold off. Later it went bankrupt.) Price competition was slow to emerge. Probably it was the Fourth of July Budweiser ads in 1978 that began to shake the industry. 四十年来，加利福尼亚州的超市一直按照一个简单的公式经营：在周末做广告，以低于成本的价格推销 Best Foods 蛋黄酱和 Folgers 咖啡，吸引顾客进门，然后再向他们出售全利润的牛奶和酒类。突然之间，他们不知道该怎么办了。当然，牛奶的保底利润没有了，但他们却迟迟无法接受酒类公平贸易的结束。他们的销售额开始下降，部分原因是 Safeway、Von' 和 Lucky 都在尝试开设折扣酒类连锁店。(这些连锁店很快都失败了，只有 Liquor Barn 还在继续经营，直到 1986 年 Kohlberg Kravitz Roberts 收购 Safeway，才将其出售）。后来它破产了）。价格竞争迟迟没有出现。可能是 1978 年国庆节的百威啤酒广告开始震动整个行业。
The retail grocery industry went through the same kind of "bends" that the airlines suffered in 1981 when they were deregulated, or that the electric utilities had suffered. Freedom can be an unwelcome thing. 零售杂货业经历了 1981 年航空公司放松管制时所遭遇的那种 "弯曲"，也经历了电力公用事业所遭遇的那种 "弯曲"。自由可能是一种不受欢迎的东西。
Within six weeks, our gross profit on milk went from 22 percent to 2 percent. Things like that tend to sober a guy. Fortunately, the end of Fair Trade on alcohol was being fought in the courts, and it was not finally abolished until 1978. This gave me time to develop the new operational parameters of Mac the Knife. 六周内，我们的牛奶毛利从 22% 降到了 2%。这样的事情往往会让一个人清醒过来。幸运的是，酒类公平贸易的终结正在法庭上进行抗争，直到 1978 年才最终废除。这让我有时间为 "麦克刀 "制定新的经营参数。
I had some idea of what had to be done, thanks to all we had been learning during the previous six years-from breaking Fair Trade on imported wine, developing private label California wine, and busting the price of health foods and cheeses. But to an extent we were just like a little kid running around while being kept from harm by a kiddie-keeper. We were "protected" by price controls on almost 50 percent of what we sold. Now we were ready to throw off the leash. 在过去的六年里，我们从打破进口葡萄酒的公平贸易到开发加州自有品牌葡萄酒，再到打压健康食品和奶酪的价格，我们学到了很多东西，因此我对必须要做的事情有了一定的了解。但在某种程度上，我们就像一个到处乱跑的小孩子，被一个看守小孩的人保护着。我们销售的几乎 50% 的产品都受到价格管制的 "保护"。现在，我们准备甩掉这条绳子了。
After chewing things over for two months with the key players-Leroy, Bob Berning, Gene Pemberton, and Frank Kono- 在与主要成员--勒罗伊、鲍勃-伯宁、吉恩-潘伯顿和弗兰克-科诺--商讨了两个月之后
I wrote a white paper in February 1977 outlining our answer to deregulation, a white paper I called the Five Year Plan , 77 . 我于 1977 年 2 月撰写了一份白皮书，概述了我们对放松管制的回应，这份白皮书被我称为《五年计划》（77）。
The Most Important Strategic Decision Was to Become a Genuine Retailer 最重要的战略决策是成为真正的零售商
The fundamental job of a retailer is to buy goods whole, cut them into pieces, and sell the pieces to the ultimate consumers. This is the most important mental construct I can impart to those of you who want to enter retailing. Most "retailers" have no idea of the formal meaning of the word. Time and again I had to remind myself just what my role in society was supposed to be. Many of the policy decisions for a retailer boil down to this: How closely should we stick to the fundamental retailing job? 零售商的基本工作是买进整件商品，将其切割成碎片，然后将碎片卖给最终消费者。这是我能传授给那些想进入零售业的人的最重要的心理结构。大多数 "零售商 "对这个词的正式含义一无所知。我不得不一次又一次地提醒自己，我在社会中应该扮演什么角色。零售商的许多决策都可以归结为这一点：我们应该在多大程度上坚持零售业的基本工作？
"Retail" comes from a medieval French verb, retailer, which means "to cut into pieces." "Tailor" comes from the same verb. 零售 "源于中世纪法语动词 "retailer"，意思是 "分割"。"裁缝 "也来自同一个动词。
The fact is that most so-called retailers don' want to face up to their basic job. In Pronto Markets we did everything we could to avoid retailing. We tried to shift the burden to suppliers, buying prepackaged goods, hopefully preprice-marked (potato chips, bread, cupcakes, magazines, paperback books) so we had no role in the pricing decision. The goods were ordered, displayed, and returned by outside salespeople. To this day, supermarkets fight with the retail clerks' union to expand their right to let core store work be done by outsiders. 事实上，大多数所谓的零售商都不 愿意面对自己的基本工作。在 Pronto Markets，我们想尽一切办法避免零售。我们试图将负担转嫁给供应商，购买预先包装好的商品，希望预先标好价格（薯片、面包、纸杯蛋糕、杂志、平装书），这样我们就不会参与定价决策。这些商品由外部销售人员负责订购、陈列和退货。时至今日，超市仍在与零售店店员工会争斗，以扩大他们的权利，让外来人员完成店内的核心工作。
Whole Earth Harry' s moves into wine and health foods had taken us quite a distance into genuine retailing. In our 哈里全地球公司进军葡萄酒和健康食品领域，使我们在真正的零售业上迈出了一大步。在我们的
cheese departments we were literally taking whole wheels and cutting them into pieces. I took this as an analogy for what we should do with everything we sold. Getting rid of all outside salespeople was corollary to the programs that would unfold during the next five years. In Mac the Knife, no outsiders of any sort were permitted in the store. All the work was done by employees. The closest thing to it that I see these days is Costco, which shares many features with Trader Joe' s. 奶酪部门，我们简直就是把整个车轮切成碎片。我以此来比喻我们应该如何处理我们销售的所有产品。辞退所有外来销售人员，是接下来五年中各项计划的必然结果。在《麦克刀》中，店里不允许任何外来人员进入。所有工作都由员工完成。如今，我看到的与之最接近的是 Costco，它与 Trader Joe's 有许多共同之处。
We fundamentally changed the point of view of the business from customer-oriented to buyer-oriented. I put our buyers in charge of the company. 我们从根本上改变了企业的观点，从以客户为导向转变为以买家为导向。我让我们的买方负责管理公司。
From 1958 through 1976, we tried to carry what the customers asked for, given the limits of our small stores and other operational parameters. Each store manager had great latitude in what was carried and from what supplier it was ordered. There was very little central distribution except for Trader Joe' s labeled California wines or imports. Each store probably had access to ten thousand stock keeping units (SKUs), of which about three thousand were actually stocked in any given week. 从 1958 年到 1976 年，考虑到我们的小商店和其他经营参数的限制，我们一直在努力满足顾客的需求。每家店的经理都有很大的自由度，可以决定经营什么，向哪个供应商订购。除了 Trader Joe 品牌的加州葡萄酒或进口葡萄酒外，几乎没有集中配送。每家店大概有一万个存货单位（SKU），其中大约有三千个单位在任何一周内实际入库。
By the time I left in 1989, we were down to a band of 1,100 to 1,500 SKUs, all of which were delivered through a central distribution system. The managers no longer had any buying discretion and there were no "DSDs, " or direct store deliveries. 到我 1989 年离开时，我们的产品种类已经减少到 1100 到 1500 种，所有产品都通过中央配送系统配送。经理们不再有任何采购自由裁量权，也没有 "DSD "或直接商店配送。
And along the way not only did we drop a lot of products that our customers would have liked us to sell, even at notoutstanding prices, but we stopped cashing checks in excess of the amount of purchase, we stopped all full-case discounts, and we persistently shortened the hours. We violated every received-wisdom of retailing except one: we delivered great value, which is where most retailers fail. 一路走来，我们不仅放弃了许多顾客希望我们出售的产品，即使价格并不突出，而且我们停止兑现超过购买金额的支票，停止了所有全箱折扣，并坚持不懈地缩短营业时间。我们违反了零售业的所有公认智慧，只有一条除外：我们提供了巨大的价值，而这正是大多数零售商失败的原因。
Key Elements of Five Year Plan ' 77 五年计划的关键要素 ' 77
What follows did not happen overnight. Among the guidelines set in February 1977 (remember, Fair Trade on alcohol was not finally ended unti1 1978) : 接下来的事情并非一蹴而就。在 1977 年 2 月制定的指导方针中（请记住，酒类公平贸易直到 1978 年 1 月才最终结束）......：
Emphasize edibles vs. non-edibles. I figured that the supermarkets would raise their prices on foods to make up for the newly reduced margins on milk and alcohol. This would give us all the more room to underprice them. During the next five years we got rid of film, hosiery, light bulbs and hardware, greeting cards, batteries, magazines, all health and beauty aids except those with a "health food" twist. We began to cut back sharply on soaps and cleaners and paper goods. The on1y non-edibles we emphasized were "tabletop" items like wineglasses, cork pullers, and candles. It was quite clear that we should put more emphasis on food and less on alcohol and milk. 强调食用与非食用的区别。我想，超市会提高食品价格，以弥补牛奶和酒类新减少的利润。这样一来，我们就有了更大的空间来压低价格。在接下来的五年里，我们卖掉了胶卷、袜子、灯泡和五金件、贺卡、电池、杂志、所有保健和美容用品，只有那些 "健康食品 "除外。我们开始大幅削减肥皂、清洁剂和纸制品。我们唯一强调的非食品是 "桌面 "用品，如酒杯、软木塞拉环和蜡烛。很明显，我们应该更加重视食品，减少酒类和牛奶。
Within edibles, drop all ordinary branded products like Best Foods, Folgers, or Weber' s bread. I felt that a dichotomy was developing between "groceries" and "food." By "groceries, " I mean the highly advertised, highly packaged, "value added" products being emphasized by supermarkets, the kinds that brought slotting allowances and co-op advertising allowances. By embracing these "plastic" products, I felt the supermarkets were abandoning "food" and the product knowledge required to buy and se11 it. But this position wasn' t entirely altruistic. The plan of February 20, 1977, declared, "Most independent supermarkets have been driven out of business, because they stupidly tried to compete with the big chains in plastic goods, in which the big chains excel.' 在食用产品中，放弃所有普通品牌产品，如 Best Foods、Folgers 或 Weber's 面包。我觉得 "杂货 "和 "食品 "之间正在形成二分法。我所说的 "杂货 "是指超市强调的高广告、高包装、"高附加值 "的产品，也就是那些能带来插槽补贴和合作广告补贴的产品。通过拥抱这些 "塑料 "产品，我觉得超市正在放弃 "食品 "以及购买和销售食品所需的产品知识。但这一立场并非完全出于利他主义。1977 年 2 月 20 日的计划宣称："大多数独立超市已经被赶出了企业，因为它们愚蠢地试图在塑料产品方面与大型连锁店竞争，而大型连锁店在这方面最擅长。
Focus on discontinuity of supplies. Be willing to discontinue any product if we are unable to offer the right deal to the customer. 关注供应中断。如果我们无法为客户提供合适的交易，我们愿意停止任何产品。
Instead of national brands, focus on either Trader Joe' s label products or "no label" products like nuts and dried fruits. This was intended to enable the Trader Joe' s label to pick up momentum in the stores. And it worked. 不选择全国性品牌，而是专注于 Trader Joe's 标签产品或 "无标签 "产品，如坚果和干果。这样做的目的是让 Trader Joe's 品牌的产品在商店里形成势头。这一招果然奏效。
Carry individual items as opposed to whole lines. We wouldn' t try to carry a whole line of spices, or bag candy, or vitamins. Each SKU (a single size of a single flavor of a single item) had to justify itself, as opposed to riding piggyback into the stores just so we had a "complete" line. Depth of assortment now was of no interest. As soon as Fair Trade ended in 1978, we began to get rid of the hundred brands of Scotch, seventy brands of bourbon, and fifty brands of gin. And slowly (it was like pulling teeth) we dismantled the broad assortment of California boutique wines. 经营单品而非整条生产线。我们不会尝试经营整条生产线的香料、袋装糖果或维生素。每个 SKU（单一规格、单一口味的单一产品）都必须证明自己的合理性，而不是为了拥有 "完整 "的产品线而 "搭便车 "进入商店。现在，我们对产品种类的深度已经不感兴趣了。1978 年公平贸易一结束，我们就开始着手处理一百多个牌子的苏格兰威士忌、七十多个牌子的波本威士忌和五十多个牌子的杜松子酒。我们慢慢地（就像拔牙一样）拆除了种类繁多的加州精品葡萄酒。
No fixtures. By 1982, the store would have most of its merchandise displayed in stacks with very little shelving. This implied a lower SKU count: a high-SKU store needs lots of shelves. The average supermarket carries about 27,000 SKUs in 30,000 square feet of sales area, or roughly one SKU per square foot. Trader Joe' s, by 1988, carried one SKU per five square feet! PriceCostco, one of my heroes, carried about one SKU per twenty square feet. As much as possible I wanted products to be displayed in the same cartons in which they were shipped by the manufacturers. This was already a key element in our wine merchandising. 没有固定装置。到 1982 年，商店的大部分商品都是成堆陈列，货架很少。这意味着 SKU 数量较少：高 SKU 的商店需要大量货架。一般超市的销售面积为 30,000 平方英尺，约有 27,000 个 SKU，即每平方英尺约有一个 SKU。Trader Joe's 到 1988 年时，每五平方英尺就有一个 SKU！PriceCostco 是我的偶像之一，每 20 平方英尺大约有一个 SKU。我希望产品尽可能在与制造商发货时相同的纸箱中陈列。这已经是我们葡萄酒商品陈列的一个关键因素。
Each SKU would stand on its own two feet as a profit center. We would earn a gross profit on each SKU that was justified by the cost of handling that item. There would be no "loss leaders." 每个 SKU 都是独立的利润中心。我们将从每个 SKU 上赚取毛利润，而这个毛利润是由处理该商品的成本所证明的。不会有 "亏损领导者"。
Above all we would not carry any item unless we could be outstanding in terms of price (and make a profit at that price per #7) or uniqueness. 最重要的是，除非我们能在价格（并能以每 7 号的价格获利）或独特性方面出类拔萃，否则我们不会销售任何商品。
By the end of 1977, we increased the size of the buying staff, adding one very key person, Doug Rauch, whom we hired out of the wholesale health food trade. Leroy, Frank Kono, Bob Berning, and Doug rolled out Five Year Plan ' 77, which for purposes of this history I call Mac the Knife. Back in those days we had no idea how sharp that knife would become! We just wanted to survive deregulation. 到 1977 年底，我们扩大了采购人员的规模，增加了一位非常关键的人物--道格-劳奇（Doug Rauch），他是我们从健康食品批发行业聘请来的。勒罗伊、弗兰克-科诺、鲍勃-伯宁和道格共同推出了'77 五年计划'，在此我将其称为 "Mac the Knife"。当时，我们并不知道这把刀会变得多么锋利！我们只想在放松管制后生存下来。
Everything now depended on buying. So here we go into the next chapter, Intensive Buying. 现在一切都取决于购买。因此，我们进入下一章--密集采购。
12
Intensive Buying 密集采购
Jacques, Comte de Guibert' s "Essay on Tactics" remodeled logistics, field artillery and military engineering, stressing mobility, irregularity, adaptability: all cardinal sins in the old rule books. In March 1788, he regrouped regiments of cavalry and infantry into combined brigades that were then trained together intensively for battle-readiness. 雅克-德-吉贝尔伯爵的《战术论》对后勤、野战炮兵和军事工程进行了改造，强调机动性、不规则性和适应性，这些都是旧规则中的大忌。1788 年 3 月，他将骑兵团和步兵团重组为联合旅，然后一起进行战备强化训练。
-Simon Schama in Citizens: A Chronicle of the French Revolution neat rows-the Roman square, the French knights at Agincourt, the fixed battles of the early eighteenth century, the trenches of 1915-18, and the Maginot/Siegfried 1ines-to rules that stress mobility, irregularity, adaptabilityAttila the Hun, the English longbowmen at Agincourt, the colonial guerrillas in 1776, both sides in our Civil War, the German panzers, the Viet Cong, and the Afghan guerrillas. 西蒙-沙马在《公民》中写道：整齐的行列--罗马广场、阿金库尔的法国骑士、18 世纪初的固定战斗、1915-18 年的战壕以及马奇诺/西格弗里德一线--强调机动性、不规则性和适应性的规则--匈奴人阿提拉、阿金库尔的英国长弓手、1776 年的殖民游击队、内战双方、德国装甲部队、越共以及阿富汗游击队。
The mass retailers, especially the supermarkets and drug chains, have been practicing eighteenth-century buying and merchandising programs. They take rigid, fixed positions based on heavily branded and advertised goods. Each week we' re treated to acres of advertising (either in newspapers or chain-published tabloids, depending on the city) in which the chains honorably blow each other out of the trenches with Coca-Cola, Budweiser, Smirnoff, Anacin, Colgate, Pampers, 大众零售商，尤其是超市和药品连锁店，一直在实行十八世纪的采购和商品销售计划。他们在大量品牌和广告商品的基础上采取僵化、固定的立场。每周，我们都会看到大量的广告（根据城市的不同，有的刊登在报纸上，有的刊登在连锁店出版的小报上），在这些广告中，可口可乐、百威、斯米诺、安纳欣、高露洁、帮宝适等连锁店光荣地把对方挤出了战壕、
Cheez Whiz, Folgers Coffee; or in which the chains dutifully survey each other' s prices on hundreds of brands, and declare victory on points. How gentlemanly! How bloodless! The only difference among the surviving market chains (most cities now have only three or four chains remaining) is whether they "double coupons" -that is, give you double the manufacturers' coupon value when you buy the product. This tactic, obviously, can have meaning only in the context of heavily branded products. The very merchandising could have been done by Frederick the Great: stiff shelves of merchandise, each item dutifully tagged with its UPC, cost per unit, and cost per ounce. Paper battles rage over slotting allowances and space allocation while the check stand scanners grind out more data than can ever be converted into useful information. Cheez Whiz、Folgers Coffee；或者各连锁店尽职尽责地调查对方数百个品牌的价格，然后宣布点数上的胜利。多么绅士！多么血腥现存的连锁市场（大多数城市现在只剩下三四家连锁店）之间的唯一区别是它们是否 "双倍优惠券"--即在你购买产品时，给予你双倍于制造商优惠券价值的优惠。显然，这种策略只有在大品牌产品中才有意义。腓特烈大帝的商品陈列就可以做到这一点：硬邦邦的货架上摆满了商品，每一件商品都尽职尽责地贴上了 UPC、单位成本和每盎司成本的标签。纸张争夺战围绕着插槽和空间分配展开，而检查台上的扫描仪则在碾磨出更多的数据，这些数据根本无法转换成有用的信息。
And then there was Trader Joe' s, which, at that point, didn' t even have scanning. In most of its stores, computerization in 1998 was still limited to a 1987 model Mac Plus. Yet it cuts a wide swath in food retailing thanks to Intensive Buying, which is what the 1977 Five Year Plan boiled down to, which I formally named by the end of that plan, and which stressed mobility, irregularity, and adaptability. Here' s how Intensive Buying works: 还有乔氏超市，当时甚至还没有扫描功能。1998 年，它的大多数商店的电脑设备还仅限于 1987 年款的 Mac Plus。然而，由于集约化采购，它在食品零售业大显身手，这就是 1977 年五年计划的内容，我在该计划结束时正式将其命名为 "集约化采购"，它强调流动性、不规则性和适应性。以下是密集采购的工作原理：
Honor Thy Vendors 尊重您的供应商
After all, these are the guys you' re buying from. They should not be treated as adversaries. Five Year Plan , 77 said, "Buying, therefore, is not just a matter of trying to beat down suppliers on price. It is a creative exercise of developing alternatives." Many of our best product ideas and special buying opportunities came from our vendors. 毕竟，这些人是你的买家。不应该把他们当作对手。在《五年计划》中，77 说："因此，采购不仅仅是在价格上击败供应商。它是一种开发替代品的创造性活动"。我们的许多最佳产品创意和特殊采购机会都来自供应商。
Vendors should have prompt interviews. One of the most common complaints about chain store buyers is that their appointment calendars are booked weeks in advance. 供应商应及时面谈。对连锁店采购员最常见的抱怨之一是，他们的预约日程表要提前几周排满。
Buyers should be product-know1edgeable. Another of the most common complaints about buyers is that they are ignorant about what they buy. It tends to follow that "layering" in the buying organization should be discouraged, just as modern organizational theory (Peter Drucker) deplores it in the store field organization. I suggest that there shouldn' t be more organizational layers between the CEO and the lowest buyer than between the CEO and the store manager. This can create problems in companies where the CEO is a lawyer or investment banker. But such companies are likely to have lots of problems anyway. 买家应了解产品。对采购人员的另一个最常见的抱怨是，他们对所购买的产品一无所知。因此，正如现代组织理论（彼得-德鲁克）反对在商店现场组织中进行 "分层 "一样，采购组织中的 "分层 "也应受到阻止。我建议，在首席执行官和最基层的采购员之间，不应存在比首席执行官和店长之间更多的组织层级。这可能会给首席执行官是律师或投资银行家的公司带来问题。但无论如何，这样的公司可能会有很多问题。
Complementary to no "layering," the number of real buyers should be minimized. Buyers should buy, and be free of paperwork and routine reordering. Buyers need to be deeply knowledgeable about manufacturing, packaging, shipping, etc., but these aspects of vertical interference should be handled by assistants. 作为不 "分层 "的补充，应尽量减少真正买家的数量。买方应该购买，并且不需要处理文书工作和日常的重新订货。买方需要深入了解生产、包装、运输等方面的知识，但这些方面的纵向干预应由助理来处理。
Buyers should be well paid. Trader Joe’ s had the highest-paid buying staff in grocery retailing. Our super-competent buyers could handle tremendous workloads. Since I left Trader Joe' s, one of my biggest problems has been to persuade clients to hire, and pay for, top buying talent. Most chains squeeze by with buyers when they should be paying . Again, one of the basic distinctions of Trader Joe' s was its high rates of pay. 采购人员应获得高薪。Trader Joe's 拥有杂货零售业薪酬最高的采购人员。我们能力超强的采购员可以应付巨大的工作量。自从我离开 Trader Joe's 以来，我遇到的最大问题之一就是如何说服客户聘用顶级采购人才，并为他们支付高薪。大多数连锁店的买手都是靠 挤出来的，而他们应该支付 。同样，乔氏的一个基本特色就是高薪。
Rigid departmental splits between buyers should be avoided. It should be possible for two buyers to meet with one vendor at the same time. Most vendors have more than one product or product category to sell. 0vert physical separation of buyers, especially private offices, should have vanished with Frederick the Great. 应避免买方之间僵化的部门分割。两个买家应该可以同时与一个供应商会面。大多数供应商都有不止一种产品或产品类别需要销售。买方之间，尤其是私人办公室之间的实际分隔，应随着弗雷德里克大帝的去世而消失。
Vendors should get prompt decisions. Some of our greatest coups were generated by our commitment to make an offer 供应商应迅速作出决定。我们最成功的一些案例就是因为我们承诺提供报价
within twenty-four hours of a presentation. Desperate vendors knew they would not be strung out by a constipated buying procedure. They might not like the offer they got, but by God they got an offer. Conversely, our buyers shouldn' t give time to vendor representatives who are more than one level removed from the final decision maker of the vendor. 在演示后的 24 小时内。绝望的卖主们知道，他们不会被便秘的购买程序所束缚。他们可能不喜欢得到的报价，但上帝保佑，他们得到了报价。相反，我们的买家不应该把时间留给那些与供应商的最终决策者相差不止一个级别的供应商代表。
Vendors should be regarded as extensions of the retailer, a Marks & Spencer concept. Their employees should be regarded almost as employees of the retailer. Concern for their welfare should be shown, because employee turnover at vendors sometimes can be more costly than turnover of your own employees. And if a good salesperson leaves one vendor, follow that salesperson to the next place he or she works. 供应商应被视为零售商的延伸，这是马莎百货公司的理念。他们的员工几乎应被视为零售商的员工。应关心他们的福利，因为供应商的员工流失有时比自己的员工流失代价更高。如果一个优秀的销售人员离开了一家供应商，那么他或她也要跟着去下一个地方工作。
Treasure entrepreneurial vendors and maintain entrepreneurial buying hours: on holidays, or very early or very late. Whenever a vendor claimed to be truly desperate, we offered to meet him at 6:00 p. m. on Friday night. That separates the wheat from the chaff! That' s how Bob Berning made a sensational buy of magnums of Chateau d' Yquem. 珍惜有创业精神的商贩，保持有创业精神的采购时间：节假日、很早或很晚。每当有供应商声称真的走投无路时，我们就会提出在周五晚上 6:00 与他见面。这样就能把麦子和糠分开！鲍勃-伯宁（Bob Berning）就是这样买到了一大桶伊甘酒庄（Chateau d'Yquem）。
Vendors' manufacturing plants should be visited frequently, especially by your quality control people. Doug Rauch helped us recruit Patty Smith, a real health food devotee, to monitor the quality of everything we sold. Marks & Spencer is famous for its quality control people. Once I visited a Brie factory in France that supplied both M&S and Trader Joe' s. That day the plant management was sweating blood, because the M&S quality control people were visiting. They were far tougher than the cheese company' s own QC people. 应经常参观供应商的生产工厂，尤其是质量控制人员。道格-劳奇帮助我们招募了帕蒂-史密斯，她是一位真正的健康食品爱好者，负责监督我们出售的所有产品的质量。玛莎百货因其质量控制人员而闻名。有一次，我参观了法国一家同时为马莎百货和乔氏超市供货的布里奶酪工厂。他们比奶酪公司自己的质检人员还要严厉。
[Peter] Drucker was . . . an admirer of Marks & Spencer, [彼得-德鲁克是......马莎百货公司的崇拜者、
the giant British retail
concern which, while copying
some of Sears' methods,
notably in recruiting,
training, and developing new
executives, was imbued with a
variety of objectives, perhaps
more diverse than Sears'
productivity and marketing,
for example. It had also
established "innovation
objectives" as Drucker put
it, by which "it rapidly
built its quality control
laboratories into research,
design and development
centers. It developed designs
and fashions. Finally it went
out and looked for the right
manufacturer. " The result was
one of the world' s best
programs for private labels.
-Isidore Barmash, Macy's for
Sale, 1989
Sometimes it is the development of a comp1ete recipe, sometimes it is specifying that a wine be left unfiltered, sometimes it is changing the unit weight. This is the complete opposite of dealing with Procter & Gamble, which presents the retailer with faits accompli. In developing our private label products, such as enchiladas, we worked with the manufacturers to adjust the product formulae to meet our health food criteria. 有时是开发一个复合配方，有时是规定葡萄酒不过滤，有时是改变单位重量。这与宝洁公司的做法完全相反，宝洁公司向零售商提供的是既成事实。在开发辣酱玉米饼馅等自有品牌产品时，我们与生产商合作调整产品配方，以符合我们的健康食品标准。
Up in Toronto, Dave Nichol established a wonderful product testing kitchen for Loblaw' s, and worked with the University of Toronto Medical School in developing heart-healthy private labe1 foods. He had a former vice president of Marks & Spencer on his staff. With Loblaw' s resources, they could do things we couldn' t. 在多伦多，戴夫-尼克尔为 Loblaw's 建立了一个出色的产品测试厨房，并与多伦多大学医学院合作开发有益心脏健康的私人实验室食品。他的员工中有一位玛莎百货公司的前副总裁。凭借 Loblaw 的资源，他们可以做到我们做不到的事情。
Trust the vendor: This is part of the genius of Marks & Spencer, which accepts deliveries from its longestablished vendors without counting the cases. In the 1980s, I visited a cheese plant in England that was stocking wheeled carts with precut cheese for M&S. Those carts would be rolled right through Marks & Spencer' s distribution center on their way to the stores without ever being counted. Yeah, they were audited: if M&S ever found you cheated them, you were through. 相信供应商：这也是玛莎百货公司（Marks & Spencer）的高明之处，它接受历史悠久的供应商的供货，而不计算箱数。20 世纪 80 年代，我参观了英国的一家奶酪厂，该厂为马莎百货公司用轮式推车装运预先切好的奶酪。这些推车直接穿过玛莎百货的配送中心，在运往商店的途中从未被清点过。是的，他们接受审计：如果 M&S 发现你欺骗了他们，你就完了。
I adopted a rule: Screw me once, shame on you. Screw me twice, shame on me. The vendor who screwed us twice was through, forever. During all my years in the company, I can recall only a couple of instances of permanent banishment. One thing that never failed to astonish me was how well samples from vendors actually matched the delivered products. 我有个原则干我一次，你会感到羞耻。坑我两次，我很羞愧。坑过我们两次的供应商就永远被淘汰了。在公司工作的这些年里，我只记得几次被永久驱逐的情况。有一件事始终让我感到惊讶，那就是供应商提供的样品与交付产品的实际匹配程度。
Most people, even vendors, act well if you treat them decently. This knowledge-it' s not just a belief-makes it all the more bitter when anyone steals from you. We' 11 discuss this dark side of retailing in a later chapter. 大多数人，即使是小贩，只要你对他们好，他们就会表现得很好。这不仅是一种信念，也是一种知识，它使你在遭遇偷窃时更加痛苦。我们将在下一章讨论零售业的这一阴暗面。
The progress of the internet and electronic interfaces is demanding new levels of trust between the retailer and the supplier. Under these new interfaces, the supplier automatically resupplies the retailer on the basis of scanning data, which goes online to the supplier without batch-by-batch purchase orders. Individual internet buying must also operate on severe rules of trust. 互联网和电子接口的发展要求零售商和供应商之间的信任达到新的水平。在这些新的界面下，供应商根据扫描数据自动向零售商补货，而无需逐批向供应商发出采购订单。个人网络采购也必须遵循严格的信任规则。
Intense Intervention in Product Development 密集干预产品开发
"Buying" in our context is not just a matter of negotiating for a chunk of we11-defined product. Let' s take coffee. The key to our program was finally discovered in nitrogen-flush packaging. 在我们的语境中，"购买 "不仅仅是为一大块我们定义的产品进行谈判。以咖啡为例。我们最终在冲氮包装中发现了项目的关键。
First, we began to study coffees as we had wines. Based on our newfound product knowledge about coffees, we made the decision that we did not want to deal in ground, vacuumpacked coffees for two reasons. First, the grinding of the beans releases too much of the volatile compounds that give sme11 and flavor. Secondly, we discovered that "vacuumpacked" is an illusion: if a true vacuum were drawn on those cans, they would collapse under atmospheric pressure. In short, "vacuum-packed" is at best a marginal way of preserving coffee flavor. 首先，我们开始像研究葡萄酒一样研究咖啡。根据我们新发现的咖啡产品知识，我们决定不经营研磨的、真空包装的咖啡，原因有两个。首先，研磨咖啡豆会释放出过多的挥发性化合物，而这些挥发性化合物会给咖啡带来香味和口感。其次，我们发现 "真空包装 "只是一种假象：如果这些罐子被抽成真空，在大气压力下就会坍塌。简而言之，"真空包装 "充其量只是保存咖啡风味的一种边缘方法。
We decided to sel1 only whole coffee beans, a field that the supermarkets had almost abandoned in the 1970s. Furthermore, we would varietally label them just like wines. Peruvian Chanchamayo, Nicaragua Jinotega, Colombia Excelso, and so on. We started by selling roasted beans in paper bags, but those bags are even worse than "vacuum-packed" when it comes to preserving the volatile compounds. After visiting Athens, Greece, in 1980, where so many restaurants roast their coffee on the premises, I was ready to do the same. Many neighborhoods, however, would have objected to the odors generated by coffee roasting. And the process requires special conditions because the beans, for example, have to cool for twenty-four hours. 我们决定只销售完整的咖啡豆，而这一领域在 20 世纪 70 年代就几乎被超市放弃了。此外，我们将像葡萄酒一样为咖啡豆贴上品种标签。秘鲁 Chanchamayo、尼加拉瓜 Jinotega、哥伦比亚 Excelso 等等。一开始，我们用纸袋销售烘焙好的咖啡豆，但在保存挥发性化合物方面，纸袋比 "真空包装 "更糟糕。1980 年，我访问了希腊雅典，那里有很多餐厅都在店内烘焙咖啡，我也准备这样做。然而，许多街区都会反对烘焙咖啡产生的气味。而且烘焙过程需要特殊的条件，例如咖啡豆必须冷却二十四小时。
Then Doug Rauch came across a new process for canning coffee, which, instead of drawing a vacuum, flushed the can with the inert gas nitrogen, driving out the oxygen. This is still the way that Trader Joe' s coffee beans are sold, and it' s been a great success. 后来，道格-劳奇发现了一种新的咖啡罐装工艺，它不是抽真空，而是用惰性气体氮气冲洗罐子，把氧气赶走。乔氏咖啡豆现在仍采用这种方式销售，并取得了巨大成功。
There is a drawback: the cans come in only one size, but different kinds of beans expand differently when they' re roasted. You can' t have a uniform weight for all beans, something that is foreign to the lockstep mentality of supermarkets, or the big brands of ground coffee. So we simply packed different weights, and explained it in the Fearless Flyer. It worked! 但有一个缺点：罐装咖啡只有一种尺寸，但不同种类的咖啡豆在烘焙时膨胀程度不同。我们无法为所有咖啡豆设定统一的重量，这与超市或大品牌研磨咖啡的固有思维格格不入。因此，我们简单地包装了不同重量的咖啡豆，并在《无畏传单》中进行了说明。它成功了！
No effort was made, however, to always be in stock on say, Nicaragua Jinotega or Sumatra Mandheling beans. The buying 然而，我们并没有努力始终备有库存，例如尼加拉瓜的希诺特加豆或苏门答腊的曼德林豆。采购
was as opportunistic as in wines. 就像葡萄酒一样投机取巧。
One of our greatest coffee bean successes was "genuine Swiss water process" decaffeinated coffee. I don' t want to get mired in the politics of different methods of decaffeination. Suffice it to say that the genuine Swiss water process was desired by the health food customers. The big chains wouldn' mess with it because the supply was so small. We kept buying every container-load that arrived in San Francisco (the coffee roasting center for the West Coast) until finally the Swiss company stopped shipping for unknown reasons. The Swiss company finally started shipping again, and Trader Joe' s enjoyed a near-monopoly because we were willing to buy the entire supply. Eventually, it disappeared again from Trader Joe' s, I know not why. 我们最成功的咖啡豆之一是 "真正的瑞士水工艺 "脱咖啡因咖啡。我不想纠缠于不同脱咖啡因方法的政治问题。我只想说，真正的瑞士水工艺受到了健康食品顾客的青睐。由于供应量太少，大型连锁店不愿意 使用它。我们不断购买运抵旧金山（西海岸的咖啡烘焙中心）的每一个集装箱的咖啡，直到最后瑞士公司因不明原因停止发货。瑞士公司终于又开始发货了，乔氏贸易公司几乎垄断了市场，因为我们愿意买下所有的货源。最后，它又从 Trader Joe's 消失了，我不知道为什么。
Some of our great values in fruit juices were generated by getting the glass containers for cheap. Odd lots (though big ones) of glass containers show up from time to time. Let' s say that Sunsweet prune juice tries an odd-shaped container and then drops it. The leftover inventory gets closed out at bargain prices. We' d buy up these odd lots and ship them to, say, our apple juice supplier. Since so much of the cost of fruit juice is in the glass container, we were able to reflect big savings in the retail price. 我们的一些超值果汁就是通过廉价购买玻璃容器而获得的。奇形怪状的玻璃容器（虽然很大）时有发生。比方说，Sunsweet 西梅果汁试用了一个奇形怪状的容器，然后就把它扔掉了。剩下的存货就会以低廉的价格结清。我们会买下这些奇形怪状的容器，然后运给我们的苹果汁供应商。由于果汁的大部分成本都在玻璃容器上，因此我们能够在零售价上节省大量成本。
Intense Legal and Financial Work 紧张的法律和财务工作
You must master the USDA, FDA, and BATF rules that impact labels such as vitamins, imported wines, imported meats, etc., and you may want to make your labels more informative than laws or trade practice require. Long before there was mandatory ingredient labeling, we went out of our way to make full disclosure. 你必须掌握美国农业部、食品及药物管理局和联邦食品及药物管理局对维生素、进口葡萄酒、进口肉类等标签的规定，你可能想让你的标签比法律或贸易惯例要求的内容更丰富。早在有强制性成分标签之前，我们就已经不遗余力地全面披露信息了。
I' ve already discussed how we studied the rules governing Fair Trade on wine, Master Wine Grower licenses, etc., and how Leroy mastered the Wisconsin-sponsored protectionist regulations on cheese. 我已经讨论过我们是如何研究葡萄酒公平贸易规则、葡萄酒种植大师执照等的，以及勒罗伊是如何掌握威斯康星州发起的奶酪保护主义法规的。
We went on to assume the foreign exchange risk in buying imported wines, cheeses, mustards, candies, et al. All foreign vendors are willing to sell in U.S. dollars, but they charge a risk premium for doing so. We assumed the foreign currency risk and squeezed their premium out of the price. We didn' t speculate, as soon as we issued a purchase order, we simply bought francs forward at whatever the same-day exchange rate was. 我们继续承担购买进口葡萄酒、奶酪、芥末、糖果等产品的外汇风险。所有外国供应商都愿意以美元销售，但他们会收取一定的风险溢价。我们承担了外汇风险，从价格中挤出了他们的溢价。我们没有投机，只要发出采购订单，我们就按当日汇率买入远期法郎。
In bakery and dairy products, the key may be the willingness to absorb the spoils, so the vendors don' have to figure out the cost of returns. 对于烘焙食品和乳制品来说，关键可能在于是否愿意承担损耗，这样销售商就不 必须计算退货成本。
I do not believe in keeping "spoi1s" in the back room until some salesperson comes by to pick them up. All they do is attract rats, ants, and cockroaches, and they take up valuable space. I believe that products should move in only one direction, never back up the supply chain. When a bottle was broken, a can dented, or a "short fill” was discovered, it went to the trash bin. 我不赞成把 "垃圾 "放在里屋，等销售人员来取。它们只会招来老鼠、蚂蚁和蟑螂，而且还会占用宝贵的空间。我认为，产品只应向一个方向流动，绝不能在供应链中倒流。当瓶子打碎、罐子凹陷或发现 "短装 "时，它们就会被扔进垃圾桶。
One way we got the cost down was to encourage manufacturers to increase their case pack from twelve to twenty-four, providing this didn' t break our forty-poundper-case weight limit (see the "Workers" Compensation" section in the "Supply Side Retailing" chapter). 我们降低成本的方法之一是鼓励制造商将每箱包装从 12 个增加到 24 个，但前提是不超过每箱 40 磅的重量限制（见 "供应方零售 "一章中的 "工人赔偿 "部分）。
We also dealt in "offset” goods from countries with weak currencies-those that wouldn' t take U.S. dollars because of fluctuating exchange rates. Three-way deals were created. For example, Coca-Cola wanted to buy wine from Yugoslavia, which wouldn' t take the U.S. dollar. So the company sold soda into Yugoslavia, and received dinars for it. Then they were able to purchase wines from Yugoslavia, with those dinars, and then sell the wines to American distributors for U.S. dollars. 我们还经营来自货币疲软国家的 "抵消 "商品--那些由于汇率波动而不接受美元的国家。三方交易应运而生。例如，可口可乐公司想从南斯拉夫购买葡萄酒，但南斯拉夫不接受美元。于是，该公司将苏打水卖到南斯拉夫，并从中获得第纳尔。然后，他们就可以用这些第纳尔从南斯拉夫购买葡萄酒，再用美元将葡萄酒卖给美国经销商。
Another element of our Intensive Buying was our willingness to pay cash on delivery. Few retailers are wil1ing to do that. We simply computed our economic cost in paying COD and reflected it in our offer to the vendor. 我们密集采购的另一个要素是我们愿意货到付款。很少有零售商愿意这样做。我们只需计算支付货到付款的经济成本，并将其反映在对供应商的报价中。
What Intensive Buying Is Not 密集采购不是什么
Eliminating the middleman. Intensive Buying may accidentally eliminate middlemen, but this is not really the point: the problem is incompetent or overpriced middlemen. In fact, building a stable of competent middlemen can be considered a form of Intensive Buying. 消除中间商。密集采购可能会意外地消除中间商，但这并不是真正的问题所在：问题在于中间商不称职或定价过高。事实上，建立一支稳定的、有能力的中间商队伍，也是密集采购的一种形式。
Buying power. Any fool with cash has "buying power." What most people mean by "buying power" is actually selling power: the ability to move large quantities of goods. Selling power, however, is not a type of Intensive Buying, though selling power may be one of the results of successful Intensive Buying. There are other ways of getting selling power, such as by having good locations, or effective advertising, or low prices. The point where the "buying power" and "selling power" curves cross each other creates the magic physical thresholds. There are two magic physical thresholds that a retailer must achieve to be competitive: the truckload, and the oceangoing container load. These thresholds mark the limit of most economies of scale. 购买力。任何有现金的傻瓜都有 "购买力"。大多数人所说的 "购买力 "实际上是指销售力：大量货物的流通能力。然而，销售能力并不是密集购买的一种，尽管销售能力可能是成功密集购买的结果之一。获得销售能力还有其他途径，如拥有良好的地理位置、有效的广告宣传或低廉的价格。购买力 "和 "销售力 "曲线的交叉点就是神奇的物理临界点。零售商要想具有竞争力，必须达到两个神奇的物理临界点：卡车装载量和远洋集装箱装载量。这些阈值标志着大多数规模经济的极限。
Monopolism. Buying the whole supply. Deciding not to buy, because you' re afraid competitors will get some of the same product and undersell you, is an admission that Intensive Buying cannot be applied to the product. 垄断。购买全部供应。决定不买，是因为担心竞争对手会买到一些同样的产品，从而低于你的价格。
Limited to branded closeouts and private label. A substantial amount of the Intensive Buyer' s merchandise is going to be private label, or "closeout," branded products like those sold by the 99 Cent Stores and Pic 仅限于品牌特价商品和自有品牌。集约型买家 "的大量商品将是自有品牌或 "特价 "品牌产品，如 99 美分商店和 "皮克 "商店销售的产品。
' ' Save. Many products, however, simply don' t fall within the branded/private label dichotomy. You have to handle these products as private label, or no label, or not at all. ' ' 节省。然而，许多产品根本不属于品牌/自有品牌二分法的范畴。您必须把这些产品作为自有品牌、无品牌或根本不属于自有品牌的产品来处理。
Many products are either unbranded (oat bran) or with on1y weak national brands (maple syrup, olive oil, pasta, dried 许多产品要么没有品牌（燕麦麸），要么只有很弱的国家品牌（枫糖浆、橄榄油、面食、干酪）。
fruit, dried beans, whole bean coffee, rubbing alcohol, Epsom salts). The Frederick the Great-style retailers, who are accustomed to dealing primarily in branded goods, tend to lack the skills to exploit the other types of opportunities. 水果、豆干、咖啡豆、酒精、泻盐）。习惯于主要经营品牌商品的腓特烈大帝式零售商往往缺乏利用其他类型机会的技能。
For example, Leroy, Doug Rauch, and Bob Johnson virtually invented a product category new to California: frozen, packaged, unbranded seafoods. Supermarkets tend to se11 all seafoods from their meat departments, usually in thawed (socalled fresh) form, sometimes packaged, sometimes in bulk from a service case. In their frozen food departments, you find only branded seafoods: seafoods that have been value added, like breaded fish sticks, stuffed crab, etc., from Mrs. Paul's (Campbell's Soup), Van de Kamp' s, etc. The Watson/Rauch/Johnson approach allowed Trader Joe' s to become a prominent retailer of seafoods in only three years, because we could sell (profitably) at much lower prices than the supermarkets, simply because of Intensive Buying of frozen seafoods. To achieve this, Trader Joe' s had to learn about seafoods and often interfere in the packaging, transportation, etc. of the products. But we became the No. 1 retailer of Black Tiger Shrimp in the country this way. 例如，勒罗伊、道格-劳奇和鲍勃-约翰逊几乎发明了加州的一个新产品类别：冷冻、包装、无品牌的海产品。超市倾向于从肉类部门中挑选所有的海产品，通常是解冻的（所谓的新鲜）海产品，有时是包装海产品，有时是服务箱中的散装海产品。在冷冻食品部，你只能找到品牌海鲜：经过增值的海鲜，如面包鱼条、酿蟹等，来自 Paul's 太太（金宝汤）、Van de Kamp's 等。Watson/Rauch/Johnson 的方法使 Trader Joe's 仅用三年时间就成为海产品的著名零售商，因为我们可以以比超市低得多的价格销售（盈利），原因很简单，因为我们集中采购冷冻海产品。为了实现这一目标，乔氏贸易公司必须了解海产品，并经常干预产品的包装、运输等。但我们就这样成为了全国第一大黑虎虾零售商。
How Did We Create Those Bargains? 我们是如何创造这些优惠的？
That' s the question I' m asked so often. People assume that the only way we created "those bargains" was by cutting our gross profit-or even by selling below cost. The "default condition" assumed by those people is that there is only one wholesale price for a given product, and that retailers compete by shaving their profit based on that sole price. Intensive Buying assumes no hay precios fijados (there are no fixed prices). 这是我经常被问到的问题。人们认为，我们创造 "那些便宜货 "的唯一方法就是削减毛利润，甚至是以低于成本的价格销售。这些人假定的 "默认条件 "是，某种产品只有一个批发价，零售商在这个唯一价格的基础上通过削减利润来竞争。密集采购的假设条件是没有固定价格。
How Did We Set Our Prices? 我们是如何定价的？
This is the question other retailers most often ask. Usually they ask, "What percentage margin did you aim for?" Which always launches me into my tirade about how you pay your bills with dollars, not percents. This seemed to be a concept that was pushed aside in the traditional supermarket environs. 这是其他零售商最常问的问题。他们通常会问："你的目标利润率是多少？"这总是让我开始大谈你是如何用美元而不是百分比来付账单的。这似乎是一个在传统超市环境中被搁置的概念。
Your buyers always want to make their workload easier by applying uniform percentages for any given product category. (As a grocer I think in terms of gross profit percentage, which is your profit divided by your retail. Department store people think in terms of markup, which is your profit divided by your cost. Thus, if your cost is and your retail is , your gross profit is 20 percent and your markup is 25 percent.) Grocery buyers love to apply a uniform percentage gross profit to everything, but that is bad practice. 你的采购人员总是希望通过对任何给定的产品类别采用统一的百分比来减轻他们的工作量。(作为杂货商，我的思维方式是毛利百分比，即利润除以零售额。百货公司的人则用加价率来计算，即利润除以成本。因此，如果你的成本是 ，零售价是 ，你的毛利润就是 20%，加价率就是 25%）。杂货店的采购员喜欢对所有商品都采用统一的毛利百分比，但这是不好的做法。
During my tenure, Mac the Knife happened to run on a gross profit of about 23 percent after all distribution costs and what is euphemistically called "shrinkage." But that was an after-the-fact result. We never aimed specifically to hit 23 percent. Our approach, when the buyers followed it, was to find out what the going price was for a given SKU and then undercut the market. At the same time, they were to consider how many dollars we made on each sale. 在我任职期间，"麦克刀 "的毛利润在扣除所有分销成本和美其名曰的 "缩水 "后，刚好达到 23%左右。但这只是事后的结果。我们的目标从来都不是达到 23%。我们的做法是，当买方跟进时，先找出特定 SKU 的市场价格，然后压低市场价格。同时，他们还要考虑每笔销售我们能赚多少钱。
Thus, at the time, I was willing to make only 13 percent on a bottle of champagne, because that was a profit. For a item, however, I wanted to make a much greater percentage. Actually, we persistently got rid of anything that sold for less than a dollar. We stopped selling individual cans of soda and beer, for example, as I didn' t want that kind of trade in the store. When I left Trader Joe' s, our average sale was around , and that was pretty close to the median, too. 因此，当时我只愿意在一瓶 的香槟酒上赚 13%，因为那是 的利润。但对于 的商品，我想赚取更大的利润。事实上，我们坚持不懈地淘汰任何售价低于一美元的商品。例如，我们不再出售单罐苏打水和啤酒，因为我不希望店里有这种交易。我离开 Trader Joe's 时，我们的平均销售额约为 ，这也非常接近中位数。
The fact that we wound up with 23 percent is irrelevant. What was relevant was that each SKU was a profit center after considering all the costs of handling it. Thus, spoilage (or stale-age) of bakery products and cheeses must be considered. 我们最终获得 23% 的利润并不重要。重要的是，在考虑了所有处理成本后，每个 SKU 都是一个利润中心。因此，必须考虑烘焙食品和奶酪的变质（或陈年）问题。
Intensive Buying stops short of actually manufacturing the product and may even stop short of physically handling the product at any point before it reaches the distribution center. Intensive Buying is a program of vertical interference and supervision, but not vertical integration. Vertical integration is what finished off A&P. 集约化采购并不实际生产产品，甚至可能在产品到达分销中心之前的任何环节都不实际处理产品。密集采购是一种纵向干预和监督计划，但不是纵向一体化。纵向一体化使 A&P 倒闭。
Guibert' s mobility, irregularity, and adaptability are at the heart of this vertical interference. These are risky strategies, however, unless you have deep product knowledge. Without that, it is better to abstain from selling the product at all, or abdicate your functions to Procter & Gamb1e. 吉贝尔的流动性、不规则性和适应性是这种纵向干扰的核心。然而，除非你对产品有深入的了解，否则这些策略都是有风险的。如果没有这方面的知识，最好是放弃销售产品，或者把自己的职能交给宝洁公司。
13
Virtual Distribution 虚拟配送
His slowness of perception bothered him at times. "At the start I see my subject in a sort of haze. I know perfectly well that what I shall see in it later is there all the time, but it only becomes apparent after a while. Sometimes it is the most important things that come out last." 他迟钝的感知能力有时会让他感到困扰。"一开始，我看到我的创作对象是一片朦胧。我很清楚，我以后要看到的东西一直都在，但过一段时间才会显现出来。有时最重要的东西最后才显现出来"。
-Jean Renoir in Renoir, My Father, the warm memoir of Auguste Renoir. Here he discusses how Auguste created a painting. 让-雷诺阿在奥古斯特-雷诺阿的温情回忆录《雷诺阿，我的父亲》中写道。在这里，他讨论了奥古斯特是如何创作一幅画的。
That' s not a bad take on how I came to perceive the crucial role of distribution as we unrolled Five Year Plan ' 77. 在我们推出 77 年五年计划时，我是如何认识到分销的关键作用的。
Intensive Buying can' t work unless you have a way to receive container loads and truckloads in one location and distribute the goods to the stores, a process of which we were quite ignorant. The problem with Five Year Plan , 77 was that as of 1977 we were wholly reliant on third parties to deliver goods to our stores. 除非有办法在一个地方接收集装箱和卡车装载的货物，并将货物配送到商店，否则密集采购是行不通的。77 年五年计划的问题在于，截至 1977 年，我们完全依赖第三方将货物运送到我们的商店。
During the next twelve years under Mac the Knife, we not on1y radically changed the composition of what we sold; we totally centralized the distribution into our own system, ending all direct store deliveries by vendors! To get a better handle on what we did, please look at the following page' s table of the Composition of Sales in 1976 vs. 1988. 在 "小刀麦克 "领导的接下来的十二年里，我们不仅彻底改变了销售产品的构成，还将分销完全集中到我们自己的系统中，结束了所有由供应商直接向商店供货的做法！为了更好地了解我们所做的一切，请看下页 1976 年与 1988 年的销售构成对比表。
During Whole Earth Harry, Bob Berning had created a system of third parties who warehoused and then distributed the container loads of bargain imported wines and the truckloads of bargain Trader Joe California wines. Most of these third 在 "全地球哈利 "期间，鲍勃-伯宁创建了一个第三方系统，由第三方负责仓储，然后分销集装箱装的廉价进口葡萄酒和卡车装的加州乔氏廉价葡萄酒。这些第三方
parties were alcoholic beverage distributors who also sold us "regular" goods. Bob leaned on them to add the distribution of our bargain wines. But such promotional wines were only about 8 percent of our sales. 双方都是酒类经销商，也向我们出售 "普通 "商品。鲍勃依靠他们增加了我们特价酒的分销。但这些促销酒只占我们销售额的 8%。
Hardware, hosiery, photo, health & beauty 3 五金、袜类、摄影、健康与美容 3
Fresh orange juice squeezed on premises 3 现场榨的新鲜橙汁 3
Frozen foods 2 冷冻食品 2
Nuts, dried fruits 2 坚果、干果 2
Vitamins 2 维生素 2
Sandwiches made on premises 1 现场制作的三明治 1
Produce 1 生产 1
Bob then went on during Mac the Knife to master the intricacies of different-sized oceangoing containers (sometimes it' s cheaper to use twenty-footers than forty-footers) and truck back-hauls in bringing products from Northern California. 鲍勃在 Mac the Knife 工作期间掌握了不同尺寸的远洋集装箱（有时使用 20 英尺集装箱比使用 40 英尺集装箱更便宜）和从北加州运输产品的卡车倒运的复杂技巧。
As we moved deeper into nuts and dried fruits and health foods, Doug Rauch and Leroy lined up some people who not only warehoused and distributed products for us, but also packaged products for us. Slowly, painfully, we began to get a handle on distributing all products that could be shipped at ambient air temperatures. At one point we had as many as eighteen different warehouses with three different trucking companies. I was partly responsible for our having so many warehouses: I was deeply concerned about earthquakes after the 1971 Sylmar quake, which not only knocked down some warehouses, but knocked down so many freeway overpasses that it was impossible to get trucks in or out of some places. Also, of the eighteen warehouses, there were "only" four or five principal ones, each of which were selling their own goods, and lacking space for expansion. 随着我们在坚果、干果和健康食品领域的深入发展，道格-劳奇和勒罗伊找到了一些人，他们不仅为我们仓储和分销产品，还为我们包装产品。慢慢地，我们开始掌握所有可以在常温下运输的产品的分销方法。我们一度拥有多达 18 个不同的仓库，三个不同的卡车运输公司。我们拥有如此多的仓库，我也要负部分责任：1971 年西尔玛地震后，我对地震深感忧虑，地震不仅摧毁了一些仓库，还摧毁了许多高速公路立交桥，以至于卡车无法进出一些地方。此外，在 18 个仓库中，"只有 "四五个主要仓库，每个仓库都在销售自己的货物，缺乏扩展空间。
Major Logistical Challenges Ahead 未来的重大物流挑战
Frozen and Refrigerated Foods 冷冻和冷藏食品
A11 of our frozen foods were branded products delivered by our wholesaler, Certified Grocers. In the early stages of Mac the 我们的冷冻食品中有 11 种是我们的批发商 Certified Grocers 提供的品牌产品。在 Mac 的早期阶段
Knife, I had little hope that we could create our own stable of frozen products and create a frozen distribution system, because our sales were so sma1l. Furthermore, still wearing my Whole Earth Harry hat, I projected that electrical costs would continue to go through the roof. Five Year Plan ' 77, therefore, contemplated getting rid of all frozen food cases to make room for more displays of room-temperature and refrigerated products. Fortunately, I was dissuaded from this by my colleagues and we didn' t pull out the frozen food cases. 刀，因为我们的销售额太小，我对我们能创造自己稳定的冷冻产品和建立冷冻分销系统不抱什么希望。此外，我还戴着 "全地球哈里 "的帽子，预计电力成本将继续飙升。因此，"五年计划'77 "考虑撤掉所有冷冻食品柜，腾出更多空间陈列常温和冷藏产品。幸运的是，我的同事们劝阻了我，我们没有撤掉冷冻食品柜。
Leroy and Doug worked out a system of warehousing frozen products in a public warehouse in Pasadena that needed business, then shipping frozen products in Styrofoam chests on the same trucks that delivered nuts and dried fruits and other products. 勒罗伊和道格想出了一个办法，在帕萨迪纳一个需要业务的公共仓库里储存冷冻产品，然后用运送坚果、干果和其他产品的卡车装上泡沫塑料箱运送冷冻产品。
Cheeses and similar refrigerated products were still shipped by the various local cheese suppliers from whom we purchased them. We still were not making direct purchases from Europe, Vermont, et al. Cheese wholesalers, like Peacock and Dairy Fresh, worked with us because it was in their interest. 奶酪和类似的冷藏产品仍由我们向其采购的各种本地奶酪供应商运送。奶酪批发商，如 Peacock 和 Dairy Fresh，与我们合作是因为这符合他们的利益。
As Leroy got further along in mastering the cheese import regulations, we began doing more direct buying, then warehousing the cheeses at the biggest cold storage plant in Los Angeles, U.S. Growers. As this volume grew, we were able to get truckers with refrigerated trucks who could distribute both refrigerated and frozen products. 随着 Leroy 进一步掌握奶酪进口法规，我们开始更多地做直接采购，然后将奶酪储存在洛杉矶最大的冷藏工厂 U.S. Growers。随着数量的增加，我们能够找到拥有冷藏车的卡车司机，他们既能分销冷藏产品，也能分销冷冻产品。
By 1986, Mike Campbel1, owner of M&C Trucking; had made such progress that we were able to take over the distribution of milk from Alta Dena with a "cross-dock" system. Since milk has to be delivered much more frequently than cheeses, however, we needed sti11 more physical volume. That' s when we stopped squeezing orange juice in the stores, a popular but hard-work program, and went to fresh juices squeezed in a central plant. Our volume in fresh juice was so high, not only in orange juice but in carrot juice-of which we became the largest retailer in California-that the combined milk-juice program could be put in place in 1986. 到 1986 年，M&C 卡车运输公司的老板迈克-坎贝尔（Mike Campbel1）取得了长足的进步，我们能够利用 "交叉卸货 "系统接手阿尔塔德纳的牛奶配送业务。然而，由于牛奶的配送频率远高于奶酪，我们需要更多的实物量。因此，我们停止了在商店里榨橙汁这一受欢迎但却辛苦的项目，转而在中央工厂榨新鲜果汁。我们的鲜榨果汁销量非常高，不仅有橙汁，还有胡萝卜汁，我们成为加州最大的胡萝卜汁零售商。
The ability to make only one purchase of milk per day from Alta Dena also got the Bureau of Milk Control off of Alta Dena' s back. Only consumer prices had been decontrolled in 每天只能从阿尔塔德纳购买一次牛奶，这也让牛奶管制局不再对阿尔塔德纳虎视眈眈。只有消费者价格在
Wholesa1e prices were sti11 controlled, and the Bureau was objecting to the uniform prices that Alta Dena was charging us for store-door delivery, because the milk sales from one store to another varied so much. Had we not gone to this central delivery, furthermore, we would not have been able to expand to San Diego in 1986 and to Northern California in 1988. Starting in 1987, when I brought him in from the field as a principal buyer, Bob Johnson did brilliant work in dealing with the complicated logistics of the refrigerated/frozen products. Additionally, he perfected the distribution of 批发价格受到严格控制，而奶业局反对 Alta Dena 公司向我们收取统一的门店送货价格，因为各家门店的牛奶销量相差很大。此外，如果我们不采用这种集中配送方式，我们就不可能在 1986 年将业务扩展到圣迭戈，在 1988 年扩展到北加州。从 1987 年开始，我把鲍勃-约翰逊从外地请来担任主要采购员，他在处理冷藏/冷冻产品的复杂物流方面做得非常出色。此外，他还完善了
Bread and Bakery Products 面包和烘焙产品
By 1981, we had made so much progress in logistics that we were willing to consider going into our own bakery program. The trade thought we were crazy. While all the supermarket chains had their own bakeries, delivered by their own people, none of them had dropped the outside bakers like Continental, Langendorf, and Interstate Bakeries. Everyone predicted that we would eat so much "stale" that we' d drop the program. 到 1981 年，我们在物流方面取得了很大进展，以至于我们愿意考虑开展自己的烘焙项目。业界认为我们疯了。虽然所有的连锁超市都有自己的面包房，并由自己的员工负责配送，但没有一家超市放弃像大陆面包房、兰恩多夫面包房和州际面包房这样的外部面包房。每个人都预言，我们会吃掉太多的 "陈货"，以至于我们会放弃这个计划。
Our concept was to line up several small "health food" bakers, have them deliver to a central dock, and hire a trucker to distribute the bakery products from there. As we fleshed out this project, I hired Lori Tannenbaum Latta, who had studied baking in Paris, and who had been pastry chef at several prominent Los Angeles restaurants. Her expertise made a great contribution over the next five years. (She resigned to get married, then returned to Trader Joe' s about 1994 and made further contributions to the company.) 我们的构想是让几家小型 "健康食品 "烘焙店排成一排，让他们向一个中心码头送货，然后雇卡车司机从那里配送烘焙产品。在我们充实这个项目的过程中，我聘请了曾在巴黎学习烘焙的洛丽-坦南鲍姆-拉塔，她曾在洛杉矶几家著名餐厅担任糕点主厨。在接下来的五年里，她的专业知识为我们做出了巨大贡献。(她辞职结婚后，于 1994 年回到乔氏，为公司做出了更多贡献）。
The new bakery program was an instant success. And our rate 新的面包店项目立即获得了成功。我们的销售额
of "stale" was so sma11 that finally we stopped keeping track of it. As of 1988, we were selling eighty-five SKUs from seventeen small bakeries. Having very recently emerged from the small business category ourselves, we went out of our way to encourage small suppliers. 由于 "过期 "的概念过于模糊，我们最终停止了对它的记录。截至 1988 年，我们销售了来自 17 家小型面包店的 85 个 SKU。我们自己也是最近才从小企业类别中脱颖而出的，因此我们不遗余力地鼓励小供应商。
The bread program, and the other distribution programs, however, would never have been adequate for our requirements had the third challenge not been met. 然而，如果不应对第三项挑战，面包计划和其他分配计划就无法满足我们的要求。
Computerization: Never Buy a Computer You Can' t Lift 计算机化：永远不要购买无法搬动的电脑
In 1980, my son, Joseph Steere Coulombe (Young Joe), after having worked on computers for two years at one of the Grandes Ecoles in Paris, got his BA in communication theory at UC San Diego and won a fellowship for a master' s program at the Annenberg School of Communications at the University of Southern California. This brought him back to Los Angeles, where he introduced us to Apple I and Apple II and, in 1984, the Macintosh. Young Joe was a certified Macintosh programmer. The Apples were the first computers in the office. Payroll and general ledger were, at that point, still done on an ancient IBM punch card machine, which required constant attention. Dave Yoda manually made out the quarterly operating statements from information generated by the IBM antique. 1980 年，我的儿子约瑟夫-斯蒂尔-库隆贝（Joseph Steere Coulombe，以下简称 "小乔"）在巴黎的一所大学校学习了两年计算机后，获得了加州大学圣地亚哥分校通信理论专业的学士学位，并赢得了南加州大学安纳伯格通信学院硕士课程的奖学金。在那里，他向我们介绍了 Apple I 和 Apple II，并于 1984 年推出了 Macintosh。年轻的乔是一名合格的 Macintosh 程序员。苹果是办公室的第一批电脑。当时，工资单和总分类账仍然是由一台古老的 IBM 打卡机完成的，需要经常维护。戴夫-尤达（Dave Yoda）根据 IBM 古董机生成的信息，手工编制季度运营报表。
Our first efforts at distributing bread were being done in a most painful and inefficient manner with paper, pencil, and an adding machine. Telephone calls had to be made to all the stores, asking how many loaves, etc. they wanted of each product. The orders were totaled and each baker was called and told how many loaves to bake. It was a nightmare, especially since bakers started work about 2:00 a.m., and they needed to know by midnight what we wanted from them. 我们最初是用纸、铅笔和加法器来分发面包的，这种方式既痛苦又低效。我们必须给所有商店打电话，询问他们需要多少面包等。订单汇总后，再打电话给每个面包师，告诉他们要烤多少个面包。这简直是一场噩梦，尤其是面包师们凌晨 2 点左右开始工作，他们需要在午夜之前知道我们想要什么。
In 1982, we employed an Apple II to do most of the number crunching. That was a big help, but it didn' solve the problem of the nightly communication to the bakers. Young Joe rigged up one of the first voice-activated computer systems in the U.S. to take the orders from the stores. It was daring and full of bugs, but it began to teach us about electronic ordering. Furthermore, Joe indoctrinated us with a concept that fit our mindset perfectly: never buy a computer you can' lift. After life with IBM, we were ready! 1982 年，我们使用 Apple II 进行大部分数字运算。它帮了我们大忙，但并没有解决每晚与面包师沟通的问题， 。年轻的乔安装了美国最早的声控计算机系统之一，以接收来自商店的订单。这套系统非常大胆，而且漏洞百出，但它让我们开始了解电子订货。此外，乔还向我们灌输了一个完全符合我们思维模式的理念：永远不要买一台你无法' 提起的电脑。经过与 IBM 的合作，我们已经准备好了！
I was serving on the board of Denny' Restaurants at the time. I was appalled at the cost, both initial and in maintenance, of its mainframes: mainframes that had a lifetime of about twelve months before they were obsolete. Not only did the mainframes eat electricity, but they generated so much heat that high-load air-conditioning was required. The whole massive 当时，我正在 Denny' Restaurants 董事会任职。我对其大型机的初始成本和维护成本感到震惊：大型机的使用寿命大约只有 12 个月，然后就会被淘汰。大型机不仅耗电，而且发热量大，需要高负荷空调。整个庞大的
system was housed in a seismically correct concrete bunker with huge diesel generators to provide backup power in case of emergency. I was also impressed by an article in Scientific American (again!) that showed that the "cost per million instructions" would collapse, giving desktop computers the power of mainframes. No way did I want to own mainframes. I sti11 don' t. 该系统安装在一个抗震性能良好的混凝土掩体中，并配有巨大的柴油发电机，可在紧急情况下提供备用电源。科学美国人》上的一篇文章也给我留下了深刻印象，文章指出，"每百万条指令的成本 "将大幅下降，台式电脑的性能将与大型机相当。我绝对不想拥有大型机。我现在也不想。
Leroy, therefore, found an outside (mainframe) computer service bureau, Lundberg, which, for the rest of my time at Trader Joe' s, did the major number crunching for us. 因此，Leroy 找到了一家外部（大型机）计算机服务局 Lundberg，在我在 Trader Joe's 的其余时间里，它为我们做了主要的数字计算工作。
In the meantime, we installed desktops in the office: I started on an Otrona, which ran on a language you have probably never heard of, called CPM. We also bought MS DOS machines, IBM being the principal provider, but Young Joe saved us money by buying "clones" from Corona. The storage of these primitive machines was enhanced by Corviss hard drives whose storage capacity-20 megabytes-is a historical joke today. 与此同时，我们在办公室安装了台式机：我一开始用的是 Otrona，它使用的是一种你可能从未听说过的语言，叫做 CPM。我们还购买了 MS DOS 机器，IBM 是主要供应商，但年轻的乔通过从 Corona 购买 "克隆 "机器为我们节省了开支。这些原始机器的存储空间通过 Corviss 硬盘得到了增强，其存储容量为 20 兆字节，这在今天看来简直是一个历史性的笑话。
When I was put in charge of the billion Thrifty Corp. in 1992, one of the first appalling things I discovered were the mainframes. They were all in the basement of Thrifty' s eleven-story office building (in itself, a barrier to efficient communication among the office staff). There was no backup power, as the city wouldn' t let us keep a diesel generator on the premises, so power for the computers and their air conditioners was continually at risk. Even worse, there was no documentation of the software programs, which had been patched and repatched to meet the changing needs of the business. We immediately took steps to decentralize as much computer work as possible to the five subsidiaries like Big 5 Sporting Goods and Pay 'n Save Drugstores in Seattle. And we began to look for a service bureau, so that we could outsource the whole mess. The subsequent owners of Thrifty got this done about two years later, as outsourcing such a monstrosity cannot be done overnight. 1992 年，当我被任命为 亿 Thrifty 公司的负责人时，我发现的第一件令人震惊的事情就是主机。它们都放在 Thrifty 11 层办公楼的地下室里（这本身就阻碍了办公人员之间的有效沟通）。由于市政府不允许我们在办公楼内安装柴油发电机，因此没有后备电源，电脑和空调的供电一直处于危险之中。更糟糕的是，我们没有软件程序的文档资料，这些程序一直在打补丁和重新发送补丁，以满足不断变化的业务需求。我们立即采取措施，将尽可能多的计算机工作分散到西雅图的 Big 5 Sporting Goods 和 Pay 'n Save Drugstores 等五家子公司。我们还开始寻找一家服务公司，这样就可以把所有的工作都外包出去。大约两年后，Thrifty 后来的所有者完成了这项工作，因为外包这样一个庞然大物不可能一蹴而就。
Then, in 1994, when I took over Provigo in Northern California, I found another terrible office facility. The mainframe computers were in infinitely better shape than at Thrifty, but I couldn' t move out of the mis-located, mis-designed office building because of the complexities of moving the damn mainframes! 1994 年，当我接手北加州的 Provigo 公司时，我又发现了一个糟糕的办公设施。大型计算机的状况比 Thrifty 好得多，但我无法搬出位置不佳、设计错误的办公楼，因为搬迁这些该死的大型计算机非常复杂！
The real breakthrough, however, came with the Macintosh. As soon as it appeared, we noticed that some employees were bringing their own Macs to work to use instead of the Corona/MS D0S machines. We dumped the Coronas and installed a Mac on almost every desk. The ability of our office people to create their own spreadsheets and write their own correspondence was astonishing. It certainly helped me as well, since, as I have commented earlier, I have never had a secretary. And, as I have commented in the chapter "Promise, Large Promise" it was a breakthrough in producing the Fearless Flyer. 然而，真正的突破来自 Macintosh。它一出现，我们就注意到，一些员工带着自己的 Mac 来上班，而不是使用 Corona/MS D0S 机器。我们扔掉了 Coronas，在几乎每张办公桌上都安装了 Mac。我们的办公室人员创建自己的电子表格和撰写自己的信件的能力令人惊叹。这对我当然也有帮助，因为正如我前面所说，我从来没有秘书。而且，正如我在 "承诺，大承诺 "一章中所评论的那样，它是制作无畏传单的一个突破。
Young Joe created a payroll system that could be run on the Mac (we' d had a poor experience with an unliftable computer from another vendor). This was a system, by the way, which foresaw the Year 2000 problem, and which was used until the early 1990s when the payroll simply got to be too big for the program. 年轻的乔创建了一个可以在 Mac 上运行的工资单系统（我们曾使用过另一家供应商提供的无法移动的电脑）。顺便说一句，这套系统预见到了 2000 年的问题，一直使用到 20 世纪 90 年代初，因为工资单对程序来说太大了。
That' s something to be remembered in this distribution discussion: we were not dealing with a static problem. The company was growing 20 percent per year (doubling every 3.6 years). And the more efficacious the distribution program became, the more our sales increased. 在这次分配讨论中，有一点必须牢记：我们面对的不是一个静态问题。公司每年增长 20%（每 3.6 年翻一番）。分销计划越有效，我们的销售额就越高。
Macs were installed in all the stores. Leroy, Robin Guentert, and Joe (until he stopped consulting for us so he could get a master' s in management from Peter Drucker at Claremont) created an electronic ordering system on the Macs that fed into Guy Lundberg' s computer service. This was an enormous breakthrough. 所有商店都安装了 Mac。勒罗伊、罗宾-根特尔和乔（直到他停止为我们提供咨询，以便从克莱蒙特的彼得-德鲁克那里获得管理学硕士学位）在 Mac 上创建了一个电子订购系统，并将其输入盖-伦德伯格的计算机服务。这是一个巨大的突破。
You need to understand that we were outsourcing not just the mainframe number crunching but the printing of the documents that it generated. High-speed printers were a big choke point. They had to spew out "picking" documents for the warehouses, "receiving" documents for the stores, and summaries for our Accounting Department. In short, "never buy a computer you can' t lift" does not apply when it comes to buying printers for our heavy-duty application. 要知道，我们外包的不仅仅是主机的数字运算，还有它所产生的文件的打印。高速打印机是一个很大的瓶颈。它们必须为仓库打印 "分拣 "文件，为商店打印 "收货 "文件，为我们的会计部门打印摘要。简而言之，"永远不要买你搬不动的电脑 "这句话在为我们的重型应用购买打印机时并不适用。
One of the major advances in 1987 at Trader Joe' s was outsourcing the printing of our computer-generated reports to a professional warehouse company. Lundberg would electronically transmit the data to the warehouse, which had the picking documents printed and ready for the warehouse crew when they came to work. That eliminated sending the documents from Lundberg to the warehouse, a distance of forty miles in Los Angeles traffic. I' m going into this detail as an example of how you keep trying to make a business work better. And also as a reminder that computers have not eliminated paperwork in our society. Trader Joe's 于 1987 年取得的重大进步之一，就是将计算机生成报告的打印工作外包给了一家专业的仓库公司。伦德伯格公司以电子方式将数据传送到仓库，仓库将分拣文件打印出来，供仓库工作人员上班时使用。这样一来，就不用把文件从伦德贝格公司送到仓库了，在洛杉矶的交通状况下，这段距离长达 40 英里。我把这个细节作为一个例子，说明你是如何不断努力使企业运作得更好的。同时也提醒大家，计算机并没有消除我们社会中的文书工作。
As I slowly learned some of the ramifications of computers, I suddenly realized that a given SKU, regardless of its physical size, occupies the same electronic space. A fifty-cent candy bar occupies the same electronic space as a twenty-fivepound bag of kibble. This was one more justification for the radical down-SKUing of the number of SKUs in the system: it he1ped the computers work better. 当我慢慢了解到计算机的一些影响时，我突然意识到，一个给定的 SKU，无论其物理大小如何，都占据着相同的电子空间。一块五毛钱的糖果和一袋 25 磅的狗粮占据的电子空间是一样的。这就为彻底减少系统中的 SKU 数量提供了更多的理由：它可以让计算机更好地工作。
Pulling the Distribution System Together 整合配送系统
By 1996, it was obvious that we needed more professional help in making this edifice work. With young Joe leaving for Claremont and Leroy-who had no formal computer background at all-overloaded with all his other work, I hired a computer expert. Being an expert, it was difficult for him to accept don' t-buy-a-computer-you-can' t-lift. When he planned to buy and insta11 an un1iftable Wang mini-computer, we parted company with him. I was sort of at my wit' s end, and data processing and distribution were not the only management issues with which I was struggling. 到了 1996 年，我们显然需要更多的专业帮助，才能使这座大厦正常运转。由于年轻的乔去了克莱蒙特，而勒罗伊--他根本没有正规的计算机背景--又要忙于其他工作，所以我聘请了一位计算机专家。作为一名专家，他很难接受 "不买电脑，就无法使用 "的说法。当他打算购买并安装一台无法搬动的王牌迷你电脑时，我们就和他分道扬镳了。我有点束手无策，数据处理和分发并不是我唯一苦恼的管理问题。
There comes a time in the evolution of any company when the people who built it need reinforcement, not necessarily replacement, with broader-scope managers. 在任何公司的发展过程中，都会有这样的时候，即公司的创建者需要更广泛的管理者来加强，而不一定是取而代之。
The next year I made the biggest organizational change I ever undertook: I hired a new President, John Shields. John had been two years behind me at Stanford. We kept in close touch during all the years that we struggled in our respective 第二年，我进行了有史以来最大的组织变革：我聘请了新校长约翰-希尔兹（John Shields）。约翰比我晚两年进入斯坦福大学。在我们各自奋斗的岁月里，我们一直保持着密切的联系。
careers, mine entrepreneurial, his corporate. I could talk with him because I felt that he was an entrepreneur mis-employed in the corporate world. 我的职业是企业家，他的职业是企业。我之所以能和他交谈，是因为我觉得他是一个在企业界误入歧途的企业家。
After getting his MBA, he went to work for Macy' San Francisco, where his father-in-law was chairman, and specialized in logistics. It was John who discovered that Macy' s could not afford to se11 mattresses because the cost of delivery far exceeded the gross margin on the mattresses. After about ten years at Macy' s he migrated to Mervyn' s Department Stores, where he worked with its great founder, Merv Morris, with whom I have had the pleasure of serving on the board of Cost Plus World Markets during the 1990s; and then with Jack Kilmartin, with whom I served on the advisory board of Canned Foods Grocery Outlets. (I have profited from my time with both of these astute retailers.) At both Macy' s and Mervyn' s, John was primarily involved in logistics as opposed to merchandising. Logistical help was what we needed. 获得 MBA 学位后，他进入旧金山梅西百货公司（Macy' ）工作，他的岳父是该公司的董事长，他专门从事物流工作。正是约翰发现，梅西百货公司无法承受 11 种床垫，因为运送成本远远超过了床垫的毛利。在梅西百货工作了大约 10 年后，他转到了梅文百货公司，与该公司伟大的创始人梅文-莫里斯（Merv Morris）共事，我曾有幸在 20 世纪 90 年代与他一起在 Cost Plus World Markets 董事会任职；后来又与杰克-基尔马丁（Jack Kilmartin）共事，我曾与他一起在 Canned Foods Grocery Outlets 咨询委员会任职。(在梅西百货公司和梅文百货公司，约翰主要从事物流工作，而不是商品销售。我们需要物流方面的帮助。
Merv sold to Dayton Hudson, and later, Jack retired. John, at age fifty-five, decided to take early retirement. He moved to the desert and found himse1f starting to vegetate. When I called him in July 1987, he was ready to go back to work. I was ready to have him come work. Merv 卖给了 Dayton Hudson，后来，Jack 退休了。55 岁的约翰决定提前退休。他搬到了沙漠里，发现自己开始植物人了。1987 年 7 月，当我打电话给他时，他已经准备好回去工作了。我准备让他来工作。
I asked John to start as a management consultant and analyze the way Trader Joe' s worked and how we could improve it. He immediately did a great job of untangling knots in our distribution system-he even talked me out of my earthquake fears and we began consolidating the eighteen warehouses into one. In October 1987, I hired him as President and Chief Operating Officer. We' 11 resume this discussion in the chapter on my resignation and the appointment of John as my successor. 我请约翰从管理顾问做起，分析 Trader Joe 的工作方式，以及我们可以如何改进。他立即做了大量工作，解开了我们分销系统的疙瘩--他甚至说服我消除了对地震的恐惧，我们开始将 18 个仓库合并为一个。1987 年 10 月，我聘请他担任总裁兼首席运营官。我们将在有关我辞职和任命约翰为我的继任者的章节中继续讨论这个问题。
Summary 摘要
For people who didn' t know anything about distribution, Leroy Watson, Bob Berning, Doug Rauch, Bob Johnson, Robin Guentert, Lori Tannenbaum, Diane Tennis, Gloria Reynolds, Mary Genest, and young Joe created one of the most remarkable systems in America. We owned no trucks, no warehouses, and no mainframe 对于那些对分销一无所知的人来说，勒罗伊-沃森、鲍勃-伯宁、道格-劳奇、鲍勃-约翰逊、罗宾-古恩特、罗莉-坦南鲍姆、戴安娜-滕尼斯、格洛丽亚-雷诺兹、玛丽-杰内斯特和年轻的乔创造了美国最杰出的系统之一。我们没有卡车，没有仓库，也没有主机。
computers. I used to call it Leroy' s Lighter Than Air Distribution System. Today I can call it "virtual" and you' 11 all get the point. John Shields pulled it all together in 1987 - 88, and when I left Trader Joe' s it was running quite well, even with the logistical challenges of shipping products at four different temperatures from Los Angeles to San Francisco. 电脑我曾称之为 "勒罗伊轻于空气分配系统"。如今，我可以称之为 "虚拟"，你们都明白了。1987-88 年，约翰-希尔兹（John Shields）将这一切整合在一起，当我离开乔氏贸易商行时，它已经运行得相当不错了，即使面临从洛杉矶到旧金山四种不同温度下运输产品的物流挑战。
One of the most important decisions we made back in 1977 was to ship to the stores only in whole-case quantities. This is central to the efficiency of the system. The downside is that expensive products like wines, liquors, and vitamins don' t sell equally well in all stores. You wind up with excessive inventory in dollars and cubic inches. That' s why many chains let their stores order liquor in single-bottle quantities. I saw this at both 0w1 Drug and Thrifty Drug and it' s a bloody mess. But to execute a high-SKU assortment policy you almost have to adopt sing1e bottle shipments. Our 1977 decision to cut back on SKUs made it possible for us to go with the full-caseonly practice. 早在 1977 年，我们就做出了一个最重要的决定，那就是只向商店整箱发货。这是提高系统效率的关键。这样做的弊端是，葡萄酒、烈酒和维生素等昂贵产品在所有商店的销量并不一样。这样一来，以美元和立方英寸计算的库存就会过多。这就是为什么许多连锁店让他们的商店以单瓶数量订购酒类。我在 0w1 Drug 和 Thrifty Drug 都看到过这种情况，真是一团糟。但要执行高SKU分类政策，你几乎必须采用单瓶装运。我们在 1977 年决定减少 SKU，这使我们有可能采用只装满一箱的做法。
When I left in 1989, the biggest unsolved problem, apart from managing the ever-growing volume of shipments, was the paperwork. The receivings in the warehouses, and the deliveries to the stores, were batch processed by Lundberg instead of continuously (online) processed. This made Mary Genest' s job harder than it needed to be and delayed the critical balancing of store inventory results. Store inventories need to be taken often and the results determined at once: said results have a lifetime similar to that of fresh fish. I left before that problem was solved. 1989 年我离开时，除了管理不断增长的货运量外，最大的问题是文书工作。仓库的收货和商店的发货都是由伦德贝格分批处理的，而不是连续（在线）处理。这给玛丽-热内斯特的工作增加了难度，也延误了对门店库存结果的重要平衡。商店库存需要经常进行盘点，并立即确定结果：盘点结果的寿命与鲜鱼的寿命相仿。在这个问题解决之前，我就离开了。
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Private Labe1 Products 私人 Labe1 产品
Cheerfully adorn the proudest table, Since yours it is to bear the glorious label. 欢快地装饰最自豪的餐桌，因为荣耀的标签属于你。
-Rose Fyleman 罗斯-费尔曼
We started in 1967 with no private label merchandise except the obligatory, non-differentiated vodka, gin, etc., most of which we dumped as soon as we knew what we were doing. Today, the great majority of products in Trader Joe’ s are private label or unknown label like the fish roe, many of the olive oils, etc. 我们从 1967 年开始经营自有品牌商品，除了必须的、无差别的伏特加酒、杜松子酒等，没有任何自有品牌商品。如今，乔氏超市的绝大多数产品都是自有品牌或无名品牌，如鱼子、许多橄榄油等。
Our first private label wine came in 1969. Joe Heitz, the celebrated winemaker in the Napa Valley, had made a batch of Ruby Cabernet that he didn' t want to put his name on. Low on the learning curve of wines, we eagerly bought it under the Trader Joe' s label. The wine was not very good. And here' s a problem with private label wine: it goes into customers' wine cellars. They keep opening the stuff over a long period of time, and getting sore all over again. In this sense a wine retailer is more like an art dealer than a grocer. The latter' s mistakes didn' t linger more than a few days in the household. 我们的第一款自有品牌葡萄酒诞生于 1969 年。纳帕谷著名的酿酒师乔-海茨（Joe Heitz）酿造了一批红宝石赤霞珠（Ruby Cabernet）葡萄酒，但他不想把自己的名字写上去。我们对葡萄酒的了解还很浅，就迫不及待地买了这款酒，贴上了 Trader Joe's 的标签。结果，酒并不好。这就是自有品牌葡萄酒的问题所在：它会进入顾客的酒窖。他们会在很长一段时间内不断打开这些酒，然后再次感到酸痛。从这个意义上说，葡萄酒零售商更像是艺术品经销商，而不是杂货商。后者的失误不会在家中停留超过几天。
As we kept learning more about wines, foods, and, above all, our customers, the private label program really got going under Whole Earth Harry. 随着我们对葡萄酒、食品以及最重要的客户的不断了解，自有品牌计划在 Whole Earth Harry 的领导下真正开始运作起来。
A Guideline: No private label product was introduced for the sake of having private label. 指导原则：不为贴自有品牌而贴自有品牌。
This is 100 percent contrary to the policy of supermarkets. The supermarkets try to have a private label copy of every branded product, which they usually sell for less, but in these days of double coupons, "customer loyalty programs, " and God knows what else-who can tell? Even when we dropped all branded bakery products in 1982, we did not, for example, introduce a Trader Joe' s "balloon loaf” of white bread, nor hamburger buns, nor hot dog buns. We simply did without these products. 这与超市的政策完全背道而驰。超市试图为每种品牌产品贴上自有品牌的标签，他们通常以较低的价格出售这些产品，但在这个双倍优惠券、"顾客忠诚计划 "以及天知道还有什么的时代，谁又能说得清呢？即使我们在 1982 年放弃了所有品牌面包产品，我们也没有推出 Trader Joe 的 "气球面包 "白面包、汉堡包和热狗面包。我们只是没有这些产品。
The willingness to do without any given product is one of the cornerstones of Trader Joe' s merchandising philosophy. 愿意放弃任何特定产品是 Trader Joe 的商品销售理念的基石之一。
It is important to remember that our product knowledge commenced with wines-foods came later. So a lot of what we had learned about merchandising wines was carried over to foods, of which the most extreme example was Trader Joe' s Vintage Dated Canned Corn. This corn, grown in a specific field in Idaho, isolated so it wouldn' t be cross-pollinated from other fields, was the best in the world. Our biggest problem was wrestling the crop from the Japanese, who tend to buy the very best, whether it' s coffee, fish, or Bordeaux. Each year the label bore the date of that harvest, and when that was gone, that was it, until next year. This is very vinous thinking, but it illustrates the principle of discontinuity in merchandise, which we embraced wholeheartedly. 重要的是要记住，我们的产品知识是从葡萄酒开始的，食品是后来才出现的。因此，我们在葡萄酒营销中学到的很多东西都被用到了食品上，其中最典型的例子就是乔帮主的陈年玉米罐头。这种玉米生长在爱达荷州的一块特殊的田地里，与其他田地隔离，因此不会与其他田地交叉授粉，是世界上最好的玉米。我们最大的问题是从日本人手中夺回这些作物，因为日本人倾向于购买最好的东西，无论是咖啡、鱼还是波尔多葡萄酒。每年的标签上都会标注收成日期，收成一过，就到此为止，直到明年。这是一种非常葡萄酒化的想法，但它说明了商品的非连续性原则，我们全心全意地接受了这一原则。
As we got into Whole Earth Harry, every private label food product had to meet the current shibboleths of the health food movement: no monosodium glutamate, no added sugar, no added salt, no artificial coloring. And as we moved into frozen seafood, no sulfites. 随着我们进入 "全地球哈利"，每种自有品牌食品都必须符合当前健康食品运动的要求：无味精、无添加糖、无添加盐、无人工色素。当我们开始经营冷冻海鲜时，还要求不含亚硫酸盐。
How to Differentiate Products 如何使产品与众不同
Here are some of the claims we made besides vintage-dating. They can be classified as: obvious wine merchandising applied to foods, obvious health-food appeals, medical news, ecological appeals, rarity, and gourmet. 以下是我们提出的除年份鉴定外的一些诉求。它们可以分为：明显的葡萄酒食品推销、明显的健康食品诉求、医疗新闻、生态诉求、稀有性和美食。
Wine merchandising: Pineapple from the island of Maui (as opposed to just "Hawaii"). Concord grape juice from the 1981 harvest. 葡萄酒销售：毛伊岛（而非 "夏威夷"）的菠萝。1981 年收获的康科德葡萄汁。
Above all: Because almost all of our purchases of wines were in limited, or at least delimited, quantity, we always announced how many cases we had. This carried over to all other products in the Fearless Flyer. We always announced how much we had bought. This also ties to the rarity appeal below. 最重要的是：因为我们购买的几乎所有葡萄酒都是限量的，或者至少是限量的，所以我们总是公布我们有多少箱葡萄酒。无畏摩天轮》中的其他产品也是如此。我们总是公布我们买了多少。这也与下面的稀有性呼吁有关。
Health food: Molasses without sulfur, made from sunripened cane. Prunes without preservatives. Did you know that most dried prunes are preserved with sorbates? I didn' t until Doug Rauch gave me the background to write up. 健康食品：不含硫的糖浆，由晒干的甘蔗制成。不含防腐剂的西梅。你知道大多数西梅干都是用山梨酸盐防腐的吗？直到道格-劳奇（Doug Rauch）给我提供了写作背景，我才知道。
Each private label product, therefore, had to have a reason, a point of differentiation. 因此，每个自有品牌产品都必须有一个理由，一个与众不同之处。
Medical news: Solder-free cans. In the early 1980s, the dangers of lead in soldered cans were publicized and we took advantage of the news. Vanilla extract with no alcohol; low sodium baking powder. We also campaigned against aluminum in deodorants because of suspicion in the medical community in 1986 that it was linked to Alzheimer' s. This has since been borne out as false, but nevertheless 医疗新闻：无焊罐。20 世纪 80 年代初，焊接罐中铅的危害被公之于众，我们利用了这一新闻。不含酒精的香草精；低钠发酵粉。1986 年，由于医学界怀疑除臭剂中的铝与老年痴呆症有关，我们还发起了反对使用铝的运动。
Most of the Trader Darwin vitamins were introduced in response to specific medical news. For example, we introduced Trader Darwin' s Metamorphosis for special needs children based on a Medical Tribune story in 1981. 达尔文商人的大多数维生素都是根据特定的医学新闻推出的。例如，根据 1981 年《医学论坛报》的一篇报道，我们推出了达尔文商人变形记，用于有特殊需要的儿童。
Ecological appeals: Albacore caught on long lines (instead of nets). Phosphate-free detergents. (We were one of the first grocers in America to promote this.) 生态呼吁：用长线（而不是渔网）捕捞长鳍金枪鱼。无磷洗涤剂。(我们是美国最早推广无磷洗涤剂的杂货店之一）。
Gourmet: "Unfiltered" is a powerful claim to make on wines. Winemakers don' t like to do it because it creates the potential of a (bad) tertiary fermentation, so they bottle unfiltered wines with extra care. We applied the same claims to apple cider vinegar reinforced by the claim that it was made from whole apples, not concentrate. Handmade tamales, handmade berry pies. 美食家："未经过滤 "是对葡萄酒的一种有力宣称。酿酒师不喜欢这样做，因为这会产生（不良的）三次发酵的可能性，所以他们在装瓶未经过滤的葡萄酒时会格外小心。我们对苹果醋也提出了同样的要求，并强调它是用整个苹果而不是浓缩苹果制成的。手工制作的玉米饼，手工制作的浆果馅饼。
Rarity: Cold pressed peanut oil. Hey, there' s one you don' t see every day! The only Extra Prime Whole Bean Kona coffee in Los Angeles. Eighteen-month-old Longhorn cheese. Unfermented Zinfandel grape juice. 稀有：冷榨花生油嘿，这可不是每天都能见到的！洛杉矶唯一的特级全豆科纳咖啡。18 个月的长角牛奶酪。未经发酵的仙粉黛葡萄汁
No bulky products like paper towels or sugar, because the high-value-per-cubic-inch rule still prevailed. 没有纸巾或糖之类的大体积产品，因为每立方英寸的高价值规则仍然有效。
There was a particular angle to the naming of our products. 我们的产品命名有一个特殊的角度。
I wanted to create a silent conspiracy among the overeducated, underpaid people in town, so that as they moved down the aisles they would read secret messages on the products. 我想在城里受教育程度过高、收入过低的人们中间制造一个无声的阴谋，这样当他们在货架上走动时，就能读到产品上的秘密信息。
During the first years of Trader Joe' s, we continued to carry a convenience-store' assortment of basic branded items, including toilet paper, five-pound bags of sugar and flour, branded detergents, etc. Finally, one day, Frank Kono, who was supervising half the stores by then, came to me and said that these ordinary groceries just weren' t selling, they were taking up valuable shelf space, and we dropped them all. We simply went out of business on the "bulkers" and did not replace them with private labels. 在 Trader Joe's 的最初几年，我们继续经营便利店 的基本品牌商品，包括卫生纸、五磅装的糖和面粉袋、品牌洗涤剂等。终于有一天，当时管理着一半门店的弗兰克-科诺来找我，说这些普通杂货根本卖不出去，占用了宝贵的货架空间，于是我们就把它们全部撤掉了。我们干脆停止了 "散装食品 "的销售，没有用自有品牌来替代。
Se11ing Branded Products under Our Labe1 在我们的标识下推出品牌产品1
Once the virtual distribution system started working, its logistics were so good that we could buy some branded merchandise and se11 it for less than the supermarkets, partly because we were willing to exchange one low landed cost for all the bells and whistles of ad allowances, slotting, etc. Sometimes the supermarkets got upset because we were underselling them, and held the manufacturers' feet to the fire. Always gentlemen, we accommodated our vendors and sold the same stuff under our label. 一旦虚拟分销系统开始运转，其物流就会变得如此之好，以至于我们可以以低于超市的价格购买一些品牌商品并进行分销，部分原因是我们愿意用低廉的到岸成本来换取广告补贴、档期等所有的好处。有时，超市会因为我们卖得比他们低而不高兴，并对生产商进行指责。我们总是很绅士地迁就供应商，用我们的标签销售同样的产品。
A prime example was Wolfgang Puck's frozen pizza. To avoid a direct comparison with the product in the supermarkets, they made a smaller-diameter size for us. This had the unanticipated advantage of fitting in toaster ovens! 沃尔夫冈-帕克（Wolfgang Puck）的冷冻披萨就是一个典型的例子。为了避免与超市里的产品直接比较，他们为我们制作了直径较小的披萨。这带来了一个意想不到的好处，那就是可以装进烤面包机！
The same desire to hide their light under a bushel afflicted winemakers, and many of Trader Joe' s private label wines were from very famous wineries. 同样，酿酒师们也想把自己的光芒隐藏在蒲式耳下，乔帮主的许多自有品牌葡萄酒都来自非常有名的酒庄。
Individualized Labels Aimed at the Overeducated 针对过度教育的个性化标签
Instead of having a one-size-fits-all private label like the supermarkets, we tried to individualize each label to each product. 我们没有像超市那样采用 "一刀切 "式的自有品牌，而是尝试根据每种产品的不同情况，为其贴上个性化的标签。
Wherever I could, therefore, I used artistic, or musical, or literary, or historical, or scientific allusions in the product names. Thus, when we got into private label baked goods, we had the Brandenberg Brownies, the Sir Isaac Newtons, The Bagel Spinoza, The Peanut Pascal, Disraeli & Gladstone' s British Muffins, etc. 因此，我尽可能在产品名称中使用艺术、音乐、文学、历史或科学典故。因此，当我们涉足自有品牌烘焙食品时，我们就有了布兰登伯格布朗尼、艾萨克-纽顿爵士、百吉尔-斯宾诺莎、花生-帕斯卡尔、迪斯雷利和格莱斯顿的英式松饼等。
My favorite of all the private labels was Heisenberg' s Uncertain Blend of coffee beans. At the coffee roaster they process different batches of beans and some fall off the conveyor. Periodically they would sweep these up, roast them, and se11 them to us for very little money. The blend, from 在所有自有品牌中，我最喜欢的是海森堡的不确定混合咖啡豆。在咖啡烘焙厂，他们会处理不同批次的咖啡豆，有些咖啡豆会从传送带上掉下来。他们会定期将这些咖啡豆清扫出来，烘焙后以极低的价格出售给我们。这种混合咖啡豆来自
batch to batch, was literally uncertain. And the label gave the Encyclopedia Britannica' s explanation of Werner Heisenberg' s Nobe1 Prize-winning 1927 discovery, one of the keystones of modern physics. How many customers had ever heard of Heisenberg? Not many. But the ones who understood the joke were literally bonded to us forever. And the price of the coffee was so cheap that non-initiates bought it. 批次与批次之间的差异简直无法确定。标签上的大英百科全书解释了沃纳-海森堡 1927 年获得诺贝尔物理学奖的发现，这是现代物理学的基石之一。有多少顾客听说过海森堡？没几个。但那些听得懂这个笑话的人却与我们结下了不解之缘。而且咖啡的价格非常便宜，非初学者也会买账。
Some of my other favorite names are Trader Darwin's Vitamins (for the survival of the fittest), Little Cat Feet dry cat food (pace Carl Sandburg), Habeas Crispus potato chips, Eve' s Apple Sparkled by Adam, Trader Cleopatra' s My Salad Days vinegar, Trader Gainsborough' s Blue Boy blueberry syrup, Great Expectations kibble for puppies. Oh, we did had fun! 我最喜欢的其他名字还有达尔文商人的维生素（适者生存）、小猫脚猫干粮（卡尔-桑德堡的步伐）、Habeas Crispus 薯片、亚当闪耀的夏娃苹果、埃及艳后的沙拉醋、庚斯博罗商人的蓝男孩蓝莓糖浆、小狗的远大前程狗粮。哦，我们确实玩得很开心！
I believe in the wisdom that you gain customers one by one, but you lose them in droves. 我相信这样一种智慧：你会一个接一个地赢得客户，但你会成群结队地失去客户。
Often, however, the light of inspiration failed to shine and we fell back on some useful naming devices: 然而，灵感之光往往无法照亮我们，我们只能依靠一些有用的命名方法：
A11 Mexican products were Trader José’ s. A11 墨西哥产品是 Trader José 的。
Al1 Japanese products, Trader Joe-San. Al1 日本产品，Trader Joe-San。
All Italian products were Trader Giotto' s, a cultural allusion that overrode the correct translation of Joe, Giuseppe. 所有意大利产品都是 Trader Giotto's 的产品，这一文化典故推翻了乔-朱塞佩的正确翻译。
All products associated with New England: cranberry juice, maple syrup, et al., were Pilgrim Joe’ s. 所有与新英格兰有关的产品：蔓越莓汁、枫糖浆等，都是朝圣者乔的产品。
All baking products were named for my two daughters, Madeleine and Charlotte, something that I fear has haunted them into later life. Trader Charlotte and her wine cake recipe, which appeared in the Fearless Flyer each year, has 所有的烘焙产品都是以我的两个女儿玛德琳和夏洛特的名字命名的，这一点恐怕一直困扰着她们的晚年生活。夏洛特商人和她的红酒蛋糕食谱，每年都会出现在《无畏传单》上，已经
frozen her in time at eleven years of age, something that her colleagues at the Getty Museum have not let her forget. 盖蒂博物馆的同事们没有让她忘记这一点。
Finally, the same nineteenth-century art that we used for the Fearless Flyer was deployed on the labels. Since there was very little four-color art in the nineteenth century, I especially prized those plates when I found them in used bookstores. We used them on several of the coffee bean cans (a view of Rome on Espresso di Roma, Indonesian art on Sumatra Mandheling), and a beautiful plate of Egyptian art adorned "Secrets of the Psyllium" -how else can one romance a proctologic product? Again, the art work was aimed at our we11-traveled, we11-educated clientele. 最后，我们在《无畏摩天轮》中使用的十九世纪艺术品也被用在了标签上。由于 19 世纪很少有四色艺术品，所以当我在旧书摊上发现这些版画时，我格外珍惜。我们在几个咖啡豆罐上使用了它们（Espresso di Roma 上的罗马景色、Sumatra Mandheling 上的印尼艺术），还有一个精美的埃及艺术盘装饰着 "车前子的秘密"--还能有什么其他方式来宣传直肠产品呢？同样，这些艺术作品也是针对我们 11 个国家的旅行者和受过教育的客户群的。
Summary 摘要
As the private label program grew, its growth was given additional stimulus by a hysteresis or feedback loop among the private label products. Confidence in one product led to purchases of another. As you will find in the next chapter, From "Discrete to Indiscretions," I wound up wishing we sold nothing else, the "Brooks Bros." strategy. But that was with the value of hindsight in 1987, after having built the Trader Joe' s brand for twenty years. 随着自有品牌计划的发展，自有品牌产品之间的滞后或反馈循环又刺激了它的发展。对一种产品的信心导致了对另一种产品的购买。正如你在下一章《从 "离散 "到 "放纵"》中所看到的，我最终希望我们什么都不卖，这就是 "布鲁克斯兄弟 "战略。不过，1987 年，在创建 Trader Joe's 品牌 20 年之后，我才有了事后诸葛亮的价值。
15
From Discrete to Indiscretions 从离散到不谨慎
You know, my friends, with what a brave carouse I made a second marriage in my house; Divorced old barren reason from 朋友们，你们知道吗，我在家里举行了一场多么勇敢的狂欢会，我在家里举行了第二场婚礼，我把不孕不育的老母亲从我的房子里赶了出来。
my bed, And took the daughter of the vine to spouse. 我的床，把葡萄树的女儿带去做配偶。
-0mar Khayyam
Continuous vs. Discrete 连续与离散
I cannot repeat too often that Trader Joe' s entered the City of Foods (foods as opposed to groceries) by way of the Wine Gate. We took the daughter of the vine to spouse. 我不能经常重复乔氏贸易商通过葡萄酒门进入食品城（食品而非杂货）。我们把葡萄树的女儿带到了配偶身边。
Our first real product knowledge came when we learned about wines; that indoctrination flavored everything we subsequently did in foods. The foremost character of wines (note my repeated use of the plural) is that each vintage, and each batch within a vintage, is separate, unique, discontinuous, discrete. Discrete means distinct, different, disjunctive. It is the opposite of continuous. Early in Whole Earth Harry we dropped Gallo wines because (at least in that era) they were as continuous as Coca-Cola. The space was diverted to small wineries' products. 我们对产品的第一次真正了解是在了解葡萄酒的时候，这种灌输式教育影响了我们后来在食品方面的一切。葡萄酒的首要特征（注意我反复使用的复数）是每个年份以及年份中的每个批次都是独立的、独特的、不连续的、离散的。离散的意思是与众不同、不同、不连续。它与连续性正好相反。在 "整个地球哈利 "早期，我们放弃了盖洛葡萄酒，因为（至少在那个时代）它们就像可口可乐一样具有连续性。空间被转移到小酒厂的产品上。
This philosophical approach put us in conflict with the mainstream of American retailing, which emphasizes continuous products. Thus, when a supermarket promotes Coca-Cola it doesn' t have to explain that Coca-Cola is a secret formula 这种哲学方法使我们与美国零售业的主流发生了冲突，后者强调的是连续性产品。因此，当超市促销可口可乐时，不必解释可口可乐是一种秘方
for a soft drink created a century ago in Atlanta, which originally was based on cocaine but was cleaned up decades ago, "Coca" being a regrettable artifact of its origins. A11 the supermarket has to advertise is "Coca-Cola," the size, and the price. 可口可乐是一个世纪前在亚特兰大诞生的一种软饮料，最初以可卡因为原料，但几十年前已被清除，"Coca "是其起源的一个令人遗憾的产物。超市需要宣传的只有 "可口可乐"、容量和价格。
Look at any supermarket ad. You' 11 learn precious little about the provenance of any product in it; you' 11 see only name, size, and price. Partly this is because the grocers themselves don' t know anything about the provenance of what they sell, and they don' want to bring up the subject of individual differences. How are you going to cover an ad for three hundred supermarkets if you don' have uniform products? In a way it' s the Extra Large Egg choke point that we discovered in 1962 with Pronto Markets visited over and over again. 看看任何超市的广告。你几乎无法从广告中了解到任何产品的来源；你只能看到名称、尺寸和价格。部分原因是杂货商自己对所售商品的来源一无所知，他们也不 ，也不想提及个体差异这个话题。如果 没有统一的产品，你如何为三百家超市做广告？从某种程度上说，这就是我们在 1962 年与 Pronto Markets 一起发现的特大鸡蛋窒息点。
Back in 1967, Good Time Charley made a bet that rising levels of education would fragment the masses, that a small but growing group of people would be dissatisfied with having to consume what everybody else consumed. By dumb luck we blundered into the one product field that fit this new pattern: wines. Wines have not been popular in America because, intrinsically, they are not continuous products. You can' just order up some more sugar and chemicals and make another batch. Every major conglomerate that tried to capitalize on the boutique wine boom lost its shirt, including Coca-Cola, Hunt-Wesson, and Pillsbury, each of which made mistaken bets on California wineries in the 1970s. Discontinuity is not their game. This has two implications: 早在 1967 年，"好时光 "夏利公司就曾打赌，认为教育水平的提高将使大众分化，一小部分但日益壮大的人将对必须消费其他人所消费的东西感到不满。幸运的是，我们误打误撞地进入了一个符合这种新模式的产品领域：葡萄酒。葡萄酒在美国一直不受欢迎，因为从本质上讲，它们不是连续性产品。你可以' 订购更多的糖和化学品，然后再生产一批。每一个试图利用精品葡萄酒热潮的大型企业集团都赔了夫人又折兵，包括可口可乐、亨特-韦森（Hunt-Wesson）和皮尔斯伯里（Pillsbury），它们都在 20 世纪 70 年代错误地押注于加州酒庄。不连续性不是他们的游戏。这有两层含义：
Americans have been trained since Amos ' ' Andy/Pepsodent in 1930 to select a brand and then stick with it. That' s the way they buy their toothpaste; that' s the way they buy their catsup; that' s the way they buy their gin. That' s the way they' d like to buy their wines but they are continually frustrated. 自 1930 年阿莫斯（Amos）' ' 安迪（Andy）/百事可乐（Pepsodent）以来，美国人一直被训练选择一个品牌，然后坚持使用。这就是他们购买牙膏的方式；这就是他们购买猫酱的方式；这就是他们购买杜松子酒的方式。他们也想用这种方式购买葡萄酒，但却一直受挫。
This inherent discontinuity makes it hard for the mass merchants to promote wines. 这种内在的不连续性使得大众商家很难推广葡萄酒。
That' s one reason why (as I write this) 88 percent of the wines are consumed by on1y 11 percent of Americans (and you can bet that most of them are Trader Joe' s customers or would be except for geography). The wine boom of the late 1990 s is focused on the most discontinuous, most discrete, most expensive wines, the wines most unlike Pepsodent-the wines hardest for mass merchants to sell. Even Gallo has shifted its focus from (continuous) jug wines to vintage dated, varietally named wines from premium wine counties like Sonoma. On a gallonage-per-capita basis, however, wine consumption in America has been falling since the mid-1980s. 这就是为什么（在我写这篇文章的时候）88% 的葡萄酒只有 11% 的美国人消费（你可以打赌，他们中的大多数都是 Trader Joe's 的顾客，或者如果不是因为地理原因，他们也会是 Trader Joe's 的顾客）的原因之一。20 世纪 90 年代末的葡萄酒热潮主要集中在最不连续、最不连续、最昂贵的葡萄酒上，这些葡萄酒与百事可乐最不一样，是大众商家最难销售的葡萄酒。就连 Gallo 也把重点从（连续的）壶装葡萄酒转移到了索诺玛等优质葡萄酒产区的有年份、有品种名称的葡萄酒上。然而，按人均加仑数计算，美国的葡萄酒消费量自 20 世纪 80 年代中期以来一直在下降。
Because of our wine background, we liked and embraced discontinuous lots of foods. This worked we11 when it came to vintage-dated canned corn and maple syrup under the Trader Joe' s label. When we began dealing in closeouts of branded foods, however, we got some real headaches. 由于我们的葡萄酒背景，我们喜欢并接受很多不连续的食品。当我们经营 Trader Joe's 标签下的陈年玉米罐头和枫糖浆时，这种做法非常奏效。然而，当我们开始经营品牌食品的清仓货时，我们就开始头疼了。
Trader Joe' s: A Closeout Store? 乔氏超市：特卖商店？
During 1971-76, while we were living it up with all the wines being closed out by wholesalers' liquidations, our competitors put out the word that all Trader Joe’ s sold was "closeout" wines. The leading wine guru of Los Angeles sniffed that "Trader Joe' s se11s Akron rejects." (The Akron was a low-end but high-style discounter selling 99ф wines that went bankrupt.) The great majority of customers paid no attention to this, obviously, but the "closeout image" stuck, and we didn' t do anything to help it with some of our biggest food promotions during Mac the Knife. 1971-76 年间，当我们还沉浸在批发商清仓甩卖葡萄酒的喜悦中时，我们的竞争对手却放出话来，说 Trader Joe's 出售的都是 "清仓甩卖 "的葡萄酒。洛杉矶著名的葡萄酒大师闻言说："乔氏贸易公司出售的都是阿克伦的废品"。(阿克伦是一家低端但高格调的折扣店，销售 99 ф 的葡萄酒，后来破产了）。显然，绝大多数顾客并没有注意到这一点，但 "特卖形象 "却根深蒂固，我们在 Mac the Knife 期间的一些大型食品促销活动也没有起到任何作用。
As we moved into more Intensive Buying of foods with Mac the Knife, the middlemen who specialize in solving manufacturers' inventory problems began offering us closeouts of branded foods. These products are discrete only in the sense that they are onetime closeouts. There are usually three reasons for this: discontinuance of an entire line, like Sara Lee exiting the ice cream business; or a 随着我们与 "小刀麦克 "的食品采购越来越密集，专门解决制造商库存问题的中间商开始向我们提供品牌食品的平仓货。这些产品的离散性仅仅体现在它们是一次性停售的产品。通常有三种原因：整个产品线停产，如莎拉-李（Sara Lee）退出冰激凌业务；或者是某个品牌的某个产品在某一时期停产。
flavor or size that proved unpopular like Libby's PearPassion Nectar; or an inventory imbalance that had to be solved by the end of a manufacturer' s fiscal year. 比如利比梨花蜜（Libby's PearPassion Nectar）等不受欢迎的口味或大小；或者制造商必须在财政年度结束前解决的库存失衡问题。
You may wonder how these great bargains became available. Most of the big food manufacturers have "product managers, " young MBAs who are put in charge of first one brand and then another as they' re moved along the "career ladder. " Quite often they make big mistakes: a recipe that proves unpopular, or a production run that was too big. Confronted with such a dilemma, they would "barter" the surplus product to a middleman in return for advertising space, "bought” at an inflated price to cover up the mistake in inventory. The product manager was gambling that he' d be moved to another product line before the barter scheme unraveled. Most of the deals we made were "advertising media barter. " 你可能会问，这些便宜货是怎么来的。大多数大型食品制造商都有 "产品经理"，他们都是年轻的 MBA，随着 "职业阶梯 "的上升，先负责一个品牌，然后再负责另一个品牌。"他们经常会犯大错：配方不受欢迎，或者产量过大。面对这样的窘境，他们会把多余的产品 "以物易物 "给中间商，以换取广告版面，而广告版面是以高价 "买 "来的，以弥补库存上的失误。产品经理赌的是，在易货贸易计划失败之前，他将被调到另一条产品线。我们做的大多数交易都是 "广告媒体易货贸易"。"
These are the same kind of discrete deals that are offered to retailers like Canned Foods Grocery Outlets, MacFrugals/Pic 'N' Save, Odd Lots, 99ф Stores, etc. We began buying them because they offered great value, and because they sold like crazy. The real excitement started when the frozen food offerings began coming in. 罐头食品杂货销售点、MacFrugals/Pic 'N' Save、Odd Lots、99ф Stores 等零售商提供的也是这种离散优惠。我们开始购买它们，因为它们物美价廉，而且卖得很火。真正令人兴奋的时候是从冷冻食品开始的。
The light bulb went on: we and Canned Foods Grocery Outlets (on whose advisory board I served for four years after I left Trader Joe” s) were the only "closeout" retailers in America with frozen food cases! The other closeout merchants couldn' t participate. 灯泡亮了：我们和 Canned Foods Grocery Outlets（离开 Trader Joe's 后，我在其顾问委员会工作了四年）是美国唯一拥有冷冻食品柜的 "特卖 "零售商！其他特价商品零售商无法参与。
Doug Rauch and, later, Bob Johnson led us to some sensational frozen sales: Certi Fresh seafood entrees, Sara Lee ice cream, Johnston Frozen Pies, Armour Dinner Classics, Mrs. Paul' s Seafood Entrees, Pillsbury Cheesecake, Pillsbury Microwave Popcorn, Gloria Vanderbilt Tofu, Perdue Cornish Game Hens, Budget Gourmet entrees, Frusen Gladje ice cream, Breyer' s ice cream. Sometimes we' d gamble a million dollars on a single promotion, which was still big bucks for us. On the other hand, we were one of the few retailers who could tie up a million bucks in a warehouse. Once again our strong 道格-劳奇（Doug Rauch）和后来的鲍勃-约翰逊（Bob Johnson）带领我们实现了一些轰动性的冷冻销售：Certi Fresh 海鲜主菜、Sara Lee 冰淇淋、Johnston 冷冻馅饼、Armour 经典晚餐、Paul 夫人海鲜主菜、Pillsbury 芝士蛋糕、Pillsbury 微波爆米花、Gloria Vanderbilt 豆腐、Perdue Cornish Game Hens、Budget Gourmet 主菜、Frusen Gladje 冰淇淋、Breyer's 冰淇淋。有时，我们会在一次促销活动上赌上一百万美元，这对我们来说仍然是一大笔钱。另一方面，我们也是少数几家能在仓库里投入一百万美元的零售商之一。我们的强大
cash position played a key role in making us a powerful retailer. 现金状况是我们成为强大零售商的关键因素。
But these deals were nerve-racking. We' d publish a Fearless Flyer and the product wouldn' t show up in time. Or the product would show up and we’ d reject it because it was out-of-code. Or not all the flavors that we advertised actually were there. 但这些交易让人伤透脑筋。我们发布了 "无畏传单"，但产品却没有及时出现。或者产品出现了，我们却拒绝了 因为它不符合标准或者不是所有我们宣传的口味都在那里
The products were discrete only in the fact that they were one-time-only quantities of intrinsically continuous products. We did try to observe our health-food criteria, in the sense of avoiding overt MSG, food coloring, etc. But our 产品的离散性仅在于它们是一次性数量的内在连续性产品。我们确实努力遵守我们的健康食品标准，即避免使用明显的味精、食用色素等。但我们的
"due diligence" in some cases matched that of an investment banker on the trail of a hot IP0. 在某些情况下，"尽职调查 "就像投资银行家追踪热门 IP0 一样。
Anyhow, as promised in the Trader Joe' s Sampler chapter, here are some indiscretions we committed as we wobbled our way to fame: 总之，正如在 "乔帮主采样器 "一章中所承诺的那样，以下是我们在成名路上所犯的一些不检点行为：
Famous Name Bologna: In 1977, Leroy got a special deal going with one of the major meat companies for bologna that the cryovac machines had improperly wrapped. I explained this in the front-page Fearless Flyer article. We didn' hide the provenance. Our price was sensational; the product, however, left Whole Earth Harry bleeding on the sidewalk. Undaunted, we next sold famous name improperly wrapped hot dogs and various lunch meats. 名牌腊肠：1977 年，里洛伊与一家大型肉类公司达成了一项特殊交易，购买低温冷藏机包装不当的腊肠。我在《无畏传单》的头版文章中对此进行了解释。我们没有 隐藏来源。我们的价格引起了轰动，但产品却让整个地球的哈里在人行道上流血。我们毫不气馁，接下来又卖出了著名的包装不当的热狗和各种午餐肉。
Closeout Vitamins: In 1982, Schick (the razor company) pulled out of the vitamin field. We closed out their vitamins, and then Carnation' s failed program in 1984. We never should have done this. It compromised sales of Trader Darwin vitamins. 特价维生素1982 年，Schick（剃须刀公司）退出了维生素领域。我们关闭了他们的维生素产品，1984 年又关闭了康乃馨的失败项目。我们本不该这么做。这影响了 Trader Darwin 维生素的销售。
Feast for One: Sometimes what we did was inexcusable. In 1984, we bought a closeout of wonderful Feast for One gourmet entrees. But the quantities were too small to cover the ad properly. Yet we were afraid that if we didn' t put it in the Fearless Flyer, it wouldn' t sell. Cowardice prevailed. Feast for One：有时候，我们的所作所为是不可原谅的。1984 年，我们买了一桌丰盛的美食主菜。但由于数量太少，我们无法在广告上做适当的报道。但我们担心，如果不把它刊登在《无畏传单》上，它就卖不出去。胆怯占了上风。
I could continue this list but it depresses me. 我还可以继续列举下去，但这让我很沮丧。
The Brooks Brothers Strategy 布鲁克斯兄弟战略
After an especially awful experience with the promotion of some branded frozen food in 1987, I began to lose my zest for that game. I took a survey of the 1,500 SKUs in the stores and realized that, excluding wines, about 80 percent of them were continuous in supply. They were mostly private labeled, including breads and Alta Dena dairy products. 1987 年，我在促销一些品牌冷冻食品时遇到了一次特别糟糕的经历，之后我开始对这种游戏失去兴趣。我对商店里的 1500 个 SKU 进行了一次调查，发现除葡萄酒外，大约 80% 的 SKU 是持续供应的。它们大多是自有品牌，包括面包和 Alta Dena 乳制品。
They were differentiated by their qualities, yes, but from chocolate chip cookies to black tiger shrimp they were more or less continuous in supply. They could be replicated by our competitors, but our competitors either weren' aware of their volume potential (maple syrup) or were too engaged in other competitive battles to try to match us. Jarlsberg was a good example. The supermarkets knew perfectly well the sales potential of Jarlsberg if they matched our price, which they did once in a blue moon for a weekend, but they were too tied up in their own knots to follow us. 是的，这些产品因其品质而与众不同，但从巧克力饼干到黑虎虾，它们或多或少都有持续供应。我们的竞争对手可以复制这些产品，但我们的竞争对手要么不 ，不知道这些产品（枫糖浆）的产量潜力，要么忙于其他竞争战役，没有时间与我们竞争。Jarlsberg 就是一个很好的例子。超市非常清楚，如果他们的价格与我们的一致，那么 Jarlsberg 的销售潜力就会非常大。
In November 1987, I outlined to the buyers where I thought we should go: 1987 年 11 月，我向买主概述了我认为我们应该去的地方：
"We want continuous products. Any sane person does. The trick is to have continuous products which are profitable without creating a high-price image. " "我们想要持续不断的产品。任何理智的人都会这样做。诀窍在于，既要有可盈利的连续性产品，又不能造成高价形象。"
To create such products, they needed to be differentiated at least in order to avoid direct price comparison. Of course there was no price comparison for almond butter (it was our exclusive) except vs. peanut butter. 要创造出这样的产品，至少要有差异化，以避免直接的价格比较。当然，除了与花生酱相比，杏仁酱（这是我们的独家产品）是没有价格可比性的。
Products in which we had an absolute buying advantage. For example, we were the largest sel1er of cheap Bordeaux blanc in the United States. 我们拥有绝对购买优势的产品。例如，我们是美国最大的廉价波尔多白葡萄酒销售商。
I was willing to continue to indulge in the spectacular "closeout” sales of branded products, but I wanted to 我愿意继续沉迷于品牌产品 "打折 "促销的盛况，但我想
do so in the context of much greater overall sales, principally generated by continuous products, most of them private label. In other words, I wanted those branded promotions to be as big in absolute dollars but a smaller percentage of our sales. 但是，在总体销售额大幅增长的情况下，我们的促销活动仍将继续，主要是由连续性产品带来的销售额，其中大部分是自有品牌产品。换句话说，我希望这些品牌促销活动在绝对金额上与我们的销售额一样大，但所占比例要小一些。
Please remember, I was writing the preceding outline in the shadow of the October 1987 stock market crash. I was anticipating very tough times ahead, and those closeouts of branded products had helped us through the turbulent 1980s. 请记住，我是在 1987 年 10 月股市崩盘的阴影下撰写上述提纲的。我预计未来的日子会非常艰难，而那些品牌产品的关闭帮助我们度过了动荡的 20 世纪 80 年代。
My shorthand for this strategy of developing more continuous, private label products was "Brooks Brothers." Brooks Brothers had created a chain that sold only its own products, and those products were a very good value. 我把这种开发更多持续性自有品牌产品的战略简称为 "布鲁克斯兄弟"。布鲁克斯兄弟（Brooks Brothers）创建了一个只销售自己产品的连锁店，而且这些产品物美价廉。
Brooks Brothers began to slide in the 1970s. Part of this was a sea change in the way Americans dressed, a trend to the casual. In the context of Trader Joe' s, it would be like our clientele massively shifting to junk food. 20 世纪 70 年代，Brooks Brothers 开始走下坡路。部分原因是美国人的着装方式发生了巨大变化，趋向休闲化。就乔氏而言，这就好比我们的顾客大量转向垃圾食品。
Also, however, I think a big part of the Brooks Bros. slide was that it lost its vision of quality in relation to price. As long as one holds on to that vision, I think that Brooks Brothers (the original Brooks Brothers) is a good metaphor for an exclusively Trader Joe label store, as long as you don' t create private label just for the sake of private labe1. As long as "Brooks Brothers" doesn' t copy Jockey shorts just to have shorts in the store. 不过，我认为布鲁克斯兄弟公司滑坡的一个重要原因是，它失去了对质量与价格关系的认识。只要坚持这一愿景，我认为 Brooks Brothers（最初的 Brooks Brothers）是 Trader Joe 品牌专卖店的一个很好的比喻，只要你不为了贴牌而贴牌。只要 "Brooks Brothers "不会为了在店里卖短裤而抄袭 Jockey 短裤。
On the 0ther Hand 另一方面
There' s a "treasure hunt" appeal in a closeout retailer, to borrow a term from Steven Read, co-owner of Canned Foods Grocery Outlets. We got the "treasure hunt" image right along with the closeout image starting with our great wine bargains in 1970. The closeouts of foods added real excitement to the stores, and customers liked them. They were rotten to administer, they cast a shadow on our overall 借用罐头食品杂货直销店共同所有人史蒂文-雷德（Steven Read）的说法，特价零售商有一种 "寻宝 "的魅力。从 1970 年我们的特价葡萄酒开始，我们的 "寻宝 "形象就与特价形象结合在了一起。特价食品为商店增添了真正的活力，顾客也很喜欢。它们的管理很糟糕，给我们的整体形象蒙上了一层阴影。
reputation, but they sure did generate profitable sales. A Brooks Brothers store can be damn dull. 声誉，但他们确实创造了有利可图的销售业绩。布鲁克斯兄弟（Brooks Brothers）的店可真够无聊的。
16
Too, Too Solid Stores
0! that this too, too solid flesh would melt, Thaw and resolve itself into a dew. 啊！这太坚实的肉体也会融化，解冻，化为露水。
-Hamlet, Act I, Scene 2 -哈姆雷特》，第一幕，第二场
Would that could happen to stores! That' s where the too, too solid flesh gets a bullet from a bandit. That' s where the too, too solid flesh pulls its back out, or herniates its guts. That' s where the too, too solid flesh gets turned on to cocaine and starts to steal because wages, no matter how high, after being taxed at something close to 50 percent by federal and state income taxes and social security, cannot possibly afford that habit. And when the flesh goes from mere solidity to outright tumescence, in June 1998, the Supreme Court issued a sexual harassment decision that would inspire me, as an employer, to put saltpeter in the stores' water supply. (But of course, this was merely a passing figment.) 要是商店也能这样就好了！这就是太结实的肉体被强盗击中的地方。太结实的肉体就会在那里抽筋或疝气。就在这时，过于结实的肉体开始吸食可卡因，并开始偷窃，因为无论工资有多高，在被联邦和各州的所得税以及社会保险征收了接近 50% 的税后，都不可能负担得起这种嗜好。1998 年 6 月，最高法院做出了一项关于性骚扰的判决，作为雇主，这将促使我在商店的供水系统中加入硝石。(当然，这只是我一时的臆想）。
It' s easy to see the attraction of the internet for retailers, and there' s nothing in that semantic definition of retailing back there in the Mac the Knife chapter that says you must have physical stores. 互联网对零售商的吸引力不言而喻，在《Mac the Knife》一书中关于零售业的语义定义中，并没有规定必须拥有实体店。
But, until United Parcel Service and FedEx make the next quantum leaps in delivery technologies, you gotta have stores, at least in the food business with its four different temperatures. All the Intensive Buying, all the private 但是，在联合包裹服务公司和联邦快递公司的送货技术取得下一个飞跃之前，你必须有商店，至少在食品行业有四种不同的温度。所有的集中采购，所有的私人
labels, all the discrete and indiscreet buys, all the virtual distribution: worthless. Until the goods are physically received and sold by the stores. 标签、所有不连贯和不谨慎的购买、所有虚拟分销：一文不值。直到商店实际收到并售出货物。
So how do you attempt to manage the problem? The keys to management are strong locations with good people. 那么，如何尝试管理这个问题呢？管理的关键在于与优秀人才建立强有力的合作关系。
Leasing Locations 租赁地点
How Many Stores? 有多少商店？
With our heavy investment in leasehold improvements for electrical and plumbing, we had to sign long-term leases, usually fifteen years. Those leasing decisions are not reversible if something bad suddenly happens. It can be a change in street patterns or in the demographics of a trade area, or a change in the laws, which prevailed when you leased the store. Think of the liquor stores that existed only by virtue of Fair Trade. 由于我们在电气和管道方面的租赁改良投资巨大，我们不得不签订长期租约，通常是 15 年。如果突然发生什么不好的事情，这些租赁决定就无法挽回了。这可能是街道格局的变化，也可能是贸易区人口结构的变化，还可能是法律的变化。想想那些仅靠公平贸易而存在的酒类专卖店吧。
People often ask me, how many stores did we have at suchand-such a time? It' s the wrong question to ask. What' s important is dollar sales. For example, from 1980 to 1988, we increased the number of stores by 50 percent, but sales were up 340 percent. 人们经常问我，我们在某某时期有多少家商店？这个问题问错了。重要的是销售额。例如，从 1980 年到 1988 年，我们的商店数量增加了 50%，但销售额却增长了 340%。
I believe in having enough stores so you' re hedged against getting wiped out by a single fire or earthquake or flood control project (the Culver City Pronto Market fiasco in 1962). But my preference is to have a few stores, as far apart as possible, and to make them as high volume as possible. 我相信要有足够多的商店，这样才能避免因一场火灾、地震或防洪工程（1962 年卡尔弗城普罗托市场惨败）而全军覆没。但我更倾向于开几家店，店与店之间的距离越远越好，并尽可能提高销量。
With Mac the Knife we could draw people from twenty-five to fifty miles away. When we opened Ventura in 1983, 30 percent of our business came from Santa Barbara. 有了麦克刀，我们可以吸引 25 到 50 英里以外的人。1983 年我们在文图拉开店时，30% 的生意来自圣巴巴拉。
Sales per store, sales per square foot: those are the measures I look at. Trader Joe' s sales were per square foot of total area. The supermarket average is , but they use "sales area" not total area. And yes, there is a difference. 每家店的销售额、每平方英尺的销售额：这些都是我所关注的指标。Trader Joe 的销售额为每平方英尺总面积 。超市的平均值是 ，但他们用的是 "销售面积"，而不是总面积。是的，两者是有区别的。
Beware of that "sales per square foot" calculation. "Sales area" excludes back room area, thereby shrinking the denominator and pumping up the "sales per square foot" figure. I can' t justify not counting back rooms. If you don' t need that back room, why did you lease it? Let' s take Stew Leonard' in Connecticut, the highest volume supermarket in America. "Sales area" means nothing without that giant warehouse where they land those great buys because they have no distribution facilities anywhere else. And part of their "sales area" is a milk bottling line! Even in a normal store, it' s hard to draw a sharp dichotomy between selling area and back room area. 小心 "每平方英尺销售额 "的计算。"销售面积 "不包括里屋面积，从而缩小了分母，抬高了 "每平方英尺销售额"。我无法证明不计算里屋是合理的。如果你不需要里屋，为什么要租下来？以康涅狄格州的 Stew Leonard' 为例，它是美国销量最大的超市。如果没有那个巨大的仓库，"销售区 "就没有任何意义，因为他们在那里没有任何分销设施。他们 "销售区 "的一部分是牛奶装瓶线！即使在普通商店里，也很难将销售区和后堂区截然分开。
Too many stores, too many irreversible leases, too much geographical saturation was a recurrent theme in the failure of American retail chains in the twentieth century. When I took charge of Thrifty Drug, I estimated that half of its 650 stores needed to be closed. It was the same story in 1991 when most of the department stores in California went bankrupt; or in 1974 with W. T. Grant, or in 1930 when Rexall itself went bankrupt as a result of unwise leases. 门店过多、不可逆转的租约过多、地域饱和度过高是 20 世纪美国连锁零售业失败的一个反复出现的主题。当我接手 Thrifty Drug 时，我估计它的 650 家门店中有一半需要关闭。1991 年，加利福尼亚州的大多数百货商店都破产了；1974 年，W. T. Grant 也是如此；1930 年，Rexall 也因不明智的租赁而破产。
Retail square footage per capita in the United States had doubled in the twenty-eight years since we had started Mac the Knife in the mid-1970s. In 1998, retail square footage per capita kept climbing to new heights while the internet challenge was yet in its infancy. Put in the most hifalutin' terms, over-storing is a mis-allocation of society' s resources; certainly it raised the hackles of Whole Earth Harry. We' 11 return to the question of store density a bit later on. 自 20 世纪 70 年代中期开始使用 "麦克刀 "以来的 28 年间，美国人均零售面积翻了一番。1998 年，人均零售面积继续攀升到新的高度，而互联网的挑战还处于起步阶段。用最夸张的话说，过度储存是对社会资源的错误配置；当然，这也引起了 "哈里全地球 "的警觉。我们稍后再讨论商店密度的问题。
I want to brag about something here: in thirty years we never had a layoff of full-time employees. Seasonal swings in business were handled with overtime pay to full-time 我想在这里炫耀一下：三十年来，我们从未解雇过全职员工。对于业务的季节性波动，全职员工可以通过加班费来解决。
employees, and by adjusting part-time hours. The stability of full-time employment at Trader Joe' s was due in part to caution in opening new stores, and insisting on high-volume stores. 员工，并调整兼职工作时间。Trader Joe's 的全职员工人数之所以稳定，部分原因是在开设新店时比较谨慎，并坚持开设高销量的店铺。
The Key: High-Volume Stores with Correct Leases 关键：拥有正确租约的高销量店铺
Ancient Mariner Retailers claim that "volume solves everything.” If it’ s profitable volume, they’ re right. Things always go the most sour in the lowest-volume stores. It' s like riding a bicycle: the faster it goes, the more stable it is. 古老的水手零售商声称 "数量能解决一切问题"。如果销量能带来利润，他们就是对的。在销量最低的商店里，情况总是最糟糕的。这就像骑自行车：速度越快，就越稳定。
The "normal distribution" of most chains is 20 percent dogs, 60 percent okay stores, and 20 percent winners. (At Thrifty Drug the distribution curve was wildly skewed: the top 5 percent of the stores generated 60 percent of the profit.) I believe in ruthlessly dumping the dogs at whatever cost. Why? Because their real cost is in management energy. You always spend more time trying to make the dogs acceptable than in raising the okay stores into winners. And it' s in the dogs that you always have the most personnel problems. 大多数连锁店的 "正态分布 "是 20%的狗店、60%的好店和 20%的赢家。(在 Thrifty Drug，分布曲线严重倾斜：前 5% 的商店创造了 60% 的利润）。我相信，不惜一切代价也要无情地抛弃 "狗店"。为什么？因为它们的真正成本是管理精力。你总是要花费更多的时间去努力让狗变得可以接受，而不是把还不错的商店提升为赢家。而在狗的问题上，你总是遇到最多的人事问题。
Under Mac the Knife Here' s How We Leased Stores 我们是如何租赁店铺的？
Location Criteria 地点标准
I believe that the sine qua non for successful retailing is demographic coherence: all your locations should have the same demographics whether you are selling clothing or wine. We looked for our demographics: there are lots of overeducated and underpaid people in Southern California. That' s why most Trader Joe' s were located near a major institution of learning: Long Beach State, UC San Diego, UCLA, and hospitals like The Huntington in Pasadena or Long Beach Veterans' and high tech corporate offices like TRW in 我认为，成功零售的必要条件是人口结构的一致性：无论你销售的是服装还是葡萄酒，你的所有分店都应该有相同的人口结构。我们寻找我们的人口结构：南加州有很多教育程度过高、收入过低的人。这就是为什么 Trader Joe 的大部分分店都位于主要学府附近的原因：长滩州立大学、加州大学圣地亚哥分校、加州大学洛杉矶分校，以及帕萨迪纳的亨廷顿医院或长滩退伍军人医院等医院和 TRW 等高科技企业办公室。
Manhattan Beach, which probably has more PhDs than most colleges. The second most important group of customers were retirees (old folks are top consumers of liquor, candy, high fiber foods, and vitamins) so I paid special attention to retirement villages and trailer parks. 曼哈顿海滩，那里的博士人数可能比大多数大学都多。第二大客户群是退休人员（老年人是酒类、糖果、高纤维食品和维生素的最大消费者），因此我特别关注退休村和拖车公园。
I won' t go into the technical details of how I measured the potential of a given location; suffice it to say I was looking for our core clientele in sufficient numbers based on our experience in existing stores. The ideal was the trading area around the West Los Angeles store. 关于如何衡量某个地点的潜力，我不想谈技术细节；我只想说，根据我们在现有商店的经验，我正在寻找足够数量的核心客户群。最理想的地点是西洛杉矶商店周围的交易区。
The last thing I wanted was a brand-new tract of houses. Those people are the poorest of the poor, even though census data says they have high incomes. Sure they have high incomes-that' s how they qualified for those monster mortgages! Strapped by the mortgages, saving for college for their kids, they should shop only at Costco and Walmart. 我最不想要的就是一片全新的 房屋。这些人是穷人中的穷人，尽管人口普查数据显示他们收入很高。他们的收入当然很高，所以才有资格申请那些巨额抵押贷款！他们被抵押贷款压得喘不过气来，还要为孩子上大学攒钱，他们应该只在好市多和沃尔玛购物。
I liked semi-decayed neighborhoods, where the census tract income statistics looked terrible, but the mortgages were all paid-down, and the kids had left home. Housing and rental prices tend to be lower, and more suitable for those underpaid academics. 我喜欢半破败的社区，那里的人口普查收入统计看起来很糟糕，但抵押贷款都已付清，孩子们也都离家出走了。住房和租房价格往往较低，更适合那些收入不高的学者。
Related to this, I was more interested in the number of households in a given area than the number of people in a ZIP code. Trader Joe' s is not a store for kids or big families. One or two adults was just fine. 与此相关，我对特定地区的家庭数量比邮政编码中的人口数量更感兴趣。Trader Joe's 不适合孩子或大家庭光顾。一两个成年人就足够了。
Given the number of households, I would judge the degree of suitability based on my experience since 1954 in looking at California real estate, and then based on driving the area thoroughly. I would never trust a broker' s judgment. If I saw lots of campers and speedboats in the driveways, I' d ax the location. People who consume high levels of fossil fuels don' t fit the Trader Joe' s profile. 考虑到住户的数量，我会根据自己自 1954 年以来考察加州房地产的经验，再根据对该地区的深入考察来判断其合适程度。我绝不会相信经纪人的判断。如果我看到车道上有很多露营车和快艇，我就会放弃这个地方。消耗大量化石燃料的人不符合 Trader Joe 的要求。
Computerization has radically upgraded the statistics available; I' d probably do it more formally now. But there' s no substitute for "driving" a location to ferret out the traffic problems. And do it at night, too. And either 计算机化从根本上改进了现有的统计数据；现在我可能会更正式地进行统计。但是，"驾驶 "一个地方去发现交通问题是无可替代的。而且还要在夜间进行。或者
I or one of my colleagues would drive the location all over again just before we actually signed the lease. 在我们真正签订租约之前，我或我的一位同事都会开车到那个地方再看一遍。
Generally speaking, I would not look at any trading area with fewer than forty thousand households likely to contain "core" customers. So you might have sixty thousand residences but if only 66 percent were judged "core," I' d rank it at the threshold level of forty thousand. West Los Angeles had about ninety thousand "core" residences, I estimated. 一般来说，我不会去看任何一个包含 "核心 "客户的家庭少于四万户的交易区。因此，你可能有六万个住户，但如果只有 66% 的住户被评为 "核心"，我就会将其列为四万个住户的门槛水平。据我估计，西洛杉矶大约有九万户 "核心 "住宅。
I hardly need to mention that a trading area is rarely determined by a radius. It' s determined by geographical barriers, boulevard access, and where the demographics lie. 我几乎不用说，贸易区很少是由半径决定的。它是由地理障碍、林荫大道的通达性以及人口结构所决定的。
Here' s a sin I committed early in Pronto Market days. I put a store right between the towns of Fullerton and Placentia, in the city limits of Fullerton, but on Placentia Avenue. How do explain that location on the radio? 这是我在 Pronto Market 初期犯下的罪过。我在富勒顿镇和普拉森蒂亚镇之间开了一家店，位于富勒顿市区，但在普拉森蒂亚大道上。怎么在广播里解释这个位置呢？
We wanted excellent boulevard access to large numbers of "our” people. Do you want freeway access? Sure, but here' s a worry: holdups are most common in stores that are closest to freeway on-ramps, because it' s easier to make a getaway. 我们希望林荫大道能为大量 "我们的 "人提供便利。你想要高速公路通道吗？当然，但我们担心的是：在最靠近高速公路匝道的商店最容易发生劫持事件，因为这样更容易逃跑。
Preferably, freestanding locations. Co-tenants get in the way of a powerhouse like Trader Joe’ s. 最好是独立店面。合租者会妨碍像乔氏这样的巨头。
I was willing to pay extra for a loading dock. You' 11 recapture the extra rent in labor savings and workers' compensation premiums. But in many locations it simply isn' t possible to get a dock. 我愿意为装货码头支付额外费用。你可以从节省的劳动力和工人赔偿金中收回额外的租金。但在许多地方，根本不可能有码头。
That' s it? What about competition? Friends, Mac the Knife has no competition. That' s why I called it Mac the Knife! 就这样？那竞争呢？朋友们，"麦克刀 "没有竞争对手。所以我才叫它 "麦克刀
My years at Pronto Markets convinced me that where there is no competition today there will be tomorrow. Except for rare geography and even rarer honest city councils, you must assume that competitors will open all around you. 我在 Pronto Markets 多年的工作经历让我相信，今天没有竞争的地方，明天就会有。除了罕见的地理环境和更罕见的诚实的市议会之外，你必须假设竞争对手会在你周围开张。
The answer is to design a store that has no competition. That' s why Mac the Knife should not carry any SKU in which it is not outstanding. Management should remember that Captain MacHeath was finally brought down not by competition, but when he betrayed one woman too many. You can read that as: one customer too many, and you' 11 go back to reviewing every SKU in the store. 答案就是设计一家没有竞争对手的商店。这就是为什么 Mac the Knife 不应该经营自己不擅长的 SKU。管理层应该记住，MacHeath 船长最终不是被竞争拖垮的，而是因为他背叛了太多的女人。你可以把这句话理解为：一个顾客太多，你就得重新审视店里的每一个 SKU。
After 1978, I paid no heed to nearby supermarkets, liquor stores, health food stores, or anything else. 1978 年之后，我对附近的超市、酒类专卖店、健康食品店或其他任何东西都不闻不问。
We11, then, you say, let' s go back to the question of number of stores. How do you space them? Here are some parameters: 我们11，然后，你说，让我们回到商店数量的问题上来。如何确定店面间距？这里有一些参数：
You need to have enough stores in a trading area to economically amortize the radio advertising. Since you don' t do any newspaper advertising, you don' have to worry about that. Your print ads, the Fearless Flyers, come through the mail. Radio radii are big so you don' t have to jam stores together. 您需要在一个贸易区拥有足够多的商店，以便经济地摊销电台广告。由于您不做任何报纸广告，因此 不用担心这个问题。您的印刷广告、无畏传单都是通过邮件发送的。电台的半径很大，因此您不必把商店挤在一起。
You need enough stores in an area to have a large enough pool of employees. This was a real problem when we first opened in Northern California and caused us to bend the site selection rules a little in leasing Concord (which fortunately worked out okay though a little short of the forty-thousand-residences threshold). 你需要在一个地区有足够多的门店，这样才能有足够多的员工。我们刚在北加州开店时，这确实是个问题，导致我们在租赁康科德时不得不在选址规则上稍作调整（幸运的是，虽然离四万个住所的门槛还差一点，但结果还不错）。
My rule was that distance between stores should not be measured in miles but in driving time. I wanted no less than twenty minutes between stores. That pretty much avoided the dread word, cannibalization. 我的原则是，商店之间的距离不应以英里数来计算，而应以驾驶时间来计算。我希望店与店之间的距离不少于 20 分钟。这基本上避免了 "同质化 "这个可怕的字眼。
Could a given trading area support more Trader Joe’ s? Almost certainly! I figured we could break even at ten thousand core residences. But I wanted super-volume stores. 一个特定的交易区能否支持更多的乔氏贸易商？我想我们可以在一万个核心住宅区实现收支平衡。但我想要的是超大规模的商店。
If the credo that super-volume stores have the fewest operating problems is valid, then the overall health of the chain, in the long run, is maximized. (If the credo is invalid, of course . . .) For one thing, the spoilage of bread, cheese, and dairy products in super-volume stores is zilch. For another, you can afford to make more deliveries per week so out-of-stocks are reduced. And, given our policy of shipping merchandise in only full cases, inventory turnover is improved by having only high-volume stores. 如果 "超级量贩店的经营问题最少 "的信条成立，那么从长远来看，连锁店的整体健康程度就会最大化（当然，如果信条不成立......）。(当然，如果这个信条是无效的......）首先，超大容量商店中面包、奶酪和奶制品的变质率为零。其次，你可以承担每周更多的送货量，从而减少缺货。而且，考虑到我们只运送整箱商品的政策，只有高销量商店才能提高存货周转率。
Okay, then. How many trading areas should you enter? As long as you can preserve the culture of the company, and as long as logistics don' t kill you, go ahead. In the case of Trader Joe’ s, we had a formidable problem in continuing the wine program if we crossed state lines, as I discussed in "Uncorked!" 那好吧。你应该进入多少个贸易区？只要你能保持公司的文化，只要物流不会要了你的命，那就去吧。就乔氏贸易商行而言，如果我们跨州经营，我们在继续葡萄酒项目时就会遇到一个巨大的问题，正如我在 "开瓶！"一书中讨论的那样。
The Lease Terms 租赁条款
Never, never, never sign a lease with a "continuous operation" clause. That clause means you must stay open-you can' t "go dark" and just pay the rent. When I got into Thrifty Drug' s leases in 1992, I was horrified to discover that half of the leases had continuous operation clauses. Cost Less Markets, the nightmare I took over in 1994, had those suicidal clauses. After we sold it to the Kohlbergs, they simply closed those black holes and dared the landlords to sue! Some did. 永远、永远、永远不要签署带有 "持续经营 "条款的租约。该条款意味着你必须继续营业，不能 "关门大吉"，只交租金。1992 年，当我接触 Thrifty Drug 的租约时，我惊恐地发现，有一半的租约都有持续经营条款。我在 1994 年接手的 "恶梦"--Cost Less Markets 也有这样的自杀性条款。我们把它卖给科尔伯格夫妇后，他们干脆关闭了这些黑洞，让房东们敢于起诉！有些人告了。
The forty-page lease form itself was one of the most valuable assets I got from my years at Rexall, along with a leasing education from Rexall' s legal department during 1954-61. That lease form was, as they say, "tenantoriented." I never would have dared to ask for things that Rexall took for granted. Yeah, we gave up a lot of them, but we wound up with more than if I had started without that form. 这份长达 40 页的租赁表格本身就是我在 Rexall 工作期间获得的最宝贵的财富之一，同时也是我在 1954-61 年期间从 Rexall 法律部门获得的租赁教育。正如他们所说，那份租赁表格是 "以租户为本 "的。我从来不敢要求雷克索尔公司认为理所当然的事情。是的，我们放弃了很多，但比起没有那张表格的时候，我们得到了更多。
If you' re a key tenant in a shopping center, like Thrifty or Cost Less, and your closure happens to coincide with a general failure of the shopping center, the landlord can enlarge the damage suit, alleging that you caused the cotenants to fail. 如果你是一家购物中心的主要租户，如 Thrifty 或 Cost Less，而你的倒闭恰好与购物中心的全面倒闭同时发生，房东就可以扩大损害赔偿诉讼，声称是你导致了其他租户的倒闭。
The real job of lease negotiations, however, was "outsourced" to Leo Orsten, starting in 1963, even before we went into Trader Joe' s. Leo, who had been an attorney in Czechoslovakia both before and after World War II, takes a unique, shrewd view of leases. His negotiating skills had been a major factor in the success of Trader Joe' s. I never met with the principals, which was part of our negotiating tactics. 然而，真正的租赁谈判工作从 1963 年开始就 "外包 "给了利奥-奥尔斯滕（Leo Orsten），甚至在我们进入乔氏超市之前就已经开始了。利奥曾在二战前后在捷克斯洛伐克担任律师，他对租赁有着独特而精明的见解。他的谈判技巧是 Trader Joe's 成功的重要因素。
There' s no way I can cover all the important terms of our leases. Because of our cash-rich position, we could be really generous about spending the money for leasehold improvements, and this took a lot of pressure off landlords who otherwise would not only have to raise the money but carefully monitor the expenditures. Virtually all of the locations we took were in existing buildings so this was an important negotiating point. Eighty percent of all the stores we leased were existing structures. (Whole Earth Harry smiles as fewer trees are chopped down.) 我不可能涵盖我们租约中的所有重要条款。由于我们的现金充裕，我们可以非常慷慨地把钱用于租赁权益的改善，这给房东减轻了很大的压力，否则他们不仅要筹集资金，还要仔细监督开支。实际上，我们拿下的所有店址都位于现有建筑内，因此这是一个重要的谈判点。在我们租赁的所有店铺中，有 80% 都是现有建筑。(砍伐的树木越少，整个地球哈利公司就越高兴）。
A11 the stores were at least marginally profitable, and only two were sold: the "geodesic dome" in Monterey Park (where I went off the intellectual rails in 1971, as was painfully described in the "Whole Earth Harry" chapter) and in Alhambra, where after fifteen years the demographics shifted radically against us. 11 家商店至少略有盈利，只有两家被卖掉：蒙特利公园的 "大地圆顶"（1971 年我在那里失去了理智，在 "整个地球的哈里 "一章中有痛苦的描述）和阿罕布拉的 "大地圆顶"，15 年后那里的人口结构发生了根本性的变化，对我们不利。
The Store Peop1e 商店 1e
To repeat the statement in "The Guns of August" chapter, the most important single business decision I ever made was to pay people well. The quality of the people recruited, and retained, so dominates the way the stores were run that I 重复 "八月的枪声 "一章中的说法，我做过的最重要的一个商业决定就是给员工高薪。招聘和留住的员工的素质对商店的经营方式起着至关重要的作用，以至于我
might close the discussion here. But I' 11 flesh out those earlier statements a little. 讨论到此结束。不过，我还是要对前面的发言做一点补充。
Compensation 赔偿
The following specifics are out of date, but they are still pretty impressive: 下面的具体数据已经过时，但仍然令人印象深刻：
In 1988, median family income in California was . The average full-time employee at Trader Joe' s made , excluding any bonuses or overtime pay (that is, pay in excess of the basic forty-eight-hour week) or triple time for Thanksgiving. The range was per year for the newest beginners (who had to be eligible for promotion within ninety days or they were out) to the of the Captains. 1988 年，加州家庭收入中位数为 。Trader Joe's 的全职雇员平均年薪为 ，不包括任何奖金或加班费（即每周超过基本工作时间四十八小时的工资）或感恩节三倍工资。年薪范围从 （新手必须在九十天内获得晋升资格，否则就会被淘汰）到 的船长。
The Captains had that salary plus a bonus that theoretically had no limit. The bonus was based on Trader Joe' s overall profit, allocated among the stores based on each store' s contribution. Sure, we massaged the numbers to avoid perceived unfairness, but that was basically the system. In 1988, several Captains made bonuses of more than 70 percent of their base pay. And our 15.4 percent retirement accrual applied to bonuses as well as base pay! I don' t believe in bologna-slice bonuses. Unless a bonus system promises, and delivers, big rewards, it should be abandoned. I keep thinking about the Mars Candy Co., which pays absolutely top salaries but no bonuses. Perform or you' re out! That' s much better than a bologna-bonus system that pays maybe 5 percent of base salary. 船长的工资加上理论上没有上限的奖金。奖金以乔氏集团的总利润为基础，根据各店的贡献分配给各店。当然，我们对数字进行了调整，以避免被认为不公平，但这基本上就是我们的制度。1988 年，几位船长的奖金超过了基本工资的 70%。而我们 15.4% 的退休累积工资既适用于奖金，也适用于基本工资！我不相信腊肠切片式的奖金。除非奖金制度承诺并能带来丰厚的回报，否则就应该放弃。我一直在想玛氏糖果公司（Mars Candy Co.要么工作，要么出局！这比只支付基本工资 5% 的博洛尼亚式奖金制度要好得多。
My ideal, often stated to everybody, was that Captains should have the chance to make more than executives in the office. In a traditional chain store, managers aspire to become bureaucrats with cushy, high-paying jobs in the office. I wanted to kill such aspirations at the start. 我经常对大家说，我的理想是，机长应该有机会比办公室里的管理人员挣得更多。在传统的连锁店里，经理们都渴望成为官僚，在办公室里做着舒适的高薪工作。我想从一开始就扼杀这种愿望。
Part-timers. There is no such category except on the dumbed-down basis of hours worked. We had many parttimers who were graduate students, probably smarter than some of the full-timers. They were certainly more adept at getting the Macintosh systems installed. At a time when the minimum wage was , we often paid per hour because these people were worth it. A distinction between full-time and part-time is a false dichotomy, when it comes to productivity. 兼职人员。除了以工作时间为基础的低级分类外，没有这种分类。我们有很多兼职人员都是研究生，他们可能比一些全职人员更聪明。当然，他们在安装 Macintosh 系统方面更加得心应手。在最低工资为 的时候，我们经常支付每小时 的工资，因为这些人值得我们这样做。就生产率而言，全职与兼职的区别是一种错误的二分法。
In 1967, Dave Yoda, our Controller, and I innovated what has since become fairly common in the industry under the name "The Leave Bank" : no distinction is made between sick leave and vacation time; and your Leave Bank account never expires just because you fail to take time off. I consider the Leave Bank as one of my innovations as great as Trader Joe' s itself. Employees drag themselves to work, with a 102-degree temperature, because the less time they' re sick, the more time they have for vacation! With a Leave Bank, there is no absenteeism! And it' s denominated in dollars, not hours, so it' s much more computer-friendly. 1967 年，我们的财务总监戴夫-尤达（Dave Yoda）和我发明了 "休假银行 "这一在行业内相当普遍的名称：不区分病假和休假时间；你的休假银行账户永远不会因为你没有休假而失效。我认为 "休假银行 "是我的一项创新，与乔氏集团本身一样伟大。员工们拖着 102 度的高烧上班，因为生病的时间越少，休假的时间就越多！有了假期银行，就不会出现旷工现象！而且它是以美元为单位，而不是以小时为单位，所以更便于计算机操作。
We instituted fu11 health and dental insurance back in the 1960s when it was cheap. When I left, we were paying about per employee per year! Why? If the employees are stressed by medical bills, they may steal. That' s one good reason for Trader Joe' s generous health and dental plans. On the other hand, we were cheap, cheap, cheap on life insurance. Nobody steals because of an inadequate life insurance program. Our insurance brokers did a brilliant job of meeting the special needs of Trader Joe' s. 早在 20 世纪 60 年代，我们就建立了 fu11 医疗和牙科保险，当时的保险费还很便宜。我离开时，我们为每位员工每年支付约 ！为什么呢？如果员工因医疗账单而感到压力，他们可能会偷窃。这就是 Trader Joe 慷慨提供医疗和牙科保险计划的一个很好的理由。另一方面，我们的人寿保险很便宜、很便宜、很便宜。没有人会因为人寿保险计划不足而偷窃。我们的保险经纪人在满足 Trader Joe's 的特殊需求方面做得非常出色。
One of the most important employee benefits that I installed back there in 1963 was Income Continuation Insurance. It' s one of the smartest things I ever did. It took the monkey off our back if an employee got sick for a protracted period of time. 1963 年，我在那里设立的最重要的员工福利之一就是收入延续保险。这是我做过的最明智的事情之一。如果员工长期生病，它就能帮我们解除后顾之忧。
Finally, as Trader Joe' s became famous, the employees began earning something else: prestige. To be part of Trader 最后，随着 Trader Joe's 声名鹊起，员工们也开始赢得其他东西：声望。成为乔氏集团的一员
Joe' s brought them instant recognition from their friends and families. Joe's 为他们赢得了朋友和家人的认可。
What Are They Doing Out There? 他们在外面做什么？
When we started Good Time Charley, I envisioned the Captains as super salesmen who would spend a lot of time outside the stores giving wine tastings, and a lot of time inside the store selling. This was a bad idea, and I dropped it as we moved into Whole Earth Harry. 在我们创办 "好时光夏利 "的时候，我把船长们想象成超级推销员，他们会花很多时间在店外品酒，也会花很多时间在店内推销。这是个糟糕的想法，当我们搬进 "全地球哈利 "时，我放弃了这个想法。
By the time we got into Mac the Knife, we didn' t want the employees to sell at all; all we wanted was to keep the store running. This laid-back attitude was part of the "culture" of Trader Joe' s just like the radio commercials: no hardsell. If you, the customer, want to know something, we' 11 try to tell you. You are best judge of what you want. 当我们开始经营 Mac the Knife 时，我们根本不想让员工卖东西，我们只想让商店正常运转。这种悠闲的态度是 Trader Joe's "文化 "的一部分，就像广播广告一样：不硬性推销。如果顾客想知道什么，我们会尽量告诉你。您最清楚自己想要什么。
We did want to foster the climate of product knowledge. To this end, we sent every Captain and spouse to Europe to make a three-week grand tour of wine and cheese regions in Germany, Switzerland, and France. This was very expensive and very productive. They could take along their kids, too, if they paid the extras. 我们确实希望营造了解产品知识的氛围。为此，我们派遣每位船长及其配偶前往欧洲，对德国、瑞士和法国的葡萄酒和奶酪产区进行了为期三周的盛大考察。这次旅行花费不菲，但收获颇丰。如果他们支付额外费用，还可以带上自己的孩子。
Sure, some of their meals were given to them by our vendors. But that was it. That applied to Bob Berning, Leroy Watson, and myself in our buying trips to Europe. Except under very unusual circumstances, we paid for our own lodging and most of our meals. We wanted every dollar of cost to be reflected in the product, not in the entertainment of ourselves. Yes, we did have some magnificent lunches. But this was in the context of the corporate culture of France: part of the compensation of those French salespeople was to lunch very, very well. You deprived them of their compensation if you insisted on pizza (which I did, while still green in the trade!). 当然，他们的一些膳食是由我们的供应商提供的。但仅此而已。鲍勃-伯宁、勒罗伊-沃森和我本人在欧洲采购时也是如此。除非在非常特殊的情况下，我们的住宿费和大部分餐费都是自己支付的。我们希望每一元钱的成本都能体现在产品上，而不是体现在自己的娱乐上。是的，我们确实吃过一些丰盛的午餐。但这是在法国的企业文化背景下：法国销售人员的报酬之一就是午餐吃得非常好。如果你坚持要吃披萨，你就剥夺了他们的报酬（我就是这样做的，当时我还是个新手！）。
How do you judge a Captain? It' s simple. Good Captains don' t have bad inventories. A bad inventory usually means 如何评判船长？很简单好船长不会有糟糕的库存。糟糕的库存通常意味着
employee theft. But this good, gross result is always the result of meticulous micro-care in running the store, especially in the indoctrination and training of part-timers. 员工偷窃。但这种良好而粗暴的结果，总是在经营商店时，特别是在对兼职员工的灌输和培训方面，一丝不苟、微观谨慎的结果。
Each ful1-timer was supposed to be able to perform every job in the store, including checking, balancing the books, ordering each department, stocking, opening, closing, going to the bank, etc. Everybody worked the check stands in the course of a day, including the Captain. Nobody got stuck there all day long, as it is part of "The Human Use of Human Beings" discussed in "The Last Five Year Plans" chapter. 每个全职员工都应该能够胜任店里的每项工作，包括检查、平衡账目、为每个部门订货、进货、开门、关门、去银行等等。每个人一天中都要在收银台工作，包括队长。没有人会整天呆在那里，因为这是 "最后五年计划 "一章中讨论的 "人的使用 "的一部分。
The people in the stores were long-tenured, partly because most of our full-timers had risen from the ranks of the parttimers; and partly because of the slow growth of the number of stores, so there weren' scads of promotion opportunities. Was that a downer? 店里的员工都是长期工，部分原因是我们的大多数全职员工都是从兼职员工的行列中晋升上来的；还有部分原因是店面数量增长缓慢，所以没有 大量的晋升机会。这是否令人沮丧？
Well, at some point, a chain must stop expanding just for the sake of creating new positions. What a crazed objective of expansion that would be! All of the full-timers were so we11 paid and had such good working conditions that the attraction of promotion was not as great as in the typical chain where the only guy who makes money is the manager. Furthermore, the Trader Joe' s non-management people made at least as much money as the managers of most non-food outlets! 好吧，在某些时候，连锁店必须停止为了创造新职位而扩张。这将是多么疯狂的扩张目标啊！所有全职员工的工资都很高，工作条件也很好，所以晋升的吸引力并不像典型的连锁店那样大，因为在连锁店里，只有经理才能赚钱。此外，乔氏非管理人员的收入至少与大多数非食品店经理的收入相当！
As for those skunks in the office . . . 至于办公室里的那些臭鼬.......
17
Skunks in the Office 17 办公室里的臭鼬
Centra1 Management 中心1 管理
Here' s how the office was organized: I was inspired by Tom Peters' s story of Lockheed' s Skunkworks. A skunkworks is a group of people brought together to work on a project. When the project is completed, you dissolve the group and transfer the individuals to other projects. I wanted to instill this feeling of transience, to keep the organization loose. God knows we have had to repeatedly shuffle people as we moved through the various stages from Pronto to Mac the Knife. 下面是办公室的组织结构：汤姆-彼得斯（Tom Peters）关于洛克希德公司 "臭鼬工厂"（Skunkworks）的故事给了我很大启发。所谓 "臭鼬工厂"，就是把一群人聚集在一起，共同完成一个项目。项目完成后，解散小组，将人员调往其他项目。我想灌输这种短暂的感觉，让组织保持松散。天知道，从《Pronto》到《Mac the Knife》的不同阶段，我们不得不反复调整人员。
Central Management was divided into three parts: Skunkworks I, Buying (why use "purchasing" -it has an extra syllable); Skunkworks II, Sales, which included the stores and what is now called Human Resources; and Skunkworks III, Accounting. I had signs made with these titles to be hung in each department. Over my door was the sign "Chief Skunk." 中央管理部门分为三个部分：Skunkworks I，采购部（为什么用 "采购"--多了一个音节）；Skunkworks II，销售部，包括商店和现在的人力资源部；Skunkworks III，会计部。我把这些头衔做成标牌，挂在每个部门。我的门上挂着 "臭鼬主管 "的牌子。
To further the transient mentality, all the titles were based on projects. The principal buyers like Bob Berning were Senior Project Directors, as were the regional supervisors; the next rung down was Project Director, etc. After all, 为了进一步强化这种瞬息万变的心态，所有的头衔都以项目为基础。像鲍勃-伯宁这样的主要买家是高级项目总监，地区主管也是高级项目总监，再往下一级就是项目总监，等等。毕竟
these people were being moved among jobs and even among Skunkworks all the time. Those titles indicated a range of pay, a rather narrow range. There wasn' t much difference between what Gene Pemberton and Bob Berning were paid. 这些人一直在不同的工作岗位之间，甚至在 Skunkworks 之间流动。这些头衔表明了薪酬的范围，范围很窄吉恩-潘伯顿和鲍勃-伯宁的薪水相差无几。
The top thirteen people were in the Central Management Bonus Pool. They voted each year how it would be divided among themselves and they usually voted to split the pool evenly, so Leroy got the same bonus as Doug Rauch or our Controller, Mary Genest. Like the Captains' bonus pool, the bonus pool was determined by profit before taxes, and after the Captain' s bonus had been paid. It was rich, typically 40 percent of a Senior Project Director' s salary. As I recall in 1988, the typical salary and bonus came to . 排名前十三位的人员属于中央管理奖金池。他们每年都会投票决定如何分配奖金，他们通常会投票决定平均分配奖金，因此勒罗伊和道格-劳奇或我们的财务总监玛丽-热内斯都能拿到同样的奖金。与船长的奖金池一样，奖金池也是根据税前利润和船长的奖金支付后的利润确定的。奖金非常丰厚，通常是高级项目总监工资的 40%。据我回忆，1988 年的工资和奖金一般为 。
Skunkworks I: Buying Skunkworks I：购买
We have sufficiently discussed Skunkworks I: Buying. It takes so much of this book because that' s what really put Mac the Knife over the top. The three principal Senior Project Directors in the last years were Bob Berning, Doug Rauch, and Bob Johnson. They reported on paper to Leroy. But I interfered directly with them hourly. John Shields, when he arrived in 1977, said I was the de facto General Merchandise Manager. Leroy also was in charge of the Virtual Distribution System. 我们已经充分讨论了《Skunkworks I：购买》。本书花了大量篇幅来讨论这个问题，因为这才是真正让 Mac the Knife 傲视群雄的原因。过去几年中，三位主要的高级项目总监是鲍勃-伯宁、道格-劳奇和鲍勃-约翰逊。他们向勒罗伊汇报工作。但我每小时都直接干预他们的工作。约翰-希尔兹（John Shields）在 1977 年到任时说，我是事实上的商品部总经理。勒罗伊还负责虚拟分销系统。
Skunkworks II: Sales Skunkworks II：销售
With all that pay and all that tenure, we had very competent Captains when it came to running things. Sure, you needed supervisors to install new computers, but the most serious store issues were human, the problems of too, too solid flesh. 有了那么高的工资和那么长的任期，我们的店长在管理方面非常能干。当然，你需要主管来安装新电脑，但店里最严重的问题是人的问题，是肉体太结实的问题。
The principal job of the field supervisors, what we called the regionals, was to be field psychiatrists, analogous to 战地督导员（我们称之为地区督导员）的主要工作是担任战地精神科医生，类似于
field surgeons-and those operating rooms can get pretty bloody. And nobody can handle the human problems of more than ten stores and remain sane. That' s what really drives the issue of "span of control. 这些手术室可能会非常血腥。没有人能在处理十多家商店的人际关系问题时还能保持理智。这就是 "控制范围 "问题的真正原因。
As part of field psychiatry, the Regional Project Directors conducted those six-month interviews I described in the "Guns of August" chapter. They hated the job but knew how vital it was. 作为实地精神病学的一部分，地区项目主任进行了我在 "八月的枪声 "一章中描述的为期六个月的访谈。他们讨厌这份工作，但也知道它的重要性。
The man who logged more years as a "M. A. S. H. " psychiatrist for more stores was Gene Pemberton. He came to me in 1958 saying he wanted to graduate from a Royal Crown Cola route to Pronto Markets. He was eighteen and newly married. He spent his first years with us debating whether to stay or quit to pursue a career as a professional softball pitcher. After Gene had spent years as a manager, I relieved Leroy of store supervision duties and turned them over to Gene and the late Frank Kono, whom I will eulogize in the chapter "Goodbye to A11 That." They both reported directly to me. So there was only one organizational "layer" between me and the Captains. 为更多商店担任 "M. A. S. H. "心理医生年数更长的人是吉恩-潘伯顿（Gene Pemberton）。1958 年，他来找我，说他想从皇家皇冠可乐公司的路线毕业，转到普朗托市场。他当时 18 岁，刚刚结婚。在与我们共事的最初几年里，他一直在犹豫是留下还是辞职去做职业垒球投手。吉恩担任经理多年后，我解除了勒罗伊的店铺监管职责，将其交给吉恩和已故的弗兰克-科诺，我将在 "再见 A11 That "一章中讴歌他们。他们都直接向我汇报工作。因此，我和船长之间只有一个组织 "层级"。
Frank and Gene had assistants, battle-hardened managers like John Epp, Russ Penfold, and Steve Haro, graduates of the Frank Kono School of Management. And Robin Guentert who, after a spell in the office, was shipped off to organize Northern California. 弗兰克和吉恩有助手，他们都是身经百战的经理人，如约翰-埃普、拉斯-彭福德和史蒂夫-哈罗，他们都是弗兰克-科诺管理学院的毕业生。还有罗宾-古恩特，他在办公室工作了一段时间后，被派往北加州组织工作。
The person keeping all this running was Rosella Moore, who worked with all the Regional Project Directors. She was the real heart of field supervision, the Keeper of Secrets. 罗塞拉-摩尔（Rosella Moore）是所有这些工作的负责人，她与所有地区项目主任一起工作。她是实地监督的真正核心，是秘密的守护者。
Dave Hetzel, who was in charge of fixtures, maintenance, and utilities, worked for Frank and Gene. The equipment wears out from the sheer traffic and tonnage, the compressors blow up, the power fails, the floor drains back up, the roofs leak, etc. 戴夫-赫策尔（Dave Hetzel）是弗兰克和吉恩的同事，负责固定装置、维修和公用事业。设备因运输量和吨位过大而磨损，压缩机爆炸，电力故障，地漏倒灌，屋顶漏水，等等。
As part of store administration, starting with Pronto Markets, we had two employee parties a year, one in the summer and one at Christmas. Because the stores were always open, each party ran two nights so everybody had a chance to 作为商店管理的一部分，从 Pronto Markets 开始，我们每年举办两次员工聚会，一次在夏季，一次在圣诞节。因为商店一直营业，所以每次聚会都有两个晚上，这样每个人都有机会
come. The parties were always held in our house until crime raised its head (see the "Supply Side Retailing" chapter) and the company got too big for our house and we moved the venue to various places like the Hollywood Bowl, the 1984 World Cup soccer games, and various restaurants. 来。聚会一直在我们家举行，直到犯罪抬头（见 "供应方零售 "一章），公司规模大到我们家无法容纳，我们才把聚会地点转移到好莱坞露天剧场、1984 年世界杯足球赛和各种餐馆等不同地方。
I found these parties great sources of information from the people in the stores and a wonderful way to pull everybody together. People who had worked together, but now were in different stores, people who were now in the office, and so forth. Those parties he1ped knit the occasional un(?) raveled sleeve back together. Encouraging social gatherings is often an essential ingredient in maintaining good-great-morale. 我发现这些聚会是从商店里的人那里获得信息的绝佳来源，也是把大家聚在一起的绝佳方式。曾经一起工作过，但现在在不同商店的人，现在在办公室的人，等等。这些聚会还能把偶尔还没织好的袖子重新编织在一起。鼓励社交聚会往往是保持良好士气的重要因素。
Skunkworks III: Accounting Skunkworks III：会计
These people had two terrible jobs: running the accounting system for the Intensive Buyer and Virtual Distribution Systems, as I' ve described, and balancing the inventories taken in the stores. Most of this burden fell on Mary Genest, especially after we made Dave Yoda Treasurer, where he concentrated on the increasingly massive retirement accounts, insurance policies, and lease administration. 这些人有两项糟糕的工作：为密集采购系统和虚拟分销系统运行会计系统（如我所述），以及平衡商店的库存。大部分工作都落在了玛丽-热内斯特身上，尤其是在我们任命戴夫-尤达为财务主管之后，他主要负责日益庞大的退休账户、保险单和租赁管理。
I want to give special credit to the people who created Trader Joe' s cost accounting system as we got deeper and deeper into Intensive Buying. We had plunged into the Twilight Zone of vertical integration without any accountingsystem forethought. For example, Whole Earth Harry got us into buying bags of nuts and then contracting for them to be repackaged into consumer sizes. This requires bags, labels, and cartons for the repacks. Later we bought frozen shrimp in bulk and had them repackaged. If you get conversion factors wrong, it can play hell with your bookkeeping. We bought blocks and wheels of cheeses. While nominally forty pounds apiece, they actually vary quite a bit. 我要特别感谢乔氏食品公司（Trader Joe）的成本会计系统的创建者们，因为我们在密集采购方面越做越深。我们陷入了垂直整合的 "暮光之城"，却没有考虑到任何会计制度。例如，Whole Earth Harry 公司让我们购买一袋袋坚果，然后承包将它们重新包装成消费者需要的尺寸。这就需要重新包装的袋子、标签和纸箱。后来，我们又买了散装的冷冻虾，然后重新包装。如果换算系数出错，就会影响记账。我们买了奶酪块和奶酪轮。虽然名义上每块 40 磅，但实际上差别很大。
Diane Tennis was the first to face up to these complex problems. The system, however, was really forced into functionality by Mary Genest, our head of Accounting whom I promoted to Control1er in 1987. Mary was strongly supported by our auditor from Peat Marwick, Sandra Bane. Sandy is a brilliant woman who was Trader Joe' s auditor from the early 1980s until 1998 when she had to give up the account. Reason: her husband, Dan Bane, who had been CF0 of Certified Grocers, was hired as President of Trader Joe' s West. (As of this writing, Dan Bane is the President of Trader Joe' s.) If these people hadn' t created a workable accounting system, the supply-side constraints would have severely compromised our demand-side appeal of outstanding prices, because our costs would have been out of control. Diane Tennis 是第一个正视这些复杂问题的人。然而，该系统的真正运作是由会计主管玛丽-热内斯特（Mary Genest）促成的，我于 1987 年将她提升为控制专员。玛丽得到了来自 Peat Marwick 的审计员桑德拉-班恩（Sandra Bane）的大力支持。桑迪是一位杰出的女性，从 20 世纪 80 年代初一直担任乔氏集团的审计师，直到 1998 年不得不放弃这一职位。原因是：她的丈夫丹-班恩（Dan Bane）曾担任认证杂货商的 CF0，后被聘为乔氏西区总裁。(如果不是这些人建立了一套可行的会计制度，供应方的限制就会严重影响我们在价格方面的吸引力，因为我们的成本会失控。
The store inventories, however, were the most critical control in the company. Taken on the Retail Accounting System (one reason Thrifty could never be brought under control was that it lacked such a system) and taken every three months, they told us whether theft might be occurring in a store. They had to be reconciled as quickly as possible. The Coronas and then the Macintoshes were a quantum advance here. 然而，商店库存是公司最重要的控制手段。每三个月通过零售会计系统（Thrifty 始终无法控制的原因之一就是缺乏这样的系统）进行一次盘点，它们告诉我们店内是否可能发生盗窃。我们必须尽快对账。Coronas 和 Macintoshes 在这方面取得了质的飞跃。
One of the great advantages of getting rid of all direct store deliveries was that everything could be shipped to the stores at its retail value. Cost didn' appear on the receiving documents. This tremendously increased our control of the enterprise and reduced "phantom" losses due not to theft but to paperwork. 取消商店直接发货的一大好处是，所有商品都可以按零售价运到商店。成本并没有 出现在收货单据上。这极大地增强了我们对企业的控制，减少了不是因为盗窃而是因为文书工作造成的 "虚假 "损失。
Believe me, the highest repetitive drama in the chain was reading those inventory results and then deciding whether to go in over the horns and "correct" shrinkage. In any event, 相信我，在这个链条中，重复性最高的戏剧就是阅读这些库存结果，然后决定是否要去 "纠正 "缩水。不管怎么说、
we got shrinkage down to 0.6 percent of sales and held it there. 我们将缩水率降至销售额的 0.6%，并一直保持在这一水平。
Se11 the Mail Room Se11 邮件收发室
Six months after I left Trader Joe' s, Peter Drucker wrote a seminal piece in the July 25, 1989, Wall Street Journal called "Se11 the Mail Room." Every executive should take it to heart. It described what we had been doing since we shifted to the Mac the Knife mode in 1977: getting rid of all functions except those of buying and se11ing. We got rid of our own maintenance people, we sold off almost all the real estate we had acquired during the 1970s, we never took mainframe computing in-house, etc. We tried to stay out of all functions that were not central to our primary job in society: namely, buying and selling merchandise. 在我离开 Trader Joe's 半年后，彼得-德鲁克在 1989 年 7 月 25 日的《华尔街日报》上发表了一篇开创性的文章，名为 "Se11 the Mail Room"。每一位高管都应该把这篇文章铭记于心。这篇文章描述了我们自 1977 年转向 Mac the Knife 模式以来一直在做的事情：除采购和 Se11 外，摆脱所有职能。我们辞退了自己的维修人员，卖掉了在 20 世纪 70 年代购置的几乎所有不动产，从未在公司内部使用过大型计算机，等等。我们试图远离所有与我们在社会中的主要工作（即购买和销售商品）无关的职能。
Some choice quotes from Dr. Drucker: Drucker 博士的一些精选语录：
In-house service activities have little incentive to improve their productivity. . . . The productivity is not likely to ramp up until it is possible to be promoted for doing a good job at it. And that will happen in support work only when such work is done by separate, free-standing enterprises. 内部服务活动几乎没有提高生产率的动力。. . ..生产率不可能提高，除非有可能因工作出色而获得晋升。而这只有在辅助工作由独立的企业完成时才会发生。
Corollary to this is that the size of central management at Trader Joe' s was reduced, making the enterprise easier to manage. 与此相辅相成的是，乔氏集团的中央管理层规模缩小，使企业更易于管理。
Double Entry Retailing 双重零售
At this point I' m going to break stride and enter into a discussion of operating decisions and policies (a policy is a 现在，我将打破常规，开始讨论运营决策和政策（政策是一种
"standing decision," as I was taught at Stanford) in the context of retailing and especially Trader Joe' s. There' s a short introductory chapter, "Double Entry Retailing," and two long ones on the demand side and the supply side. "书中有一个简短的介绍性章节 "双重入口零售"，以及两个关于需求方和供应方的长篇章节。
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Double Entry Retailing 双重零售
Tyger, Tyger burning bright, Tyger，Tyger 熊熊燃烧、In the forests of the night, 在夜晚的森林里What immortal hand or eye 什么不朽的手或眼Dare frame thy fearful symmetry! 敢于定格你可怕的对称！-William Blake 威廉-布莱克
The game only runs out when you run out of money. 只有当你没钱的时候，游戏才会结束。
-Robert Amman, President of Western Union, quoted in the Wall Street Journal, 0ctober 13, 1989 1989 年 10 月 13 日《华尔街日报》援引西联公司总裁罗伯特-安曼的话报道
Shortly before Christopher Columbus sailed to the New World, another stay-at-home Italian, namely Fra Luca Pacioli, revolutionized the concept of business by inventing the system of double entry accounting. This system was later adopted and perfected by the Medici Bank, the largest in western Europe during its heyday. 就在克里斯托弗-哥伦布航行到新大陆前不久，另一位足不出户的意大利人，即弗拉-卢卡-帕乔利（Fra Luca Pacioli）发明了复式记账法，彻底改变了商业概念。后来，美第奇银行采用并完善了这一系统，该银行在全盛时期是西欧最大的银行。
The principle of double entry is that, on the left-hand side of the ledger, you show the assets of the business: cash, accounts receivable, inventory, machinery, real estate, etc. On the right-hand side you show the financial claims on those assets: the claims of suppliers (accounts payable); the claims of the governments (taxes due); the claims of the banks; the claims of bondholders; and finally the claims of the owners, the stockholders. Double entry accounting was one 复式记账法的原则是，在分类账的左侧显示企业的资产：现金、应收账款、存货、机器、不动产等。右侧则是对这些资产的财务索偿：供应商索偿（应付账款）、政府索偿（应缴税款）、银行索偿、债券持有人索偿，最后是所有者即股东的索偿。复式记账法是
of the great intellectual advances of mankind (and has been the source of five hundred years of obscene jokes). 它是人类伟大的智慧进步的源泉（也是五百年来猥亵笑话的源泉）。
In 1966, while I was still trying to conceptualize the Good Time Charley version of Trader Joe' s, I had to prepare a lecture for Stanford Business School. In trying to figure out how to explain to the students the problems I was wrestling with, I hit on the idea of using double entry accounting as an analogy, what I call Double Entry Retailing. 1966 年，当我还在努力构思 "好时光夏利 "版的 Trader Joe's 时，我不得不为斯坦福商学院准备一场讲座。在想如何向学生们解释我所纠结的问题时，我想到了用复式记账法来做类比，也就是我所说的复式记账法零售（Double Entry Retailing）。
On the left side of the ledger is the business in terms of how its customers see it: I call this the Demand Side. On the right side of the ledger are the factors that limit or determine the retailer' s ability to satisfy those demands: the Supply Side. I developed this analysis further for lectures given at Australian grocery conventions in 1972 and 1975; it was invaluable in helping me keep my head through all the changes at Trader Joe' s. 账本左侧是客户眼中的企业：我称之为 "需求方"。账簿右边是限制或决定零售商满足这些需求的能力的因素：供应方。1972 年和 1975 年，我在澳大利亚食品杂货大会的演讲中进一步发展了这一分析方法；它对帮助我在乔氏贸易公司的各种变化中保持头脑清醒非常有价值。
All businesses, whether manufacturing, wholesaling, services, etc., have William Blake' s fearful symmetry of both Demand and Supply sides. And all businesses are subject to the ultimate supply-side constraint of cash cited by Amman: you can do anything, no matter how stupid, within that fearful symmetry, as long as you don' t run out of cash. 所有企业，无论是制造业、批发业还是服务业等，都存在威廉-布莱克所说的供需双方的可怕对称性。而所有企业都受制于安曼所提到的现金这一终极供给方约束：在这种令人恐惧的对称关系中，只要现金不枯竭，你可以做任何事情，无论多么愚蠢。
From my view, the Demand Side of Retailers can be analyzed in terms of five variables: 我认为，可以从五个变量来分析零售商的需求方：
The assortment of merchandise offered for sale. 出售的商品种类。
Pricing: stability (weekend ads?), and relative to competition. 定价：稳定性（周末广告？
Convenience: geographical, in-store, and time. 便利性：地域、店内和时间。
Credit: the accepted methods of payment. 贷记：可接受的付款方式。
Showmanship: the sum of all activities that result in making contact with the customer, from advertising to store architecture to employee cleanliness. 展示技巧：从广告到商店建筑，再到员工清洁，所有与顾客接触的活动的总和。
Here are factors on the Supply Side: 以下是供应方面的因素：
Merchandise Vendors 商品供应商
Employees 员工
The way you do things: "habits" and "culture" 你做事的方式"习惯 "和 "文化
Systems 系统
Non-merchandise vendors 非商品供应商
Landlords 业主
Governments 各国政府
Bankers and investment bankers 银行家和投资银行家
Stockholders 股东
Crime 犯罪
As in double entry accounting, the change in any factor must be matched by a corresponding change in another factor. 与复式记账法一样，任何因素的变化都必须与另一因素的相应变化相匹配。
For example, a decision to increase geographical convenience (Demand Side) obviously involves some change of policy with landlords (Supply Side) including the amount of rent you' re willing to pay. Consider how Barney' paid through the nose because they thought they had to offer the geographical convenience of being in Beverly Hills. How big a factor was this in Barney' s subsequent bankruptcy? Was it Demand Side success at the price of Supply Side failure? 例如，提高地理便利性的决定（需求方）显然涉及到对房东（供应方）政策的一些改变，包括你愿意支付的租金数额。想想巴尼（Barney' ）是如何通过鼻子支付租金的，因为他们认为他们必须提供位于比佛利山庄的地理便利。这对巴尼后来的破产有多大影响？是需求方的成功换来了供应方的失败吗？
As for that Supply Side player, the government: in California, you can' t sell alcohol from 2:00 a.m. to 6:00 a.m. So, a twenty-four-hour liquor store, which might make sense from the Demand Side (hours, convenience), doesn' t make sense because of the Supply Side: they' 11 put you in the slammer if you sell liquor twenty-four hours a day. 因此，24 小时营业的酒类专卖店从需求方（时间、便利性）的角度来看可能是合理的，但从供应方的角度来看却是不合理的：如果你一天 24 小时卖酒，他们会把你关进大牢。
The lists above aren' t much different from other businesses. What distinguishes retailing is the asymmetry of the fearful symmetry: the huge number of customers (Demand Side) vs. the number of suppliers. This is the exact opposite of a government defense contractor. 上述清单与其他行业并无太大区别。零售业的与众不同之处在于其可怕的对称性中的不对称性：庞大的客户数量（需求方）与供应商数量的对比。这与政府国防承包商正好相反。
This lopsided butterfly may cause a retailer to act as if the only people they have to "sell" are customers: the 这种片面的 "蝴蝶效应 "可能会导致零售商把顾客当成唯一的 "销售 "对象："顾客 "就是 "零售商"。
Demand Side. That' s a major mistake. A11 the people on the Supply Side have to be sold, too. 需求方。这是一个重大错误。A11 供应方的人也必须被卖掉。
The next two chapters, "Demand Side Retailing" and "Supply Side Retailing," try to expand the double entry approach. It' s sort of like watching a tennis match, except that you have to move your head not only side to side but up and down, because some of the most important decisions are made intra-Demand Side or intra-Supply Side. The most critical decision we made in Mac the Knife was the intraDemand Side decision to forgo breadth of assortment for outstanding prices. 接下来的两章，即 "需求方零售 "和 "供应方零售"，试图扩展复式记账法。这有点像观看网球比赛，只不过你的头不仅要左右移动，还要上下移动，因为一些最重要的决定是在需求方或供应方内部做出的。在 Mac the Knife 中，我们做出的最关键的决定就是在需求方内部做出的决定，即为了出色的价格而放弃丰富的品种。
You may get a stiff neck from reading the next two chapters, but you' 11 also get a sense of what it is like to run a business day in, day out, as I did for thirty years. 读完接下来的两章，你可能会感到脖子僵硬，但你也能体会到我三十年来日复一日经营企业的感受。
19
Demand Side Retailing 需求方零售
As well ask whether the metric system is true and the avoirdupois system is false; whether Cartesian co-ordinates are true and polar coordinates are false. One geometry cannot be more true than another; it can only be more convenient. Geometry is not true, it is advantageous. 还有，公制是否为真，小衡制是否为假；笛卡尔坐标是否为真，极坐标是否为假。一种几何不可能比另一种更真实，它只能更方便。几何不是真的，而是有利的。
-Robert Pirsig, Zen and the Art of Motorcycle Maintenance 罗伯特-皮尔希，《禅与摩托车维护的艺术
I hope you will take this "geometry" of demand-side retailing in this light: advantageous but not always necessarily true. 我希望你们能从这个角度来看待需求方零售的 "几何"：有利，但不一定总是正确的。
Assortment 种类
Some of the obvious promises made by retailers to customers about assortment include: 零售商在商品种类方面向顾客做出的一些显而易见的承诺包括
Biggest or Most Complete Variety in Town 城中最大或最全的品种
That' s where we were with liquor (seventy brands of bourbon) in Good Time Charley. That' s definitely not where Mac the Knife is. 这就是我们在《好时光夏利》里喝的酒（七十种波旁威士忌）。那绝对不是 Mac the Knife 所在的地方。
Indeed, one of the biggest operational issues for limitedSKU retailers like Trader Joe' s is: What SKUs do you drop to make room for new ones? Mostly we did it on the basis of 事实上，对于 Trader Joe 这样的限量 SKU 零售商来说，最大的运营问题之一就是：你应该放弃哪些 SKU？放弃哪些 SKU 才能为新 SKU 腾出空间？大多数情况下，我们是根据
dollar value of sales. We made no effort to have a complete assortment, which was one of the hardest concepts to put across to the troops. No sugar, salt, flour, Mrs. Penny's White Sauce, etc., unless we could be outstanding in it, and make a sufficient number of dollars from it. For example, we tried selling some excellent whole wheat flour at a great price, but the stuff has such a low value per cubic inch it could not justify the space it took in the store. 销售额的美元价值。我们没有努力做到品种齐全，这是最难以向部队传达的理念之一。没有糖、盐、面粉、彭尼太太白酱等，除非我们能在这些产品中脱颖而出，并从中赚取足够多的美元。例如，我们曾尝试以高价出售一些上好的全麦面粉，但这种面粉每立方英寸的价值很低，根本无法满足商店的需求。
The real limit on what range of products we could carry was our product knowledge. I believe that the greatest advantage of a limited-SKU retailer is that the employees at all levels can become truly knowledgeable about what they se11-a Supply Side factor. 真正限制我们销售产品种类的是我们的产品知识。我认为，限量销售零售商的最大优势在于，各级员工能够真正了解他们所销售的产品11--这就是供应方因素。
There are some product categories, however, in which it was impossible to become outstanding (the fundamental commitment of Mac the Knife): soft drinks, beer, and cigarettes. All are products that are available in infinite supply. 然而，有些产品类别是不可能出类拔萃的（《麦克刀》的基本承诺）：软饮料、啤酒和香烟。它们都是无限供应的产品。
As will be discussed under Supply Side Retailing, Coke, Budweiser, et al., refused to deliver to our warehouses. That violated my policy of no direct-store deliveries. It' s just as we11: there is no way to make money selling Bud and Coke, even if they did permit warehouse shipments, if you want to be outstanding. We kept them in the stores at the insistence of our managers, at not-outstanding prices, until finally I was able to sell the troops that we no longer needed them. And worse, they were damaging our overall price image. We dropped them in 1985. 正如在 "供应方零售 "一节中将要讨论的那样，可口可乐、百威啤酒等公司拒绝向我们的仓库送货。这违反了我不向直销店送货的政策。就像我们 11 所说的那样：如果你想出人头地，即使百威和可口可乐允许从仓库发货，也不可能通过销售它们赚钱。在经理们的坚持下，我们以不菲的价格在商店里保留了这些产品，直到最后我向部队推销说，我们不再需要它们了。更糟糕的是，它们损害了我们的整体价格形象。1985 年，我们放弃了这些产品。
That same day, one of the most satisfying of my life, I dropped cigarettes. I didn' t want to be outstanding in cigarettes. The only way you can do that is to bomb the price, and when you do that on a product that is available in infinite supply, there' s no bottom to that game. That violated my principle that each SKU should be profitable. Secondly, well, how would you like to go home at night and brag that you sold a thousand cases of cigarettes that day? Whole Earth Harry smiled at this discontinuation. 同一天，也是我一生中最满意的一天，我戒掉了香烟。我不想在香烟方面出类拔萃。要做到这一点，唯一的办法就是压低价格，而当你对一种无限供应的产品压低价格时，这种游戏就没有底线了。这违反了我的原则，即每个 SKU 都应有利可图。其次，你想不想晚上回家吹嘘自己当天卖出了一千箱香烟？全地哈利对这次停产露出了笑容。
Our dropping cigarettes raised a furor. I was interviewed on the TV news channels, etc. But it had a very positive response from the public, even from smokers. 我们的掉烟引起了轩然大波。我接受了电视新闻频道的采访，等等。但公众，甚至是吸烟者，都给予了非常积极的回应。
We got a bonus from dropping cigarettes: burglaries of the stores stopped cold. Most burglars enter and exit through the roof, because they have to boost the booty back up the way they came. Cigarettes, with the highest value per pound, are the target of choice. 投放香烟给我们带来的好处是：商店里的盗窃活动戛然而止。大多数窃贼都是从屋顶进出的，因为他们必须把赃物从原路运回去。香烟每磅价值最高，是首选目标。
Sometimes you can be outstanding for what you don' sell. We were one of the first to drop Zig Zag papers once it became apparent they were no longer being sold to roll tobacco. I was also happy to get out of the girlie magazine business. This had been one of the major props in getting Good Time Charley into orbit, but I had repeated controversies with PTAs who wanted me to censor the assortment of magazines we carried. I don' t like censorship, but there was no way for me to determine the difference between Playboy and He1en Gurley Brown' s Cosmopolitan. 有时，你可以因为你不' 出售的东西而出类拔萃。我们是最早放弃 "之 "字形卷烟纸的公司之一，因为我们发现这些卷烟纸不再用于卷烟。我也很高兴能退出少女杂志业务。这曾是《好时光-查理》进入轨道的主要道具之一，但我与家长教师协会多次发生争执，他们希望我对我们销售的各种杂志进行审查。我不喜欢审查制度，但我没有办法确定《花花公子》和希恩-格利-布朗的《宇宙都市》之间的区别。
Finally, I got a letter from a priest, a polite letter. He said that he bought all of his wine from us, but he didn' t like having to look at the magazine covers (Cosmopolitans?) while he stood in line. That did it, so we dropped magazines altogether, which also have some rotten Supply Side features, which I don' t care to describe here. 最后，我收到了一位牧师的来信，一封礼貌的信。他说他所有的酒都是从我们这里买的，但他不喜欢排队时还要看杂志封面（Cosmopolitans？就这样，我们完全放弃了杂志，因为杂志也有一些 "供应方 "的腐朽特征，我不想在这里描述。
One of the hardest things to drop was the assortment of California boutique wines. We hung on to about 250 of them until my last year at Trader Joe' s in 1988. My problem wasn' t so much with the customers as with our employees, most of whom had now logged twenty years as premier retailers of these wines. They felt the loss of many long-term relationships with the old wineries, and they felt the removal of a group of products for which they held a 最难以割舍的是各种加州精品葡萄酒。我们保留了大约 250 种葡萄酒，直到 1988 年我在乔氏贸易商行工作的最后一年。我的问题与其说是出在顾客身上，不如说是出在我们的员工身上，他们中的大多数人作为这些葡萄酒的主要零售商已经有二十年的历史了。他们感到失去了与老酒厂的许多长期合作关系，也感到失去了他们对这类产品持有的
comfortable knowledge base. It was, therefore, primarily a Supply Side issue of employee morale and was handled as such. 舒适的知识库。因此，这主要是供应方的员工士气问题，并按此处理。
Exclusively at Our Stores 专卖店
In Good Time Charley we strove to be the exclusive retailers of certain (fair-traded) California boutique items. This proved to be a fool' s errand, since the exclusives were honored in the breach, and I was glad to get out of that rat race as soon as Fair Trade ended. 在 "美好时光夏利"，我们努力成为加州某些（公平贸易）精品的独家零售商。事实证明这是个愚蠢的举动，因为独家零售的权利被违背了，我很高兴在公平贸易结束后立即退出了这场老鼠赛跑。
First or Newest in Town 全城第一或最新
We repeatedly promoted the first-of-season pistachios, dried fruits, etc. But what really drove sales on these products was our prices. For example, anyone who buys Beaujolais Nouveau in November should know something: the wine is flown in at vast expense. Trader Joe' s always waited until the oceangoing containers arrived in January, then sold Nouveau at one-third the price of the November arrivals. 我们反复宣传当季的开心果、干果等。但真正推动这些产品销售的是我们的价格。例如，任何在 11 月份购买博若莱新酒的人都应该知道：这种酒是花大价钱空运来的。乔氏贸易公司总是等到一月份远洋集装箱运抵后，再以 11 月份运抵价格的三分之一出售博若莱新酒。
Fashion, at least in appare1, can be an appeal that falls in "first or newest," but this is too superficial a reading of Trader Joe’ s assortment. Fashion derives from the Latin facere, "to make," and implies something of only outward substance without real foundations (except, possibly, foundation garments). Granted, wines, especially expensive wines, are trendy; health foods, too. But we caught those waves well before their peaks and stuck with them through their successive ups and downs. Our promoting them stemmed from our genuine belief in them. 时尚，至少在服装1 方面，可以是一种 "第一或最新 "的吸引力，但这对乔氏贸易商的商品种类的解读过于肤浅。时尚源于拉丁语 facere，意为 "制造"，意味着只有外在的实质，而没有真正的基础（可能除了基础服装）。当然，葡萄酒，尤其是昂贵的葡萄酒，以及健康食品也是时尚。但是，我们早在这些浪潮达到顶峰之前就抓住了它们，并在它们接连不断的起伏中坚持了下来。我们对它们的推广源于我们对它们的真正信念。
In the case of wines, the growing volume of medical evidence has justified our faith in wines but it didn' t explain it. We never sold it as medicine, but as a component of quality of life. It was satisfying to see Americans switch massively from white wines to red wines as a result of the 1991 CBS 60 Minutes show on the French paradox (red wine sales went up 150 percent). But in my opinion, they switched for a misplaced, medical reason instead of the aesthetic 就葡萄酒而言，越来越多的医学证据证明了我们对葡萄酒的信心，但这并不能解释它。我们从未将葡萄酒作为药品出售，而是将其作为提高生活质量的一个组成部分。1991 年美国哥伦比亚广播公司《60 分钟》节目报道了法国的悖论（红葡萄酒的销售额增长了 150%），美国人因此从白葡萄酒大量转向红葡萄酒，这让我们感到很满意。但在我看来，他们是出于错误的医学原因，而不是美学原因才改喝红葡萄酒的。
ability of red wines to enrich most foods, starting with fish and chicken. 红葡萄酒能丰富大多数食物，首先是鱼和鸡肉。
What so many would-be competitors didn' understand is that Trader Joe' s was never a store of far-out "gourmet" foods, but a store of basics: oils, breads, cheeses, coffees, canned fish, nuts, jams, chocolate. Sure, within these basic categories some trends come and go. For example, safflower and sunflower oils are no longer favored because, apparently, they lower high-density lipoproteins. Olive oil, canola oil, and grapeseed oil are "in." But these shifts are grounded in medical research, not rootless "fashion." 许多潜在的竞争者并 不了解的是，Trader Joe's 从来就不是一家经营 "美食 "的商店，而是一家经营基本食品的商店：油、面包、奶酪、咖啡、鱼罐头、坚果、果酱、巧克力。当然，在这些基本品类中，也会出现一些流行趋势。例如，红花油和葵花籽油不再受到青睐，因为它们显然会降低高密度脂蛋白。橄榄油、菜籽油和葡萄籽油则 "流行 "起来。但这些转变都是以医学研究为基础的，而不是无根的 "时尚"。
Fashion derives from the Latin facere, "to make," and implies something of only outward substance without real foundations (except, possibly, foundation garments). 时尚源于拉丁语 facere，意为 "制造"，意味着只有外在的实质，而没有真正的基础（可能除了基础服装）。
Rather, I challenged our buyers to find a certain number of additional basic products each year that would sell so well they would force us to drop other products. Out of the 1,500 SKUs, there was no requirement that, say, 400 be wines or 100 be bakery products, or 75 be cheeses. There were no allocations of SKU-counts by category. If various kinds of apple juice would take all the space in the store, so be it, especially if each of those apple juice SKUs outsold the products they displaced. At least that' s what I alleged to the troops, knowing I was in no danger of getting an allapple juice inventory. The only allocation was that which was forced by refrigeration: We had a limited amount of cubic feet of refrigerated and frozen. We had to keep them filled. 相反，我向我们的采购员提出挑战，要求他们每年找到一定数量的额外基本产品，这些产品的销售情况会好到迫使我们放弃其他产品。在 1,500 个 SKU 中，没有要求比如 400 个是葡萄酒，100 个是烘焙产品，或者 75 个是奶酪。没有按类别分配 SKU 数量。如果各种苹果汁占据了店里所有的空间，那就这样吧，尤其是如果每种苹果汁 SKU 的销量都超过了它们所取代的产品。至少我是这样向部队宣称的，因为我知道我不会有全部苹果汁库存的危险。唯一的分配是冷藏造成的：我们的冷藏和冷冻仓库容量有限。我们必须把它们装满。
After I left Trader Joe' s in 1989, cheeses fell out of favor with the public because of their high fat content. Dollar sales fe1l, and Trader Joe' s appropriately cut back the cheese assortment. Those cubic feet of refrigerated space 1989 年我离开 Trader Joe's 之后，奶酪因脂肪含量高而不再受大众青睐。由于销售额下降，乔氏超市适当地减少了奶酪的种类。那些立方英尺的冷藏空间
are now filled with many other refrigerated products, which, in turn, had to justify their continued presence. 现在，许多其他冷藏产品充斥其中，这反过来又为它们的继续存在提供了理由。
Since I left Trader Joe' s, the buyers have done an outstanding job in following major developments in vitamins (like saw palmetto, gingko biloba) and substitute milks, like rice milk, soy milk, and coconut milk, the latter a reflection of the growing Asian influence in our culture, but hardly "fashion." 自从我离开 Trader Joe's 以来，采购员们在跟踪维生素（如锯棕榈、银杏叶）和代用奶（如米浆、豆浆和椰浆）的主要发展方面做得非常出色，后者反映了亚洲对我们文化日益增长的影响，但并不 "时尚"。
Physical Condition of the Product 产品的物理状况
Some other retailers promote "Coldest beer in town," "Rail-hung aged beef, no cryovac," and "Photographic film -kept refrigerated. " We couldn' t make any legitimate claims except one: our high sales of cheeses, vitamins, nuts, and dried fruits automatically made our products fresher than our low-turnover competitors. 其他一些零售商则宣传 "全城最冷的啤酒"、"铁轨悬挂的老牛肉，无需冷藏 "和 "冷藏保存的照相胶卷"。"我们无法做出任何合理的宣传，只有一个例外：我们的奶酪、维生素、坚果和干果销售量大，这使我们的产品比那些低周转率的竞争对手更新鲜。
One of the criticisms most often leveled at Trader Joe’ s is that our wine displays were not temperature-controlled. We admitted it. It' s a question of trade-offs: most people went for our prices. (Supply Side constraints here included the cost of special air-conditioning, separating the wine department physically, which can create shoplifting problems, etc. ) Trader Joe's 最常受到的批评之一就是我们的葡萄酒陈列没有温度控制。我们承认这一点。这是一个权衡问题：大多数人都是冲着我们的价格去的。(供应方的制约因素包括特殊空调的成本、葡萄酒部的物理分隔，这可能会造成入店行窃等问题）。)
Freshness has a powerful appeal. When Whole Earth Harry introduced orange juice that was squeezed on the premises, it was a great Demand Side success. But it was also a total nightmare to administer because of the Supply Side issues of fresh orange juice, which include: the great variation in sweetness of oranges over the course of a year (Valencias are great but are available only four months; navel juice goes bitter after twenty-four hours, etc.); how do you keep the employees from setting the machines to squeeze too much (thereby raising "yield" per case of oranges) so the bitter rind oils get in the juice; and what the hell do you do with al1 the leftover rinds? Still, we strugg1ed with it for twe1ve years and dropped it only because it helped us take 新鲜具有强大的吸引力。当 "全地球哈里 "推出在店内榨汁的橙汁时，在需求方面取得了巨大成功。但是，由于新鲜橙汁的供应方问题，这也是管理上的一场噩梦，其中包括：一年中橙子甜度的巨大差异（瓦伦西亚橙很好，但只供应四个月；脐橙汁二十四小时后就会变苦，等等）；如何让员工不把机器榨得太多（从而提高每箱橙子的 "产量"），使苦涩的果皮油进入果汁；剩下的果皮到底该怎么处理？不过，我们还是坚持了 25 年，后来放弃了，只是因为它帮助我们采取了以下措施
over the distribution of milk. The day we announced no more squeezed orange juice, the Captains cheered. 牛奶的分配问题。我们宣布不再提供榨橙汁的那天，船长们欢呼雀跃。
Another "freshness" project that we struggled with for years was making sandwiches. Once we had installed the cheese shops in the stores, we had all the equipment and health department clearances needed to make sandwiches. But we never could master the art. Basically the problem was that we could not be outstanding in this field and we finally gave up. 另一个 "保鲜 "项目是制作三明治，我们为此奋斗了多年。当我们在店里安装了奶酪店后，我们就拥有了制作三明治所需的所有设备和卫生部门的许可。但我们始终无法掌握这门技艺。基本上，问题在于我们在这一领域无法做到出类拔萃，因此我们最终放弃了。
The only "on-site manufacturing," as I called it, that we kept was cutting cheese on the premises and, when the equipment was idle, bagging nuts and dried fruits on the premises. Like orange juice, this had tremendous Demand Side appeal, especially when we sampled cheese fresh from the cutting board. Also, I liked the "theater" created by these on-site activities. 我们唯一保留的 "现场制造"（我称之为 "现场制造"）是在厂房内切割奶酪，当设备闲置时，在厂房内将坚果和干果装袋。就像橙汁一样，这对 Demand Side 有着巨大的吸引力，尤其是当我们品尝刚从砧板上切下的奶酪时。此外，我还喜欢这些现场活动所营造的 "剧院 "氛围。
About three years after I left, my successors folded onsite cheese cutting. I regret it, but I understand why. The cheese departments were overwhelmed by a Supply Side factor: personne1. None of the men wanted to work in the cheese shops. The Captains, whether men or women, felt it was an inappropriate use of their time except for the really topnotch Captains. This left it to the "cheese girls." The cheese departments were creating a caste system within the stores! This problem was building as I left Trader Joe’ s; I can understand why they no longer cut cheese on the premises. 我离开大约三年后，我的继任者放弃了现场奶酪切割。我对此感到遗憾，但也理解其中的原因。奶酪部门被一个供应方因素压垮了：人1。没有一个男人愿意在奶酪店工作。队长们，不管是男人还是女人，都认为这不适合利用他们的时间，除非是真正的顶级队长。这就留给了 "奶酪女孩 "们。奶酪部在店里形成了一种种姓制度！在我离开 Trader Joe's 的时候，这个问题正在加剧；我可以理解为什么他们不再在店内切奶酪了。
Retailer Screening of Product 零售商筛选产品
"Laboratory tested for . . ." We11, God knows we built the business on blind tastings of foods and wines, which were amply reported in the Fearless Flyer and, I guess, honored by our customers. We did, in fact, submit samples of products to independent laboratories to verify manufacturer claims, but we rarely published the results. "实验室测试......"我们11，天知道我们的业务是建立在盲品食品和葡萄酒的基础上的，《无畏摩天轮》上对这些盲品做了大量报道，我想，我们的客户也对此深表敬意。事实上，我们确实向独立实验室提交过产品样本，以核实制造商的声明，但我们很少公布结果。
Positive Negatives 正方 反方
"We se11 no products with MSG, or anima1-tested, etc. " This is a very big factor in the health food business, and we resorted to it daily. "我们不销售任何含味精或经过动物实验的产品。"这在健康食品行业中是一个非常重要的因素，我们每天都在使用它。
"Always in Stock" or Rain-Check Promises 常备库存 "或 "雨天补货 "承诺
Ha! We made a point of going out of stock to encourage the customers to "buy while it' s still there." A group of wine customers would show up in a van, buy a bottle of each wine that looked interesting, sample them in the van, and go back in the store and buy cases of the ones they liked. This happened all the time. 哈！为了鼓励顾客 "趁热打铁"，我们经常断货。一群葡萄酒顾客会开着一辆面包车出现，每看一种酒就买一瓶，在车上品尝，然后回到店里买下他们喜欢的那几箱。这种情况经常发生。
Measuring Assortment 测量组合
Retailers seem to be falling into two distinct SKU modes: those with under SKUs and those with over 25,000 SKUs. 零售商似乎分为两种不同的 SKU 模式：SKU 不足 的零售商和 SKU 超过 25,000 的零售商。
In the low-SKU class we find Costco. Stew Leonard' s in Connecticut, the highest-volume supermarket in the U.S., carries only 850 SKUs. In the high-SKU class, we find all supermarkets, chain drugstores, Walmart, etc. Curiously, the "Over 25,000” retailers rarely assert the superiority of their assortment in any department. 在低 SKU 等级中，我们发现了 Costco。康涅狄格州的 Stew Leonard's 是美国销售量最大的超市，但也只有 850 个 SKU。在高 SKU 等级中，我们发现了所有的超市、连锁药店、沃尔玛等。奇怪的是，"25,000 家以上 "零售商很少宣称自己在任何部门的商品种类都很丰富。
The SKU dichotomy is echoed by another division among retailers: those who feel they must carry certain brands and types of products (most chains), and those who feel they don' have to carry any particular brand or type of product (Costco, Stew Leonard' s, Trader Joe' s), unless it provides value for the customer, and is profitable for the retailer. 零售商之间的另一种分化也与 SKU 的二分法如出一辙：有些零售商认为自己必须经营某些品牌和类型的产品（大多数连锁店），有些零售商则认为自己不 ，必须经营任何特定品牌或类型的产品（Costco、Stew Leonard's、Trader Joe's），除非这些产品能为顾客带来价值，并能为零售商带来利润。
In general, Trader Joe' s has stayed in the mostly edible assortment of Mac the Knife with the notable addition of fresh fruits and vegetables. We struggled with produce for all thirty years I was at Pronto and Trader Joe’ s and could never make it work. The new plastic films and gas-flushing technologies developed in the 1990s, however, have put 总的来说，乔氏贸易公司的产品主要还是 Mac the Knife 的可食用产品种类，值得注意的是增加了新鲜水果和蔬菜。我在 Pronto 和 Trader Joe's 工作的三十年里，我们一直在农产品方面苦苦挣扎，始终不得要领。然而，20 世纪 90 年代开发的新型塑料薄膜和气体冲洗技术，使我们的产品在市场上脱颖而出。
Trader Joe' s into produce for the first time. Today, more than half of all the lettuce sold in supermarkets in California is the precut kind in sealed plastic bags. My wife calls it "the housewife” s revenge." 乔氏超市首次进入农产品领域。如今，加州超市出售的生菜有一半以上都是用密封塑料袋预先切好的。我妻子称之为 "家庭主妇的报复"。
Pricing 定价
Stability of price levels within the store. There is a dichotomy between conventional retailers who cut prices and advertise for a limited period of time (usually weekends) and the one-price retailers like Costco and Trader Joe' s. Department stores, supermarkets, and chain drugstores have become totally committed to the first mode. "We never change our prices" is one of the foundations of Trader Joe' s success. No she11 games. 店内价格水平的稳定性。传统零售商在有限的时间内（通常是周末）降价并做广告，而 Costco 和 Trader Joe's 等零售商则实行一口价。"我们从不改变价格 "是 Trader Joe 成功的基础之一。不玩 "11 "游戏。
Price levels vs. competition. "Price comparison advertising" is at an all-time high. Many retailers, especially in electronics, offer to meet or beat competitors' prices. Such a policy seems intellectually feeble to me. You should price a product where you think it should be in terms of the market and stick with it. We never cut a price to meet a competitor. If we had done our job of Intensive Buying correctly, and a competitor undercut us, that was their decision. 价格水平与竞争。"比价广告 "达到了前所未有的高度。许多零售商，尤其是电子产品零售商，提出要达到或超过竞争对手的价格。在我看来，这样的政策显得智力低下。你应该把产品定价定在你认为的市场价位上，并坚持下去。我们从不为了迎合竞争对手而降价。如果我们的密集采购工作做得正确，而竞争对手压低了我们的价格，那是他们的决定。
We never had "closeout” sales. What a terrible practice! You train your customers to wait for the "sale." Any product that failed to sell was given to charity. We were developing new products all the time; sometimes they didn' t pan out. So we gave them away. 我们从未有过 "结账 "销售。这是多么可怕的做法！你训练顾客等待 "销售"。卖不出去的产品都捐给了慈善机构。我们一直在开发新产品，但有时并不成功。于是我们就把它们送人。
I do not believe in "market testing" new products. Each year, 22,000 new products are introduced to the grocery trade, most of them from big guns like Procter & Gamble or Colgate, who have conducted elaborate test marketing before going nationwide. Ninety percent of these new products fail. 我不相信对新产品进行 "市场测试"。每年都有 22,000 种新产品被引入杂货贸易，其中大部分来自宝洁或高露洁这样的大公司，它们在向全国推广之前都进行了精心的市场测试。这些新产品中有 90% 都失败了。
Our approach was to run an experimental batch: If it sold, we ordered more. If it didn' t, charity got it. 我们的做法是试验性地生产一批：如果卖得好，我们就多订一些。如果卖不出去，就做慈善。
Another practice I avoided was "day-old bread." We gave all out-of-code bakery products to charities. Each manager lined up a church or a Salvation Army or Food Bank, which, each day, received the out-of-code product. 我避免的另一种做法是 "过期面包"。我们把所有不合标准的面包产品捐给慈善机构。每位经理都会安排一个教堂、救世军或食品银行，每天接收这些过期产品。
Coupons. Doubling the value of manufacturers' coupons has become an important form of price competition at supermarkets, drug chains, etc. As we moved away from branded products, coupons had no relevance to Trader Joe' s. 优惠券。制造商提供的优惠券价值翻倍已成为超市、连锁药店等价格竞争的重要形式。随着我们逐渐远离品牌产品，优惠券与乔氏超市已没有任何关系。
As for how we set our prices at Trader Joe' s, please see the Intensive Buying chapter. 至于我们如何确定乔氏超市的价格，请参阅 "集中采购 "一章。
Senior discounts. Giving discounts to people over sixty is, to borrow a phrase from Charlie Munger, "a type of dementia I can' t even classify." Here you have the fastest-growing, most affluent part of the population, and you give them a discount? If anyone should get a discount, it' s the shrinking workforce, which subsidizes the old folks through their income and social security taxes. Now that I' m over sixty-five, I eagerly take advantage of all such discounts: I know, Charles Darwin smiles every time. 老年人折扣。借用查理-芒格的话说，给 60 岁以上的人打折 是 "一种我都无法归类的痴呆"。这里有人口中增长最快、最富裕的部分，你却给他们打折？如果说谁应该得到优惠的话，那就是正在萎缩的劳动力，他们通过所得税和社会保障税来补贴老年人。现在我已经年过六十五，我热衷于享受所有这些折扣：我知道，查尔斯-达尔文每次都会微笑。
Convenience 便利性
Geographical Convenience 地理上的便利
In general, all of the U.S. is overpopulated with all kinds of stores. Population per supermarket stabilized in Southern California in the late 1980s (at about ten thousand per store). Population per department store stabilized during the early 2000s. As a result, geographical convenience, making your stores accessible to the public, is not a serious issue for most chains. Only newer chains with new, apparently 总体而言，美国各地的各类商店都过于拥挤。在南加州，每家超市的人口在 20 世纪 80 年代末趋于稳定（每家店约 1 万人）。本世纪初，每家百货商店的人口趋于稳定。因此，对大多数连锁店来说，地理位置的便利性，即让你的商店方便公众购物，并不是一个严重的问题。只有较新的连锁店才会有新的、明显
successful formulas, like Costco or pet supply warehouses, sti11 have this issue. 成功的配方，如 Costco 或宠物用品仓库，都有这个问题。
Trader Joe’ s has yet to hit this barrier. I used to get at least one call a week from different communities begging to get a Trader Joe' s. Trader Joe's 还没有突破这一障碍。以前，我每周至少会接到一个来自不同社区的电话，恳求开一家乔氏超市。
Home delivery, of course, is the ultimate form of geographical convenience, and the internet is radically exploiting this opportunity. Down deep it' s just mai1-order retailing. I don' t think that the internet grocery store will successfully invade food retailing because you' re dealing with four different temperatures: dry grocery, refrigerated products, frozen products, and ice cream when you try to home-deliver foods. Significant advances will have to be created in order to solve this problem. It will impact, however, non-foods sold by supermarkets. Consider how the greeting card industry has been impacted, because users can design and send them over the internet. Shoes and clothing can both be returned easily. But food, not so easily. 当然，送货上门是地理便利的终极形式，而互联网则从根本上利用了这一机会。从深层次来说，这只是一种定单零售。我不认为互联网杂货店能成功入侵食品零售业，因为当你尝试家庭配送食品时，你要面对四种不同的温度：干货、冷藏产品、冷冻产品和冰淇淋。要解决这个问题，必须取得重大进展。不过，这将影响超市销售的非食品类产品。想想贺卡业是如何受到冲击的，因为用户可以通过互联网设计和发送贺卡。鞋子和衣服都可以很容易地退回。但食品就没那么容易了。
The competition between "fixed site" retailers and virtual retailers is coming to a showdown. One of the first legal showdowns will come over state laws that prohibit internet sales of wines across state borders. Sooner or later, I think this will be struck down. If Fair Trade violated the Interstate Commerce clause, the wine barriers do so in spades. 固定网站 "零售商与虚拟零售商之间的竞争即将摊牌。首批法律对决之一将围绕禁止跨州互联网销售葡萄酒的州法律展开。我认为这迟早会被废除。如果说 "公平贸易 "违反了州际商业条款，那么葡萄酒壁垒则完全符合州际商业条款。
The whole issue of state-1evel sales taxes vs. buying by mail order or over the internet is in the process of being resolved, but we may see more state-level income taxes to take the place of lost sales tax revenues. Amazon. com is located in Washington, a no-sales-tax state. Avoiding sales tax at least compensates for the delivery charges. The internet is a direct attack on what I call the "tyranny of geography. " Encryption, anyone? 州一级销售税与通过邮购或互联网购买的销售税的整个问题正在解决过程中，但我们可能会看到更多的州一级所得税来取代失去的销售税收入。亚马逊公司位于华盛顿州，这是一个不征收销售税的州。避免销售税至少可以补偿配送费。互联网是对我所说的 "地理暴政 "的直接攻击。"加密技术，有人知道吗？
In general, geographical convenience is no longer a way to differentiate yourself from your competitors, with the notable exception of stores located in the euphemistically named inner cities, where few chains operate. 一般来说，地理上的便利已不再是区别于竞争对手的方法，但位于被美其名曰 "内城 "的商店是个明显的例外，因为那里几乎没有连锁店。
In-Store Convenience 店内便利
The trend toward sixty-thousand-square-foot supers results in less convenient stores, in terms of in-and-out speed. Many chains have countered with promises to keep express lane check stands open, promises mostly honored in the breach. And all chains have gone to scanning, which speeds up the check stand, unless the electronic "deck" has failed to include the price of a SKU in which case all the wheels stop. 6 万平方英尺超级大卖场的趋势导致商店进出速度不那么方便。许多连锁店都承诺保持快速通道检查台的开放，但大部分承诺都没有兑现。所有连锁店都采用了扫描技术，这加快了检查台的速度，除非电子 "牌子 "上没有标明某个商品的价格，在这种情况下，所有的轮子都会停下来。
These "super" supermarkets do increase overall convenience for the customer through the "Assortment" appeal discussed above, most notably with the addition of pharmacies, because the customer has to visit fewer stores. With the growing population of retired Americans who have lots of time, however, I question this concept; it simply goes against one of the two most fundamental demographic trends in America, the other being Hispanification. 这些 "超级 "超市确实通过上文讨论的 "品种 "吸引力为顾客提供了整体便利，最明显的是增加了药店，因为顾客需要光顾的商店更少了。然而，随着有大把时间的退休美国人越来越多，我对这一概念提出了质疑；它完全违背了美国两个最基本的人口发展趋势之一，另一个是西班牙裔化。
When you deliver value, you don' t have to worry about instore convenience. 当你提供价值时，你就不必担心店内的便利性。
At Trader Joe' s we never worried about in-store convenience. The check stands are still not flow-through: I think that seeing a row of check stands when one enters a supermarket is about as attractive as seeing a row of urinals. 在乔氏超市，我们从不担心店内的便利性。结账台仍然不是直通式的：我认为，一进超市就看到一排结账台，就像看到一排小便池一样没有吸引力。
Time Convenience 时间便利
In 1958, when I started Pronto (7:00 a. m. to 11:00 p. m. seven days a week, 365 days per year), most supermarkets closed at 9:00 p. m. weeknights, and 7:00 p. m. on Sundays. And they were closed during all seven triple-time union holidays including Thanksgiving and Christmas. That was part of the core opportunity for "bantam" markets as I presented it to 1958 年，当我开始经营 Pronto 时（每周 7 天，每年 365 天，从早上 7 点到晚上 11 点），大多数超市在周末晚上 9 点关门，周日晚上 7 点关门。在包括感恩节和圣诞节在内的所有七个工会三节假期期间，超市都不营业。这就是我向 "班坦 "市场提出的核心机遇的一部分。
Rexa11. By the time I bought out Rexal1 in 1962, however, the retailing depression that started in 1960 caused scads of chains to go bankrupt, and caused the remaining supermarkets to match our hours, except for the union triple-time holidays. And then the supers started opening on those days, too, by 1975. Now most supers are open twenty-four hours a day, seven days a week. Rexa11.然而，当我在 1962 年买下 Rexal1 时，1960 年开始的零售业大萧条导致大量连锁店破产，剩下的超市也不得不与我们保持一致的营业时间，除了工会规定的三节假期。到 1975 年，超级市场也开始在这些日子营业。现在，大多数超级市场每周七天，每天 24 小时营业。
We stayed open every Christmas Day unti1 1980. We finally gave it up because Christmas Day proved to be a lousy wine day: we had stayed open in order to move inventory, that is, convert it into cash, even though we paid our employees the equivalent of triple time. 在 1980 年之前，我们每年圣诞节都营业。我们最终放弃了，因为圣诞节被证明是一个糟糕的葡萄酒日：我们继续营业是为了转移库存，也就是将库存转化为现金，尽管我们付给员工的工资相当于三倍工时。
We continued to stay open-limited hours-on Thanksgiving Day, because it' s a much bigger wine day than Christmas (which is, appallingly, a very good hard liquor day). All members of Central Management, including myse1f, worked in the stores those days as a matter of morale for the troops. 我们在感恩节继续营业，但时间有限制，因为这一天的酒水比圣诞节要多得多（令人震惊的是，圣诞节是一个非常好的烈酒日）。为了鼓舞士气，包括我在内的所有中央管理层成员都在那几天在商店工作。
I have mentioned my friend James Caillouette frequently in this book. We got to be friends because we were the only two men in our circle who worked every Thanksgiving and Christmas: the grocer and the obstetrician. So our families have had their holiday dinners at night on those holidays, a tradition that began in 1966. 我在这本书中经常提到我的朋友詹姆斯-凯鲁特。我们之所以能成为朋友，是因为我们是圈子里仅有的两个每年感恩节和圣诞节都要工作的男人：杂货店老板和产科医生。因此，我们两家人都在这两个节日的晚上吃节日晚餐，这个传统始于 1966 年。
Today it is impossible for a retailer to achieve differentiation through long hours. Again, we' re seeing a dichotomy between conventional retailers, who now operate extreme hours, and retailers like Costco and Trader Joe' s, with very limited hours. Value retailers don' t have to have long hours! After I left Trader Joe' s, they closed on Thanksgiving, too. It was a correct move, long overdue. 如今，零售商不可能通过延长营业时间来实现差异化。我们再次看到传统零售商与 Costco 和 Trader Joe's 等零售商之间的对立，前者的营业时间极长，而后者的营业时间则非常有限。超值零售商的营业时间不必太长！我离开 Trader Joe's 之后，他们在感恩节也关门了。这是一个正确的举措，早就应该这样做了。
Credit, or Accepted Methods of Payment 信用卡或接受的付款方式
As discussed earlier, Trader Joe' s was one of the first grocers to accept Visa and Master Charge; now it' s commonplace. It' s interesting to see department store chains 如前所述，Trader Joe's 是首批接受 Visa 和 Master Charge 的杂货店之一，现在这已经是司空见惯的事了。看到连锁百货公司
pushing their own charge accounts, just like in the 1930s; it was also interesting to see Sears take a big write-off in 1998 from the same practice. 1998 年，西尔斯百货公司（Sears）也因同样的做法遭受了巨额注销。
Food stamps were an important alternative method of payment in markets; I dropped them early in Mac the Knife, partly because so many customers objected to seeing food stamps cashed in at Trader Joe' s for "luxury" products. There was never a murmur about our dropping food stamps. (This was twenty years before the SNAP program replaced food stamps with debit cards, and Trader Joe’ s does accept SNAP now. ) 粮票是市场上一种重要的替代支付方式；我在 Mac the Knife 初期就放弃了粮票，部分原因是许多顾客反对在 Trader Joe's 用粮票购买 "奢侈品"。从来没有人对我们放弃粮票发出过杂音。(那是在 SNAP 计划用借记卡取代粮票的 20 年前，现在乔氏贸易商行确实接受 SNAP）。)
I was very proud of the four years I served on the Advisory Board of Canned Foods Grocery Outlets, a hundredstore closeout chain that delivered great nutritional value to food stampers. And while I was consulting for Thrifty Drug Stores, I tried hard to persuade them to apply for food stamps for the two hundred stores that were in low-income neighborhoods. Do you know one reason why they wouldn' t? Because the managers of those stores didn' want the social stigma associated with being a "food stamp" store. Tragic! A Supply Side choke point similar to the "cheese girls." 我曾在罐头食品杂货店咨询委员会工作过四年，对此我深感自豪，这是一家为食品券使用者提供高营养价值的百货连锁店。在为 Thrifty Drug Stores 做顾问时，我曾极力劝说他们为位于低收入社区的 200 家商店申请食品券。你知道他们不愿意的原因吗？因为这些商店的经理不 ，他们不希望因为自己是 "食品券 "商店而背上社会污名。悲剧！类似于 "奶酪女孩 "的供应方堵塞点。
I also tried to get Thrifty to get their managers to stop wearing those miserable neckties. For one thing, they are a workplace hazard: they can get caught in store equipment like balers. But the managers wanted the neckties-a badge of distinction. Pitiful. 我还试图让 Thrifty 的经理们不要再戴那些可悲的领带了。首先，领带是工作场所的危险品：它们会被打包机等商店设备卡住。但经理们想要领带--一种与众不同的徽章。真可怜
Showmanship 表演技巧
This is the sum total of all efforts to make contact with the customer. It' s the most ephemeral, the most difficult, and the most important of the Demand Side activities. 这是与客户接触的所有努力的总和。它是需求方活动中最短暂、最困难也是最重要的一项。
Employees 员工
Perhaps the most important element of showmanship, the efficacy of employees (vis-a-vis customers), has been deeply compromised by the twenty-four-hour operations noted above under "Convenience." As a supervisor of one twenty-fourhour supermarket chain once told me, "I don' t want to know what goes on in the stores after midnight!" 也许 "表演 "中最重要的因素，即员工（相对于顾客）的工作效率，已经被上文 "便利 "中提到的二十四小时营业深深地损害了。一家 24 小时连锁超市的主管曾对我说："我不想知道午夜过后商店里发生了什么！"
"Efficacy" can be defined different ways. Since few employees like to work midnight shifts, the wheat inevitably migrates to the day shifts; the chaff to the late-hour shifts. One of the smartest things we ever did was to cut the hours of Trader Joe' s. This is mostly a Supply Side question, but the quality and attitude of the employees handling your customers is a Demand Side factor. "效率 "可以有不同的定义。由于很少有员工喜欢上夜班，因此小麦不可避免地会流向白班，而谷壳则会流向晚班。我们所做的最明智的事情之一就是缩短 Trader Joe's 的营业时间。这主要是供应方的问题，但接待顾客的员工的素质和态度则是需求方的因素。
"Efficacy" can also be defined as product knowledge. I believe that the decline of the department stores commenced in the late 1960s when they began opening on Sundays and later at night. Before then, there were a lot of knowledgeable people on the sales floor, whether in appliances or wedding registry. "功效 "也可以定义为产品知识。我认为，百货公司的衰落始于 20 世纪 60 年代末，当时百货公司开始在周日和晚间营业。在此之前，无论是电器还是结婚登记，销售楼层都有很多知识渊博的人。
Nordstrom' s practice of letting a single employee sell from every department in the store to a customer was, in my opinion, a breakthrough in department store retailing. This is a definite Demand Side appeal, but, like Trader Joe' s, it demands high-quality people, a quality that its competitors are too cheap to hire. Is this Demand Side or Supply Side? It' s some of both. 在我看来，诺德斯特龙百货公司（Nordstrom）让一名员工向顾客销售店内所有部门商品的做法，是百货零售业的一大突破。这无疑是需求方的诉求，但就像乔氏百货一样，它需要高素质的人才，而它的竞争对手却因为太便宜而雇不到高素质的人才。这是需求方还是供应方？两者都有。
The physical appearance of the employee is critical: clean fingernails, tidy hair, etc. Employers are usually the worst offenders here. They put all the employees into uniforms of the same color. They might as well cram all their feet into one shoe size. 员工的外貌至关重要：干净的指甲、整齐的头发等。在这方面，雇主通常是罪魁祸首。他们让所有员工都穿同一种颜色的制服。他们还不如把所有员工的脚都塞进一个尺码的鞋里。
Uniforms 制服
Since Trader Joe’ s furnishes the Hawaiian shirts to its employees, we had to start buying them not only in four sizes 由于 Trader Joe's 为员工提供夏威夷衬衫，我们不得不开始购买，不仅有四种尺寸
but in four shades to match the seasons. It' s a pain but one of the subtle things that makes Trader Joe' s what it is. 但有四种色调，以配合季节的变化。虽然很麻烦，但这也是乔氏之所以成为乔氏的原因之一。
Advertising 广告
I' ve already devoted a chapter to Trader Joe’ s advertising. Advertising is a critical component of showmanship. 我已经用一章的篇幅介绍了乔氏超市的广告。广告是表演技巧的重要组成部分。
Merchandising 商品销售
Advertising moves the peop1e to the product; merchandising is what moves the product to the people. 广告把人们带到产品面前，而商品销售则把产品带到人们面前。
-Char1es Luckman -查尔斯-勒克曼
Mr. Luckman, the man who saved Pepsodent in 1930 by going on network radio with Amos ' ' Andy, is an authority to whom I paid a lot of attention, even though he had been known more as an architect than a merchant for at least fifty years. 勒克曼先生，这位在 1930 年通过与阿莫斯 ' ' 安迪一起在网络广播上拯救了百事可乐的人，是我非常关注的一位权威人士，尽管至少在 50 年的时间里，他更多地是作为一名建筑师而非商人而闻名。
At Trader Joe’ s, after Good Time Charley was laid to rest in 1971, we didn' t pay any attention to merchandising. The store layout is driven primarily by shoplifting concerns and physical stocking concerns. All the research on whether people turn to the left or the right, or whether you can "force" people to the rear of the store, is irrelevant if you' re a value retailer. 在乔氏超市，1971 年 "好时光 "查理去世后，我们就不再关注商品陈列了。商店的布局主要是出于对商店盗窃和实际库存的考虑。如果你是一家超值零售商，那么所有关于人们向左转还是向右转，或者你是否可以 "强迫 "人们走到商店后面的研究都是无关紧要的。
Fixturization, of course, is closely linked to merchandising: I wanted as few fixtures as possible. The flexibility of display in value retailers like Stew Leonard' s or Costco, flexibility made possible by a paucity of fixtures, stands in startling contrast to the rigidity of most mass merchants. Like Costco, Trader Joe's uses warehouse shelving. It' s cheap, it' s pretty good seismically (no cantilevered shelves), and it' s inexpensive to change. Our own employees could assemble and disassemb1e 当然，固定装置与商品销售密切相关：我希望固定装置越少越好。像 Stew Leonard's 或 Costco 这样的超值零售商，由于固定装置少，陈列灵活，这与大多数大众商家的死板形成了鲜明对比。与 Costco 一样，Trader Joe's 也使用仓库货架。这种货架价格便宜，抗震性好（没有悬臂货架），而且更换成本低。我们的员工可以组装和拆卸货架。
the fixtures easily. This is not true of the fixtures you see in most supermarkets. 很容易安装。而你在大多数超市看到的固定装置却不是这样。
To thine own self be true.
-William Shakespeare, Hamlet,
Act I, Scene III
Form follows function.
-Frank Lloyd Wright 弗兰克-劳埃德-赖特
My feeling about fixtures is that they are fixed in expense, an invitation to bankruptcy, and fixed physically; sooner or later they get in your way and have to be replaced before you' ve fully depreciated them. I have been unconvinced of the selling power of fixtures, per se, since the failure of some elaborate "gourmet" markets in the 1960s. 我对固定设备的感觉是，它们的费用是固定的，是破产的诱因，而且是物理上固定的；它们迟早会妨碍你的工作，在你完全折旧之前就必须更换。自从 20 世纪 60 年代一些精心设计的 "美食 "市场失败以来，我一直不相信固定装置本身的销售能力。
Fixtures certainly can identify the nature of a retailer. Stores can be divided into two classes: those stores in which the first thing you see is merchandise (department stores, boutiques), and those stores in which the first thing you see is check stands. Many customer preconceptions flow from this simple dichotomy. 固定装置当然可以确定零售商的性质。商店可以分为两类：一类是首先看到商品的商店（百货商店、精品店），另一类是首先看到货架的商店。这种简单的二分法会让顾客产生许多成见。
What' s really hard to find is good signage on products. I failed to get really good, informative signs in Trader Joe' s. As of 1998, my in-store signage heroes are Crate ' Barrel and Brookstone. 真正难找的是好的商品标识。截至 1998 年，我的店内标识英雄是 Crate ' Barrel 和 Brookstone。
Architecture, Signs, and Lighting 建筑、标志和照明
McDonald' s Golden Arches are a great example of showmanship through architecture, even though most cities won' t let them build the actual arches anymore. The tiny, symbolic arches to which McDonald' s is restricted in most locations have almost a gestalt quality to them. 麦当劳的 "金拱门"（Golden Arches）是通过建筑进行炫耀的典范，尽管大多数城市不再允许麦当劳建造真正的拱门。在大多数地方，麦当劳只能建造象征性的小拱门，而这些小拱门几乎具有一种酝酿的特质。
The architectural beauty of Bullock' s Pasadena (1947) undoubtedly was a factor in the store' s upscale success; the same goes for Bullock' s Wilshire (1929). The warehouse atmosphere and industrial racks of Costco are true; therefore, effective in terms of showmanship. 布洛克帕萨迪纳百货公司（1947 年）的建筑之美无疑是该店在高档市场取得成功的一个因素，布洛克威尔谢百货公司（1929 年）也是如此。好市多（Costco）的仓库氛围和工业化货架是真实的，因此在展示效果方面也是有效的。
Lighting, I think, is one of the key elements in successful retailing. Dick Richard' s celebrated Lido Isle Market in Newport Beach (c. 1959) was a triumph of lighting in both foot candles and choice of spectra. Basically Dick put light only on the merchandise. And he used warm spectra. Many stores are lit in the blue end, which chills out the merchandise and, worse, makes your female customers look corpselike. Dick, one of the truly creative grocers of the mid-twentieth century, flattered both his goods and his customers. The aisles were so dark you almost stumbled. This really attracted me in my Whole Earth Harry days: it cut energy usage. But your eyes were never blinded by the overhead lighting, because after all, you aren' t selling the ceiling. 我认为，照明是成功零售的关键因素之一。迪克-理查德（Dick Richard）在纽波特海滩的著名的丽都岛市场（约 1959 年）在照明的烛光和光谱选择方面都取得了胜利。基本上，迪克只在商品上打光。他还使用了暖色光谱。许多商店的灯光都是蓝色的，这会让商品显得冷冰冰的，更糟糕的是，还会让女顾客看起来像尸体一样。迪克是二十世纪中期真正富有创造力的杂货店老板之一，他的做法既讨好了商品，也讨好了顾客。过道太暗了，几乎让人跌跌撞撞。在我经营 "全地球哈里 "的日子里，这一点深深地吸引了我：它可以减少能源消耗。但你的眼睛绝不会被头顶的照明弄瞎，因为毕竟你卖的不是天花板。
Paint goes along with lighting. The same is true of floor covering, but the Demand Side has to be compromised by critical Supply Side questions, like "Can you drag pallets over it?" During the first years of Good Time Charley, I carpeted the stores using the new carpet material just developed for the hospital trade. There were advantages. When bottles fall, they bounce instead of break; and dust gets trapped in the carpets instead of on the merchandise. Unfortunately, when the Santa Ana winds blow in Southern California, the humidity goes to zero and static electricity builds in your customers as they tread the aisles. When they reach for a metal shelf: Zap! What with static electricity, chewing gum, and ground-out cigarettes, carpets didn' t prove out. 油漆与照明是相辅相成的。地板铺设也是如此，但需求方必须受到供应方关键问题的影响，比如 "你能在上面拖托盘吗？"在 "好时光夏利 "的最初几年，我使用刚刚为医院行业开发的新型地毯材料为商店铺设地毯。这样做有很多好处。当瓶子掉落时，它们会弹起而不是摔碎；灰尘会被吸附在地毯上而不是商品上。不幸的是，当南加州刮起圣安娜风时，湿度会降到零，顾客在过道上行走时会产生静电。当他们把手伸向金属货架时咔嚓在静电、口香糖和香烟的影响下，事实证明地毯并不适用。
Clean parking lots are also part of showmanship. Time and again people would complain that our "parking lot is dirty." Late in my tenure at Trader Joe' s, I would snar1 in reply that the parking lot was clean; it was our filthy 干净的停车场也是表演技巧的一部分。人们总是抱怨我们的 "停车场很脏"。在 Trader Joe's 任职的后期，我会嗤之以鼻地回答说："停车场很干净，是我们的停车场太脏了。
customers who dumped their ashtrays on the tarmac. Obviously it was getting to be time for me to move on. 把烟灰缸扔在停机坪上的顾客。很显然，我是时候继续前进了。
Given the need for long leases, landlords and tenants are trying to outguess each other about the objective future (for example, the business cycle, as opposed to the subjective futures of the parties, the commercial success of the tenant, the demand for the space offered by the landlord). 由于需要长期租约，业主和租户都在试图猜测对方的客观未来（例如商业周期，而不是双方的主观未来、租户的商业成功、业主提供的空间需求）。
Programs of collaboration should focus on offering some form of relief to the landlord if the objective future runs in the tenant' s favor, while maintaining some degree of protection for the tenant if it runs against the tenant. This is obvious, but mass hysteria usually dominates real estate markets. California plunged from a leasing frenzy to what amounted to a leasing moratorium from 1989 to 1994. In 1998, it was frenzy time again. The point is this: tenants who enter into negotiations with the idea of beating the landlord at the objective future game usually get the kind of landlords they deserve. And vice versa. 合作计划的重点应该是，如果未来的客观情况对租户有利，则为房东提供某种形式的救济，而如果未来的客观情况对租户不利，则为租户提供一定程度的保护。这一点显而易见，但大众歇斯底里通常会主导房地产市场。从 1989 年到 1994 年，加利福尼亚州从租赁狂潮陷入了租赁暂停。1998 年，又到了疯狂时期。问题在于：如果租户在谈判时抱着在未来的客观游戏中击败房东的想法，他们通常会得到他们应得的房东。反之亦然。
In conclusion, a very real part of the success of Trader Joe' s stems from the excellence of its locations and the shrewdness of the language of its leases. "Occupancy expense" in its broadest definition (which I won' t go into, because it' s not straightforward) ran about 2 percent while I was there. 总之，乔氏超市成功的一个重要原因是其选址的优越性和租约用语的精明。我在那里的时候，最广义的 "占用费"（我就不多说了，因为这并不简单）约为 2%。
20
Supp1y Side Retailing 供应方零售
Abstract 摘要
"But we cannot say that our modern system is 'based on private ownership.' That is pure fable and myth. The modern capitalist world is only one-half ownership; the other half is creditorship." "但我们不能说我们的现代制度是'建立在私有制基础上的'。这纯粹是寓言和神话。现代资本主义世界只有二分之一的所有权，另一半是信用权"。
-Richard Dana Skinner, Seven Kinds of Inflation, the best economics book I ever read, written in 1937 just after the pit of the Depression 理查德-达纳-斯金纳（Richard Dana Skinner），《七种通货膨胀》（Seven Kinds of Inflation），这是我读过的最好的经济学书，写于 1937 年大萧条刚刚结束之后。
Here are factors on the Supply Side. In varying degrees of truth we are debtors to them all: 以下是供应方的因素。从不同程度上讲，我们都是它们的债主：
Governments 各国政府
The way you do things: "habits" and "culture" 你做事的方式"习惯 "和 "文化
Systems 系统
Non-merchandise vendors 非商品供应商
Merchandise vendors 商品供应商
Landlords 业主
Bankers and investment bankers 银行家和投资银行家
Stockholders 股东
Employees 员工
Crime 犯罪
You may notice that the sequence here is different from that in the introductory chapter on Double Entry Retailing. I didn' t want to scare you off so I listed the Supply Side factors in somewhat conventional order like vendors first. I prefer the above sequence, however. Employees come near the bottom of the list, only because I chose to end this chapter with the Dark Side of the Moon of retailing: employee theft and the atmosphere of crime in general. Yes, crime is an important Supply Side constraint. 你可能会注意到，这里的顺序与 "复式零售 "介绍性章节中的顺序不同。我不想把你吓跑，所以按常规顺序列出了供应方因素，比如先列出供应商。不过，我更喜欢上述顺序。员工排在名单的末尾，只是因为我选择以零售业的 "月之暗面"--员工盗窃和犯罪氛围--作为本章的结尾。是的，犯罪是供应方的一个重要制约因素。
Governments 各国政府
If you' re going to enter a business, the first question you should ask is the extent to which governments-federal, state, and local-intervene in its affairs. Among businesses that are relatively free of government regulations are bookstores, apparel stores, hardware stores, music stores, appliance stores, etc. 如果您要进入一家企业，首先要问的问题就是政府--联邦、州和地方政府--对企业事务的干预程度。相对不受政府管制的行业有书店、服装店、五金店、音乐店、电器店等。
Grocery stores, by contrast, are heavily impacted by state laws and regulations (milk, alcohol, weights and measures), and local laws and regulations: health departments; building departments, whose rules may conflict with the health departments; zoning, which among other things may restrict hours of operation; and the dread catchall, conditional use permits. Cities and counties regulate alcohol as well as the state itself. As you know by now, some of my most serious business problems were created by government regulations, both the nationwide regulations like Fair Labor Standards Act, which had me choking on the hairball Department of Labor audit, and state regulations on milk and alcohol. 相比之下，杂货店受到州法律法规（牛奶、酒精、度量衡）以及地方法律法规的严重影响：卫生部门；建筑部门，其规定可能与卫生部门相冲突；分区，除其他外，可能会限制营业时间；以及最可怕的包罗万象的有条件使用许可。各市县对酒类的监管与州本身一样严格。正如你们现在所知道的，我的一些最严重的经营问题都是由政府法规造成的，既有像《公平劳动标准法案》这样的全国性法规，它曾让我被劳工部的审计毛球噎住，也有关于牛奶和酒类的州法规。
For years after the federal government had deregulated interstate trucking rates, California' s bureaucracy clung to anti-competitive intra-state rates, which forced Trader Joe' s into all kinds of acrobatics to stay legal in its contracts with independent truckers (the fiction of "dedicated equipment"). At the same time, thousands of 多年来，联邦政府放松了对州际卡车运输费率的管制，但加利福尼亚州的官僚机构却坚持实行反竞争的州内费率，这迫使乔氏集团不得不采取各种杂技，以保持与独立卡车司机签订的合同（"专用设备 "的虚构）的合法性。与此同时，成千上万的
"coyote" truckers operated with drivers who didn' t even have chauffeur licenses. They were never detected unless their routes took them past a truck-weighing station, and they knew better than anyone where those stations were located. "土狼 "卡车司机的司机甚至没有司机执照。他们从不被发现，除非他们的路线经过卡车称重站，而他们比任何人都清楚这些称重站的位置。
The governments are suppliers. That must always be kept in mind. I hate to admit it but the inspections by health departments and weights and measures departments save the conscientious grocer from having to do the same thing. Generally, I think that occupational and safety regulations, bizarre though they may sometimes be, are constructive. Sometimes they don' t go far enough. 政府是供应商。这一点必须时刻牢记。我不想承认这一点，但卫生部门和度量衡部门的检查可以让有良心的杂货商免于做同样的事情。总的来说，我认为职业和安全法规虽然有时很奇怪，但还是有建设性的。有时它们做得还不够。
For example, one reason I dropped sugar in Mac the Knife is that five-pound bags of sugar come packed twelve to the bale. That' s sixty pounds in a very awkward, floppy shape and promises lots of back injuries. After we made a deliberate effort to employ women full-time in the stores (c. 1975), we made an effort to get rid of any single case that weighed more than forty pounds (champagne and milk are the heaviest cases in Trader Joe' s). Otherwise, the male employees get turned into beasts of burden: many women have difficulty with the heaviest cases, and there is still a reservoir of male chivalry out there, especially when you hire people of the quality of Trader Joe' s employees. 例如，我放弃在《麦克刀》中使用糖的一个原因是，五磅重的糖袋有十二包。六十磅重的糖，形状笨拙，松松垮垮的，很容易伤到腰。在我们有意识地在店里雇用全职女员工后（约 1975 年），我们就开始努力淘汰任何重量超过 40 磅的箱子（香槟和牛奶是 Trader Joe's 最重的箱子）。否则，男员工就会变成 "负担兽"：许多女性在搬运最重的箱子时都会遇到困难，而男性的侠义之心仍然存在，尤其是当你雇佣了像乔氏员工这样素质的人时。
Governmental intrusion can be considered as a Supply Side opportunity. The retailer who masters the skills of dealing with the regulatory authorities erects a threshold that his competitors will have to cross. There are several facets to this opportunity, excluding "La Mordida." 政府干预可被视为供应方的机遇。掌握了与监管当局打交道技巧的零售商，就树立了一道竞争对手不得不跨越的门槛。除 "La Mordida "外，这一机遇还包括几个方面。
Except for the occasional zealot, the "Programme of Collaboration" for most public officials is to avoid rocking the boat. They may back down if challenged. Many of them don' understand their own rules anyway. However, be gracious when you' re nailed. Don' t win Pyrrhic victories. The same mentality that doesn' want to rock the boat also tends to hold onto its job. You' 11 encounter those guys again and again! Try to help them do a good job; make them 除了偶尔的狂热分子之外，大多数公职人员的 "合作方案 "都是避免动摇。如果受到质疑，他们可能会退缩。无论如何，他们中的许多人都不 了解自己的规则。不过，当你被钉在钉子上时，一定要有风度。不要赢得没救的胜利。那些不愿意动摇 ，也往往会坚持自己的工作。你会一次又一次地遇到这些人！试着帮助他们做好工作；让他们
feel important; and make them feel that you' re Playing the Game, not trying to abolish it. 让他们觉得自己很重要；让他们觉得你是在玩游戏，而不是要废除游戏。
The Way You Do Things 你做事的方式
This is what most management authorities like Tom Peters and Peter Drucker are writing about. What is the smell of the organization? It' s ephemeral, but no less real. 汤姆-彼得斯（Tom Peters）和彼得-德鲁克（Peter Drucker）等大多数管理权威都在谈论这个问题。组织的气味是什么？它是短暂的，但同样真实。
Peter Drucker has said, in the context of troubled companies, that it' s impossible to change a company' s "culture" but you can change its "habits." "The Way You Do Things" is the most limiting Supply Side factor in any company: Are you entrepreneurial or "corporate" ? 彼得-德鲁克（Peter Drucker）在谈到陷入困境的公司时曾说过，要改变一家公司的 "文化 "是不可能的，但你可以改变它的 "习惯"。"你做事的方式 "是限制任何公司发展的最大供应方因素：你是企业家还是 "企业"？
I want to make it quite clear that I called the shots. I reject management by committee. I think, however, that my regime was somewhat short of despotic. I like this quote about Pierre Monteux, the great conductor of the San Francisco Symphony while I was attending Stanford. 我要明确指出，我说了算。我反对委员会管理。不过，我认为我的管理制度有点近乎专制。我喜欢关于皮埃尔-蒙托（Pierre Monteux）的这段话，他是旧金山交响乐团的伟大指挥家，当时我还在斯坦福大学就读。
Monteux never tried to get a
performance out of an
orchestra. He was always
giving one with them.
-Los Angeles Herald Examiner,
1988
Systems 系统
Whether your "System" for cash is a cigar box or detailed scanning online with the office, it is one of the defining factors in the way you conduct the business. 无论您的现金 "系统 "是一个雪茄盒，还是与办公室进行详细的在线扫描，它都是您开展业务的决定性因素之一。
Believe me, you have a system for everything that has to happen in your business-you just may not be conscious of it. And you probably have still other systems that are not 相信我，你有一套系统来处理你的业务中必须发生的每一件事--只是你可能没有意识到而已。而且，你可能还有其他系统没有
needed. That' s why The Winning Performance calls for a "constitutional contempt for business as usual." To practice "constitutional contempt," you have to arrive at work every day with the attitude, "Why do we do such-andsuch that way? Better yet, why do we do it at all?" 需要。这就是为什么《制胜绩效》呼吁 "在宪法上蔑视一切照旧"。要实践 "宪法蔑视"，你每天上班时就必须抱着这样的态度："我们为什么要这样做？最好是，我们为什么要这样做？
Usually the answer is, "We' ve always done it that way," "That' s the way we did it at my last job," or "All our competitors are doing it. " 通常的回答是："我们一直都是这么做的"、"我上一份工作就是这么做的 "或 "我们所有的竞争对手都是这么做的"。"
It was in that mood that Dave Yoda and I created the Leave Bank, which had the radical feature of combining vacation leave and sick leave, and in accruing it in dollars instead of hours. 正是在这种情况下，戴夫-尤达和我创建了休假银行，它的激进之处在于将休假和病假结合在一起，并以美元而不是小时为单位进行累积。
Starting back in the 1960s, when no receiving document bore the retail value of the shipment, we were among the grocery pioneers in the Retail Accounting method. So Dave and Bernice Cliff ground out all those numbers on our Friden calculating machine, a sixty-pound mechanical wonder that couldn' t print a tape, so you had to run all calculations twice to make sure you hadn' t made a mistake! I' ve paid tribute to the Retail Accounting system in the "Skunks in the Office” chapter. 早在 20 世纪 60 年代，当没有任何收货文件标明货物的零售价值时，我们就是采用零售会计方法的杂货店先驱之一。因此，戴夫和伯尼斯-克利夫在我们的弗里登计算机上磨出了所有这些数字，这台重达 60 磅的机械奇迹不能打印磁带，所以你必须把所有计算运行两次，以确保你没有犯错！我在 "办公室里的臭鼬 "一章中对零售会计系统表示了敬意。
When we went to Northern California in 1988, we seriously considered accepting only credit cards: no cash, no checks. It would have eliminated all bad checks and the systems used to avoid them; it would have ended all trips to the bank for cash or to pick up back checks; and it would have radically simplified cash accounting at store level; it would have ended most bank statement reconciliation work, etc. 1988 年我们去北加州时，曾认真考虑过只接受信用卡：不收现金，不收支票。这样就可以消除所有的空头支票和用来避免空头支票的系统；这样就可以结束所有去银行取现金或取回支票的旅行；这样就可以从根本上简化商店一级的现金会计；这样就可以结束大部分银行对账单的对账工作，等等。
I felt that the cost of credit card fees would be more than offset by these advantages, especially in the context of Trader Joe’ s clientele, virtually all of whom had credit cards by 1988. (Eighty-two percent of all households had Visa in 1989, according to Chain Store Age.) In the end we chickened out. Trader Joe' s would be an unknown quantity in Northern California. We wanted to enter the market with all guns blazing. In other words, we were afraid that we would lose too much in terms of the Demand Side factor of "method 我认为，这些优势足以抵消信用卡费用的成本，尤其是考虑到乔氏贸易公司的客户群，到 1988 年，几乎所有的客户都拥有信用卡。(根据《连锁店时代》（Chain Store Age）的统计，1989 年，82% 的家庭拥有 Visa 卡）。最后我们放弃了。乔氏超市在北加州还是一个未知数。我们想大张旗鼓地进入市场。换句话说，我们害怕在 "方法 "这一需求方因素上损失太多。
of payment accepted. " But it was an exercise in constitutional contempt for doing business as usual. 接受付款。"但这是对照常营业的宪法蔑视。
Non-Merchandise Vendors 非商品供应商
"Systems" and "Non-Merchandise Vendors" often cross paths, especially in the current trend toward outsourcing. Some of the non-merchandise vendors like trash companies, radio stations, and utilities don' t interface on a personal basis very much (though the deregulated utilities may change). Other non-merchandise vendors are very much extensions of Trader Joe' s and should be treated as such. Just like the merchandise vendors we encountered in the "Intensive Buying" chapter. "系统 "和 "非商品供应商 "经常有交集，特别是在当前的外包趋势下。一些非商品供应商，如垃圾处理公司、广播电台和公用事业公司，与我们的个人关系并不密切（不过，放松管制的公用事业公司可能会有所改变）。其他非商品供应商在很大程度上是 Trader Joe's 的延伸，应该受到同等对待。就像我们在 "密集采购 "一章中遇到的商品供应商一样。
Since we owned no trucks, no warehouses, etc., I asked our people to keep track of the outsourced drivers and to do their best to see that our contractors were paid reasonable wages with reasonable working conditions. Turnover is the most expensive labor expense! 由于我们不拥有卡车、仓库等，我要求我们的员工跟踪外包司机的情况，并尽最大努力确保我们的承包商获得合理的工资和合理的工作条件。人员流动是最昂贵的劳动力支出！
Physical inventories were always taken by outside services like Washington or Blue Chip: I wanted them to send the same crew to the same stores inventory after inventory. I asked our regional supervisors to take Polaroid pictures of the counters so we could learn which ones could count (not all of them could). 实物盘点总是由华盛顿或蓝筹等外部服务机构进行：我希望他们派出相同的人员到相同的商店进行一次又一次的盘点。我要求我们的地区主管给点钞员拍下拍立得照片，这样我们就能知道哪些点钞员会点钞（并非所有人都会点钞）。
Insurance Carriers 保险公司
Workers' Compensation 工人赔偿
Workers' comp carriers' "Programme of Collaboration" is to find clients who don' t have losses. The design of the retail enterprise must take this into account: design to avoid accidents. Trader Joe' s tried to eliminate any case that weighs more than forty pounds. We closed the sandwich 工人保险承保人的 "合作计划 "就是寻找没有损失的客户。零售企业的设计必须考虑到这一点：避免事故的设计。Trader Joe's 试图杜绝任何重量超过 40 磅的箱子。我们关闭了三明治
departments because that was where the most injuries occurred, like knife cuts. We stopped selling keg beer because of back injuries. Workers' comp is a real Supply Side constraint on Demand Side assortment. 因为在那里受伤的人最多，比如被刀割伤。我们停止销售桶装啤酒也是因为背部受伤。工伤赔偿是供应方对需求方品种的真正限制。
When you operate in several states, like some of the companies that I ran after leaving Trader Joe' s, you learn that workers' comp laws vary greatly from state to state. While I was on the advisory board of Liberty Mutual, the biggest writer of workers' comp insurance in the U.S., it seemed that Texas had the worst laws of all. 当你像我离开 Trader Joe's 后经营的一些公司一样，在多个州经营时，你会发现各州的工人保险法差别很大。我在美国最大的劳工保险公司 Liberty Mutual 的顾问委员会工作时，发现得克萨斯州的法律似乎是最糟糕的。
Health Insurance 医疗保险
As usual, the carriers' Programme of Collaboration is to have no losses. The best program you can offer an insurance company in California is to have a workforce with no females over thirty-nine, and no males over fifty-four. And of course even if you wanted to pull that one off, you run smack-on to another Supply Side constraint, the government. 像往常一样，承保人的合作方案是没有损失。在加利福尼亚，你能为保险公司提供的最佳方案是，员工中没有超过 39 岁的女性，也没有超过 54 岁的男性。当然，即使你想实现这一点，你也会碰上另一个 "供应方 "制约因素--政府。
The above is true of all businesses. What is special about retailing is that so many employees have access to cash and cash-convertible merchandise. As I' ve explained earlier, security problems give the retailer special incentive to have good health insurance plans. 上述情况适用于所有企业。零售业的特殊之处在于，许多员工都能接触到现金和可兑换现金的商品。正如我前面所解释的，安全问题使零售商有特别的动力来制定良好的医疗保险计划。
Product Liability 产品责任
Dealing with so many merchandise vendors, many of them small and shaky, creates an exposure. Accordingly, we insisted that every vendor furnish a certificate of product liability insurance, and that the carrier had to notify us of any lapse or change in coverage. Time and again important purchase orders were held up until we were satisfied that the vendor had proper insurance. So this can be a Supply Side constraint that leads to your being out of stock. In the most extreme cases, it can mean that you can' t "cover" an ad. This is one reason why the Macintosh was so important to the Fearless Flyer: by shortening the lead time before we went to press, 与如此众多的商品供应商打交道，其中许多都是规模较小、信誉不佳的供应商，这就造成了风险。因此，我们坚持要求每个供应商提供产品责任保险证书，承保人必须通知我们保险的任何失效或变更。重要的采购订单一再被搁置，直到我们确信供应商有适当的保险。因此，这可能是供应方的限制，导致你的产品缺货。在最极端的情况下，这可能意味着你无法 "覆盖 "一个广告。这就是 Macintosh 对《无畏摩天轮》如此重要的原因之一：它缩短了我们付印前的准备时间、
we could pull products from the issue if we still didn' t have proper product liability insurance. 如果我们仍然没有适当的产品责任保险，我们就可以停止发行产品。
We carried our own product liability insurance, too, but some claims we settled ourselves, such as claims for "broken teeth." We simply treated this as part of the cost of selling nuts, and we settled such claims without troubling our insurance company. Some retailers, however, feel this is such a Supply Side constraint that they limit their nut program to totally branded products like Planters. 我们也有自己的产品责任保险，但有些索赔是我们自己解决的，比如 "牙齿断裂 "的索赔。我们只是将其作为销售坚果成本的一部分，我们解决了这些索赔，而没有麻烦我们的保险公司。然而，有些零售商认为这是供应方的限制，因此他们的坚果计划仅限于像 Planters 这样的完全品牌产品。
"S1ip-and-fall" claims are a built-in feature of fixedsite retailing, one more factor driving retailers to the internet. I know of one supermarket chain whose stores were located in areas notorious for slip-and-fall claims. They treated slip-and-fall payoffs like a normal expense, such as trash collection. Of course they reflected the cost in their retail prices. "滑倒索赔 "是固定地点零售的固有特征，也是促使零售商转向互联网的又一个因素。据我所知，有一家连锁超市，其门店所在区域因滑倒索赔而臭名昭著。他们把滑倒赔偿当做正常支出来处理，比如垃圾收集。当然，他们也将成本反映在零售价格上。
Merchandise Vendors 商品供应商
I' ve discussed these worthies at length in the "Intensive Buying" chapter, but only the ones who play ball with Intensive Buyers. There are other vendors who won' t-or can' t-play ball. 我在 "密集采购 "一章中详细讨论了这些有价值的供应商，但仅限于那些与密集采购商合作的供应商。还有一些供应商不愿意或不能与他们合作。
Underpricing Highly Branded Products 高品牌产品定价过低
One of my early experiences was with the American distributor of a cork puller made in Europe. I found the device in a Hoffritz store in New York in 1969, and thought it was excellent. We ordered a large quantity and cut the price, which, of course, we advertised in the Fearless Flyer. When we went to reorder, mysteriously our orders never arrived. 我的早期经历之一，是与欧洲制造的软木塞拉拔器的美国经销商打交道。1969 年，我在纽约的一家霍夫里茨商店发现了这款设备，并认为它非常出色。我们订购了大量产品并降低了价格，当然，我们也在《无畏传单》上做了广告。当我们去重新订购时，神秘的是我们的订单从未到达。
We didn' get sore, we got even. There was nothing patentable about the cork puller. I knew a couple of engineers who' d been laid off in the great 1970 aerospace 我们并没有 感到痛苦，而是扯平了。软木塞拉拔器并没有什么专利可言。我认识几个工程师，他们在 1970 年的航空航天大潮中被解雇了。
recession, turned them loose on it, and broke the price permanently on that design of cork puller. 不景气，让他们松了口气，并永久性地打破了这种设计的软木塞拔出器的价格。
I could understand the problems of vendors whose strongly branded products showed up in our stores at greatly reduced prices. Our competitors accused them of selling to us at lower prices, which was not true (for a given quantity). Part of the problem lies in the "costing" prices of supermarkets. 我可以理解供应商的问题，他们的强势品牌产品以大幅降价的方式出现在我们的商店里。我们的竞争对手指责他们以更低的价格卖给我们，但事实并非如此（就一定数量而言）。部分问题在于超市的 "成本核算 "价格。
For example, by the time I left Trader Joe' s, we were selling 45 percent of all the Jarlsberg cheese sold in California. Our price was $3. 49. The going price in the supermarkets was . The "cost" of the supermarkets into their stores, however, was about $3.49. Why? Because the supermarkets insisted on advertising allowances, which were credited to the ad budget; cash discounts, which were credited to General Administration; promotional allowances, which were credited to revenue, etc. The apparent cost was inflated by all these accounting decisions. The fact is that most supermarkets don' t know what their true cost is for Jarlsberg because their buyers want to look good. They are incentivized by the amount of revenue and ad allowances they generate. 例如，在我离开乔氏超市时，我们的销量占加利福尼亚州贾尔斯伯格奶酪总销量的 45%。我们的售价是 3.49 美元。超市的售价是 。然而，超市进店的 "成本 "约为 3.49 美元。为什么呢？因为超市坚持广告补贴，记入广告预算；现金折扣，记入总务处；促销补贴，记入收入等。所有这些会计决定都夸大了表面成本。事实上，大多数超市都不知道嘉士伯奶酪的真实成本是多少，因为他们的采购员都想做得漂亮。他们的动力来自于收入和广告补贴。
While I was consulting for Thrifty Corp.' s sporting goods chains in 1990, I discovered that they had no idea what the true cost was for thousands of items because they "recognized" profit on products before they were ever shipped out of their warehouses. For example, if the "normal" cost of a volleyball was , but they got a special deal for , they "booked" a cost of into the warehouse, and recognized of profit long before the volleyball was ever sold. 1990 年，当我为 Thrifty 公司的体育用品连锁店提供咨询时，我发现他们根本不知道成千上万种商品的真实成本是多少，因为他们在产品运出仓库之前就已经 "确认 "了利润。例如，如果一个排球的 "正常 "成本是 ，但他们得到了一个特价 ，他们就会把 的成本 "记入 "仓库，并在排球售出之前就确认了 的利润。
Trader Joe' s buying objective was to get just one, deadnet price, delivered to our distribution centers. This was quite similar to the policy that Sam Walton was developing at about the same time, a practice called "contract pricing." Trader Joe 的采购目标是只获得一个固定价格，并将其送到我们的配送中心。这与山姆-沃尔顿（Sam Walton）在同一时期制定的政策非常相似，这种做法被称为 "合同定价"。
Direct Store Vendors Who Won' t Ship to Warehouses 不向仓库发货的直销店供应商
Because of territorial franchise agreements, Coca-Cola, 7-Up, Budweiser, Coors, Miller's, et al., won' t ship to your warehouse and let you distribute their products because it would upset the territories they have granted to individual distributors. If you want to see fireworks, just get some out-of-state Coke into your warehouse! When canned Coke first appeared, they made the mistake of letting our wholesaler, Certified Grocers, sell this new container to its members. Canned Coke became the No. 1 item at Certified until Coke cut them off in 1981. There is no way to intensively buy such products. 由于地区特许协议，可口可乐、七喜、百威、库尔斯、米勒等公司不会向你的仓库发货，也不会让你分销他们的产品，因为这会破坏他们授予各个分销商的地区。如果你想看烟花，只要把一些外州的可乐运进你的仓库就行了！罐装可乐刚出现时，他们错误地让我们的批发商 Certified Grocers 向其会员销售这种新容器。罐装可乐成了 Certified 的头号商品，直到 1981 年可口可乐公司切断了他们的销售渠道。没有办法集中购买这类产品。
The same vendors also won' t let you distribute their product because they want to run your store. All the potato chip and corn chip guys, cupcake guys, cracker guys, etc. The curious thing is that the supermarket chains welcome these vendors, because they provide "free" labor. What the vendor salesmen are actually doing is fighting over shelf space, physically shoving competitive products aside. 同样的供应商也不会让你经销他们的产品，因为他们想经营你的商店。所有卖薯片和玉米片的，卖蛋糕的，卖饼干的，等等。奇怪的是，连锁超市欢迎这些供应商，因为他们提供了 "免费 "劳动力。实际上，这些销售商只是在争夺货架空间，把竞争产品挤到一边。
One of my grand objectives in Five Year Plan , 77 was to eliminate all outsiders from our stores and to halt all direct store deliveries. This was one of the most radical features of Trader Joe' s, vis-a-vis the rest of the grocery industry. 我在 77 年《五年计划》中提出的宏伟目标之一，就是将所有外来者赶出我们的商店，并停止所有直接送货上门的业务。相对于其他杂货行业而言，这是乔氏超市最激进的特点之一。
Why Did I Want to Get Rid of This "Free" Labor? 我为什么想摆脱这种 "免费 "劳动？
Some of those guys steal. They steal by doing "fast counts" with your receiving clerk (some of those route men should be dealing blackjack in Vegas). That' s one big reason why the supermarkets went to "electronic receiving." They also steal by putting high-value items 有些人是偷窃。他们通过与收货员进行 "快速清点 "来偷窃（其中有些人应该去拉斯维加斯玩二十一点）。这就是超市采用 "电子收货 "的一个重要原因。他们还通过把高价值物品
in the "empty" cases they take back to the trucks. That was one reason I welcomed L' Eggs in its egg-shaped containers in the late 1960s: it was harder to hide L' Eggs in an empty soft drink case than flat-pack hosiery. Ask any grocer about this. 在他们运回卡车的 "空 "箱子里。这也是我在 20 世纪 60 年代末对蛋形包装的 L' Eggs 表示欢迎的原因之一：要把 L' Eggs 藏在软饮料空箱子里，比藏在扁平包装的袜子里还难。你可以向任何杂货商打听这个问题。
The bread and cupcake guys are under heavy penalties if they bring too much "stale" back to the bakery. So they pick up out-of-code product from one store and "roll" it into the next. 如果面包店和蛋糕店把过多的 "过期 "产品带回面包店，就会受到严厉的处罚。因此，他们从一家店里拿起不合标准的产品，然后 "卷 "到下一家店里。
As the drug culture developed in the wake of Vietnam, route men evolved into natural distributors of the stuff. 越战结束后，随着毒品文化的发展，"路由人 "逐渐成为毒品的天然分销商。
You never know when they' re going to arrive at the store: this makes labor scheduling difficult. Related to this 你永远不知道他们什么时候会到店里：这给劳动力安排带来了困难。相关信息
They always show up in your parking lot when it' s jammed. Or have you never been blocked from a parking space by a beer truck? 他们总是在你的停车场堵车时出现。或者说，你从来没有被啤酒车挡过车位？
By eliminating all direct store deliveries, we: 通过取消所有直接的商店交付，我们
Improved security. 提高安全性。
Made it possible to schedule labor to coincide with the arrival of (our) trucks. 使我们能够在卡车抵达时安排劳动力。
Freed up our parking lots for customers. 为客户腾出停车场
But these Supply Side policies obviously impacted our Demand Side Assortment. 但这些供应方政策显然影响了我们的需求方分类。
Have Lots of Vendors! 拥有众多供应商！
Certified Grocers, an ancient and honorable retailer-owned cooperative wholesaler, is critical to the existence of independent markets in California because it is almost their only source of dry groceries, delicatessen, and frozen products. Starting about the time of Mac the Knife, in the Certified Grocers 是一家古老而光荣的零售商所有的合作批发商，对于加州独立市场的生存至关重要，因为它几乎是独立市场唯一的干货杂货、熟食和冷冻产品来源。大约从 "小刀麦克 "时代开始，在
late 1970s, however, economic pressures forced Certified to impose increasingly high physical and dollar minimum load requirements. Many small markets simply didn' have the storage capacity to handle the minimum loads. Ergo, they were frequently out of stock on important items, because they were not ready to digest another minimum-quantity load. 然而，在 20 世纪 70 年代末，经济压力迫使认证机构提出越来越高的实物和美元最低负荷要求。许多小型市场根本没有 储存能力来处理最低装载量。因此，它们经常会出现重要商品缺货的情况，因为它们还没有准备好消化另一种最低数量的货物。
This is what we saw in the late 1970s. Our stores had deliberately been built with almost no back rooms: a real Supply Side constraint! Time and again we had to order extra cigarettes (high value per cubic inch) just to make a dollar minimum. When Coke withdrew canned Coke from Certified (see above), that was the end; we just couldn' t make the minimum. So our exit from conventional groceries was partly driven by this Supply Side constraint, which has only worsened since then. 这就是我们在 20 世纪 70 年代末看到的情况。我们的商店是特意建造的，几乎没有后堂：这是真正的 "供应方制约"！我们不得不一次又一次地额外订购香烟（每立方英寸价值很高），只为赚取一美元的最低利润。当可口可乐公司撤出认证罐装可乐时（见上文），我们的生意也就到此为止了；因为我们根本无法达到最低限额。因此，我们退出传统食品杂货店的部分原因是供应方的限制，而且这种限制从那时起愈演愈烈。
A related problem is getting cut off from trader information. Even independent chains who have fairly large stores are increasingly "out of the loop." The big grocery manufacturers have radically reduced their field sales forces so the independents are no longer called on by them-and those office calls can be quite important in terms of knowing about deals and what' s happening in the trade. By 1994, when I was in charge of Market Wholesale, this problem was becoming acute for our small grocery customers and even the not-so-small ones. I didn' t foresee this particular problem in the 1970s, but Trader Joe’ s, fortuitously, avoided it by going outside conventional channels. 与此相关的一个问题是与贸易商的信息隔绝。即使是拥有相当大门店的独立连锁店，也越来越 "脱离圈子"。大型食品杂货制造商大幅削减了他们的现场销售队伍，因此独立连锁店不再会接到他们的电话--而这些办公室电话对于了解交易情况和贸易中发生的事情是非常重要的。1994 年，当我负责 Market Wholesale 的时候，我们的小型杂货店客户，甚至是不太小的客户，都面临着这个问题。在 20 世纪 70 年代，我并没有预见到这个特殊的问题，但乔氏贸易公司却幸运地避开了这个问题，走出了传统渠道。
Landlords 业主
I' ve discussed our leasing practices in the "Too, Too Solid Stores" chapter. Here' s a somewhat larger context. Most landlords fall into one of two classes: 我在 "Too, Too Solid Stores "一章中讨论过我们的租赁做法。这里有一个更大的背景。大多数房东分为两类：
Landlords who have the financing in place for a new building, or who have already existing space. These Class 已为新楼融资到位或已拥有现有空间的房东。这些级别
1 Landlords are interested in maximizing rent from your 1 房东希望最大限度地提高您的租金
particular store space or, if it' s a multi-tenant development, in getting tenants who can draw traffic in a manner that maximizes total revenue from the shopping center. 如果是多租户开发项目，则需要租户能够吸引客流，从而最大限度地增加购物中心的总收入。
Landlords who desperately need a strong tenant on a longterm lease, to secure the financing for the real property. 急需长期租约的实力租户的房东，以确保不动产的融资。
In the 1950s, the Rexal1 Drug Company had a very strong financial statement, but its Demand Side programs were such dogs that only Class 2 Landlords were desperate enough to lease space to it. By contrast, Sav-on was a relatively weak, relatively new company, but its Demand Side programs were so great that Class 1 Landlords always preferred it over Rexall. As a result, Sav-on tended to get the best locations. 20 世纪 50 年代，Rexal1 药品公司的财务报表非常强劲，但其需求方计划却非常糟糕，只有二类房东才会不顾一切地将空间租给它。相比之下，Sav-on 是一家相对较弱、相对较新的公司，但它的需求方计划却非常出色，一级房东总是喜欢它而不是 Rexall。因此，Sav-on 往往能获得最好的地段。
Trader Joe' s is able to drive hard bargains partly from its willingness to take existing structures (and do the tenant improvements itself), as I' ve discussed, and partly because of its strong Demand Side programs, something that I learned from Sav-on. Trader Joe's 之所以能够以低廉的价格成交，部分原因在于它愿意利用现有的建筑结构（并自己对租户进行装修），正如我所讨论的那样，部分原因在于其强大的 "需求方 "计划，这也是我从 Sav-on 身上学到的。
Also, Trader Joe' s has no need for co-tenants. In fact, co-tenants just get in the way. That' why we didn' t insist on "co-tenancy" clauses, something that landlords don' t like. 此外，乔氏超市不需要共同租户。事实上，合租者只会碍事。这就是 我们不坚持 "合租 "条款的原因，因为房东不喜欢这样的条款。
Most problems in leasing are created by the need to deal with the future: the longer the lease, the more significant the problems in negotiating the lease. This may seem obvious, but: 租赁中的大多数问题都是由于需要应对未来而产生的：租期越长，租赁谈判中的问题就越多。这一点看似显而易见，但
Retailers who are desirable because of their financibility must sign long leases; otherwise, they have nothing to sell the landlord. 零售商因其融资能力而受到青睐，他们必须签订长期租约，否则，他们就没有东西可以卖给房东。
Retailers who have big leasehold/fixture investments must sign long leases in order to amortize their investment. This investment is partly a function of store size, but mostly it' s a function of intensity of fixturization. Trader Joe' s, like all markets, has intensive 有大量租赁/固定资产投资的零售商必须签订长期租约，以摊销其投资。这种投资在一定程度上与店铺规模有关，但主要还是与固定设施的密集程度有关。与所有市场一样，乔氏贸易公司也有密集型的固定资产投资。
fixturization in refrigeration, etc. (The opposite would be the Halloween stores, which could move in and out of empty stores each fall season. They could have the same time horizon as a floating crap game, because their leasehold investment was about the same as a floating crap game. Most gift stores, toy stores, dress stores, etc., don' t have time horizons that are much longer.) 与此相反的是万圣节商店，它们可以在每年秋季的空店里进进出出。它们的时间跨度可以与浮动垃圾游戏相同，因为它们的租赁投资与浮动垃圾游戏差不多。而大多数礼品店、玩具店、服装店等的时间跨度都不会太长）。
Given the need for long leases, landlord and tenant are trying to outguess each other about the objective future. For example, the business cycle, as opposed to the subjective futures of the parties, the commercial success of the tenant, and the demand for the space offered by the landlord. 由于需要长期租约，房东和租户都在试图猜测对方的客观未来。例如，商业周期，而不是双方的主观未来、承租人的商业成功以及业主提供的空间需求。
Programmes of Collaboration should focus on offering some form of relief to the landlord if the objective future runs in the tenant' s favor, while maintaining some degree of protection for the tenant if it runs against the tenant. This is obvious, but mass hysteria usually dominates real estate markets. California plunged from a leasing frenzy to what amounted to a leasing moratorium from 1989 to 1994. Then 1998 was frenzy time again. The point is this: tenants who enter into negotiations with the idea of beating the landlord at the objective future game usually get the kind of landlords they deserve. And vice versa. 合作计划的重点应该是，如果未来的客观情况对租户有利，则为房东提供某种形式的救济；如果未来的客观情况对租户不利，则为租户提供某种程度的保护。这一点显而易见，但大众歇斯底里通常会主导房地产市场。从 1989 年到 1994 年，加利福尼亚州从租赁狂潮陷入了租赁暂停。然后，1998 年又是狂热时期。问题的关键在于：以在未来的客观游戏中击败房东的想法进行谈判的租户，通常会得到他们应得的房东。反之亦然。
In conclusion, a very real part of the success of Trader Joe' s stems from the excellence of its locations and the shrewdness of the language of its leases. "0ccupancy expense" in its broadest definition (which I won' t go into because it' s not straightforward) ran about 2 percent while I was there. 总之，乔氏超市成功的一个非常现实的原因在于其选址的优越性和租约用语的精明。我在那里的时候，"0ccupancy expense "的最宽泛定义（我就不多说了，因为这并不简单）是 2%。
Bankers and Investment Bankers 银行家和投资银行家
Bank of America people were almost part of our management team even after I no longer owed them any money. They gave us tremendous support, even when we started writing all our checks on First Union National Bank in North Carolina in 美国银行的人几乎是我们管理团队的一部分，即使在我不再欠他们钱之后也是如此。他们给了我们巨大的支持，甚至当我们开始在北卡罗来纳州的第一联合国民银行开具所有支票时，他们也是如此。
order to get the "float." Ah, those pre-electronic banking days! A bad snowstorm at 0' Hare could delay the clearance of checks in North Carolina by four days! ("Remote disbursement" was the polite term for geographical float.) 以获得 "浮动收益"。啊，那是电子银行诞生前的日子！在北卡罗来纳州，0'Hare 的一场暴风雪可能导致支票清算延迟四天！(远程支付 "是地理浮动的礼貌用语）。
In the publicly owned companies for which I later worked, I became we11 acquainted with investment bankers. With the public boards on which I serve, they are very much a part of the scenery. I mention them here only because top management people of publicly traded companies spend an inordinate amount of time with investment bankers, to the detriment of the "real" business. This is a real and tangible Supply Side constraint. 在我后来供职的公有制公司中，我与投资银行家结下了不解之缘。在我任职的公共董事会中，他们也是一道亮丽的风景线。我在这里提到他们，只是因为上市公司的高层管理人员花了过多的时间与投资银行家打交道，这对 "真正的 "业务造成了损害。这是供应方真实而具体的制约因素。
Cash 现金
I might as we11 discuss the ultimate Supply Side constraint, cash, here. Criticism of my ultra-conservative cash policy is justified, especially with the benefit of hindsight. Please remember that we were damn near bankrupt in 1962; please remember that I saw at least twenty supermarket chains go bankrupt from 1959 to 1970. (I used to keep an "honor roll" of bankrupt chains on my desk, as a constant reminder, and to show salespeople.) 我不妨11 在这里讨论一下供应方的终极制约因素--现金。对我极端保守的现金政策的批评是有道理的，尤其是在事后看来。请记住，1962 年我们濒临破产；请记住，从 1959 年到 1970 年，我目睹了至少 20 家连锁超市破产。(我曾经把一份破产连锁店的 "光荣榜 "放在办公桌上，以时刻提醒自己，并给销售人员看）。
My cash policy was this: we would always have cash at least equal to two weeks' sales. (I think this is called an "heuristic" decision in business school.) Any month we didn' t meet the test, I would borrow from Bank of America on a five-year term loan ostensibly secured by store fixtures. But I wasn' t borrowing for fixtures and inventory, as I took pains to explain to Bank of America. If I had enough cash to buy fixtures, I didn' t borrow. After 1975, I never borrowed again. 我的现金政策是这样的：我们始终拥有至少相当于两周销售额的现金（我想这在商学院被称为 "启发式 "决策）。(我想这在商学院被称为 "启发式 "决策。）如果哪个月我们没有达到这个标准，我就会向美国银行借一笔为期五年的定期贷款，表面上是以商店的固定资产作抵押。但我并不是为了固定资产和存货而借款，这一点我向美国银行解释得很清楚。如果我有足够的现金购买固定设备，我就不会借款。1975 年以后，我再也没有借过钱。
This must seem hilarious to investment bankers who, in judging return on equity, subtract "surplus" cash from the balance sheet. But the resultant cash position gave us the ability to make those killer deals in Intensive Buying. (I 这在投资银行家们看来一定很可笑，因为他们在评判股本回报率时，会从资产负债表中减去 "剩余 "现金。但是，由此产生的现金头寸让我们有能力在密集采购中完成那些杀手级交易。(I
should add it also created a big potential problem if the IRS ever adjudged that I was unreasonably accumulating earnings. Every year we carefully stated in the corporate minutes why we needed all that cash.) 需要补充的是，如果国税局判定我不合理地累积收入，这也会带来很大的潜在问题。每年，我们都会在公司会议记录中仔细说明为什么我们需要这么多现金）。
Stockholders 股东
As controlling stockholder of Trader Joe' s, I ran scared, too scared after our success in Whole Earth Harry in 1971, because every dime we had was in the company (I kept my salary low partly to maximize profit in the company, partly because I would have been in a marginal 73 percent tax bracket back in those pre-Reagan days). The Albrechts, to whom I ultimately sold Trader Joe' s, were totally absentee and did not become a Supply Side factor until the last year of my tenure. 作为 Trader Joe's 的控股股东，在 1971 年成功收购 Whole Earth Harry 之后，我吓得魂不附体，因为我们的每一分钱都在公司里（我保持低工资，一方面是为了公司利润最大化，另一方面是因为在里根时代之前，我的边际税率为 73%）。我最终把 Trader Joe's 卖给了阿尔布雷奇家族，但他们完全不参与，直到我任期的最后一年才成为供应方的一员。
Since all the companies I ran after I left Trader Joe’ s were (a) publicly he1d and (b) in deep trouble, stockholder concerns about low stock prices were a real constraint. But from my point of view, this was a positive, because it wound up giving me all that work. 离开乔氏超市后，我经营的所有公司（a）都是上市公司，（b）都深陷困境，因此股东对低股价的担忧确实是一个制约因素。但从我的角度来看，这是一个积极因素，因为它最终给了我所有的工作。
Employees 员工
Generally, labor expense in grocery retailing is relatively small, compared with manufacturing or the professions or restaurants. This was one reason I could get away with Trader Joe' s high compensation policies. Cost of Goods is the dominant expense. The funny thing is that grocers seem to spend more effort squeezing payroll than squeezing Cost of Goods Sold, though there is at least five times more opportunity to save money in the latter. 一般来说，与制造业、职业或餐饮业相比，杂货零售业的劳动力成本相对较低。这也是我可以忍受乔氏集团高薪酬政策的原因之一。商品成本是主要支出。有趣的是，杂货店似乎花在压低工资上的精力要多于压低销售成本，尽管后者节省成本的机会至少是前者的五倍。
Another way of looking at our high compensation policy: it was an effort to loosen the Supply Side constraints created by the nature of human beings. By attracting the more 从另一个角度来看待我们的高补偿政策：这是为了放松由人的本性造成的供应方限制。通过吸引更多
competent people, and keeping them, you can gain some degrees of freedom. 有能力的人，留住他们，你就能获得一定程度的自由。
A large percentage of the population is qualified to work in most stores. Because as we proved, you don' t need college graduates at any level. It' s relatively easy to train people for the work, as opposed to the professions, a lot of modern manufacturing, etc. 大部分人都有资格在大多数商店工作。因为我们已经证明，任何级别的工作都不需要大学毕业生。与职业、大量现代制造业等相比，培训工作所需的人才相对容易。
And there' s the element of enthusiasm. As soon as we got into Whole Earth Harry, we started to attract health food nuts who probably believed more in what we were doing than we did. To a considerable extent, they kept us on the straight and narrow: management was policed by its own employees! I noticed the same phenomenon when I began consulting for sporting goods chains, and when I ran Sport Chalet. In both Sport Chalet and Trader Joe' s you run the danger of having employees who are too far into the products they sell, and not wanting to sell anything else. 还有热情的因素。我们一进入 "全地球哈里"，就开始吸引一些健康食品狂人，他们可能比我们更相信我们所做的事情。在相当大的程度上，他们让我们保持正直：管理层由自己的员工来监督！当我开始为体育用品连锁店提供咨询以及经营 Sport Chalet 时，我也注意到了同样的现象。在 Sport Chalet 和 Trader Joe's，你都会遇到这样的危险，即员工过于专注于自己销售的产品，而不想销售其他产品。
Crime 犯罪
So many Demand Side things that you' d like to do are so constrained by crime that it must be considered a major Supply Side constraint. 你想做的许多需求方面的事情都受到犯罪的严重制约，因此必须将其视为供应方面的主要制约因素。
Internal Crime 国内犯罪
The opportunity for internal theft at all levels regrettably distinguishes retailing: 令人遗憾的是，零售业在各个层面都存在内部盗窃的机会：
A chain that leases a lot of locations is exposed to corrupt dealings in the real estate department. There is no such thing as a low-paid, and honest, employee in charge of leasing. I' ve seen some real horror stories. 一个连锁店如果租赁了很多店面，那么房地产部门的腐败交易就会暴露出来。负责租赁的员工没有低薪和诚实的。我见过一些真实的恐怖故事。
As in many other kinds of business, the accounting/buying people can set up false vendors in the computer; the merchandise buyers can be on the take even with genuine 与许多其他类型的业务一样，会计/采购人员可以在计算机中设置虚假的供应商；商品采购人员甚至可以对真正的供应商进行收买。
vendors. The old rule in retailing used to be that a buyer could accept anything he could eat or smoke in a day, a rule mostly honored in the breach. 供应商。过去，零售业的老规矩是，买方可以接受他一天内能吃到或抽到的任何东西，而这一规矩大多被违反。
The warehouses receive and disburse a lot of very liquid merchandise (if customers don' t want it, you shouldn' t be stocking it). Bud Fisher prolonged the life of the 0w1 Drug Co. by slapping body searches on the workers as they left the warehouse and by locking up film, hosiery, etc. A bonus of our virtual distribution system was the key decision to ship only in full cases. That discouraged a lot of theft. And private label merchandise is harder to fence, although now and then we' d get word of a swap meet where Trader Joe' s label nuts were being sold. (Those big swap meets are important in moving goods into the economy. Too bad they aren' included in the official Gross Domestic Product figures.) 仓库接收和分发大量流动性很强的商品（如果顾客不需要，就不应该进货）。巴德-费舍尔（Bud Fisher）通过在工人离开仓库时对他们进行搜身，并将胶卷、袜子等物品上锁，延长了 0w1 药品公司的寿命。我们虚拟分销系统的一个好处是，我们决定只用整箱发货。这阻止了很多盗窃行为。私人品牌商品更难销赃，不过我们偶尔也会得到消息，说有乔氏品牌的坚果在交换会上出售。(这些大型的交换会对商品流通非常重要。可惜的是，它们并没有被 包括在官方的国内生产总值数字中）。
The truckers sometimes have interesting rendezvous on the way to the stores. One reason companies install those electronic recorders on trucks is to see what unplanned stops were made along the way. This was one of the few productive things they had done at Thrifty and Market Wholesale. 卡车司机有时会在去商店的路上遇到有趣的事情。公司在卡车上安装电子记录仪的原因之一，就是为了查看沿途有哪些计划外的停留。这是他们在 Thrifty 和 Market Wholesale 所做的为数不多的富有成效的事情之一。
The store people have extraordinary access to cash as we11 as merchandise, and so do their "sweethearts." To "sweetheart," a verb that should be in the dictionary, means to ring a lower price than the one marked when your sweetheart goes through the check stand. Or in the case of scanning, to apparently scan but actually avoid the laser beam. When I was working on Pay ' n Save drugstores in Hawaii in 1991, we found one clerk who was taking us for an hour. She had lots of sweethearts! 商店里的人和商品一样，都有非常多的现金，他们的 "甜心 "也是如此。"甜心 "是一个应该被载入字典的动词，它的意思是当你的 "甜心 "经过收银台时，打出比标价更低的价格。或者在扫描时，表面上扫描，实际上避开激光束。1991 年，当我在夏威夷的 Pay ' n Save 药店工作时，我们发现一位店员以每小时 的价格收我们的钱。她有很多心上人！
Al1 of these problems were exponentiated in the postVietnam drug-ridden culture, a culture that rose at the same time as Whole Earth Harry and kept growing. But pre-Vietnam, in the so-called good old days, it was horses or women: they 这些问题在越战后毒品泛滥的文化中呈指数级增长，这种文化与 "整个地球哈利 "同时兴起，并不断发展壮大。但在越南战争之前，在所谓的好日子里，要么是马，要么是女人：他们
all consume large amounts of after-tax dollars so the men turned to no-tax dollars. In the ' 60s, I wanted to burn down the Santa Anita Horse Race track. 所有这些都需要消耗大量的税后资金，因此人们转而使用免税资金。60 年代，我想烧掉圣塔安妮塔赛马场。
In short, theft is mostly a too, too solid flesh affair. Through our health insurance and income-continuation insurance, I think we pretty much pre-solved the problems of family health and living expense bills, problems that, very arguably, could "excuse" theft. No, most employee theft is oriented to drugs, gambling, and extracurricular sex. As a poet once said, "It takes a lot of money to support two women. " 总之，偷窃主要是一种太扎实的肉体上的事情。通过我们的医疗保险和收入延续保险，我认为我们基本上预先解决了家庭健康和生活费用账单的问题，这些问题可以说是盗窃的 "借口"。不，大多数员工的盗窃行为都是为了吸毒、赌博和课外色情活动。正如一位诗人所说："养活两个女人需要很多钱。"
One of the few business-oriented thieves was a store manager who always liked to work the late shift and close the store by himself, so that he could load his station wagon with products to se11 in a store he owned on the side. Leroy staked him out and caught him one night. 在为数不多的生意型窃贼中，有一个商店经理总是喜欢上晚班，一个人关店，这样他就可以在旅行车上装满商品，到他自己开的商店里去卖。勒罗伊盯上了他，并在一天晚上抓住了他。
As I discussed in the "Skunks at the Office" chapter, we had employee parties in our house twice a year. Time after time that same manager had come to our house, eaten our salt, broken our bread, and yet the son of a bitch stole! That incident was followed by a purse theft. After that, we held the parties away from home. 正如我在 "办公室里的臭鼬 "一章中提到的，我们每年都会在家里举办两次员工聚会。那个经理一次又一次地来到我们家，吃我们的盐，砸我们的面包，但那个狗娘养的还是偷东西！那次事件之后，又发生了一起钱包失窃案。从那以后，我们就在外面举办聚会。
Because of internal theft, one of the most important nonmerchandise suppliers may be a detective agency. It is very hard to find effective agencies. The nature of the work tends to attract unstable people. I often suspected that the operatives were worse than the criminals. But shop around and get referrals, because they can be worth it. 由于内部盗窃，最重要的非商品供应商之一可能就是侦探社。要找到有效的机构非常困难。工作性质往往会吸引不稳定的人。我经常怀疑那些侦探比罪犯还坏。但是，四处打听，找人介绍，因为他们是值得的。
External Crime: Eine Grosse Crime Musik 外部犯罪Eine Grosse Crime Musik
Shoplifting is chump change. All veteran retailers agree. Frozen shrimp is the #1 problem at Trader Joe' s. It has a high value per cubic inch, and it is easy to fence; the thieves usually operate in teams. 店铺盗窃是小钱。所有资深零售商都同意这一点。冷冻虾是 Trader Joe's 的头号问题，它每立方英寸的价值很高，而且很容易销赃；小偷通常是结伙作案。
Customer theft through the media of bad checks and fraudulent credit cards costs more in dollars. The highest 以空头支票和伪造信用卡为媒介的客户盗窃行为造成的美元损失更大。最高的
income areas like Pacific Palisades, where our first Pronto was located, tended to be the worst. Today, a variety of electronic verification procedures reduce bad check and credit card crime, but those came too late for my tenure. Where you really get wiped is by good customers whom you know so well you just take their checks. Then they decide to divorce and both spouses become hyperactive in seeing who can clean out the joint bank account first. 像我们第一家 Pronto 所在的太平洋帕利塞德这样的收入区往往是最糟糕的。如今，各种电子验证程序减少了空头支票和信用卡犯罪，但在我任职期间，这些程序出现得太晚了。真正让你吃不了兜着走的是你非常熟悉的好客户，你只需收下他们的支票。然后，他们决定离婚，夫妻双方都变得非常积极，看谁先把共同银行账户里的钱花光。
Although employee theft is the greatest dollar problem, the most traumatic is robbery. We averaged about one holdup every three months. I became a Mozart fan in 1971, listening to Mozart’ s Eine Kleine Nachtmusik while driving home at midnight from a store robbery to which I had been summoned. It' s a hell of a way to make one' s progress toward Mozart. 虽然员工偷窃是最大的金额问题，但最令人头疼的还是抢劫。我们平均每三个月就会遭遇一次抢劫。我是在 1971 年成为莫扎特迷的，那是在一次商店抢劫案发生后，我在午夜开车回家的路上听莫扎特的《小夜曲》。这是向莫扎特迈进的好方法。
A11 life, I suspect, consists
of a progress toward Mozart.
-Bernard Levin, London Times,
1976
You defend against it with multiple safes, frequent bank deposits, cameras. And still the drug culture arrives at your door. Having a bigger store with lots of employees is no defense. Some sensational supermarket burglaries occur every year. Who pays the price of the War on Drugs? The people who work in stores, restaurants, and banks. Even if they never get shot at, even if they never get locked in a refrigerated walk-in box, the stress they suffer when weird people enter the store takes a toll. Do I agree with Milton Friedman? Yes. 你用多个保险箱、频繁的银行存款和摄像头来抵御它。但毒品文化还是会找上门来。店面越大、员工越多越好，但这并不能抵御毒品的侵袭。每年都会发生一些轰动一时的超市盗窃案。谁在为禁毒战争付出代价？在商店、餐馆和银行工作的人。即使他们从未遭到枪击，即使他们从未被锁在冷藏箱里，但当奇怪的人进入商店时，他们所承受的压力也会让他们付出代价。我同意米尔顿-弗里德曼的观点吗？同意。
Burglaries are less traumatic, but only by a little. As I explained in Demand Side Retailing, our burglaries dropped off sharply after we dropped cigarettes. Having floor safes instead of above-ground (portable) safes is a big deterrent, too. 入室盗窃的伤害性较小，但也只是小幅下降。正如我在《需求方零售》一书中解释的那样，在我们放弃香烟后，入室盗窃案急剧下降。用落地保险箱代替地面（便携式）保险箱也是一个很大的威慑因素。
During my thirty years at Pronto and Trader Joe' s, I suppose there were a couple of hundred robberies and burglaries. 我在 Pronto 和 Trader Joe's 工作的三十年里，大概发生了几百起抢劫和盗窃案。
The combination of internal theft, vendor theft, bad checks, armed robbery, and burglaries can be overwhelming at times. An entire chapter, "Crime Side Retailing," could be written because that' s how I spent half of my time: dealing with crime with before-the-fact controls, and after-the-fact with detection and action. 内部盗窃、供应商盗窃、空头支票、持械抢劫和入室盗窃等各种犯罪的结合，有时会让人应接不暇。我可以写一整章 "零售业的犯罪问题"，因为我一半的时间都是这样度过的：通过事前控制和事后侦查与行动来应对犯罪。
This is one reason why the management function of Control is so critically important to retailing. Retailers like Aldi and Costco may commit many sins on the Demand Side, but their bu1ldog tenacity on Supply Side Control makes them profitable in spite of it. Ask not what you can do for your customers, but what your employees, vendors, customers, and druggies can do to you. 这就是为什么 "控制 "这一管理职能对零售业如此重要的原因之一。像阿尔迪（Aldi）和好市多（Costco）这样的零售商可能在需求方犯下了许多罪行，但他们在供应方控制方面的顽强不屈，使他们尽管在需求方犯下了许多罪行，但仍能盈利。不要问你能为顾客做什么，而要问你的员工、供应商、顾客和吸毒者能为你做什么。
One of the most important Supply Side constraints is the stamina of the Chief Executive Officer. I haven' t listed it above, but it' s there. And the sort of thing that wore down this CE0 was year after year of employee theft. Back in 1966, dealing with the first major case of betrayal, I almost quit the business. I made up my mind, however, that it was part of the "matrix" of retailing and gritted my teeth. After thirty years, however, one could get lockjaw. But fortunately, Mozart does more than Milton can, to Justify God' s ways to man! 供应方最重要的制约因素之一是首席执行官的耐力。我没有在上面列出，但它确实存在。年复一年的员工偷窃事件让这位首席执行官疲惫不堪。1966 年，在处理第一起重大的背叛案件时，我几乎要退出公司。但我下定决心，这是零售业 "矩阵 "的一部分，于是咬紧牙关。然而，三十年过去了，人都会变得 "瞠目结舌"。但幸运的是，莫扎特比弥尔顿更能为上帝的行为辩护！
And malt ain' t so bad either. 麦芽也不赖。
This is a dark note on which to end this chapter but, as Ahura Mazda would say, "Without darkness there can be no light. " 本章的结尾是黑暗的，但正如阿胡拉-马兹达所说："没有黑暗就没有光明"。"
21
The Last Five Year Plans 过去的五年计划
The designed reshaping of existing situations into preferred ones [is] the objective distinguishing the professionsengineering, medicine, law, business, and architecture-from the sciences, which seek not so much to alter as to explain the world as it is. 有计划地将现有情况重塑为理想情况[是]专业工程、医学、法律、商业和建筑与科学不同的目标，后者寻求的与其说是改变世界，不如说是解释世界的本来面目。
-Smithsonian, Spring 1990. -史密森尼》，1990 年春。
We continued to make formal plans as opposed to winging it: that' s the real message of this chapter. In order to begin writing this book, I had to blow the dust off all those plans, going back to 1958, and reread them. I cringe, cringe, cringe as I see how often I was wrong in my forecasts. At 我们继续制定正式计划，而不是随心所欲：这就是本章的真正含义。为了开始写这本书，我不得不吹掉所有这些计划上的灰尘，追溯到 1958 年，并重新阅读它们。当我看到自己的预测经常出错时，我感到非常痛苦、痛苦、痛苦。在
least, however, I had put down on paper what I thought was going to happen, and went public with it to my closest colleagues, and sometimes to all the employees. 不过，至少我已经把我认为会发生的事情写在了纸上，并向我最亲密的同事，有时是向所有员工公开了我的想法。
Five Year Plan 1982: Design for Human Use 1982 年五年计划人性化设计
Five Year Plan , 77 had been a great success. We had accomplished, I estimated, 80 percent of FYP , 77. We had survived the deregulation of the grocery business and wound up a rather powerful retailer. We also survived my lack of 77 五年计划取得了巨大成功。我估计，我们完成了 77 年五年计划的 80%。我们经受住了食品杂货业放松管制的考验，最终成为一家颇具实力的零售商。我们还挺过了我缺乏
foresight on the issues of distribution. In 1982, sales had more than doubled from 1977; profit before taxes had tripled. 在分销问题上的远见卓识。1982 年，销售额比 1977 年翻了一番多；税前利润增加了两倍。
By the Five Year Plan ' 82 (written in July 1982), we were ready to flex our muscles. "The fact is that we are one of the most efficient food retailers in Los Angeles. . . . We are ready to play the kind of hardball that will be needed to survive in the early years of the 1980s. We are the leaders in catering to the tastes of the newly educated masses. They may lose part of all of their incomes, but they will retain their new tastes: They will be all the more ready to recognize value in the things that we sell best. " 到了'82 五年计划'（1982 年 7 月制定），我们已经准备好大展拳脚了。"事实上，我们是洛杉矶效率最高的食品零售商之一。. . ..我们已经准备好在 20 世纪 80 年代初打一场生存所需的硬仗。我们是迎合受过新教育的大众口味的领导者。他们可能会失去部分或全部收入，但他们会保留自己的新口味：他们将更愿意承认我们最畅销的东西的价值。"
Actually that could have been the script for the 1990-94 recession. Many of our customers were laid off in the aerospace crash; lots of doctors got hurt by new medical plans; there was a gross surplus of lawyers; and many of these overeducated and newly underpaid professionals started shopping at Trader Joe’ s. So I was wrong by eight years. 事实上，这可能就是 1990-94 年经济衰退的剧本。我们的许多客户在航空业崩溃时被解雇；许多医生因新的医疗计划而受到伤害；律师严重过剩；许多受过高等教育、新近工资过低的专业人士开始到 Trader Joe's 购物。
I was expecting really hard times in the 1980s. The stock market was crashing in 1982 as I wrote FYP ' 82. Interest rates were sky high. I was wrong: Reagan' s Cold War defense program poured billions into Southern California, and the strength of the dollar, recounted in the "Uncorked!" chapter, played right into our hands. 20 世纪 80 年代，我预计日子会非常艰难。1982 年，当我撰写《82 财年计划》时，股市正在崩盘。利率高得离谱。我错了：里根的冷战防御计划向南加州投入了数十亿美元，而美元的强势（在 "开瓶！"一章中有所叙述）正中我们下怀。
Design as the Major Issue 设计是主要问题
The world does not have an 世界上没有economic problem, but a design 经济问题，而是设计问题problem. 问题-Buckminster Fuller, sometime -巴克明斯特-富勒，有时in the 在
The following quotes are by Frederick P. Brooks Jr., architect of the IBM 360 system, in his insightful 1982 book, 以下是 IBM 360 系统设计师小弗雷德里克-布鲁克斯（Frederick P. Brooks Jr、
The Mythical Man Month, one of my favorite books on management. 神话人月》是我最喜欢的管理书籍之一。
"I will contend that conceptual integrity is the most important consideration in system design. It is better to have a system omit certain anomalous features and improvements, but reflect one set of design ideas, than to have one that contains many good but independent and uncoordinated ideas. " "我认为，概念的完整性是系统设计中最重要的考虑因素。让一个系统省略某些不正常的功能和改进，但反映出一套设计理念，要比让一个系统包含许多好的但独立而不协调的理念要好。"
"Conceptual integrity in turn dictates that the design must proceed from one mind, or from a very small number of agreeing resonant minds. 反过来，"概念的完整性 "又决定了设计必须出自一个人的头脑，或者出自极少数人的头脑。
"To get a good design, therefore, the Number One consideration is to have integrity of design, and you can' t get integrity from a committee." "因此，要获得一个好的设计，首要考虑的是设计的完整性，而你无法从一个委员会那里获得完整性"。
"The purpose of a programming system is to make a computer easy to use. " "编程系统的目的是使计算机易于使用。"
"A11 my own experience convinces me that the conceptual integrity of a system determines its ease of use. " "A11 我的亲身经历使我确信，一个系统的概念完整性决定了它的易用性。"
"Ease of use is enhanced only if the time gained in functional specification exceeds the time lost in learning, remembering, and searching manuals." "只有在功能规范方面获得的时间超过在学习、记忆和搜索手册方面损失的时间时，易用性才会得到提高"。
"Because ease of use is the purpose, this ratio of function to conceptual complexity is the ultimate test of system design. Neither function alone nor simplicity alone defines a good design. " "因为易用性是目的，所以功能与概念复杂性的比例是对系统设计的最终检验。无论是单纯的功能还是单纯的简单性，都不能定义一个好的设计。"
"For a given level function, however, that system is best in which one can specify things with the most simplicity and straightforwardness. Simplicity is not enough. " "然而，对于某一特定级别的功能而言，能够最简单明了地指明事物的系统是最好的。仅仅简单是不够的。"
"Simplicity and straightforwardness proceed from conceptual integrity. Every part must reflect the same philosophies and the same balancing of desiderata. . . . Ease of use, then, dictates units of design, conceptual integrity. "简洁明了源于概念的完整性。每个部分都必须反映相同的理念和相同的需求平衡。. . .因此，易用性决定了设计的单元性和概念的完整性。
Computers and the Discrete 计算机与离散
Bottom line: FYP , 82 recommitted us to the Discrete vs. the Continuous, because we had proven it was our key to 一句话：82年的 FYP 使我们重新认识到离散与连续的关系，因为我们已经证明这是我们的关键所在。
differentiating ourselves from all the other grocers. 使自己与其他杂货店与众不同。
We were learning, however, that all those batches of discrete products were tough to administer without real computing power, especially as we kept opening new stores. The problems of ordering bread that I discussed in the Virtual Distribution chapter were hitting home as I worked on FYP , 82 . 然而，我们发现，如果没有真正的计算能力，所有这些批次的离散产品都很难管理，尤其是在我们不断开设新店的时候。我在《虚拟分销》一章中讨论过的订购面包的问题，在我编写《FYP , 82》的过程中得到了很好的解决。
We wound up betting the farm that computers would bail us out and achieve Frederick Brooks' s "ease of use." And it did pretty much work out that way. Of course I didn' argue with "Conceptual integrity in turn dictates that the design must proceed from one mind. " 我们最终把赌注押在了电脑上，希望电脑能帮我们摆脱困境，实现弗雷德里克-布鲁克斯的 "易用性"。结果也确实如此。当然，我并没有在 上反驳："概念的完整性反过来又决定了设计必须从一心一意开始。"
The Human Use of Human Beings 人类利用人类
This inspiring phrase had been in my vocabulary since 1954, when Norbert Wiener ushered in the Information Age with his book Cybernetics. In 1982, the employees were very uneasy, what with the threat of computers' displacing people, and that rotten recession in the background. So I played up a "Plan of Action and Programme of Collaboration" for the employees on this theme of the Human Use of Human Beings, a term that had been in our employee manual since 1969. 1954 年，诺伯特-维纳（Norbert Wiener）出版了《控制论》一书，开创了信息时代。1982 年，员工们感到非常不安，因为电脑有可能取代人的位置，而且经济衰退的大背景也很糟糕。于是，我就 "人的使用 "这一主题为员工制定了 "行动计划和合作方案"，这一术语自 1969 年起就出现在我们的员工手册中。
What I tried to link was the sale of discrete products to such "Human Use." I averred that Tide and Folger' s didn' t need any human intervention. They could be sold by machines. We have since edged closer to that as supermarkets adopt scan-it-yourself check stands. The operational theory is that the labor savings from having no checker offsets the fraudulent scanning by customers. I certainly do think that checking is an inhuman use of human beings. That' s one reason Trader Joe' s has no permanent checkers, why everyone in the store shares the burden. 我试图将离散产品的销售与这种 "人类使用 "联系起来。我断言汰渍和福尔杰不需要人工干预它们可以由机器销售。随着超市采用扫描-自助式收银台，我们已经逐渐接近了这一点。操作理论认为，没有验货员节省的人力可以抵消顾客的欺诈性扫描。我当然认为，结账是对人的不人道使用。这也是 Trader Joe 没有固定验货员的原因之一，因为店里的每个人都要分担责任。
Small batches of wines, Brie that was a bit over the hi11; explanations of why we were able to sell Armour Dinner Classics for one-half the price of the supermarkets: these 小批量的葡萄酒、有点过期的布里干酪；解释为什么我们能以超市二分之一的价格出售 "阿莫尔晚餐经典"：这些都是我们的产品。
required the use of people. And for people to exploit their human potential, that took product knowledge. That product knowledge could be best attained not by "training" but by "engaging the interest" of each employee in what we sold. Ah, well. How much of that was genuinely meant, and how much of it was Kirby vacuum cleaner talk? Even I don' t know. It was well intentioned, anyhow. But what we wound up doing was discouraging our employees from doing any unnecessary selling. 需要利用人。而要让人发挥其潜能，就需要产品知识。产品知识的最佳途径不是 "培训"，而是让每个员工对我们销售的产品 "感兴趣"。啊，好吧。其中有多少是真心话，又有多少是科比吸尘器的空话？连我自己都不知道。不管怎么说，我们的出发点是好的。但我们最后的结果是，我们的员工不愿意做任何不必要的推销。
I especially didn' t want them "selling" vitamins because of the problems with the FDA, which I' ve mentioned; and I didn' t want them selling wines because that is very time-consuming. The Fearless Flyer, as I' ve explained, was intended to be the primary selling tool. 我尤其不希望他们 "销售 "维生素，因为我已经提到过食品及药物管理局的问题；我也不希望他们销售葡萄酒，因为这非常耗时。正如我所解释的，"无畏传单 "是主要的销售工具。
Yet we wound up with an intensely "human use" of our employees' judgment. Those compensation policies from way back there in 1962 kept paying off. The Macintoshes in the stores were demanding new, "human" skills. The continual hiring, training, and promotion of people for new stores, and of part-timers in existing stores; the new cultural changes of sex and race; all the new government regulations from OSHA: these are human uses. What our full-time employees became more than anything were administrators. Yah, they still put up loads, but here' s something about people who like to work in grocery stores: they like a certain amount of physical exertion. It' s very satisfying to go home at night and know that you "put up" X hundred cases that day. 然而，我们对员工判断力的 "人性化使用 "却最终落空。从 1962 年就开始实施的薪酬政策不断取得成效。商店里的 Macintos 需要新的、"人性化 "的技能。不断为新店招聘、培训和晋升员工，以及为现有店面招聘兼职员工；新的性别和种族文化变化；来自 OSHA 的所有新的政府规定：这些都是对人的使用。我们的全职员工更多的是成为了管理者。是的，他们仍在工作，但喜欢在杂货店工作的人是这样的：他们喜欢一定程度的体力劳动。晚上回家，知道自己当天 "装 "了 100 箱货物，就会很有满足感。
And a lot of employees did get their "interest engaged" in the products. We continued to hold wine tastings at the office. But what was really interesting was the five times a year when the buyers went out to the stores to explain the upcoming products in the next Fearless Flyer. Boy, did they get an earful! 很多员工确实对产品产生了 "兴趣"。我们继续在办公室举办品酒会。但真正有趣的是，每年有五次机会，采购员会到商店去讲解下一期《无畏飞扬》中即将推出的产品。天啊，他们听得津津有味！
Sti11, we badly lacked formal administrative and management training for the store personnel. We had recognized that lack time and again since the late 1960s, but we did very little of such training as opposed to training in 斯蒂11，我们严重缺乏对店员的正规行政和管理培训。自 20 世纪 60 年代末以来，我们就一再认识到这一不足，但与以下方面的培训相比，我们很少开展此类培训
the physical tasks and money-handling chores. We simply lacked the internal skills for the job. I hoped that John Shields could help us find the outside he1p, but I left the company before that materialized. 体力劳动和处理金钱的杂务。我们只是缺乏胜任这项工作的内部技能。我希望约翰-希尔兹（John Shields）能帮助我们找到外部人才，但在实现之前我就离开了公司。
Encore, Succes De L' argent
Mostly, FYP ' 82 extended FYP , 77 but with a much better handle on how to do it. Sales in 1988 were 240 percent of 1982 ' s; profit before taxes was 355 percent of 1982 ' s. 总的来说，82 财年是 77 财年的延续，但在工作方法上有了很大改进。1988 年的销售额是 1982 年的 240%；税前利润是 1982 年的 355%。
Five Year Plan 1988 1988 年五年计划
This plan was written in December 1987, just after the stock market crash of October, and after I' d hired John Shields, who helped me to prepare it. 这份计划写于 1987 年 12 月，也就是 10 月份股市暴跌之后，我雇佣了约翰-希尔兹（John Shields），他帮我准备了这份计划。
The plan foresaw grim times in post-Cold War California until 1994, a pretty good forecast. (I think that the recession would have lasted longer had it not been for the January 1994 Northridge earthquake, which pumped billion into the economy from insurance companies and the governments.) Still, it forecast that we would open twelve stores in demographic-rich Northern California, a plan that worked out exactly, including San Rafael, the highest-volume store in our history. 该计划预测，冷战后的加利福尼亚在 1994 年之前都将面临严峻的形势，这是一个相当不错的预测。(如果不是 1994 年 1 月的北岭地震，保险公司和政府为经济注入了 0 亿美元，我认为经济衰退的时间会更长）。尽管如此，我们还是预测会在人口密集的北加州开设 12 家分店，这一计划得到了很好的实施，其中包括圣拉斐尔分店，这是我们历史上营业额最高的分店。
That' s as far as I' 11 go. I resigned in April 1988, just four months after writing the Plan, and left on December 31, 1988. I cannot judge the success or validity of the Plan since I wasn' t there. It did raise the issue of replacing Top Management. How little did I know! 我就写到这里。我于 1988 年 4 月辞职，也就是在撰写《计划》仅四个月之后，并于 1988 年 12 月 31 日离开。由于我不在现场，所以无法判断该计划是否成功或有效。该计划确实提出了更换高层管理人员的问题。我知道的太少了！
SECTION 3 第 3 节
FIRST I SELL, THEN I LEAVE 先卖后走
22
Employee Ownership 员工所有制
No man acquires property without acquiring with it a little arithmetic also. 没有人在获得财产的同时还不掌握一点算术。
-Ralph Waldo Emerson 拉尔夫-沃尔多-爱默生
Thus far in this book I have recounted the story of Trader Joe' s without any reference to the fact its ownership changed radically in 1979, two years after the start of Mac the Knife. I saw no need to interrupt the narrative flow, or the exposition of the workings of Trader Joe' s, to go into something that was a nonevent in terms of running the company. 在本书中，我一直在叙述乔氏贸易商行的故事，却没有提到 1979 年，也就是《麦克刀》出版两年后，乔氏贸易商行的所有权发生了重大变化。我认为没有必要中断叙述的流畅性，也没有必要在阐述乔氏贸易商行的运作时，去讨论那些与公司经营无关的事情。
We, the employees and I, sold Trader Joe' s to the Theodore Albrecht family of Essen, Germany, in 1979; to my surprise, I stayed on for another ten years after that. 1979 年，我和我的员工们把 Trader Joe's 卖给了德国埃森的 Theodore Albrecht 家族。
The Goal of Employee Ownership 员工持股的目标
From the beginning of Pronto Markets, one of my basic principles, one of my basic goals, was employee ownership of the business. Getting there, however, was complicated. 从 Pronto Markets 创立之初，我的基本原则之一、基本目标之一就是员工对企业的所有权。然而，实现这一目标的过程非常复杂。
For internal reasons, Rexall had incorporated each Pronto Market separately. So we had seven corporations from Rexal1; the 1962 deal with Adohr added an eighth. I didn' t, however, 由于内部原因，Rexall 公司将每个 Pronto 市场单独组建。因此，我们从 Rexal1 拥有了七家公司；1962 年与 Adohr 的交易又增加了第八家。但我没有、
want the employees to invest in only one corporation or store. That smelled of franchising; more importantly, we transferred employees among stores-and therefore corporations-all the time. 我们希望员工只投资于一家公司或一家商店。这有特许经营的味道；更重要的是，我们经常将员工调往不同的商店，因此也就调往不同的公司。
To unify the eight corporations so the employees could invest in the entire enterprise, the Pronto Market Investment Club was created. 为了统一八家公司，使员工可以投资整个企业，Pronto Market 投资俱乐部应运而生。
Its creator was my former Stanford roommate, Charles W. Froehlich Jr. Froehlich was the principal attorney for us during my thirty years at Pronto and Trader Joe' s. The problem was that he kept going off on other ventures, as a professor of taxation at Boalt Hall at UC Berkeley 1960 - 64, as a Superior Court judge during 1972-82, and then as an Appellate Court judge during 1987 - 96. 问题是他一直在从事其他事业，1960-64 年在加州大学伯克利分校博尔特堂担任税务教授，1972-82 年担任高等法院法官，1987-96 年担任上诉法院法官。
But always in the background he was Virgil leading this Dante through the Inferno of taxation. 但他始终是维吉尔，带领但丁穿越税收的地狱。
Froeh1ich was teaching taxation at Boalt Hall when I bought Pronto from Rexall. He created the Pronto Market Investment Club as a vehicle to hold stock in the eight corporations without getting into unnecessary complications with the California Corporations Commissioner. Why didn' t we just merge the corporations? 我从 Rexall 公司收购普龙托公司时，Froeh1ich 正在 Boalt Hall 教授税务课程。他创建了 Pronto 市场投资俱乐部，作为持有八家公司股票的工具，同时避免与加州公司专员发生不必要的纠纷。我们为什么不把公司合并呢？
Because there was a tax advantage that was of tremendous help in building the balance sheet of our feeble enterprise. Under the tax code of that era, each corporation, whether General Motors or Pronto Market No. 1, Inc., paid both regular corporate income tax and a surtax on income over . 因为当时有一项税收优惠，对我们这个孱弱的企业建立资产负债表大有帮助。 根据当时的税法，每家公司，无论是通用汽车公司还是 Pronto Market No.
Avoiding the surtax on the first meant a savings of . This meant nothing to General Motors but it meant, potentially, a total tax saving of per year if we could get all eight corporations sufficiently profitable. To put this in perspective, our net worth was less than at the end of 1965. In those days we came nowhere near to making enough before-tax profit in each corporation to save the full , but the savings were still significant. But 避免对第一个 征收附加税意味着节省 。这对通用汽车公司来说毫无意义，但这意味着，如果我们能让所有八家公司都有足够的利润，那么每年就有可能总共节省税款 。从这个角度来看，1965 年底我们的净资产还不到 。当时，我们每家公司的税前利润远远不够节省全部的 ，但节省的金额仍然很大。但是
To keep the surtax exemptions, we had to keep the ownership of the eight corporations sufficiently diluted so that the eight corporations were not "controlled." 为了保留附加税豁免权，我们必须充分稀释八家公司的所有权，使八家公司不受 "控制"。
Under the rules of "attributed ownership," the stock owned by the Pronto Market Investment Club was "attributed” to each member of the club in proportion to their individual ownership of units in the club. As long as the five biggest stockholders, including me, didn' t own more than 80 percent, the corporations were not "controlled" and could enjoy the surtax-avoidance savings. 根据 "归属所有权 "规则，Pronto Market 投资俱乐部拥有的股票按俱乐部每个成员个人拥有俱乐部单位的比例 "归属 "于他们。只要包括我在内的五大股东的持股比例不超过 80%，公司就不属于 "受控公司"，就可以享受避免附加税的优惠。
Year after year, the multiple-surtax savings piled up, and please adjust for inflation since the 1962-1977 era. It was a hell of a lot more money then than it is now. Froehlich' s device probably ensured the financial success of what we called, justifiably, the Pronto Market Complex. When we developed Trader Joe' s in 1967, we simply opened the new stores under the old Pronto Market corporations. 年复一年，多重税收节省下来的钱越积越多，请根据 1962-1977 年期间的通货膨胀率进行调整。那时的钱比现在多得多。弗罗里希（Froehlich）的设备可能确保了我们称之为 "普罗托市场综合体"（Pronto Market Complex）的财务成功，这是名副其实的。当我们在 1967 年开发乔氏贸易公司时，我们只是在旧的普龙托市场公司下开设了新店。
Employees were eager to have the chance to invest in the business, a touching faith that was not always justified. As I pointed out in an earlier chapter, however, all transactions were at book value. There was no blue sky, no premium over book. If an employee left, we had the right to buy back any units of ownership in the Pronto Market Investment Club that employee owned. We kept the name even when there were no more Pronto Markets. There was no problem in finding existing or new employees to take the units; more importantly, there was no problem in maintaining the dilution of ownership that we needed to keep the potential per year of tax savings. 员工们渴望有机会投资于企业，这种令人感动的信念并非总是合理的。然而，正如我在前一章中指出的，所有交易都是按账面价值进行的。没有蓝天，没有账面溢价。如果员工离职，我们有权回购该员工在 Pronto Market Investment Club 拥有的任何所有权单位。即使 Pronto Market 不再存在，我们也会保留其名称。在寻找现有员工或新员工接受这些单位方面没有问题；更重要的是，在保持所有权稀释方面没有问题，我们需要保持每年潜在的 节税。
Houses Si, Club Units No! 房屋 Si, 俱乐部单元 No！
The system worked we11 until 1975, when a sea change occurred in the economic background. After everything hit bottom in 1974, as described in the opening of the "Uncorked!" chapter, the economy roared back-above all, the price of 直到 1975 年，经济背景发生了翻天覆地的变化。正如 "开瓶了！"一章开头所述，1974 年一切跌入谷底之后，经济开始复苏--最重要的是，农产品价格上涨。
houses in Southern California. From 1974 to 1977, the price of houses at least doubled! 南加州的房屋。从 1974 年到 1977 年，房价至少翻了一番！
In the background was a court ruling, one of the most important women' s-right rulings in history. The court ruled that (a) a single woman could not be denied a mortgage, and the lender had to rely on that woman' s income in determining the size of the mortgage; and (b) for a married working couple, the wife' s income had to be included in judging the amount they could afford to pay. 背景是一项法院裁决，这是历史上最重要的妇女权利裁决之一。法院裁定：(a) 不能拒绝为单身妇女提供抵押贷款，贷款人必须根据该妇女的收入来确定抵押贷款的规模；(b) 对于已婚工作夫妇，在判断他们能够支付的金额时，必须将妻子的收入计算在内。
I don' t think enough attention has been paid to this profound institutional change. It tremendously increased the ability of women and working couples to afford houses. Women went to work so they could afford the houses they wanted. Suddenly the wives of our employees saw housing prices soaring out of sight. In 1975, a family had to choose between buying a house (or a bigger house) and investing in the Pronto Market Investment Club. The club lost. 我认为人们对这一深刻的制度变革关注不够。它极大地提高了妇女和工作夫妇买得起房子的能力。妇女们去工作是为了买得起她们想要的房子。突然之间，我们员工的妻子们看到房价飞涨，望尘莫及。1975 年，一个家庭不得不在买房（或更大的房子）和投资普隆托市场投资俱乐部之间做出选择。俱乐部输了。
The situation was complicated by the death of a couple of employees who were in their sixties. I have always made a point of hiring people over fifty-five. They have a wonderful way with customers, and if they' re the right kind of people, they have a lot of product knowledge. Well, a couple of my old guys conked out and their widows wanted their Pronto Market Investment Club units cashed out. I couldn' t find enough employees to take their units. 几个六十多岁的员工去世后，情况变得更加复杂。我一直坚持雇用 55 岁以上的员工。他们与客户打交道的方式很好，而且如果他们是合适的人选，他们会掌握很多产品知识。但是，我的几个老员工去世了，他们的遗孀想把他们的 Pronto Market Investment Club 股票套现。我找不到足够的员工来接收他们的单位。
The biggest owners of units-the True Believers like Leroy, Gene Pemberton, Paul Reid, John Epp-were always chomping at the bit to get more units. But I couldn' t let them buy more, because of the dilution issue. 单位的最大拥有者--里洛伊、吉恩-潘伯顿、保罗-里德、约翰-埃普等 "虔诚信徒"--总是迫不及待地想要获得更多的单位。但因为稀释问题，我不能让他们再买了。
First I tried to finesse the issue by paying all the Captains' bonuses in units. That was not real popular. They wanted to buy houses. I also tried paying dividends from the corporations to the stockholders, the Investment Club, and me. That was fine for the club, and gave it some cash for the redemption of units, but for me it was a tax disaster. I was in a 73 percent marginal tax bracket. (It' s hard to remember how high tax rates were in those pre-Reagan years.) 首先，我试图通过以单位为单位支付所有队长的奖金来解决这个问题。但这并不受欢迎。他们想买房子。我还尝试过将公司的红利支付给股东、投资俱乐部和我。这对俱乐部来说没问题，还能获得一些现金用于赎回单位，但对我来说却是一场税务灾难。我的边际税率是 73%。(很难记得里根执政前的那些年税率有多高）。
Then I began buying units into the eight corporations. Because I was the controlling stockholder, however, part of those units were attributed to me, intensifying the dilution issue. 然后，我开始购买八家公司的股份。然而，由于我是控股股东，这些单位的一部分归属于我，从而加剧了稀释问题。
Please understand there was no shortage of cash in the corporations. In 1975, in fact, we paid off the last of the bank loans from Bank of America: Trader Joe' s has never had any fixed debt since 1975. I would have happily bought all the units that were for sale, except that we would lose the of after-tax money each year. 请理解，公司并不缺少现金。事实上，我们在 1975 年就还清了美国银行的最后一笔银行贷款：自 1975 年以来，乔氏集团从未有过任何固定债务。我很乐意买下所有待售单位，除非我们每年会损失税后资金 。
The Employee Stock Option Plan 员工股票期权计划
Clearly a crisis would arrive within a couple of years. So Ed Weissman, our attorney since Froehlich was on the Superior Court, and I began an exhaustive study of Employee Stock Option Plans (ESOPs), a rather new concept in 1975. 显然，危机将在几年内到来。于是，自弗罗里希担任高等法院法官以来，我们的律师埃德-韦斯曼（Ed Weissman）和我开始对员工股票期权计划（ESOP）进行详尽的研究，这在 1975 年还是一个相当新的概念。
The idea: we would establish an additional retirement plan for the employees, with Trader Joe' s contributions equal to about 10 percent of each employee' s income per year. These contributions, of course, were tax deductible. The accumulated cash at some point would be used to reduce my ownership of the enterprise, in stages, over a long period of years, down to 25 percent, while I maintained voting control. 我们的想法是：我们将为员工建立一个额外的退休计划，乔氏集团将为每位员工每年提供大约 10% 的收入。当然，这些缴款可以抵税。积累的现金将在某个时间点用于减少我在企业中的所有权，在很长一段时间内分阶段减少到 25%，同时我保持投票控制权。
This Employee Stock Ownership Plan required our giving up the per year tax saving, and merging the corporations, but the tax savings on the Trader Joe' s contributions would more than offset this, as far as total cash within the business was concerned. 这项 "员工持股计划 "要求我们放弃每年 的节税额度，并将两家公司合并，但就企业内部的现金总额而言，乔氏集团出资的节税额度足以抵消这部分节税额度。
At the end of the years-1ong process, my wife and I would own 25 percent; the employees, 75 percent of Trader Joe’ s. 在长达数年的过程结束后，我和妻子将拥有 Trader Joe's 25% 的股份，员工将拥有 75% 的股份。
Bye Bye Fair Trade, and the ESOP 再见公平贸易和 ESOP
It took us a year to work out all the details. Then, in the autumn of 1976, we started the final process, an outside appraisal of the value of the stock. We hired the leading corporate appraiser in Los Angeles. And then, on the eve of getting their appraisal, the startling announcements about Fair Trader and milk pricing came from the state government. 我们花了一年的时间来确定所有细节。然后，在 1976 年秋天，我们开始了最后的程序，对股票价值进行外部评估。我们聘请了洛杉矶一流的公司评估师。就在他们进行评估的前夕，州政府宣布了关于公平贸易商和牛奶定价的惊人消息。
Given these new, radical uncertainties, the appraisers could not issue an appraisal. And even if they had, the employees would have lacked confidence in it, because many of them thought that Trader Joe' s would now go bankrupt. And thus the stage was set for the abandonment of my twenty-yearold goal of employee ownership, and for the sale of Trader Joe' s to the Albrechts. 鉴于这些新的、根本性的不确定因素，评估师无法出具评估报告。即使他们出具了估价，员工们也会对此缺乏信心，因为他们中的许多人认为乔氏超市现在会破产。因此，我放弃了二十年来一直追求的员工持股目标，并将乔氏超市出售给阿尔布雷希特家族，这一切都已准备就绪。
23
The Sale of Trader Joe' s 乔氏超市的销售
"Risk management," you say? 你说 "风险管理"？Risk management is asking, 风险管理要求"What am I risking if I say yes; and what am I risking if I "如果我说是，我会冒什么风险；如果我说是，又会冒什么风险？say no.' 说'不'。-Bernard McDone11, Vice President of Provigo Inc., Montreal -蒙特利尔 Provigo 公司副总裁 Bernard McDone11and one of the most astute people I ever worked with, quoting 也是我共事过的最精明的人之一，他引用了以下一段话his former boss and mentor, Saul Steinberg 他的前老板和导师索尔-斯坦伯格
A Not-So-Smal1 Town in Germany 德国一个不那么糟糕的小镇1
In 1919, the parents of Karl and Theodore Albrecht, who were infants at the time, bought three tiny grocery stores in Essen, Germany, and they bought them on credit. It was just after World War I and just before the Weimar inflation. When that inflation hit a few years later, it wiped out the value of the fixed debt they had incurred to buy the stores. It' s an ill wind 1919 年，当时还是婴儿的卡尔和西奥多-阿尔布莱希特的父母在德国埃森买下了三家小杂货店，而且是赊账买下的。那是在第一次世界大战刚结束，魏玛通胀爆发之前。几年后，当通货膨胀来临时，他们为购买这些商店而背负的固定债务的价值被一扫而空。这是一场恶风
During World War II, the brothers, now in their early twenties, served as enlisted men in the Wehrmacht. When they returned to Essen, they took over their parents' tiny stores. They found Germany torn apart. Essen, the home of the Krupp ironworks, had been blasted by the bombing raids. They heard that the big American grocery chains were ready to move 二战期间，二十出头的兄弟俩在德国国防军服役。回到埃森后，他们接管了父母的小店。他们发现德国已经四分五裂。埃森是克虏伯钢铁厂的所在地，在轰炸中被炸得面目全非。他们听说，美国的大型连锁杂货店准备搬迁
in. Backs against the wall, in 1949 they did something that has profoundly influenced the economic history of Germany ever since: they designed the "box" store. 中。1949 年，他们背水一战，做了一件对德国经济史影响深远的事：设计了 "盒式 "商店。
Their concept of the box store has about six thousand square feet and carries six hundred SKUs. These SKUs are the most basic groceries, bought at the cheapest costs possible, and sold at a gross profit as low as Costco' s today. The box stores, called Aldi (an acronym for Albrecht Discount), were one of the major factors in the postwar German "miracle," growth without inflation. If the DMark had been one of the world' s premier "hard" currencies since 1949, it wasn' t just because of the famous finance minister Ludwig Erhard. It was the Albrecht brothers, relentlessly keeping grocery prices low in Germany. And along the way they introduced many innovations, including beer in cans, which had been unheard of in Germany. 他们概念中的盒装店面积约为六千平方英尺，经营六百个 SKU。这些 SKU 是最基本的食品杂货，以尽可能低的成本购入，销售毛利与今天的 Costco 一样低。这些被称为阿尔迪（Aldi，Albrecht Discount 的缩写）的盒装商店是战后德国 "奇迹"（无通胀的增长）的主要因素之一。如果说德国马克自 1949 年以来一直是世界上最重要的 "硬 "货币之一，那并不仅仅是因为著名的财政部长路德维希-艾哈德（Ludwig Erhard）。而是因为阿尔布莱希特兄弟坚持不懈地压低德国的食品价格。一路走来，他们引入了许多创新，包括在德国闻所未闻的罐装啤酒。
Sometime around 1970, although still living fifteen minutes apart in Essen, the brothers split their empire, I was told. Karl, the eldest, took Germany south of Essen, Austria, Spain, and the United Kingdom. Theodore (or Theo, pronounced TAY-o, as I came to know him), took northern Germany and West Berlin-where, to stick it up the Communists' nose, he opened eighty stores in a city of two million-the Lowlands, and France. 据我所知，1970 年左右的某个时候，尽管兄弟俩在埃森的居住时间相差 15 分钟，但他们还是拆分了自己的帝国。长子卡尔接管了埃森以南的德国、奥地利、西班牙和英国。西奥多（Theodore，或西奥，读作 TAY-o，我后来才知道他的名字）负责德国北部和西柏林--在那里，为了堵住共产党的嘴，他在 200 万人口的城市里开了 80 家店--低地和法国。
In 1975, Karl came to the United States and bought a moribund supermarket chain in Iowa, the Benner Tea Co. Using this as a logistical base, he began more or less replicating Aldi in the Midwest. He had to make a lot of changes. But the operating principles were the same: you put out the formula for generic products like mayonnaise, oil, paper towe1s and get manufacturers to bid to these specifications. The lowest bidder takes the contract; Aldi sells it at a gross profit percentage about one-third of the typical supermarket. There are few fresh products. Only in recent years have there been refrigerated and frozen products. 1975 年，卡尔来到美国，收购了爱荷华州一家奄奄一息的连锁超市--本纳茶叶公司。以此为后勤基地，他开始在中西部复制阿尔迪。他不得不做出许多改变。但经营原则是一样的：你要为蛋黄酱、油、纸巾等普通产品制定配方，然后让制造商按照这些规格投标。出价最低者获得合同；阿尔迪以毛利率约为一般超市三分之一的价格出售。新鲜产品很少。只有近几年才有冷藏和冷冻产品。
The "box store" concept looked easy. Lots of chains, including the giant Jewel Tea, tried it and failed. Today, 盒装店 "的概念看起来很简单。许多连锁店，包括巨型珠宝茶叶店，都尝试过，但都失败了。而今天，"盒装店 "的概念已经成为一种趋势、
Karl' s Aldi Benner chain is the sole survivor and has more than two thousand stores spread across thirty-six states. 卡尔的阿尔迪-本纳连锁店是唯一的幸存者，在美国三十六个州拥有两千多家分店。
Sale of Trader Joe' s 出售乔氏超市
Perhaps with a little sibling rivalry going on, Theo hired the investment bankers Dominick & Dominick to search for an American chain to buy, and to launch his own Aldi' s here. Because Trader Joe' s operated about the same size stores, they contacted us. I told them to forget it, but they persisted and the upshot was that, on a wine-buying trip to Europe in March 1977, I flew to Essen. 也许是兄弟阋于墙，西奥聘请投资银行家多米尼克和多米尼克公司寻找一家美国连锁店进行收购，并在这里推出自己的阿尔迪。因为 Trader Joe's 经营着同样规模的商店，所以他们联系了我们。我告诉他们算了吧，但他们坚持要买，结果在 1977 年 3 月的一次欧洲葡萄酒采购之旅中，我飞到了埃森。
There I met one of the finest, smartest men I have ever known, Dieter Brandes. Dieter, thirty-five (he was born during the Hamburg firestorm in 1942 so it was easy to track his age), was a spare, scholarly man with a PhD in economics. He' d been hired by Theo only a couple of years earlier, and had rapidly risen to be crown prince in Theo' s empire. He held the special responsibility for non-German operations: the low countries, and now America. He spoke excellent English: financial, legal, and conversational. 在那里，我遇到了我所认识的最优秀、最聪明的人之一--迪特尔-布兰德斯。迪特现年 35 岁（他出生于 1942 年汉堡大火期间，所以很容易就能知道他的年龄），是个有闲情逸致的学者，拥有经济学博士学位。他几年前才受雇于西奥，并迅速晋升为西奥帝国的王储。他专门负责非德国业务：低地国家，以及现在的美国。他的英语非常棒：金融、法律和会话。
He showed me some of their stores and explained their modus operandi. I was very impressed. Three months later, Dieter and his wife, Karen, who also spoke perfect English, came to Los Angeles and spent a few days with us. He kept urging me to sell, and with additional pressure from Dominick & Dominick, I finally agreed to go to Germany in October and negotiate to sell Trader Joe' s. 他带我参观了他们的一些商店，并解释了他们的运作方式。我对他们印象深刻。三个月后，迪特尔和他的妻子凯伦来到洛杉矶，和我们在一起呆了几天。他不断催促我出售，在多米尼克和多米尼克的额外压力下，我终于同意在 10 月份前往德国，就出售乔氏超市进行谈判。
In Essen, Alice and I met Theo, his charming and intelligent wife, Cilly, and their two sons, Theo Jr. and Bertholdt, who were then in their twenties. Theo, then about fifty-eight, was an impressive, handsome, quiet, intelligent man. He had the demeanor of an architect, which is what he had wanted to be had economic circumstances permitted. Aldi can be described as an architectural operation in the spare, 在埃森，爱丽丝和我见到了提奥、他迷人而聪明的妻子西莉，以及他们当时二十多岁的两个儿子小提奥和贝托尔特。提奥当时大约五十八岁，是一个令人印象深刻、英俊、安静、聪明的男人。他有着建筑师的气质，如果经济条件允许，这也是他的理想。阿尔迪可以说是一个闲置的建筑公司、
austere Bauhaus mode. I was really impressed. I wound up working for him for ten years. 朴素的包豪斯模式。我真的被打动了。我最终为他工作了十年。
But not then. After getting a second look at Aldi, I hit the wall. Another look at Aldi' s operations gave me what can only be described as an allergic reaction. It violated every management concept that I held dear. It was great for the German economy and for German kultur, but I couldn' t take it. I pulled out: Alice and I escaped to Paris, where Young Joe was working. Dieter was crestfallen. 但当时没有。在对阿尔迪进行第二次考察后，我撞上了墙。再看阿尔迪的运营，我的反应只能用 "过敏 "来形容。它违背了我所珍视的所有管理理念。这对德国经济和德国文化都是好事，但我不能接受。我退出了：爱丽丝和我逃到巴黎，小乔在那里工作。迪特很沮丧
I felt that no way could Trader Joe' s be used as a launching pad for Cal-Aldi. I didn' t think it would work (I have no idea of Karl' s Aldi Benner financial results). It violated Whole Earth Harry; it violated my employee policies. 我认为，乔氏贸易商行绝不能被用作卡尔-阿尔迪公司的起跳板。我认为这行不通（我不知道卡尔-阿尔迪 Benner 的财务结果）。这违反了《哈里全地球》，违反了我的员工政策。
Furthermore, I felt that the Germans didn' t understand the threat posed by the end of Fair Trade on alcohol, which was sti11 in the courts. After all, some of my own employees thought we were going to go bust if Fair Trade ended. So they were trying to bail out of the Pronto Market Investment Club. 此外，我觉得德国人并不了解酒类公平贸易的终止所带来的威胁，而这一点在法庭上已经得到了证实。毕竟，我的一些员工认为，如果公平贸易终止，我们就会破产。因此，他们试图从普罗托市场投资俱乐部保释出来。
On the other hand, perhaps Dieter figured that if we did fail to survive deregulation, so much the better. They could proceed with Trader Joe’ s as the launching pad for Ca1-Aldi. In any event, the deal was washed up, as far as I was concerned. 另一方面，也许迪特尔认为，如果我们无法在放松管制后生存下来，那就更好了。他们可以把乔氏超市作为 Ca1-Aldi 的发射台。无论如何，在我看来，这笔交易已经泡汤了。
In 1978, Fair Trade ended and Dominick was immediately on the phone. I told them that we were not in distress, that by God we were going to solve this problem. In short, I told them the same thing I told my employees: freedom from government regulation is always good. And over the next months we did solve deregulation, with Mac the Knife. This just made Essen more eager, and they kept raising the price. 1978 年，公平贸易结束了，多米尼克立刻打来电话。我告诉他们，我们并没有陷入困境，上帝保佑，我们一定会解决这个问题。简而言之，我对他们说了和我对员工说的一样的话：摆脱政府管制总是好事。在接下来的几个月里，我们确实解决了放松管制的问题，"刀子 "麦克就是其中之一。这让埃森公司更加急切，他们不断提高价格。
Finally, in October 1978, Dominick called me with a radically revised offer: 最后，1978 年 10 月，多米尼克打电话给我，提出了一个经过彻底修改的提议：
They were sold on Trader Joe' s post-deregulation future. 他们被乔帮主的后监管时代所吸引。
No changes would be made in the way Trader Joe’ s was run. 乔氏超市的经营方式不会有任何改变。
I would not have to sign a management contract. 我不必签订管理合同。
The price was about three times what had been offered a year earlier. On the other hand, we were already making a lot more money under Mac the Knife. 价格大约是一年前的三倍。另一方面，在 "刀锋麦克 "的领导下，我们已经赚到了更多的钱。
I responded that the sales contract could be no more than one page long. No holdbacks, givebacks, or whatever. Theo wired word that he' d take the one-page contract, if I would guarantee that I had conducted the business for the past five years as a prudent man would. He knew damn well that I had. So now we had to have the one-page contract. 我回答说，销售合同不能超过一页。不能有回扣、折扣或其他任何东西。提奥发来电报说，如果我保证在过去的五年里 我一直以一个谨慎的人的方式经营业务，他就接受一页纸的合同。他很清楚我是这么做的所以现在我们必须有一页纸的合同了
Back in 1977, at my instigation, the Germans had hired a prominent law firm to represent them in those negotiations. When they got word that the 1979 contract was to be a onepager, they threw up their hands and refused to write it. So my attorney wrote the contract. Physically, it was more than one page long but spiritually it was a one-pager. 早在 1977 年，在我的怂恿下，德国人聘请了一家著名的律师事务所代表他们参加谈判。当他们得知 1979 年的合同将是一份单页合同时，他们举起双手拒绝撰写。于是，我的律师写了这份合同。从字面上看，合同有一页多长，但从精神上看，它就是一纸空文。
Curiously, my insistence on that simple agreement led to my being retained as a consultant for Thrifty Corporation ten years later, in 1989. Jim Ukropina had become CE0 of Pacific Enterprises (Southern California Gas Co.), which had bought Thrifty, and he remembered "one-page Joe." 奇怪的是，十年后的 1989 年，我因为坚持这一简单的协议而被 Thrifty 公司聘为顾问。吉姆-乌克罗皮纳当时已成为太平洋企业（南加州天然气公司）的首席执行官，该公司收购了 Thrifty 公司，他还记得 "一页纸乔"。
How It Worked Out 结果如何
As soon as the deal closed in 1979, we at Trader Joe' s went back to work, almost as if nothing had ever happened. I' d like to make a few things clear: 1979 年，交易一结束，我们乔氏超市的员工就继续工作，几乎就像什么都没发生过一样。我想把几件事说清楚：
We did not "sell to a German company." The stock was put in a family trust or stiftung for the two sons, Theo Jr. and Bertholdt. This is a matter of public record with the Department of Alcoholic Beverage Control. 我们没有 "卖给一家德国公司"。这些股票被存放在一个家族信托基金中，由两个儿子小提奥和贝托尔特持有。这是酒精饮料控制部的公开记录。
The Albrechts never invested a pfennig directly in Trader Joe' s. There were no debt guarantees, no nothing. Nor did they take dividends. Trader Joe' s has continued to expand with no financial support whatsoever from the Albrechts 夫妇从未直接向 Trader Joe's 投资过一分钱。他们也没有分红。乔氏贸易公司在没有得到阿尔布雷希特家族任何财政支持的情况下继续扩张。
Albrechts or Aldi. Nor were there any buying links or ties between Trader Joe' s and Aldi. Albrechts 或阿尔迪。Trader Joe's 和阿尔迪之间也没有任何购买链接或联系。
The Albrechts and Dieter Brandes never took an active part in the management of Trader Joe' s. For one thing, they had their hands full in Europe. For another, we11, that was the deal. I wrote them a report once a month and visited them once a year in Essen, as part of a winebuying trip in Europe. Dieter usually showed up here once a year; Theo about every three years. In the first years they did lean on me to open more stores, but I resisted while we worked out the knotty logistical problems that you' ve read about in previous chapters. Albrechts 夫妇和 Dieter Brandes 夫妇从未积极参与 Trader Joe's 的管理。另一个原因是，我们 11 就是这么约定的。我每月给他们写一次报告，每年去埃森拜访他们一次，作为欧洲葡萄酒采购之旅的一部分。迪特通常一年来一次，提奥大约每三年来一次。在最初的几年里，他们确实希望我开设更多的分店，但我拒绝了，因为我们要解决后勤方面的棘手问题，这些问题您在前面的章节中已经读到过。
I never took any part in their European operations. The year after they bought us, however, Dieter, who was charged to find more American investments for them, caused them to buy a 10 percent interest in Albertson' . Albertson' s management blew up when the filing was made public with the Securities and Exchange Commission. All of top management threatened to quit over what they saw as a German invasion. It didn' t help that Sol Price had sold FedMart the previous year to another German capitalist, a sale that ended in an explosive exit by Sol, and the subsequent collapse of FedMart. So I was pressed into service to persuade the Albertson' s people that the Albrechts were good guys. Then Dieter, Theo, and I flew to Boise and met with top management for three days. The people in Idaho were astonished that Theo and Dieter didn' t act or talk like Otto Preminger, Erich von Stroheim, or any of those actors who were the heavies in the World War II movies. They were promised the same hands-off deal that I had, and the meeting was successful. As far as I know, the relationship has been warm ever since; the Albrechts even bought more stock. 我从未参与过他们在欧洲的业务。然而，在他们收购我们的第二年，负责为他们寻找更多美国投资项目的迪特尔促使他们购买了阿尔伯森 10% 的股份。当向证券交易委员会提交的文件被公开后，阿尔伯森的管理层炸开了锅。所有高层管理人员都威胁要辞职，因为他们认为这是德国的入侵。苏尔-普莱斯（Sol Price）前一年把联邦超市卖给了另一个德国资本家，这次买卖以苏尔的爆炸性退出和联邦超市的随之倒闭而告终，这对我们没有任何帮助。因此，我被要求说服阿尔伯森公司的人，让他们相信阿尔布雷希家族是好人。然后，迪特尔、西奥和我飞往博伊西，与高层管理人员进行了为期三天的会谈。爱达荷州的人们惊讶地发现，提奥和迪特尔的言行举止并不像奥托-普莱明格（Otto Preminger）、埃里希-冯-斯特罗海姆（Erich von Stroheim）或其他那些在二战电影中大出风头的演员。他们得到了和我一样的承诺，这次会面非常成功。据我所知，从那时起，双方的关系就一直很热络；阿尔布雷希特夫妇甚至还买了更多的股票。
Two years after the sale of Trader Joe' s, the IRS audited our 1978 results and came after us for of additional taxes because the corporations' ownership 在出售 Trader Joe's 两年后，美国国税局对我们 1978 年的业绩进行了审计，并向我们追讨 额外的税款，因为公司的所有权
hadn' t been diluted enough to enjoy the eight surtax exemptions. The Albrechts never said a word of complaint about the "one-pager" having no holdbacks. When we sold the Insider's Report name a few years later for , I felt we had at least partly made up for this. 他们还没有稀释到足以享受八项附加税豁免的程度。Albrechts 夫妇从未抱怨过 "一本通 "没有回扣。几年后，当我们以 的价格出售《内幕报告》的名称时，我觉得我们至少部分弥补了这一点。
There are three kinds of money: "Getting by" money, "doing nicely" money and "up yours" money. -Frederick Forsyth, Los Angeles Times, 1983 钱有三种："过得去 "的钱、"过得去 "的钱和 "过得去 "的钱。弗雷德里克-福赛斯，《洛杉矶时报》，1983 年
Why Did I Se11? Sophrosyne!* 我为什么要 Se11？索芙洛丝
Frequently, people who see the enormous success of Trader Joe' s ask me why I sold. Let' s put it this way: I ran Bernie McDonell' s risk calculus: What do I risk if I sell? What do I risk if I don' t? 经常有看到 Trader Joe's 取得巨大成功的人问我为什么要卖掉它。这么说吧我计算了伯尼-麦克唐纳的风险：如果卖掉，我会冒什么风险？不卖又有什么风险？
That calculus of what do risk if don' included inter-spousal death taxes: not until several years later did Ronald Reagan end the hateful tax that my widow would have had to pay if I died, a tax that could bankrupt a nowleaderless company. That calculus included President Jimmy Carter' s threat to end capital-gains tax preferences in 1980: a threat that would have increased capital gains taxes for me from 33 percent to 73 percent. That calculus included the certain loss of of surtax exemption benefits in Trader Joe' s. (In fact it had already happened for 1978.) That calculus included my concern that the Kondratieff Wave depression would occur at its scheduled arrival about 1985. (And when 1982 hit, that forecast didn' t look so bad. ) That calculus included the fact that our after-tax proceeds from the sale would be large enough to permit us to be free of economic worry for the rest of our lives, assuming I didn' do something stupid with the money. ，如果 don' ，风险会有多大的计算包括配偶间的死亡税：直到几年后，罗纳德-里根（Ronald Reagan）才终止了如果我死了，我的遗孀必须支付的可恨的税，这种税可能会让现在没有领导的公司破产。这一计算包括吉米-卡特总统在 1980 年威胁终止资本利得税优惠：这一威胁会将我的资本利得税从 33% 增加到 73%。计算结果还包括乔氏贸易公司（Trader Joe's）肯定会失去 的附加税豁免优惠（事实上，1978 年已经发生了这种情况）。计算结果还包括我担心康德拉季耶夫大萧条浪潮会在 1985 年如期而至。(当 1982 年发生时，这一预测看起来并不那么糟糕。）这一计算还包括这样一个事实，即我们从出售中获得的税后收益将足以让我们在余生中没有经济上的后顾之忧，前提是我没有 用这笔钱做傻事。
The calculus of what do I risk if I sell included the fact that Trader Joe' s was my Zen window on the world. I experienced the world mostly through Trader Joe' s. That' s an advantage of being self-employed. That window can never be as open while you' re an employee, even a Frederick-Forsyth rich one, even one given great discretion by absentee owners. The calculus of risk also included the fact that I knew I' d be selling my shadow. (Appropriately, Peter Schlemih1 is a German folk tale.) That insight proved all too true. Sometimes the gods offer one a premonition. I was blind to it. 考虑到乔氏贸易商行是我了解世界的禅意窗口，如果出售，我将面临怎样的风险。我主要通过乔氏贸易商行来感受世界。如果你是一名雇员，即使是一名富有的弗雷德里克-福赛思（Frederick-Forsyth）雇员，即使是一名被缺席的老板赋予极大自由裁量权的雇员，这扇窗也永远不会像现在这样敞开。风险计算还包括一个事实，即我知道我将出售我的影子。(彼得-施莱米1 是一个德国民间故事。有时候，上天会给人一种预感。我对此视而不见。
But, Joe, didn' t you think about the risk of not making an even greater fortune if you said "Yes" ? No. At Stanford in 1947, I had studied and, apparent1y, retained Aristot1e' s concept of the Golden Mean, the "Hellenistic ideal of sophrosyne," nothing too much. The amount that the Albrechts offered was enough by the "nothing too much" standard. 但是，乔，你难道没有考虑过，如果你说 "是"，就有可能赚不到更多的钱吗？没有。1947 年，我在斯坦福大学学习了亚里士多德的 "黄金分割点 "概念，即 "希腊式的诡辩理想"。按照 "不过分 "的标准，阿尔布雷希特夫妇提供的数量已经足够了。
In short, I ran Bernie McDone11' s risk calculus, and sold. We have led a very comfortable life ever since. It' s just that my shadow, the persona "Trader Joe," is owned by the Albrechts. Perhaps I should have taken Alice's suggestion, back in 1967, and called it "Trader Mom” s." 简而言之，我按照 Bernie McDone11 的风险计算方法进行了计算，然后卖掉了。从那以后，我们过上了非常舒适的生活。只是，我的影子--"乔商人 "这个角色--归阿尔布雷希家族所有。也许早在 1967 年，我就应该采纳爱丽丝的建议，把它叫做 "妈妈商人"。
How About Our Children? 我们的孩子呢？
How about our children? Weren' t they going to go into the business? This is another question I' m frequently asked. The answer: no way. 我们的孩子呢？他们不是要进入这个行业吗？这是我经常被问到的另一个问题。答案是：不可能。
In France I' d seen all those family wine businesses where, generation after generation, the father and son sit facing each other at a desk specially designed for that very purpose! The son, if competent, was miserable and felt the weight of ages hanging on his shoulders. I have always felt sorry for people who inherit the family business. No matter how successful they prove to be, they always have the nagging doubt about whether they could have done it on their own. 在法国，我见过很多家族葡萄酒企业，一代又一代，父子俩面对面坐在专门为此设计的办公桌前！如果儿子有能力，他也会感到悲惨，感到岁月的重担压在他的肩上。我一直为继承家族企业的人感到惋惜。无论他们证明自己多么成功，他们总是耿耿于怀，怀疑自己是否能够独立完成。
No one, of course, really does it strictly on their own. Both Alice and I were lucky to come from families of strong character, if limited financial resources. And with eleven years of Stanford education between us, we could never be poor, just temporarily impecunious at times. 当然，没有人真的完全靠自己。爱丽丝和我都很幸运，虽然家庭经济条件有限，但我们都来自品格高尚的家庭。我们在斯坦福大学接受了十一年的教育，所以我们永远不会贫穷，只是有时会暂时穷困潦倒。
Young Joe and Charlotte worked in the business from the time they were old enough to count. They counted Raleigh cigarette coupons, and they more than earned the per hour I paid them. Later they helped us address the Fearless Flyer when we had individual subscribers. Madeleine came along too late for that, but all three kids accompanied me on my endless driving to find locations; and we took them to Europe on my buying trips every chance we had. So one of the really nice things about my career is that I was never an absentee dad. Workaholic, yes, but not absentee. What price glory? When is enough, enough? 小乔和夏洛特从够数数的年龄起就在这行工作。他们负责清点罗利香烟的优惠券，我付给他们的时薪是 ，他们赚得绰绰有余。后来，当我们有个人订户时，他们还帮我们给《无畏传单》发稿。马德琳来得太晚了，但三个孩子都陪着我开着车去寻找拍摄地点；我一有机会就带他们去欧洲采购。因此，我的职业生涯的一个真正好处是，我从来不是一个缺席的父亲。工作狂，是的，但不是缺席。荣耀的代价是什么？什么时候才算够？
Any of my kids would have been competent to run the business, but I would not have permitted it. Young Joe did play an important role in computerization as I discussed, but it was never in the context of a career. Joe went on to work in IBM' s think tank in Raleigh; presently he's in Microsoft' s think tank in Seattle. Charlotte is a high executive at the Getty, which she helped construct; Madeleine runs a profitable internet business out of her home. These are first-rate people. 我的任何一个孩子都可以胜任经营，但我不会允许。正如我所讨论的那样，年轻的乔的确在计算机化过程中发挥了重要作用，但他从未将此作为职业生涯的一部分。乔后来在罗利的 IBM 智囊团工作；现在他在西雅图的微软智囊团工作。夏洛特（Charlotte）是盖蒂（Getty）公司的高级管理人员，盖蒂是她一手创建的；马德琳（Madeleine）在家里经营着一家盈利的互联网公司。这些都是一流的人才。
One aspect of the sale: back in 1976 when the consensus was that Trader Joe' s stock was almost worthless, I gave some to each kid. It didn' t help the dilution of ownership, because the shares were still attributed to me. But two years later, when we sold, it meant that each child was fully funded, not rich, but with enough money to have a shield against slings and arrows. By the way, I was audited on the gifts and the IRS agreed that, given the situation in late 1976, the stock was worth as little as I claimed. 销售的一个方面：1976 年，当人们一致认为乔氏贸易公司的股票几乎一文不值时，我给每个孩子都分了一些。这无助于所有权的稀释，因为股票仍然归我所有。但两年后，当我们卖掉股票时，这意味着每个孩子都有了充足的资金，虽然不是很富有，但也有了足够的钱来抵御箭矢。顺便说一句，我接受了赠与审计，国税局同意，鉴于 1976 年底的情况，股票的价值与我声称的一样低。
No Exit? 没有出口？
"Well, Joe," the first-year graduate business school student might ask, "what was your 'exit strategy' if it wasn' t to sell or let your kids take over the business?" "好吧，乔，"商学院的一年级研究生可能会问，"如果你的'退出策略'不是出售或让你的孩子接管企业，那你的'退出策略'是什么？
I detest the term "exit strategy" when I hear young entrepreneurs bragging about theirs, as if a business is something one builds and casts off. 我最讨厌 "退出战略 "这个词，当我听到年轻的创业者在吹嘘他们的退出战略时，就好像企业是一个人建立起来就会被抛弃的东西。
My financial "exit strategy" had been the Employee Stock 0wnership Plan. I had never planned to exit by way of sale to outsiders. 我的财务 "退出战略 "一直是员工持股计划。我从未计划通过向外界出售的方式退出。
In fact, in the year just prior to deregulation, I had turned down offers from two major supermarket chains. I said I would never sell to a big American corporation. They would make me write all kinds of reports; worse, they would strip Trader Joe' s of its cash reserve, putting it, my employees' jobs, and my name at risk. 事实上，就在放松管制的前一年，我拒绝了两家大型连锁超市的邀请。我说我绝不会卖给美国大公司。他们会让我写各种报告；更糟糕的是，他们会剥夺乔氏超市的现金储备，使超市、我员工的工作和我的名字都面临风险。
That was something I liked about the Albrechts. They were as financially conservative as I was: do things for cash except for real estate. And I was confident they would never "flip" it. Europeans tend to buy and hold. 这是我喜欢阿尔布雷希夫妇的一点。他们和我一样在经济上很保守：除了房地产，做任何事情都要用现金。我相信他们绝不会 "翻转 "房地产。欧洲人倾向于购买和持有。
My personal "exit strategy," pre-sale, was to work in the business as long as I was able. And this didn' t change with the sale, because I thought I' d spend the rest of my career reporting to Dieter Brandes, who was ten years younger, and with whom I had such remarkable rapport. 出售前，我个人的 "退出战略 "是，只要有能力，就一直在公司工作。这一点并没有因为出售而改变，因为我认为在我职业生涯的剩余时间里，我将向迪特尔-布兰德斯汇报工作，他比我年轻十岁，而且我与他关系非常融洽。
So I sold. Do I regret it? I' 11 answer that in the next chapter. 所以我卖了。我后悔了吗？我将在下一章回答这个问题。
The sale was transparent to the customers and vendors; it was almost transparent to the employees except that some of them suddenly had huge capital gains taxes as a result of having invested in Trader Joe' s at book value, some of them having started in the early 1960s. 对顾客和供应商来说，出售是透明的；对员工来说，出售也几乎是透明的，只是他们中的一些人突然要缴纳巨额的资本利得税，因为他们中的一些人是在 20 世纪 60 年代初开始按账面价值投资 Trader Joe's 的。
My deal with the Albrechts called for no changes in the way we ran Trader Joe' s. The only overt change was that we merged all eight corporations into one, something we would have been forced to do anyway because the ownership no longer was diluted enough to save the eight surtax exemptions. 我与 Albrechts 的交易没有改变我们经营 Trader Joe's 的方式，唯一明显的变化是我们将所有八家公司合并为一家，无论如何我们都不得不这样做，因为所有权不再稀释，不足以保留八项附加税豁免。
24
Goodbye to A11 That 再见 A11
Like great works, deep feelings always mean more than they are conscious of saying. 就像伟大的作品一样，深厚的感情总是意犹未尽。
-Albert Camus, The Myth of Sisyphus 阿尔伯特-加缪，《西西弗斯的神话
Six years after sel1ing Trader Joe' s, in 1985, we had an excellent year for Mac the Knife, but there were a couple of bumps in the road. 1985 年，乔氏贸易公司成立六年后，我们的 "Mac the Knife "迎来了辉煌的一年，但也遇到了一些挫折。
Frank Kono dropped dead of a heart attack. He was only fifty, but a heavy smoker. This gentle, intelligent Japanese American had been with us since 1960; by 1967, he was our buyer; by 1980, he was supervising half the stores. So much of the "culture" of Trader Joe” s stemmed from Frank' s personality. People loved to work for him; he was a great trainer; and Frank, whose family had run a produce stand, was into product knowledge before any of us. He was largely responsible for the early experiments in wines. We missed him very much. 弗兰克-科诺死于心脏病。他只有 50 岁，但烟瘾很大。这位温文尔雅、聪明睿智的日裔美国人从 1960 年就加入了我们；1967 年，他成为了我们的采购员；1980 年，他管理着一半的店铺。乔氏贸易公司的 "文化 "在很大程度上源于弗兰克的个性。人们喜欢为他工作；他是一位出色的培训师；弗兰克的家族曾经营过一个农产品摊位，他比我们任何人都更早了解产品知识。他对早期的葡萄酒实验负有很大责任。我们非常想念他。
Then, at Christmastime, I got shocking news: Dieter Brandes had quit Aldi. This isn' t supposed to happen in Europe. My forecast of spending the rest of my career working with him blew up. Dieter was the only member of top management in Essen who spoke fluent or even semi-fluent English. (Theo and I conversed mostly in hote1-1evel French.) Thereafter a translator was used, but let' s just say that 然后，在圣诞节期间，我得到了一个令人震惊的消息：迪特-布兰德斯离开了阿尔迪这在欧洲是不可能发生的。我想在我职业生涯的余下时间里与他共事的愿望破灭了。迪特是埃森高层管理人员中唯一能说流利甚至半流利英语的人。(我和西奥主要用一级酒店法语交谈。
the "user interface" no longer met Frederick Brooks' s criterion of "ease of use." 用户界面 "不再符合 Frederick Brooks 的 "易用性 "标准。
Commencing in 1986, a series of smal1 frictions arose that had not existed before. Only one was major: a change in top management, which I wanted to make and which Theo blocked. It was argued somewhat dispassionately, but with growing heat from August 1987 until Apri1 1988 when I faxed my resignation to Essen, effective January 1, 1989. I felt that the change was imperative for the future of the business. Furthermore, I sensed that my prerogative of complete control, the prerogative of an entrepreneur posing as an employee, was being progressively eroded as the user interface eroded. 从 1986 年开始，出现了一系列以前不曾有过的小摩擦。其中只有一次是大摩擦：高层管理人员的变动，我想这样做，而提奥却阻止了。从 1987 年 8 月到 1988 年 4 月，我一直在冷静地争论这个问题，但争论越来越激烈，我通过传真向埃森递交了辞呈，辞呈于 1989 年 1 月 1 日生效。我认为，为了企业的未来，变革势在必行。此外，我还感觉到，我完全控制的特权，一个冒充雇员的企业家的特权，正随着用户界面的侵蚀而逐渐削弱。
Theo and his staff were upset; they flew here and most graciously asked me to stay. But I felt the inevitable time had come for these reasons: 西奥和他的工作人员很难过；他们飞到这里，非常慷慨地请我留下来。但出于这些原因，我觉得不可避免的时候到了：
The time for leaving a company is when it is running well and is well staffed. I felt that John Shields, who would have been with the company seventeen months by the time I left, would be quite capable of running it, and this proved to be a good forecast. When I announced my resignation to the troops in July 1988, I told them that the real measure of my ability as a manager would come about two years after I left. By that yardstick, I was super competent. And there were few changes in the Skunks in the Office for at least five years after my departure, except John hired a former colleague from Mervyn’ s, Mike Parker, who, until he left in 1997, handled some of my former functions like real estate and budgeting. 离开公司的时机是在公司运营良好、人员充足的时候。我认为，约翰-希尔兹（John Shields）在我离开公司时已经在公司工作了 17 个月，他完全有能力管理好公司，事实证明他的预测是正确的。1988 年 7 月，当我向全体员工宣布辞职时，我告诉他们，真正衡量我管理能力的标准是在我离开两年后。按照这个标准，我是超级称职的。而在我离开后的至少五年里，办公室里的 "臭鼬 "们几乎没有什么变动，除了约翰从默文公司聘请了一位前同事迈克-帕克，他在 1997 年离开之前一直负责我以前的一些工作，如房地产和预算编制。
After thirty years at the same job, I felt I had better leave if I ever was going to leave. I was fifty-eight, and time was running out for me to serve as a CEO elsewhere or start another business. 在同一份工作上工作了三十年之后，我觉得如果要离开的话，最好还是离开。我已经五十八岁了，在其他地方担任首席执行官或另起炉灶的时间已经不多了。
I could see sti11 other disagreements in the future. The remarkable thing was that we got along so well for so many years despite incredible differences in culture. 我可以预见未来还会有其他分歧。难能可贵的是，尽管文化差异大得惊人，我们却相处了这么多年。
I learned a lot from the Albrechts and I will never regret my years of working with them. 我从 Albrechts 夫妇身上学到了很多，我永远不会后悔与他们共事的岁月。
I consulted with Trader Joe' s on secondary issues of leases and accounting during 1989 and then the amputation was complete. That' s the way it should be: the old guy shouldn' t hang around. In my case, however, my shadow remained behind. 1989 年期间，我就租赁和会计等次要问题向乔氏集团提供了咨询，然后就完成了截肢。事情就应该是这样：老家伙不应该在这里逗留。然而，在我的情况下，我的影子却留了下来。
Second Thoughts? 第二个想法？
The same people who can' t understand why I sold can' t understand why I quit. After all, I was on my way to becoming one of the most famous retailers in the country; they thought I spent all my time tasting wine, or going to France or broadcasting on KFAC. 那些不理解我为什么要卖的人也不理解我为什么要辞职。毕竟，我当时正准备成为全国最有名的零售商之一；他们以为我把时间都花在品酒、去法国或在 KFAC 广播上了。
Do I regret having quit? No. The succeeding ten years were so full of fascinating experiences that I am glad I exited. Furthermore, I simply do not make a good employee. In 1989, I went back to my own entrepreneurial character, and have been self-employed ever since, even when technically employed by Thrifty Corp. and others. 我后悔退出吗？不。接下来的十年充满了迷人的经历，我很高兴我退出了。此外，我根本就不是一个好员工。1989 年，我重新找回了自己的创业性格，从那时起，我一直都是自营职业者，即使在技术上受雇于 Thrifty 公司和其他公司。
But do I regret having sold? Yes. I admit it. To mine own self I was not true when I sold. I regret not having had the guts to ride out the loss of the surtax exemptions, the employee ownership problem, the threat of death taxes, Carter' s threat to eliminate capital gains preference, and all the other fears, real or phantom, of late 1978. 但我后悔卖掉它吗？后悔。我承认对我自己来说，我卖掉的时候并不真实。我后悔当时没有胆量承受附加税豁免的损失、雇员所有权问题、死亡税的威胁、卡特取消资本收益优惠的威胁，以及 1978 年末所有其他或真或假的恐惧。
There exists an obvious fact
that seems utterly moral:
namely, that a man is always a
prey to his truths.
Once he has admitted them, he
cannot free himself from them.
One has to pay something.
-Albert Camus, The Myth of Sisyphus 阿尔伯特-加缪，《西西弗斯的神话
I have to admit the truth, that I regret having sold Trader Joe' s. And I have had to pay something for this, beyond the loss of my shadow. 我不得不承认，我很后悔卖掉 Trader Joe。
Thanks for listening, Joe Coulombe. 感谢您的收听，乔-库隆贝。
ADDENDUM 增补件
POST DE-PARTUM 离职后
Addendum 增编
Post De-Partum 产后
Le jour où tu te dis: ça suffit! tu est mort! 你说，这就够了！你已经死了！
The day when you say to yourself, that' s enough! You' re dead! 有一天你会对自己说，够了！你死定了
-St. Augustine, quoted in Priez pour nous à Compostela -圣奥古斯丁，引自《Priez pour nous à Compostela》一书
There' s no way that St. Augustine, who died six hundred years before there was much of a French language, could have said that in French. It must have been in Latin. But the warning is just as valid. Never have I said, ça suffit; I agree completely with the Bishop of Hippo who lived (354430) a few (increasingly few, if that' s not an oxymoron) years longer than I have. I hope that I never say, ça suffit. 圣奥古斯丁死后六百年，法语才刚刚出现，他不可能用法语说这些话。他一定是用拉丁语说的。但警告同样有效。我从未说过 "ça suffit"；我完全同意希波主教的观点，他比我多活了几年（354430 年）。我希望我永远不会说ça suffit。
When I left Trader Joe' s, I had no idea what I was going to do except that Alice and I were going to circumnavigate Sicily by train, an idea that made our Sicilian friends blanch. It turned out wonderfully well, even when we innocently walked through the public market in Palermo and dropped in for lunch at a trattoria occupied by men in very black suits mumbling to each other something that sounded like “omertà." We didn' t linger at the table. In Catania, the newspaper headline read, "The Mafia exists; does the State?" 离开乔氏贸易公司时，我不知道自己要去做什么，只知道爱丽丝和我要坐火车环游西西里岛，这个想法让我们的西西里朋友们大吃一惊。结果非常好，甚至当我们天真无邪地穿过巴勒莫的公共市场，在一家小餐馆吃午饭时，餐馆里有几个穿黑色西装的男人，他们互相嘀咕着什么，听起来像是在说 "omertà"。我们没有在餐桌上逗留。在卡塔尼亚，报纸头条写道："黑手党存在，国家呢？"
Sicily has the most complex cuisine in the world, as well reported by Richard Condon in his Prizzi novels; the Pinot Nero from the slopes of Mt. Etna is, I suspect, Pinot Noir brought there by the Normans who owned the island from 1100 to 1400; the red sandstone ruins at Agrigento (imagine the Parthenon twice as big and in red sandstone) is one of the wonders of the world; and the pink-nippled domes of Palerman churches are enough to make one convert to Robert Graves' s matriarchal cult. Sicily has the most complex cuisine in the world, as well reported by Richard Condon in his Prizzi novels; the Pinot Nero from the slopes of Mt.阿格里琴托的红砂岩遗址（想象一下两倍于帕台农神庙的红砂岩）是世界奇观之一；帕勒曼教堂粉红色的圆顶足以让人皈依罗伯特-格雷夫斯的母系崇拜。
When we got back, I rented a hole-in-the-wall office in 01d Town Pasadena. It was so much like Raymond Chandler' s 1930s office that my friend brought me a Maltese falcon but not, regrettably, Mary Astor. 我们回来后，我在帕萨迪纳 01d 镇租了一间破破烂烂的办公室。这间办公室非常像雷蒙德-钱德勒（Raymond Chandler）1930 年代的办公室，我的朋友给我带来了一只马耳他猎鹰，但遗憾的是，没有玛丽-阿斯特（Mary Astor）。
I began to explore other businesses; also I had a couple of leads to run other companies. Eventually that did happen, and I did wind up in charge of eleven companies during 1992 95 after wandering into and through consulting work during 1989 - 91 . 我开始探索其他业务；我也有一些经营其他公司的线索。最终，在 1989-91 年期间，我在咨询工作中徘徊，最终在 1992-95 年期间掌管了 11 家公司。
Nobody Knows the Troubles I' ve Seen-And I' m Not Going to Te11 Them 没有人知道我经历过的麻烦--我也不打算 Te11 他们
I commenced this book with Umberto Eco' s admonition, 我从翁贝托-艾柯的告诫开始阅读这本书、
Perhaps the mission of those who love mankind is to make people laugh at the truth, to make the truth laugh, because the only truth lies in learning to free ourselves from insane passion for the truth. 或许，那些热爱人类的人的使命就是让人们嘲笑真相，让真相发笑，因为唯一的真相在于学会从对真相的疯狂热情中解脱出来。
We11, we' re going to have a few laughs here as I try to reframe the truth to protect the guilty, my clients and employers of the past ten years. An insane passion for stating the truth of the last ten years would be most unwe1come in some quarters. (Did I hear the whisper, omertà?) 在我试图重构真相以保护有罪者、我的客户和过去十年的雇主时，我们会有一些笑料。疯狂地热衷于陈述过去十年的真相，在某些方面是很不受欢迎的。(我听到了窃窃私语吗？）
My post de-partum life can be broken into three categories: running companies in terrible trouble; consulting for companies in terrible trouble; and serving on boards of 我产后的生活可以分为三类：经营陷入困境的公司；为陷入困境的公司提供咨询；以及在一些公司的董事会任职。
directors, some troubled, some not, which is my current occupation. 导演，有的麻烦，有的不麻烦，这就是我现在的职业。
Running Companies in Terrible Trouble 公司经营陷入困境
Thrifty Corp.
In 1986, Pacific Enterprises, the holding company whose principal asset was Southern California Gas Co., sought to diversify away from the heavily regulated utility business. Anyone who has dealt with government regulators can certainly understand this. They chose Thrifty Corp. as their escape from regulation. 1986 年，以南加州天然气公司为主要资产的控股公司太平洋企业寻求多元化发展，以摆脱受严格监管的公用事业业务。任何与政府监管机构打过交道的人都能理解这一点。他们选择 Thrifty 公司作为摆脱监管的途径。
Thrifty had six divisions with sales of billion. The biggest, Thrifty Drug, with 650 stores, did billion. Then there was Pay ' n Save Drug, with 100 stores, the market leader in Washington State, with branches in Hawaii and Alaska; and Bi-Rite, a thirty-unit strange but profitable company in Oregon. It operated hardware stores with pharmacies attached. Thrifty 有六个部门，销售额达 亿美元。其中最大的是 Thrifty Drug，拥有 650 家门店，销售额达 亿美元。此外，还有拥有 100 家门店的 Pay ' n Save Drug，它是华盛顿州的市场领导者，在夏威夷和阿拉斯加也有分店；Bi-Rite 是俄勒冈州一家拥有 30 家门店的奇怪但盈利的公司。该公司经营附带药房的五金店。
There were three sporting goods companies: Big 5, Gart Bros in Denver, and Michigan Sporting Goods in the Rust Belt. The latter two chains were taking gas in the post-Cold War recession. 当时有三家体育用品公司五大体育用品公司（Big 5）、丹佛的加特兄弟公司（Gart Bros）和位于锈带的密歇根体育用品公司（Michigan Sporting Goods）。后两家连锁店在冷战后的经济衰退中喘不过气来。
For three years, 1989 through 1991, I consulted on the six divisions for Jim Ukropina, the former 0' Melveny attorney, who was now CE0 of Pacific Enterprises, on Thrifty Corp. 从 1989 年到 1991 年的三年时间里，我为吉姆-乌克罗皮纳（Jim Ukropina）提供了关于 Thrifty 公司六个部门的咨询服务，吉姆-乌克罗皮纳是前 0' Melveny 律师，现任太平洋企业的首席执行官。
By December 1991, five of the six divisions of Thrifty Corp. were in acceptable to downright good condition. Pay ' n Save Drugstores had turned the corner. Bi-Rite in Oregon was fine; Marty Smith, its president, was probably the most competent executive in all of Thrifty. The crown jewe1, Big 5 Sporting Goods, had been okay all along, running autonomously under its founders, Bob Miller and his son, Steve. Michigan Sporting Goods, under new management, had stopped hemorrhaging cash. Gart Bros. in Denver was still in trouble, 到 1991 年 12 月，Thrifty 公司的六个部门中，有五个部门的经营状况良好。Pay ' n Save 药店已经转危为安。俄勒冈州的 Bi-Rite 还不错；其总裁马蒂-史密斯（Marty Smith）可能是 Thrifty 公司最有能力的管理者。皇冠上的明珠 Big 5 Sporting Goods 一直都不错，在创始人鲍勃-米勒（Bob Miller）和他的儿子史蒂夫（Steve）的领导下自主经营。密歇根体育用品公司在新管理层的领导下，已经不再大出血。丹佛的加特兄弟公司（Gart Bros、
but Denver was beginning to recover from the recession. So, by the end of 1991, light could be seen at the end of the tunnel for Thrifty Corp. except for 但丹佛开始从经济衰退中复苏。因此，到 1991 年底，Thrifty 公司已经看到了曙光，除了
Thrifty Drug
Look, Thrifty Drug was all broke. Every part, every component of it, as you may have inferred by my references to it in previous chapters. The only thing that worked was the wonderful ice cream it made. (Each year we sold three gallons of ice cream for every man, woman, and child in California.) 听着，"节俭药品 "已经破产了。就像我在前几章里提到的那样，它的每一个部分，每一个组件都坏了。唯一起作用的是它制作的美味冰淇淋。(每年，我们为加州的每个男人、女人和孩子卖出三加仑冰淇淋）。
An accumulation of sins of omission and commission caused Thrifty Drug to have the lowest sales per store of any major drug chain in America, and by far the lowest prescription sales. Its problems at the time of Pacific Enterprises' purchase, however, had been masked by the Cold War defense boom of the 1980s, and an attempt by its chief competitor, Sav-on, to commit suicide. 由于种种疏忽和过失，Thrifty Drug 的单店销售额在美国所有大型连锁药店中最低，处方药销售额也是最低的。然而，在太平洋企业收购 Thrifty Drug 时，它的问题已经被 20 世纪 80 年代冷战时期的国防热潮以及其主要竞争对手 Sav-on 的自杀企图所掩盖。
American Stores had bought Sav-on a few years earlier and, since they owned Osco Drug in the Midwest, they made the typical big company decision to homogenize. They changed the name to Osco, pulled out the ice cream stands that had helped Sav-on' s destruction of 0wl Drug (please see the "God of Fair Beginnings" chapter), and sales collapsed. By 1989, however, they had recognized their mistake and went back to the Sav-on logo. That was bad news for Thrifty Drug. As 1989 unfolded, Thrifty Drug began sinking; then the post-Cold War recession hit California real hard. 几年前，美国百货公司收购了 Sav-on，由于他们在中西部拥有 Osco Drug，他们做出了典型的大公司同质化决定。他们将公司更名为 Osco，撤掉了曾帮助 Sav-on 打垮 0wl Drug 的冰淇淋摊位（请参阅 "公平起点之神 "一章），结果销售一落千丈。然而，到 1989 年，他们认识到了自己的错误，重新使用了 Sav-on 的标识。这对 Thrifty Drug 来说是个坏消息。随着 1989 年的到来，Thrifty Drug 开始走下坡路，冷战后的经济衰退对加利福尼亚造成了沉重打击。
Thrifty Corp.' s management refused to own up to the changed circumstances of recession and Sav-on redux. At this point Jim Ukropina forced change. He sent his troubleshooter, Dan Seigel, into Thrifty Corp. in Autumn 1990. Not until months after Dan arrived did Thrifty Drug begin to have even the most basic financial reports needed to operate a billion business. Actually, I' m not certain the pre-Seigel management even knew what was going on. Thrifty 公司的管理层拒绝承认经济衰退和 Sav-on 重演所带来的环境变化。此时，吉姆-乌克罗皮纳被迫做出改变。1990 年秋天，他将自己的故障排除专家丹-塞格尔（Dan Seigel）派到 Thrifty 公司。直到丹到任几个月后，Thrifty Drug 公司才开始拥有经营 亿业务所需的最基本的财务报告。事实上，我甚至不能确定，Seigel 上任前的管理层是否知道发生了什么。
Various other management changes were made in Thrifty Corp. and Thrifty Drug in 1991 (that' s omertà speak), but the red ink kept rising. Jim resigned as CEO of Pacific Enterprises in December 1991 and was succeeded by Bil1 Wood, a plainspoken Oklahoma oilman, who was head of the Gas Company. I' d met him only once before, but he asked me to come to work as Executive Vice President of Pacific Enterprises in charge of Thrifty Corp. 1991 年，Thrifty 公司和 Thrifty Drug 公司的管理层也发生了各种变动（这是 "omertà "的说法），但红墨水仍在不断增加。1991 年 12 月，吉姆辞去了太平洋企业首席执行官的职务，继任者是比尔-伍德（Bil1 Wood）。我以前只见过他一次，但他邀请我到太平洋企业担任执行副总裁，负责 Thrifty 公司。
After five days of meeting with lawyers, CPAs, and investment bankers, we decided to liquidate Thrifty Corp. Morgan Stanley was selected; their work made me appreciate just what investment bankers can achieve in this kind of environment, and at fees that were not astronomical. 经过五天与律师、注册会计师和投资银行家的会面，我们决定对 Thrifty 公司进行清算。摩根士丹利被选中；他们的工作让我体会到了投资银行家在这种环境下所能取得的成就，而且费用并不是天文数字。
In May 1992, we made a deal with Leonard Green, a prominent Los Angeles venture capitalist. But right up until the last day, September 24, 1992, it was touch-and-go whether all the necessary approvals could be obtained from the thirty banks and insurance companies involved. A Japanese bank was the last holdout, because all the decisions had to be made in Tokyo. 1992 年 5 月，我们与洛杉矶著名的风险投资家伦纳德-格林达成了协议。但直到最后一天，即 1992 年 9 月 24 日，能否从相关的 30 家银行和保险公司获得所有必要的批准仍是个未知数。一家日本银行是最后的坚持者，因为所有的决定都必须在东京做出。
And that was it. According to some estimates, Pacific Enterprises, whose stock had fallen from to , had lost billion in six years of retailing. But once we unloaded Thrifty, its stock did recover to . Not a bad gain for eight months' work. Working with the top executives at Pacific Enterprises, Bill Wood, the CF0 Lloyd Levitin, the general administrative officer Chuck Weiss, and so many others was a pleasure because there was never any bullshit. We had a miserable job to do, and we did it. 就是这样。据估计，太平洋企业的股价从 跌至 ，在六年的零售生涯中损失了 亿美元。但是，一旦我们卖掉 Thrifty，它的股价确实回升到了 。八个月的工作，收获不小。与太平洋企业的高管比尔-伍德（Bill Wood）、首席财务官劳埃德-莱维廷（Lloyd Levitin）、总行政官查克-韦斯（Chuck Weiss）以及其他许多人共事是一种享受，因为他们从不废话。我们的任务很艰巨，但我们做到了。
My luxurious office at Pacific Enterprises was on the fifty-fifth floor of the Library Tower, the newest, tallest, and most prestigious building in downtown Los Angeles. It was downright unnerving for a guy whose previous hangout had been a toolshed converted to an office with not quite all the building permits required, but with a very profitable company. I' d rather have the latter. Eight months of deep 我在太平洋企业的豪华办公室位于图书馆大厦的 55 层，这是洛杉矶市中心最新、最高、最负盛名的建筑。这让我感到非常不安，因为我以前的工作场所只是一间工具房，后来改建成了一间办公室，虽然建筑许可证还没办齐，但公司的利润却非常可观。我宁愿选择后者。八个月的深度
carpeting and gold-plated private bathroom facilities were a bit much, but there was one bonus. 地毯和镀金的私人浴室设施有点过了，但也有一个好处。
On Mother' s Day, 1992, I took my parents to the Library Tower. They had never been fifty-five stories high before. My mother was in a wheelchair (it was her last Mother' s Day), so we could roll her around what was then one of the greatest collections of modern art in the United States. She saw the special security windows of the boardroom so there could be no electronic eavesdropping, the enormous board table that had been lifted into place by helicopter, the furniture bolted into place in case there was an earthquake, and on and on. I think it was one of the brightest days of her life. 1992 年的母亲节，我带父母去了图书馆大厦。他们以前从未到过五十五层楼高的地方。我母亲坐在轮椅上（这是她最后一个母亲节），所以我们可以推着她参观当时美国最伟大的现代艺术收藏馆之一。她看到了会议室的特殊防盗窗，这样就不会被电子设备窃听；看到了用直升机吊装到位的巨大板桌；看到了用螺栓固定到位以防地震的家具，等等。我认为这是她一生中最光辉的日子之一。
Leonard Green separated the three sporting goods chains from Thrifty Corp. Then he merged the remainder, Thrifty Drug, into Payless Drug in March 1994 in a deal with Kmart, which owned Payless. In 1996, he merged Thrifty-Payless into Rite Aid and replaced all of the Thrifty signs with Rite Aid signs. 伦纳德-格林将三家体育用品连锁店从 Thrifty 公司分离出来。1994 年 3 月，他与拥有 Payless 的 Kmart 达成协议，将剩余的 Thrifty Drug 并入 Payless Drug。1996 年，他将 Thrifty-Payless 并入 Rite Aid，并用 Rite Aid 的招牌取代了所有 Thrifty 的招牌。
A Reason Why? 原因何在？
A final word about management. Thrifty had been a very effective, powerful retailer in the 1950s, 1960s, and 1970s. I kept asking the old-timers what went wrong in the early 1980s. I kept getting this answer: it was when they moved the offices from the old warehouse at Rodeo and La Brea to the former IBM building on Wilshire Blvd. At the old offices, everybody could see everyone else, everybody knew what was going on, and you could always go into the warehouse to see what was really being received and shipped. 最后谈谈管理。在 20 世纪 50、60 和 70 年代，Thrifty 曾是一家非常高效、强大的零售商。我一直在问那些老前辈，20 世纪 80 年代初出了什么问题。我得到的答案是：他们把办公室从罗迪欧大道和拉布雷亚大道交汇处的旧仓库搬到了威尔希尔大道上的前 IBM 大楼。在以前的办公室，每个人都能看到其他人，每个人都知道发生了什么，而且你可以随时进入仓库查看真正的收货和发货情况。
The IBM building was an administrative nightmare. There were twelve stories, none of them very spacious, so management was physically fragmented. There were about a thousand people in the building. To maintain security, each floor had to have its own receptionist, another expense. Leonard Green gave it to the Archdiocese of Los Angeles as IBM 大厦是行政管理的噩梦。大楼共有十二层，每一层都不宽敞，因此管理部门实际上是分散的。大楼里大约有一千人。为了保证安全，每层楼都必须有自己的接待员，这又是一笔开支。伦纳德-格林将其作为
soon as those terrible computers in the basement had been outsourced. 地下室里那些糟糕的电脑很快就被外包出去了。
I firmly believe in a factory atmosphere for headquarters with no private offices, pretty much what I' ve read about the headquarters of the Mars Candy Co. The next terrible company that I ran, in Northern California, had offices as bad as Thrifty' s. Is there a message here? 我坚信总部应该是工厂式的，没有私人办公室，这和我读到的玛氏糖果公司总部的情况差不多。我在北加州经营的另一家糟糕的公司的办公室也和 Thrifty 一样糟糕。
Northern California 北加州
At about the same time as Pacific Enterprises' mistaken purchase of Thrifty, a giant Canadian supermarket chain made a similar bad move. It bought a moribund wholesale grocery company in Northern California called Market Wholesale. And then to pump up its volume, the Canadians bought three terrible supermarket chains, the gourmet-1evel Petrini' , a bottomless black hole named Cost Less, and a bagged-out chain in Modesto called New Deal whose sales were imploding at the rate of 20 percent per year. For that matter, so were Petrini' s sales when I was hired in February 1994. The sales of this complex were million per year, about half of it wholesale. 就在太平洋企业错误收购 Thrifty 的同时，加拿大一家巨型连锁超市也做出了类似的错误举动。它收购了北加州一家名叫 Market Wholesale 的奄奄一息的杂货批发公司。然后，为了增加销量，加拿大人又收购了三家糟糕的连锁超市，一家是美食一级的 Petrini' ，一家是名为 Cost Less 的无底黑洞，还有一家是位于莫德斯托的名为 New Deal 的袋装连锁店，其销售额正以每年 20% 的速度下滑。1994 年 2 月我受聘时，佩特里尼的销售额也是如此。这家综合企业的年销售额为 万，其中约一半是批发销售。
The parent company in Montreal itself had been in trouble in 1993, leading to the ouster of its jet-set management, who were replaced by some really sharp guys who had created Price Club-Canada, which had the highest volume Price Clubs in the world. Pierre Mignault, the new CE0, after a downer visit to California, called his old boss, Sol Price, who put him in touch with me. 位于蒙特利尔的母公司在 1993 年陷入困境，其高级管理层被赶下台，取而代之的是一些非常聪明的人，他们创建了加拿大普莱斯俱乐部，拥有世界上销量最大的普莱斯俱乐部。新任首席执行官皮埃尔-米尼奥（Pierre Mignault）在加利福尼亚度过了一段沮丧的时光后，给他的老上司索尔-普莱斯（Sol Price）打了电话，后者让他联系我。
With the forbearance and support of Alice, I took an apartment in Marin County near the horribly misplaced, abysmally inappropriate headquarters building. I was not quite sixty-four, and I figured I could take the physical pounding, complicated by commuting home, one more time. Running a company is a twelve-hour-a-day job, week in and week out. And this one was spread from Bakersfield to Sacramento. 在爱丽丝的宽容和支持下，我在马林县（Marin County）的总部大楼附近租了一套公寓。那时我还不到六十四岁，我想我可以再忍受一次身体上的折磨，再忍受一次上下班回家带来的麻烦。经营公司是一项每天工作十二小时的工作，周而复始。而这家公司从贝克斯菲尔德一直开到萨克拉门托。
Pierre Mignault and Bernie McDonel1 are probably the two best retail executives I' ve ever worked with. Intelligent, experienced, tough yet visionary, they had a real mess to clean up in Canada. They gave me three years to clean up California. To help, I brought in Bob Johnson, one of the Senior Project Directors at Trader Joe' s who had quit in 1990 to join Canned Foods Grocery Outlets, as head of buying. 皮埃尔-米尼奥（Pierre Mignault）和伯尼-麦克唐纳（Bernie McDonel）1 可能是我共事过的最好的两位零售业管理者。他们聪明、经验丰富、坚韧而又富有远见，他们在加拿大的工作真是一团糟。他们给了我三年时间来收拾加利福尼亚。为了提供帮助，我请来了鲍勃-约翰逊（Bob Johnson）担任采购主管，他是乔氏超市的高级项目总监之一，曾于 1990 年辞职加入罐头食品杂货店。
New Deal Markets 新政市场
Its management refused to accept the fact that Modesto had gone 60 percent Hispanic. I replaced them and we went Hispanic. The key to Hispanic merchandising at that time was to se11 money orders, because billions of dollars are sent to Mexico every year. We installed money orders in all stores, put up signs in Spanish, and promoted pork instead of turkeys at Thanksgiving. 它的管理层拒绝接受莫德斯托已经有 60% 的西班牙裔员工这一事实。我接替了他们的位置，我们开始做西班牙裔的生意。当时，西班牙裔商品销售的关键是销售 11 种汇票，因为每年有数十亿美元汇往墨西哥。我们在所有商店都安装了汇票，张贴了西班牙语标语，并在感恩节推广猪肉而不是火鸡。
We brought in about four hundred SKUs of Hispanic groceries including the bootleg Ariel detergent, something made by Procter & Gamble in Mexico that isn' t supposed to be sold here, only every Hispanic market carries it. Under the leadership of Don Way, who had been head of Human Resources for Provigo Corp., we turned New Deal around in ninety days. New Deal is a great example of demographic coherence. Almost all of its stores' locations had become Hispanic. All they needed was merchandising to match the demographics. 我们引进了大约四百个 SKU 的西班牙食品杂货，其中包括宝洁公司在墨西哥生产的 "盗版 Ariel "洗涤剂。在曾任 Provigo 公司人力资源部主管的唐-韦（Don Way）的领导下，我们在九十天内扭转了新政的局面。New Deal 是人口一致性的典范。新政公司几乎所有的门店都是西班牙裔。他们需要的只是与人口结构相匹配的商品销售。
Market Wholesale 市场批发
We got this one turned around, too. It was based on three elements. I take credit only for the first. The rest were handled expertly by . . . well, the experts. 我们也把这个问题解决了。它基于三个要素。我只负责第一个要素。其余的都是......嗯，专家们的杰作。
Putting Market Wholesale back in the Hispanic food business. Incredibly, the previous management had sold off their Hispanic line only two years before! To stock New Deal, we put those four hundred SKUs into Market 让 Market Wholesale 重新经营西班牙食品业务。令人难以置信的是，前任管理层仅在两年前就卖掉了他们的西语产品线！为了给 "新政 "备货，我们将这四百个 SKU 放进了市场批发部。
Wholesale. It was just what so many of Market Wholesale' s small grocery store clients needed. 批发。这正是许多 Market Wholesale 小型杂货店客户所需要的。
The head of Market Wholesale had been nursing a pet project: making us a specialty frozen food distributor of frozen baked products for supermarket bakeries. Almost nothing is made "from scratch" at supermarket level; most of it is thawed, or thawed and heated. In the course of 1994, Bill got the contract to supply the in-store bakeries in sixty Lucky Stores, and was on his way to getting Raley's Supermarkets as well (another sixty stores), when we got rid of the company. 市场批发公司的负责人一直在酝酿一个宠物项目：让我们成为一家为超市面包店提供冷冻烘焙产品的专业冷冻食品经销商。在超市里，几乎没有什么是 "从头开始 "制作的；大部分都是解冻的，或者是解冻后加热的。1994 年，比尔拿到了为 60 家 Lucky 商店的店内面包房供货的合同，并正准备将 Raley's 超市也纳入囊中（另外 60 家商店），这时我们把公司解散了。
The big grocery wholesaler Fleming decided it would not serve any accounts that bought less than per week. In late 1994 we were picking up lots of small accounts from this windfall. 大型杂货批发商弗莱明公司决定不再为每周采购量低于 的客户服务。1994 年底，我们从这笔意外之财中获得了许多小客户。
Cost Less Markets 成本更低的市场
This eight-store chain, of which I closed two as soon as I could, consisted of giant, warehouse-sized stores that sold everything below cost, as near as I could tell. The only reason to keep it was that it put volume through Market Wholesale' s Modesto warehouse-a poor reason. But, as I revealed in the "Too, Too Solid Stores" chapter, it had "continuous operation" clauses in the remaining six stores. 这家连锁店有八家分店，其中两家我一有机会就关掉了，它由巨大的仓库式商店组成，据我所知，所有东西都以低于成本的价格出售。保留它的唯一理由是，它为市场批发公司的莫德斯托仓库带来了销量--这个理由很不充分。但是，正如我在 "太扎实的商店 "一章中所揭示的，它在其余六家商店中都有 "持续经营 "条款。
Petrini' s 佩特里尼餐厅
When I arrived at Provigo Corp., I found a jewel, Igor Cherkas, a Ukrainian immigrant. Igor is the highest-energy man I' ve ever known, and the energy is potentiated by a razor-sharp mind. He had been Controller of Petrini' s. We made some radical moves, some of them unwise, but we did shift Cost Less’ s sales into ethnic foods, like fish heads, with some success. Closing those stores was the answer and that would have involved breaking the leases. 当我来到 Provigo 公司时，我发现了一颗明珠，他就是乌克兰移民伊戈尔-切尔卡斯（Igor Cherkas）。伊戈尔是我见过的精力最旺盛的人 他的精力因敏锐的头脑而更加旺盛 他曾是佩特里尼公司的主管我们采取了一些激进的举措，其中有些是不明智的，但我们确实将 Cost Less 的销售转向了鱼头等民族食品，并取得了一些成功。关闭这些商店才是解决之道，但这样做会破坏租约。
Taking advantage of Igor' s energy and deep know1edge of the chain, I also gave him Petrini' s. It had been the premier meat chain of the Bay Area under a great old man, Frank Petrini. As Frank aged, however, Petrini' s began sinking. When the Canadians bought it in 1988, it was already failing. Successive Canadian managements, one of whom insisted on installing anti-snow barriers in the stores, tried every retailing formula known to idiots. By 1994, the clientele was totally confused about what it was. I immediately closed two of the eighteen stores, but again, the really horrible stores had continuous operation clauses. 利用伊戈尔的精力和对连锁店的深入了解，我也把佩特里尼餐厅交给了他。在一位伟大的老人弗兰克-佩特里尼（Frank Petrini）的领导下，这家餐厅曾是湾区首屈一指的肉类连锁店。然而，随着弗兰克年事已高，佩特里尼开始沉沦。当加拿大人于 1988 年收购它时，它已经倒闭了。历任加拿大管理层，其中一位坚持在店内安装防雪屏障，并尝试了各种白痴都知道的零售方式。到 1994 年，顾客已经完全搞不清它到底是什么了。我立即关闭了 18 家商店中的两家，但真正糟糕的商店又有持续经营条款。
Let' s go back to earlier chapters where I talked about supermarkets running on branded products, whose manufacturers pay them slotting and co-op ad allowances. Four weeks after I got there, the grocery buyer, a competent veteran named Bob Saisi, came to me and said he could not "fund" the ads for the next month. Petrini' s had milked those cows dry. The manufacturers had realized Petrini' s didn' t have se11through. That' s when I compounded the problem by moving too fast with too many changes: I felt a sense of urgency, but I should not have yielded to it. 让我们回到前面的章节，在那里我谈到了超市经营品牌产品的情况，这些产品的制造商会向他们支付插播广告和合作广告的补贴。我到任四周后，杂货采购员鲍勃-塞西（Bob Saisi）来找我，说他无法 "资助 "下个月的广告。佩特里尼已经把那些奶牛挤干了。制造商们已经意识到佩特里尼没有se11through。就在这时，我又因为动作太快、变化太多而使问题变得更加复杂：我有一种紧迫感，但我不应该屈服于这种紧迫感。
Still, we were beginning to turn it around by December. Among other things, the wine buyer trebled wine sales and the meat buyer scored some triumphs in Dungeness crab and other seafoods. One of Petrini' s many afflictions was a shift in demand from meat to fish. 不过，到了 12 月份，我们开始扭转局面。其中，葡萄酒采购员的葡萄酒销售额增加了两倍，肉类采购员在邓杰内斯蟹和其他海产品方面也取得了一些成功。佩特里尼的许多苦恼之一是需求从肉类转向了鱼类。
After it was all over, Pierre Mignault was gracious enough to say that he was confident we would have succeeded if he had been able to give us the three years that had been promised. But he was not able to do so because of new pressures in Montreal to get out of California right away. 一切结束后，皮埃尔-米尼奥很客气地说，如果他能给我们承诺的三年时间，他相信我们会成功的。但是，由于蒙特利尔面临着新的压力，必须马上离开加利福尼亚，因此他未能如愿。
Sale to the Koh1bergs 出售给 Koh1bergs
We had a hard time finding anyone who would buy the California operations. Fortunately I had gotten to know Jim 我们很难找到愿意购买加州业务的人。幸运的是，我认识了吉姆
and Jerry Koh1berg back in 1992 when I was finishing Thrifty. I did some consulting for them in 1992-93. 1992 年，当我完成 Thrifty 的工作时，我认识了 Jerry Koh1berg 和 Jerry Koh1berg。1992-93 年，我为他们做了一些咨询工作。
After months of tough negotiations in which Bernie McDone11 proved his mettle (and taught me about "risk management"), we sold to the Kohlbergs in early January 1995. We were able to close only through sterling work by our head of real estate, whose personal relationships with Petrini' s landlords made possible the change of ownership. The ability to assign a lease is one of the key clauses in leasing. Petrini' s, typically, had failed to get a broad enough assignment clause in its leases, so it took personal salesmanship to pull us through. 经过几个月的艰苦谈判，伯尼-麦克唐纳11 证明了自己的能力（也让我学会了 "风险管理"），我们终于在 1995 年 1 月初把房子卖给了科尔伯格夫妇。我们之所以能够成交，全靠房地产部主管的出色工作，他与佩特里尼业主的私人关系使所有权的变更成为可能。能否转让租约是租赁中的关键条款之一。佩特里尼公司通常无法在租约中加入足够宽泛的转让条款，因此我们需要通过个人销售技巧来完成交易。
As I' ve already discussed in "Too, Too Solid Stores," the Kohlbergs simply closed Cost Less; they sold Market Wholesale to another wholesaler; and they closed or sold the Petrini' s to various parties. The only thing they kept was the Hispanified New Deal, something that rather pleased me. 正如我在《太扎实的商店》一文中已经讨论过的那样，科尔伯格家族干脆关闭了 "成本更低"；他们把 "市场批发"（Market Wholesale）卖给了另一家批发商；他们关闭了 "佩特里尼"（Petrini's），或者把它卖给了各方。他们唯一保留下来的是 "Hispanified New Deal"，这让我很高兴。
As for the parent company in Montreal, as soon as we closed California, its stock went from to , a 62 percent increase. Voila! 至于蒙特利尔的母公司，我们一关闭加利福尼亚州，它的股票就从 升至 ，涨幅高达 62%。瞧
Sport Chalet 运动木屋
I was totally burned out when I went home to Pasadena in January 1995. Ten months of playing Laocoön to the snakes of Northern California, however enriching, had me ready for some R&R in France. Ten days after I got home, however, I got thrown into the breach again. 1995 年 1 月，当我回到帕萨迪纳的家时，我已经筋疲力尽了。十个月来，我在北加州的 "蛇 "们面前扮演着 "拉奥孔"（Laocoön）的角色，无论多么充实，我都准备好去法国好好放松一下了。然而，回家十天后，我又被推上了工作岗位。
Sport Chalet was a chain of forty-seven big, upscale stores in Southern California. Their personnel are known for their expertise, whether in skiing, mountaineering, or fishing, and it was the biggest SCUBA retailer in the U.S. (mostly by default, as most SCUBA is sold by individual retailers). I had served on its board in 1993 a little while after it was taken public. The founder sold 25 percent of his interest to the public at about in October 1992. I had Sport Chalet 是一家在南加州拥有 47 家大型高档连锁店的公司。其员工以滑雪、登山或钓鱼方面的专业知识而闻名，它还是美国最大的水肺零售商（主要是默认的，因为大多数水肺都是由个体零售商销售的）。1993 年，在该公司上市后不久，我曾在董事会任职。1992 年 10 月，创始人以约 的价格向公众出售了他 25% 的股份。我当时
quit the board in 1994 when I took the Northern California job. 1994 年，当我接受北加州的工作时，我退出了董事会。
Just as I returned home to Pasadena, the board parted company with its CEO and asked me to fill in and recruit a new CEO. The stock was down to and there was some sense of urgency. I guess! My first meeting was with their banker who told me that as soon as Sport Chalet' s line of credit expired fifteen months hence, they would not renew. That does focus the mind wonderfully. 就在我回到帕萨迪纳的家中时，董事会与首席执行官分道扬镳，要求我填补空缺并招聘新的首席执行官。当时公司股价已跌至 ，我有一种紧迫感。我猜也是！我与他们的银行家进行了第一次会面，他告诉我，一旦运动木屋的信用额度在 15 个月后到期，他们将不再续约。这确实让人精神为之一振。
The company had suffered from a year with no snow, 199495, yes, but its real problems were structural-of which the most glaring was an almost total lack of controls in buying merchandise. I forget how many hundreds of thousands of dollars of merchandise we liquidated in the next few weeks, but it was a lot. Briefly, because I was there only nine weeks, but nine weeks in which I think I did some of my best managerial work, and we cleaned it up. 1994 年至 1995 年这一年，公司没有下雪，这一点没错，但公司真正的问题是结构性的，其中最突出的是在购买商品时几乎完全缺乏控制。我忘了在接下来的几周里，我们清算了多少件价值数十万美元的商品，但数量确实不少。时间很短，因为我只在那里工作了九个星期，但在这九个星期里，我想我做了一些最出色的管理工作，我们把它清理干净了。
I hired Kim Robbins as General Merchandise Manager. She had been a major executive at the Carter Hawley Hale department store complex. Kim, who stayed her one-year contract, did a great job of rationalizing inventory and buying procedures. Dennis Trausch, the veteran director of stores, came up with innovative compensation plans for the stores, which took hold quite quickly. And Bob Haueter, the head of advertising, and I hit it right off. 我聘请金-罗宾斯（Kim Robbins）担任商品部经理。她曾是卡特-霍利-黑尔百货公司的主要负责人。金-罗宾斯的合同为期一年，她在合理安排库存和采购程序方面做得非常出色。丹尼斯-特劳施（Dennis Trausch）是资深的商店主管，他为商店提出了创新的薪酬计划，并很快得到了认可。广告部主管鲍勃-豪特（Bob Haueter）和我一见如故。
We stopped virtually all newspaper advertising, thereby taking a great strain off the buying department-assembling hundreds or thousands of SKUs for a print ad is a nightmareand went exclusively to radio. That really worked. As Bob told me afterward, Sport Chalet "own[ed]" radio in the sporting goods field. 我们几乎停止了所有的报纸广告，从而减轻了采购部门的巨大压力--为印刷广告准备成百上千的 SKU 简直就是一场噩梦，因此我们只做广播广告。这一招果然奏效。正如鲍勃事后告诉我的那样，运动木屋 "拥有 "了体育用品领域的广播。
This is one of the most important things I can impart: in any troubled company the people at lower levels know what ought to be done in terms of day-to-day operations. If you just ask them, you can find answers. In the case of Thrifty 这是我所能传授的最重要的东西之一：在任何一家陷入困境的公司里，下层员工都知道在日常运营方面应该做些什么。只要你问他们，就能找到答案。就 Thrifty 公司而言
Drug, those poor, beat-up store managers gave me an earful. A deeply troubled company is always the fault of the CE0, the board of directors, and the controlling stockholders who appoint those worthies. It is never the fault of frontline troops. 毒品，那些可怜的、挨打的商店经理给了我一个耳光。一家深陷困境的公司总是行政长官、董事会和任命这些贵人的控股股东的过错。这绝不是一线员工的错。
As to why I quit: given the environment, I was unwilling to lure a competent person into the CE0 position. Enough said. Tom Petruno did a very good job of covering the story in the Los Angeles Times. 至于我辞职的原因：鉴于当时的环境，我不愿意把一个有能力的人引到 CE0 的职位上。说得够多了。汤姆-佩特鲁诺（Tom Petruno）在《洛杉矶时报》上对此事做了很好的报道。
Enough progress was made after I left so another bank stepped up to the plate in 1996 and renewed the line of credit. And then it began to snow, so Sport Chalet remained among the living, unlike Thrifty and those Northern California businesses. 在我离开后，由于取得了足够的进展，另一家银行在 1996 年挺身而出，续签了信贷额度。后来，天开始下雪了，运动木屋仍旧苟延残喘，不像 Thrifty 和北加州的那些企业。
In the latter two, my tenures were successful in that the stock of the parent companies jumped sharp1y after we liquidated their problem subsidiaries. They were financial successes. But Sport Chalet, curiously, was the most satisfying because it was an operational success. 在后两个项目中，我的任期是成功的，因为在我们清算了有问题的子公司后，母公司的股票大幅飙升。这是财务上的成功。但奇怪的是，运动木屋最令人满意，因为它在运营方面取得了成功。
It was a good way to end a career as a CEO that had begun in 1958 . 这为他从 1958 年开始的首席执行官生涯画上了圆满的句号。
Consultant Coulombe 库隆贝顾问
Ever since I left Trader Joe' s, companies have called and asked me to "consult." I have always had an allergic reaction to consultants. At Hughes Aircraft in the 1950s, I had observed that consultants were brought in to tell management what the latter already knew but didn' have the political clout to say. 自从我离开乔氏超市后，就不断有公司打电话来请我去做 "顾问"。我一直对顾问有过敏反应。20 世纪 50 年代在休斯飞机公司工作时，我曾观察到，公司请来顾问是为了告诉管理层他们已经知道的事情，但却没有 有政治影响力说出来。
The would-be clients who called me out of the blue, however, didn' t want consultation, they wanted a magic wand. These clients were in such desperate shape that, figuring they had nothing else to lose, they brought me in as a 然而，那些突然给我打电话的潜在客户要的不是咨询，而是魔杖。这些客户已经走投无路了，他们认为自己已经一无所有，于是把我当成了
consultant for per hour. Some of them thought that the "miracle" (in their ignorant eyes) of Trader Joe' s could be re-created on no matter what rotten foundations of financing; employee relations; screwing around with the female employees; terrible real estate leases; and a general absence of planning, organization, or control. 。他们中的一些人认为，乔氏超市的 "奇迹"（在他们无知的眼中）可以在融资、员工关系、与女员工乱搞、糟糕的房地产租赁以及普遍缺乏规划、组织或控制等腐朽的基础上重新创造出来。
Not too surprisingly, therefore, most of my "clients" who showed up were already in such extremes that they are no longer with us. Among them are a liquor store chain with a debt to equity ratio of 1, 600:1 (you think I' m kidding!) ; a convenience market chain that I hastily dropped as soon as I learned that the owner had canceled his workers' compensation insurance because it was too expensive because the stores had been held up so often; and a chain that sold spandex garments to teenyboppers. There, the visual compensation exceeded the monetary. 因此，我的大多数 "客户 "都已陷入绝境，不再与我们合作，这并不太令人惊讶。其中有一家连锁酒类专卖店，负债与股本的比例高达 1,600:1（你以为我在开玩笑！）；还有一家连锁便利店，当我得知店主取消了工伤保险，原因是太贵了，因为商店经常被拖欠工资后，我就匆忙放弃了这家店；还有一家专卖氨纶服装给青少年的连锁店。在那里，视觉补偿超过了金钱补偿。
That was a pretty good business, but it was mall-traffic dependent. In the pit of the post-Cold War depression, almost every department store in California was in Chapter 11, which killed traffic in the malls that they anchored. 那是一门相当不错的生意，但它依赖于商场的客流量。在冷战后的经济萧条时期，加州几乎所有的百货公司都陷入了破产保护，导致它们所在商场的客流量锐减。
Spandex-bop, we' 11 call it, had a rather unique personnel problem: the store managers were all women who had been promoted because as teenaged sales clerks they were profitably empathetic with the teenybopper clientele from whose common chrysalis they had so recently emerged. 我们称之为 "Spandex-bop"，它有一个相当独特的人事问题：店长都是女性，她们被提拔的原因是，作为十几岁的销售员，她们对十几岁的顾客有很强的同理心，因为她们刚刚从这些顾客的共同 "蛹 "中脱颖而出。
As they aged, however, to let' s say, over twenty-five, their ability to serve as role models for squeezing teenyboppers into spandex seemed to, uh, sag. Their vocabulary no longer was, like, au courant. They were killing the business. They were like thirty-eight-year-old quarterbacks but without beer distributorships to retire to. Sure, here and there we found a Lou "The Toe" Groza, still kicking field goals at age fifty, but most of them, taking a snap from center, kept it right at the waistline. 然而，随着年龄的增长，比方说超过 25 岁，她们作为把青少年挤进氨纶衣服的榜样的能力似乎，呃，下降了。他们的词汇也不再新潮。她们正在扼杀这门生意。他们就像三十八岁的四分卫，但却没有啤酒分销商来养老。当然，我们时不时会发现 "脚趾 "卢-格罗扎（Lou "The Toe" Groza），50岁了还在踢球，但他们中的大多数人，从中锋位置接球时，都会把球踢在腰线上。
They had to be replaced: I could envision a class action age discrimination lawsuit filed by twenty-five-year-old exboppers. Too late did I think to reread the last, sad 他们必须被取代：我可以想象，二十五岁的前舞女们将提起集体年龄歧视诉讼。太晚了，我才想起重读最后那段悲伤的
encounter between Humbert Humbert and a now-matronly Lolita, just in case Nabokov had encoded some advice for us. Fortunately, I guess, the guy financing the enterprise correctly foresaw four more years of California depression and empty malls, and pulled the financial life-support system. So everybody, super-annuated or not, got laid off. 我想，如果纳博科夫在书中给了我们一些建议的话，我们就可以在书中看到亨伯特-亨伯特和如今已成为母亲的洛丽塔之间的邂逅。我想，幸运的是，为这家企业提供资金的人正确地预见到加州还会有四年的萧条和空荡荡的商场，于是撤掉了金融生命支持系统。于是每个人，不管有没有超级年金，都被解雇了。
Speaking of spandex, more than once I got involved with clients where the CEO had a very special assistant who ran customer relations or advertising or merchandising. One of those men being very specially assisted into oblivion was an heir in his fifties trying to prove, successfully, that it does not require three generations to go from short sleeves to shirtsleeves, just two. What I remember most vividly was the well-stocked mirrored bar behind his desk in which my disapproving frown was captured at each of our consultations. 说到氨纶，我曾不止一次地接触过这样的客户，他们的首席执行官有一位非常特别的助理，负责客户关系、广告或商品销售。其中有一位五十多岁的继承人，在他的特别帮助下，成功地证明了从短袖到衬衫袖并不需要三代人的努力，只需要两代人。我记得最清楚的是他办公桌后面的镜子吧台，每次咨询时，我不以为然的皱眉都会被记录下来。
Partly, however, that disapproving frown was directed at myself, as in "What in the hell am I doing this for? You know this jerk won' close the bad stores; or he should start paying decent wages; or . . ." 然而，这种不赞同的皱眉部分是针对我自己的，就像 "我这样做到底是为了什么？你知道这个混蛋不会 关闭那些糟糕的商店；或者他应该开始支付体面的工资；或者......"
Now, I consult for troubled clients only on a pro-bono basis. It is psychologically more profitable. And I get a lot of Umberto Eco laughter from the crazy schemes that get presented to me. 现在，我只为有问题的客户提供无偿咨询服务。这在心理上更有利可图。我还能从那些疯狂的计划中获得很多翁贝托-艾柯（Umberto Eco）的笑声。
Serving on Boards 在董事会任职
Since 1989, I have served on the boards of directors of some really interesting companies. The four years with Canned Foods Grocery Outlets were quite rewarding. How else would I have seen Blackfoot, Idaho? The company is tremendously successful and, better yet, it really helps poor people have access to cheap food. 自 1989 年以来，我曾在一些非常有趣的公司的董事会任职。在罐头食品杂货店的四年时间里，我收获颇丰。要不然，我怎么会看到爱达荷州的布莱克福市呢？这家公司非常成功，而且，它真正帮助穷人获得了廉价食品。
The two years on the board of a California bank during the depths of the real estate depression in 1992-94 were really, how shall we say it, tense? The Federal Deposit Insurance Corporation regards itself as a secondary insurer of your 在 1992-94 年房地产萧条最严重的时期，我在加利福尼亚一家银行董事会工作的两年时间，怎么说呢，真的很紧张？联邦存款保险公司将自己视为您的第二保险人。
bank deposits: the net worths of the directors are primary. On the other hand, I did have a degree in monetary policy from Stanford and it was sort of fulfilling to sit at the same table with controllers from the Federal Reserve while the status of the Bank hovered between CAMEL 3 and CAMEL 4. If you don' know the meaning of that acronym, you' re lucky. 银行存款：董事的净资产是首要的。另一方面，我确实拥有斯坦福大学的货币政策学位，当银行的状况在 CAMEL 3 和 CAMEL 4 之间徘徊时，能与美联储的控制人员坐在同一张桌子上，也算是一种成就感。如果你不 知道这个缩写的意思，那你就太幸运了。
I quit the board at the time I took the Provigo job because you cannot afford to be an absentee bank director. I attended not only the monthly board meetings but loan committee meetings and audit committee meetings. There' s no way I could do that from Northern California. The bank' s condition, however, did improve. Its stock rose 50 percent during my tenure. So, when I left and cashed in my stock options, I made a , profit which we gave to the Los Angeles Opera Co. to underwrite a production of my favorite opera, The Marriage of Figaro starring the great baritone and nice man Tom Allen. 我在接受 Provigo 工作时退出了董事会，因为银行董事不能缺席。我不仅参加每月的董事会会议，还参加贷款委员会会议和审计委员会会议。在北加州我不可能做到这一点。不过，银行的状况确实有所改善。在我任职期间，它的股票上涨了 50%。因此，当我离开并兑现我的股票期权时，我赚了 ，我们把这笔利润捐给了洛杉矶歌剧院公司，用于制作我最喜欢的歌剧《费加罗的婚礼》，由伟大的男中音和好人汤姆-艾伦（Tom Allen）主演。
Presently I' m on the boards of several companies, and since they' re very much among the living, I' 11 say no more except that I find board work satisfying, challenging, and appropriate to my age. 目前，我是几家公司的董事会成员，由于他们都是在世的人，我就不再多说什么了，只想说，我觉得董事会的工作令人满意、富有挑战性，而且适合我的年龄。
Au Revoir. 再见
What can be said of board work can be said about writing this book. It was satisfying, challenging, and appropriate to my age. Joseph Conrad said in The Mirror of the Sea, 板书工作可以说是写这本书的一部分。它令人满意，充满挑战，而且适合我的年龄。约瑟夫-康拉德在《海之镜》中说：
To deal with men is as fine an art as to deal with ships. Both men and ships live in an unstable element, and are subject to subtle and powerful influences, and want to have their merits understood rather than their faults found out. 与人打交道和与船打交道一样，都是一门高超的艺术。人和船都生活在不稳定的环境中，都会受到微妙而强大的影响，都希望别人了解他们的优点，而不是发现他们的缺点。
I hope you have understood my merits more than you have found out my faults. 我希望你们对我的优点的理解多于对我缺点的发现。
List of Companies 公司名单
Here is a partial list of companies with which Joe Coulombe has been associated, whether as an owner, chief executive officer, member of the board of directors, employee, or consultant: 以下是乔-库隆比以所有者、首席执行官、董事会成员、雇员或顾问身份与之有关联的公司的部分名单：
Pronto Market #1: Pacific Palisades, California, the first Pronto Market! Pronto Market #1：加利福尼亚州太平洋帕利塞德，第一个 Pronto Market！
1966 .
The first Trader Joe' s, just before it opened! 第一家乔氏超市，刚刚开业！
1973 .
Joe and Bob Berning' s daughter Christina stomping juice from grapes in Trader Joe' s short-lived winery. 乔-伯宁（Joe and Bob Berning）的女儿克里斯蒂娜（Christina）在乔贸易商的短命酿酒厂里踩葡萄汁。
1973 .
More winemaking! Bob Berning (left) drops the grapes from the hopper, while Leroy Watson keeps everything flowing smoothly into the barrels. 更多酿酒！鲍勃-伯宁（左）将葡萄从料斗中倒入酒桶，勒罗伊-沃森则负责将所有葡萄顺利倒入酒桶。
1975 .
Joe poses with a wheel of "Closed Eye Baby Swiss” in the cheese aisle. 乔在奶酪货架上与一轮 "闭眼小瑞士 "奶酪合影。
1975 .
The zig-zag method of displaying wine bottles showed more faces than flat rows and created more open space. These displays, called "concave shelving," were made by hand from 4' 5' sheets of plywood with a large semicicle cut out by store workers during their offhours. 与平排相比，"之 "字形酒瓶陈列方式能展示更多的酒瓶面，并创造出更多的开放空间。这些陈列架被称为 "凹形货架"，是由 4' 5' 的胶合板手工制作而成，并由商店工人在下班时间切割出一个大的半圆形。
1975 .
Joe visits one of his stores. 乔参观了他的一家商店。
Lifelong friends and business buddies, Leroy Watson (left) and Joe Coloumbe get together in 2013 to spin tales about the old days of Trader Joe' s and reminisce about their accomplishments. Leroy Watson（左）和 Joe Coloumbe 是一生的好友和生意伙伴，2013 年他们聚在一起，畅谈乔氏贸易商行的往事，回忆他们取得的成就。
2010 .
Joe and his wife, Alice, in their backyard. 乔和妻子爱丽丝在自家后院。
2014
Joe poses with a portrait he painted of himself with his grandchild napping peacefully on his lap. 乔与自己画的肖像合影，孙子在他腿上安详地打盹。
A11 quotes from the Threepenny Opera are based on the Loew' s-MGM original (American) cast recording issued about 1960, starring the great Lotte Lenya. A11 引用的《三重门歌剧》是根据 Loew's-MGM 大约于 1960 年发行的原版（美国）演员录音制作的，由伟大的 Lotte Lenya 主演。
Sophrosyne is an ancient Greek concept of an ideal of excellence of character and soundness of mind, which when combined in one well-balanced individual leads to other qualities, such as temperance, moderation, prudence, purity, decorum, and se1fcontrol. Sophrosyne 是古希腊的一个概念，指的是一种理想的优秀品格和健全的心智，当这种品格和心智结合在一个平衡的个体身上时，就会产生其他品质，如节制、适度、谨慎、纯洁、礼仪和自控力。
