英国卫报:奈斯派索的咖啡革命是如何被粉碎的(9)（打印版）

One major market has largely held out against Nespresso’s global conquest: the US.

有一个主要市场在很大程度上抵挡了奈斯派索咖啡机的全球攻势：美国。

Partly the company was too slow, beaten by Keurig’s K-Cup.

在一定程度上，奈斯派索行动太慢，被克里格公司的咖啡胶囊击败。

Where Nespresso aimed high, with sleek aluminium pods that emphasised quality, K-Cup’s plastic pods,

奈斯派索目标高远，其光亮的铝咖啡荚注重质量，而克里格的塑料咖啡荚注重便捷。

many of which until recently were non-recyclable, emphasise convenience.

后者的很多咖啡荚直到最近都是不可回收的。

The Nespresso system also sat uneasily in a coffee culture that prefers to drink coffee in enormous cups, ideally while driving.

在一种更喜欢用大杯子喝咖啡、最好是开车时饮用的咖啡文化中，奈斯派索感到不安。

“Americans are simply not looking for an espresso first thing in the morning,” said Jim Watson, a senior beverages analyst at Rabobank in New York.

“美国人早晨的第一件事不是喝浓缩咖啡，”荷兰合作银行驻纽约的饮料高级分析师吉姆·沃森表示。

“One of the biggest issues Keurig and Nespresso face is not making enough ounces. This is the land of the Starbucks venti.

“克里格和奈斯派索面临的最大问题之一是咖啡分量不足。这里是星巴克超大杯咖啡的天下。

People are used to getting a 16oz or even a 20oz coffee.”

人们习惯买一杯16盎司甚至20盎司的咖啡。”

In a bid to crack the US, Nespresso introduced a whole new range of machines – the Vertuo system, capable of delivering much larger portions.

为了打入美国市场，奈斯派索推出了一系列全新的咖啡机——Vertuo系统，它能够提供更大的咖啡量。

In 2015, it finally signed up Clooney to a North American deal; until then he had only been the face of the firm in the rest of the world.

2015年，奈斯派索最终和克鲁尼签订了北美代言合同，在那之前，他只是该公司美国以外地区的代言人。

Jean-Marc Duvoisin, who was CEO until the end of last year, told me that brand awareness went up by a multiple of “five or six” when Clooney arrived.

吉恩·马克·杜瓦辛去年年底前一直担任奈斯派索首席执行官。他告诉我，克鲁尼成为北美市场代言人后，品牌知名度提高了“五到六倍”。

But still, to this day, in the US Nespresso exists in the long, dark shadow of the K-Cup.

但是，直至今日，在美国，奈斯派索仍处于克里格长期、黑暗的阴影中。

Although Nespresso’s rise can be told in part as a triumph of branding, it also depended on a smart approach to patenting and design.

尽管，奈斯派索的崛起在某种程度上可以说是品牌推广取得的胜利，它也取决于在专利和设计上采取的精明策略。

One of Gaillard’s innovations was to rebalance the business towards making revenue from the capsules rather than the machines.

盖拉德的创新之一是重新平衡业务，使其从咖啡胶囊获利，而不是咖啡机。

Just as Gillette have traditionally made most of their money by selling the replacement razor blades rather than the first handle,

正如吉列传统上是靠销售更换的刀片获取大部分收入，而不是靠销售第一个手柄一样，

so Nespresso’s entry-level machines were sold at lower prices, in the knowledge that customers would have to keep buying the pods,

所以奈斯派索的入门级咖啡机以较低的价格出售，因为他们知道顾客将不得不继续购买这些咖啡荚，

because only Nespresso pods worked in Nespresso machines.

因为奈斯派索咖啡机只能使用奈斯派索咖啡胶囊。

For years, that model underpinned Nespresso’s global growth.

多年来，这种模式支撑着奈斯派索在全球的增长。

But eventually, would-be competitors spotted an opportunity to exploit the niche that Nespresso had created.

但最终，潜在的竞争对手发现了一个机会来利用奈斯派索所创造的利基市场。

Nestle had ploughed a decade of investment into a system

雀巢已经在这个咖啡系统上投入了十年的投资，

that got people to pay five times more for coffee at home than for traditional roast and ground: why not try to piggyback on that?

它让人们在家里花五倍于传统烤碎咖啡的钱来买咖啡：为什么不试着利用这一点呢？

In 2008, Gaillard launched the Ethical Coffee Company, which sold biodegradable capsules for Nespresso machines.

2008年，盖拉德成立了道德咖啡公司，该公司为奈斯派索咖啡机销售可生物降解的胶囊。

In 2010, the American firm Sara Lee started to sell capsules that worked in Nespresso machines.

2010年，美国公司莎莉集团开始销售在奈斯派索咖啡机上使用的胶囊。