本文授權轉載自 Andrew Yang（Co-Founder & Director at Presentality）

原文：How to build 1000 Restaurants in 24 months — The REBEL method

印度餐飲新創 Rebel Foods 是我看過最會寫文章 promote 自己的新創之一。我當初就是因為看到一篇他們在 Medium 上發表的文章，開始注意到他們。

這是一條台灣很少新創會走的路：透過一篇非常高品質又易讀的英文文章，來讓國外的潛在客戶、夥伴、投資人等等認識他們。其實，在這個每個公司都用 PPT 的年代，有文章反而是一個很不一樣的地方。

今天，我們來分析 Rebel Foods 的主要文章是怎麼寫的，取出一些小撇步。

文章結構：
1. Core philosophy：
挑戰現況 - 所以我們做了之前沒人敢做的事情：在兩年內打造1000家餐廳 (也讓大家知道他們的野心)。

1. Changing trends：
   餐飲趨勢的改變，帶給他們前所未有的機會 (讓大家知道，他們是站在風口上的)。
2. Unique approach：
   因應趨勢，他們選擇了獨特的作法，讓他們有機會在兩年內打造了1000多家餐廳 (強調他們作法有多麼不同)。
3. Proof of success：
   用一目了然的方式，呈現驚人的成果。
4. Keys to success：
   成功的關鍵，在於他們打造了五個核心能力。
5. Next steps：
   這只是開始！下一階段，野心更大。

用最直白，數字化的野心作為標題

從一開始，他們的標題就必定抓住注意力：

How to build 1000 Restaurants in 24 months — The REBEL method

直接明瞭的，用數字說出一個驚人的目標。

如果你的公司有這樣的目標，別想太多，直接用！

闡述他們與眾不同的 Core Philosophy

接下來，他們解釋為何他們把名稱從之前的 Faasos 改成 Rebel Foods，這個地方我們不用管背景故事，但他們解釋的方式很不錯：

This new moniker truly captures the company’s essence — forever challenging the status quo, never saying “that hasn’t been done before”, always questioning main-stream. Now that we are seeing the first glimpses of the fruit of our contrarian approach, it is time to give ourselves an identity that befits our character. Hence, Rebel Foods.

他們的風格就是直率：挑戰現況。

在寫這種英文的時候，最好的就是用簡單的文字、簡短的字句：

• Forever challenge the status quo
• Always question the mainstream

很長的句子，是「學術界」比較常見的，比較給人拖泥帶水的感覺，就像：

Our overarching philosophy is to present challenges to pre-existing methods of operating in the food and beverage market, and to reconsider current assumptions regarding the optimal approach to developing a national-scale restaurant chain.

還沒讀完，你的讀者都睡著了。

好，下一段：

As rebels building a restaurant business, we asked ourselves a question: “HOW CAN WE BUILD 1000 RESTAURANTS IN 24 MONTHS? AND 10000 OF THEM IN 5 YEARS?”

While a normal restaurant business would never ask such a question, we did. And now that we have achieved the first milestone, I thought it would be a good time to reflect on our journey so far and offer some insights into what we have accomplished and how we will continue to blaze new trails into the future.

有沒有注意到，他們不是單純把「目標」平淡的寫出來，而是好像在跟讀者對話一樣，回想當初他們問自己的問題：我們做得到嗎？

而且他們還加了一句：

While a normal restaurant business would never ask such a question, we did.
正常的餐飲業根本不會問這種問題。但我們問了。

透過文章，他們不斷在強調自己的不同：他們是 Rebels！

然後，他們寫：

I thought it would be a good time to reflect on our journey so far and offer some insights into what we have accomplished

他們當然是要推銷自己，但他們不這麼寫，而是：我們無私的分享一些洞見。

在進入細節之前，先透露一些成果 (以免有些人沒看到)

緊接著下一段：

Today, we can safely say we are world’s largest delivery only / internet restaurant company, and by a wide margin. At 1100+ individual internet restaurants, in 15 Indian cities, we have indeed come a long way in the last 24 months. It’s still Day 1 (as the other JB would say :)), but we know we are on to something very, very big. We have a once-in-a-lifetime opportunity to change a 500-year-old industry.

把他們最驚人的成就說出來：全世界最大的純外送/網路餐飲公司。

而且要說野心，就要用有野心的字眼：

We have a once-in-a-lifetime opportunity to change a 500-year-old industry.

分析趨勢：為何他們站在風口上

下一段：

The explosive growth of food delivery, led by aggregators and of the sales of restaurant brands worldwide (check McDonalds and Domino’s global sales and value growth over the last few years), point to one thing: just like every other consumer industry, Food and the business of restaurants is undergoing a structural shift wherein there are two parts — The Brand and The Distribution.

這裡，他為什麼要寫這個？

因為厲害的生意人，不只是看自己的生意，也會注意時代跟趨勢的變動。

他這裡告訴我們的，是餐飲產業正在發生重大的改變。

然後，他也用 "framing" 的手法，教我們如何看這個變動，為他接下來要說的事情鋪陳：

there are two parts — The Brand and The Distribution.
要看這些改變，就要看兩個部分：品牌、跟通路。

下一段我們就會知道，他為什麼這麼寫：

In every industry — from FMCG to Durables, Clothing, Travel, and Entertainment, there are strong global brand owners (Unilever, Nike, Disney, Marriott) and strong retailers (Walmart, Amazon, Expedia, Netflix).

Until just five years ago, Food was the only vertical where the brand owner and retailer/distributor were the same — you walked into a Starbucks for a coffee or a McDonalds for a burger. That is changing rapidly.

Today there are Restaurant Brands and Distributors (Swiggy, Zomato, Ubereats, FoodPanda, Doordash). Of course, like every other consumer sector, there will be private labels from retailers / distributors and brand owners will have some retail presence, but the broad split will be there. Otherwise Amazon would also be Apple and Mariott would be Expedia.

中間的那段，可能是整篇文章最關鍵的部分喔！

直到五年前，餐飲界的品牌跟通路都是相同的公司包辦的，但這個變了！

這個為什麼重要？因為如果市場沒有改變，原本的巨頭都還是稱霸天下的，像 Rebel Foods 這樣的新公司，不會有機會。

緊接著，他告訴我們為什麼這個改變是無可抵擋的：

This is an irreversible shift, because it’s more efficient and the world generally moves to the most efficient frontier. It is more efficient if Restaurants focus on brand building, supply chain, culinary innovation, robotics-led process and quality production, and if Aggregators focus on ordering choice, fleet management, drones and other logistics innovation — Data and Technology being the common factors for both the Restaurants and the Aggregators. The benefits are tremendous -

a) Customers will have increasingly better food and faster delivery,
b) The food delivery market will expand tremendously with lower CAC, and
c) Specific innovation will drive down the cost of business.

對，因為這讓整個產業更有效率，顧客也得到更好的產品跟服務。

把「趨勢」解釋成他們的「機會」

趨勢很不錯，但如果一直講趨勢下去，讀者會忘記這篇文章在幹嘛。

所以他就帶回到 Rebel Foods，跟我們說為什麼這些趨勢對他們有利：

This primarily meant, delivery-only restaurant brands could be built on internet, without worrying about building distribution / retail. A few quarters back, we saw this trend and thought, “we can scale Restaurant Brands 10x faster than today”.

With only 100K restaurants in India (compared to 7Mn+ in China), and with 90% of them unorganized, we realized we had a terrific opportunity to build India’s largest restaurant brands, riding on our cloud kitchens, supply chain network, culinary expertise and technology. And on exploding Distribution, as recounted above. And thus came our idea of “ One Cloud Kitchen = Multiple Restaurant Brands”.

哇噻。

這個厲害了：因為「外送」這一塊切出來，而且放在網路上，他們有機會把餐飲品牌用10倍的速度規模化！

而且，這裡有一個大家不一定注意到，但非常重要的：

With only 100K restaurants in India (compared to 7Mn+ in China), and with 90% of them unorganized.
大陸有7百萬間餐廳。印度只有十萬家，而且沒有被組織起來！

這個太驚人了。

就算不懂餐飲產業的人，也可以想像，這個對他們來說是多大的機會。

但他們要怎麼抓住這個機會？

就是：

And thus came our idea of “ One Cloud Kitchen = Multiple Restaurant Brands”.
一間雲端廚房 = 多個餐飲品牌

說實在，這裡的邏輯銜接的不是很好。因為從「只有十萬家餐廳」到這個方法，關聯是什麼？(我也是因為服務過雲端廚房的客戶，才可以理解)

他們下一段有稍微解釋：

After testing the hypothesis, we took two momentous decisions:

a) Build multiple restaurant brands riding on the same kitchen network and
b) Becoming channel agnostic or omni-channel, so that customers can enjoy offerings regardless of the distribution partner.

這裡他們寫了一個很不尋常的字：Hypothesis (假設)。

通常很少企業會說，我們的運行方式，是一個假設！他們反而會很自信的覺得，我們的方向就是對的，然後說服投資人。但 Rebel Foods 用「假設」的字眼，傳達他們很誠實，很 open，說自己可能是錯的。

他們測試了假設之後，做了兩個重大決定 (這裡用 momentous 很貼切，因為跟 momentum 很接近，給人往前發展的感覺！)

這個接續到下一段：

These two decisions changed everything; putting us on the path of actually building 1000+ restaurants in 24 months. We worked on seven individual delivery only / internet restaurant brands in large categories such as Biryani, Meals, Pizza, Dessert, Chinese, World Cuisine, and Beverages and scaled each of them to most of our cloud kitchen network across India (176 kitchens in 15 cities).

The pace of restaurant count and revenue growth far outstripped the number of kitchens built. Our number of restaurants across India grew exponentially, while we added only 50 more kitchens. And, our revenue grew exponentially as well — 5 times in 24 months. And with that came the economic advantages of a low rent-to-sales ratio, kitchen break-even in < 3 months, super-fast pay back on capital, and zero location risk, all of which I outlined in my earlier story.

注意到了嗎？他們不是只是直白的說：喔，後來發生什麼事，淡淡的把成果舉列出來 (台灣的企業，肯定就會這樣做...）

他們寫：

These two decisions changed everything; putting us on the path of actually building 1000+ restaurants in 24 months.

這兩個決定，改變了一切！

而且，改變了他們公司的發展道路：Path。

“Put us on a path of..." 在英文讀起來，放遠來看，是非常厲害的。另一種寫法，是：

These two decisions changed the trajectory of Rebel Foods forever.

用視覺展現成果，一目了然

然後他不跟你囉嗦，寫一大堆數字，而是直接給你看視覺：

Holy. Sh*t

第二張圖表，更威...

這種圖表，就不分析了，因為很少公司做得到。

乘勝追擊，訴說他們建立多厲害的能力

寫到這裡，已經很囂張了，所以他收斂一下，透露其實做了很多努力：

Admittedly, it took us some doing.

The concept of “one cloud kitchen=Multiple restaurants” may sound an obvious one, but it’s essentially the tip of the proverbial iceberg. We realized this as we got down to execution. 24 months into this journey, we can now say that we have got the playbook figured out to a large extent. We had to build five strong competencies / pillars, as described below, to execute on this idea, some of which we already had and some others we had to build on the fly, while growing super-fast.

這邊的關鍵是這個：

We had to build five strong competencies / pillars, as described below, to execute on this idea, while growing super-fast.

為什麼要寫這個？

就是要讓你直到，我們做的事情有多。困。難。

一邊快速成長，一邊打造五種不同的能力。

投資人看到，肯定覺得你們實在是太厲害了，我整個就投對了。

就算寫細節，也要凸顯不得了的地方

下一段，就是解釋五種不同的能力。

這裡，我只貼兩段就好了。

第一段：

In the last 24 months, we launched and scaled 280 different menu items across brands, as we kept iterating to get the product-market fit right for each of the brands. This was possible because of our core team of super-chefs, who kept working relentlessly on delightful recipes. However, it was not enough to innovate on products alone, it required building scalability around it, so that we could launch them across the nation without the requirement for skilled chefs in each of our kitchens. Biryani is a prime example of how this took many iterations before we could find the formula for making biryani fresh in every kitchen. This was a game changer for us.

他不時的就會寫誇張點，連廚師也寫成 Super Chefs。

然後也強調他們不斷測試，改進：We kept iterating to get the product-market fit right。

他也寫到重點，這個抓到很重要：

it required building scalability around it, so that we could launch them across the nation without the requirement for skilled chefs in each of our kitchens... This was a game changer for us.

很多新創在寫營運細節的時候，不只是無聊，也不會強調真正特別的地方。

他沒犯這個錯，直接跟你說 "game changer" 是什麼：就是把餐點設計成，在印度任何一個角落的廚房，不需要厲害的廚師，都可以外送，而且品質固定！

可以寫的非常，非常的細，展現自己的專業

好，第二段：

From distinct google polygon architecture (dynamic delivery radius) for a multi-brand operation from a kitchen to managing each step of the kitchen ops — queueing, load / prep time, batching of orders, out of the door algorithms, to inventory prediction based on consumption data, personal recommendation engine, deep integration with every aggregator, last mile delivery app, everything was built on a tech stack developed by our Engineers and Product Managers.

超級無聊，對不對？密密麻麻一大堆專業術語。

他們是故意的。

因為這一段只要讓讀者知道，他們是這領域的專家，很懂所有無聊的細節。

一篇文章如果前面已經很生動了，抓住讀者了，後面就比較可以這樣做。

其他幾個核心能力，其實寫的也不錯，不妨去看看。

開頭是野心，結尾當然也是野心拉

他結尾怎麼寫呢？當然就是給投資人大大們更大的希望：

And, as I said at the outset, we are just getting started.

We will keep creating / scaling relevant brands in specific markets (India and beyond) based on demand, trends, and efficiency.

這裡有一個很厲害的，就是他再度寫出他們跟其他人的不同地方。

其他人只想「打造好的品牌」，但他們不一樣：

And to do that, we don’t have to keep building physical locations. Instead, we can grow and delight customers for decades to come, without the burden of massive capital investment. After all, “the ability to build and scale strong brands efficiently” is the only thing that is better than a “strong brand.”

最後那句，是「對句」的不同寫法。

對句，可能是這樣：

Building a strong brand is good.
Building strong brands that scale - efficiently - is even better.

然後，因為他們是著重在數字上的，他們就用數字做結尾，寫出下一階段的目標：

We are now working on building a network of restaurants that is five times larger than any other in India and thereby becoming the largest Food player (internet or not) in the country — specifically, 10000 restaurants in the top 500 micro locations — within five years.

強。給他們鼓掌