A case in McDonald's franchising (工商导论presentation)
国家开放大学《商务英语4》Unit 4 Self-test试题及答案
一、选择填空题（每题10分，共5题）—Betty, we'll have a buffet party next Saturday. Will you join us?—_______ , Susan. Thank you!选择一项：A. I'd love toB. I'm afraid notC. By no means反馈你的回答正确解析：本题考核表达“回复邀请”的交际用语。
第一说话人邀请对方参加聚会，听者表示有兴趣参加，所以答案是A。
正确答案是：I'd love to—I had a really good weekend at the seaside.—____________.选择一项：A. Oh, that's very nice of youB. Oh, I'm glad to hear thatC. It's a pleasure解析：本题考核表达“赞赏”的交际用语。
第一说话人谈到在海边度过愉快的周末，选项A 表示感谢；选项Ｂ表示赞赏，选项C表示很乐意，所以答案是B。
正确答案是：Oh, I'm glad to hear thatTrademarks, proprietary service marks and regulations need _____ carefully.选择一项：A. to be observedB. be observedC. being observed译文：要认真遵守商标权、专属服务标志权和规章制度。
解析：句中need表示“需要，应该……”时，是实意动词，后面可以接动词不定式作宾语，但是动词不定式observe与主语之间是被动关系，所以答案是A。
正确答案是：to be observedWe didn't understand how difficult it was to ____ such a breakfast.选择一项：A. districtB. distributeC. distract译文：我们不明白配销这样一份早餐有多么困难。
特许经营的英语作文
特许经营的英语作文Franchising is a popular business model that allows individuals to operate their own businesses under an established brand. This system has gained traction worldwide due to its numerous advantages for both franchisors and franchisees. In this essay, I will explore the concept of franchising, its benefits, and some challenges faced by franchise owners.Firstly, franchising is characterized by a contractual agreement between the franchisor and the franchisee. The franchisor is the original owner of the brand and business model, while the franchisee is the individual who purchases the right to operate a business using the franchisor’s brand and system. This arrangement allows franchisees to benefit from a recognized brand and established operational practices, which can significantly reduce the risks associated with starting a new business.One of the main advantages of franchising is brand recognition. Franchisees can leverage the established reputation of the brand, which often leads to a quicker customer acquisition process. For instance, well-knownfranchises like McDonald's or Subway attract customers due to their familiarity and reliability. This brand loyalty can translate into higher sales and profitability for franchisees.Another benefit of franchising is the support provided by the franchisor. Many franchisors offer training programs, marketing assistance, and ongoing support to help franchisees succeed. This support can be invaluable, especially for those who are new to the business world. Franchisees can learn best practices and receive guidance on various aspects of running their operations, from inventory management to customer service.However, franchising is not without its challenges. One major concern for franchisees is the fees associated with operating a franchise. These can include initial franchise fees, ongoing royalties, and other costs, which can add up and affect profitability. Additionally, franchisees may have limited control over certain aspects of their business, as they must adhere to the franchisor's guidelines and policies. This lack of autonomy can be frustrating for someentrepreneurs.In conclusion, franchising is a viable business model that offers numerous advantages, such as brand recognition and support from the franchisor. However, it also presents challenges, including financial obligations and limited control over business operations. For individuals considering entering the world of franchising, it is essential to weigh these factors carefully to determine if it is the right path for them.中文翻译：特许经营是一种流行的商业模式，允许个人在一个已建立品牌的框架下运营自己的企业。
McDonald's Burger Doesn't Decay After 10 Years
McDonald's Burger Doesn't Decay After 10 YearsA McDonald's burger and fries bought in Iceland still hasn't decomposed after 10 years. The meal was bought just before McDonald's closed its three restaurants in the country.Hjortur Smarason heard that food from McDonald's doesn't decompose and wanted to find out if that was true. He bought his last burger and fries there on October 31, 2009, and they still have not decomposed.The meal is kept in a glass case in Snotra House, a hostel in Hella in southern Iceland. People can even watch the burger and fries online. The hostel owner, Siggi Sigurdur, told BBC News, "It still looks quite good actually.""It's a fun thing, of course, but it makes you think about what you are eating. There is no mold, it's only the paper wrapping that looks old."Smarason first kept the burger and fries in a plastic bag in his garage, but after three years, he gave them to the National Museum of Iceland. The museum later said it could not properly store food, and gave it back. After spending some time in a hostel in Reykjavík, they were moved to Snotra House.There may be a good reason as to why the burger and fries have not decomposed. McDonald's has said that when there is not enough moisture in the air, bacteria and mold cannot grow, so food does not decompose. Food scientist Bjorn Adalbjornsson from the University of Iceland confirmed this, adding that without moisture "food will simply dry out."。
麦当劳化
Due to McDonaldization, there are many imitated McDonad’s mode restaurants
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McDonald’s Newspaper Sandwich
Advertising
McDonald’s Free Wi-Fi Free Wi-Fi served at all McDonald’s restaurants.
Capccino
Define McDonaldization
According to Wikipedia, McDonaldization is firstly used by sociologist George Ritzer in his book The McDonaldization of Society (1993). It refers to a culture’s possession of the characteristics of fast-food restaurants. According to Ritzer, McDonaldization is a reconceptualization of rationalization, or moving from traditional to rational modes of thought, and scientific management. Where Max Weber used the model of the bureaucracy to represent the direction of this changing society, Ritzer sees the fast-food restaurant as having become a more representative contemporary program.
《国际贸易实务与操作》Chapter 1
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Section 1 Forms of International Business
Based on the methods of entering a foreign market, international business can be classified into three broad categories: trade, intellectual property rights and international licensing agreements, and foreign direct investment.
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Section 1 Forms of International Business
Government Controls over Trade Tariffs are import duties or taxes imposed on goods entering the customs territory of a nation. Nontariff barriers are all barriers to importing or exporting other than tariffs. One form of nontariff barrier is the technical barrier to trade, or product standard． Another type is export control.
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Section 1Forms of International Business
The exchange of technology and manufacturing know-how between firms in different countries through licensing agreements is known as technology transfer. Franchising is a popular form of licensing. The franchisee is allowed to use a trade name or trademark in offering goods or services to the public in return for a royalty based on a percentage of sales or other fee structure.
特许经营的例子英语作文
Franchise is a business model that has been widely adopted across various industries. It involves an agreement where the franchisor grants the franchisee the right to use their businesss successful methods,systems,and trademarks in exchange for a fee.Here are some examples of franchises in English composition:1.Fast Food Franchises:McDonalds is a classic example of a fastfood franchise.With thousands of locations worldwide,it has a standardized menu and service approach that franchisees follow to maintain brand consistency.2.Coffee Shops:Starbucks is a wellknown coffee franchise that has expanded globally. Franchisees benefit from the brands reputation and the training provided to deliver a consistent customer experience.3.Retail Franchises:Brands like7Eleven operate as convenience store franchises, offering a range of products and services to customers in various locations.4.Fitness Centers:Gym franchises such as Anytime Fitness provide a proven business model and support for franchisees to establish their fitness centers with the brands name and operational systems.cational Franchises:The tutoring and educational services sector also has franchises,like Kumon,which offers a methodical approach to learning and teaching, allowing franchisees to operate educational centers.6.Automotive Services:Jiffy Lube is an example of a franchise in the automotive service industry,providing oil changes and other maintenance services with standardized procedures.7.Real Estate Agencies:Some real estate companies,like RE/MAX,operate on a franchise model,allowing independent agents to associate with a wellknown brand while running their own businesses.8.Hotel Chains:Many hotel chains,such as Marriott and Hilton,use a franchise model for some of their properties,allowing independent hotel owners to operate under the brands name and standards.9.Beauty Salons:Franchises like Supercuts or Great Clips offer standardized hair care services across multiple locations,with franchisees adhering to the brands style and service protocols.10.Home Improvement Stores:Home Depot and Lowes are examples of home improvement stores that have franchised some of their locations,providing a wide range of products and services to customers.Each of these franchises operates under a specific franchise agreement that outlines the rights and responsibilities of both the franchisor and the franchisee.The success of a franchise often depends on the strength of the brand,the quality of the support provided to the franchisees,and the ability of the franchisee to adapt the business model to their local market.。
关于麦当劳的英语作文
关于麦当劳的英语作文McDonald's is a well-known fast food chain that has gained global popularity. With its iconic golden arches and delicious menu offerings, McDonald's has become a staple in many people's lives. In this essay, I will discuss the history of McDonald's, its impact on society, and itsfuture outlook.McDonald's was founded in 1940 by Richard and Maurice McDonald in San Bernardino, California. The brothers started off with a small barbecue restaurant and eventually expanded their menu to include hamburgers, fries, and milkshakes. In 1955, businessman Ray Kroc joined the company and helped turn it into the fast food giant it is today. McDonald's has since grown to become one of the largest and most successful fast food chains in the world, with thousands of locations in over 100 countries.One of the key factors in McDonald's success is its ability to adapt to different cultures and tastes. Whilethe core menu items like the Big Mac and Chicken McNuggets remain consistent, McDonald's also offers region-specific items to cater to local preferences. For example, in India, McDonald's serves a vegetarian menu to accommodate the country's large vegetarian population. This flexibility has allowed McDonald's to thrive in diverse markets and attract a wide range of customers.In addition to its menu offerings, McDonald's has also had a significant impact on society. The company has been a pioneer in the fast food industry, introducing innovations such as drive-thru service, indoor playgrounds for children, and all-day breakfast. McDonald's has also been a major player in the franchising business, providing opportunities for entrepreneurs to own and operate their own McDonald's restaurants. This has created jobs and economicopportunities in communities around the world.However, McDonald's has also faced criticism and controversy over the years. The company has been accused of contributing to the rise in obesity and health issues dueto its high-calorie, high-fat menu items. In response,McDonald's has made efforts to offer healthier options,such as salads and fruit smoothies, and has also committedto reducing the use of antibiotics in its meat supply chain. Additionally, McDonald's has been criticized for its environmental impact, particularly regarding packagingwaste and deforestation for cattle ranching. The companyhas taken steps to address these concerns by implementing sustainable sourcing practices and reducing its carbon footprint.Looking ahead, McDonald's is focused on continuing to evolve and meet the changing needs of consumers. The company is investing in digital technology to enhance the customer experience, such as mobile ordering and delivery services. McDonald's is also exploring plant-based menu options to appeal to the growing demand for vegetarian and vegan alternatives. Additionally, the company is committedto reducing its environmental impact and has set ambitious sustainability goals for the future.In conclusion, McDonald's has had a profound influence on the fast food industry and society as a whole. Thecompany's ability to adapt to diverse markets, provide economic opportunities, and innovate in response tosocietal concerns has solidified its position as a global leader in the food service industry. As McDonald's continues to grow and evolve, it will be interesting to see how the company shapes the future of fast food and makes a positive impact on the world.。
麦当劳 案例分析 英文
CASE STUDYThe main experience the success of the McDonald's restaurants(1)- QSCV marketing idea;(2) a strong new product development work, to innovate, to maximize meetthe new requirements of the customers, enhance competitiveness;(3) increase advertising costs greatly, there is no doubt that McDonald'shuge advertising expenses is it continue to the effective measures to maintain the leading position in the food industry;(4) standardized management;(5) - the franchise and chain operation management mode, namely thecompany sale branch franchise of 20 years, strictly for S, Q, C standardization, high dispersion of branch can be independent management mode.Q (Quality) represent the Quality of the product.Bread is not round and uneven without incision;Milk plasma receiving temperature below 4 ℃, high once return;A piece of burgers to pass more than 40 quality control inspection.S (Service) on behalf of the Service, including shop building fast is comfortable, the operating time of convenience, Service attitude of sales staff, etc.Smile is a feature of McDonald's, all training member show smiling face, lively, bright and customer talk, work, make customers feel satisfied.C (Cleanliness) on behalf of the clean.McDonald's employees in the specification, there is a provision which is "rather than against the wall to rest, got up and clean", ten thousand thousands of stores around the world all employees must comply with this provision.Employees before mount guard operation must be strictly with hand sanitizer disinfection sterilization, hands knead for at least 20 seconds and then rinse.V (Value) represent the Value.McDonald's food nutrition through scientific ratio, nutrition is rich, the price is reasonable.Let the customer enjoy fast food nutrition in the clean environment, this is called "value".McDonald's is the most successful fast food chain in the world today, in 72 countries at present set up more than 14000, 28 million customers a day, and with an average of 7.3 hours each new open a restaurant with the speed of development.And customers walk into any place, any a McDonald's restaurant, you will find that the building exterior, interior, food here to specifications and the attendant manners, clothing apparel, and many other aspects are strikingly similar, can give customers the enjoyment of the same standard.The corresponding countermeasures(1)McDonald's ordinary staff wages are lower, turnover rate of nearly 50%,this has to do with the pace of the McDonald's global expansion has an inevitable relationship too fast, employees, and a lot of money for business expansion, employee welfare treatment can reduce obviously, based on this, McDonald's should be appropriately raise welfare treatment of ordinary staff, at the same time, strengthen the construction of enterprise culture, strengthen the company's humanistic care to employees.(2)for a single McDonald's direction, the problem of risk, the nextMcDonald's should be keep in the fast-food industry established on the basis of the first to peripheral industry into the fast food industry, gradually transition, cross-industry investment again, can be in the hotel, real estate, toys and other industries, spread risk, will be built into a McDonald's fast food as the core of integrated companies.(3) as the McDonald's store, the more the expansion soon, other competitors pace of expansion is not slow, and fast food market capacity is limited, this leads to the increasing competition, and even some countries and regions have hots up, in the face of such situation, McDonald's should be good to strengthen their own competitive advantage and market position on the basis of steady, planned expansion, at the same time, constant product innovation and marketing innovation to attract customers, enhance market competitiveness.In addition to intensify advertising delivery, strengthen the company's internal management system innovation.(4) has repeatedly by Revelations of McDonald's food is not healthy, obviously now McDonald's more or less in the trust crisis, for this kind of situation, on the one hand, McDonald's should strengthen the supervision of food safety and quality, forming a set of complete quality supervision system, from the source to eliminate harmful food, on the other hand, McDonald's should roll out has a high nutritional value of food, the amount of fat, salt less of certain foods. CUSTOMERIs not only in China, McDonald's (project) in the United States has lost more and more customers, especially the young people.Disaster will never walk alone.Fu xi (project) events of July to the performance of McDonald's China has brought the huge impact, McDonald's now faces a much more profound problem - the United States are fewer and fewer young people to visit McDonald's.Technomic food industry research institutions,according to new data since early 2011, the number of monthly dinner at McDonald's, 19 to 21 consumers fell by 12.9%.As the world's largest restaurant chain institutions, the core of McDonald's customers has always been in their 20 s and 30 s of the consumers.Young customers reduce performance influence has brought obvious to McDonald's.In July, McDonald's global same-store sales 2.5% decline, this is the biggest drop since 2003.In the United States, the opening time to meet and exceed 13 months of McDonald's store's sales have been falling since the beginning of the year.For McDonald's, it is a bigger problem than fu xi events.Young customers reduce, not because they no longer like fast food.Is also a Technomic data, in the same period, consumers are turning to other leisure food, monthly visits to customers, 19 to 21, consumers have increased by 2.3%, 22 to consumers, 37, increased by 5.2%.Then why do more and more young people no longer like McDonald's?innovationThe core of McDonald's products has always been a burger, such as the big MAC and fries, accounted for 40% of total sales.But in recent years, the company's product innovation to a wrong direction: launched a wide variety of new products, but there are few successful innovative products.This is typical of big corporate innovation, and is invalid.So it is easy to understand why young people tired of McDonald's.trendAs a young man of the brand,McDonald's has lead, but not now.See now young people fascinated by those things: mobile phones, social networking, online shopping, games, McDonald's more often is a lively.Want to think you go to a McDonald's can do?Slowly, need to register, limited wi-fi, and more and more long waiting time.marketingSame as a consumer brand, win business network McDonald's (project) is not a good use of mobile phones and mobile Internet brings opportunity.McDonald's can do is to provide order of App, but for greater understanding and connection of consumers inadequate investment opportunity.Even in traditional marketing, McDonald's also behave isn't good enough, it is hard to imagine the "Chinese good voice" and "where dad" the mainstream program can't see the McDonald's in the main sponsor of this brand.Prior to the events in the fu xi (project), McDonald's China still enjoy high-growth benefits brought by the market.McDonald's set up shop in China last year, 275, its global McDonald's at the same time open a shop the record for the fastest growing, McDonald's China store plans for 300 this year.For any enjoy market benefits of company, ignore the change of the market will be the largest cost in the future.Both the Chinese market, and the global market, and now is a period of market environment changes.Even McDonald's stability better fast food company, also need to make a great adjustment to adapt to market changes.In thepast few years, McDonald's has made a bold attempt on the product.Since 2006, successively introduced the snack wrap, McAfee, fresh fruit smoothie and iced coffee and other st year, McDonald's attempts to reached a climax, launched a series of new products.Only in China, McDonald's has 17 kinds of Hamburg, 15 kinds of drinks.Too many products to McDonald's has brought many problems, including supply chain become more complex, customer waiting time is longer, but the most important thing is to make McDonald's lost focus.McDonald's chief operating officer Fang Zhenyu said publicly in January this year, the company "frequency of too much, to launch new products quickly, so many new products bring more complexity, lead to the development of our (in 2013)."To know in the 1940 s, McDonald's on the menu is only 9 kinds of food, including hamburgers, cheeseburgers, soft drinks, milk, coffee, chips and pie.For any company, product innovation does not mean that the number of accumulation, also is not just to join the localization of the element.A good product is to let the user feel excited and impulsive, food should do this.But for McDonald's, the need to change is not just a product.Deeper problems facing the company is how to reshape their brand, let yourself to become a friendly and attractive destination for the young.This social change too fast, and the young man happens to be the most sensitive that a group of people.If youcan't understand their customers and make a change, then a strong brand will be collapsed.Business is like that.不仅是在中国，麦当劳（专题阅读）在美国本土也流失了越来越多的顾客，尤其是年轻人。
kfc在中国成功
KFC's Radical Approach to ChinaGlobal companies face a critical question when they enter emerging markets: How far should they go to localize their offerings? Should they adapt existing products just enough to appeal to consumers in those markets? Or should they rethink the business model from the ground up?The typical Western approach to foreign expansion is to try to sell core products or services pretty much as they’ve always been sold in Europe or the United States, with headquarters watching closely to make sure the model is exported correctly. This often starts with selling imported goods to the expat community or opening one or two stores for a trial run. Once such an approach is entrenched, companies are reluctant to rethink the model. U.S. retailers and food corporations that have spent years saturating the huge home market tend to cling to what has worked in the past. Domino’s Pizza nearly failed in Australia because it underestimated the need to adapt its offerings to local tastes; only after it turned the country over to a local master franchisee did Domino’s become the largest pizza chain there.A master of adaptation is the Swiss food giant Nestlé, which has created an array of products that incorporate differing regional flavors—and cater to local tastes—in coffee, chocolate, ice cream, and even water. For a hundred years Nestlé’s country managers have been empowered to say no to the head office if a product or a campaign doesn’t suit their locales. Perhaps the greatest tribute to the strategy is that many consumers around the world believe Nestlé is a local company.One of the most impressive stories of a U.S. multinational in an emerging market is unfolding right now in China: KFC is opening one new restaurant a day, on average (on a base of some 3,300), with the intention of reaching 15,000 outlets. The company has achieved this success by abandoning the dominant logic behind its growth in the United States: a limited menu, low prices, and an emphasis on takeout.We recently studied KFC China’s transformation of the business model that had made Kentucky Fried Chicken a global brand, and we learned how, in the process, the company accumulated strengths and competencies that now pose formidable barriers to competitors. KFC China offers important lessons for global executives who seek to determine how much of an existing business model is worth keeping in emerging markets and how much should be thrown away.Five Competitive AdvantagesIn 1987, when the first Chinese KFC opened in Tiananmen Square, Western-style fast-food restaurants were unknown in China. Many Chinese still wore the tunic suits of the Mao era, and bicycles were the main means of transportation. KFC was a novelty, a taste of America. It was a place where residents with spending money could go for a special occasion. Although customers didn’t like the food much, KFC made steady progress, according to Sam Su, nowthe chairman and CEO of Yum! Brands China Division, which owns KFC and a number of other brands in the country.In 1992, after the Chinese government granted foreign companies greater access to markets, KFC China’s managers gradually developed the blueprint that would transform the chain. Like every other multinational in China, KFC made its way up the learning curve by trial and error. But the strategy that emerged was remarkably clear and embodied five truly radical elements: turning KFC into a brand that would be perceived as part Chinese; expanding rapidly into small and midsize cities; developing a vast logistics and supply chain organization; extensively training employees in customer service; and owning rather than franchising the restaurants.KFC China’s executives believed that the company’s U.S. model, although good enough to do moderately well in the largest Chinese ci ties, wouldn’t lead to the level of success the company sought. They understood that in China, as in many other developing countries, food is at the very heart of society, inextricable from national and regional cultures, and that an abundance of flavors and an inviting ambience would be necessary to win over consumers in great numbers.Execution of the strategy turned on a fluke of corporate ownership. With a closely involved parent, KFC China might not have been free to pursue its homegrown strategy. But the chain was then a unit of PepsiCo, which took a hands-off approach—it was more concerned with beating Coca-Cola than with selling fried chicken. As long as KFC China’s financial results were good, PepsiCo was happy. Su (who joined KFC China in 1989) created a knowledgeable, motivated top management team, hiring ethnic Chinese and painting a scenario they could believe in: The company they would build would make China a better place.KFC China’s five competitive advantages all depart from the U.S. model.KFC China’s Blueprint for SuccessInfusing a Western brand with Chinese characteristics.The company’s managers sought to stretch the brand so that consumers would see KFC as part of the local community—not as a fast-food chain selling inexpensive Western-style items but as restaurants offering the variety of foods and the traditional dishes that appeal to Chinese customers. They enlarged the outlets, which are about twice the size of those in the U.S., to allow for bigger kitchens and more floor space where customers can linger. They made a special effort to welcome extended families and groups. In the United States, by contrast, KFC outlets are designed primarily for takeout—most of the dining is done at home.KFC China’s menus typically include 50 items, compared with about 29 in the United States. The menu variety adds traffic and encourages repeat visits. The company introduces about 50 new products a year (some of them are offered only temporarily), compared with one or two in the U.S. Its executives have what they consider to be a very aggressive program for new product development, which is handled by a committee of managers from marketing, operations, product safety, and the supply chain. Menus offer spicy chicken, rice dishes, soymilk drinks, egg tarts, fried dough sticks, wraps with local sauces, and fish and shrimp burgers on fresh buns. Spiciness levels are very important to customers. In the chain’s early days, when the same recipes were served at all outlets, Shanghai customers complained that dishes were too hot, while diners in Sichuan and Hunan complained that they were too bland. So the company changed its recipes to suit the regions. It also offers congee, a popular rice porridge that is hard to make at home, which is KFC’s number one seller at breakfast.The extended menu means that food preparation is more complex in Chinese KFCs than in American ones and requires more hands (thus the bigger kitchens).These outlets typically employ 60 people—nearly twice as many as in the U.S. Often one of those employees is a hostess who greets customers and organizes pastimes, such as learning English songs, for young children in play areas.With all this activity to support, KFC can’t position itself as the cheapest dining option—nor does it want to. Customers spend the equivalent of $2.50 to $3.50 per visit, a price point that puts KFC way above street vendors and local restaurants and even somewhat above other fast-food chains. Although young “white collars” in Shanghai might eat a KFC lunch with friends once or twice a month, a family in a smaller city might go once or twice a year, to celebrate a special event.Expanding rapidly. Rejecting the measured growth of its China competitors and of KFCs in other countries, KFC China set its sights on rapid expansion. One factor in this decision was the presence of McDonald’s in China’s four largest cities. Rather than go head-to-head with the Big Mac, KFC decided to embrace smaller cities and to build a national business with outlets all over the country. Scale allows the company to reduce costs, and being the first to enter a city means getting the pick of locations with good foot traffic and visibility. Being first also means garnering free publicity when officials celebrate an outlet’s opening as marking the c ity’s coming of age. Moreover, a national presence means that KFCs (and other Yum! outlets) are popular with mall developers.KFC rushed to establish a presence in 16 locations from which it could grow and develop. By 1999 it was opening dozens of restaurants a year, and in 2002 it picked up the pace even further. (In 2008 Yum! Brands’ annual opening rate in China surpassed 500 restaurants, most of them KFCs—compared with 103 new KFCs in the United States.) From site selection to grand opening, it takes KFC China four to six months to bring a new restaurant into the world—about half the time required in the U.S. Some 700 Chinese cities now have outlets.With KFC as its flagship chain, Yum! has become China’s largest restaurant company by far, with more than 250,000 employees and about 40% of the market for fast-food chains. KFC’s rapid expansion in China has allowed the company to widen the gap between itself and competitors: McDonald’s has about one-third as many outlets and owns a 16% market share.Developing a logistics network. In the United States and Europe, fast-food chains rely on networks of distributors to ensure that food is handled properly and kept refrigerated from thefarm to the restaurant. No such networks exist in many of the world’s emerging markets. To meet this challenge, KFC China established a distribution arm in 1997, building warehouses and running its own fleet of trucks. This was an expensive undertaking, but necessary if the company was to expand rapidly, carry a lengthy and complex menu, and introduce new products quickly. That same year the company implemented a supplier rating system that allows managers throughout China to concentrate purchasing with the suppliers that perform best.Food safety is a matter of paramount importance, especially given Chinese consumers’ concern in recent years over incidents involving tainted milk powder and contaminated livestock feed. KFC China had a brush with this issue a few years ago, when a colorant that had been linked to cancer was found in on e of the company’s sauces. Although the problem was resolved quickly, Yum! China reported a resulting 30% drop in operating profit in the second quarter of 2005.KFC China closely monitors the entire supply chain, all the way back to animal feed companies and other input providers, and it trains employees in personal hygiene, including how to dress for the workplace and how often to wash their hands. It now has the most advanced and integrated cold-chain system in China, with 11 full-service logistics centers and six satellite centers serving every province except Tibet. To circumvent the traffic jams that sometimes extend for miles in the winter, it relies on contingency plans that involve renting temporary warehouses and reserving space on cargo airlines.Most products are sourced in China. Buying locally is essential to keeping costs low, and it strengthens the parent company’s relationship with the Chinese government. The policy has a few unavoidable exceptions, including certain herbs and spices—for KFC’s “secret” fried chicken recipe—that can’t be obtained in China. But the company works with its suppliers to build their capabilities and capacity; it is even working with growers to introduce U.S. varieties of sweet corn.Training employees in service. When KFC opened in Beijing, it was one of the first companies to promote excellent customer service—a concept then unfamiliar in China after decades of communism. But despite an abundance of willing workers, staffing is a perennial obstacle. In fact, it is t he limiting factor in the chain’s expansion, according to Sam Su. To maintain its current restaurant-opening rate, KFC needs at least 1,000 new managers and 30,000 new crew members a year, and they must be ready the minute an outlet opens, because it is li kely to be packed. The company prides itself on being a “learning organization.” Teams of new employees work side by side with experienced ones in established outlets; once trained, they move to a new location.Teaching employees how to interact with customers is no small matter. One-child families and the proliferation of home computers mean that Chinese children interact less with other peoplethan they did in previous generations. New recruits at KFC often have to learn basic people skills and teamwork.The Chain Restaurant Landscape in ChinaMany other companies have followed KFC’s example in customer service (last year McDonald’s announced that it was opening a Hamburger University in China), but KFC’s training program functions exceptionally well, churning out a continual stream of new managers. This, like the company’s extensive logistics network, is an advantage that is difficult for any competitor to emulate.Focusing on ownership rather than franchising.In KFC’s early days, China required foreign companies to have local partners; but when the country became more receptive to wholly owned foreign enterprises, KFC China switched to a strategy of company-owned outlets—another way in which it challenged the dominant logic. (More than 90% of Yum!’s outlets in China are company owned, compared with 12% in the U.S. and 11% in other international markets.)Franchising has long been a mainstay of the fast-food industry, because it reduces investment costs and risk and enables rapid geographic expansion. It works well when a pool of experienced, entrepreneurial candidates are available to run franchises and when restaurant operations are relatively simple—built around, for example, a limited menu of easy-to-make products. But KFC China’s model was more complex and evolving rapidly. Owning the restaurants allows the company to closely control every aspect of their operation, from menu to decor, and to monitor results and the success of new products. It permits centralized purchasing, which reduces costs, and gives the company a larger share of outlet profits.The Risk of a BacklashKFC China’s rapid growth poses challenges: A highly visible company could easily become the target of a consumer or government backlash against the perceived negatives of fast food. Some Western health problems are already showing up in China. The 2002 China National Nutrition and Health Survey revealed that 22.8% of Chinese adults were overweight, up from 6% in 1982. The number of overweight and obese children aged seven to 17 has tripled to 8.1% over the past 10 years, according to the same agency.In the mid-1990s a fellow participant at a seminar in the U.S. asked Su why he would want to bring “junk food” to China—a question that started him thinking deeply. Aware of a growing sense in the West that high-fat, high-carbohydrate foods play a role in the obesity epidemic, Su asked himself how Yum! Brands could take action to forestall such problems in China.In 2005 the company developed the concept of a “new fast food” that would be “nut ritious and balanced” and promote “healthy living.” It eliminated “supersize” items and added roast chicken, sandwiches, fish, shrimp, and more fruit and vegetable dishes to its menus. KFC’s children’s meals are served with vegetables and juice, although f ries and soda can besubstituted on request. Tray mats carry educational messages. Nutrition information is printed on every package. Hostesses teach lessons on nutrition to kids.Taking on a New Challenge: Chinese FoodA Confident, Dynamic CompanyThe results of the strategy of heavy localization have been impressive: In the first half of 2011 sales at Yum! China locations that had been open a year or more rose 16%, compared with a decline of 2% at U.S. locations. The restaurant margin for those six months was 22%—well above the U.S. margin of 11%. Yum! China revenues and operating profits in 2010 were $4.1 billion and $755 million, respectively; comparable figures for the overall company were $11.3 billion and $1.77 billion. The third quarter of 2010 marked the first time that China revenue (more than $1.1 billion) had surpassed U.S. revenue, and many analysts expect that Yum!’s China business will be twice as large as its U.S. business within five years.Over time, KFC China has come to reflect China itself in some respects: It is large, growing, confident, and eager for variety and new experiences. Most of all, it is, like China’s economy, dynamic and capable of expanding still further—at a remarkable pace. Much of what the company has accomplished is the result of its homegrown strategy—and of the independence that PepsiCo gave Su and his leadership team in the early days. If there is an overriding lesson to be drawn from KFC’s experience in China, it is that when entering an emerging market, a multinational must decide whether it wants to garner quick extra sales or to establish a long-term presence. If it’s there for the long haul, it should install local managers whose vision is to build an organization that will last.。
英语案例分析
英语案例分析Case Study: McDonald's in ChinaIntroduction:McDonald's is a global fast-food chain that has successfully expanded its operations in many countries around the world. This case study focuses on McDonald's in China, analyzing the strategies and challenges the company faced in this market. Background:McDonald's entered China in 1990 when the country was still relatively closed off to foreign investments. The fast-food chain faced various challenges due to cultural differences, competition, and regulatory barriers. However, McDonald's was determined to tap into the huge consumer market in China.Strategies:1. Adapting to local taste: McDonald's introduced several localized menu items, such as the McRib sandwich and rice dishes, to cater to Chinese preferences. They also adjusted the portion sizes to accommodate Chinese eating habits.2. Expansion: McDonald's aggressively expanded its operations in China, entering both urban and rural areas. This strategy helped the company reach a wide range of consumers, including the growing middle class in smaller cities.3. Marketing campaigns: McDonald's launched innovative marketing campaigns to resonate with Chinese consumers. For example, they partnered with popular celebrities and promotedlocal cultural events through sponsorship. McDonald's also used social media platforms like WeChat to engage with its target audience.Challenges:1. Local competition: McDonald's faced tough competition from established local fast-food chains like KFC and food stalls offering traditional Chinese cuisine. These competitors had a better understanding of Chinese tastes and preferences.2. Cultural differences: McDonald's had to adapt their restaurant design and food offerings to Chinese cultural norms. For instance, they added more seating, offered delivery services, and introduced breakfast items to match Chinese breakfast traditions.3. Food safety concerns: In recent years, McDonald's faced food safety scandals in China that tarnished the company's reputation. These incidents involved suppliers providing expired or contaminated meat, leading to public outrage and a decline in sales. Outcomes:1. Market dominance: Despite the challenges, McDonald's became one of the leading fast-food chains in China, with thousands of restaurants across the country. Chinese consumers embrace the convenience and affordability of McDonald's, making it a popular choice for meals and social gatherings.2. Recovery from setbacks: After the food safety incidents, McDonald's took immediate action to resolve the issue. They improved quality control measures, enforced stricter supplierpolicies, and launched PR campaigns to regain consumer trust. Conclusion:McDonald's successful expansion in China highlights the importance of adapting to local preferences and culture while maintaining core brand values. The fast-food chain's strategies of tailoring the menu, expanding rapidly, and implementing effective marketing campaigns helped them overcome challenges in a competitive market. Continuous efforts to address consumer concerns and enhance the dining experience have contributed to McDonald's strong presence and growth in China.。
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McDonald's World Locations
McDonald's World Locations
McDonald's in China
In October 8, 1990, China's first McDonald's opened in Shenzhen City. In December 2011, McDonald's in China owned 8,100,000,000 yuan and opened 1400 restaurants. In February,2014, McDonald's opened temporarily to join in 5 mainland city： Shanghai, Shenzhen, Huizhou, Sichuan Province, and Luzhou.
2.the best support system McDonald's training program is comprehensive.Depending on the effective advantages of McDonald's for many years,the franchisee will receive a professional training to run the restaurant better.
Have an Excellent interpersonal, coordination and communication skills.
Take all the training to know the operating procedures
no crime and bankruptcy records
Q(quality)、S(Service)、C(Cleanness)、V(Value)
项目和指标
Headquarters 总部
库存管来自理配需求预测订货建议
送
优化配送
餐厅库存管理
集 成 商
生产链管理
可追溯性
分发中心
绩效管理 商务智能战略性采购
市场营销推广
供应商
动态交通配送
集中采购
按综合计划进 行生产和补货
Advantages
3.“Hamburg University” McDonald's has 7 “Hamburg University” in the world, one of which is located in China. After 9 or 10 months of professional training, the franchisee will study some courses such as RLP(Restaurant Leadership Practices Course)and other practical courses,which helps them to become a real business expert.
Introduction of franchising
The franchisor's success depends on the success of the franchisees.The franchisee is said to have a greater incentive than a direct employee because he or she has a direct stake in the business.
Advantages
4.world's resource sharing McDonald's has the most perfect chain in the world.Through the suppliers' cooperation and global sourcing mode,McDonald's provides the best quality raw materials to the franchisee in the most competitive prices.
Be able to manage finances and workers
Have a strong sense of identity to McDonald's brand
Alina
Have a keen business judgement and good problem-solving skills
Advantages
1.the top franchise brand McDonald's is one of the world's largest food and beverage services group.It is not only the leading industry, but also the world first-class franchise leading brand in the industry's influence.
Elaine
at least 2million of cash or cash equivalents of
stocks, bonds, housing can be realizable assets
Application Process
1.Fill in the form 2.First select 3.First face to face talking 4.Three days’practice 5.Second face to face talking 6.10 months’full-time training 7.Pass the evaluating 8.Formally sign 9.Transfer the restaurant 10.Begin operation
In terms of distribution, the franchisor is a supplier who allows a franchisee(特许经营人) , to use the supplier's trademark and distribute the supplier's goods. In return, the franchisee pays the supplier a fee.
Related Documents Thank you!
McDonald's is operated by either a franchisee, an affiliate, or the corporation itself. McDonald's Corporation revenues come from the rent, royalties, and fees paid by the franchisees, as well as sales in companyoperated restaurants.
group members
Content
1
Introduction
2
Advantages
3
Join conditions
4
Application process
Introduction of franchising
Franchising is the practice of leasing for(租赁) a prescribed period of time the right to use a firm's successful business model and brand. For the franchiser(经销商) ,the franchise is an alternative to building "chain stores" to distribute goods that avoids the investments and liability of a chain.
Introduction of McDonald's
It is the world's largest chain of hamburger fast food restaurants, serving around 68 million customers daily in 119 countries across 35,000 outlets（经销店）.
the United States is a leader in franchising, a position it has held since the 1930s. As of 2005, there were 909,253 established franchised businesses, generating $880.9 billion of output. This amounts to 11 million jobs.