麥當(dāng)勞中國新東家擬大幅增加餐廳
麥當(dāng)勞(McDonald’s)宣布計劃5年內(nèi)把中國的餐廳增加一倍，在新管理層領(lǐng)導(dǎo)下，該公司的目標(biāo)是在這個世界上增長最快的消費者市場超過競爭對手。
The company outlined its “Vision 2022” plan on Tuesday to increase Chinese stores from 2,500 to 4,500 within five years.
該公司周二公布了“愿景2022”計劃，擬在5年內(nèi)把中國內(nèi)地餐廳從2500家增加至4500家。
The plan also illustrates a shift in McDonald’s focus away from big cities to penetrating China’s less-developed urban areas: 45 per cent of the new restaurants will be located in third or fourth-tier cities (smaller, typically poorer cities in China) while 75 per cent of them will provide take-out and delivery services.
該計劃還闡述了麥當(dāng)勞的重心從大城市轉(zhuǎn)向滲入中國欠發(fā)達城市地區(qū)：45%的新餐廳將開在三、四線城市(中國較小、往往較貧困的城市)，而75%的新餐廳將提供外賣和送餐服務(wù)。
The expansion announcement comes just days after McDonald’s finalised a deal with Citic and Carlyle to sell a controlling interest in the fast-food company’s China and Hong Kong operations for 20 years.
此次宣布擴張計劃的幾天前，麥當(dāng)勞與中信(Citic)和凱雷(Carlyle)敲定協(xié)議，出售這家快餐公司中國內(nèi)地和香港業(yè)務(wù)控股權(quán)益，并由雙方組建的新公司作為麥當(dāng)勞未來20年在中國內(nèi)地和香港的主特許經(jīng)營商。
McDonald’s new owners are bankrolling a risky approach to revive declining global sales and revamp the company’s perception as a cheap alternative to rival fast-food brands.
麥當(dāng)勞的新東家將采用一種高風(fēng)險的方式來重振不斷下滑的銷售額，恢復(fù)該公司作為比競爭對手更便宜的快餐品牌的形象。
“[McDonald’s] sold to Citic really out of a position of weakness. You don’t sell your entire China operation in the fastest consumer growing market because you’re doing well,” says Shaun Rein, the managing director for Shanghai market consultancy CMR China. “In order for Citic and Carlyle to make money, they need to grow McDonald’s faster.”
“(麥當(dāng)勞)賣給中信之舉真的是出于弱者地位。如果你做的很好，你不會出售增長最快的消費者市場的全部業(yè)務(wù)，”上海市場咨詢公司中國市場研究集團(CMR China)的董事總經(jīng)理雷小山(Shaun Rein)表示，“為了賺錢，中信和凱雷需要讓麥當(dāng)勞更快速增長。”
The company with the instantly recognisable golden arches logo has seen its revenues plateau in China, where competitive local brands and mobile delivery apps have siphoned consumers away from restaurants.
該公司擁有易于識別的金色雙拱型標(biāo)識，其中國業(yè)務(wù)已經(jīng)進入了收入穩(wěn)定期，而競爭性的本土品牌和移動設(shè)備送餐App吸引走了一部分在麥當(dāng)勞餐廳就餐的消費者。
After expanding quickly in Asia, McDonald’s growth hit a wall in 2013, with revenue in high-growth markets (including Asia Pacific) declining 1.9 per cent. Globally, revenues have continued to slide year on year, from a high of $28.1bn in 2013 to $24.6bn in 2016.
在亞洲快速擴張后，麥當(dāng)勞的增長于2013年碰壁，在快速增長的市場(包括亞太地區(qū))的營收下滑1.9%。在全球范圍，營收繼續(xù)逐年下滑，從2013年281億美元的高點下滑至2016年的246億美元。
As a result, the company has adopted a global “asset light” model in recent years by focusing on selling franchise operations, instead of opening its own restaurants. It will transform 4,000 restaurants into franchise operations by the end of 2018 with the long-term goal of eventually having 95 per cent of its restaurants operate as franchises.
其結(jié)果是，該公司最近幾年通過專注于出售特許經(jīng)營權(quán)(而非自己開設(shè)餐廳)采取了全球“輕資產(chǎn)”模式。它將在2018年底之前把4000家餐廳轉(zhuǎn)變?yōu)樘卦S經(jīng)營，長期目標(biāo)是最終讓95%的餐廳按特許經(jīng)營模式開展運營。
Meanwhile, McDonald’s has struggled to catch up to rival fast food brands such as KFC or Pizza Hut in China, which are both managed by Yum China, the China spin-off of Yum Brands of the US. Despite years of operating in China, McDonald’s still lags behind Yum China in both market share and number of stores.
與此同時，麥當(dāng)勞掙扎著在中國趕上肯德基(KFC)和必勝客(Pizza Hut)——兩者都由從美國百勝餐飲集團(Yum Brands)脫離出來的百勝中國(Yum China)管理。盡管在中國經(jīng)營多年，但麥當(dāng)勞在市場占有率和餐廳數(shù)量上仍然落后于百勝中國。
