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1、快餐的营销和销售外文翻译 外文翻译The Marketing and Distribution of Fast Food Material Source:Contemporary Endocrinology Author:Michelle Christian and Gary Geref? The origin of fast-food chains began with the franchising of McDonalds in the 1960s, and since then the strength of fast-food brands has grown at a meteor
2、ic rate. The largest fast-food chains such as McDonalds and Yum! Brands brought the mass production concept to foodservice, and in the process, changed how food is produced, distributed, and marketed. The activities of each segment of the chain are determined by the speci?cations of the lead ?rms, t
3、he branded fast-food restaurants, and their suppliers. The fast-food brands determine the production of food through their requirements forhow food products should be cultivated, manufactured, packaged, distributed, and displayed. They work directly with food processors, who in turn work with farmer
4、s Fast-food chains have fueled their rapid growth through global expansion. This pace has increased exponentially in developing economies since the 1990s, where the gradual removal of market barriers and trade restrictions made the process of internationalization smoother for leading companies. Yum!
5、Brands is a conglomerate that includes KFC, Pizza Hut, Taco Bell, Long John Silver, and A&W.In 2008 the company boasted 36,000 units in more than 110 countries and territories. KFC is the companys strongest brand with 5,253 units in the United States and 10,327 internationally, including 2,497 in Ma
6、inland China aloneHowever, McDonalds is by far the global fast-food brand leader.In 2008 the companys total system units were 31,967, with 56% of those units being internationally basedLike KFC, China leads the international market for McDonalds with 1,021 units in 2008, doubling since 2003. Other c
7、ountries like Mexico, Brazil, India, Vietnam, and the Philippines have quickly adopted the fast-food revolution. McDonalds operates 379 units in Mexico and 562 in Brazil. India, a country with a rich spice tradition and many varieties of local cuisine, is experiencing a “fascination” with fast foodS
8、ince 2006, KFC has opened more than 45 restaurants with projections to surpass 120 by 2010. Pizza Hut operates 120 stores in 34 cities and McDonalds 132 stores, with further expansion planned in the coming yearsEntrepreneurs in Vietnam, now a member of the World Trade Organization, are trying to pus
9、h forward franchise agreements with Carls Jr. and Round Table Pizza , while by the year 2000, the Philippines had 2,000 national and global brand chained fast-food restaurants When fast-food ?rms enter emerging markets, they have the strength, technological prowess, and modern Western image to impac
10、t local food production in various ways. Matejowsky claims that the“ef?ciency and regimentation” of fast-food production styles reinforce the idea that fast food is often superior to local food because it is “scienti?cally designed” Interaction effects between global and local fast-food value chains
11、 are seen in the global agrobusinesses that buy products from local farms around the world or else they set up their own farms where they lease out plots to local growers to cultivate the crops the agro-businesses want. These local farms may supply internationally based fast-food units, local food m
12、anufacturers, or transnational corporations that have set up operations in developing countries in order to serve the domestic market.In developing economies, TNCs are certainly not the only actors that are practicing industrialized farming, making processed foods, and setting-up fast-food restauran
13、ts. Domestic companies do this as well. However, the global and local food chains are connected because the standards, practices, and technological achievements that local farmers, manufacturers, and fast-food companies are using were generally adopted from Western ?rms. Thus, there is an interactio
14、n effect. Schlosser argues that McDonalds and other fast-food chains impart to developing countries new systems of agriculture and food production, which reorient local food systems from staple domestic crops to externally induced needs For example, when J.R. Simplot entered China in 1993 and create
15、d the ?rst commercial French fry for the Chinese market, agricultural producers began cultivating potatoes to meet this new demand for processed foodSimilarly in India, after importing processed French fries for several years, by 2010 each McDonalds French fry is expected to come from Indian soil bu
16、t processed by McCain Foods. McCain worked with Indian growers for 9 years to change their potato crop to the Shepody variety to meet McDonalds exacting standardsThis is a switch from the typical Indian potato varieties that are low in solids and high in water. Both companies see emerging economies
17、as cornerstones for the frozen food market. The dissemination of global fast-food production and consumption through local imitators is evident in the rapid growth of local fast-food brands in developing countries, as well. Jollibee, southeast Asias version of McDonalds, is considered one of the reg
18、ions most pro?table corporations with over 1,655 franchises, branches, and subsidiaries across Asia-Paci?c China symbolizes the penetration of fast foods in developing countries and the interaction between global and local dynamics. KFC is one of the most successful fast-food chains in China. As of
19、2008, there were over 2,497 restaurants in Mainland China. Five hundred or more restaurants are planned for 2009. The emergence of KFC and other leading fast-food chains in China is shaping local food systems in lasting ways. Agricultural imports have increased because foreign ?rms are demanding par
20、ticular commodities as key ingredients for their fast-food staples. The food-processing industry in China has grown at high double digits over the past 5 years. Large foreign food manufacturers have continued to set up facilities and expand their Chinese operations to cater to the demand from both g
21、lobal and local ?rms in China. For example, Tysons, a top supplier to KFC, had two acquisitions in 2008. As with poultry farmers in the United States, Tyson pushes standards onto Chinese poultry farmers e.g., types of feed and antibiotics used and in the process impacts local agricultural suppliers
22、e.g., farmers switching to soy bean cultivation which is used as feed for poultry. What has spurred the meteoric rise of fast-food chains and allowed them to solidify their market power while not being food producers themselves is the role of marketing and brands. For the past 50 years, the fast-foo
23、d revolution was buoyed by the top brands ability to mold marketing messages in multiple media that impacted how consumers perceived fast-food. Corporations like McDonalds and KFC expanded their brand image with extensive marketing and advertising. Fast-food marketing campaigns oriented toward child
24、ren remain strong, particularly within the realm of movies. McDonalds 2008 total marketing budget was $1.7 billion and in 2009 they launched a major promotional campaign linked to the blockbuster movie AvatarSince 1997, McDonalds has had a global alliance with the Walt Disney Co. whereby they shared
25、 exclusive marketing rights for ?lms like Toy Story and A Bugs Life. As children enjoyed their Chicken McNugget Happy Meals, they also were able to play with toys of Buzz Lightyear. McDonalds moved their partnership to DreamWorks studios in 2007 to take advantage of the immense popularity of the Shr
26、ek movie franchiseThus, children associate fun and exciting entertainment with particular brands and food choices. Strong marketing and promotional initiatives in the United States by the largest fast-food companies parallel the marketing campaigns that follow a fast-food companys entry into foreign
27、 markets.These companies have continued to target children in their global operations. The marketing strategy “think global, act local” has become the rallying cry of global marketing campaigns with children and youth representing a key part of this “glocalisation.” Both McDonalds and KFC have marke
28、ting campaigns, particularly in East Asia, that appeal to children and teenagers through the use of Internet texting, in-store prizes inspired by the summer Olympics, and the marketing of “cool.” Li highlights how KFC marketing strategies in China have a dual strategy that keeps KFC “hip” for young
29、consumers who want a Western brand experience and culturally sensitive for adults who appreciate the Chinese-style menu items like the Old Beijing Chicken Roll During the past decade, consumer and public health advocates and government bodies have begun to highlight the health dangers of excessive c
30、onsumption of fast foods and the irresponsibility of fast-food marketing campaigns oriented toward children. This public outcry has spurred an attempt by fast-food ?rms to “rebrand” themselves by offering healthier food options. These shifts could lead to signi?cant changes along the value chain if
31、fast-food buyers begin to demand healthier productsincluding additives and other inputs from their suppliers, but many are skeptical that these “healthy choice” changes are in fact super?cial. The launching of health-conscious initiatives by fast-food ?rms followed a series of well-publicized report
32、s and lawsuits criticizing the marketing practices of the top ?rms and the lack of nutritional value in their food options. In 2008 the Center for Science in the Public Interest and the California Center for Public Health Advocacy released a study that concluded that most of the kids options at venu
33、es such as McDonalds, KFC, and Wendys are too high in caloriesIn addition, in 2004 the World Health Organization launched its Global Strategy on Diet, Physical Activity, and Health that called on governments and private industry to curb the marketing of unhealthy dietary practices. However, most act
34、ions by the industry regarding standards for marketing practices are merely voluntary. The Childrens Advertising Review Unit CARU of the National Council of Better Business Bureaus sets guidelines for policies and standards for food advertisers in the United States, but it has no enforcement authori
35、ty. The most visible government actions to change fast-food industry practices have involved the regulation of trans-fats, a common component of fast-food products, and required nutritional labeling. This has mainly been handled on a state-by-state basis. California, New York City, and Texas have al
36、ready enacted or put forward legislation banning trans-fats in chained restaurants. In addition, the Labeling Education and Nutrition LEAN Act, a recent 2008 federal legislation that would create one standard for disclosing information in chain restaurants nationwide, is garnering some industry supp
37、ort, but many companies still oppose detailed labeling such as listing grams of saturated and trans-fats and sodium levels as menu itemsWith greater public awareness about fast-food health issues and the push for government regulation, the industry has sought to de?ect this new market pressure. As o
38、f 2008, according to Euromonitor International, almost all the leading fast-food chains have either eliminated or are attempting to eliminate trans-fat Both McDonalds and KFC have begun new marketing campaigns to highlight their moves toward more nutritious meals. Fast-food brands still struggle, ho
39、wever, between new healthier claims and the core brand messaging of their classic meals, while trying to avoid formal regulation. Yum! Brands, KFCs parent company, leads the industry in putting forward calorie count menu boards, and KFC touts their trans-fat-free chicken items. KFC has also created
40、new healthier items, such as boneless and grilled chicken options, salads, and wraps. These initiatives have accelerated since 2003 when the company began to push the idea that chicken is part of a healthy diet, particularly in comparison to the offerings of their fast-food competitors. Marketing an
41、alysts have praised the effectiveness of this strategy, since consumers now think that fast-food chicken is better than fast-food beef McDonalds, more than any fast-food company, was subject to harsh criticism for the low nutritional value of its food. Public exposes with lawsuits, the 2004 document
42、ary “Supersize Me,” and bestseller books and documentaries that excoriate the economic and social abuses of our industrialized fast-food culture and the agricultural systems that support it e.g., Food Inc., Fast Food Nation, Omnivores Dilemma, and In Defense of Food have all spotlighted the fast-foo
43、d industry and its top representative,McDonalds. Originally McDonalds went on the defensive, but in the last few years the company has attempted to rebrand itself as a restaurant that offers food options for a balanced diet. They started educational campaigns in 2004 where Ronald McDonald touted fou
44、r key messages that range from making balanced food choices to embracing an active lifestyleDiverse salad menu options, new forms of wraps, and fruit options for kids Happy Meals are also part of the rebranding effort. Similar to KFC, McDonalds has used its Web site as a medium to push its initiativ
45、es, such as providing nutritional facts of meals and recommending to customers “simple steps to trim fat,” “save on sodium,”or “cut calories.” The initiatives from KFC and McDonalds demonstrate how lead ?rms can be pressured to modify some of their business practices. Nevertheless, many questions re
46、main regarding the signi?cance of these changes. Are these initiatives merely part of what Simon labels “nutriwashing” or attempts to cover up what Brownell calls the epidemic of a “toxic food environment”Euromonitor International points out that most of the growth and pro?ts of fast-food ?rms are s
47、till generated by sales of fatty food options. Moreover, McDonalds executives are quick to highlight personal responsibility and choice as the reasons why individuals make bad dietary decisions and to assert that “advertising is not the issue” in in?uencing food choicesThese statements seem to contr
48、adict the value McDonalds puts on marketing and advertising, as witnessed by its nearly $2 billion marketing budget, revitalized campaigns for the classic McDonalds Big Mac, its dollar menu, and its global brand positioning. Critics argue McDonalds products are not as healthy as claimed and that cal
49、orie counts are an inadequate basis to determine the nutritional quality of food The US fast-food industrys attempts to counter criticism need to be placed in a global perspective.The chains practice of opening up restaurants abroad, particularly in developing countries, brings fast-food menu items to new markets but changes local food production systems through globallocal interaction effects. At the beginning of the twenty-?rst century a ne
