快餐的营销和销售外文翻译

中文1910字The Marketing and Distribution of Fast FoodMaterial Source:Contemporary EndocrinologyAuthor: Michelle Christian and Gary GereffiThe 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 meteoric 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 specifications of the lead firms, the 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 farmers . 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!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 Mainland China alone . However, 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 based . Like KFC, China leads the international market for McDonalds with 1,021 units in 2008, doubling since 2003. Other countries 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 food . Since 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 years . Entrepreneurs in Vietnam, now a member of the World Trade Organization, are trying to push 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 firms enter emerging markets, they have the strength, technological prowess, and modern Western image to impact local food production in various ways. Matejowsky claims that the“efficiency and regimentation” of fast-food production styles reinforce the idea that fast food is often superior to local food because it is “scientifically designed” . Interaction effects between global and local fast-food value chains 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 manufacturers, 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 restaurants. 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 firms. Thus, there is an interaction 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 created the first commercial French fry for the Chinese market, agricultural producers began cultivating potatoes to meet this new demand for processed food . Similarly in India, after importing processed French fries for several years. by 2010 each McDonalds French fry is expected to come from Indian soil but 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 standards . This is a switch from the typical Indian potato varieties that are low in solids and high in water. Both companies see emerging economies 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 regions most profitable corporations with over 1,655 franchises, branches, and subsidiaries across Asia-Pacific . 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 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 firms are demanding particular 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 global and local firms 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 (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-food 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 children 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 Avatar . Since 1997, McDonalds has had a global alliance with the Walt Disney Co. whereby they shared exclusive marketing rights for films 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 Shrek movie franchise . Thus, 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 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 marketing 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 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 consumption of fast foods and the irresponsibility of fast-food marketing campaigns oriented toward children. This public outcry has spurred an attempt by fast-food firms to “rebrand” themselves by offering healthier food options. These shifts could lead to signi ficant changes along the value chain if fast-food buyers begin to demand healthier products(including additives and other inputs) from their suppliers, but many are skeptical that these “healthy choice” changes are in fact superficial. The launching of health-conscious initiatives by fast-food firms followed a series of well-publicized reports and lawsuits criticizing the marketing practices of the top firms 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 venues such as McDonalds, KFC, and Wendys are too high in calories . In 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 actions 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 authority. 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 already 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 support, but many companies still oppose detailed labeling such as listing grams of saturated and trans-fats and sodium levels as menu items . With greater public awareness about fast-food health issues and the push for government regulation, the industry has sought to de flect this new market pressure. As of 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, however, 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 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 analysts 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 documentary “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-food 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 four key messages that range from making balanced food choices to embracing an active lifestyle . Diverse 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 initiatives, 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 firms can be pressured to modify some of their business practices. Nevertheless, many questions remain regarding the significance 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 fits of fast -food firms are still 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 fluencing food choices . These statements seem to contradict 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 calorie 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-first century a new McDonalds was opening somewhere in the world every 8 h . The size, influence, and modern image of fast-food business practices change how local foods are produced, marketed, and distributed, with long-term effects for food and agriculture systems beyond the fast-food industry in these countries. The lax regulatory environment in many developing countries and the value placed on economic development, often to the detriment of social and environmental protection, underscore the multiple dimensions of fast foods meteoric rise. The severity of the global childhood obesity pandemic calls for new theoretical frameworks and research agendas that take into account the broad factors that affect consumption patterns and behavioral choices related to public health crises. The GVC paradigm gives us a foundation to examine how some of the main corporate strategies and international processes relating to the production, distribution, and the marketing of fast-food companies are linked to consumption patterns around the world and to childhood obesity as a health problem. The rise of the fast-food industry has influenced the social conditions of life in developed and developing countries in ways that can contribute to childhood obesity. Many fast-food companies have already been compelled to change certain practices within the fast-food global value chain, but research is still needed to assess whether the health-related initiatives of top firms are merely superficial. The structural environment that these companies shape, nationally and globally, continues to constrain,induce, and pressure how individuals, and especially children, make food choices that can adversely affect their health. 译文 快餐的营销和销售资料来源: Contemporary Endocrinology作者: Michelle Christian and Gary Gereffi以 1960 年特许经营权在麦当劳的使用为开端， 诸多快餐品牌随之应运而生。 以麦当劳和百胜餐饮集团为例， 作为全球最大的餐饮连锁企业中的佼佼者他们不仅应用了大规模生产的概念，并且改变了其中食物的生产、分配和销售流程，而这些改变又同时取决于行业的龙头企业、品牌快餐店以及供应商三方。其中，品牌快餐店需要直接和农产品生产者沟通， 决定了食品如何被培育、生产、包装、分配以及呈现的过程。 随着 1990 年对发展中国家贸易壁垒的取消， 快餐连锁企业通过全球扩张的方法得到了前所未有的发展， 更是大大加快了一些龙头企业的全球化发展进程。百胜餐饮集团就是一个典型的联合大企业的例子，旗下有肯德基、必胜客、塔可钟、海滋克以及艾德熊等多个餐饮品牌。 2008 年，百胜集团声称在多于110个国家以及区域开有 36, 000 家餐饮店，其中，肯德基无疑是百胜最强大的品牌，它在拥有 5, 253 家在美国的连锁店以及 10, 327 家在全球的连锁，仅仅在中国大陆就拥有2, 497 家。但是，麦当劳至今为止仍是全球快餐品牌的领头羊，同年，麦当劳在全球共有 31, 967 家餐饮店，其中 56%的连锁店更是开设在本土之外，它在中国大陆拥有的连锁店为 1021 家， 是2003 年的两倍。墨西哥、巴西、印度、 越南以及菲律宾等国家也纷纷效仿快餐革命。迄今为止，墨西哥开设有 379 家麦当劳， 巴西也开设562 家。印度作为一个以传统香料以及本土美食闻名的国家也正在经历一场快餐盛宴，自 2006 年起，已拥 有多于 45 家肯德基并预计将在 2010 年发展超过 120 家并且开设 132 家麦当劳。越南，现今作为国际贸易组织的一员， 正在努力推进卡乐星以及火奴鲁鲁的特许经营权。菲律宾更是在 2000 年就拥有了 2000 家全球品牌快餐连锁店。快餐企业进入新兴市场，以实力、科学技术以及现代西方的形象大大影响了本土粮食生产的方方面面。 Matejowsky 认为高效以及规范的快餐运作方式是其优越于本土食品的法宝。全球化快餐和本土快餐的互作效应主要体现在全球化农业综合企业的粮食采购方式是向本地农场买进还是出租自己农场的土地给本地种植者种植后再向他们买进。这些本地农场的粮食供应对象范围很广，从本土食品制造商、全球的快餐连锁店到跨国企业在都有涉及。在发展中国家中，同跨国企业一样，国内企业也同样实行农业产业化、食品加工以及开设快餐店等举措。本地农场主、制造商以及快餐公司现在使用的快餐业运作的标准、流程以及科学技术都引进自西方国家，这也就是全球化和本土化快餐业产生互作效应的原因。 Schlosser认为麦当劳以及其它快餐品牌带给发展中国家新的农业系统和农作物生产方式，使其的作物种类从国内大宗主食更多的转向了满足外部需求。举例来说，辛普劳公司于 1993 年在中国市场上第一次引进了法国式油炸土豆片，农业生产者便开始培育符合这种新型加工食品要求的土豆。 相同情况也发生在印度， 到 2010 年时每家麦当劳的法式油炸土豆片原料都是在印度培育的。 麦凯恩花了整整 9 年时间把印度本土土豆培育成符合麦当劳精确标准的夏坡蒂品种土豆。发展中国家的连锁快餐品牌也纷纷效仿全球快餐连锁企业的运作方式。快乐蜂作为东南亚的麦当劳，拥有亚太地区超过 1655 家特许经营机构、分部以及附属公司，被认为是亚太地区盈利最多的公司之一。中国是快餐业融入发展中国家的一个很好的例子。肯德基作为在中国最成功的连锁快餐企业之一，在 2008 年拥有超过 2497 家在大陆的连锁并且计划在2009 年再增开 500 多家。包括肯德基等在内的一些龙头快餐连锁企业在中国的出现以及发展正在逐步改变着中国的粮食体系，体现在诸多方面。比如，农业进口量明显增加来满足外国公司对于作为主食材料的特定商品的需求， 食品加工业在过去的五年中在中国高速增长， 大型的国外食品生产商持续不断的在中国投入设备和设施并且不断扩大在中国的业务来迎合来自国内和国外公司不停增长的需求。 打个比方， 泰森食品有限公司作为肯德基的顶级供应商， 对中国的家禽饲养提出了更高的要求(饲料的类型以及抗生素的合理使用) 并由此影响到了本土的农产品供应商(农民开始种植饲养家禽所需要的黄豆)。 究竟是什么使得连锁快餐业能够如此迅猛的发展并且一直巩固着其在市场上的份额。 在过去的五十年中， 快餐革命只要体现在一些龙头企业通过各种各 样的媒体形式让消费者感知到快餐的概念。比如麦当劳和肯德基就通过大量的营销手段以及广告达到了扩大品牌形象的效果。孩子依旧是快餐业的主要目标群体，所以其营销手段还是以孩子为主。麦当劳在 2008 年的总行销预算是17亿并且计划在 2009 年推广一个和大片阿凡达有关的营销活动。 从1997年以来，麦当劳就和沃尔特迪斯尼公司订立了全球联盟，借此，麦当劳共享了例如玩具总动员以及虫虫危机等电影的独家销售权。在 2007 年，麦当劳转而和梦工厂工作室合作由此获得了电影史瑞克的特许经营权。久而久之， 孩子们就把娱乐和特定的食物品牌联系在了一起，麦当劳便由此深入人心。