The changes facing fast food

　　整改指向快餐業(yè)

　　Good andhungry;More than menus need to be revamped iffast-food firms want to keep growing;

　　美味與饑餓并存;如果快餐業(yè)想要持續(xù)的增長所要做的遠(yuǎn)不止改變一下菜單這么簡單。

　　Fast-food firms have to be a thick-skinned bunch.Health experts regularly lambast them for peddlingfood that makes people fat. Critics even complainthat McDonald s, whose golden arches symbolisecalorie excess, should not have been allowed tosponsor the World Cup. These are things fast-foodfirms have learnt to cope with and to deflect. But not perhaps for much longer. The burgerbusiness faces more pressure from regulators at a time when it is already adaptingstrategies in response to shifts in the global economy.

　　健康專家因其向人們兜售令人肥胖的食品而不斷猛烈抨擊快餐業(yè)。因而快餐業(yè)不得不成為一個(gè)厚著臉皮生存的群體。評(píng)論家門甚至抱怨到有著代表超高熱量金色拱形標(biāo)志的麥當(dāng)勞不應(yīng)該被允許贊助世界杯。雖然有些事情快餐業(yè)已經(jīng)學(xué)會(huì)去處理和轉(zhuǎn)移。但是他們的手去無法伸得更長。當(dāng)漢堡經(jīng)濟(jì)在全球經(jīng)濟(jì)條件下正在做出適應(yīng)性的戰(zhàn)略部署作為回應(yīng)來扭轉(zhuǎn)局勢的時(shí)候，卻要面臨著來自監(jiān)管者方面更多的壓力。

　　Fast food was once thought to be recession-proof. When consumers need to cut spending, thelogic goes, cheap meals like Big Macs and Whoppers become even more attractive. Suchtrading down proved true for much of the latest recession, when fast-food companies pickedup customers who could no longer afford to eat at casual restaurants. Traffic was boosted inAmerica, the home of fast food, with discounts and promotions, such as $1 menus and cheapcombination meals.

　　快餐一度被認(rèn)為是經(jīng)濟(jì)衰退的證據(jù)。邏輯上，當(dāng)消費(fèi)者要削減開支時(shí)，巨無霸和特大型漢堡等便宜的食物會(huì)變得更有吸引力。當(dāng)快餐商家攥住了那些在便利餐廳也付不起錢的消費(fèi)者時(shí)，這樣的低消費(fèi)觀在最近的經(jīng)濟(jì)衰退中被和好的證明了。在美國，這個(gè)快餐的發(fā)源地，伴隨著快餐業(yè)的打折活動(dòng)以及促銷活動(dòng)，例如推出1美元菜單和便宜的什錦飯，快餐店客流也變得興旺起來。

　　As a result, fast-food chains have weathered the recession better than their priciercompetitors. In 2009 sales at full-service restaurants in America fell by more than 6%, buttotal sales remained about the same at fast-food chains. In some markets, such as Japan,France and Britain, total spending on fast food increased. Same-store sales in America atMcDonald s, the world s largest fast-food company, did not decline throughout the downturn.Panera Bread, an American fast-food chain known for its fresh ingredients, performed well,too: its boss, Ron Shaich, claims this is because it offers higher-quality food at lower pricesthan restaurants.

　　結(jié)果，快餐業(yè)比那些貴一點(diǎn)的同行們要更好的度過了這次經(jīng)濟(jì)危機(jī)。在2009年美國本土那些全服務(wù)餐館業(yè)的營業(yè)額與以前同期相比有超過了6%的降幅，但是快餐連鎖企業(yè)的營業(yè)額卻依然保持不變。在其他國家的市場上，如日本，法國和英國，在快餐上的消費(fèi)整體上是增長的。在美國同行業(yè)的營業(yè)額中，世界上最大的快餐企業(yè)麥當(dāng)勞在沒有下滑的情況下度過了經(jīng)濟(jì)衰退期。以其新鮮的原料以及良好的服務(wù)聞名的美國快餐連鎖運(yùn)營商Penera Bread的首席執(zhí)行官羅恩 夏奇聲稱這些現(xiàn)象的出現(xiàn)是因?yàn)樗麄円桓土膬r(jià)格提供了更高質(zhì)量的食物。

　　But not all fast-food companies have been as fortunate. Many, such as Burger King, haveseen sales fall. In a severe recession, while some people trade down to fast food, manyothers eat at home more frequently to save money. David Palmer, an analyst at UBS, abank, says smaller fast-food chains in America, such as Jack in the Box and Carl s Jr., havebeen hit particularly hard in this downturn because at the same time they are slugging it outwith a global powerhouse in the form of McDonald s, which ramped up spending onadvertising by more than 7% last year as others cut back.

　　但并非所有的快餐企業(yè)有如此好的運(yùn)氣。例如漢堡王等許多企業(yè)的營業(yè)額就有所下滑。相對(duì)有一些人低消費(fèi)投向快餐，許多人更多的時(shí)候?yàn)榱耸″X在家里吃飯。瑞士聯(lián)合銀行的分析師大衛(wèi)帕爾曼表示，在美國，一些小型的快餐連鎖店，如玩偶匣和卡樂星，在這次經(jīng)濟(jì)衰退中受到了特別嚴(yán)重的沖擊。因?yàn)榕c此同時(shí)它們還要與像麥當(dāng)勞，去年在其他企業(yè)都在下滑時(shí)，它卻向廣告宣傳投入了超過了7%的財(cái)力，這樣的的全球性的大集團(tuán)進(jìn)行競爭。

　　Some fast-food companies also cannibalised their own profits by trying to give customersbetter value. During the recession companies set prices low, hoping that once they hadtempted customers through the door they would be persuaded to order more expensiveitems. But in many cases that strategy backfired. Last year Burger King franchisees sued thecompany over its double-cheeseburger promotion, claiming it was unfair for them to berequired to sell these for $1 when they cost $1.10 to make. In May a judge ruled in favour ofBurger King. Nevertheless, the company may still be cursing its decision to promote cheapchoices over more expensive ones because items on its value menu now account for around20% of all sales, up from 12% last October.

　　一些快餐企業(yè)不惜削減自己的利潤試圖給顧客們更好的優(yōu)惠。在經(jīng)濟(jì)危機(jī)期間，很多商家采取一系列的促銷手段，希望顧客們哪怕一次穿過大門，從而能夠勸說他們購買稍貴的產(chǎn)品。但是在多數(shù)情況下，這些計(jì)劃實(shí)施之后反而事與愿違。去年漢堡王的特約經(jīng)銷商就因?yàn)殡p層起司漢堡的促銷活動(dòng)而控告了公司。并聲稱以1美元出售這些1.10美元成本價(jià)的產(chǎn)品對(duì)他們是不公平的。最終五月份法官裁決表示支持漢堡王。盡管如此，這家公司依然咒罵漢堡王做出的增加可供選擇的便宜產(chǎn)品并超過價(jià)格高的產(chǎn)品的數(shù)量的決定。因?yàn)檫@些產(chǎn)品在它的有價(jià)值菜單所占比例從去年10月的12%升到了現(xiàn)在的20%。

　　Analysts expect the fast-food industry to grow modestly this year. But the downturn ismaking them rethink their strategies. Many companies are now introducing higher-priceditems to entice consumers away from $1 specials. KFC, a division of Yum! Brands, which alsoowns Taco Bell and Pizza Hut, has launched a chicken sandwich that costs around $5. And inMay Burger King introduced barbecue pork ribs at a hefty $7 for eight.

　　分析人士對(duì)今年快餐業(yè)的適度增長有所期待。但是衰退的形勢卻不容樂觀，他們重新考慮了他們的分析結(jié)果。現(xiàn)在許多商家推出一些稍高價(jià)格的商品試圖將消費(fèi)者從1美元的特價(jià)商品中吸引回來。擁有塔可鐘和必勝客的百勝餐飲集團(tuán)，其旗下品牌肯德基已經(jīng)推出了一款售價(jià)約5美元的雞肉三明治。五月份漢堡王適時(shí)推出了7 到8美元的烤豬排。

　　More cheeseburgers

　　更多的起司漢堡

　　Companies are also trying to get customers to buy new and more items, including drinks.McDonald s started selling better coffee as a challenge to Starbucks. Its McCaf line nowaccounts for an estimated 6% of sales in America. Others are testing a similar strategy.Starbucks has sold rights to its Seattle s Best coffee brand to Burger King, which will startselling it later this year. McDonald s is now rolling out frapp coffees and smoothies.

　　許多快餐企業(yè)當(dāng)然也試圖讓消費(fèi)者購買包括飲料在內(nèi)的更多新的產(chǎn)品。麥當(dāng)勞開始銷售更優(yōu)質(zhì)的咖啡作為對(duì)星巴克的挑戰(zhàn)。它的麥克咖啡系列在美國本土的銷售量約6%。由此同時(shí)其它的商家也嘗試這相似的策略。星巴克已經(jīng)將它的西雅圖最好咖啡的品牌版權(quán)出售給了漢堡王，并將在今年晚些時(shí)候開始銷售。麥當(dāng)勞現(xiàn)在也正式推出冰沙咖啡和果汁。

　　As fast-food companies shift from super size to more buys they need to keep customertraffic high throughout the day. Many see breakfast as a big opportunity, and not just forfatty food. McDonald s will start selling porridge in America next year. Breakfast has thepotential to be very lucrative, says Sara Senatore of Bernstein, a research firm, because themargins can be high. Fast-food companies are also adding midday and late-night snacks, suchas blended drinks and wraps. The idea is that by having a greater range of things on themenu, we can sell to consumers products they want all day, says Rick Carucci, the chieffinancial officer of Yum! Brands.

　　因?yàn)橐獜拇蟪叽绲礁噘I家策略的轉(zhuǎn)變，這些快餐商家需要維持一天高的客流。另外，一些商家看到了早餐市場巨大的商機(jī)，并不是因?yàn)楦邿崃康氖澄锬敲春唵巍｛湲?dāng)勞將在明年開始銷售粥類食物。伯恩斯坦的參議員莎拉表示，早餐市場具有賺錢的潛力。因?yàn)樗睦麧櫴窍喈?dāng)高的?？觳蜕碳乙苍谠黾又形绾鸵雇硇〕缘姆N類，例如混合型飲料及包裝食品。正因?yàn)檫@個(gè)菜單包含的范圍很廣，那么以百勝集團(tuán)財(cái)務(wù)部經(jīng)理瑞克卡如茨的觀點(diǎn)來說，我們可以賣給消費(fèi)者他們一整天都需要的食物。

　　Yet growth opportunities in America are limited because the market is considered to besaturated, not so much in fats but outlets. China is the place where most fast-food chains,like so many industries, see big expansion. Mr Carucci, for one, thinks China will be thebiggest growth opportunity for the industry this century. If so, then Yum!, which has thegreatest presence in China of any Western fast-food company, will be celebrating. Alreadyaround 30% of the company s profits come from China, and in the next five years this isexpected to grow to 40%. India also looks like a succulent opportunity. Others plan to serveup more business in Russia and elsewhere in Europe. Given that around 75% of fast-foodcompanies revenue in Europe comes from people eating in the restaurants , older European outlets are being done up to make them more attractiveplaces.

　　增長的的機(jī)會(huì)在美國國內(nèi)也是有限的。因?yàn)槭袌霰徽J(rèn)為是趨近飽和的，并非因?yàn)槿绱硕嗟闹径翘嗟慕?jīng)銷店。很多的快餐連鎖店和其他的行業(yè)一樣把目光聚焦到了中國，視其為巨大的擴(kuò)張市場?？ㄈ绱南壬J(rèn)為中國在本世紀(jì)對(duì)于各種行業(yè)來說將成為最大的增長機(jī)遇，在某一時(shí)期。如果真的是這樣，那么與其他快餐企業(yè)相比在中國有著最大市場的百勝集團(tuán)將會(huì)舉杯歡慶了。它大約有30%的利潤來自中國，而且在未來5年內(nèi)這個(gè)數(shù)字將有望增長到40%。印度似乎也是一塊多汁的肥肉。而其他的企業(yè)計(jì)劃將更多的事務(wù)放在俄羅斯以及歐洲的其他地方?？觳蜆I(yè)在歐洲有大約75%的財(cái)政收入來自于那些去餐館吃飯的人們，一些歐洲的老字號(hào)餐館則使出渾身解數(shù)讓自己更有吸引力。

　　Getting chunky

　　變得厚實(shí)

　　The recession also proved the importance of size in competing for customers, which meansthat more consolidation is likely. Wendy s and Arby s, two American fast-food chains,merged in 2008. On June 11th their shares surged following news that a buyer was interestedin the company. Smaller chains may catch the eye of private-equity firms, just as CKERestaurants did earlier this year when Apollo Management, a buy-out firm, purchased it.

　　這場經(jīng)濟(jì)危機(jī)也證明了在消費(fèi)競爭中規(guī)模的重要性，也意味著更加牢固。兩大美國快餐連鎖店溫迪快餐和阿貝茲快餐于2008年合并。6月11日，一個(gè)買家有意收購該公司的資訊公開后它們的股票飛漲。小型的快餐連鎖店還是可以受到一些私人控股公司的青睞，就像CKE今年更早的時(shí)候被一家買斷企業(yè)阿波羅收購一樣。

　　But what about those growing waistlines? So far, fast-food firms have nimbly avoidedgovernment regulation. By providing healthy options, like salads and low-caloriesandwiches, they have at least given the impression of doing something about helping tofight obesity. These offerings are not necessarily loss-leaders, as they broaden the appealof outlets to groups of diners that include some people who don t want to eat a burger. Butcustomers cannot be forced to order salads instead of fries.

　　但是誰來關(guān)注那些越長越大的腰圍呢?到目前為止，快餐企業(yè)還是有些靈活的辦法來躲避政府的政策。通過提供一些健康的選擇項(xiàng)目，像沙拉和低熱量的三明治，他們似乎想給人們留下為幫助對(duì)抗肥胖要做一些具體事情的印象。提供的這些東西并不是什么不必須的虧本特賣品，因?yàn)樗鼈償U(kuò)大了經(jīng)銷商對(duì)那些擁有大萊卡的群體，包括不喜歡吃漢堡的人們的感染力。但是消費(fèi)者不可能被強(qiáng)制提供沙拉來代替油炸食物。

　　In the future, simply offering a healthy option may not be good enough. Everypackaged-food and restaurant company I know is concerned about regulation right now,says Mr Palmer of UBS. America s health-reform bill, which Congress passed this year,requires restaurant chains with 20 or more outlets to put the calorie-content of items theyserve on the menu. A study by the National Bureau of Economic Research, which tracked theeffects on Starbucks of a similar calorie-posting law in New York City in 2007, found that theaverage calorie-count per transaction fell 6% and revenue increased 3% at Starbucksstores where a Dunkin Donuts outlet was nearbya sign, it is said, that menu-labelling couldfavour chains that have more nutritious offerings.

　　在未來的時(shí)間，簡單提供一些健康的可供選擇的食品可能是不夠好的。 現(xiàn)在每一個(gè)我所了解的包裝食品品和連鎖餐館的企業(yè)是對(duì)于法律規(guī)定的權(quán)利很是頭疼，瑞銀集團(tuán)的帕爾曼先生表示。今年美國國會(huì)通過的健康法案要求擁有20 家甚至更多的連鎖店的餐館要把每樣他們提供的菜肴的熱量目錄印制在菜單上。一項(xiàng)由美國國家經(jīng)濟(jì)研究局開展的對(duì)在2007年紐約推出的相似的熱量法案對(duì)星巴克的影響的跟蹤調(diào)查，在旁邊有唐恩都樂連鎖店的情況下，發(fā)現(xiàn)平均每次的交易中的熱量值減少了6%，而財(cái)政收入增長了3%。也就是說這些新增的菜單標(biāo)簽有助于這些企業(yè)提供更營養(yǎng)的菜肴。

　　In order to avoid other legislation in America and elsewhere, fast-food companies will haveto continue innovating. Walt Riker of McDonald s claims the makeover it has given to itsmenu means it offers more healthy items than it did a few years ago. We probably sell morelettuce, more milk, more salads, more apples than any restaurant business in the world, hesays. But the recent proposal by a county in California to ban the golden arches fromincluding toys in its high-calorie Happy Meals, because legislators believe it attractschildren to unhealthy food, suggests there is a lot more left to do.

　　為了避免與美國和其他地方的法規(guī)起沖突，快餐企業(yè)將不得不繼續(xù)進(jìn)行改良與創(chuàng)新。麥當(dāng)勞的沃特瑞克宣稱其公司已經(jīng)對(duì)菜單進(jìn)行了改良，這意味真麥當(dāng)勞與幾年前相比會(huì)提供更多健康的食品。與世界上的其他餐館經(jīng)營者相比，我們可能會(huì)銷售更多的生菜，更多的牛奶，更多的沙拉以及更多的蘋果，他說道。但是加利福尼亞州的一個(gè)小鎮(zhèn)則提議禁止麥當(dāng)勞的金色拱形標(biāo)志出現(xiàn)包括它的高熱量的快樂套餐贈(zèng)送的玩具上，因?yàn)閳?zhí)法者們認(rèn)為它會(huì)引誘孩子們?nèi)コ圆唤】档氖澄?，并建議還有很多事情等著我們?nèi)プ觥?/p>

　　The changes facing fast food

　　整改指向快餐業(yè)

　　Good andhungry;More than menus need to be revamped iffast-food firms want to keep growing;

　　美味與饑餓并存;如果快餐業(yè)想要持續(xù)的增長所要做的遠(yuǎn)不止改變一下菜單這么簡單。

　　Fast-food firms have to be a thick-skinned bunch.Health experts regularly lambast them for peddlingfood that makes people fat. Critics even complainthat McDonald s, whose golden arches symbolisecalorie excess, should not have been allowed tosponsor the World Cup. These are things fast-foodfirms have learnt to cope with and to deflect. But not perhaps for much longer. The burgerbusiness faces more pressure from regulators at a time when it is already adaptingstrategies in response to shifts in the global economy.

　　健康專家因其向人們兜售令人肥胖的食品而不斷猛烈抨擊快餐業(yè)。因而快餐業(yè)不得不成為一個(gè)厚著臉皮生存的群體。評(píng)論家門甚至抱怨到有著代表超高熱量金色拱形標(biāo)志的麥當(dāng)勞不應(yīng)該被允許贊助世界杯。雖然有些事情快餐業(yè)已經(jīng)學(xué)會(huì)去處理和轉(zhuǎn)移。但是他們的手去無法伸得更長。當(dāng)漢堡經(jīng)濟(jì)在全球經(jīng)濟(jì)條件下正在做出適應(yīng)性的戰(zhàn)略部署作為回應(yīng)來扭轉(zhuǎn)局勢的時(shí)候，卻要面臨著來自監(jiān)管者方面更多的壓力。

　　Fast food was once thought to be recession-proof. When consumers need to cut spending, thelogic goes, cheap meals like Big Macs and Whoppers become even more attractive. Suchtrading down proved true for much of the latest recession, when fast-food companies pickedup customers who could no longer afford to eat at casual restaurants. Traffic was boosted inAmerica, the home of fast food, with discounts and promotions, such as $1 menus and cheapcombination meals.

　　快餐一度被認(rèn)為是經(jīng)濟(jì)衰退的證據(jù)。邏輯上，當(dāng)消費(fèi)者要削減開支時(shí)，巨無霸和特大型漢堡等便宜的食物會(huì)變得更有吸引力。當(dāng)快餐商家攥住了那些在便利餐廳也付不起錢的消費(fèi)者時(shí)，這樣的低消費(fèi)觀在最近的經(jīng)濟(jì)衰退中被和好的證明了。在美國，這個(gè)快餐的發(fā)源地，伴隨著快餐業(yè)的打折活動(dòng)以及促銷活動(dòng)，例如推出1美元菜單和便宜的什錦飯，快餐店客流也變得興旺起來。

　　As a result, fast-food chains have weathered the recession better than their priciercompetitors. In 2009 sales at full-service restaurants in America fell by more than 6%, buttotal sales remained about the same at fast-food chains. In some markets, such as Japan,France and Britain, total spending on fast food increased. Same-store sales in America atMcDonald s, the world s largest fast-food company, did not decline throughout the downturn.Panera Bread, an American fast-food chain known for its fresh ingredients, performed well,too: its boss, Ron Shaich, claims this is because it offers higher-quality food at lower pricesthan restaurants.

　　結(jié)果，快餐業(yè)比那些貴一點(diǎn)的同行們要更好的度過了這次經(jīng)濟(jì)危機(jī)。在2009年美國本土那些全服務(wù)餐館業(yè)的營業(yè)額與以前同期相比有超過了6%的降幅，但是快餐連鎖企業(yè)的營業(yè)額卻依然保持不變。在其他國家的市場上，如日本，法國和英國，在快餐上的消費(fèi)整體上是增長的。在美國同行業(yè)的營業(yè)額中，世界上最大的快餐企業(yè)麥當(dāng)勞在沒有下滑的情況下度過了經(jīng)濟(jì)衰退期。以其新鮮的原料以及良好的服務(wù)聞名的美國快餐連鎖運(yùn)營商Penera Bread的首席執(zhí)行官羅恩 夏奇聲稱這些現(xiàn)象的出現(xiàn)是因?yàn)樗麄円桓土膬r(jià)格提供了更高質(zhì)量的食物。

　　But not all fast-food companies have been as fortunate. Many, such as Burger King, haveseen sales fall. In a severe recession, while some people trade down to fast food, manyothers eat at home more frequently to save money. David Palmer, an analyst at UBS, abank, says smaller fast-food chains in America, such as Jack in the Box and Carl s Jr., havebeen hit particularly hard in this downturn because at the same time they are slugging it outwith a global powerhouse in the form of McDonald s, which ramped up spending onadvertising by more than 7% last year as others cut back.

　　但并非所有的快餐企業(yè)有如此好的運(yùn)氣。例如漢堡王等許多企業(yè)的營業(yè)額就有所下滑。相對(duì)有一些人低消費(fèi)投向快餐，許多人更多的時(shí)候?yàn)榱耸″X在家里吃飯。瑞士聯(lián)合銀行的分析師大衛(wèi)帕爾曼表示，在美國，一些小型的快餐連鎖店，如玩偶匣和卡樂星，在這次經(jīng)濟(jì)衰退中受到了特別嚴(yán)重的沖擊。因?yàn)榕c此同時(shí)它們還要與像麥當(dāng)勞，去年在其他企業(yè)都在下滑時(shí)，它卻向廣告宣傳投入了超過了7%的財(cái)力，這樣的的全球性的大集團(tuán)進(jìn)行競爭。

　　Some fast-food companies also cannibalised their own profits by trying to give customersbetter value. During the recession companies set prices low, hoping that once they hadtempted customers through the door they would be persuaded to order more expensiveitems. But in many cases that strategy backfired. Last year Burger King franchisees sued thecompany over its double-cheeseburger promotion, claiming it was unfair for them to berequired to sell these for $1 when they cost $1.10 to make. In May a judge ruled in favour ofBurger King. Nevertheless, the company may still be cursing its decision to promote cheapchoices over more expensive ones because items on its value menu now account for around20% of all sales, up from 12% last October.

　　一些快餐企業(yè)不惜削減自己的利潤試圖給顧客們更好的優(yōu)惠。在經(jīng)濟(jì)危機(jī)期間，很多商家采取一系列的促銷手段，希望顧客們哪怕一次穿過大門，從而能夠勸說他們購買稍貴的產(chǎn)品。但是在多數(shù)情況下，這些計(jì)劃實(shí)施之后反而事與愿違。去年漢堡王的特約經(jīng)銷商就因?yàn)殡p層起司漢堡的促銷活動(dòng)而控告了公司。并聲稱以1美元出售這些1.10美元成本價(jià)的產(chǎn)品對(duì)他們是不公平的。最終五月份法官裁決表示支持漢堡王。盡管如此，這家公司依然咒罵漢堡王做出的增加可供選擇的便宜產(chǎn)品并超過價(jià)格高的產(chǎn)品的數(shù)量的決定。因?yàn)檫@些產(chǎn)品在它的有價(jià)值菜單所占比例從去年10月的12%升到了現(xiàn)在的20%。

　　Analysts expect the fast-food industry to grow modestly this year. But the downturn ismaking them rethink their strategies. Many companies are now introducing higher-priceditems to entice consumers away from $1 specials. KFC, a division of Yum! Brands, which alsoowns Taco Bell and Pizza Hut, has launched a chicken sandwich that costs around $5. And inMay Burger King introduced barbecue pork ribs at a hefty $7 for eight.

　　分析人士對(duì)今年快餐業(yè)的適度增長有所期待。但是衰退的形勢卻不容樂觀，他們重新考慮了他們的分析結(jié)果?，F(xiàn)在許多商家推出一些稍高價(jià)格的商品試圖將消費(fèi)者從1美元的特價(jià)商品中吸引回來。擁有塔可鐘和必勝客的百勝餐飲集團(tuán)，其旗下品牌肯德基已經(jīng)推出了一款售價(jià)約5美元的雞肉三明治。五月份漢堡王適時(shí)推出了7 到8美元的烤豬排。

　　More cheeseburgers

　　更多的起司漢堡

　　Companies are also trying to get customers to buy new and more items, including drinks.McDonald s started selling better coffee as a challenge to Starbucks. Its McCaf line nowaccounts for an estimated 6% of sales in America. Others are testing a similar strategy.Starbucks has sold rights to its Seattle s Best coffee brand to Burger King, which will startselling it later this year. McDonald s is now rolling out frapp coffees and smoothies.

　　許多快餐企業(yè)當(dāng)然也試圖讓消費(fèi)者購買包括飲料在內(nèi)的更多新的產(chǎn)品。麥當(dāng)勞開始銷售更優(yōu)質(zhì)的咖啡作為對(duì)星巴克的挑戰(zhàn)。它的麥克咖啡系列在美國本土的銷售量約6%。由此同時(shí)其它的商家也嘗試這相似的策略。星巴克已經(jīng)將它的西雅圖最好咖啡的品牌版權(quán)出售給了漢堡王，并將在今年晚些時(shí)候開始銷售。麥當(dāng)勞現(xiàn)在也正式推出冰沙咖啡和果汁。

　　As fast-food companies shift from super size to more buys they need to keep customertraffic high throughout the day. Many see breakfast as a big opportunity, and not just forfatty food. McDonald s will start selling porridge in America next year. Breakfast has thepotential to be very lucrative, says Sara Senatore of Bernstein, a research firm, because themargins can be high. Fast-food companies are also adding midday and late-night snacks, suchas blended drinks and wraps. The idea is that by having a greater range of things on themenu, we can sell to consumers products they want all day, says Rick Carucci, the chieffinancial officer of Yum! Brands.

　　因?yàn)橐獜拇蟪叽绲礁噘I家策略的轉(zhuǎn)變，這些快餐商家需要維持一天高的客流。另外，一些商家看到了早餐市場巨大的商機(jī)，并不是因?yàn)楦邿崃康氖澄锬敲春唵?。麥?dāng)勞將在明年開始銷售粥類食物。伯恩斯坦的參議員莎拉表示，早餐市場具有賺錢的潛力。因?yàn)樗睦麧櫴窍喈?dāng)高的。快餐商家也在增加中午和夜晚小吃的種類，例如混合型飲料及包裝食品。正因?yàn)檫@個(gè)菜單包含的范圍很廣，那么以百勝集團(tuán)財(cái)務(wù)部經(jīng)理瑞克卡如茨的觀點(diǎn)來說，我們可以賣給消費(fèi)者他們一整天都需要的食物。

　　Yet growth opportunities in America are limited because the market is considered to besaturated, not so much in fats but outlets. China is the place where most fast-food chains,like so many industries, see big expansion. Mr Carucci, for one, thinks China will be thebiggest growth opportunity for the industry this century. If so, then Yum!, which has thegreatest presence in China of any Western fast-food company, will be celebrating. Alreadyaround 30% of the company s profits come from China, and in the next five years this isexpected to grow to 40%. India also looks like a succulent opportunity. Others plan to serveup more business in Russia and elsewhere in Europe. Given that around 75% of fast-foodcompanies revenue in Europe comes from people eating in the restaurants , older European outlets are being done up to make them more attractiveplaces.

　　增長的的機(jī)會(huì)在美國國內(nèi)也是有限的。因?yàn)槭袌霰徽J(rèn)為是趨近飽和的，并非因?yàn)槿绱硕嗟闹径翘嗟慕?jīng)銷店。很多的快餐連鎖店和其他的行業(yè)一樣把目光聚焦到了中國，視其為巨大的擴(kuò)張市場?？ㄈ绱南壬J(rèn)為中國在本世紀(jì)對(duì)于各種行業(yè)來說將成為最大的增長機(jī)遇，在某一時(shí)期。如果真的是這樣，那么與其他快餐企業(yè)相比在中國有著最大市場的百勝集團(tuán)將會(huì)舉杯歡慶了。它大約有30%的利潤來自中國，而且在未來5年內(nèi)這個(gè)數(shù)字將有望增長到40%。印度似乎也是一塊多汁的肥肉。而其他的企業(yè)計(jì)劃將更多的事務(wù)放在俄羅斯以及歐洲的其他地方。快餐業(yè)在歐洲有大約75%的財(cái)政收入來自于那些去餐館吃飯的人們，一些歐洲的老字號(hào)餐館則使出渾身解數(shù)讓自己更有吸引力。

　　Getting chunky

　　變得厚實(shí)

　　The recession also proved the importance of size in competing for customers, which meansthat more consolidation is likely. Wendy s and Arby s, two American fast-food chains,merged in 2008. On June 11th their shares surged following news that a buyer was interestedin the company. Smaller chains may catch the eye of private-equity firms, just as CKERestaurants did earlier this year when Apollo Management, a buy-out firm, purchased it.

　　這場經(jīng)濟(jì)危機(jī)也證明了在消費(fèi)競爭中規(guī)模的重要性，也意味著更加牢固。兩大美國快餐連鎖店溫迪快餐和阿貝茲快餐于2008年合并。6月11日，一個(gè)買家有意收購該公司的資訊公開后它們的股票飛漲。小型的快餐連鎖店還是可以受到一些私人控股公司的青睞，就像CKE今年更早的時(shí)候被一家買斷企業(yè)阿波羅收購一樣。

　　But what about those growing waistlines? So far, fast-food firms have nimbly avoidedgovernment regulation. By providing healthy options, like salads and low-caloriesandwiches, they have at least given the impression of doing something about helping tofight obesity. These offerings are not necessarily loss-leaders, as they broaden the appealof outlets to groups of diners that include some people who don t want to eat a burger. Butcustomers cannot be forced to order salads instead of fries.

　　但是誰來關(guān)注那些越長越大的腰圍呢?到目前為止，快餐企業(yè)還是有些靈活的辦法來躲避政府的政策。通過提供一些健康的選擇項(xiàng)目，像沙拉和低熱量的三明治，他們似乎想給人們留下為幫助對(duì)抗肥胖要做一些具體事情的印象。提供的這些東西并不是什么不必須的虧本特賣品，因?yàn)樗鼈償U(kuò)大了經(jīng)銷商對(duì)那些擁有大萊卡的群體，包括不喜歡吃漢堡的人們的感染力。但是消費(fèi)者不可能被強(qiáng)制提供沙拉來代替油炸食物。

　　In the future, simply offering a healthy option may not be good enough. Everypackaged-food and restaurant company I know is concerned about regulation right now,says Mr Palmer of UBS. America s health-reform bill, which Congress passed this year,requires restaurant chains with 20 or more outlets to put the calorie-content of items theyserve on the menu. A study by the National Bureau of Economic Research, which tracked theeffects on Starbucks of a similar calorie-posting law in New York City in 2007, found that theaverage calorie-count per transaction fell 6% and revenue increased 3% at Starbucksstores where a Dunkin Donuts outlet was nearbya sign, it is said, that menu-labelling couldfavour chains that have more nutritious offerings.

　　在未來的時(shí)間，簡單提供一些健康的可供選擇的食品可能是不夠好的。 現(xiàn)在每一個(gè)我所了解的包裝食品品和連鎖餐館的企業(yè)是對(duì)于法律規(guī)定的權(quán)利很是頭疼，瑞銀集團(tuán)的帕爾曼先生表示。今年美國國會(huì)通過的健康法案要求擁有20 家甚至更多的連鎖店的餐館要把每樣他們提供的菜肴的熱量目錄印制在菜單上。一項(xiàng)由美國國家經(jīng)濟(jì)研究局開展的對(duì)在2007年紐約推出的相似的熱量法案對(duì)星巴克的影響的跟蹤調(diào)查，在旁邊有唐恩都樂連鎖店的情況下，發(fā)現(xiàn)平均每次的交易中的熱量值減少了6%，而財(cái)政收入增長了3%。也就是說這些新增的菜單標(biāo)簽有助于這些企業(yè)提供更營養(yǎng)的菜肴。

　　In order to avoid other legislation in America and elsewhere, fast-food companies will haveto continue innovating. Walt Riker of McDonald s claims the makeover it has given to itsmenu means it offers more healthy items than it did a few years ago. We probably sell morelettuce, more milk, more salads, more apples than any restaurant business in the world, hesays. But the recent proposal by a county in California to ban the golden arches fromincluding toys in its high-calorie Happy Meals, because legislators believe it attractschildren to unhealthy food, suggests there is a lot more left to do.

　　為了避免與美國和其他地方的法規(guī)起沖突，快餐企業(yè)將不得不繼續(xù)進(jìn)行改良與創(chuàng)新。麥當(dāng)勞的沃特瑞克宣稱其公司已經(jīng)對(duì)菜單進(jìn)行了改良，這意味真麥當(dāng)勞與幾年前相比會(huì)提供更多健康的食品。與世界上的其他餐館經(jīng)營者相比，我們可能會(huì)銷售更多的生菜，更多的牛奶，更多的沙拉以及更多的蘋果，他說道。但是加利福尼亞州的一個(gè)小鎮(zhèn)則提議禁止麥當(dāng)勞的金色拱形標(biāo)志出現(xiàn)包括它的高熱量的快樂套餐贈(zèng)送的玩具上，因?yàn)閳?zhí)法者們認(rèn)為它會(huì)引誘孩子們?nèi)コ圆唤】档氖澄?，并建議還有很多事情等著我們?nèi)プ觥?/p>