Paper代寫范例-麥當(dāng)勞成長的障礙。本文是一篇留學(xué)生paper寫作范文，主要內(nèi)容是講述在世界上任何一個大都市都能找到麥當(dāng)勞。麥當(dāng)勞在全球的成功可以歸功于公司的目標(biāo)。當(dāng)消費者意識到麥當(dāng)勞的目標(biāo)時，他們會更好地理解這樣一個龐大的全球特許經(jīng)營在幫助人們找到工作和向消費者提供廉價、可持續(xù)的產(chǎn)品方面的價值。下面就一起來看一下這篇Paper代寫范例的具體內(nèi)容。

Be the best employer for our people in each community around the world. Deliver operational excellence to our customers in each of our restaurants and achieve enduring profitable growth by expanding the brand and leveraging the strengths of the McDonald’s system through innovation and technology. Try to fulfill our customer, automatically our profit will improve. Our customers’ favorite place and way to eat with inspired people who delight each customer with unmatched quality, service, cleanliness and value every time.

成為世界各地每個社區(qū)員工的最佳雇主。通過創(chuàng)新和技術(shù)擴(kuò)大品牌并利用麥當(dāng)勞系統(tǒng)的優(yōu)勢，為我們每一家餐廳的客戶提供卓越的運營，并實現(xiàn)持久的盈利增長。努力滿足我們的客戶，我們的利潤會自動提高。我們的顧客最喜歡的地方和用餐方式都是由富有靈感的人提供的，他們每次都以無與倫比的質(zhì)量、服務(wù)、清潔度和價值取悅每一位顧客。

Objective of McDonald’s 麥當(dāng)勞的目標(biāo)

Most people can find a McDonald’s in any metropolitan city anywhere in the world. McDonald’s global success can be attributed to company objectives. When consumers are aware of McDonald’s objectives, they better understood the value of such a large, global franchise in helping people find employment and in offering a cheap, sustainable product to their consumers.

大多數(shù)人在世界上任何一個大都市都能找到麥當(dāng)勞。麥當(dāng)勞在全球的成功可以歸功于公司的目標(biāo)。當(dāng)消費者意識到麥當(dāng)勞的目標(biāo)時，他們會更好地理解這樣一個龐大的全球特許經(jīng)營在幫助人們找到工作和向消費者提供廉價、可持續(xù)的產(chǎn)品方面的價值。

Future goals of McDonald’s 麥當(dāng)勞的未來目標(biāo)

In the next few years, McDonald aim to advance their balanced, active lifestyle efforts by, continuing to develop new menu offerings that provide their customer with range of choices that correspond to their needs and preferences and fit into a balanced diet, develop more happy meal choices, including new entrée offerings and non-carbonated beverages without added sugar and sticking to their timetable for phasing in their new nutrition information initiative for core packaging items, continuing to assess, listen, learn and evolve their policies and marketing and communication practices so that they can continue their special regard for young people .

在接下來的幾年里，麥當(dāng)勞的目標(biāo)是推進(jìn)他們平衡、積極的生活方式，繼續(xù)開發(fā)新的菜單，為客戶提供符合他們需求和偏好的一系列選擇，并適應(yīng)均衡的飲食，開發(fā)更多快樂的膳食選擇，包括新的主菜和不加糖的非碳酸飲料，并堅持其分階段實施核心包裝項目新營養(yǎng)信息倡議的時間表，繼續(xù)評估、傾聽、，學(xué)習(xí)和發(fā)展他們的政策、營銷和溝通實踐，以便他們能夠繼續(xù)對年輕人給予特殊照顧。

The first original McDonald’s opened up in 1940, a restaurant created by Richard and Maurice McDonald, in San Bernardino, California. The first franchised McDonald’s was opened up on April 15, 1955, by Ray Kroc, in Des Plaines, Illinois, the 9th McDonald’s overall.

1940年，第一家原創(chuàng)麥當(dāng)勞在加利福尼亞州圣貝納迪諾開業(yè)，這是一家由Richard和Maurice McDonald創(chuàng)建的餐廳。1955年4月15日，雷·克羅克在伊利諾伊州的德斯普蘭斯開設(shè)了第一家特許經(jīng)營的麥當(dāng)勞，這是第九家麥當(dāng)勞。

Miami entrepreneurs James McLamore and David Edgerton founded Burger King Corporation in 1954.

邁阿密企業(yè)家詹姆斯·麥克拉摩爾和大衛(wèi)·埃杰頓于1954年創(chuàng)立了漢堡王公司。

The Challenge 挑戰(zhàn)

With more than 30,000 restaurants in 118 countries -many of them serving menu items that appeal to local tastes and cultural preferences – we face a major challenge in gathering, organizing and communicating the nutrition values of foods and beverages servedaround the world every day. We are therefore developing a new global database to maintain detailed information about our offerings.

我們在118個國家擁有30000多家餐廳，其中許多餐廳提供的菜單符合當(dāng)?shù)乜谖逗臀幕茫谑占⒔M織和傳播每天在世界各地提供的食品和飲料的營養(yǎng)價值方面，我們面臨著重大挑戰(zhàn)。因此，我們正在開發(fā)一個新的全球數(shù)據(jù)庫，以維護(hù)有關(guān)我們產(chǎn)品的詳細(xì)信息。

When it comes to the pitfalls of operating a fast-food chain, Burger King (BKC) has experienced them all: falling profits and sales, angry franchise owners, mediocre innovation, growing competition.

當(dāng)談到經(jīng)營快餐連鎖店的陷阱時，漢堡王（BKC）經(jīng)歷了所有這些：利潤和銷售額下降，憤怒的特許經(jīng)營權(quán)所有者，平庸的創(chuàng)新，日益激烈的競爭。

What happened

怎么搞的？

McDonald had to face with high employee turn over. Some people say McDonald’s are entitled to sell junk food in exactly the same way that chocolate or cream cake manufacturers do: if people want to buy it that’s their decision. Nutritionists, for example, argue that the type of high fat, low fiber diet promoted by McDonald’s is linked to serious diseases such as cancer, heart disease, obesity and diabetes.

麥當(dāng)勞不得不面對員工的高回頭率。有人說，麥當(dāng)勞有權(quán)像巧克力或奶油蛋糕制造商一樣銷售垃圾食品：如果人們想買，那是他們的決定。例如，營養(yǎng)學(xué)家認(rèn)為，麥當(dāng)勞提倡的高脂肪、低纖維飲食與癌癥、心臟病、肥胖和糖尿病等嚴(yán)重疾病有關(guān)。

several parties, including the government have argued that Burger King has contributed to obesity and unhealthy eating behaviors in Western nations by producing products that contain large amounts of salt, fat, trans-fat and calories.

包括政府在內(nèi)的幾個政黨認(rèn)為，漢堡王生產(chǎn)的產(chǎn)品含有大量的鹽、脂肪、反式脂肪和卡路里，導(dǎo)致了西方國家的肥胖和不健康飲食行為。

Over come 過來

Editorial focuses on a series of endeavors launched by McDonald’s Corp. designed to reshape the chain into a more contemporary and versatile competitor. Views on the initiatives; Criticisms on the changes; Design of the chain’s kitchen systems.

社論聚焦于麥當(dāng)勞公司發(fā)起的一系列努力，旨在將該連鎖店重塑為一個更現(xiàn)代、更多元化的競爭對手。對倡議的看法；對變化的批評；連鎖店廚房系統(tǒng)的設(shè)計。

Burger King has done none of that and is facing a difficult reality in this new world. As consumers demand higher standards, Burger King is going to have to invest billions of dollars in capital over a period of years to get its brand perception to where it needs to be.

漢堡王沒有做到這一點，在這個新世界里面臨著一個艱難的現(xiàn)實。隨著消費者要求更高的標(biāo)準(zhǔn)，漢堡王將不得不在幾年內(nèi)投資數(shù)十億美元的資本，以使其品牌認(rèn)知達(dá)到應(yīng)有的水平。

Task 2 任務(wù)2

Employee.Mcdonald only hire employees with a good sets of personal skills. Personal skills like Communicate intelligently, Communicate intelligently, Deal with confrontation, Team work,Know when to speak up and many more. McDonald target the employee first, in order to have good sale. McDonald need to analysis the internal employee in order to have good performance. They are two types of employee which are skill employee and unskilled employee. Skill employee has good sets of personal skill whereas unskilled employee needs training from senior employee that works in McDonald.

受雇者麥當(dāng)勞只雇傭具備良好個人技能的員工。個人技能，如智能溝通、智能溝通、應(yīng)對對抗、團(tuán)隊合作、知道何時說話等等。麥當(dāng)勞的目標(biāo)首先是員工，這樣才能有好的銷售業(yè)績。麥當(dāng)勞需要分析內(nèi)部員工才能有好的表現(xiàn)。他們是兩種類型的雇員，即技術(shù)雇員和非技術(shù)雇員。有技能的員工擁有良好的個人技能，而不熟練的員工需要接受麥當(dāng)勞高級員工的培訓(xùn)。

Stakeholder .McDonald’s also plans to include in it contributions from a number of campaigning groups and organizations to highlight what it calls “some of McDonald’s more surprising connections – from The Marine Stewardship Council to animal welfare charity Compassion in World Farming.”

利益相關(guān)者麥當(dāng)勞還計劃將一些競選團(tuán)體和組織的捐款納入其中，以突出其所稱的“麥當(dāng)勞的一些更令人驚訝的聯(lián)系——從海洋管理委員會到動物福利慈善機(jī)構(gòu)“世界農(nóng)業(yè)同情”。”

Competitors. The world’s biggest fast-food chain is battling more than the bleak global economy that is curbing appetites for purchases of its hamburgers, salads and smoothies. Restaurant chains like Burger King Worldwide Inc (BKW.N) and Yum Brand Inc’s (YUM.N) Taco Bell now are challenging McDonald’s in the United States with revamped menus, celebrity endorsers and a renewed focus on low-priced food. Burger king competitors with McDonald because it has to do with how they prepare their hamburgers. McDonald’s fries their hamburgers while Burger King Flame broils their hamburgers. In one sense, McDonald’s doesn’t have any real competitors, as they are the largest restaurant chain worldwide. But some of the other restaurant chains large enough to cut into its market share include Burger King Corporation,

競爭對手。這家全球最大的快餐連鎖店正在與慘淡的全球經(jīng)濟(jì)作斗爭，而全球經(jīng)濟(jì)正在抑制人們對其漢堡、沙拉和奶昔的購買欲望。漢堡王（Burger King Worldwide Inc）和百勝（Yum Brand Inc）旗下的塔可鐘（Taco Bell）等連鎖餐廳目前正在挑戰(zhàn)美國的麥當(dāng)勞，推出改良的菜單、名人代言人，并重新關(guān)注低價食品。漢堡王與麥當(dāng)勞競爭，因為這與他們?nèi)绾螠?zhǔn)備漢堡有關(guān)。麥當(dāng)勞炸漢堡，漢堡王火焰烤漢堡。從某種意義上說，麥當(dāng)勞沒有任何真正的競爭對手，因為他們是全球最大的連鎖餐廳。但其他一些足以削減其市場份額的連鎖餐廳包括漢堡王公司，

Subway, Starbucks, Wendy’s/Arby’s Group, and YUM Foods(owners of Taco Bell, Pizza Hut, KFC, Long John Silver’s, and A&W, among others).

賽百味、星巴克、Wendy’s/Arby's Group和YUM Foods（塔可鐘、必勝客、肯德基、Long John Silver's和A&W等公司的所有者）。

Supplier. McDonald’s supply chain is unique. Our supply chain model is based on a culture of partnership and collaboration which makes it possible for us to serve consistently safe and high quality food. It is important to us that our suppliers operate sustainable and profitable businesses and benefit from their partnership with McDonald’s Australia. It is equally important to us that we source our products in a responsible and ethical manner that contributes to the development of sustainable agriculture and food manufacturing processes. McDonald’s Canada works closely with more than 100 leading Canadian suppliers, striving to source quality products and supplies. Together, suppliers, the company and franchisees create new products, help reduce costs and ensure our customers get the same great McDonald’s taste in every community across Canada. McDonald invests in Canada’s agricultural sector by sourcing quality food products domestically, including the annual purchase of more than $760 million in food and materials from more than 100 suppliers in Canada. McDonald shop where our customers shop – our basket is just a bit bigger! McDonald’s buys and serves the same wholesome foods our customers use at home, supplied by brand name companies Canadians know and trust. McDonald’s suppliers include leading Canadian companies such as Coca-Cola, DANONE, Heinz, McCain, Minute Maid, Mother Parkers, Nestle, Renée’s, Quaker and Saputo.

供應(yīng)商麥當(dāng)勞的供應(yīng)鏈?zhǔn)仟氁粺o二的。我們的供應(yīng)鏈模式建立在伙伴關(guān)系和協(xié)作文化的基礎(chǔ)上，這使我們能夠始終如一地提供安全優(yōu)質(zhì)的食品。對我們來說，重要的是，我們的供應(yīng)商經(jīng)營可持續(xù)和盈利的業(yè)務(wù)，并從與澳大利亞麥當(dāng)勞的合作中受益。對我們來說，同樣重要的是，我們以負(fù)責(zé)任和合乎道德的方式采購產(chǎn)品，有助于可持續(xù)農(nóng)業(yè)和食品制造過程的發(fā)展。加拿大麥當(dāng)勞與100多家加拿大領(lǐng)先供應(yīng)商密切合作，努力采購高質(zhì)量的產(chǎn)品和用品。供應(yīng)商、公司和特許經(jīng)營商共同創(chuàng)造新產(chǎn)品，幫助降低成本，并確保我們的客戶在加拿大的每個社區(qū)都能品嘗到同樣美味的麥當(dāng)勞。麥當(dāng)勞通過在國內(nèi)采購優(yōu)質(zhì)食品來投資加拿大農(nóng)業(yè)部門，包括每年從加拿大100多家供應(yīng)商購買超過7.6億美元的食品和材料。我們的顧客購物的麥當(dāng)勞商店——我們的籃子只是大了一點！麥當(dāng)勞購買和供應(yīng)與我們的顧客在家使用的健康食品相同的食品，這些食品由加拿大人熟悉和信任的品牌公司供應(yīng)。麥當(dāng)勞的供應(yīng)商包括加拿大領(lǐng)先的公司，如可口可樂、達(dá)諾內(nèi)、亨氏、麥凱恩、美爵、Mother Parkers、雀巢、Renée's、貴格會和Saputo。

Customers. Internal Analysis once of the major problems faced by McDonalds and can clearly be seen in Internal Analysis McDonalds Value Chain, is the lack of recruiters and led to a dramatic falloff in the skills of it employees. As we can see on Competitive Advantage Building Blocks, McDonalds is very efficient. An organization is the analysis of strengths and weaknesses, which focus on internal factors that give an organization certain advantages and disadvantages in meeting the needs of its target market. Strengths of McDonald’s are successful Advertisement (I’m loving it), Great Partnership (Coca Cola), Clean Environment and playgrounds for Kids, Professional Training for employees (Hamburger).

客戶。內(nèi)部分析麥當(dāng)勞曾經(jīng)面臨的主要問題之一，在內(nèi)部分析麥當(dāng)勞的價值鏈中可以清楚地看到，就是招聘人員的缺乏，導(dǎo)致it員工的技能急劇下降。正如我們在“競爭優(yōu)勢構(gòu)建塊”中看到的，麥當(dāng)勞的效率非常高。組織是對優(yōu)勢和劣勢的分析，重點是內(nèi)部因素，這些因素使組織在滿足目標(biāo)市場需求方面具有一定的優(yōu)勢和劣勢。麥當(dāng)勞的優(yōu)勢是成功的廣告（我很喜歡它）、偉大的合作伙伴關(guān)系（可口可樂）、兒童清潔環(huán)境和游樂場、員工專業(yè)培訓(xùn)（漢堡）。

External Analysis there is two conditions that are most significant in McDonald’s external environment that are: The new trend in which customers are changing fast -food restaurants to healthier ones. The arising competition to achieve growth in this industry. The fast-food industry is very complex and saturated. The key success factors in show that in order to be able to compete there is a need for research and developments, achieve differentiation with your competition, create quality with your products, and be price competitive. Large capital is needed to be able to develop new products in order to differentiate among competitors. The creation of quality is very important because the switching costs majorly in this industry are very low. This explanation is supported in Five forces of competition. Although the environment is very competitive it is very difficult to enter because of the need of capital, the regulation faced by the government, and especially because of the customers loyalty towards other restaurants.

外部分析在麥當(dāng)勞的外部環(huán)境中，有兩個最重要的條件是：顧客將快餐店轉(zhuǎn)向更健康的快餐店的新趨勢。這一行業(yè)為實現(xiàn)增長而產(chǎn)生的競爭。快餐業(yè)非常復(fù)雜和飽和。中的關(guān)鍵成功因素表明，為了能夠競爭，需要進(jìn)行研發(fā)，實現(xiàn)與競爭對手的差異化，用產(chǎn)品創(chuàng)造質(zhì)量，并具有價格競爭力。為了在競爭對手中脫穎而出，開發(fā)新產(chǎn)品需要大量資金。質(zhì)量的創(chuàng)造非常重要，因為這個行業(yè)的轉(zhuǎn)換成本大多很低。這一解釋在《競爭的五種力量》中得到了支持。盡管環(huán)境競爭激烈，但由于資金的需要、政府面臨的監(jiān)管，尤其是顧客對其他餐館的忠誠度，很難進(jìn)入。

Distributors. Radhakrishna Foodland (P) Ltd. [“Foodland”] is a part of the Radhakrishna Group, which is engaged in food and related service businesses. Also one of the distributor for McDonald. From July 1993, much before McDonald’s started its operations in India; sincere efforts were made by Foodland to carefully understand McDonald’s operations and requirements for the Indian market. Better facilities and infrastructures were created and new systems were adopted to satisfy McDonald’s demands. Finally, all those efforts put in by Foodland culminated into a handshake agreement with McDonald’s India, to serve as Distribution Centres for their restaurants in Mumbai.

分銷商。Radhakrishna Foodland（P）有限公司[“Foodland”]是Radhakrish na集團(tuán)的一部分，該集團(tuán)從事食品和相關(guān)服務(wù)業(yè)務(wù)。也是麥當(dāng)勞的經(jīng)銷商之一。從1993年7月開始，早在麥當(dāng)勞開始在印度運營之前；Foodland真誠地努力仔細(xì)了解麥當(dāng)勞在印度市場的運營和要求。建立了更好的設(shè)施和基礎(chǔ)設(shè)施，并采用了新的系統(tǒng)來滿足麥當(dāng)勞的需求。最后，F(xiàn)oodland的所有努力最終達(dá)成了與麥當(dāng)勞印度公司的握手協(xié)議，作為其在孟買的餐廳的配送中心。

The division has focused all its resources to meet McDonald’s expectation of ‘Cold, Clean and On-time Delivery’. This in turn, evolved their mission statement, “To ensure that all McDonald’s restaurants are supplied without interruption, products conforming to acceptable standards at lowest local costs to the system.” The Distribution Centre (DC) is responsible for procurement, quality inspection programmed, storage, inventory management, deliveries to the restaurants, data collection, recording and reporting. Value added services like repacking of promotional items are also carried out at the DC. The DC plays a very vital role in maintaining the integrity of the products throughout the entire ‘cold chain’ – the distribution system that ensures the products, which arrive at McDonald’s restaurants from suppliers all over India, are absolutely fresh and as per McDonald’s Quality Standards. All these operations need to be managed in the most cost- effective manner. The operations and accountings are totally transparent and are subject to regular audit.

該部門已將所有資源集中在滿足麥當(dāng)勞對“冷、清潔、準(zhǔn)時配送”的期望上。這反過來又發(fā)展了他們的使命宣言，“確保所有麥當(dāng)勞餐廳的供應(yīng)不中斷，產(chǎn)品符合可接受的標(biāo)準(zhǔn)，系統(tǒng)的本地成本最低。”配送中心負(fù)責(zé)采購、質(zhì)量檢查程序、儲存、庫存管理、向餐廳配送、數(shù)據(jù)收集、記錄和報告。DC還提供增值服務(wù)，如重新包裝促銷品。DC在維護(hù)整個“冷鏈”產(chǎn)品的完整性方面發(fā)揮著非常重要的作用，這是一個確保從印度各地的供應(yīng)商那里到達(dá)麥當(dāng)勞餐廳的產(chǎn)品絕對新鮮并符合麥當(dāng)勞質(zhì)量標(biāo)準(zhǔn)的分銷系統(tǒng)。所有這些操作都需要以最具成本效益的方式進(jìn)行管理。業(yè)務(wù)和會計是完全透明的，并接受定期審計。

Marketing strategies of McDonald’s are demographic segmentation, psychographic segmentation and behavioral segmentation.

麥當(dāng)勞的營銷策略包括人口細(xì)分、心理細(xì)分和行為細(xì)分。

Demographic Segmentation is McDonalds offers different products like Happy Meal which includes a free toy for kids. For families it has made different outlets and meals which are suitable for takeaways and drive-thru. McDonalds has made its environment which is suitable for students of school to hang out with their friends and can get their lunch at McDonalds. Psychographic segmentation is McDonalds has adopted itself according to the convenience and lifestyle of the consumers. Malaysians has different culture people so McDonalds came up with a different and new product line which includes items like McChicken, double beef chicken and etc. They also made McDonalds as a place to relax and even for entertainment. Behavioral segmentation is McDonald’s offers occasions like certain family’s select McDonald’s on various occasion like birthday party, treat to their children, wedding anniversary and etc.

人口細(xì)分是麥當(dāng)勞提供不同的產(chǎn)品，如快樂餐，其中包括一個免費的兒童玩具。對于家庭來說，它制作了適合外賣和免下車的不同門店和餐點。麥當(dāng)勞創(chuàng)造了一個適合在校學(xué)生與朋友閑逛的環(huán)境，并可以在麥當(dāng)勞吃午飯。心理細(xì)分是麥當(dāng)勞根據(jù)消費者的便利性和生活方式而采用的。馬來西亞人有不同的文化背景，因此麥當(dāng)勞推出了一條不同的新產(chǎn)品線，其中包括麥希肯、雙牛肉雞等。他們還將麥當(dāng)勞打造成一個放松甚至娛樂的地方。行為細(xì)分是指麥當(dāng)勞為某些家庭提供各種場合，如生日派對、給孩子的款待、結(jié)婚紀(jì)念日等。

Targeting, from the market segments discovered, the most profitable target market segment seems to be the working adults market. The working community segment is considered the largest group of consumer of McDonald compared to children and youth. There are more sensitive to trends and lifestyles in today’s culture and in almost everywhere. In addition, working adults has their own income thus able to make their own choice without too much constrain. Hence they have the tendency to determine their eating habits. Also, the McDonald provides fast services thus suit those working adults who are also always on a go and fast moving especially those in the capital cities. Positioning, in order to position itself successfully, McDonalds need to establish criteria that may allow it to differentiate itself from other competitors (Schiffman, et.al, 2008). In the fast food industry, McDonalds has positioned itself as the market leader in the sense of pricing and services. Its 24 hour services in almost all of the outlet nationwide makes them a place to look for food even it is in the middle of a night. However, it is hard for McDonalds to position itself far away from the competitors as others are also following the trend.

從發(fā)現(xiàn)的細(xì)分市場來看，最有利可圖的目標(biāo)細(xì)分市場似乎是在職成年人市場。與兒童和青少年相比，職場群體被認(rèn)為是麥當(dāng)勞最大的消費者群體。在當(dāng)今文化和幾乎所有地方，人們對趨勢和生活方式都更加敏感。此外，有工作的成年人有自己的收入，因此能夠在沒有太多約束的情況下做出自己的選擇。因此，他們有決定飲食習(xí)慣的傾向。此外，麥當(dāng)勞提供快速服務(wù)，因此適合那些總是在旅途中快速行動的在職成年人，尤其是那些在首都的人。定位，為了成功定位自己，麥當(dāng)勞需要制定標(biāo)準(zhǔn)，使其能夠與其他競爭對手區(qū)分開來（Schiffman等人，2008）。在快餐行業(yè)，麥當(dāng)勞將自己定位為定價和服務(wù)方面的市場領(lǐng)導(dǎo)者。它在全國幾乎所有的門店提供24小時服務(wù)，這使他們即使在半夜也能找到食物。然而，麥當(dāng)勞很難將自己定位為遠(yuǎn)離競爭對手，因為其他麥當(dāng)勞也在追隨這一趨勢。

There have 4 market mixes in McDonald’s 麥當(dāng)勞有4種市場組合

Product: McDonald’s takes into account cultural factors in serving the Malaysian consumers. The food serve is halal and servers local taste as well. They have wide range choice of menu similar with burger king. Seasonally they serve the ‘prosperity burger’ for Chinese New Year. McDonald’s also serves healthy food but this will effect on the taste and consumers eating experience. Product is the physical product or services offered by the company to its customers.

產(chǎn)品：麥當(dāng)勞在服務(wù)馬來西亞消費者時考慮到了文化因素。這里的食物是清真的，也提供當(dāng)?shù)氐奈兜馈Ｋ麄兊牟藛畏N類繁多，與漢堡王相似。在中國的新年里，他們會按季節(jié)供應(yīng)“繁榮漢堡”。麥當(dāng)勞也提供健康食品，但這會影響口味和消費者的飲食體驗。產(chǎn)品是指公司向客戶提供的實物產(chǎn)品或服務(wù)。

McDonalds include certain aspects of its product such as packaging, desirability, looks etc.

麥當(dāng)勞包括其產(chǎn)品的某些方面，如包裝、吸引力、外觀等。

Price: McDonald’s have more price reduction compared to KFC and Burger King. They offer a very competitive food prices. They have the “Value Mc Savers” and the “Mc Value Meal”. KFC do have their value meal called “Jom Jimat Everyday” and Burger King but in term of their price, McDonald offers the best price for fast Food. However, McDonalds, they offered only during certain period of time there-for rise the question of its availability. McDonald s has certain value pricing and bundling strategies such as happy meal, combo meal, family meal, happy price menu etc to increase overall sales of the product.

價格：與肯德基和漢堡王相比，麥當(dāng)勞的降價幅度更大。他們提供極具競爭力的食品價格。他們有“麥值儲蓄”和“麥值餐”。肯德基確實有他們的價值餐“Jom Jimat Everyday”和漢堡王，但就價格而言，麥當(dāng)勞提供的快餐價格是最好的。然而，麥當(dāng)勞，他們只在一定的時間內(nèi)提供，以提高其可用性的問題。麥當(dāng)勞有一定的價值定價和捆綁策略，如快樂餐、組合餐、家庭餐、快樂價格菜單等，以提高產(chǎn)品的整體銷售額。

Place: They are built or open in retail areas like shopping malls due to a trend of all Malaysian who loves to shop in malls. They also open in some rural area’s however KFC has more restaurants in the rural area. In some strategic places, McDonalds also opens in several local gas stations such as PETRONAS Mesra. They open an express café that serve some popular products. There are also games for children the one example is Children play games till the time there parents spend quality time in McDonalds.

地點：由于所有喜歡在購物中心購物的馬來西亞人的趨勢，它們在購物中心等零售區(qū)建造或開業(yè)。他們也在一些農(nóng)村地區(qū)開業(yè)，但肯德基在農(nóng)村地區(qū)有更多的餐廳。在一些戰(zhàn)略要地，麥當(dāng)勞還開設(shè)了一些當(dāng)?shù)丶佑驼荆珩R石油梅斯拉。他們開了一家快餐店，供應(yīng)一些受歡迎的產(chǎn)品。也有兒童游戲，一個例子是兒童玩游戲，直到父母在麥當(dāng)勞度過美好的時光。

Promotion: McDonald’s television advertisement is place on a seasonal basis which they only advertise during festive seasons and movie. Normally, their ads attract children rather than adult consumers. McDonald’s in Malaysia primarily focus of it marketing campaign by sending flyers to houses and attach coupon in newspapers. McDonald’s also advertise their product using billboard. They place their latest advertisement on “McDonald’s Mc Value Meal” at major roads that indeed attract attention.

促銷：麥當(dāng)勞的電視廣告是季節(jié)性的，他們只在節(jié)日和電影期間做廣告。通常情況下，他們的廣告吸引的是兒童消費者，而不是成人消費者。馬來西亞的麥當(dāng)勞主要通過向各家公司發(fā)送傳單和在報紙上附上優(yōu)惠券來進(jìn)行it營銷活動。麥當(dāng)勞也使用廣告牌為他們的產(chǎn)品做廣告。他們把最新的廣告放在“麥當(dāng)勞麥值餐”上，放在確實吸引眼球的主要道路上。

Task 3 任務(wù)3

There are a few factors that affect this non-organizational based on microenvironment. Among the factors are Political, environmental, economic, technological, social-culture and legistration. Below is the explanation of each factors.

有幾個因素會影響這種基于微環(huán)境的非組織性。這些因素包括政治、環(huán)境、經(jīng)濟(jì)、技術(shù)、社會文化和立法。以下是對每個因素的解釋。

Political factors 政治因素

The international operations of McDonald’s are extreme under influence of a policy of the separate state put into practice by each government. For example, there are certain groups in Europe and the United States which demand the acts of governmental power concerning medical values of meal of fast food. They have specified that harmful elements as cholesterol and negative influences as fatness are concerning consumption of products of fast food.

麥當(dāng)勞的國際業(yè)務(wù)在各國政府實施的獨立國家政策的影響下是極端的。例如，在歐洲和美國，有一些團(tuán)體要求政府在快餐餐的醫(yī)療價值方面采取行動。他們明確指出，膽固醇等有害元素和肥胖等負(fù)面影響與快餐產(chǎn)品的消費有關(guān)。

On the other hand, the company operates the separate policy and instructions of operations. The certain markets concentrate on various areas of anxiety, such as various area of health, protection of the worker, and environment. All these elements are noticed in the state control of licensing of restaurants in the corresponding states.

另一方面，公司實行單獨的經(jīng)營方針和經(jīng)營指示。某些市場集中在焦慮的各個領(lǐng)域，如健康、工人保護(hù)和環(huán)境的各個領(lǐng)域。所有這些因素都在相應(yīng)州對餐館許可證的州控制中得到了注意。

Economic factors 經(jīng)濟(jì)因素

The organizations in the fast food industry aren’t excused from any disputes and problems. Definitely, they really have the separate problems involving business factors. Branches and privileges of networks of the enterprises of fast service as McDonald’s has a tendency to experience difficulty in cases where the economy of the corresponding states is amazed by inflation and changes in exchange rates. Clients hence face a survey stalemate through their separate budgets, whether they should spend more on these foreign networks of the enterprises of fast food. Hence, to these chains, possibly, it is necessary to take out problems of effects of economic environment. Especially, their problem depends on the answer of consumers to these main principles and how it could influence their general sales. In an estimation of operations of the company, food chains as McDonald’s tend to import the biggest part of the raw materials to certain territory if there is a delivery lack. Exchange rate fluctuations will also play an essential role in company’s operations.

快餐行業(yè)的組織不能回避任何爭議和問題。毫無疑問，他們確實存在涉及商業(yè)因素的單獨問題。在相應(yīng)州的經(jīng)濟(jì)對通貨膨脹和匯率變化感到驚訝的情況下，麥當(dāng)勞等快速服務(wù)企業(yè)的分支機(jī)構(gòu)和網(wǎng)絡(luò)特權(quán)往往會遇到困難。因此，客戶在各自的預(yù)算中面臨著調(diào)查僵局，他們是否應(yīng)該在這些快餐企業(yè)的外國網(wǎng)絡(luò)上投入更多資金。因此，對于這些鏈條，可能有必要消除經(jīng)濟(jì)環(huán)境影響的問題。尤其是，他們的問題取決于消費者對這些主要原則的回答，以及它如何影響他們的整體銷售。根據(jù)對該公司運營的估計，如果缺乏配送，像麥當(dāng)勞這樣的食品連鎖店往往會將大部分原材料進(jìn)口到某些地區(qū)。匯率波動也將在公司運營中發(fā)揮重要作用。

Socio-Cultural factors 社會文化因素

Articles about the international strategy of McDonald’s, apparently, function on several areas to guarantee profitable returns for the organization. To illustrate, the organization changes to the best an establishment of positive thinking from their basic consumers. McDonald’s indulges a special variety of consumers with certain types of persons. Also it has been noticed that the company has given the markets, such as the United Kingdom, a choice concerning their lunch requirements. Specified that McDonald’s beginnings considerably valued set of meal which offers a reliable degree of quality for the corresponding market where it works. In addition, those who are elderly only below a bracket of thirty five as said are the most frequent consumers of McDonald’s privileges.

關(guān)于麥當(dāng)勞國際戰(zhàn)略的文章，顯然在幾個領(lǐng)域起到了保證組織盈利回報的作用。為了說明這一點，該組織從其基本消費者那里轉(zhuǎn)變?yōu)橐粋€建立積極思維的最佳組織。麥當(dāng)勞對特定類型的人縱容了各種特殊的消費者。此外，人們還注意到，該公司為英國等市場提供了午餐需求的選擇。具體指出，麥當(dāng)勞一開始就非常重視這套飯，它為其所在的相應(yīng)市場提供了可靠的質(zhì)量。此外，那些年齡僅在35歲以下的老年人是麥當(dāng)勞特權(quán)的最常見消費者。

Many-sided character of business is reflected now in sharp value of the information about the existing market. This procedure is essentially identified in area as market research. Information concerning the reference and potential areas of the market would double as a barrier to success of the company if this area of operations neglected. In case of McDonald’s they establish good system in determining of requirements of the market. The company uses concept of consumer individuality of a product of behaviour and decisions on purchase to its advantage.

商業(yè)的多面性現(xiàn)在反映在現(xiàn)有市場信息的尖銳價值上。這一程序基本上被認(rèn)定為市場研究領(lǐng)域。如果忽略了這一業(yè)務(wù)領(lǐng)域，有關(guān)市場參考和潛在領(lǐng)域的信息將成為公司成功的障礙。以麥當(dāng)勞為例，他們在確定市場需求方面建立了良好的體系。該公司利用消費者個性的概念，對產(chǎn)品的行為和購買決策進(jìn)行優(yōu)化。

Technological factors 技術(shù)因素

McDonald’s makes a demand for their organizations own products. The key tool of the company for marketing is by means of TV advertisings. There are some requirements that McDonald’s is inclined to interest the younger population more. Existence of game stains also toys in the meal offered by the company shows this validity. Other demonstration of such marketing strategy is obvious in advertising they use. They use recovered descriptions of the characters as Grimace and Hamburglar. Other advertising operations employ popular celebrities to promote their products. Similar became endorsees for McDonald’s all over the world “l(fā)oving’ it” campaign. Besides, operations of McDonald’s have considerably been infused with new technology. Elements as the system of stock and management of the value chain of company’s creation consider easy payments for the suppliers and other sellers with which the person supplies in the corresponding agreement on the markets. Technology integration into operations of McDonald’s tends to increase cost of their products. Basically it is shown in improvements on its chain of creation of value

麥當(dāng)勞對其組織自己的產(chǎn)品提出了要求。這家公司的主要營銷手段是電視廣告。有一些要求是，麥當(dāng)勞更傾向于吸引年輕人。該公司提供的餐點中也存在游戲污漬和玩具，這表明了這一有效性。這種營銷策略的其他表現(xiàn)在他們使用的廣告中是顯而易見的。他們使用恢復(fù)的描述人物如格里姆斯和哈姆竊賊。其他廣告公司則雇傭受歡迎的名人來宣傳他們的產(chǎn)品。類似的事情也成為麥當(dāng)勞在全世界“愛它”運動的代言人。此外，麥當(dāng)勞的運營也大量注入了新技術(shù)。公司創(chuàng)建的價值鏈的庫存和管理系統(tǒng)等要素考慮了供應(yīng)商和其他賣家在市場上的相應(yīng)協(xié)議中的輕松付款。技術(shù)融入麥當(dāng)勞的運營往往會增加其產(chǎn)品的成本。基本上，它表現(xiàn)為價值創(chuàng)造鏈的改進(jìn)

Legal factors/ Legistration 法律因素/立法

There was a current roar against the fast food industry. It has forced McDonald’s to apply more close examination on their corporate social responsibility. As a whole it has addressed to requirement of the company to generate its corporate reputation to more positive and the more socially responsible company. The reputation of McDonald’s is obviously a huge question. Noticed on company’s web site, seems, that they have got steps to take in hand the key social condemnation that they abused them in the last decades. The company gave to their clients the corresponding data in which they need the relation of food essence of their products. It is connected with socio-cultural market signs which they influence. For example, operations in predominantly Muslim countries demand, that their meat corresponded to Halal requirements of the law. In the same regard, those that operate in countries in the European Union should correspond to the existing laws forbidding usage of genetically modified meat products in their meal. Other legal concepts as tax obligations, employment standards, and requirements to a degree of quality are only a few of important elements on which the company should consider. Otherwise, smooth operations should be difficult to reach.

當(dāng)時有一股反對快餐業(yè)的風(fēng)潮。這迫使麥當(dāng)勞對其企業(yè)社會責(zé)任進(jìn)行更嚴(yán)格的審查。總的來說，它滿足了公司的要求，即將公司聲譽(yù)打造成更積極、更負(fù)社會責(zé)任的公司。麥當(dāng)勞的聲譽(yù)顯然是一個巨大的問題。在該公司的網(wǎng)站上，他們似乎已經(jīng)采取措施，對過去幾十年中虐待他們的主要社會譴責(zé)進(jìn)行處理。該公司向客戶提供了他們需要的產(chǎn)品的食品本質(zhì)關(guān)系的相應(yīng)數(shù)據(jù)。這與他們影響的社會文化市場跡象有關(guān)。例如，在以穆斯林為主的國家開展的業(yè)務(wù)要求他們的肉類符合法律的清真要求。在同一方面，那些在歐洲聯(lián)盟國家經(jīng)營的公司應(yīng)符合現(xiàn)行法律，禁止在其膳食中使用轉(zhuǎn)基因肉制品。其他法律概念，如納稅義務(wù)、就業(yè)標(biāo)準(zhǔn)和一定程度的質(zhì)量要求，只是公司應(yīng)該考慮的幾個重要因素。否則，很難實現(xiàn)平穩(wěn)運行。

Environmental factor 環(huán)境因素

Social responsibility of McDonald’s on the state influences to company operations. They involve charges of harm to environment. Among the reasons why they are accused of such requirements, is that the work of substances is not decomposed by microorganisms for their drinks glasses and treasury of expanded polystyrene for meal. Some civil groups in Hong Kong have made actions to make McDonald’s privileges in Hong Kong aware of the rather copious use of containers of expanded polystyrene and resulting abusing by environment. Further, has specified that in 1995, McDonald’s Hong Kong ran through the expanded polystyrene used by both Australia and the incorporated United States.

麥當(dāng)勞的社會責(zé)任對國家對公司經(jīng)營的影響。它們涉及危害環(huán)境的指控。他們被指控有這樣的要求的原因之一是，物質(zhì)的工作不會被微生物分解，用于他們的飲料杯和膳食的膨脹聚苯乙烯庫。香港的一些民間團(tuán)體已采取行動，使香港的麥當(dāng)勞特權(quán)意識到大量使用發(fā)泡聚苯乙烯容器，導(dǎo)致環(huán)境濫用。此外，已指明香港麥當(dāng)勞在一九九五年曾使用澳大利亞及美國所使用的發(fā)泡聚苯乙烯。

Task 4 and Task 5 任務(wù)4和任務(wù)5

Agriculture -potatoes 農(nóng)業(yè)-土豆

In 2007, with the share of 19,3%, the EU-27 was the second largest producer of potatoes in the World (China occupying the first place). Despite the relative and absolute decline in production observed over the recent years, which was mainly due to structural transformations of the potato sector in the new member states, potatoes for human consumption belong to the most competitive segments of EU agriculture. The sector shows also a competitive edge in international markets, especially in the sub-sectors of seed potatoes and processed products.

2007年，歐盟27國以19.3%的份額成為世界第二大土豆生產(chǎn)國（中國位居第一）。盡管近年來產(chǎn)量出現(xiàn)了相對和絕對的下降，這主要是由于新成員國土豆部門的結(jié)構(gòu)轉(zhuǎn)型，但供人類消費的土豆屬于歐盟農(nóng)業(yè)中最具競爭力的部分。該行業(yè)在國際市場上也顯示出競爭優(yōu)勢，尤其是在馬鈴薯種子和加工產(chǎn)品的子行業(yè)。

Potatoes for human consumption are not covered by the Single Common Market Organization, except for the standard rules on state aids. Since 2008 all the potato areas in the EU can be potentially eligible to receive direct payments. Moreover, potato operators may benefit from the CAP promotion and quality schemes.

供人類食用的土豆不在單一共同市場組織的范圍內(nèi)，但國家援助的標(biāo)準(zhǔn)規(guī)則除外。自2008年以來，歐盟所有馬鈴薯產(chǎn)區(qū)都有可能獲得直接付款。此外，馬鈴薯經(jīng)營者可能會從CAP推廣和質(zhì)量計劃中受益。

Business – Competitors 業(yè)務(wù)–競爭對手

The competition authorities inform each other of proposed decisions and take on board comments from the other competition authorities. In this way, the ECN allows the competition authorities to pool their experience and identify best practices. It should ensure an efficient division of work and an effective and consistent application of EC competition rules. The EU Commission and competition authorities from EU member states cooperate with each other through the ECN by, informing each other of new cases and envisaged enforcement decisions, coordinating investigations, where necessary, helping each other with investigations, exchanging evidence and other information and discussing various issues of common interest.

競爭主管部門相互通報擬議的決定，并采納其他競爭主管部門的意見。通過這種方式，ECN允許競爭主管部門匯集經(jīng)驗并確定最佳做法。它應(yīng)確保有效的工作分工以及有效和一致地適用歐共體競爭規(guī)則。歐盟委員會和歐盟成員國競爭主管部門通過歐洲競爭網(wǎng)絡(luò)相互合作，相互通報新案件和設(shè)想的執(zhí)法決定，必要時協(xié)調(diào)調(diào)查，相互幫助進(jìn)行調(diào)查，交換證據(jù)和其他信息，討論共同關(guān)心的各種問題。

Climate – environment

氣候-環(huán)境

The EU’s role:

歐盟的作用：

Spreading knowledge on climate change impacts and risks;

傳播有關(guān)氣候變化影響和風(fēng)險的知識；

Providing guidance on best approaches;

就最佳方法提供指導(dǎo)；

Coordinating national activities, particularly when impacts cross borders such as in river basins;

協(xié)調(diào)國家活動，特別是當(dāng)影響跨越國界時，如在河流流域；

Adopting legislation and targets; and

通過立法和目標(biāo)；和

Providing funding.

提供資金。

Employment and social right

就業(yè)和社會權(quán)利

Health and safety at work is one of the areas where the EU has had the biggest impact – with a solid legal framework covering the maximum number of risks with the minimum number of regulations. The Commission also works with the European Agency for Health and Safety at Work and the Conditions to disseminate information, offer guidance and promote healthy working environments – particularly in small businesses. Legal basis: encourages improvements in occupational health and safety in all sectors of activity, both public and private, Promotes workers’ rights to make proposals relating to health and safety, to appeal to the competent authority and to stop work in the event of serious danger, Seeks to adequately protect workers and ensure that they return home in good health at the end of the working day. Statistics: European Statistics on Accidents at Work (ESAW) – case-by-case data on occupational accidents with more than 3 days of absence from work and fatal accidents and European Occupational Diseases Statistics (EODS) – harmonized data on occupational diseases from 2001 onwards, Labor Force Survey ad hoc modules on accidents at work and work-related health problems. Committees: Committees of national experts contribute to developing, implementing and monitoring EU legislation on health and safety at work, Advisory Committee on Safety and Health at Work (ACSH), Scientific Committee on Occupational Exposure Limits (SCOEL) and Senior Labor Inspectors Committee (SLIC).

工作中的健康和安全是歐盟影響最大的領(lǐng)域之一，它有一個堅實的法律框架，涵蓋了最大數(shù)量的風(fēng)險和最小數(shù)量的法規(guī)。委員會還與歐洲工作健康與安全與條件署合作，傳播信息、提供指導(dǎo)并促進(jìn)健康的工作環(huán)境，尤其是在小企業(yè)中。法律依據(jù)：鼓勵改善公共和私營部門所有活動部門的職業(yè)健康和安全，促進(jìn)工人提出與健康和安全有關(guān)的建議、向主管當(dāng)局申訴和在發(fā)生嚴(yán)重危險時停止工作的權(quán)利，尋求充分保護(hù)工人，并確保他們在工作日結(jié)束時健康回家。統(tǒng)計數(shù)據(jù)：歐洲工作事故統(tǒng)計數(shù)據(jù)（ESAW）——缺勤3天以上的職業(yè)事故和致命事故的個案數(shù)據(jù)，以及歐洲職業(yè)病統(tǒng)計數(shù)據(jù)（EODS）——2001年以來的職業(yè)病統(tǒng)一數(shù)據(jù)，勞動力調(diào)查關(guān)于工作事故和與工作有關(guān)的健康問題的特設(shè)單元。委員會：國家專家委員會有助于制定、實施和監(jiān)測歐盟關(guān)于工作健康和安全的立法，工作安全和健康咨詢委員會（ACSH），職業(yè)接觸限值科學(xué)委員會（SCOEL）和高級勞工檢查員委員會（SLIC）。

Task 5 任務(wù)5

Economic Factors 經(jīng)濟(jì)因素

Definitely turbulence in economy also plays vital shift of demands of the market segment. Recent world economy is shaken by the Credit crunch issue, citizen has less disposable income, and there is wild redundancy and less GDP in almost every economy. The major geographic markets of McDonalds are also affected by higher interest rate and inflation. So, cost of doing business has increased and a sale is generally decreased. This has affected also the sales of McDonalds like all other businesses throughout the world. McDonalds has recognized this issue & reduced their menu to a reasonable prices and also offering a wide range of foods.

毫無疑問，經(jīng)濟(jì)的動蕩也對細(xì)分市場的需求產(chǎn)生了至關(guān)重要的轉(zhuǎn)變。最近的世界經(jīng)濟(jì)受到信貸緊縮問題的沖擊，公民的可支配收入減少，幾乎每個經(jīng)濟(jì)體都存在巨大的冗余和GDP減少。麥當(dāng)勞的主要地理市場也受到更高利率和通貨膨脹的影響。所以，做生意的成本增加了，而銷售額普遍減少了。這也影響了麥當(dāng)勞的銷售額，就像世界各地的其他企業(yè)一樣。麥當(dāng)勞已經(jīng)意識到了這一問題，并將菜單降低到合理的價格，同時提供各種各樣的食物。

Environmental factors 環(huán)境因素

Green issues, renewing energy sources, recycling of rubbish or waste disposal all are a matter of concern. But these are less of significance for McDonald for the moment.

綠色問題、可再生能源、垃圾回收或廢物處理都是一個令人擔(dān)憂的問題。但這些目前對麥當(dāng)勞來說意義不大。

Environment is the biggest challenge due to its commitment towards the environment; it has adopted Rain Forest Policy. This state’s its assurance for beef purchasing practices that do not cause tropical de-forestation by any means. It fully aware of the fact that enormous utilization of the natural resources can imbalance the eco system. That is why, it is recycling vegetable oil, grease etc. by converting them as fuel for their diesel trucks.

由于其對環(huán)境的承諾，環(huán)境是最大的挑戰(zhàn)；它采取了雨林政策。該州保證購買牛肉的做法不會以任何方式導(dǎo)致熱帶森林砍伐。它充分意識到，對自然資源的巨大利用會使生態(tài)系統(tǒng)失衡。這就是為什么，它正在回收植物油、油脂等，將其轉(zhuǎn)化為柴油卡車的燃料。

Demographic factor 人口因素

The world’s age is changing. In some areas, mostly in developed countries such as the United States, Japan and many in Western Europe, the median age of the population is growing older, due to slowing birth rates and longer life expectancy. In the newer, emerging countries, such as those in Asia or Africa, the median age is getting younger mostly due to higher birth rates. These different trends require different marketing approaches. McDonald’s caters to both segments of the population, domestically and globally by targeting each segment individually. It is not unusual to see television commercials showcasing older generations enjoying a McDonald’s meal. A viewer is just as likely to see another commercial aimed at the younger generation, characterized by progressive music or urban attractions. In McDonald’s stores, customers will see “Happy Meals” complete with an advertisement for the latest Hollywood action movie as well as coffee offered to senior citizens for 49 cents.

世界的時代正在改變。在一些地區(qū)，主要是美國、日本等發(fā)達(dá)國家和許多西歐國家，由于出生率下降和預(yù)期壽命延長，人口的中位年齡正在變老。在較新的新興國家，如亞洲或非洲國家，中位年齡越來越小，主要是由于出生率較高。這些不同的趨勢需要不同的營銷方法。麥當(dāng)勞通過針對每一個細(xì)分市場，滿足國內(nèi)和全球兩個細(xì)分市場的需求。電視廣告展示老一輩享用麥當(dāng)勞大餐的畫面并不罕見。觀眾同樣有可能看到另一個針對年輕一代的廣告，其特點是進(jìn)步音樂或城市景點。在麥當(dāng)勞的商店里，顧客將看到“快樂餐”，其中包括最新好萊塢動作電影的廣告，以及49美分的老年人咖啡。

Technological factor 技術(shù)因素

Till now, the market trend does not reveal high impact on fast food restaurant for technologies. However, the general equipments, temperature regulators, control devices, point-of-sales(POS) systems, inventory management, financial information and communications are all linked to different technologies. Any improvement of integrating better technologies for better purposes will give an edge of operations and can also help it better marketing strategies.

到目前為止，市場趨勢并沒有顯示出技術(shù)對快餐店的高影響。然而，通用設(shè)備、溫度調(diào)節(jié)器、控制設(shè)備、銷售點（POS）系統(tǒng)、庫存管理、財務(wù)信息和通信都與不同的技術(shù)相連。為了更好的目的而整合更好的技術(shù)的任何改進(jìn)都將給運營帶來優(yōu)勢，也可以幫助其更好的營銷策略。

For example, recently McDonald has installed facility for free access to internet at their restaurants through Wi-Fi systems. This has increased the value of brand & market positioning.

例如，最近麥當(dāng)勞在其餐廳安裝了通過Wi-Fi系統(tǒng)免費上網(wǎng)的設(shè)施。這增加了品牌和市場定位的價值。

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