麦当劳中国新东家拟大幅增加餐厅
麦当劳(McDonald’s)宣布计划5年内把中国的餐厅增加一倍，在新管理层领导下，该公司的目标是在这个世界上增长最快的消费者市场超过竞争对手。
The company outlined its “Vision 2022” plan on Tuesday to increase Chinese stores from 2,500 to 4,500 within five years.
该公司周二公布了“愿景2022”计划，拟在5年内把中国内地餐厅从2500家增加至4500家。
The plan also illustrates a shift in McDonald’s focus away from big cities to penetrating China’s less-developed urban areas: 45 per cent of the new restaurants will be located in third or fourth-tier cities (smaller, typically poorer cities in China) while 75 per cent of them will provide take-out and delivery services.
该计划还阐述了麦当劳的重心从大城市转向渗入中国欠发达城市地区：45%的新餐厅将开在三、四线城市(中国较小、往往较贫困的城市)，而75%的新餐厅将提供外卖和送餐服务。
The expansion announcement comes just days after McDonald’s finalised a deal with Citic and Carlyle to sell a controlling interest in the fast-food company’s China and Hong Kong operations for 20 years.
此次宣布扩张计划的几天前，麦当劳与中信(Citic)和凯雷(Carlyle)敲定协议，出售这家快餐公司中国内地和香港业务控股权益，并由双方组建的新公司作为麦当劳未来20年在中国内地和香港的主特许经营商。
McDonald’s new owners are bankrolling a risky approach to revive declining global sales and revamp the company’s perception as a cheap alternative to rival fast-food brands.
麦当劳的新东家将采用一种高风险的方式来重振不断下滑的销售额，恢复该公司作为比竞争对手更便宜的快餐品牌的形象。
“[McDonald’s] sold to Citic really out of a position of weakness. You don’t sell your entire China operation in the fastest consumer growing market because you’re doing well,” says Shaun Rein, the managing director for Shanghai market consultancy CMR China. “In order for Citic and Carlyle to make money, they need to grow McDonald’s faster.”
“(麦当劳)卖给中信之举真的是出于弱者地位。如果你做的很好，你不会出售增长最快的消费者市场的全部业务，”上海市场咨询公司中国市场研究集团(CMR China)的董事总经理雷小山(Shaun Rein)表示，“为了赚钱，中信和凯雷需要让麦当劳更快速增长。”
The company with the instantly recognisable golden arches logo has seen its revenues plateau in China, where competitive local brands and mobile delivery apps have siphoned consumers away from restaurants.
该公司拥有易于识别的金色双拱型标识，其中国业务已经进入了收入稳定期，而竞争性的本土品牌和移动设备送餐App吸引走了一部分在麦当劳餐厅就餐的消费者。
After expanding quickly in Asia, McDonald’s growth hit a wall in 2013, with revenue in high-growth markets (including Asia Pacific) declining 1.9 per cent. Globally, revenues have continued to slide year on year, from a high of $28.1bn in 2013 to $24.6bn in 2016.
在亚洲快速扩张后，麦当劳的增长于2013年碰壁，在快速增长的市场(包括亚太地区)的营收下滑1.9%。在全球范围，营收继续逐年下滑，从2013年281亿美元的高点下滑至2016年的246亿美元。
As a result, the company has adopted a global “asset light” model in recent years by focusing on selling franchise operations, instead of opening its own restaurants. It will transform 4,000 restaurants into franchise operations by the end of 2018 with the long-term goal of eventually having 95 per cent of its restaurants operate as franchises.
其结果是，该公司最近几年通过专注于出售特许经营权(而非自己开设餐厅)采取了全球“轻资产”模式。它将在2018年底之前把4000家餐厅转变为特许经营，长期目标是最终让95%的餐厅按特许经营模式开展运营。
Meanwhile, McDonald’s has struggled to catch up to rival fast food brands such as KFC or Pizza Hut in China, which are both managed by Yum China, the China spin-off of Yum Brands of the US. Despite years of operating in China, McDonald’s still lags behind Yum China in both market share and number of stores.
与此同时，麦当劳挣扎着在中国赶上肯德基(KFC)和必胜客(Pizza Hut)——两者都由从美国百胜餐饮集团(Yum Brands)脱离出来的百胜中国(Yum China)管理。尽管在中国经营多年，但麦当劳在市场占有率和餐厅数量上仍然落后于百胜中国。
