为您找到与麦当劳 商业模式相关的共3个结果:
商业模式,是管理学的重要研究对象之一, MBA、EMBA等主流商业管理课程均对“商业模式”给予了不同程度的关注。那么你知道商业模式用英语怎么说吗?现在跟小编一起了解商业模式的英语说法吧。
商业模式和策略 Business Models and Strategies
组件化商业模式 Component Business Model
免费增值商业模式 Freemium model
传统商业模式 traditional business model
开源式商业模式 Open-Source Business
网络商业模式 internet business model
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下面是读文网小编整理的麦当劳也开始自主模式了吗,欢迎大家阅读!
The Wesley Chapel McDonald's on State Road 54 is the only location in the state with the new Create Your Taste menu and self-ordering kiosks. The store is one of only 12 nationwide with both options.
Customers at a McDonald's in Wesley Chapel can order their food at a self-service kiosk.
The new self-ordering kiosks and Create Your Taste menus are the latest for the burger giant trying to stay on top of the fast-food world.
"Our customers are telling us that's what they like, that's what they love, and that's what they want to continue to see us move forward with into the future," said John Frost, who has been the owner operator at this location for 35 years and jumped at the chance to have these kiosks.
"We need to do something different to change the trajectory of our business we have to stay relevant with our customers," Frost said.
国道54号(State Road 54)上的韦斯利教堂麦当劳店是全弗罗里达州唯一一家能提供“创建自己口味”菜单以及自助订购销售机的分店。全美国仅有12家麦当劳能使顾客享受这两种服务,韦斯利教堂的这家分店便是其中之一。
在韦斯利教堂麦当劳店,顾客们可以在自助机上点餐。
这个汉堡剧透最新推出了新型的自助点餐机和"我创我味来"菜单,努力在快餐业维持其领头地位。
约翰·弗罗斯特(John Frost)在这家分店做了35年的业主和运营商,这次他抓住机遇,引进了这些自助点餐机。他说道:"我们的顾客告诉我们他们所喜爱的。而自助点餐机正式是他们的所爱,他们也想要继续见证我们向着未来前进。"
弗罗斯特还表示:"我们需要标新立异,从而改变生意轨迹。我们的商业要与顾客相关。"
There is even a new station devoted to preparing the Create Your Taste menu items and with a different look. The items take a little longer to prepare and then they're delivered to your table.
"Yeah, I like that option, too, sit down, maybe do a little reading wait for it to come," Fettner said.
But what about that self-ordering kiosk?
"Little bit of a learning curve, but it's kind of playing with an iPad," said Fettner.
"It's better than standing in line and trying to do it with everybody else. Plus it comes with a nice little basket, it's a little nicer dinning," said David Fowler.
麦当劳甚至还有个新的门店正在筹备"我创我味来"菜单选项,显示的样子也有点不一样。(与排队点餐的食物相比)顾客在自助点餐机上点的那些食物需要更长的时间来准备,然后所点的食物就会被送上餐桌了。
费特纳尔称:"对,我也喜欢这种(点餐)选择。也许坐下读会儿书,我就能等到汉堡送上来了。"
但关于自助点餐机的反馈如何呢?
费特纳尔表示:"需要学习一下(如何操作),但这就像是在玩iPad。"
大卫·福勒说:"这比站着排队更好,还能迎合其他所有人。另外点好的汉堡是装在一个小篮子中,这样用餐更为精致。"
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下面读文网小编为大家带来金融双语阅读:“麦当劳式经销”伤及中国汽车业利润率 ,希望大家喜欢!
Starbucks, McDonald’s and KFC outlets are all too common sights in towns and cities across much of the world. 在世界许多地方的大小城镇,几乎到处都能看到星巴克(Starbucks)、麦当劳(McDonald's)和肯德基(KFC)的门店。
But in China, it seems, you are just as likely to run into a car dealership selling the wares of one of the country’s best-selling auto manufacturers. 但在中国,同样寻常可见的似乎是中国几大畅销车品牌的经销商。
According to calculations by Robin Zhu, a senior analyst at Bernstein, GM, VW Group and Nissan have 8,400 dealerships in China between them, within a whisker of the 8,600 McDonald’s, KFCs and Starbucks outlets the Middle Kingdom boasts, as the first chart shows. 根据伯恩斯坦研究公司(Bernstein Research)高级分析师Robin Zhu的估算,通用汽车(GM)、大众汽车集团(VW Group)和日产(Nissan)在中国合计有8400家经销商,与这个“中央王国”拥有的麦当劳、肯德基和星巴克门店数量(合计为8600家)相差无几。
And that is not taking into account the 5,100 dealerships in the distribution networks of five other foreign auto manufacturers: Honda, Toyota, PSA Peugeot Citro?n, Ford and Hyundai. 这还没算上本田(Honda)、丰田(Toyota)、标致雪铁龙(PSA Peugeot Citro?n)、福特(Ford)和现代(Hyundai)这五家外国汽车制造商分销网络中的5100家经销商。
Perhaps unsurprisingly, Mr Zhu wonders if this might be too many, suggesting this “McDealering” could be a “catalyst for chaos” in 2016. Robin Zhu质疑这是不是有点太多了(他有这种想法或许并不令人意外),称这种“麦当劳式经销”(McDealering)可能会在2016年“催生混乱”。
“Do Chinese cities really need as many car dealers as fast food restaurants? We think these numbers highlight just how large and dense the dealer networks have become, and the extent to which over-penetration has become a problem,” he says. 他说:“中国城市真的需要和快餐店一样多的汽车经销商吗?我们认为这些数字突显出,经销商网络已变得多么庞大和密集,‘过度覆盖’的问题已变得多么严重。
“[This] over-dealering represents one of the most significant challenges for pricing and profitability in the Chinese auto industry, and one of the most under-appreciated structural issues among investors.” “(这种)经销商过多的局面代表着中国汽车业定价和盈利能力面临的最严峻挑战之一,也代表着投资者普遍严重低估的一个结构性问题。”
One of Bernstein’s concerns is that the proximity of many dealerships is encouraging buyers to play them off against each other, eroding retail pricing power. This danger is exacerbated by the presence of intra-brand competition, where two or more chains of dealers compete head-to-head. 伯恩斯坦关注的一点是,许多经销商彼此离得太近,导致买家可以挑动它们鹬蚌相争,零售定价能力因此受到削弱。品牌内部竞争(即同品牌下的两家或多家经销商网络互相抢生意)的存在,更是加剧了这种风险。
In Beijing for instance, two of the three largest dealer networks sell Volkswagens: FAW VW and Shanghai VW, both joint ventures with Chinese state-owned manufacturers, as the second chart shows. 例如,在北京,三个最大的经销商网络当中,有两个是卖大众汽车的:一汽大众(FAW-Volkswagen)和上海大众(Shanghai Volkswagen)。这两家都是大众与中国国有制造商组建的合资企业。
This problem is not limited to megacities such as Beijing, where Bernstein counts 391 dealerships among the top 21 brands, and Shanghai, with 344 dealers. 这个问题不止限于北京和上海等特大型城市——伯恩斯坦估计,21个最知名品牌在北京有391家经销商,在上海有344家。
Even in cities it dubs Tier 2 and 3, it found each of these 21 brands had an average of 4 outlets per city, with Shanghai VW typically having seven or eight a city and FAW VW five or six (in addition to another six or seven for VW Group’s Skoda and Audi marques). 伯恩斯坦发现,即便在它所谓的二三线城市,这21个品牌平均每个品牌在每个城市也有四家经销商,上海大众在每个城市通常有七八家,一汽大众有五六家(这还不包括大众集团旗下斯柯达(Skoda)和奥迪(Audi)品牌拥有的六七家)。
“Cannibalisation amongst dealers was one of the main contributors to declining retail pricing over the summer of 2015 as dealers of the same brand increasingly tried to undercut one another, and looks set to remain a risk,” says Mr Zhu. Robin Zhu表示:“经销商之间互相抢生意是导致2015年夏零售定价能力不断下降的主要原因之一,同一品牌旗下的经销商越来越多地试图彼此杀价。这种风险似乎将持续存在。”
As EM Squared reported this month, car sales in China are currently strong, with a temporary tax cut helping push light vehicle sales to a record high of 24.2m (on a seasonally adjusted annual basis) in November, underlining the country’s position as the world’s largest market. 正如本月另一篇报道《中国驱动全球汽车销量增长》所述,眼下中国车市兴旺,一项临时的减税政策帮助推动11月轻型车销量(以经季节性因素调整后的年化销量计)达到创纪录的2420万辆,有力地彰显出了中国的全球最大汽车市场地位。
Bernstein argues that expectations of strong sales growth have drowned out concerns about overcapacity, but that the dealer network “remains unsustainable”, with more than 26,000 dealers at the end of 2014 — 60 per cent more than in the US. 伯恩斯坦辩称,尽管对销售将强劲增长的预期淹没了对销售能力过剩的担忧,但这样的经销商网络“仍是不可持续的”——截至2014年底,中国有逾2.6万家经销商,比美国多60%。
Indeed, while the US has about 13,000 Starbucks outlets and 12,800 McDonald’s restaurants, the number of Ford dealerships is less than 3,500. Toyota, the world’s largest car company by unit sales, has 1,750 outlets in the US and Canada. 确实,尽管美国有大约1.3万家星巴克门店和1.28万家麦当劳餐厅,但福特经销商的数量不足3500家。按销量计为全球最大汽车公司的丰田,在美国和加拿大有1750家经销商。
Mr Zhu goes as far as to claim that running a Chinese dealer is increasingly akin to a “McJob” — unstimulating, low-paid and with few prospects — and this in turn is ”putting off Chinese entrepreneurs”. Robin Zhu甚至表示,在中国经营一家经销店越来越像是在麦当劳工作——没劲、薪酬低,也没啥前途——这反过来“让中国人不愿经营经销店”。
With new car profitability “looking permanently impaired” and after-sale service margins now “under attack” following a market liberalisation that allowed consumers to service their cars at a non-franchise location during the warranty period, he believes a crunch may be looming for manufacturers. 新车盈利能力“似乎受到了永久性损害”,而市场自由化使得消费者能够在保修期间在非4S店做保养,经销店的售后服务利润率正“受到冲击”。考虑到这些因素,Robin Zhu认为汽车制造商可能即将遭遇危机。
“We expect many to face the unpalatable choice of accepting shrinking distribution scale, impacting sales, or financially supporting hundreds of increasingly challenged dealers, impacting pricing and profitability,” says Mr Zhu. 他表示:“我们预计许多汽车制造商将面临无奈的选择,要么接受分销网络规模缩水的局面,要么向成百上千日益面临挑战的经销商提供财务支持,前者影响销售,后者损害定价和盈利能力。
“Returns in the market may be about to fall irreversibly.” “市场回报率可能即将不可逆转地下降。”
GM, VW and Nissan all declined to comment. 通用、大众和日产均拒绝置评。
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