搜尋結果

以下是含有McDonald's的搜尋結果,共02

  • 逛街如何單手吃麥當勞 曝超炫秘招

    逛街如何單手吃麥當勞 曝超炫秘招

    台灣許多民眾愛吃速食,其中知名速食店「麥當勞(McDonald's)」不僅出餐速度快,且餐點樣式多元,因此吸引許多消費者光顧,日前官方IG貼出「單手吃麥當勞」的照片,沒想到意外引發討論,超炫的吃法讓不少網友躍躍欲試,但也有人發現問題狂吐槽。

  • 世.界.之‧窗-麥當勞無往不利的奧秘:從廚房開始

     閱讀暖身7年前,當Jim Skinner臨危授命成為麥當勞的CEO。個性低調、學歷不高,生於美國中西部的Skinner實現了公司利潤的激增,在全球景氣進入歷史性的經濟衰退,美國人開始縮減開支的當而,麥當勞不但業績仍蒸蒸日上,股價也創下歷史新高,開創了麥當勞的黃金時代。Skinner卻說:「我一直都是『跑龍套』。」("I've been a walk-on in everything)進入本文前,讀者可以試著猜猜看以下詞彙的英文:(A)事必躬親的上司(B)精打細算的(C)專家 \n Jim Skinner, CEO of McDonald's, is inspecting the kitchen of one of his restaurants in Oak Brook, Ill. He examines the food-preparation area as he explains, in great detail, the "review of the hash browns" that McDonald's initiated a few years ago─and admonishes the reporter to not touch anything. "Unless you feel like you want to have a job," he adds. McDonald's, after all, is one of the few places hiring these days. \n 麥當勞執行長 Jim Skinner 在伊利諾州Oak Brook其中一家分店仔細檢驗餐點準備區,並說明麥當勞幾年前開始針對薯餅進行再次檢驗。在記者來訪時,他不讓外人碰觸廚房內任何器具,他說:「除非你想要在這裡工作。」近期大環境雖然欠佳,麥當勞還是少數幾家肯招募新員工的企業。 \n Skinner isn't a (A)micromanager. He's simply intensely focused on the efficiency and performance of McDonald's 33,000 restaurants worldwide and the enormous, complex infrastructure that supports them, a managerial trait that has resulted in nothing short of a Golden Age for the Golden Arches. Since Skinner became CEO in 2004, the company has delivered an annual growth rate of 5%, with revenue topping $24 billion last year. Same-store sales have climbed each of the seven years of his tenure, and in that time the stock has returned more than 250%. \n Skinner並非一位事必躬親的上司。他的目標是提升全球3.3萬家分店的工作表現,鞏固龐雜的企業架構。此管理特色也為金黃拱門帶來一段黃金時代。Skinner在2004年接掌執行長職位後,美國麥當勞每年業績成長5%,到了2010年總營收突破240億美元,此外,當年美國同店銷售額也是7年生涯中最高,公司股價7年來漲幅超過 250%。 \n You might assume that the company simply has been the beneficiary of the struggling economy, and that (B) cost-conscious consumers are flocking to fast-food eateries instead of sit-down restaurants. But to 1weather the current turmoil─ \n Skinner has had to find ways to attract new diners while retaining the hard-core Big Mac-and-fries crowd. And so today, along with burgers and shakes, you can stroll into a McDonald's and pick up a snack wrap and a decent latte, all of which translates into higher sales per location. \n 你也許認為他們會有良好業績是因不景氣而得到正面利多:精打細算的大眾不願多花錢上正式餐館,因此就在速食店解決三餐。然而為了避免經濟動盪的負面衝擊,Skinner必須找到方法吸引新顧客上門,並同時留住愛吃大麥克及薯條的舊顧客。所以現在到麥當勞,除了可以點漢堡跟奶昔,也能夠享用小點心及拿鐵,這項策略成功地為每家分店帶來更高的銷售額。 \n Now think of all the things that have to go right to pull off that kind of global transformation: Test kitchens need to 2churn out winning recipes, the company must line up suppliers who can handle big orders, the crews have to be trained to prepare new items, and marketers must figure out a way to sell them─all while 3fending off the food police who, not without merit, dog the company about the nutritional value of its fare. Luckily for McDonald's, Skinner is an operations (C)whiz who has turned the restaurant giant into a well-oiled machine, insisting on planning and accountability throughout the company ."McDonald's has been an execution wonder," says UBS analyst David Palmer. \n 現在思考所有成就了麥當勞全球變革的細節:能發展出最佳菜單的廚房、能承接大訂單的供應商、能隨時應付新菜單的員工、絞盡腦汁進行宣傳的行銷人員,同時又有一群崇尚健康的營養師時常監督餐點的營養價值。對麥當勞而言幸運的是,Skinner是位經營專家,他讓一間餐飲巨人變成一台上好油的機器,並在公司內部堅持預先規劃及負責的文化。UBS分析師David Palmer說:「麥當勞早已成為經營奇蹟。」

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