彭蒙惠英语:20110217 MP3在线课程 Super-Style Me!

时间 : 2013-12-15 07:25来源 : VOA官网 收听下载次数 :
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Super-Style Me!

by Ben Paynter / (c) 2010, Mansueto Ventures LLC, as first publicshed in Fast Company Magazine. Distributed by Tribune Media Services.

Inside the $2.4 billion plan to change the way you think about the most iconic restaurant on the planet

For lunch, Denis Weil chills out in the contemporary lounge he created. Weil spritzes a lime over his salad. "I love this salad, it's so cravable," he coos in a slight European accent.

His contemporary lounge sits smack in the middle of a newly revamped McDonald's in Oak Brook, Illinois. Yes, McDonald's. Weil, McDonald's VP of concept and design, has spent the past five years educating a host of executives and franchisees throughout the $23 billion company that a McDonald's restaurant doesn't have to mean primary colors and fiberglass booths.

"It's a community center," says Weil of the restaurant, meaning McDonald's is one of the few places cheap and casual enough to be accessible to nearly everyone. The restaurant in Oak Brook has been divided into four "seating zones," each designed for a different activity─chilling out, working, casual dining and group events.

Their strategy

McDonald's grown-up thinking about design is part of its "Plan to Win" growth strategy, initiated in 2003 when executives realized their core markets had gorged on expansion. From 1974 to 2003, the company supersized to more than 30,000 storefronts in 100-plus countries, each one basically a facsimile of the one before it.

The strategy's three pillars are menu innovation, store renovation and an upgrade of the ordering experience.

The next phase, McDonald's execs say, depends on design. "People eat with their eyes first," says president and COO Don Thompson. "If you have a restaurant that is appealing, contemporary and relevant both from the street and interior, the food tastes better."

"As the younger generation starts to see McDonald's as a place you go to eat instead of just picking up food, you could very well change their behavior for years to come," says Darren Tristano of restaurant consultancy Technomic. "The next step," he says, "is to draw people in for a dining experience."

改变风格大作战!

一探耗资二十四亿美元的计画,目的在于改变全球最具代表性的经典餐厅所带给人的印象

在午餐时间,丹尼斯.威尔轻松自在地坐在他打造出的现代化交谊厅里。 他把一片莱姆的汁液挤在自己的沙拉上。「我很爱吃这道沙拉,非常诱人,」他以略带欧洲腔调的口音轻声说道。

他设计的这座现代化交谊厅位于伊利诺州奥克布鲁克一家刚完成重新装修的麦当劳餐厅的正中央。没错,就是麦当劳。威尔是麦当劳的概念与设计副总裁,过去五年来,在这家价值两百三十亿美元的公司里,他把时间完全投注于教育高阶主管与加盟商,让他们明白麦当劳餐厅不一定都要有原色和玻璃纤维的餐座。

「这里是个社区中心,」威尔针对这家餐厅说道,意思是指麦当劳是少数价钱便宜又轻松随性的地方,几乎所有人都可以来。奥克布鲁克的这家餐厅区隔出四个「座位区」,每一区都为不同的活动而设计──包括放松、工作、随性用餐以及团体活动。

策略

麦当劳在设计方面的这种成熟思考模式,是该公司「必胜计画」成长策略的一部分。这项策略在二00三年开始推行,当时麦当劳的高阶主管意识到他们的核心市场已然过度扩张。在一九七四至二00三年间,该公司在一百多个国家巨幅扩增到三万家以上的店面,而且每家店面基本上都是前一家的翻版。

这项策略的三大支柱是菜单创新、店面翻新以及点餐体验升级。

麦当劳的高阶主管表示,下一个阶段仰赖于设计。「顾客用餐会先用眼睛看,」总裁暨营运长唐恩.汤普森说: 「餐厅的外观和内部装潢如果看起来吸引人、现代化又合乎潮流,餐点吃起来就会比较美味。」

「随着年轻一代开始把麦当劳视为用餐地点,而不只是外带餐点的地方,你就有可能改变他们往后多年的行为,」餐厅顾问公司Technomic的达伦.崔斯坦诺表示。「下一步,」他说:「就是吸引顾客进来感受用餐体验。」

 

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