1、中文 1910 字 The Marketing and Distribution of Fast Food Material Source:Contemporary Endocrinology Author: Michelle Christian and Gary Gereffi The origin of fast-food chains began with the franchising of McDonalds in the 1960s, and since then the strength of fast-food brands has grown at a meteoric ra
2、te. The largest fast-food chains (such as McDonalds and Yum! Brands) brought the mass production concept to foodservice, and in the process, changed how food is produced, distributed, and marketed. The activities of each segment of the chain are determined by the specifications of the lead firms, th
3、e branded fast-food restaurants, and their suppliers. The fast-food brands determine the production of food through their requirements forhow food products should be cultivated, manufactured, packaged, distributed, and displayed. They work directly with food processors, who in turn work with farmers
4、 . Fast-food chains have fueled their rapid growth through global expansion. This pace has increased exponentially in developing economies since the 1990s, where the gradual removal of market barriers and trade restrictions made the process of internationalization smoother for leading companies. Yum
5、!Brands is a conglomerate that includes KFC, Pizza Hut, Taco Bell, Long John Silver, and A&W.In 2008 the company boasted 36,000 units in more than 110 countries and territories. KFC is the companys strongest brand with 5,253 units in the United States and 10,327 internationally, including 2,497 in M
6、ainland China alone . However, McDonalds is by far the global fast-food brand leader.In 2008 the companys total system units were 31,967, with 56% of those units being internationally based . Like KFC, China leads the international market for McDonalds with 1,021 units in 2008, doubling since 2003.
7、Other countries like Mexico, Brazil, India, Vietnam, and the Philippines have quickly adopted the fast-food revolution. McDonalds operates 379 units in Mexico and 562 in Brazil. India, a country with a rich spice tradition and many varieties of local cuisine, is experiencing a “fascination” with fas
8、t food . Since 2006, KFC has opened more than 45 restaurants with projections to surpass 120 by 2010. Pizza Hut operates 120 stores in 34 cities and McDonalds 132 stores, with further expansion planned in the coming years . Entrepreneurs in Vietnam, now a member of the World Trade Organization, are
9、trying to push forward franchise agreements with Carls Jr. and Round Table Pizza , while by the year 2000, the Philippines had 2,000 national and global brand chained fast-food restaurants . When fast-food firms enter emerging markets, they have the strength, technological prowess, and modern Wester
10、n image to impact local food production in various ways. Matejowsky claims that the“efficiency and regimentation” of fast-food production styles reinforce the idea that fast food is often superior to local food because it is “scientifically designed” . Interaction effects between global and local fa
11、st-food value chains are seen in the global agrobusinesses that buy products from local farms around the world or else they set up their own farms where they lease out plots to local growers to cultivate the crops the agro-businesses want. These local farms may supply internationally based fast-food
12、 units, local food manufacturers, or transnational corporations that have set up operations in developing countries in order to serve the domestic market.In developing economies, TNCs are certainly not the only actors that are practicing industrialized farming, making processed foods, and setting-up
13、 fast-food restaurants. Domestic companies do this as well. However, the global and local food chains are connected because the standards, practices, and technological achievements that local farmers, manufacturers, and fast-food companies are using were generally adopted from Western firms. Thus, t
14、here is an interaction effect. Schlosser argues that McDonalds and other fast-food chains impart to developing countries new systems of agriculture and food production, which reorient local food systems from staple domestic crops to externally induced needs . For example, when J.R. Simplot entered C
15、hina in 1993 and created the first commercial French fry for the Chinese market, agricultural producers began cultivating potatoes to meet this new demand for processed food . Similarly in India, after importing processed French fries for several years. by 2010 each McDonalds French fry is expected
16、to come from Indian soil but processed by McCain Foods. McCain worked with Indian growers for 9 years to change their potato crop to the Shepody variety to meet McDonalds exacting standards . This is a switch from the typical Indian potato varieties that are low in solids and high in water. Both com
17、panies see emerging economies as cornerstones for the frozen food market. The dissemination of global fast-food production and consumption through local imitators is evident in the rapid growth of local fast-food brands in developing countries, as well. Jollibee, southeast Asias version of McDonalds
18、, is considered one of the regions most profitable corporations with over 1,655 franchises, branches, and subsidiaries across Asia-Pacific . China symbolizes the penetration of fast foods in developing countries and the interaction between global and local dynamics. KFC is one of the most successful
19、 fast-food chains in China. As of 2008, there were over 2,497 restaurants in Mainland China. Five hundred or more restaurants are planned for 2009. The emergence of KFC and other leading fast-food chains in China is shaping local food systems in lasting ways. Agricultural imports have increased beca
20、use foreign firms are demanding particular commodities as key ingredients for their fast-food staples. The food-processing industry in China has grown at high double digits over the past 5 years. Large foreign food manufacturers have continued to set up facilities and expand their Chinese operations
21、 to cater to the demand from both global and local firms in China. For example, Tysons, a top supplier to KFC, had two acquisitions in 2008. As with poultry farmers in the United States, Tyson pushes standards onto Chinese poultry farmers (e.g., types of feed and antibiotics used) and in the process
22、 impacts local agricultural suppliers (e.g., farmers switching to soy bean cultivation which is used as feed for poultry). What has spurred the meteoric rise of fast-food chains and allowed them to solidify their market power while not being food producers themselves is the role of marketing and bra
23、nds. For the past 50 years, the fast-food revolution was buoyed by the top brands ability to mold marketing messages in multiple media that impacted how consumers perceived fast-food. Corporations like McDonalds and KFC expanded their brand image with extensive marketing and advertising. Fast-food m
24、arketing campaigns oriented toward children remain strong, particularly within the realm of movies. McDonalds 2008 total marketing budget was $1.7 billion and in 2009 they launched a major promotional campaign linked to the blockbuster movie Avatar . Since 1997, McDonalds has had a global alliance w
25、ith the Walt Disney Co. whereby they shared exclusive marketing rights for films like Toy Story and A Bugs Life. As children enjoyed their Chicken McNugget Happy Meals, they also were able to play with toys of Buzz Lightyear. McDonalds moved their partnership to DreamWorks studios in 2007 to take ad
26、vantage of the immense popularity of the Shrek movie franchise . Thus, children associate fun and exciting entertainment with particular brands and food choices. Strong marketing and promotional initiatives in the United States by the largest fast-food companies parallel the marketing campaigns that
27、 follow a fast-food companys entry into foreign markets.These companies have continued to target children in their global operations. The marketing strategy “think global, act local” has become the rallying cry of global marketing campaigns with children and youth representing a key part of this “gl
28、ocalisation.” Both McDonalds and KFC have marketing campaigns, particularly in East Asia, that appeal to children and teenagers through the use of Internet texting, in-store prizes inspired by the summer Olympics, and the marketing of “cool.” Li highlights how KFC marketing strategies in China have
29、a dual strategy that keeps KFC “hip” for young consumers who want a Western brand experience and culturally sensitive for adults who appreciate the Chinese-style menu items like the Old Beijing Chicken Roll . During the past decade, consumer and public health advocates and government bodies have beg
30、un to highlight the health dangers of excessive consumption of fast foods and the irresponsibility of fast-food marketing campaigns oriented toward children. This public outcry has spurred an attempt by fast-food firms to “rebrand” themselves by offering healthier food options. These shifts could le
31、ad to signi ficant changes along the value chain if fast-food buyers begin to demand healthier products(including additives and other inputs) from their suppliers, but many are skeptical that these “healthy choice” changes are in fact superficial. The launching of health-conscious initiatives by fas
32、t-food firms followed a series of well-publicized reports and lawsuits criticizing the marketing practices of the top firms and the lack of nutritional value in their food options. In 2008 the Center for Science in the Public Interest and the California Center for Public Health Advocacy released a s
33、tudy that concluded that most of the kids options at venues such as McDonalds, KFC, and Wendys are too high in calories . In addition, in 2004 the World Health Organization launched its Global Strategy on Diet, Physical Activity, and Health that called on governments and private industry to curb the
34、 marketing of unhealthy dietary practices. However, most actions by the industry regarding standards for marketing practices are merely voluntary. The Childrens Advertising Review Unit (CARU) of the National Council of Better Business Bureaus sets guidelines for policies and standards for food adver
35、tisers in the United States, but it has no enforcement authority. The most visible government actions to change fast-food industry practices have involved the regulation of trans-fats, a common component of fast-food products, and required nutritional labeling. This has mainly been handled on a stat
36、e-by-state basis. California, New York City, and Texas have already enacted or put forward legislation banning trans-fats in chained restaurants. In addition, the Labeling Education and Nutrition (LEAN) Act, a recent 2008 federal legislation that would create one standard for disclosing information
37、in chain restaurants nationwide, is garnering some industry support, but many companies still oppose detailed labeling such as listing grams of saturated and trans-fats and sodium levels as menu items . With greater public awareness about fast-food health issues and the push for government regulatio
38、n, the industry has sought to de flect this new market pressure. As of 2008, according to Euromonitor International, almost all the leading fast-food chains have either eliminated or are attempting to eliminate trans-fat . Both McDonalds and KFC have begun new marketing campaigns to highlight their moves
