The changes facing fast food

　　整改指向快餐業

　　Good andhungry;More than menus need to be revamped iffast-food firms want to keep growing;

　　美味與饑餓并存;如果快餐業想要持續的增長所要做的遠不止改變一下菜單這么簡單。

　　Fast-food firms have to be a thick-skinned bunch.Health experts regularly lambast them for peddlingfood that makes people fat. Critics even complainthat McDonald s, whose golden arches symbolisecalorie excess, should not have been allowed tosponsor the World Cup. These are things fast-foodfirms have learnt to cope with and to deflect. But not perhaps for much longer. The burgerbusiness faces more pressure from regulators at a time when it is already adaptingstrategies in response to shifts in the global economy.

　　健康專家因其向人們兜售令人肥胖的食品而不斷猛烈抨擊快餐業。因而快餐業不得不成為一個厚著臉皮生存的群體。評論家門甚至抱怨到有著代表超高熱量金色拱形標志的麥當勞不應該被允許贊助世界杯。雖然有些事情快餐業已經學會去處理和轉移。但是他們的手去無法伸得更長。當漢堡經濟在全球經濟條件下正在做出適應性的戰略部署作為回應來扭轉局勢的時候，卻要面臨著來自監管者方面更多的壓力。

　　Fast food was once thought to be recession-proof. When consumers need to cut spending, thelogic goes, cheap meals like Big Macs and Whoppers become even more attractive. Suchtrading down proved true for much of the latest recession, when fast-food companies pickedup customers who could no longer afford to eat at casual restaurants. Traffic was boosted inAmerica, the home of fast food, with discounts and promotions, such as $1 menus and cheapcombination meals.

　　快餐一度被認為是經濟衰退的證據。邏輯上，當消費者要削減開支時，巨無霸和特大型漢堡等便宜的食物會變得更有吸引力。當快餐商家攥住了那些在便利餐廳也付不起錢的消費者時，這樣的低消費觀在最近的經濟衰退中被和好的證明了。在美國，這個快餐的發源地，伴隨著快餐業的打折活動以及促銷活動，例如推出1美元菜單和便宜的什錦飯，快餐店客流也變得興旺起來。

　　As a result, fast-food chains have weathered the recession better than their priciercompetitors. In 2009 sales at full-service restaurants in America fell by more than 6%, buttotal sales remained about the same at fast-food chains. In some markets, such as Japan,France and Britain, total spending on fast food increased. Same-store sales in America atMcDonald s, the world s largest fast-food company, did not decline throughout the downturn.Panera Bread, an American fast-food chain known for its fresh ingredients, performed well,too: its boss, Ron Shaich, claims this is because it offers higher-quality food at lower pricesthan restaurants.

　　結果，快餐業比那些貴一點的同行們要更好的度過了這次經濟危機。在2009年美國本土那些全服務餐館業的營業額與以前同期相比有超過了6%的降幅，但是快餐連鎖企業的營業額卻依然保持不變。在其他國家的市場上，如日本，法國和英國，在快餐上的消費整體上是增長的。在美國同行業的營業額中，世界上最大的快餐企業麥當勞在沒有下滑的情況下度過了經濟衰退期。以其新鮮的原料以及良好的服務聞名的美國快餐連鎖運營商Penera Bread的首席執行官羅恩 夏奇聲稱這些現象的出現是因為他們一更低廉的價格提供了更高質量的食物。

　　But not all fast-food companies have been as fortunate. Many, such as Burger King, haveseen sales fall. In a severe recession, while some people trade down to fast food, manyothers eat at home more frequently to save money. David Palmer, an analyst at UBS, abank, says smaller fast-food chains in America, such as Jack in the Box and Carl s Jr., havebeen hit particularly hard in this downturn because at the same time they are slugging it outwith a global powerhouse in the form of McDonald s, which ramped up spending onadvertising by more than 7% last year as others cut back.

　　但并非所有的快餐企業有如此好的運氣。例如漢堡王等許多企業的營業額就有所下滑。相對有一些人低消費投向快餐，許多人更多的時候為了省錢在家里吃飯。瑞士聯合銀行的分析師大衛帕爾曼表示，在美國，一些小型的快餐連鎖店，如玩偶匣和卡樂星，在這次經濟衰退中受到了特別嚴重的沖擊。因為與此同時它們還要與像麥當勞，去年在其他企業都在下滑時，它卻向廣告宣傳投入了超過了7%的財力，這樣的的全球性的大集團進行競爭。

　　Some fast-food companies also cannibalised their own profits by trying to give customersbetter value. During the recession companies set prices low, hoping that once they hadtempted customers through the door they would be persuaded to order more expensiveitems. But in many cases that strategy backfired. Last year Burger King franchisees sued thecompany over its double-cheeseburger promotion, claiming it was unfair for them to berequired to sell these for $1 when they cost $1.10 to make. In May a judge ruled in favour ofBurger King. Nevertheless, the company may still be cursing its decision to promote cheapchoices over more expensive ones because items on its value menu now account for around20% of all sales, up from 12% last October.

　　一些快餐企業不惜削減自己的利潤試圖給顧客們更好的優惠。在經濟危機期間，很多商家采取一系列的促銷手段，希望顧客們哪怕一次穿過大門，從而能夠勸說他們購買稍貴的產品。但是在多數情況下，這些計劃實施之后反而事與愿違。去年漢堡王的特約經銷商就因為雙層起司漢堡的促銷活動而控告了公司。并聲稱以1美元出售這些1.10美元成本價的產品對他們是不公平的。最終五月份法官裁決表示支持漢堡王。盡管如此，這家公司依然咒罵漢堡王做出的增加可供選擇的便宜產品并超過價格高的產品的數量的決定。因為這些產品在它的有價值菜單所占比例從去年10月的12%升到了現在的20%。

　　Analysts expect the fast-food industry to grow modestly this year. But the downturn ismaking them rethink their strategies. Many companies are now introducing higher-priceditems to entice consumers away from $1 specials. KFC, a division of Yum! Brands, which alsoowns Taco Bell and Pizza Hut, has launched a chicken sandwich that costs around $5. And inMay Burger King introduced barbecue pork ribs at a hefty $7 for eight.

　　分析人士對今年快餐業的適度增長有所期待。但是衰退的形勢卻不容樂觀，他們重新考慮了他們的分析結果。現在許多商家推出一些稍高價格的商品試圖將消費者從1美元的特價商品中吸引回來。擁有塔可鐘和必勝客的百勝餐飲集團，其旗下品牌肯德基已經推出了一款售價約5美元的雞肉三明治。五月份漢堡王適時推出了7 到8美元的烤豬排。

　　More cheeseburgers

　　更多的起司漢堡

　　Companies are also trying to get customers to buy new and more items, including drinks.McDonald s started selling better coffee as a challenge to Starbucks. Its McCaf line nowaccounts for an estimated 6% of sales in America. Others are testing a similar strategy.Starbucks has sold rights to its Seattle s Best coffee brand to Burger King, which will startselling it later this year. McDonald s is now rolling out frapp coffees and smoothies.

　　許多快餐企業當然也試圖讓消費者購買包括飲料在內的更多新的產品。麥當勞開始銷售更優質的咖啡作為對星巴克的挑戰。它的麥克咖啡系列在美國本土的銷售量約6%。由此同時其它的商家也嘗試這相似的策略。星巴克已經將它的西雅圖最好咖啡的品牌版權出售給了漢堡王，并將在今年晚些時候開始銷售。麥當勞現在也正式推出冰沙咖啡和果汁。

　　As fast-food companies shift from super size to more buys they need to keep customertraffic high throughout the day. Many see breakfast as a big opportunity, and not just forfatty food. McDonald s will start selling porridge in America next year. Breakfast has thepotential to be very lucrative, says Sara Senatore of Bernstein, a research firm, because themargins can be high. Fast-food companies are also adding midday and late-night snacks, suchas blended drinks and wraps. The idea is that by having a greater range of things on themenu, we can sell to consumers products they want all day, says Rick Carucci, the chieffinancial officer of Yum! Brands.

　　因為要從大尺寸到更多買家策略的轉變，這些快餐商家需要維持一天高的客流。另外，一些商家看到了早餐市場巨大的商機，并不是因為高熱量的食物那么簡單。麥當勞將在明年開始銷售粥類食物。伯恩斯坦的參議員莎拉表示，早餐市場具有賺錢的潛力。因為它的利潤是相當高的。快餐商家也在增加中午和夜晚小吃的種類，例如混合型飲料及包裝食品。正因為這個菜單包含的范圍很廣，那么以百勝集團財務部經理瑞克卡如茨的觀點來說，我們可以賣給消費者他們一整天都需要的食物。

　　Yet growth opportunities in America are limited because the market is considered to besaturated, not so much in fats but outlets. China is the place where most fast-food chains,like so many industries, see big expansion. Mr Carucci, for one, thinks China will be thebiggest growth opportunity for the industry this century. If so, then Yum!, which has thegreatest presence in China of any Western fast-food company, will be celebrating. Alreadyaround 30% of the company s profits come from China, and in the next five years this isexpected to grow to 40%. India also looks like a succulent opportunity. Others plan to serveup more business in Russia and elsewhere in Europe. Given that around 75% of fast-foodcompanies revenue in Europe comes from people eating in the restaurants , older European outlets are being done up to make them more attractiveplaces.

　　增長的的機會在美國國內也是有限的。因為市場被認為是趨近飽和的，并非因為如此多的脂肪而是太多的經銷店。很多的快餐連鎖店和其他的行業一樣把目光聚焦到了中國，視其為巨大的擴張市場。卡如茨先生認為中國在本世紀對于各種行業來說將成為最大的增長機遇，在某一時期。如果真的是這樣，那么與其他快餐企業相比在中國有著最大市場的百勝集團將會舉杯歡慶了。它大約有30%的利潤來自中國，而且在未來5年內這個數字將有望增長到40%。印度似乎也是一塊多汁的肥肉。而其他的企業計劃將更多的事務放在俄羅斯以及歐洲的其他地方。快餐業在歐洲有大約75%的財政收入來自于那些去餐館吃飯的人們，一些歐洲的老字號餐館則使出渾身解數讓自己更有吸引力。

　　Getting chunky

　　變得厚實

　　The recession also proved the importance of size in competing for customers, which meansthat more consolidation is likely. Wendy s and Arby s, two American fast-food chains,merged in 2008. On June 11th their shares surged following news that a buyer was interestedin the company. Smaller chains may catch the eye of private-equity firms, just as CKERestaurants did earlier this year when Apollo Management, a buy-out firm, purchased it.

　　這場經濟危機也證明了在消費競爭中規模的重要性，也意味著更加牢固。兩大美國快餐連鎖店溫迪快餐和阿貝茲快餐于2008年合并。6月11日，一個買家有意收購該公司的資訊公開后它們的股票飛漲。小型的快餐連鎖店還是可以受到一些私人控股公司的青睞，就像CKE今年更早的時候被一家買斷企業阿波羅收購一樣。

　　But what about those growing waistlines? So far, fast-food firms have nimbly avoidedgovernment regulation. By providing healthy options, like salads and low-caloriesandwiches, they have at least given the impression of doing something about helping tofight obesity. These offerings are not necessarily loss-leaders, as they broaden the appealof outlets to groups of diners that include some people who don t want to eat a burger. Butcustomers cannot be forced to order salads instead of fries.

　　但是誰來關注那些越長越大的腰圍呢?到目前為止，快餐企業還是有些靈活的辦法來躲避政府的政策。通過提供一些健康的選擇項目，像沙拉和低熱量的三明治，他們似乎想給人們留下為幫助對抗肥胖要做一些具體事情的印象。提供的這些東西并不是什么不必須的虧本特賣品，因為它們擴大了經銷商對那些擁有大萊卡的群體，包括不喜歡吃漢堡的人們的感染力。但是消費者不可能被強制提供沙拉來代替油炸食物。

　　In the future, simply offering a healthy option may not be good enough. Everypackaged-food and restaurant company I know is concerned about regulation right now,says Mr Palmer of UBS. America s health-reform bill, which Congress passed this year,requires restaurant chains with 20 or more outlets to put the calorie-content of items theyserve on the menu. A study by the National Bureau of Economic Research, which tracked theeffects on Starbucks of a similar calorie-posting law in New York City in 2007, found that theaverage calorie-count per transaction fell 6% and revenue increased 3% at Starbucksstores where a Dunkin Donuts outlet was nearbya sign, it is said, that menu-labelling couldfavour chains that have more nutritious offerings.

　　在未來的時間，簡單提供一些健康的可供選擇的食品可能是不夠好的。 現在每一個我所了解的包裝食品品和連鎖餐館的企業是對于法律規定的權利很是頭疼，瑞銀集團的帕爾曼先生表示。今年美國國會通過的健康法案要求擁有20 家甚至更多的連鎖店的餐館要把每樣他們提供的菜肴的熱量目錄印制在菜單上。一項由美國國家經濟研究局開展的對在2007年紐約推出的相似的熱量法案對星巴克的影響的跟蹤調查，在旁邊有唐恩都樂連鎖店的情況下，發現平均每次的交易中的熱量值減少了6%，而財政收入增長了3%。也就是說這些新增的菜單標簽有助于這些企業提供更營養的菜肴。

　　In order to avoid other legislation in America and elsewhere, fast-food companies will haveto continue innovating. Walt Riker of McDonald s claims the makeover it has given to itsmenu means it offers more healthy items than it did a few years ago. We probably sell morelettuce, more milk, more salads, more apples than any restaurant business in the world, hesays. But the recent proposal by a county in California to ban the golden arches fromincluding toys in its high-calorie Happy Meals, because legislators believe it attractschildren to unhealthy food, suggests there is a lot more left to do.

　　為了避免與美國和其他地方的法規起沖突，快餐企業將不得不繼續進行改良與創新。麥當勞的沃特瑞克宣稱其公司已經對菜單進行了改良，這意味真麥當勞與幾年前相比會提供更多健康的食品。與世界上的其他餐館經營者相比，我們可能會銷售更多的生菜，更多的牛奶，更多的沙拉以及更多的蘋果，他說道。但是加利福尼亞州的一個小鎮則提議禁止麥當勞的金色拱形標志出現包括它的高熱量的快樂套餐贈送的玩具上，因為執法者們認為它會引誘孩子們去吃不健康的食物，并建議還有很多事情等著我們去做。

　　The changes facing fast food

　　整改指向快餐業

　　Good andhungry;More than menus need to be revamped iffast-food firms want to keep growing;

　　美味與饑餓并存;如果快餐業想要持續的增長所要做的遠不止改變一下菜單這么簡單。

　　Fast-food firms have to be a thick-skinned bunch.Health experts regularly lambast them for peddlingfood that makes people fat. Critics even complainthat McDonald s, whose golden arches symbolisecalorie excess, should not have been allowed tosponsor the World Cup. These are things fast-foodfirms have learnt to cope with and to deflect. But not perhaps for much longer. The burgerbusiness faces more pressure from regulators at a time when it is already adaptingstrategies in response to shifts in the global economy.

　　健康專家因其向人們兜售令人肥胖的食品而不斷猛烈抨擊快餐業。因而快餐業不得不成為一個厚著臉皮生存的群體。評論家門甚至抱怨到有著代表超高熱量金色拱形標志的麥當勞不應該被允許贊助世界杯。雖然有些事情快餐業已經學會去處理和轉移。但是他們的手去無法伸得更長。當漢堡經濟在全球經濟條件下正在做出適應性的戰略部署作為回應來扭轉局勢的時候，卻要面臨著來自監管者方面更多的壓力。

　　Fast food was once thought to be recession-proof. When consumers need to cut spending, thelogic goes, cheap meals like Big Macs and Whoppers become even more attractive. Suchtrading down proved true for much of the latest recession, when fast-food companies pickedup customers who could no longer afford to eat at casual restaurants. Traffic was boosted inAmerica, the home of fast food, with discounts and promotions, such as $1 menus and cheapcombination meals.

　　快餐一度被認為是經濟衰退的證據。邏輯上，當消費者要削減開支時，巨無霸和特大型漢堡等便宜的食物會變得更有吸引力。當快餐商家攥住了那些在便利餐廳也付不起錢的消費者時，這樣的低消費觀在最近的經濟衰退中被和好的證明了。在美國，這個快餐的發源地，伴隨著快餐業的打折活動以及促銷活動，例如推出1美元菜單和便宜的什錦飯，快餐店客流也變得興旺起來。

　　As a result, fast-food chains have weathered the recession better than their priciercompetitors. In 2009 sales at full-service restaurants in America fell by more than 6%, buttotal sales remained about the same at fast-food chains. In some markets, such as Japan,France and Britain, total spending on fast food increased. Same-store sales in America atMcDonald s, the world s largest fast-food company, did not decline throughout the downturn.Panera Bread, an American fast-food chain known for its fresh ingredients, performed well,too: its boss, Ron Shaich, claims this is because it offers higher-quality food at lower pricesthan restaurants.

　　結果，快餐業比那些貴一點的同行們要更好的度過了這次經濟危機。在2009年美國本土那些全服務餐館業的營業額與以前同期相比有超過了6%的降幅，但是快餐連鎖企業的營業額卻依然保持不變。在其他國家的市場上，如日本，法國和英國，在快餐上的消費整體上是增長的。在美國同行業的營業額中，世界上最大的快餐企業麥當勞在沒有下滑的情況下度過了經濟衰退期。以其新鮮的原料以及良好的服務聞名的美國快餐連鎖運營商Penera Bread的首席執行官羅恩 夏奇聲稱這些現象的出現是因為他們一更低廉的價格提供了更高質量的食物。

　　But not all fast-food companies have been as fortunate. Many, such as Burger King, haveseen sales fall. In a severe recession, while some people trade down to fast food, manyothers eat at home more frequently to save money. David Palmer, an analyst at UBS, abank, says smaller fast-food chains in America, such as Jack in the Box and Carl s Jr., havebeen hit particularly hard in this downturn because at the same time they are slugging it outwith a global powerhouse in the form of McDonald s, which ramped up spending onadvertising by more than 7% last year as others cut back.

　　但并非所有的快餐企業有如此好的運氣。例如漢堡王等許多企業的營業額就有所下滑。相對有一些人低消費投向快餐，許多人更多的時候為了省錢在家里吃飯。瑞士聯合銀行的分析師大衛帕爾曼表示，在美國，一些小型的快餐連鎖店，如玩偶匣和卡樂星，在這次經濟衰退中受到了特別嚴重的沖擊。因為與此同時它們還要與像麥當勞，去年在其他企業都在下滑時，它卻向廣告宣傳投入了超過了7%的財力，這樣的的全球性的大集團進行競爭。

　　Some fast-food companies also cannibalised their own profits by trying to give customersbetter value. During the recession companies set prices low, hoping that once they hadtempted customers through the door they would be persuaded to order more expensiveitems. But in many cases that strategy backfired. Last year Burger King franchisees sued thecompany over its double-cheeseburger promotion, claiming it was unfair for them to berequired to sell these for $1 when they cost $1.10 to make. In May a judge ruled in favour ofBurger King. Nevertheless, the company may still be cursing its decision to promote cheapchoices over more expensive ones because items on its value menu now account for around20% of all sales, up from 12% last October.

　　一些快餐企業不惜削減自己的利潤試圖給顧客們更好的優惠。在經濟危機期間，很多商家采取一系列的促銷手段，希望顧客們哪怕一次穿過大門，從而能夠勸說他們購買稍貴的產品。但是在多數情況下，這些計劃實施之后反而事與愿違。去年漢堡王的特約經銷商就因為雙層起司漢堡的促銷活動而控告了公司。并聲稱以1美元出售這些1.10美元成本價的產品對他們是不公平的。最終五月份法官裁決表示支持漢堡王。盡管如此，這家公司依然咒罵漢堡王做出的增加可供選擇的便宜產品并超過價格高的產品的數量的決定。因為這些產品在它的有價值菜單所占比例從去年10月的12%升到了現在的20%。

　　Analysts expect the fast-food industry to grow modestly this year. But the downturn ismaking them rethink their strategies. Many companies are now introducing higher-priceditems to entice consumers away from $1 specials. KFC, a division of Yum! Brands, which alsoowns Taco Bell and Pizza Hut, has launched a chicken sandwich that costs around $5. And inMay Burger King introduced barbecue pork ribs at a hefty $7 for eight.

　　分析人士對今年快餐業的適度增長有所期待。但是衰退的形勢卻不容樂觀，他們重新考慮了他們的分析結果?，F在許多商家推出一些稍高價格的商品試圖將消費者從1美元的特價商品中吸引回來。擁有塔可鐘和必勝客的百勝餐飲集團，其旗下品牌肯德基已經推出了一款售價約5美元的雞肉三明治。五月份漢堡王適時推出了7 到8美元的烤豬排。

　　More cheeseburgers

　　更多的起司漢堡

　　Companies are also trying to get customers to buy new and more items, including drinks.McDonald s started selling better coffee as a challenge to Starbucks. Its McCaf line nowaccounts for an estimated 6% of sales in America. Others are testing a similar strategy.Starbucks has sold rights to its Seattle s Best coffee brand to Burger King, which will startselling it later this year. McDonald s is now rolling out frapp coffees and smoothies.

　　許多快餐企業當然也試圖讓消費者購買包括飲料在內的更多新的產品。麥當勞開始銷售更優質的咖啡作為對星巴克的挑戰。它的麥克咖啡系列在美國本土的銷售量約6%。由此同時其它的商家也嘗試這相似的策略。星巴克已經將它的西雅圖最好咖啡的品牌版權出售給了漢堡王，并將在今年晚些時候開始銷售。麥當勞現在也正式推出冰沙咖啡和果汁。

　　As fast-food companies shift from super size to more buys they need to keep customertraffic high throughout the day. Many see breakfast as a big opportunity, and not just forfatty food. McDonald s will start selling porridge in America next year. Breakfast has thepotential to be very lucrative, says Sara Senatore of Bernstein, a research firm, because themargins can be high. Fast-food companies are also adding midday and late-night snacks, suchas blended drinks and wraps. The idea is that by having a greater range of things on themenu, we can sell to consumers products they want all day, says Rick Carucci, the chieffinancial officer of Yum! Brands.

　　因為要從大尺寸到更多買家策略的轉變，這些快餐商家需要維持一天高的客流。另外，一些商家看到了早餐市場巨大的商機，并不是因為高熱量的食物那么簡單。麥當勞將在明年開始銷售粥類食物。伯恩斯坦的參議員莎拉表示，早餐市場具有賺錢的潛力。因為它的利潤是相當高的。快餐商家也在增加中午和夜晚小吃的種類，例如混合型飲料及包裝食品。正因為這個菜單包含的范圍很廣，那么以百勝集團財務部經理瑞克卡如茨的觀點來說，我們可以賣給消費者他們一整天都需要的食物。

　　Yet growth opportunities in America are limited because the market is considered to besaturated, not so much in fats but outlets. China is the place where most fast-food chains,like so many industries, see big expansion. Mr Carucci, for one, thinks China will be thebiggest growth opportunity for the industry this century. If so, then Yum!, which has thegreatest presence in China of any Western fast-food company, will be celebrating. Alreadyaround 30% of the company s profits come from China, and in the next five years this isexpected to grow to 40%. India also looks like a succulent opportunity. Others plan to serveup more business in Russia and elsewhere in Europe. Given that around 75% of fast-foodcompanies revenue in Europe comes from people eating in the restaurants , older European outlets are being done up to make them more attractiveplaces.

　　增長的的機會在美國國內也是有限的。因為市場被認為是趨近飽和的，并非因為如此多的脂肪而是太多的經銷店。很多的快餐連鎖店和其他的行業一樣把目光聚焦到了中國，視其為巨大的擴張市場。卡如茨先生認為中國在本世紀對于各種行業來說將成為最大的增長機遇，在某一時期。如果真的是這樣，那么與其他快餐企業相比在中國有著最大市場的百勝集團將會舉杯歡慶了。它大約有30%的利潤來自中國，而且在未來5年內這個數字將有望增長到40%。印度似乎也是一塊多汁的肥肉。而其他的企業計劃將更多的事務放在俄羅斯以及歐洲的其他地方?？觳蜆I在歐洲有大約75%的財政收入來自于那些去餐館吃飯的人們，一些歐洲的老字號餐館則使出渾身解數讓自己更有吸引力。

　　Getting chunky

　　變得厚實

　　The recession also proved the importance of size in competing for customers, which meansthat more consolidation is likely. Wendy s and Arby s, two American fast-food chains,merged in 2008. On June 11th their shares surged following news that a buyer was interestedin the company. Smaller chains may catch the eye of private-equity firms, just as CKERestaurants did earlier this year when Apollo Management, a buy-out firm, purchased it.

　　這場經濟危機也證明了在消費競爭中規模的重要性，也意味著更加牢固。兩大美國快餐連鎖店溫迪快餐和阿貝茲快餐于2008年合并。6月11日，一個買家有意收購該公司的資訊公開后它們的股票飛漲。小型的快餐連鎖店還是可以受到一些私人控股公司的青睞，就像CKE今年更早的時候被一家買斷企業阿波羅收購一樣。

　　But what about those growing waistlines? So far, fast-food firms have nimbly avoidedgovernment regulation. By providing healthy options, like salads and low-caloriesandwiches, they have at least given the impression of doing something about helping tofight obesity. These offerings are not necessarily loss-leaders, as they broaden the appealof outlets to groups of diners that include some people who don t want to eat a burger. Butcustomers cannot be forced to order salads instead of fries.

　　但是誰來關注那些越長越大的腰圍呢?到目前為止，快餐企業還是有些靈活的辦法來躲避政府的政策。通過提供一些健康的選擇項目，像沙拉和低熱量的三明治，他們似乎想給人們留下為幫助對抗肥胖要做一些具體事情的印象。提供的這些東西并不是什么不必須的虧本特賣品，因為它們擴大了經銷商對那些擁有大萊卡的群體，包括不喜歡吃漢堡的人們的感染力。但是消費者不可能被強制提供沙拉來代替油炸食物。

　　In the future, simply offering a healthy option may not be good enough. Everypackaged-food and restaurant company I know is concerned about regulation right now,says Mr Palmer of UBS. America s health-reform bill, which Congress passed this year,requires restaurant chains with 20 or more outlets to put the calorie-content of items theyserve on the menu. A study by the National Bureau of Economic Research, which tracked theeffects on Starbucks of a similar calorie-posting law in New York City in 2007, found that theaverage calorie-count per transaction fell 6% and revenue increased 3% at Starbucksstores where a Dunkin Donuts outlet was nearbya sign, it is said, that menu-labelling couldfavour chains that have more nutritious offerings.

　　在未來的時間，簡單提供一些健康的可供選擇的食品可能是不夠好的。 現在每一個我所了解的包裝食品品和連鎖餐館的企業是對于法律規定的權利很是頭疼，瑞銀集團的帕爾曼先生表示。今年美國國會通過的健康法案要求擁有20 家甚至更多的連鎖店的餐館要把每樣他們提供的菜肴的熱量目錄印制在菜單上。一項由美國國家經濟研究局開展的對在2007年紐約推出的相似的熱量法案對星巴克的影響的跟蹤調查，在旁邊有唐恩都樂連鎖店的情況下，發現平均每次的交易中的熱量值減少了6%，而財政收入增長了3%。也就是說這些新增的菜單標簽有助于這些企業提供更營養的菜肴。

　　In order to avoid other legislation in America and elsewhere, fast-food companies will haveto continue innovating. Walt Riker of McDonald s claims the makeover it has given to itsmenu means it offers more healthy items than it did a few years ago. We probably sell morelettuce, more milk, more salads, more apples than any restaurant business in the world, hesays. But the recent proposal by a county in California to ban the golden arches fromincluding toys in its high-calorie Happy Meals, because legislators believe it attractschildren to unhealthy food, suggests there is a lot more left to do.

　　為了避免與美國和其他地方的法規起沖突，快餐企業將不得不繼續進行改良與創新。麥當勞的沃特瑞克宣稱其公司已經對菜單進行了改良，這意味真麥當勞與幾年前相比會提供更多健康的食品。與世界上的其他餐館經營者相比，我們可能會銷售更多的生菜，更多的牛奶，更多的沙拉以及更多的蘋果，他說道。但是加利福尼亞州的一個小鎮則提議禁止麥當勞的金色拱形標志出現包括它的高熱量的快樂套餐贈送的玩具上，因為執法者們認為它會引誘孩子們去吃不健康的食物，并建議還有很多事情等著我們去做。