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麦当劳的商业道德

发布者: 顾含爱学习 | 发布时间: 2022-6-21 09:24| 查看数: 154| 评论数: 0|

A 25-year battle to improve the image of a fast-food chain
麦当劳奋战25年改善快餐连锁行业形象

1. Every day McDonald’s serves 69m customers, more than the population of Britain or France. The company has what is estimated to be the most valuable fast-food brand in the world, cherished as a cheap dining option for families.

麦当劳每天为6900万顾客提供服务,比英国或法国的人口还要多。据估计,麦当劳是世界最有价值的快餐品牌,被誉为家庭的廉价餐饮选择。

2. But do consumers perceive McDonald’s as a socially or environmentally responsible company? If they do not, it is in spite of the best efforts of Bob Langert. In 1988, he took a temporary assignment managing a furore over polystyrene “clamshells” in which the company’s burgers were served, and which were being damned for their contribution to America’s litter problem. That turned into a 25-year career (he has since left the firm) dealing with the chain’s various negative external effects.

但消费者是否认为麦当劳是一家对社会或环境负责的公司呢? 如果他们认为不是,便枉顾了Bob Langert尽最大的努力。1988年,他临危受命,处理麦当劳聚苯乙烯“蛤壳”式汉堡包装盒问题,这些包装盒引起民众愤怒,被指责增加了美国的垃圾问题。随后,他开始了长达25年的职业生涯(他已离开公司),处理麦当劳各种负面的外部影响。

3. It was a Herculean task, akin to being fashion consultant to Steve Bannon. Apart from litter, he had to deal with animal welfare, environmental destruction, obesity and workers’ rights. When he began, the company’s mascot was being dubbed “Ronald McToxic” because of the clamshell problem. But he had more success than outsiders might think. His book “The Battle to Do Good: Inside McDonald’s Sustainability Journey” is a must-read even for those who are cynical about the business of corporate social responsibility.

这是一项艰巨的任务,类似于给史蒂夫班农(美国总统的高级战略顾问)做时尚顾问。 除了垃圾问题,他还必须处理动物福利,环境破坏,肥胖问题和工人权利。当他开始处理这些问题时,由于“蛤壳”包装问题,麦当劳的吉祥物被称为“毒当劳”。但他的成功超出了外界的想象。他的书《行善之战:麦当劳可持续发展之旅》甚至是那些对企业社会责任持怀疑态度的人的必读书。

4. At times, the fast-food chain did not help itself. In the 1990s, it sued two Greenpeace activists for producing leaflets about its practices. The ensuing “McLibel” trial gave the claims worldwide publicity and was described as the world’s biggest corporate-pr disaster. Mr Langert tried to reduce the damage. The company consulted panels of independent experts and engaged with campaigning groups. On occasion it aimed to keep one step ahead of the activists—McDonald’s took action even when there was little sign of public concern. Shaving one inch off the napkins saved 3m lbs of paper annually, for example, but few consumers noticed.

有时,麦当劳也会帮倒忙。20世纪90年代,两名绿色和平激进分子因制作麦当劳相关行为的传单被麦当劳起诉。随后的“McLibel”麦当劳审判在全球引起了广泛关注,被称为世界上最大的企业公关灾难。Langert试图减少损失。麦当劳咨询了独立专家小组,并与活动团体接触。有时,麦当劳的目标是领先于激进分子—甚至在公众几乎没有关注的时候就采取了行动。例如,将餐巾纸上减少一英寸,每年可以节省300万磅纸张,但很少有消费者注意到这一点。

5. Environmentalists did attack the firm for its impact on the Amazon rainforest, saying trees were being cut down to make room for cattle pasture or the expansion of soy farming for cattle feed. In 1989 the company announced that it “never has and never will buy beef from recently deforested rainforests” and it has also worked to limit the expansion of soy farming in the region. The rise of veganism amid doubts about the health effects of eating meat have given McDonald’s new worries.

环保人士确实抨击了麦当劳对亚马逊雨林的影响,称砍伐树木是为了给牧场腾出空间,或是为了扩大大豆种植用来养牛。1989年,麦当劳宣布,它“从来没有、也永远不会从最近被砍伐的热带雨林购买牛肉”,并努力限制该地区大豆种植的扩张。随着人们怀疑吃肉对健康会产生不良影响,素食主义的兴起给麦当劳带来了新的担忧。

6. Accomplishing change is not just a matter of the company snapping its fingers. Most McDonald’s restaurants are operated by franchisees and its goods are bought from a wide range of suppliers, so three or four layers may separate the Mc-Donald’s head office and the cattle-rancher who supplies the firm’s beef.

实现变革不仅仅是公司弹个响指就能实现的事儿。大多数麦当劳餐厅都是通过连锁加盟方式经营的,其产品供应商广泛,因此麦当劳总部和供应牛肉的牧场主之间可能会隔着三到四层。

7. In the late 1990s, after complaints from campaign groups about the living conditions of hens, Mr Langert visited an egg facility to find that conditions were indeed terrible. In August 2000 the firm said it would buy eggs only from suppliers that gave hens 72 square inches of space, compared with an industry average of 48 square inches. Suppliers resisted so strongly that McDonald’s had to find new sources for its eggs. But those who complied found that the mortality rates of hens decreased and egg-laying rates increased, offsetting the extra costs.more writing service on www.lxws.net

在20世纪90年代末,在一些运动团体对母鸡的生活条件提出投诉后,Langert参观了一家鸡蛋工厂,发现工厂条件确实糟糕。2000年8月,麦当劳表示只会从给母鸡提供72平方英寸空间的供应商那里采购鸡蛋,而行业平均水平是48平方英寸。供应商强烈抵制,麦当劳不得不寻找新资源。但是遵循该规定的供应商发现母鸡死亡率下降,产蛋率上升,抵消了额外的成本。

8. Mr Langert found it took a long time to get agreement within the company on a particular subject and then to persuade suppliers to comply. But once he reached that stage, he had enormous clout; Mc-Donald’s is the largest purchaser of beef and pork in America, as well as the second-largest buyer of chicken. Another victory was persuading a supplier to phase out the use of gestation stalls for sows which make it impossible for the animals to move.

Langert发现,公司内部花了很长时间才就某一特定问题达成协议,然后说服供应商遵守。但是一旦他到了那个阶段,他便有了巨大的影响力;麦当劳是美国最大的牛肉和猪肉采购商,也是第二大鸡肉采购商。另一项胜利是说服供应商逐步淘汰使用母猪妊娠畜栏,因为这让母猪无法移动。

9. Human working conditions also caused the company trouble. One day Mr Langert got a call from a Catholic bishop who was concerned about the low wages paid to tomato-pickers. Another issue was the use of “trans fats” to cook the restaurant’s fries, which were deemed to increase the risk of heart disease; it took six years for the chain to phase out the practice. But the company has also added more salads and healthy options.

员工工作条件也给公司带来了麻烦。某天,Langert接到了天主教主教的电话称,担心番茄采摘者工资低廉。另一个问题是使用“反式脂肪”炸薯条,被认为增加了心脏病的风险。麦当劳花了6年的时间才逐步淘汰这种做法。但是麦当劳也增加了更多的沙拉以及其它健康的选择。

10. Was all the effort worth it? It seems likely that many of the people who care a lot about these issues would never eat a fast-food burger in the first place. But Mr Langert did more than most to reduce environmental waste and animal cruelty. A decent career record for an obviously decent man.

这些所有的努力都值得吗?似乎很多关心这些问题的人一开始就不会吃快餐汉堡。但Langert 在减少环保浪费和虐待动物方面做得比大多数人都要多。对于体面正直的Langert来说,这是一份相当体面的职业记录。


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