商业周刊:麦当劳CEO史蒂夫·伊斯特布鲁克使麦当劳陷入冰寒时节(10)（在线收听）

The resistance from a faction of franchisees to Easterbrook's mandated remodels

从特许经营的一个派系到伊斯特布鲁克的强制改造，

—in some cases drastic enough to require a restaurant to be razed and rebuilt—reached a breaking point in January.

在某些情况下，其阻力之大，足以要求一家餐厅被夷为平地，并在一月份达到了一个转折点。

The National Owners Association wrote in a letter to its 400 members then (it now counts more than 1,200)

当时，全国业主协会（National Owners Association）在给400名会员（目前统计已超过1200人）的一封信中写道，

that the changes should be halted amid concerns about eroding profits and the costs of implementing Experience of the Future.

由于担心利润下降和未来实施经验的成本，应停止这些改变。

"To put it bluntly," the letter read, "stop everything that is not currently in the works."

“直截了当地说，”信中写道，”停止一切目前没在进行的工作。

Easterbrook concedes his rollout hasn't been perfect.

伊斯特布鲁克承认，他所实施的试运行并不完美。

"We were just going so hard at it, it proved to be a bit of a handful," he says of introducing the features in the U.S.,

“我们只是努力做到了这一点，事实证明这只是一小部分。”他说道，在美国推出这些功能时，

many of which had already been phased in years before in France and Australia.

许多已经于几年前在法国和澳大利亚分阶段推行。

While franchisees were right to put off remodeling to ensure they weren't distracted from efficiently running their restaurants,

虽然特许经营商推迟改造是正确的，以确保他们不会从高效经营餐厅上分心，

the domestic business was in dire need of a significant revamp, he says.

但国内业务急需进行重大改革。

The number of customers visiting U.S. stores had been declining in the last half of his predecessor's tenure.

在他前任任期的最后一半时间里，访问美国商店的顾客数量一直在下降。

"It was pretty obvious we were operating and moving slower than the outside world, and customers were voting with their feet."

“很明显，我们的运营速度比外界慢，客户是用脚投票（注：“用脚投票”理论，即居民通过迁移来选择最优的地方公共品供给水平）。”