摘要
麦当劳在中国的故事是从土豆开始的。这种按部就班的发展模式在站队“国家队”中信之后，开始发生了改变。
1988年，麦当劳找到了它的薯条供应商辛普劳（Simplot），在此之前，两家合作已有30年的时间，不过，当麦当劳提出要进军中国市场，需要辛普劳提前到中国种土豆的计划时，后者一口回绝了一与其说这是商业投资，倒不如说是一场冒险——当时的中国刚刚步入改革开放初期，对外资企业来说是一个蓬勃但陌生的市场；更重要的是，种植要从土豆种苗开始，经过几代成型，整个过程需要四年的时间——谁知道四年之后会发生什幻所幸最终，麦当劳说服了辛普劳，否则，它在中国开店的计划或许还要再推迟。
In January 2017, CITIC Limited became the shareholder of McDonald's through a joint acquisition.After standing in the line of "national team",McDonald's has got unprecedented resources. And great changes have taken place inside the company.The problem with McDonald's is that it is a multinational catering company which long adheres to standard systems and processes. But this also affects its flexibility. How to speed up, innovate and tolerate the trial and error rate under the new consumption situation in China? After CITIC purchased McDonald's, the game and balance between old routine and new thinking inevitably started. And CITIC is just like that catfish which motivates the atmosphere in McDonald's.
出处
《中国企业家》
2018年第8期26-39,6,共14页
China Entrepreneur
