英语翻译老实说,从全球范围看,麦当劳与肯德基不属于同一重量级的对手,无论是发展历史还是整体规模与实力,乃至品牌资产,肯德

英语翻译
老实说,从全球范围看,麦当劳与肯德基不属于同一重量级的对手,无论是发展历史还是整体规模与实力,乃至品牌资产,肯德基均落后于麦当劳.但为何中国市场能成为肯德基压倒性对抗麦当劳的“大本营”?
以我个人见解,肯德基在中国的飞跃首先应该归结于决策层对中国市场特殊性的理解和重视,尤其是对跨文化管理的融合之道更是深领其中真谛,选择合适的将才才能避免失误.其次,我们应该归结于肯德基在中国市场所实施的差异化的三大竞争战略（“瞄准高增长市场、先发制人、加速扩张”）、战略性连锁经营的多品牌整合协同和灵活的两种连锁模式（“直营连锁”与“特许连锁”）,这种体系的保证为获取竞争优势奠定了基础.
对于麦当劳,通过其在中国市场的发展曲线分析,我们不难发现麦当劳在中国市场发展战略具有“滞后迟钝”与“游历摇摆”的两大特征,并长期一味坚持“直营连锁”策略（迟至2003年8月方在中国实施“特许连锁”模式,而肯德基则早在1999年就先行一步,且在2003年业已发展了40多家特许加盟店）,从麦当劳的全球市场定位来看,中国市场更是成了其支持在其他市场发展的“造血机”的功能,尤其.
长期组织决策机制上的遥远与迟缓,在对于战略性的关键选址决策上,麦当劳往往偏执于“价格合适”的稳健保守原则,在诸多城市（如上海）的战略性店铺设立上为肯德基抢得先机,也影响了其在中国市场的扩张.
我们透过对麦当劳与肯德基在中国市场连锁餐厅的投资收益与发展质量的比较,也不难发现,在这个收益与质量核心考评指标上,麦当劳也落后于肯德基.
在笔者看来,其中关键原因来自与以下几个基本的营销要素：

Frankly,from a global point of view,McDonald's and KFC are not the same heavyweight opponent,whether it is the historical development of the overall size and strength,and brand equity,are behind the McDonald's,Kentucky.But why does the Chinese market will become Kentucky overwhelmingly against McDonald's "home"?
In my personal opinion,KFC in China's first leap in decision-making should be attributed to the Chinese market and the understanding of special attention,especially on cross-cultural management of the integration of Link Road which is deep essence,it will be the right choice in order to avoid mistakes.Secondly,we should be attributed to Kentucky in the Chinese market by the implementation of the difference of the three competitive strategy ( "targeting high-growth markets,pre-emptive,accelerated expansion"),and strategic multi-brand chain operations synergies and integration of the two chains flexible model ( "Direct Chain" and "franchising"),such a system guarantee for access to the basis for competitive advantage.
For McDonald's,through its China market development curve analysis,we can easily find McDonald's in China's market development strategy is "lagging behind obtuse," and "travels swing," the two characteristics,and long-term bent on "Direct chain" strategy (late to August 2003,in the implementation of China's "franchising" mode,and then back in Kentucky in 1999 on the first step,in 2003 and has developed more than 40 franchise),from McDonald's global market position,China is a market in its support for the development of other markets,"hematopoietic machine" function,in particular.
Long-term organizational decision-making mechanism on the distant and slow,in a key strategic location for decision-making,often paranoid McDonald's in the "price is right" sound conservative principles,in various cities (such as Shanghai),set up shop on a strategic Kentucky抢in the initiative,which has also affected its expansion in the China market.
We through McDonald's and KFC restaurant chains in the China market and the development of quality investment income comparisons,it is not difficult to find in this income and quality evaluation of the core indicators,McDonald's also behind KFC.
In the eyes of this writer,and a key reason derived from the following basic marketing elements: