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(9)（在线收听）

Carlos Mateos Jr., whose family owns 21 stores near Washington, D.C.,

小卡洛斯·马泰奥斯的家人在华盛顿特区附近拥有21家店面，

says Easterbrook's modernization has succeeded in attracting new customers to his restaurants, but revamping everything simultaneously was a burden.

他说，伊斯特布鲁克的现代化模式已经成功地把新顾客吸引到他的餐厅，但同时对一切进行改造又是一个负担。

About a quarter of his franchises still need to be remodeled.

他的特许经营权中有四分之一仍需改造。

"There's training that's involved.

“这涉及到培训，

We have to get the employees ready for it—mobile order and pay and Uber Eats and kiosks.

我们必须让员工为使用手机下订单、付费、Uber Eats送餐业务和订餐亭做好准备。

All these different things are happening at the same time, and it really took a toll on us."

所有这些不同的事情同时发生，这确实对我们产生了负面影响。”

Adding an Uber Eats counter for delivery, touchscreen kiosks, modern furniture,

麦当劳表示，增加Uber Eats送餐业务柜台、触摸屏式点餐厅、现代化家具，

and power outlets to charge mobile phones means franchisees incur additional costs from $160,000 to $750,000 per restaurant, McDonald's has said.

以及为手机充电的电源插座，这些都意味着加盟商每家餐厅要承担16万至75万美元的额外费用。

Blake Casper, a Tampa-based franchisee who operates more than 60 McDonald's and founded the National Owners Association last fall to resist Easterbrook's amelioration plan,

总部位于坦帕的特许经营商布莱克·卡斯珀经营着60多家麦当劳餐厅，并于去年秋天成立了全国业主协会（National Owners Association），

would theoretically have to fork over at least $5 million to make the CEO's dream a reality.

以抵制伊斯特布鲁克的改进计划。理论上，他必须拿出至少500万美元，才能实现这位CEO的梦想。

"I would like to make the kitchen as stress-free as it possibly can be," says Eli Asfaw, who operates seven franchises in the Denver area.

在丹佛地区经营7家专卖店的伊莱·阿斯法乌表示：“我想让厨房尽可能地没有压力。”

For a start, scaling back rollouts mandated by the company, such as all-day breakfast, would "make it easier for us to keep people and make our people happy."

首先，缩减全天早餐等公司强制推出的商品，将“让我们更容易留住顾客，也能让员工快乐。”

Asfaw also says the remodeling plan has heaped pressure on owners,

阿斯法乌还表示，改造计划给业主带来巨大压力，

from financial headwinds to the tight window in which the company wants the upgrades to be completed.

从财务方面的阻力到公司希望完成升级的紧张状况。