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The resistance from a faction of franchisees to Easterbrook's mandated remodels
從特許經營的一個派系到伊斯特布魯克的強制改造，
—in some cases drastic enough to require a restaurant to be razed and rebuilt—reached a breaking point in January.
在某些情況下，其阻力之大，足以要求一家餐廳被夷為平地，并在一月份達到了一個轉折點。
The National Owners Association wrote in a letter to its 400 members then (it now counts more than 1,200)
當時，全國業主協會（National Owners Association）在給400名會員（目前統計已超過1200人）的一封信中寫道，
that the changes should be halted amid concerns about eroding profits and the costs of implementing Experience of the Future.
由于擔心利潤下降和未來實施經驗的成本，應停止這些改變。
"To put it bluntly," the letter read, "stop everything that is not currently in the works."
“直截了當地說，”信中寫道，”停止一切目前沒在進行的工作。
Easterbrook concedes his rollout hasn't been perfect.
伊斯特布魯克承認，他所實施的試運行并不完美。
"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.,
“我們只是努力做到了這一點，事實證明這只是一小部分。”他說道，在美國推出這些功能時，
many of which had already been phased in years before in France and Australia.
許多已經于幾年前在法國和澳大利亞分階段推行。
While franchisees were right to put off remodeling to ensure they weren't distracted from efficiently running their restaurants,
雖然特許經營商推遲改造是正確的，以確保他們不會從高效經營餐廳上分心，
the domestic business was in dire need of a significant revamp, he says.
但國內業務急需進行重大改革。
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時間里，訪問美國商店的顧客數量一直在下降。
"It was pretty obvious we were operating and moving slower than the outside world, and customers were voting with their feet."
“很明顯，我們的運營速度比外界慢，客戶是用腳投票（注：“用腳投票”理論，即居民通過遷移來選擇最優的地方公共品供給水平）。”
