日本在1971 年引進麥當勞，對當地飲食文化造成非常⼤的衝擊。另⼀⽅⾯，1984 年麥當勞引進 台灣前，台灣的飲食文化和習慣都還是在過去的雜貨店和路邊攤的型態，缺乏合理的售價、注重衛生、 食物品質的觀念。麥當勞為台灣開啟了新的消費、經營策略型態。本研究探討比較日本、台灣兩國在 環保健康觀念興起的趨勢下，麥當勞是如何修正及企業⾯臨未來課題之策略探討。 本研究認為日本、台灣兩國麥當勞目前正⾯臨3 ⼤課題。1.強調環保健康飲食的趨勢:因為全球溫 暖化效應，⼤量使⽤⾁類的漢堡遭受質疑，也使麥當勞遭受到池⿂之殃。⼀些食品安全研究也顯示出， ⻑期食⽤速食，會帶來⾝體肥胖及不健康。2.少子化現象:因為麥當勞的策略之⼀，目標市場為兒童， 所以少子化將帶給麥當勞很⼤的衝擊。企業如果無法確實的對應，將會帶給企業毀滅性的威脅。3.低 價策略：麥當勞⻑期低價策略造成⼀般消費者，對於麥當勞食品印象不良。

McDonald's was first introduced into Japan in 1971 and culture cause great impact on food. On the other hand, before the 1984 introduction of McDonald's into Taiwan, Taiwan's food culture and habits were still in the stage of grocery stores and roadside stalls patterns, lacking reasonable pricing, hygiene, and food quality concept. McDonald's Taiwan usher in a new consumer, business strategy pattern. This study would like to explore, how McDonald's to fix and business strategy in Japan and Taiwan and China at the rise of the concept of environmental health trend. This study suggests that in Japan and Taiwan, McDonald's is currently facing three major issues: first is the stress from the environmental health diet trend. Because of the global warming effect, the extensive use of hamburger meat has been questioned. Some food safety studies have also shown that long-term consumption of fast food will bring unnecessary body fat and unhealthiness. Second is the declining birthrate phenomenon Since McDonald's strategy has mainly, target market for children, so declining birthrate will bring great impact to it. If McDonald's cannot really correspond, it may face bring the threat of destructive enterprise. Last Low-cost strategy: McDonald's long-term low price strategy has caused bad impression for McDonald's food in the average consumer.