McDonald's is the world's largest fast food chain, serving around 68 million customers daily across 119 countries. It has over 36,538 outlets globally, generating over $20 billion in annual revenues. McDonald's was founded in 1937 in California and pioneered the fast food industry through its assembly line kitchen layout and self-service model. The company was later acquired and expanded globally by Ray Kroc, establishing McDonald's as the massive, ubiquitous brand it is today through its innovative franchise model.
Presentation on McDonald's Marketing Strategy.
Slide 17 uses a YouTube video link given below for reference
https://www.youtube.com/watch?v=PNmJcWP7R08&t=4s
Presentation on McDonald's Marketing Strategy.
Slide 17 uses a YouTube video link given below for reference
https://www.youtube.com/watch?v=PNmJcWP7R08&t=4s
Coca Cola Financial Analysis Final Project for Financial Accounting, St. Thomas MBA program. Group projected included Leanna Privette, Robin Toal, and April Vassau.
This presentation is based on McDonald Case Study which is created under the guidance of Professor Sameer Mathur ,during Marketing Management internship under him.
We made this as a project for Marketing Management during 2nd year of our graduation. Sources: Google, Slideshare, Youtube.
I hope this is resourceful.
case study on coca-cola. introduction, segmentation targeting and positioning . selling strategy, marketing planing, objective, swot analysis of the company.
McDonald’s Case Study | McDonald’s Pest Analysis | BusinessStrategic Manageme...MyAssignmenthelp.com
Get MBA marketing strategy case study help? McDonald’s pest analysis is given as case study to management students around the globe to understand its marketing and maintaining brand loyalty concepts. Myassignmenthelp.com helps MBA students to complete their case studies on business strategic management questions.
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Coca Cola Financial Analysis Final Project for Financial Accounting, St. Thomas MBA program. Group projected included Leanna Privette, Robin Toal, and April Vassau.
This presentation is based on McDonald Case Study which is created under the guidance of Professor Sameer Mathur ,during Marketing Management internship under him.
We made this as a project for Marketing Management during 2nd year of our graduation. Sources: Google, Slideshare, Youtube.
I hope this is resourceful.
case study on coca-cola. introduction, segmentation targeting and positioning . selling strategy, marketing planing, objective, swot analysis of the company.
McDonald’s Case Study | McDonald’s Pest Analysis | BusinessStrategic Manageme...MyAssignmenthelp.com
Get MBA marketing strategy case study help? McDonald’s pest analysis is given as case study to management students around the globe to understand its marketing and maintaining brand loyalty concepts. Myassignmenthelp.com helps MBA students to complete their case studies on business strategic management questions.
Contact Information:
Website: http://myassignmenthelp.com/
Mail Id: contact@myassignmenthelp.com
Phone No: +61-2-6100-384
FRANk T. ROTHAERMEl JOHN kIM
McDonald’s Corporation
September 1, 2017. Steve Easterbrook walked into his office in the McDonald’s corporate headquar- ters in Oak Brook, Illinois. Now two and a half years into the job of McDonald’s CEO, he is starting to see some of his early turnaround initiatives show results.
His thoughts turned to Don Thompson, his predecessor and friend. Thompson was in the top job for less than three years, overseeing a more than four percent decline in customer traffic in 2014. In spring 2015, Thompson retired. Easterbrook hoped to avoid this fate. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. Easterbrook had not taken personal joy in seeing either his friend and mentor, or the company they both loved, struggle. Rather, he had hoped to take the helm at the company at its peak and then take it to new heights—not inheriting the corporate giant in a turnaround situation.
The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all its competitors while benefitting from the fallout of the great recession (2008–2010) as more custom- ers flocked to its low-cost meal options. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent annual return. The company went from first to last in twelve brief months. In 2012, McDonald’s’ sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum three percent goal, while operating income growth was just one percent compared to a goal of six to seven percent.3
Things went from bad to worse. Sales continued to decline over the next two years. Net income in 2014 fell almost 15 percent to $4.76 billion, representing the company’s first annual drop in “like-for- like” sales since 2002.4 By early 2015, McDonald’s shares had dropped below their 2012 price point, while the overall market was up by 50 percent.5
Things were not much better overseas. The weak global economy was a further drain on domestic sales.6 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from other countries, but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers.7 Asian sales were still recov- ering from a 2014 scandal, where a major Chinese meat supplier had been accused of selling expired meat to McDonald’s restaurants. European sales were also soft due to political problems in Russia. Several McDonald’s outlets had “failed” inspection and been shut down in retaliation for U.S. sanctions against Russia.8
Professors Frank T. Rothaermel and John kim prepared this case from public sources. The authors gratefully acknowledge the contributions of Marne Arthaud-Day ...
McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docxjessiehampson
McDonald’s Corporation
By Frank T. Rothaermel & John Kim
September 1, 2017. Steve Easterbrook walked into his office in the McDonald’s corporate headquar-ters in Oak Brook, Illinois. Now two and a half years into the job of McDonald’s CEO, he is starting to see some of his early turnaround initiatives show results.
His thoughts turned to Don Thompson, his predecessor and friend. Thompson was in the top job for less than three years, overseeing a more than four percent decline in customer traffic in 2014. In spring 2015, Thompson retired. Easterbrook hoped to avoid this fate. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. Easterbrook had not taken personal joy in seeing either his friend and mentor, or the company they both loved, struggle. Rather, he had hoped to take the helm at the company at its peak and then take it to new heights—not inheriting the corporate giant in a turnaround situation.
The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all its competitors while benefitting from the fallout of the great recession (2008–2010) as more custom-ers flocked to its low-cost meal options. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent annual return. The company went from first to last in twelve brief months. In 2012, McDonald’s’ sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum three percent goal, while operating income growth was just one percent compared to a goal of six to seven percent.3
Things went from bad to worse. Sales continued to decline over the next two years. Net income in 2014 fell almost 15 percent to $4.76 billion, representing the company’s first annual drop in “like-for-like” sales since 2002.4 By early 2015, McDonald’s shares had dropped below their 2012 price point, while the overall market was up by 50 percent.5
Things were not much better overseas. The weak global economy was a further drain on domestic sales.6 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from other countries, but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers.7 Asian sales were still recovering from a 2014 scandal, where a major Chinese meat supplier had been accused of selling expired meat to McDonald’s restaurants. European sales were also soft due to political problems in Russia. Several McDonald’s outlets had “failed” inspection and been shut down in retaliation for U.S. sanctions against Russia.
Thompson had already tried revitalizing the menu (e.g., with the McWrap), eliminating poorly selling items, increasing customization, and restructuring U.S. operati.
McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docxalfredacavx97
McDonald’s Corporation
By Frank T. Rothaermel & John Kim
September 1, 2017. Steve Easterbrook walked into his office in the McDonald’s corporate headquar-ters in Oak Brook, Illinois. Now two and a half years into the job of McDonald’s CEO, he is starting to see some of his early turnaround initiatives show results.
His thoughts turned to Don Thompson, his predecessor and friend. Thompson was in the top job for less than three years, overseeing a more than four percent decline in customer traffic in 2014. In spring 2015, Thompson retired. Easterbrook hoped to avoid this fate. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. Easterbrook had not taken personal joy in seeing either his friend and mentor, or the company they both loved, struggle. Rather, he had hoped to take the helm at the company at its peak and then take it to new heights—not inheriting the corporate giant in a turnaround situation.
The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all its competitors while benefitting from the fallout of the great recession (2008–2010) as more custom-ers flocked to its low-cost meal options. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent annual return. The company went from first to last in twelve brief months. In 2012, McDonald’s’ sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum three percent goal, while operating income growth was just one percent compared to a goal of six to seven percent.3
Things went from bad to worse. Sales continued to decline over the next two years. Net income in 2014 fell almost 15 percent to $4.76 billion, representing the company’s first annual drop in “like-for-like” sales since 2002.4 By early 2015, McDonald’s shares had dropped below their 2012 price point, while the overall market was up by 50 percent.5
Things were not much better overseas. The weak global economy was a further drain on domestic sales.6 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from other countries, but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers.7 Asian sales were still recovering from a 2014 scandal, where a major Chinese meat supplier had been accused of selling expired meat to McDonald’s restaurants. European sales were also soft due to political problems in Russia. Several McDonald’s outlets had “failed” inspection and been shut down in retaliation for U.S. sanctions against Russia.
Thompson had already tried revitalizing the menu (e.g., with the McWrap), eliminating poorly selling items, increasing customization, and restructuring U.S. operati.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
2. About Mcdonald’s
Mcdonald’s serve around 68 million customers daily in
around 119 countries across 36,538 outlets.
World’s largest fast food chain with revenues of over 20
billion dollars.
It is world second largest employers wherein one in every
seven americans has at some point worked at a Mcdonald’s.
It has increased shareholder dividend for over 25 years
making it S&P 500 Dividend Aristocrats.
Mcdonalds’s has become symbol of globalization sometimes
referred to as Mcdonaldization of society with parameters such
as Big Mac Index.
3. ORIGIN OF McDonald's
McDonald’s was started as a drive –in restaurant by two brothers, Richard
and Maurice McDonalds in California in 1937.
The business which was generating 200,000 per annum attracted teenagers,
young adults & young working families looking for cheap meal.
After gaining experience the brother decided to reinvent the business by
introducing self service and introducing assembly line style layout in the
kitchen called as Speedy Service.
In the year 1953 the brothers decided to franchising their system beginning
with a restaurant in Arizona operated by Neil fox.
4. Ray Kroc
• Left high school to join the World War One Red Cross Ambulance Corps
• In 1939, he became the exclusive distributor of the Multimixer (a milkshake
mixing machine).
• Visited the McDonald brothers in 1954 which led to him becoming their
franchise agent.
• In April 1955, first restaurant for McDonald’s System, Inc., was opened in Des
Plaines, Illinois.
• McDonald’s acquired the rights to the brother’s company in 1961 for $2.7
million.
5.
6. MCDONALDS IN INDIA
McDonalds Opened Its Door In India In October 1996. They Have
Restaurants In The Metro Cities Of India Now.
McDonalds In In India Is A 50-50 Joint Venture Partnership Between
McDonalds Corporation [Usa] And Two Indian Businessman. Amit
Jatia’s Company Hardcastle Restaurant Pvt. Ltd. Owns And Operate
McDonald's Restaurant In Western India. While Connaught Plaza
Restaurant Pvt. Ltd. Headed By Vikram Bakshi Owns And Operates The
Northern Operations.
7. REASON FOR SUCCESS OF GLOBAL
FRANCHISE MODEL
Kroc has been credited with making a number of innovative changes in the food-
service franchise model. Chief among them was the sale of only single-store
franchises instead of selling larger, territorial franchises which was common in the
industry at the time.
Kroc recognized that the sale of exclusive licenses for large markets was the quickest
way for a franchisor to make money, but he also saw in the practice a loss in the
franchisor's ability to exert control over the course and direction of a chain's
development.
Above all else, and in keeping with contractual obligations with the McDonald
brothers, Kroc wanted uniformity in service and quality among all of the McDonald's
locations. Without the ability to influence franchisees, Kroc knew that it would be
difficult to achieve that goal.
By granting a franchisee the right to only one store location at a time, Kroc retained
for the franchise some measure of control over the franchisee (or at least those
desiring to someday own the rights to another store.
8. BUSINESS MODEL
The company currently owns all the land, which is valued at an
estimated $16 to $18 billion, on which its restaurants are situated.
The company earns a significant portion of its revenue from rental
payments from franchisees. These rent payments rose 26 percent
between 2010 and 2015, accounting for one-fifth of the company's
total revenue at the end of the period.
In recent times, there have been calls to spin off the company's US
holdings into a potential real estate investment trust, but the company
announced at its investor conference on November 10, 2015, that this
would not happen. The CEO, Steve Easterbrook discussed that
pursuing the REIT option would pose too large a risk to the
company's business model.
9. TYPES OF RESTAURANTS
McDrive
In some countries, "McDrive" locations near highways offer no
counter service or seating. In contrast, locations in high-density city
neighborhoods often omit drive-through service. There are also a few
locations, located mostly in downtown districts, that offer a "Walk-
Thru" service in place of Drive-Thru.
McCafé
McCafé is a café-style accompaniment to McDonald's restaurants
and is a concept created by McDonald's Australia (also known, and
marketed, as "Macca's" in Australia), starting with Melbourne in
1993. As of 2016, most McDonald's in Australia have McCafés
located within the existing McDonald's restaurant. In Tasmania, there
are McCafés in every restaurant, with the rest of the states quickly
following suit.
