This is a presentation on McDonald Corporation Business Strategies with latest data.

1. McDonald’s Corporation
A Strategic Management Case Study

2. Presented By
MIT-11th Batch
Masudul Haque – 141111
Tahmina Sharmin – 141112
Nafis Rahman - 141135
Mohammad Abdullah Al Mahmud - 141136
Institute Of Information Technology
University Of Dhaka
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3. Contents
• Company Profile
• McDonald’s Franchise
• Ray Kroc Formula for Success
• Ray Kroc - Business Model
• Product Life Cycle
• Products
• What We Sale
• Location
• History
• Mission Statement
• Vision Statement
• Values
• External Analysis
• Porters 5 Forces
• Competitors
• Brand Value 2014
• Competitive Advantage
• Brand Value 2014
• McDonalds Strategy
• Services
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• Popular Promotions
• How McDonald reach every corner of this world
• Impact on McDonald
• External Environment and its effect on Strategic Marketing
• Internal Analysis
• CPM Matrix
• SWOT Matrix
• Market Share
• Internal Factor Evaluation (IFE Matrix)
• External Factors Evaluation (EFE) Matrix
• The Strategic Position and Action Evaluation ( SPACE Matrix)
• 2005-2014 Mcdonald’s Revenue
• Mcdonald’s Sale Alanysis
• Financial Analysis
• Growth Profitability and Financial Ratios
• Sales By Segmentation
• ROI (Return on Investment)
• Performance Chart
• Issues
• Recommendation

4. Company Profile
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Name McDonald’s Corporation
Logo
Industries served Restaurants (McDonald’s, McCafé, McExpress, McStop)
Geographic areas served Worldwide (over 36,000 restaurants in 119 countries)
Approximate Customer 69 million
Headquarters Oak Brook, Illinois, United States
Current CEO Don Thompson
Revenue $28,106 billion (2013) 2% increase over $27,567 billion (2012)
Profit $5,586 billion (2013) 2.1% increase over $5,465 billion (2012)
Employees 440,000 (2014)
Main Competitors Burger King Worldwide, Inc., Darden Restaurants, Inc., Doctor's
Associates, Inc., Domino’s, Inc., Yum! Brands, Inc., Starbucks
Corporation, Wendy’s Company and many other companies in the fast
food industry.

5. McDonald’s Franchise
• Most Owner/Operators enter the System by purchasing an existing restaurant,
either from McDonald’s or from a McDonald’s Owner/Operator.
• Financial Requirements/Down Payment
– Initial down payment is required when purchasing a new restaurant (40%
of the total cost) or an existing restaurant (25% of the total cost).
• The down payment must come from non-borrowed personal resources, which
includes cash on hand, securities, bonds.
• Generally require a minimum of $300,000 of non-borrowed personal
resources to consider you for a franchise.
• Remaining balance of purchase price must be paid off with in 7 years.
McDonald’s does not offer financing but they work with many national lending
institutions.
• McDonald’s owns all buildings and properties.
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6. Ray Kroc Formula for Success
• Quality
• Service
• Cleanliness
• Value
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7. Ray Kroc - Business Model
• Ray Kroc - Developed a business model
known as “The Three Legged Stool.”
Owner/Operator, Suppliers and Employees
• Just as all three legs of a stool need to be
equal to support the weight, all three
elements of the McDonald’s system are
equally important partners in McDonald’s
success.
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8. Product Life Cycle
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9. Products
Beverage :Cold Coffee, Ice Tea ,Hot Serves,Mcshakes
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10. Non-Vegetarian Menu: Filet-O-Fish, , Chicken
McCurry Pan, McChicken.
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11. Vegetarian Menu: Crispy Chinese, McALOOtikki, Mc
Veggie, Pizza McPuff, Paneer Salsa Wrap.
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12. What We Sale
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13. 13
Location

14. History
• 1940 First McDonald’s
• 1952 Attempts at franchising
• 1954 Milk Shake Machine
• 1955 prototype opens in Des Plaines, IL
• 1956 14 McDonald’s
• 1961 McDonald brothers sell rights
• 1965 McDonald’s go public
• 1968 Introduction of Big Mac and shift to Network Television
• 1970 1600 restaurants
• 1980 6000 McDonald’s Restaurants
• 1990 record sales
• 1994 Kuwait City, Kuwait
• 2001: Faced with a class-action lawsuit for advertising its fries and hash
browns as vegetarian, even though they include beef flavoring.
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15. History (cont)
• 2001: About 50 new stores are opened in Mexico. McDonald’s announces its
intent to invest $67 million in the Philippines by 2005.
• 2002 Forty seven years after
 30,000 locations
 2000 new restaurants
 World Wide Web
 McDonald’s a recognized Brand Name
• 2002: McDonald’s apologizes for not listing beef flavoring as an ingredient in
its hash browns and fries and offers to donate $10 million to vegetarian
groups.
• 2003: Post their first quarterly loss in over 40 years. Slash spending by 33%,
and new store openings are reduced from 1,000 the previous year to 360.
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16. History (cont)
• 2004: Introduces the “Go Active! Happy Meal,” consisting of a salad, water, stepometer,
and an exercise booklet.
• 2005: Net income increases 14% to $2.6 billion, with record annual sales of $20.46
billion.
• 2005: Chipotle Mexican Grill Inc., in which McDonald’s has a 92 percent ownership
stake, files an initial public offering with the Securities and Exchange Commission.
• 2006: Plans are established to open 125 restaurants per year in China, bringing the total
locations there to 1,000 by 2008.
• 2007:Packaging Update-Mcdonalds New packaging features 24 faces from first ever
global casting call
• 2008: Global Packaging Redesign
• 2009: McCafe goes national
• 2010:Intruduced McCafe Real fruit smoothies and Frappers
• 2011:McDonald opens in 119 countries
• 2012:Shamork Shake offered nationally
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17. Mission Statement
• McDonald's brand mission is to "be our customers' favorite place and
way to eat“.
• Our worldwide operations have been aligned around a global strategy
called the Plan to Win centering on the five basics of an exceptional
customer experience – People, Products, Place, Price and Promotion.
• We are committed to improving our operations and enhancing our
customers' experience.
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18. Vision Statement
• McDonald's vision is to be the world's best quick service restaurant
experience.
• Being the best means providing outstanding quality, service,
cleanliness, & value, so that we make every customer in every
restaurant smile.
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19. Values
• We place the customer experience at the core of all we do. Our customers
are the reason for our existence. We demonstrate our appreciation by
providing them with high quality food and superior service in a clean,
welcoming environment, at a great value. Our goal is quality, service,
cleanliness and value (QSC&V) for each and every customer, each and every
time.
• We are committed to our people. We provide opportunity, nurture talent,
develop leaders and reward achievement. We believe that a team of well-
trained individuals with diverse backgrounds and experiences, working
together in an environment that fosters respect and drives high levels of
engagement, is essential to our continued success.
• We believe in the McDonald’s System. McDonald’s business model, depicted
by our “three-legged stool” of owner/operators, suppliers, and company
employees, is our foundation, and balancing the interests of all three groups is
key.
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20. • We operate our business ethically. Sound ethics is good business. At
McDonald’s, we hold ourselves and conduct our business to high standards of
fairness, honesty, and integrity. We are individually accountable and
collectively responsible.
• We give back to our communities. We take seriously the responsibilities that
come with being a leader. We help our customers build better communities,
support Ronald McDonald House Charities, and leverage our size, scope and
resources to help make the world a better place.
• We grow our business profitably. McDonald’s is a publicly traded company.
As such, we work to provide sustained profitable growth for our shareholders.
This requires a continuous focus on our customers and the health of our
system.
• We strive continually to improve. We are a learning organization that aims
to anticipate and respond to changing customer, employee and system needs
through constant evolution and innovation.
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21. External Analysis
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External Audit- Opportunities
Increasing demand for healthier food
Home meal delivery
Full adaptation of its new practices
Changing customer habits and new customer groups
New Products & Services
 Beverage Market
 Growth of Franchise Restaurants
 Demand for Organic Products
International Expansion
 Conservation (going green)

22. External Audit- Threat
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Saturated fast food markets in the developed economies
Trend towards healthy eating
Local fast food restaurant chains
Currency fluctuations
Lawsuits against McDonald’s
Change in Commodity Prices
Food Safety and Food Borne Illness Concerns
Economic Slowdown
Growing Health Consciousness
Intense Competition (dine-in restaurants, Burger King)
Legal Challenges (McDonald’s faces many lawsuits)

23. Porters 5 ForcesPorters 5 Forces
• Threat of competition HIGHThreat of competition HIGH
– Very competitive Fast Food industry
– Competitors Advertising Capabilities
– Location of outlets
– Major competitors- Burger King and YumBrand INC.
• Threat of New Entrance HIGHThreat of New Entrance HIGH
– Regulation of Limit
– Easy Access Market and Low start up cost
– Example of SubWay’s market penetration
• Threat of Substitutes Low-ModerateThreat of Substitutes Low-Moderate
– Availability of the MCD products
– Choose MCD for Easting and Entertainment
– Narrows Threat of Substitutes due to introduction of local taste
products.
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24. Porters 5 Forces (Cont.)Porters 5 Forces (Cont.)
• Power of Suppliers LOWPower of Suppliers LOW
– Worlds largest restaurant chain in sales
– High bargaining power over its suppliers
– Most of them owe MCD for their own existence
– LOW the power of suppliers- LOWer the cost of raw materials and
HIGH competitive price.
• Power of Buyers LOWPower of Buyers LOW
– Industry limitations
– Low quantity purchases
– Less chances of switching, high brand image thru differentiation
and uniqueness
– Buyers don’t have bargaining power
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25. Competitors
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26. Competitive Advantage
• Striving to be cost leaders: prices cannot be matched by competitors.
• The speedy delivery of the food.
• Strong global presence and largest market share in fast-food industry.
• Net competitive advantage.
• They have been in the fast food business for a longer time than their
competitors.
• Franchising requires less capital than other growth methods
• Rapid Expansion
• Market Dominance
• Franchising puts a "business owner" in charge
• Franchise locations may operate better and more profitably than
"company owned" units
• Greater Buying Power
• Increased Name Recognition
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27. Competitive Advantage
(Cont.)
• Increased Advertising and Marketing Budget
• New revenue streams are created
 Franchise Fees
 Franchise Royalty Fees
 Advertising and Marketing Administrative Fees
 Services provided to Franchises
 Sales of Products & Supplies
 Training Fees
 Sales of Promotional Items
 Rebates from Suppliers
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28. 28
CPM Matrix

29. Brand Value 2014
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30. McDonalds Strategy
 Focusing heavily on emerging markets
 McCafé has been a big win
 Offering a wider variety of food to attract more segments
 Delivering food to customers in places that demand it
 Making its stores more attractive to get customers in
 Increasing its offering of snack items
 Shortening its menu cycle
 Importing more of its successful niche products internationally
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31. McDonalds Strategy
(Cont)
 Expanding its dollar menu to breakfast
 And it hasn't been scared to take anybody on
 Achieving the most powerful brand image
 product innovation and development
 Having the greatest market share in the ham burger industry
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32. Services
• Gift Cards
• Free WiFi
• Play Place & Parties
• Subscription
• Coupon
• Online Booking
• Android App
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33. Popular Promotions
• Toys with Happy Meals
• Cars
• Pirates of the Caribbean
• Games- Monopoly/ Uno –Win various prizes and trips
• Collectibles- Coca Cola Glasses, Beanie Babies
• Olympic Games- Global partner of the Olympic games- reflects our
commitment of the importance of sports and physical activities.
• World Champions- 1,400 children from 51 countries had the
opportunity to meet the world’s best soccer players at the 2006 FIFA
World Cup.
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34. How McDonald reach every corner of
this world
Using the 7P’s of marketing mix,
McDonald earned business success
at every part of the globe.
1. Product
2. Price
3. Place (International
Distribution and Supply Chain)
4. Promotion
5. People
6. Process
7. Physical Evidence
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35. Impact on McDonald
 REVENUES
 RESTAURANT MARGINS
 Franchised margins
 Company-operated margins
 RESTAURANT DEVELOPMENT AND CAPITAL EXPENDITURES
 CONTRACTUAL OBLIGATIONS AND COMMITMENTS
 LIQUIDITY
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36. External Environment and its
effect on Strategic Marketing
 Political/legal factors
 Economic factors
 Product lines and pricing
 Customer’s preference
 Competitors
 Social factors
 Technological factors
 McMommy Blogging Society
 Hamburger University
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37. Internal Analysis
Internal Audit-Strength
• Largest fast food market share in the world
• Brand recognition valued at $40 billion
• $2 billion advertising budget
• Locally adapted food menus
• Partnerships with best brands
• More than 80% of restaurants are owned by independent franchisees
• Children targeting
• Strong Global Presence (located in over- 100 countries)
• Strong Real Estate Portfolio
• Revenue Growth 9% (Above Industry Average of 7.5%)
• The Ronald McDonald House (Children Charity)
• Systemization and Duplication (Consistency)
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38. Internal Audit-Weakness
 Negative publicity
 Unhealthy food menu
 Mac Job and high employee turnover
 Public Perception (perceived as a contributor to societies obesity
problem)
 Product Innovation
 Advertising (targets young children)
 Customer Service
 Market Saturation (more difficult to add new stores)
 Labor Turnover
38

39. SWOT Matrix
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S-O strategies S-T strategies
• Introducing new nutritious menus
• Expanding to Asia market
• Taking advantage of brand name
• McDonald’s “Plan to Win”
• Low-cost leadership
•
• Taking advantage of brand name
• Giving back to community
• Providing new healthier menu
W-O strategies W-T strategies
• Minimizing the negative publicity
• Increasing differentiation
• Using less Trans fat
• Switching from HCFC-22 into HFC
• Increasing Employee satisfaction

40. Market Share
40

41. 41
Internal Factor Evaluation
(IFE) Matrix

42. External Factors Evaluation
(EFE) Matrix
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Key External Factors Weight Ratin
g
Weighted
Score
Opportunities
Low-Price Menu that will attract low-income
consumers
0.15 3 0.45
Demand for healthier and more creative products 0.05 3 0.15
Competitors lack of McCafe service 0.15 4 0.6
Expansion in other countries ( China, India) 0.07 2 0.14
Brand loyalty 0.05 2 0.1
Demand for free Wi-Fi versus competitor charges 0.09 3 0.27
Demand for more salad choices on menu 0.09 3 0.27
Weaknesses
Having negative heath issues for consumers such
as obesity and heart attack
0.06 3 0.18
Having negative attention from media because of
marketing toward children.
0.04 2 0.08
Price wars between competitors will cause
McDonald lose customers.
0.07 2 0.14
High turnover rate 0.03 2 0.06
Rising costs 0.06 2 0.12
Calorie counts & nutritional value posted 0.09 2 0.18
Total 1 2.74
•Increasing sales by Low price
menu & McCafé.
•Creating more diversified menu
with low price.
•Having more competitive
advantages and opportunity
•Biggest weaknesses is healthier
issue and lawsuit issue.

43. The Strategic Position and
Action Evaluation ( SPACE
Matrix)
43
Financial Strength Rating Environmental Stability Rating
Return on investment. 3 Rate of inflation -3
Leverage 4 Demand Changes -3
Net Income 3 Price Elasticity of demand -1
EPS 3 Competitive pressure -3
ROE 2 Barriers to entry new markets -3
Cash Flow 4 Risk involved in business -2
Average 3.17 Average -2.5
Y-axis 0.67
Competitive Advantage Rating Industry Strength Rating
Market share -4 Growth potential 3
Product Quality -4 Financial stability 5
Customer Loyalty -2 Ease of entry new markets 4
Control over other parties -2 Resources utilization 4
Profit potential 2
Demand variability 3
Average -3 Average 3.5
X-axis 0.5
Conservati
ve
Aggressive
Competitiv
e
Defensive
F
S
ISC
A
E
S
0.6
7
0.
5
•McDonald’s should:
•Forward integration
•Product development

44. 2005-2014 Mcdonald’s
Revenue
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45. Mcdonald’s Sale Alanysis
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46. Financial Analysis
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47. Financial Analysis (Cont)
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48. Growth Profitability and Financial
Ratios
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Financials
2012-12 2013-12 2014-12 TTM
Revenue USD Mil 27,567 28,106 27,441 27,441
Gross Margin % 39.2 38.8 38.1 38.1
Operating Income USD Mil 8,605 8,764 7,949 7,949
Operating Margin % 31.2 31.2 29 29
Net Income USD Mil 5,465 5,586 4,758 4,758
Earnings Per Share USD 5.36 5.55 4.82 4.82
Dividends USD 2.87 3.12 3.28 3.28
Payout Ratio % 53.6 56.2 68 68
Shares Mil 1,020 1,006 986 986
Book Value Per Share USD 15.25 16.16 13.35 13.37
Operating Cash Flow USD Mil 6,966 7,121 6,730 6,730
Cap Spending USD Mil -3,049 -2,825 -2,583 -2,583
Free Cash Flow USD Mil 3,917 4,296 4,147 4,147
Free Cash Flow Per Share USD 3.84 4.27 4.2
Working Capital USD Mil 1,519 1,880 1,438

49. Sales By Segmentation
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50. ROI (Return on Investment)
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51. Performance Chart
51

52. Issues
• Nutritional issuesNutritional issues
– MCD taking away the traditional nutrition values
– Replace the fresh and healthy food by mass production
– Projection the product nutrition values
– Comparison of daily consumption and MCD products
– Serves 30million people daily
• Advertising IssuesAdvertising Issues
– 2billion dollars for Advt annually
– Concentrated on Children- Parental Concerns
– MCD has a better advertising than its customers
– Follows the advertising codes of each country
– Making aware of MCD’s charity activities, events and learning
programs
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53. • Employment ethics and issuesEmployment ethics and issues
– Criticized as low paid jobs- named ‘McJobs’
– Low paid, non-union, part time jobs with low rights and conditions
– Giving importance on individual goals than organizational goals
– Fact of 1.5million workers with above 70% job satisfaction rate
– Introduction of collective tips system
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54. Recommendation
Long-term Strategy
•Expanding influence and presence in Asia market
Specific Strategy
•Opening at least 1 restaurant per day in China
•Having diversity menu in India
•Receiving feedbacks
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55. 55
Thank You