This case was written by Dr. Sam DeMarie, Pam Manhart, and Dr. Charles B. Shrader all of the Department of Management,
College of Business, Iowa State University, December 28, 2010. It is intended to be used as a basis for classroom discussion
rather than as a demonstration of either effective or ineffective management of a situation. The dialog included in the case is
fictional and is for illustrative purposes only.
Samuel M. DeMarie, Pam Manhart and Charles B. Shrader
McDonald’s: From Big Mac to P’tit Plaisir
Introduction1, 2, 3
Jim Skinner, current CEO of McDonald’s Corporation, sat in his office and reflected on his
company’s recent experiences. The firm had overcome many obstacles in its quest to be viewed
as a valued business partner in each of its operating regions. The future looked bright.
Was it only a few short years ago that McDonald’s had been the focus of demonstrations and
sometimes violent protests? McDonald’s had doggedly used its tried and true business practice
of standardization to create a consistent customer experience throughout the world. This allowed
the company to become the world’s largest fast food restaurant business. Yet somehow this
previously sound business strategy had unintentionally led to the company becoming an icon for
much that was wrong with global business. Those were challenging times and required
significant changes to rebuild the global brand of McDonald’s.
As Skinner considered his company’s situation the phone rang. It was Cindy Goody, Director of
Nutrition for the company. Goody told Skinner about a troubling commercial she had just
finished watching on US television. In the commercial the iconic Golden Arches appear
shackled over the feet of a dead man with the caption ‘I was lovin’ it’. A hamburger is clutched
in his hand, and a woman weeps over his body. Goody, knew this was exactly the type of thing
she and Skinner thought they had defeated. The commercial, developed by the nonprofit group
Physicians Committee for Responsible Medicine, was the latest in a series of attempts to blame
fast food consumption for increasing rates of heart-disease and obesity. Frustrated but resolute,
Goody knew the company was now committed to providing balanced menu choices for
customers, and that many of its menu items were healthy while being reasonably priced. She felt
confident in the company’s new menu that reflected traditional American tastes but also
incorporated foods from around the world. The new, more expansive menu now included
everything from one-dollar burgers and snack wraps to moderately expensive salads, and was
gaining appeal to an ever widening range of customers.
2 Iowa State University College of Business
Goody had been instrumental in developing the healthier and more international menu over the
past few years. Her work entailed traveling the world for menu ideas, infusing the menu with
healthier items, and hirin ...
1) In 1940, brothers Maurice and Richard McDonald opened a barbecue restaurant in California called McDonald's Bar-B-Que. In 1955, businessman Ray Kroc joined the company and began franchising McDonald's restaurants across the U.S.
2) McDonald's has since expanded globally, with over 36,000 restaurants in 120 countries. To succeed in different markets, McDonald's tailors its menus and strategies to local customs and tastes, such as removing pork and beef in India.
3) McDonald's emphasizes quality, service, cleanliness, and value. It enforces uniform standards globally while allowing flexibility to adapt to local environments. This balanced approach has contributed to McDonald's widespread success internationally.
Ray Kroc visited the McDonald brothers' successful restaurant in 1954 and saw the effectiveness of their limited menu and quick service model. He later bought the exclusive rights to the McDonald's name and franchise in 1955. By 1958, McDonald's had sold its 100 millionth hamburger. McDonald's grew to over 35,000 locations globally using a business model focused on quality, service, cleanliness, value, and a three-legged stool of owners, suppliers, and employees. Going forward, McDonald's will need to address risks like changing consumer tastes and increasing health consciousness.
The document provides a comparative analysis of McDonald's and KFC, two major fast food giants. It outlines the history and operations of both companies. McDonald's began in 1940 and is known for hamburgers, while KFC started in 1930 and is famous for fried chicken. The analysis examines factors like product variety, customer reach, pricing, and supply chain management. It also describes the results of a consumer survey about preferences between the two food joints.
BECG017 IBS Center for Management Research .docxgarnerangelika
BECG/017
IBS Center for Management Research
The McDonald’s ‘Beef Fries’ Controversy
This case was written by A.Mukund, IBS Center for Management Research. It was compiled from published sources, and is
intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a
management situation.
Claire Latham
14609 Uplands Drive
Lake Oswego, OR 97034
United States
Licensed to print 10 copies, 21 November, 2016.
License valid upto 20 February, 2017.
2002, IBS Center for Management Research. All rights reserved.
To order copies, call +91-9640901313 or write to IBS Center for Management Research (ICMR), IFHE Campus, Donthanapally,
Sankarapally Road, Hyderabad 501 203, Telangana, India or email: [email protected]
www.icmrindia.org
1
BECG/017
The McDonald’s ‘Beef Fries’ Controversy
“Hindus and vegetarians all over the world feel shocked and betrayed by McDonald's deception
and ultimate greed.”
- Attorney Harish Bharti, on filing the lawsuit against McDonald’s, in May 2001.
“These are the ways the fries are made in the US, and we don’t have any plans to change.”
- Walt Riker, McDonald’s spokesperson, in May 2001.
A CONTROVERSY ERUPTS
In May 2001, a class action lawsuit
1
was filed against the world‘s largest fast-food chain
McDonald‘s, in Seattle, US. The lawsuit alleged that the company had, for over a decade, duped
vegetarian customers into eating French fries
2
that contained beef extracts. The lawsuit followed a
spate of media reports detailing how the French fries served at McDonald‘s were falsely promoted
as being ‗100% vegetarian.‘
Although McDonald‘s initially declined to comment on the issue, the company issued a
‗conditional apology,‘ admitting to using beef flavoring in the fries. The furore over the matter
seemed to be settling down, when to McDonald‘s horror, some of its restaurants in India were
vandalized. Activists of Hindu fundamentalist groups – the Shiv Sena, the Vishwa Hindu Parishad
(VHP) and the Bajrang Dal, staged a demonstration in front of the McDonald‘s head office in
Delhi protesting the alleged use of beef flavouring. They submitted a memorandum to the Prime
Minister, demanding the closure of all McDonald‘s outlets in the country.
Activists also staged protests in front of McDonald‘s restaurants in south Mumbai and Thane.
Mobs ransacked the outlet at Thane, broke the glass panes and smeared the McDonald‘s mascot
Ronald with cow dung. About 30 people were arrested and later let off on bail. Company officials
estimated the loss to the outlet at Rs 2 million.
Officials at McDonald‘s India quickly announced that the vegetarian products served in India did
not have any non-vegetarian content (Refer Exhibit I for details). However, despite this
reassurance, the anti-McDonald‘s wave refused to die down.
Meanwhile, more cases were being filed against McDonald‘s – t.
1. McDonald's has become a global brand with outlets on every continent by using a standardization strategy while also adapting their menus to local cultures and tastes. This dual approach has allowed them to benefit from economies of scale while expanding successfully globally.
2. A company's name and logo are important assets that build its brand identity and are essential for long-term success. Some large companies have recently updated their names and logos, which has generated social media debate, such as McDonald's updating its iconic golden arches logo.
3. McDonald's sales in Saudi Arabia grew year over year by using innovative digital advertising techniques that hinted at but did not directly show food images during fasting hours, in order to be respectful
McDonald's began in 1940 as a small hamburger restaurant in California. It has since grown to become the world's largest chain of hamburger fast-food restaurants, serving around 86 million customers daily in 119 countries. McDonald's strategic goals include sustaining its leadership position and providing value to shareholders. However, it faces challenges from increasing competition and concerns about unhealthy products. Its business strategy includes analyzing competitors and the industry environment to adapt its menu and improve customer service.
The document provides an overview of several major fast food restaurant chains, including McDonald's, KFC, Pizza Hut, and Starbucks. It discusses their founders, locations, products offered, business strategies, and popularity. McDonald's is highlighted as the world's largest restaurant chain by number of locations. The document also briefly mentions some legal issues and controversies faced by McDonald's over the years.
The document provides an overview of several major fast food restaurant chains, including McDonald's, KFC, Pizza Hut, and Starbucks. It discusses their founders, locations, products offered, business strategies, and growth over time. McDonald's is highlighted as the world's largest restaurant chain by number of locations. The document also briefly mentions some legal issues and controversies faced by McDonald's.
1) In 1940, brothers Maurice and Richard McDonald opened a barbecue restaurant in California called McDonald's Bar-B-Que. In 1955, businessman Ray Kroc joined the company and began franchising McDonald's restaurants across the U.S.
2) McDonald's has since expanded globally, with over 36,000 restaurants in 120 countries. To succeed in different markets, McDonald's tailors its menus and strategies to local customs and tastes, such as removing pork and beef in India.
3) McDonald's emphasizes quality, service, cleanliness, and value. It enforces uniform standards globally while allowing flexibility to adapt to local environments. This balanced approach has contributed to McDonald's widespread success internationally.
Ray Kroc visited the McDonald brothers' successful restaurant in 1954 and saw the effectiveness of their limited menu and quick service model. He later bought the exclusive rights to the McDonald's name and franchise in 1955. By 1958, McDonald's had sold its 100 millionth hamburger. McDonald's grew to over 35,000 locations globally using a business model focused on quality, service, cleanliness, value, and a three-legged stool of owners, suppliers, and employees. Going forward, McDonald's will need to address risks like changing consumer tastes and increasing health consciousness.
The document provides a comparative analysis of McDonald's and KFC, two major fast food giants. It outlines the history and operations of both companies. McDonald's began in 1940 and is known for hamburgers, while KFC started in 1930 and is famous for fried chicken. The analysis examines factors like product variety, customer reach, pricing, and supply chain management. It also describes the results of a consumer survey about preferences between the two food joints.
BECG017 IBS Center for Management Research .docxgarnerangelika
BECG/017
IBS Center for Management Research
The McDonald’s ‘Beef Fries’ Controversy
This case was written by A.Mukund, IBS Center for Management Research. It was compiled from published sources, and is
intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a
management situation.
Claire Latham
14609 Uplands Drive
Lake Oswego, OR 97034
United States
Licensed to print 10 copies, 21 November, 2016.
License valid upto 20 February, 2017.
2002, IBS Center for Management Research. All rights reserved.
To order copies, call +91-9640901313 or write to IBS Center for Management Research (ICMR), IFHE Campus, Donthanapally,
Sankarapally Road, Hyderabad 501 203, Telangana, India or email: [email protected]
www.icmrindia.org
1
BECG/017
The McDonald’s ‘Beef Fries’ Controversy
“Hindus and vegetarians all over the world feel shocked and betrayed by McDonald's deception
and ultimate greed.”
- Attorney Harish Bharti, on filing the lawsuit against McDonald’s, in May 2001.
“These are the ways the fries are made in the US, and we don’t have any plans to change.”
- Walt Riker, McDonald’s spokesperson, in May 2001.
A CONTROVERSY ERUPTS
In May 2001, a class action lawsuit
1
was filed against the world‘s largest fast-food chain
McDonald‘s, in Seattle, US. The lawsuit alleged that the company had, for over a decade, duped
vegetarian customers into eating French fries
2
that contained beef extracts. The lawsuit followed a
spate of media reports detailing how the French fries served at McDonald‘s were falsely promoted
as being ‗100% vegetarian.‘
Although McDonald‘s initially declined to comment on the issue, the company issued a
‗conditional apology,‘ admitting to using beef flavoring in the fries. The furore over the matter
seemed to be settling down, when to McDonald‘s horror, some of its restaurants in India were
vandalized. Activists of Hindu fundamentalist groups – the Shiv Sena, the Vishwa Hindu Parishad
(VHP) and the Bajrang Dal, staged a demonstration in front of the McDonald‘s head office in
Delhi protesting the alleged use of beef flavouring. They submitted a memorandum to the Prime
Minister, demanding the closure of all McDonald‘s outlets in the country.
Activists also staged protests in front of McDonald‘s restaurants in south Mumbai and Thane.
Mobs ransacked the outlet at Thane, broke the glass panes and smeared the McDonald‘s mascot
Ronald with cow dung. About 30 people were arrested and later let off on bail. Company officials
estimated the loss to the outlet at Rs 2 million.
Officials at McDonald‘s India quickly announced that the vegetarian products served in India did
not have any non-vegetarian content (Refer Exhibit I for details). However, despite this
reassurance, the anti-McDonald‘s wave refused to die down.
Meanwhile, more cases were being filed against McDonald‘s – t.
1. McDonald's has become a global brand with outlets on every continent by using a standardization strategy while also adapting their menus to local cultures and tastes. This dual approach has allowed them to benefit from economies of scale while expanding successfully globally.
2. A company's name and logo are important assets that build its brand identity and are essential for long-term success. Some large companies have recently updated their names and logos, which has generated social media debate, such as McDonald's updating its iconic golden arches logo.
3. McDonald's sales in Saudi Arabia grew year over year by using innovative digital advertising techniques that hinted at but did not directly show food images during fasting hours, in order to be respectful
McDonald's began in 1940 as a small hamburger restaurant in California. It has since grown to become the world's largest chain of hamburger fast-food restaurants, serving around 86 million customers daily in 119 countries. McDonald's strategic goals include sustaining its leadership position and providing value to shareholders. However, it faces challenges from increasing competition and concerns about unhealthy products. Its business strategy includes analyzing competitors and the industry environment to adapt its menu and improve customer service.
The document provides an overview of several major fast food restaurant chains, including McDonald's, KFC, Pizza Hut, and Starbucks. It discusses their founders, locations, products offered, business strategies, and popularity. McDonald's is highlighted as the world's largest restaurant chain by number of locations. The document also briefly mentions some legal issues and controversies faced by McDonald's over the years.
The document provides an overview of several major fast food restaurant chains, including McDonald's, KFC, Pizza Hut, and Starbucks. It discusses their founders, locations, products offered, business strategies, and growth over time. McDonald's is highlighted as the world's largest restaurant chain by number of locations. The document also briefly mentions some legal issues and controversies faced by McDonald's.
Richard and Maurice McDonald started 15¢ hamburger stands with golden arches in California. Ray Kroc, a milkshake machine salesman, bought the world franchise rights from them and spread the golden arches around the globe, building the most recognizable brand in the world. McDonald's fuels its growth through low pricing and intensive marketing campaigns but may face challenges from health-conscious consumers moving toward healthier options, so it needs to introduce healthier menu choices to stay competitive.
McDonald's has many strengths as the leading global fast food chain, including its recognizable brand and logo, global presence, efficient operations, and food quality standards. However, it faces threats from health concerns over its food and high obesity rates. McDonald's partners with the Environmental Defense Fund to reduce its environmental impact and improve its public image regarding sustainability.
This document discusses McDonald's expansion into international markets. It begins with a brief history of McDonald's, from its founding in the 1950s to becoming a global brand with over 28,000 restaurants in 120+ countries. The document then examines McDonald's approach to expanding into foreign markets like China and South Africa. Key aspects discussed include adapting menus and operations to local cultures, hiring local management, and focusing on high-traffic locations. The overall strategy of customizing the McDonald's experience for different international markets while respecting local customs and tastes is analyzed.
McDonald's was founded in 1940 in California and pioneered the fast food business model. It has since expanded globally using various growth strategies including market penetration by increasing market share, market development by opening new locations worldwide, product development such as introducing Happy Meals and new menu items tailored to local markets, and diversification into related businesses like McCafe coffee shops. While some strategies like the Golden Arch Hotel were unsuccessful, McDonald's overall focus on affordable quality food, convenience, and brand recognition has supported its continued global expansion.
The Above Slide Describes McDonald's history in creating the brand equity all over the world despite of having so much competition worldwide. It explains how McDonals's as a multinational was able to cater to native interest and hence create customer value.
This document summarizes the business strategies of McDonald's that have contributed to its success. It discusses how McDonald's geographic structure influenced it to tailor its products and marketing to local markets. McDonald's adapted to local tastes in countries like China by adding more chicken options, and in France by upgrading menus and restaurant designs. The document also examines how McDonald's strategies responded to external factors like competitors offering healthier options and changing social priorities around health. McDonald's has introduced healthier choices and renovated restaurants to attract new customers and remain competitive.
McDonald's began as a hot dog stand in California in 1937 and became the world's largest fast food chain through perfecting its operating system. It focuses on uniform quality, partner relationships with franchises and suppliers, and introducing new products. McDonald's has over 40,000 outlets in 121 countries and generates over $40 billion in annual sales. It has adapted to other cultures by offering localized menus and promotions while maintaining approximately 95% local ownership of franchises. Its future success relies on developing managerial skills to address political, economic, social and technological challenges of continued international growth.
McDonald's was founded in 1940 and has grown to be the world's largest fast food chain. It has over 36,900 locations serving around 58 million customers daily in 119 countries. McDonald's has been able to achieve such large scale through carefully cultivating its brand equity over the years. It creates brand awareness through extensive advertising, sponsors global events, and establishes strong brand associations through slogans like "I'm Lovin' It." Brand extensions like McCafe have also helped McDonald's compete against other companies. Maintaining regional relevance and managing risks like health concerns will be important for McDonald's continued success.
The document acknowledges and thanks the many people who helped complete the project. It provides an executive summary that introduces McDonald's and KFC as direct competitors in the fast food industry. It briefly outlines the history of both companies and compares their missions, visions, products, and SWOT analyses. The report aims to understand consumer behavior and preferences between McDonald's and KFC through surveys.
The document provides a detailed literature review of the history and evolution of the McDonald's brand over time. It discusses McDonald's initial positioning as a family-friendly, low-cost fast food restaurant focusing on hamburgers, fries, and other kid-oriented options. It then summarizes McDonald's phenomenal growth in the 1960s-1980s through strategic advertising, franchising, and expanding its menu. The brand faced increased competition in later decades but continued to adapt and diversify its offerings to new market trends while maintaining consistent quality and service.
McDonald's strategic plan called "Plan to Win" focuses on making McDonald's the best rather than biggest fast food chain. The plan emphasizes the five P's - People, Products, Place, Price and Promotion. In the US, the plan focuses on breakfast, chicken, beverages and convenience. In Europe, McDonald's uses a tiered menu. In Asia, the Middle East and Africa, the plan focuses on convenience, breakfast, menu extensions and value. McDonald's also has organizational strategic plans to improve operations, prioritize customers, and expand menus and beverages.
Richard and Maurice McDonald started McDonald's in 1940 selling hot dogs. It was franchised nationally by Ray Kroc in 1955 and became the world's largest food service chain. Today, McDonald's operates over 35,000 outlets in 119 countries, employing 1.9 million people and serving 68 million customers daily. Its consistent quality, innovation, emphasis on cleanliness and affordability have made it successful globally despite risks like health concerns and competition. Going forward, McDonald's must continue introducing healthier options and controlling expansion to maintain its lead in the fast food industry.
McDonald's wants to understand factors influencing fast food consumption among college students to develop effective marketing strategies. The literature review summarizes relevant scholarly articles. One study found that university students often snack after school and eat fast food 2-3 times a week due to insufficient time, school schedules, and funds. Another study found that taste is the top priority for both American and Spanish students when choosing fast food, while Americans prioritize value and convenience more than nutrition. The studies show that cultural differences and gender influence fast food opinions. McDonald's survey aims to identify motivations for college students visiting fast food restaurants to help the company adapt to changing attitudes toward food.
McDonald's is an American fast food chain known for hamburgers. Founded in 1948 in California, it has grown to be one of the largest food chains worldwide. In 2019, McDonald's generated over $21 billion in total revenue, with the US market contributing the most at $7.84 billion. McDonald's positions itself as a family-friendly and low-cost restaurant, employing modern technology to serve customers quickly while keeping costs low. A key part of McDonald's branding is Ronald McDonald, its clown mascot used extensively in marketing campaigns over the years.
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docxadkinspaige22
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to
McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past
success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery
from a deep economic recession. 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 return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson
read the report, he wondered how McDonald’s could win again.
This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012.
He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided
McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued
growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store
growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2
Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience
and introduced new menu items that appealed to a more diverse customer base. 3
Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner,
had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s
success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv-
ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4
Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth
dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely
met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6
to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs,
McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper-
ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains
in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost
70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products
even more expensive for its international consumers.
In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors
such as Burger King, Wendy’s, and Taco Bell h.
McDonald's is the leading global fast food retailer with over 30,000 restaurants in 119 countries. It was founded in 1948 in California by Richard and Maurice McDonald. Jim Skinner has been the CEO since 2004. McDonald's menu focuses on beef, chicken, bread, potatoes and milk and includes popular items like Big Macs, fries, and McNuggets. Franchisees must contribute at least £200,000 to open a McDonald's location. In 2005, McDonald's had total revenues of $20 billion. The company is committed to giving back through community donations and environmental initiatives.
Part 1.....InstructionsSelect one of the age groups disc.docxMARRY7
Part 1.....
Instructions
Select one of the age groups discussed in this unit (adolescent, adult, or elderly). Create a community health strategy for dealing with intentional and unintentional injuries (motor vehicle accidents, suicide, or violence).Your response should include information on the morbidity and mortality rates and the key factors associated with the injuries.Your APA-Style essay must be at least two pages in length (not counting the title and reference pages). All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
Part 2....... Need To Be 1 Paragraph Long
According to the Centers for Medicare Services (CMS), the Affordable Care Act (ACA) was designed to give U.S. citizens improved flexibility and control, allowing them to make more informed decisions about their own health plans and healthcare providers.
Now that the ACA has been in place for several years, do you feel that in fact happened? Discuss the strengths and weaknesses of the ACA today.
.
Part 1 – Add to Website PlanList at least three .docxMARRY7
Part 1 – Add to Website Plan
List
at least three interactive features that could be added to your
site and what purpose each would serve for your site and its visitors.
The form created in Part Two of this assignment can be included as
one of the interactive features.
Part 2 – Refine and finalize your website
Refine
and finalize your website by doing the following:
•
Add a simple web form—such as an order form, a subscription
to a newsletter, or a request for contact.
•
Use division or a table to structure the form elements.
•
Apply JavaScript
®
to validate the form.
•
Finalize a navigation system.
•
Use metadata to increase accessibility and search engine
optimization.
15
WEB/240 Version 1
8
•
Test for functionality and usability.
As in the prior assignment, use only Adobe
®
Dreamweaver
®
or
another HTML editor to refine the homepage developed in Week
Three.
Check
your HTML code using the Markup Validation Service on the
W3C
®
website, (www.w3.org) prior to submitting your web page(s).
A link to this site may be found in the Materials tab on your student
website.
Submit
all website files in a compressed folder.
.
More Related Content
Similar to This case was written by Dr. Sam DeMarie, Pam Manhart, and .docx
Richard and Maurice McDonald started 15¢ hamburger stands with golden arches in California. Ray Kroc, a milkshake machine salesman, bought the world franchise rights from them and spread the golden arches around the globe, building the most recognizable brand in the world. McDonald's fuels its growth through low pricing and intensive marketing campaigns but may face challenges from health-conscious consumers moving toward healthier options, so it needs to introduce healthier menu choices to stay competitive.
McDonald's has many strengths as the leading global fast food chain, including its recognizable brand and logo, global presence, efficient operations, and food quality standards. However, it faces threats from health concerns over its food and high obesity rates. McDonald's partners with the Environmental Defense Fund to reduce its environmental impact and improve its public image regarding sustainability.
This document discusses McDonald's expansion into international markets. It begins with a brief history of McDonald's, from its founding in the 1950s to becoming a global brand with over 28,000 restaurants in 120+ countries. The document then examines McDonald's approach to expanding into foreign markets like China and South Africa. Key aspects discussed include adapting menus and operations to local cultures, hiring local management, and focusing on high-traffic locations. The overall strategy of customizing the McDonald's experience for different international markets while respecting local customs and tastes is analyzed.
McDonald's was founded in 1940 in California and pioneered the fast food business model. It has since expanded globally using various growth strategies including market penetration by increasing market share, market development by opening new locations worldwide, product development such as introducing Happy Meals and new menu items tailored to local markets, and diversification into related businesses like McCafe coffee shops. While some strategies like the Golden Arch Hotel were unsuccessful, McDonald's overall focus on affordable quality food, convenience, and brand recognition has supported its continued global expansion.
The Above Slide Describes McDonald's history in creating the brand equity all over the world despite of having so much competition worldwide. It explains how McDonals's as a multinational was able to cater to native interest and hence create customer value.
This document summarizes the business strategies of McDonald's that have contributed to its success. It discusses how McDonald's geographic structure influenced it to tailor its products and marketing to local markets. McDonald's adapted to local tastes in countries like China by adding more chicken options, and in France by upgrading menus and restaurant designs. The document also examines how McDonald's strategies responded to external factors like competitors offering healthier options and changing social priorities around health. McDonald's has introduced healthier choices and renovated restaurants to attract new customers and remain competitive.
McDonald's began as a hot dog stand in California in 1937 and became the world's largest fast food chain through perfecting its operating system. It focuses on uniform quality, partner relationships with franchises and suppliers, and introducing new products. McDonald's has over 40,000 outlets in 121 countries and generates over $40 billion in annual sales. It has adapted to other cultures by offering localized menus and promotions while maintaining approximately 95% local ownership of franchises. Its future success relies on developing managerial skills to address political, economic, social and technological challenges of continued international growth.
McDonald's was founded in 1940 and has grown to be the world's largest fast food chain. It has over 36,900 locations serving around 58 million customers daily in 119 countries. McDonald's has been able to achieve such large scale through carefully cultivating its brand equity over the years. It creates brand awareness through extensive advertising, sponsors global events, and establishes strong brand associations through slogans like "I'm Lovin' It." Brand extensions like McCafe have also helped McDonald's compete against other companies. Maintaining regional relevance and managing risks like health concerns will be important for McDonald's continued success.
The document acknowledges and thanks the many people who helped complete the project. It provides an executive summary that introduces McDonald's and KFC as direct competitors in the fast food industry. It briefly outlines the history of both companies and compares their missions, visions, products, and SWOT analyses. The report aims to understand consumer behavior and preferences between McDonald's and KFC through surveys.
The document provides a detailed literature review of the history and evolution of the McDonald's brand over time. It discusses McDonald's initial positioning as a family-friendly, low-cost fast food restaurant focusing on hamburgers, fries, and other kid-oriented options. It then summarizes McDonald's phenomenal growth in the 1960s-1980s through strategic advertising, franchising, and expanding its menu. The brand faced increased competition in later decades but continued to adapt and diversify its offerings to new market trends while maintaining consistent quality and service.
McDonald's strategic plan called "Plan to Win" focuses on making McDonald's the best rather than biggest fast food chain. The plan emphasizes the five P's - People, Products, Place, Price and Promotion. In the US, the plan focuses on breakfast, chicken, beverages and convenience. In Europe, McDonald's uses a tiered menu. In Asia, the Middle East and Africa, the plan focuses on convenience, breakfast, menu extensions and value. McDonald's also has organizational strategic plans to improve operations, prioritize customers, and expand menus and beverages.
Richard and Maurice McDonald started McDonald's in 1940 selling hot dogs. It was franchised nationally by Ray Kroc in 1955 and became the world's largest food service chain. Today, McDonald's operates over 35,000 outlets in 119 countries, employing 1.9 million people and serving 68 million customers daily. Its consistent quality, innovation, emphasis on cleanliness and affordability have made it successful globally despite risks like health concerns and competition. Going forward, McDonald's must continue introducing healthier options and controlling expansion to maintain its lead in the fast food industry.
McDonald's wants to understand factors influencing fast food consumption among college students to develop effective marketing strategies. The literature review summarizes relevant scholarly articles. One study found that university students often snack after school and eat fast food 2-3 times a week due to insufficient time, school schedules, and funds. Another study found that taste is the top priority for both American and Spanish students when choosing fast food, while Americans prioritize value and convenience more than nutrition. The studies show that cultural differences and gender influence fast food opinions. McDonald's survey aims to identify motivations for college students visiting fast food restaurants to help the company adapt to changing attitudes toward food.
McDonald's is an American fast food chain known for hamburgers. Founded in 1948 in California, it has grown to be one of the largest food chains worldwide. In 2019, McDonald's generated over $21 billion in total revenue, with the US market contributing the most at $7.84 billion. McDonald's positions itself as a family-friendly and low-cost restaurant, employing modern technology to serve customers quickly while keeping costs low. A key part of McDonald's branding is Ronald McDonald, its clown mascot used extensively in marketing campaigns over the years.
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docxadkinspaige22
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to
McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past
success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery
from a deep economic recession. 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 return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson
read the report, he wondered how McDonald’s could win again.
This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012.
He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided
McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued
growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store
growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2
Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience
and introduced new menu items that appealed to a more diverse customer base. 3
Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner,
had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s
success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv-
ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4
Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth
dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely
met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6
to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs,
McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper-
ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains
in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost
70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products
even more expensive for its international consumers.
In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors
such as Burger King, Wendy’s, and Taco Bell h.
McDonald's is the leading global fast food retailer with over 30,000 restaurants in 119 countries. It was founded in 1948 in California by Richard and Maurice McDonald. Jim Skinner has been the CEO since 2004. McDonald's menu focuses on beef, chicken, bread, potatoes and milk and includes popular items like Big Macs, fries, and McNuggets. Franchisees must contribute at least £200,000 to open a McDonald's location. In 2005, McDonald's had total revenues of $20 billion. The company is committed to giving back through community donations and environmental initiatives.
Part 1.....InstructionsSelect one of the age groups disc.docxMARRY7
Part 1.....
Instructions
Select one of the age groups discussed in this unit (adolescent, adult, or elderly). Create a community health strategy for dealing with intentional and unintentional injuries (motor vehicle accidents, suicide, or violence).Your response should include information on the morbidity and mortality rates and the key factors associated with the injuries.Your APA-Style essay must be at least two pages in length (not counting the title and reference pages). All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations.
Part 2....... Need To Be 1 Paragraph Long
According to the Centers for Medicare Services (CMS), the Affordable Care Act (ACA) was designed to give U.S. citizens improved flexibility and control, allowing them to make more informed decisions about their own health plans and healthcare providers.
Now that the ACA has been in place for several years, do you feel that in fact happened? Discuss the strengths and weaknesses of the ACA today.
.
Part 1 – Add to Website PlanList at least three .docxMARRY7
Part 1 – Add to Website Plan
List
at least three interactive features that could be added to your
site and what purpose each would serve for your site and its visitors.
The form created in Part Two of this assignment can be included as
one of the interactive features.
Part 2 – Refine and finalize your website
Refine
and finalize your website by doing the following:
•
Add a simple web form—such as an order form, a subscription
to a newsletter, or a request for contact.
•
Use division or a table to structure the form elements.
•
Apply JavaScript
®
to validate the form.
•
Finalize a navigation system.
•
Use metadata to increase accessibility and search engine
optimization.
15
WEB/240 Version 1
8
•
Test for functionality and usability.
As in the prior assignment, use only Adobe
®
Dreamweaver
®
or
another HTML editor to refine the homepage developed in Week
Three.
Check
your HTML code using the Markup Validation Service on the
W3C
®
website, (www.w3.org) prior to submitting your web page(s).
A link to this site may be found in the Materials tab on your student
website.
Submit
all website files in a compressed folder.
.
Part 1 True or False Questions. (10 questions at 1 point each).docxMARRY7
Part 1: True or False Questions.
(10 questions at 1 point each)
T
F
A hash algorithm uses a one-way cryptographic function, whereas both secret-key and public-key systems use two-way (i.e., reversible) cryptographic functions.
Answer: _____
T
F
The strongest 3DES (Triple DES) requires the use of three independent keys.
Answer: _____
T
F
When it comes to the ethics of a particular situation, there is only one right answer.
Answer: _____
T
F
Packet filters protect networks by blocking packets based on the packets’ contents.
Answer: _____
T
F
The biggest advantage of
public-key
cryptography over
secret-key
cryptography is in the area of key management/key distribution.
Answer: _____
T
F
In terms of privacy laws, companies have no advantage over the government in terms of the types of data that a company can collect.
Answer: _____
T
F
Intrusion Detection Systems (IDS) provide no protection from internal threats.
Answer: _____
T
F
A Denial-of-Service attack does not require the attacker to penetrate the target's security defenses.
Answer: _____
T
F
AES uses the Rijndael algorithm.
Answer: _____
T
F
A one-time pad is a safe house used only once by an undercover agent.
Answer: _____
Part 2: Multiple Choice Questions. Print
all
the correct answers in the blank following the question; in some cases a fully correct answer may require more than one lettered choice to be selected. (
Each question is worth 2 points.
There is no guarantee of partial credit for partially correct answers.)
If person A uses AES to transmit an encrypted message to person B, which key or keys will A have to use:
a.
A’s private key
b.
A’s public key
c.
B’s private key
d.
B’s public key
e.
None of the keys listed above
Answer(s): ____
From the perspective of
entropy
:
Plaintext will have a higher entropy than the ciphertext
The unequal frequency of characters in human languages tends to reduce the entropy of plaintext messages in that language
Encrypted messages appear to be noise-like
Plaintext requires more transmission bandwidth than ciphertext
None of the above
Answer(s): _____
Protection of a software program that uses a unique, novel algorithm could be legally protected by:
a.
A patent
b.
A copyright
c.
A patent and copyright
d.
Ethical standards
e.
All of the above
Answer(s): _____
Security
threats
include which of the following:
a.
Unlocked doors
b.
Disgruntled employees
c.
Hurricanes
d.
Un-patched software programs
e.
All of the above
Answer(s): _____
Denial of service attacks include:
a.
DNS poisoning
b.
Smurf attack
c.
Ping of death
d.
SYN flood
e.
All of the above
Answer(s): _____
Part 3: Short Answer Questions.
(10 questions at 5 points each)
Alan and Beatrice are both users of PKI. Explain how they use their keys to communicate when Alan sends a private message to Beatrice, and provides proof that he sent the message.
Answer:
Briefly describe the purpose of firewalls and how .
Part 11. Why is it so important in system engineering to become .docxMARRY7
Part 1
1. Why is it so important in system engineering to become familiar with some of the analytical methods?
2. Identify and describe some of the technologies that are being applied in the design process. Provide some examples of typical applications, and describe some of the benefits associated with the application of computerized methods in the design process.
3. How does CAM and CAS relate to system engineering? Describe some possible impacts.
4. How is design review and evaluation accomplished? Why is it important relative to meeting system engineering objectives? Describe some of the checks and balances in the design process.
5. What is included in the establishment of a "functional” baseline, Allocated baseline, and Product baseline? Why is baseline management important?
6. What is configuration management (CM) and how does it relate to system engineering? Define Configuration Identification (CI) and Configuration Status Accounting (CSA).
Part 2
Select a system of your choice, and construct a sequential flow diagram of the overall system development process. Identify the major tasks in system development, and develop a plan/schedule of formal design review. Briefly describe what is covered in each.
Part 3
Discuss some of the problems associated with the application of computerized methods in the design process. Provide examples. What cautions must be observed?
.
Part 1 Using the internet, search for commercial IDPS systems. What.docxMARRY7
Part 1: Using the internet, search for commercial IDPS systems. What classification systems and descriptions are used and how can these be used to compare the features and components of each IDPS? Create a comparison spreadsheet identifying the classification systems you find.
Part 2: What are some of the legal and ethical issues surrounding the use of intrusion detection systems logs and other technology tools as evidence in criminal and legal matters?
Part 3: Write a 2 - 3 page APA style paper summarizing the background, description, and purpose of NIST Special Publication 800-94,
Guide to Intrusion Detection and Prevention Systems
. The last section of your paper should be titled "Author Reflection" and should reflect your critique of the publication examined. You are not expected to read the entire guide, you should be mainly concerned with section two of the report, titled "Intrusion Detection and Prevention Principles" and section three of the report, titled "IDPS Technologies."
Part 4:
Why is it so important in system engineering to become familiar with some of the analytical methods?
Identify and describe some of the technologies that are being applied in the design process. Provide some examples of typical applications, and describe some of the benefits associated with the application of computerized methods in the design process.
How does CAM and CAS relate to system engineering? Describe some possible impacts.
How is design review and evaluation accomplished? Why is it important relative to meeting system engineering objectives? Describe some of the checks and balances in the design process.
What is included in the establishment of a "functional” baseline, Allocated baseline, and Product baseline? Why is baseline management important?
What is configuration management (CM) and how does it relate to system engineering? Define Configuration Identification (CI) and Configuration Status Accounting (CSA).
Part 5: Select a system of your choice, and construct a sequential flow diagram of the overall system development process. Identify the major tasks in system development, and develop a plan/schedule of formal design review. Briefly describe what is covered in each.
Part 6:
Discuss some of the problems associated with the application of computerized methods in the design process. Provide examples. What cautions must be observed?
.
Part 1- Create an outline of the assignment below thenPart 2-1000 .docxMARRY7
Part 1- Create an outline of the assignment below then
Part 2-1000 word assignment
Your fast-food franchise has been cleared for business in all 4 countries (United Arab Emirates, Israel, Mexico, and China). You now have to start construction on your restaurants. The financing is coming from the United Arab Emirates, the materials are coming from Mexico and China, the engineering and technology are coming from Israel , and the labor will be hired locally within these countries by your management team from the United States. You invite all of the players to the headquarters in the United States for a big meeting to explain the project and get to know one another. The people seem to be staying with their own groups and not mingling.
What is the cultural phenomenon at play here (what is it called/ term)?
How do you explain the lack of intercultural communication and interaction?
What do you know about these cultures—specifically their economic, political, educational, and social systems—that could help you in getting them together?
What are some of the contrasting cultural values of these countries?
You are concerned about some of the language barriers as you start the meeting, particularly the fact that the United States is a low-context country, and some of the countries present are high-context countries. Furthermore, you only speak English, and you do not have an interpreter present.
How will this affect the presentation?
What are some of the issues you should be concerned about regarding verbal and nonverbal language for this group?
What strategy would you use to begin to have everyone develop a relationship with each other that will help ease future negotiations, development, and implementation?
.
Part 1 Review QuestionsWhat is the difference between criminal la.docxMARRY7
Part 1: Review Questions
What is the difference between criminal law and civil law?
What is privacy, in the context of information security?
What is intellectual property? Is it offered the same protection in every country of the world? What laws currently protect it in the U.S. and Europe?
What are the three general categories of unethical and illegal behavior?
Part 2: Module Practice
What does CISSP stand for? Using the Internet, find out what continuing education is required in order for the holder of a CISSP to remain current and in good standing.
.
Part 1 Review QuestionsWhat is the difference between authenticat.docxMARRY7
The document contains two parts. Part 1 lists review questions about authentication vs authorization, network security relationships, network vs host intrusion detection systems, and VPNs. Part 2 instructs the reader to create a spreadsheet that encrypts values using a transposition cipher, then further encrypts the results using a substitution cipher.
Part 1 SQLDatabase workScenarioDevelopment of a relationa.docxMARRY7
Part 1: SQL/Database work
Scenario
Development of a relational database system for a food producing company
FoodRU is a Leicester-based food producing company. The company wants to keep details regarding both past and present employees and their assignment to shifts over time. At present, there are three defined shift patterns; the morning shift starts at 6am and finishes at 2pm, the day shift starts at 9am and finishes at 5pm, and the evening shift starts at 4pm and finishes at 12am (midnight). However, management have already indicated that they may need to add further shift patterns in the future (e.g., by adding a night shift to the existing ones so that the company can meet a high user demand for their foods). They therefore require shift details to be stored within a separate Shift table, with attributes that allow the storage of a shift name with its associated start and finish times (use the 24 hour clock for these times).
Past and present employee details are to be kept in the same Employee table, and the details to be kept are the employee’s unique 6 digit reference number, the first name, surname and any other names (if there are any) of the employee, the employee’s gender, contact address and contact telephone, the date on which the employee started his/her employment at the company and the date on which the employee finished his/her employment at the company (should s/he be a past employee). Details regarding staff assignments to shifts include the date that an employee was allocated to work a particular shift, and the date that s/he was taken off the shift (if not still assigned to it). Employees can be assigned to different shifts over time and even to the same shift over different time periods, although they cannot be assigned to more than one shift at any one time. A new employee may not yet be assigned to a shift.
Tasks:
1. Provide the table specifications for the THREE tables that are required by FoodRU to store employee, shift and assignment details. That is, for each of the three tables, you should provide, in a suitable presentation format, the name of the table and a specification of each its attributes to include:
• Attribute name
• Attribute brief description as to its meaning
• a description of the attribute’s data type/integrity (e.g., date field, character field of length 20, number field <= 10, etc. – you can use the Oracle data types within these descriptions if you want to)
• An indication as to whether the attribute is a primary key attribute and/or foreign key attribute
• An indication as to whether the attribute can or cannot take null values
Make sure your design specifies the appropriate links between the three tables. Remember to write down any additional integrity you need to enforce either at a specific table level or across two or more tables, if this is required. Also, remember to write down any justifications for the data types/integrity or for any other design features that.
Part 1 Review QuestionsWhat functions constitute a complete infor.docxMARRY7
Part 1: Review Questions
What functions constitute a complete information security program?
What is the typical size of the security staff in a small organization? A medium-sized organization? A large organization? A very large organization?
Where can an organization place the information security unit? Where should (and shouldn’t) it be placed?
Into what four areas should the information security functions be divided?
Part 2: Module Practice
Design three security posters on various aspects of information security using a graphics presentation program and clip art. Describe the methods you used to develop your design.
.
Part 1A persons lifestyle has a significant influence on the p.docxMARRY7
Part 1:
A person's lifestyle has a significant influence on the person's health and development as he or she moves into middle age (and old age). Stability and change are also common factors in an adult's life.
Describe how middle adulthood provides stability in a person's life. Explain some of the factors that would lead to stability in a person's life as he or she moves through middle age.
Describe some of the more common lifestyle issues that have a negative impact on a person's continued development. Explain how a person may be able to reverse some of the lifestyle influences.
On the basis of your readings, describe what is meant by a midlife crisis. Explain why a midlife crisis may or may not be critical.
Part 2:
Erikson, Gould, Helson, and Levinson provide different perspectives on middle age in adulthood.
Describe each of these theories as it relates to middle adulthood.
On the basis of your readings, compare and contrast these theories. Which one gives a better explanation of middle adulthood?
Justify your answers with appropriate reasoning and research from your text and course readings. Comment on the postings of at least two peers, and provide an analysis of each peer’s postings while also suggesting specific additions or clarifications for improving the discussion question response.
.
Part 1 Review QuestionsWhat is the definition of information secu.docxMARRY7
Part 1: Review Questions
What is the definition of information security? What essential protections must be in place to protect information systems from danger?
Define the InfoSec processes of identification, authentication, authorization, and accountability.
Define project management. Why is project management of particular interest in the field of information security?
What are the five basic outcomes that should be achieved through information security governance?
What is a threat in the context of information security? How many categories of threats exist as presented in this chapter?
Part 2: Module Practice
Find an article that talks about relative risk either from inside the organization or form external sources. Once you locate and read it, compose a 1-2 page paper that summarizes your findings and critique the article. Use a word processor to complete your assignment and submit it as a .docx or .doc document.
.
Part 1 Review QuestionsWhat is a security modelWhat are the es.docxMARRY7
Part 1: Review Questions
What is a security model?
What are the essential processes of access control?
Identify at least two different approaches used to categorize access control methodologies. List the types of controls found in each.
What is COBIT? Who is its sponsor? What does it accomplish?
What is the standard of due care? How does it relate to due diligence?
What is baselining? How does it differ from benchmarking?
Part 2: Module Practice
Make a list of at least ten information security metrics that could be collected for a small internet commerce company with 10 employees. For this senario, the company uses an outside vendor for packaging and distribution. Whom should the metrics be reported?
.
Part 1 Listed below are several key Supreme Court decisions that .docxMARRY7
Part 1:
Listed below are several key Supreme Court decisions that resulted in a clarification of inmate rights.
Choose any one
of the cases listed below. Summarize the facts of the case, the issue that needed to be resolved, the court’s decision, and the reasoning behind the decision.
Helling v. McKinney
(1993)
Washington v. Harper
(1990)
Hudson v. Palmer
(1984)
Bell v. Wolfish
(1979)
Bounds v. Smith
(1977)
Estelle v. Gamble
(1976)
Wolff v. McDonnell
(1974)
.
Part 1 Infrastructure DesignCreate an 8–10-page infrastructur.docxMARRY7
Part 1: Infrastructure Design
Create an 8–10-page infrastructure design document in which you:
Identify the major hardware and software components of your hypothetical e-commerce company's information systems infrastructure.
Design your e-commerce company's hardware (database and proxy servers, network equipment) and software (analytics, big data, API, content management) from a size, scale, type, and interoperability standards perspective.
Document the potential security vulnerabilities and a security design for your e-commerce company.
Use graphical tools to create a data flow diagram (DFD) for your e-commerce company.
Use sources to support your writing.
Choose sources that are credible, relevant, and appropriate.
Cite each source listed on your source page at least one time within your assignment.
Part 2: Updated Gantt Chart
Use Microsoft Project to update the previously created Gantt chart with the major and minor tasks identified in the infrastructure design document.
.
part 1 I attended an international conference on Biotechnology and .docxMARRY7
part 1: I attended an international conference on Biotechnology and one of the sessions I went to was on the subject of bio-engineering a "death gene" that could be introduced into the mosquito population and destroy every mosquito on earth. The discussion that ensued was about the ethics of such a thing. I want you to tell how you feel about introducing such a gene. Look up something about this. Your reference does not have to be about this particular gene, but can be about anything that relates to the discussion. Remember to cite your reference, and write at least 150 words
part 2:
Respond to another student
respond to this
I think that with regulation of the mosquito communities would be a good thing. Mosquitos carry many dangerous diseases and if we can lower the population we can slow the rate of transmission of these diseases. This could save many many lives around the world. I would be hesitant though to release the genetically engineered mosquitos into the environment. In the article I read they releases sterile male mosquitos into the environment. This I feel is a safer way to regulate because we are not altering any genes we are just regulating a naturally occurring issue in nature. Sterile males cannot pass on the genes and also male mosquitos are not the ones who would be likely to pass on the diseases. The article stated that only females bite and therefore males would not be capable of spreading the diseases. With sterile males being released there will be less mosquitos due to lack of repopulation. This will still allow organisms relying on mosquitos for food to still be able to survive with less risk to humans. They are an invasive species so it would help to eliminate the spread of mosquitos to different areas. This will keep the spread of disease throughout areas. I do not think it is right to alter the genes for human use though. It is not how nature had intended. If the gene pops up naturally in the population then it should not be taken out but we should not introduce it due to humans "playing God" with genetics. "Mosquitoes Engineered To Kill Their Own Kind." NPR. NPR, n.d. Web. 22 July 2014. .
.
Part 1 Chapter 7 Summary plus end of chapter discussion of Alfred.docxMARRY7
Part 1:
Chapter 7 Summary plus end of chapter discussion of Alfred Marshall, should be 100-250 words
Part 2: The discussion on the first 7 pages is a satire on the economists (known as the neoclassical economists).
List 4 passages that can be considered satire.
(You need not write the entire passage.
Simply show clearly where the passage begins and ends.)
.
Parent Involvement Plan This week you will create a Parent Involve.docxMARRY7
Parent Involvement Plan
This week you will create a Parent Involvement Plan in response to the following scenario:
Imagine you are working with infant, toddler and preschool aged children in a child care center. The majority of the children has special needs and receives early intervention or are on an IEP. Many of the children’s parents work two jobs and have a difficult time participating in the center's activities. Whenever the center plans an event, the parental involvement is lower than desired. The center has tried to increase parental involvement through such methods as calling to remind parents and sending home notices, but is not having any luck.
Your assignment is to create a Parental Involvement Plan to encourage better participation from parents. Follow these steps to develop your plan:
Step 1:
Identify the issue, discuss your beliefs about the situation, and formulate conclusions and offer suggestions to the director of the child care center.
Step 2:
Create a Parent Involvement Plan that your director can copy and paste into the employee and parent handbook. Your plan should include:
The importance of early intervention and individual educational plans
Ways to assist students and their families
The importance of parent involvement
Please use the template provided and your rubric as your guide to completing this assignment.
.
Parenting Practices Over GenerationsGeneration 1 Years children.docxMARRY7
Parenting Practices Over Generations
Generation 1: Years children were raised (19XX-XXXX)
Generation 2: Years
Generation 3: Years
Parenting Practice 1: Education
Parenting Practice 2:
Parenting Practice 3:
Parenting Practice 4:
.
ParamsThe interface must be pleasing to look at (a basic form wit.docxMARRY7
Params:
The interface must be pleasing to look at (a basic form with the four fields listed below, a playlist queue (checked listbox) and media player will suffice).
There must be a separate file that will contain information about each soundtrack in your system. That information will be:
Title;
Artist;
Note area;
Type; and
Anything else that you wish to include on each record.
There must be a way to add data to this file.
There must be a way to delete data from this file.
There must be at least one report using data from the file.
There must be a queue to allow you to play selected music tracks in sequence (like two in a row) without manual intervention.
There must be a way to show the data in at least two different sequences (by title, by artist, etc.).
There must be documentation explaining how your Jukebox works (how you add songs, play songs, etc.).
Currently there is a Text file that contains the information about the wav files to be played, several wav files that the text file references. I have also made an access database from the text file.
.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
This case was written by Dr. Sam DeMarie, Pam Manhart, and .docx
1. This case was written by Dr. Sam DeMarie, Pam Manhart, and
Dr. Charles B. Shrader all of the Department of Management,
College of Business, Iowa State University, December 28, 2010.
It is intended to be used as a basis for classroom discussion
rather than as a demonstration of either effective or ineffective
management of a situation. The dialog included in the case is
fictional and is for illustrative purposes only.
Samuel M. DeMarie, Pam Manhart and Charles B. Shrader
McDonald’s: From Big Mac to P’tit Plaisir
Introduction1, 2, 3
Jim Skinner, current CEO of McDonald’s Corporation, sat in his
office and reflected on his
company’s recent experiences. The firm had overcome many
obstacles in its quest to be viewed
as a valued business partner in each of its operating regions.
The future looked bright.
Was it only a few short years ago that McDonald’s had been the
focus of demonstrations and
sometimes violent protests? McDonald’s had doggedly used its
tried and true business practice
of standardization to create a consistent customer experience
throughout the world. This allowed
2. the company to become the world’s largest fast food restaurant
business. Yet somehow this
previously sound business strategy had unintentionally led to
the company becoming an icon for
much that was wrong with global business. Those were
challenging times and required
significant changes to rebuild the global brand of McDonald’s.
As Skinner considered his company’s situation the phone rang.
It was Cindy Goody, Director of
Nutrition for the company. Goody told Skinner about a
troubling commercial she had just
finished watching on US television. In the commercial the
iconic Golden Arches appear
shackled over the feet of a dead man with the caption ‘I was
lovin’ it’. A hamburger is clutched
in his hand, and a woman weeps over his body. Goody, knew
this was exactly the type of thing
she and Skinner thought they had defeated. The commercial,
developed by the nonprofit group
Physicians Committee for Responsible Medicine, was the latest
in a series of attempts to blame
fast food consumption for increasing rates of heart-disease and
obesity. Frustrated but resolute,
Goody knew the company was now committed to providing
balanced menu choices for
customers, and that many of its menu items were healthy while
being reasonably priced. She felt
confident in the company’s new menu that reflected traditional
American tastes but also
incorporated foods from around the world. The new, more
expansive menu now included
everything from one-dollar burgers and snack wraps to
moderately expensive salads, and was
gaining appeal to an ever widening range of customers.
3. 2 Iowa State University College of Business
Goody had been instrumental in developing the healthier and
more international menu over the
past few years. Her work entailed traveling the world for menu
ideas, infusing the menu with
healthier items, and hiring a company Chef, Dan Coudreaut.
Mr. Coudreaut, or Chef Dan as he
was known in the company, was a graduate of the Culinary
Institute of America and former head
chef of the Four Seasons Resort in Dallas, Texas. Chef Dan
held the title of Director of Culinary
Innovation at McDonald’s and supervised a staff of sixteen that
evaluated as many as 1800
potential new menu ideas each year. Goody realized Chef
Dan’s operation had breathed
valuable life into the old traditional burger and fries menu and
had helped the company grow
during the recession.
Goody and Skinner considered the company’s recent
performance. The new dollar menu was a
success. The new salads and healthier options were appealing
to a wider range of customers.
Net income for September of 2010 was up a staggering 12% on
a 5% increase in sales.
McDonald’s competitors, especially Wendy’s and Burger King,
were struggling with their
menus and experiencing low growth – and both companies were
dealing with the possibility of
being acquired. With foreign demand for McDonald’s at an all-
time high, nearly 65% of
McDonald’s sales now came from overseas. McDonald’s was
4. rated by the Wall Street Journal as
one of the top five companies in the Dow 30 with the largest
overseas revenue.
Skinner told Goody that they would have to keep in close touch
over the next few months. In a
comforting tone he said, ‘don’t worry, we are on the right
track.’ This seemed to mollify Goody
and they hung up, but in the back of his mind, Skinner started to
mull things over. Was
McDonald’s current performance merely a natural response of
increased demand for low-priced
fast food during the slow economy? Should they continue to
develop the menu with the
multicultural approach to which they attributed their recent
success, or go back to their roots of a
simpler more standard set of options? Could the company keep
its longstanding burger and fries
menu and simultaneously be at the forefront of healthy eating?
Should they even worry about
health? How should the company continue to grow
internationally? Was the business
environment changing again?
Company History
McDonalds Brothers4
Brothers Mac and Dick McDonald opened their first restaurant
in California in 1940. It was
built during the car hop craze of the time, and attracted a
limited market of teenagers. Plagued
with the common problems of the car hop business; labor
intensive work, high turnover,
waitresses dating customers, silverware theft, and grounds
strewn with litter, they decided to try
5. a new strategy – self serve. Barbeque and other items were
removed to simplify the menu and
eliminate the need for silverware. An all male crew was hired;
each trained to perform a single
task – which was enabled by the new limited menu. It was in
1954 that their operation caught
the attention of Ray Kroc, the man credited with founding
McDonald’s Corporation. Kroc was
selling multi-mixers used for mixing multiple shakes at once.
Due to the large volume each five
spindle unit could process, Kroc seldom had repeat sales. After
selling ten separate machines to
3 Iowa State University College of Business
the McDonald’s brothers, he went to San Bernardino to
personally investigate. He immediately
saw the potential of expansion and negotiated to become their
franchising agent.
Ray Kroc4
The 1950’s was an era marked by rapid growth of franchises.
Kroc’s multi-mixer business had
exposed him to sizable franchises like Dairy Queen, and Tastee
Freeze. From this experience he
concluded that the way for the corporation to make money was
to ensure that the franchisees
made money. Widespread practice at the time was to charge
considerable franchising fees, sell
territory rights, and require store operators to purchase
equipment and supplies from the
corporation at cripplingly high margins. This caused many
6. franchisees to cut corners in order to
earn a profit, which hurt the reputation of other franchisees.
Kroc saw this as detrimental to the
corporation overall and became legendary for ensuring that
every McDonald’s store conformed
to the corporate tradition. He believed that lack of orthodoxy
would not only damage the brand
image but suffer inefficiencies as well. He created standardized
menus, foolproof production
processes, common suppliers, consistent training, unwavering
cleanliness directives, and
required a minimum advertising budgets to ensure the longevity
of both the corporation and the
store owner. McDonald’s corporation provided a business
model to the entrepreneur and in
return earned royalties based upon the success of that formula.
Kroc opened his first store in
1955 in suburban Chicago and in 1961 bought the company for
$2.7 million dollars. In 1985
when McDonald’s made their initial public stock offering his
share was valued at $32 million.
Marketing4, 5
Although teenagers were the primary customers of early
McDonald’s, Kroc’s objective was to
target the larger, more profitable family market. Many
promotions such as Happy Meals were
aimed at children so that they would appeal to their parents to
go to McDonalds. Newspaper ads
featuring Rockwellesque paintings were provided by
McDonald’s Corporation to franchisees for
use in their local media. The yellow pages and newspaper ads
were the most common
advertising medium in the 1950’s, however; they were not
effective at reaching kids. Ronald
7. McDonald was created and broadcast during children’s shows
when spots were cheaper. It flew
in the face of convention during a time when television
advertising was never used by
restaurants, but sales grew 30%. By 1985 McDonald’s had the
largest and most powerful
promotional budget of any brand.
The company was also considered a pioneer for advertising
during the first Super Bowl.
Devoting heavy expenditures to television advertising at Super
Bowls was unproven and
reasonably inexpensive at first. In 1967, it was estimated that
60 million viewers tuned in to the
championship game and advertising ran about $80,000 for a 60
second spot. Super Bowl ads
have since become a phenomenon and McDonald’s 1993 super
bowl ad called “The
Showdown”, between Michael Jordan and Larry Bird, is today
regarded as the number 6 top
Super Bowl ad of all time.
4 Iowa State University College of Business
Standardization4
One of McDonald’s greatest concepts has been their strict
adherence to operating standards.
Known as QSC & V the acronym stands for quality, service,
cleanliness, and value. Because of
standardization, customers were certain of the experience they
would receive no matter which
location they patronized. A Big Mac was the same in downtown
8. Chicago as off the interstate in
California. Quality was reliable. Service was always fast and
courteous. Stores and restrooms
were clean at every location. Uniformity allowed for greater
cost control through larger
economies of scale which then passed savings on to the
customer. Value is also maintained
through price controls. Customers paid the same amount in
each store they visited. QSC & V
are consistent company-wide to protect the brand image, so that
no single franchisee would
damage the reputation of another market.
Supplier Relationships4
A key component to cost control has been supplier
relationships. McDonald’s has traditionally
maintained very strong relationships with a small handful of
suppliers. Each supplier’s process
is scrutinized for compliance to the company’s standardized
procedures. For example, each
burger must weigh the same and have exactly identical
proportions of beef and fat to facilitate
the automated cooking process. Unique clamshell style griddles
were developed to cook both
sides at once and create a perfectly cooked burger in as little
time as possible. A non-standard
burger would either be under or overcooked. The process is
designed to be foolproof by
eliminating variation. The supplier with proven process control
was rewarded with the exclusive
business of McDonald’s whose volumes almost guaranteed them
profits.
As a result, suppliers willingly shared their expertise with the
company. Suppliers created
9. unique process designs knowing their effort would be used
exclusively by the company. They
were confident their loyalty would be rewarded. The exclusive
nature of the supplier
relationship fostered a partnering of ideas. For example, the
challenge of producing a consistent
french fry was solved by a supplier. McDonald’s had
experimented with various temperatures
and cooking times but still experienced unpredictable results.
Inconsistency in the potato supply
chain complicated matters. The pioneering supplier found a
potato which could be obtained year
round and environmentally controlled the storage process to
regulate the conversion of starch
into sugar.
Although it was a franchisee who thought of the Filet of Fish, it
was their supplier who made the
actual filets a success. Originally, filets were sliced, battered,
and fried by hand in each
restaurant. Availability issues lead to the use of various types
of fish and filet patties were not
necessarily uniform. The filleting process was too lengthy and
varied to replicate in the
necessary mass volumes. It was the supplier who was able to
obtain the significant volumes of a
single type fish, and developed the process to repeatedly create
a consistent filet size and shape
5 Iowa State University College of Business
suitable for standardized cooking at all restaurant locations. As
a result company store managers
10. were able to outsource much of the labor to suppliers.
Menu4, 6, 7
The menu was one of the most tightly controlled aspects of the
business. Too many menu
variations caused disruptions in the supply chain, inconsistent
quality, expenses due to
inefficiencies, and uncertainty in the minds of the consumer.
Pricing was strictly restrained in
order to manage demand and maintain fairness between
franchisees. Exhibit 1 details major
developments over the years.
Global Expansion4, 8, 9
In order to continue their high growth levels, McDonald’s took
their recipe for success to other
countries. To enter new markets McDonald’s utilized the
formula which had proven so
successful over the years. The strategy in entering foreign
markets was “one world, one taste”.
They stuck to the standardized formula which was the bedrock
of their success. The goal was to
offer American food at a reasonable price. “One world, one
taste” was reinforced by the decision
to begin expansion with English speaking countries that were
more accepting of America.
American businessmen and tourists frequented company
restaurants for a familiar taste of home
while overseas. The company was selling American culture.
McDonald’s top management believed “If we incorporate their
food we lose our identity” but the
company underestimated the impact of their restaurants on the
cultures of the host countries.
11. This made the company vulnerable to much resentment. The
original ‘American’ appeal
eventually wore off and concerns grew regarding fatty diets.
Scares over mad cow disease and a
growing anti-American sentiment strengthened the negative
image of McDonald’s as a global
oppressor. Attacks and protests directed at the company
increased.
Additionally, there were operational problems with executing
this standardized approach. The
company was growing faster than the infrastructure necessary to
support the restaurants. Careful
scrutiny and supervision had been the key to success, but many
overseas operations were joint
ventures and were difficult to supervise. Foreign operations
often didn’t have qualified suppliers
necessary to ensure standardization. As a result, overseas
locations were less profitable on
average than their domestic counterparts.
Broadening Global Appeal4, 10, 11, 12, 13, 14, 15
In 2003, management adopted a strategy called “Plan to Win”,
which shifted emphasis from
growing the number of stores to improvement within existing
locations. Rather than promoting
what American customers expected, McDonald’s attempted to
become more relevant to local
and regional preferences.
6 Iowa State University College of Business
12. To begin with, the company started employing more local
suppliers. McDonald’s incented local
suppliers to upgrade their operations, and some US suppliers
built plants overseas to serve stores
in foreign markets. Regional distribution centers were set up
that allowed the supply of
indigenous foods to multiple stores within a region and
supported broader, more customized
menus.
The company encouraged regional experimentation with the
menu to align with local tastes.
When McDonald’s experienced successes with a menu item in
one region it would then try to
leverage that experience in other regions. One example of this
was McCafe – an upscale coffee
concept that actually originated in Germany, which eventually
was instrumental to the
turnaround of US stores. Another was the P’tit Plaisir, a line of
mini-size snack foods developed
in France, is now served in 12 different countries.
The company also took purposeful actions aimed at becoming a
valued member of its local
communities. For example, McDonald’s in France hosted an
open door community event after
one of their stores was destroyed by a protestor. Now this
policy has been practiced in other
countries where customers can go on tours of the kitchen and
meet executives and suppliers.
Finally, stores were redesigned to be more modern, comfortable
and amenable to overseas
expectations. The new fast food idea was to encourage patrons
to linger and relax, a destination,
not just a drive-thru. Ambiance and comfort were improved
13. with upholstered vinyl chairs, tables
of various size and shape, subdued lighting and décor
appropriate to local customs. Individual
franchisees have created some very unique designs. Outlets and
free WiFi for customers to work
on laptops while eating also were added.
Multi-domestic Strategies
Skinner felt the company needed to become more connected to a
global customer base. Over
time this resulted in significant variance in strategic actions in
different countries. The examples
that follow highlight key variations in country-level strategy.
France16, 17, 18, 19, 20, 21
In France, McDonald’s was fondly referred to as McDo,
pronounced McDough. Recently, it
became McDonald’s 2nd most profitable market in the world
after the brand re-imaging. As
mentioned earlier, McDonald’s was not always well received in
France. It was the focus of
protests, sometimes resulting in violence. The company’s
French leadership redesigned the brand
so it would not be seen as subverting the French culture of high
cuisine, but instead as a French
company. The company touts, “Yes, we were born in the USA,
but we are made in France.”
McDonald’s now features premium ingredients, 75% local
sources, eco friendly stores, and
nutrition content significantly better than the country’s
traditional choices featuring high fat
cheeses and potatoes soaked in duck fat. McDonald’s was also
an active participant in the
premier agricultural show Salon de l’Agriculture, which
14. features premium local sourced foods.
7 Iowa State University College of Business
The new menu in France offered many choices not familiar in
the US, such as: the P’tit Plaisir
(mini snack foods), Le Royal Deluxe (burger with whole grain
mustard sauce), Croques
Monsieurs (grilled ham and cheese), and Jambon Beurre (ham
and butter on a crusty baguette).
In addition, stand alone McCafes carried traditional French
sweets such as macaroons, fruit tarts,
and flan, and served beverages in ceramic mugs.
Although 70% of Americans traditionally order food to go,
dining is a particularly social event in
France. People are likely to come in groups and spend more
money, but expect to dine in, linger,
and have at least 2 courses. McDonald’s prospered in France by
positioning the restaurants as
primarily take out, offering quality options without the time
commitment. This had a direct cost
benefit to the consumer. Traditional restaurants were taxed at a
rate of 19.6%, while
McDonald’s was required only to tax patrons at 5.5%. This
made inexpensive food even more
reasonable in a sluggish economy where unemployment was
high. McDonald’s popularity grew
as few conventional choices were child friendly, quick, or
served full meals at off peak hours.
Germany22, 23, 24, 25
15. Early McDonald’s restaurants were located on property owned
by German brewers in order to
facilitate the selling of local beers. This feature attracted a
bar crowd which deterred the
families McDonald’s targeted. Local management understood
the German market to be very
price sensitive so their response was to increase beer prices and
develop a coffee bar. This later
evolved into the McCafe which has taken market share from
Starbucks globally.
With the recent addition of more locations, McDonald’s has
become the most popular restaurant
brand to Germans aged 12-18. This was due in part to their
commercials starring Heidi Klum, a
native German supermodel. Her ads combated the obesity image
associated with McDonald’s.
In addition, stores were decorated with simplicity and focused
on the essentials typical of
German design. Most stores featured televisions tuned to the
McDonald’s German Network, a
very popular in-store television network. It carried branding,
entertainment, leisure content and
advertising.
Germany is considered to be one of the most environmentally
conscious countries in the world.
Sensitive to this, a typical German McDonald’s store converted
used oil into biodiesel fuel,
bought solar powered air conditioners, and refrigerators that
operated without harmful
chlorofluorocarbons. McDonald’s also developed a prototype
store which used even 25% less
energy. Staff patrolled the grounds for garbage and displayed
anti-litter slogans on trash cans.
To reduce waste, wrappers were made from 72% recycled paper
16. while other disposables such as
tray liners, napkins, and toilet paper were made from 100%
recycled content. They redesigned
the lid of the McFlurry to save, of all things, hedgehogs.
Apparently hedgehogs have a sweet
tooth and would stick their head in the hole on the lid of a
discarded McFlurry and often not be
able to pull it back out. This sometimes resulted in the animal
starving to death (see photo exhibit
2). The new lid with a smaller hole prevented the hedgehog
from sticking their head inside.
8 Iowa State University College of Business
McDonald’s has also improved its local sourcing. In response
to government pressure,
McDonald’s started adding locally grown organic beef to their
patties.
McDonald’s marketing executives also identified a German
fascination with Mexican culture
and a love of their spicy foods. McDonald’s Germany added
Los Scharfos (fried cottage cheese
and jalapeno snack), El Pikanted (beef patty, pita, & picante
sauce) and a big bacon burger
topped with jalapenos. The popular Mexican food items were
tied to a promotion which used
Facebook and Youtube to enter a sweepstakes.
Russia26, 27, 28, 29, 30 31
After 14 years of negotiations, which began at a meeting during
the Canadian Olympics,
17. McDonald’s was allowed to enter the Soviet Union market.
Even though it was a very
challenging economy which caused many other international
businesses to leave, McDonald’s
did not retreat. Because there were few individuals with the
resources to become franchisees,
one of the keys to McDonald’s early success was participating
in a 51% joint venture with the
Moscow City Council.
Historically, most Russians found it difficult to leave the
country so patronizing an American
company in Russia had the allure of a cheap and easy visit to
the USA. McDonald’s was
attractive since consumers were accustomed to poor service,
often standing in line for hours
for food at other vendors. Fast food had very little competition
because restaurants for the
average citizen were rare. Most traditional restaurants were
very fancy and targeted the
exclusively rich. Remarkably, the fast food diet was not an
issue either. Due to basic food
scarcity, McDonald’s instead got complaints that the fat content
in the mayonnaise was not high
enough. The menu in Russia was augmented with simple foods
unique to local tastes such as
cabbage pie and kvass (alcohol from fermented brown bread).
The average family income level in the Soviet Union also
worked in McDonald’s favor. While
McDonald’s sometimes was criticized in the US for low wages,
Russians were very happy with
McDonald’s jobs. Each new store opening created
approximately one hundred new jobs. Most
families were poor and very few owned cars, so McDonald’s
didn’t need drive up windows.
18. Store owners alternatively developed walk up windows.
In Russia there was little infrastructure and few suppliers.
McDonald’s out of necessity chose to
build their McComplex food processing facility while
developing a domestic supplier network.
When they started in Russia, the state of affairs was in such
infancy that, for instance, there
wasn’t machinery available to mass harvest potatoes in the
necessary volumes. Additionally,
health and safety standards lagged. After significant
contributions to the food service,
processing, agriculture, and business industries, today eighty
percent of supplies are sourced
domestically. It is estimated that the McDonald’s supply chain
network alone created over one
hundred thousand new jobs.
9 Iowa State University College of Business
Currency management was another new challenge to which
McDonald’s had to adapt. Rubles
were not always easily convertible, but McDonald’s stores only
accepted Rubles, the local
currency, to make it easy for the local public to spend their
money. Because of the difficulty in
converting the rubles back to dollars and the difficulty
obtaining loans, McDonald’s strategy was
to buy local real estate to spend the rubles, then charge rent
from those properties and collect in
hard currency. This gave the company currencies to import the
supplies they couldn’t source
locally. The strategy has paid off. McDonald’s early real estate
19. investments have appreciated at
about 40% and consequently land is now almost impossible to
acquire today. As competitors
attempted to enter the market, they were faced with exorbitant
rents.
China32, 33, 34, 35
The Chinese market was also challenging for McDonald’s in
terms of real estate. McDonald’s
US site selection was calculated down to a science and
emphasized the suburbs because that is
where most American families spend their time. Generally
speaking, China’s inner cities were
less deteriorated than US inner cities, and McDonald’s found
them to be their primary target
markets. They also decided that the best way to expand was to
build groups of stores
simultaneously, thereby achieving economies of scale in
construction, sourcing, training and
distribution. They also secured locations in growing areas that
would become prime real estate
in the future. Similar to their experience in Russia, they were
taking a risk to buy low and have
that presence when property prices start to appreciate.
Contrary to Russia, China was experiencing tremendous
economic growth and consequently
more and more Chinese were driving cars. New drivers seemed
to enjoy driving everywhere
possible. McDonald’s was the first fast food provider to offer a
drive up lane in China, and the
concept proved very popular. Trying to further take advantage
of the growing car ownership in
China, McDonald’s closed a deal with the Chinese state owned
oil company allowing the
20. company to open stores at their gas stations.
The Chinese tended to not dine out nearly as often as
Americans. In China, McDonald’s was
expensive to the average citizen. In China, McDonald’s pricing
was tiered by district relating to
the affluence of the consumer. Maintaining affordability was
crucial to succeeding. When they
do dine out, they are typically not looking for their traditional
cuisine, but something more novel.
Going to McDonald’s was an opportunity to experience the
outside world that China was only
recently open towards. It symbolized their reformation, a
modern society with private industry
and a growing economy separate from the state. The American
experience offered by
McDonald’s was a popular dining choice; therefore the
traditional Western style menu was still
the basis of McDonald’s Chinese menu. The Chinese menu did
have some unique selections. In
the Chinese culture, beef was associated with strength and
energy, so China was home to the
Mega Mac with four beef patties. The new quarter pounder in
China had cucumbers instead of
pickles. There were some more traditional Chinese choices on
the menu that were inexpensive
such as a corn cup, a pork sandwich, and seafood and vegetable
soups.
10 Iowa State University College of Business
During traditional festivals people tended to gravitate toward
conventional Chinese restaurants.
21. McDonald’s hoped to reverse this tendency by celebrating
Chinese national holidays as well.
They decorated stores with cultural emblems of Fu (happiness),
magpies, and twin fishes
symbols, to recognize and show respect Chinese traditions and
culture.
A big issue in China was food safety. McDonald’s relied
heavily on suppliers to minimize
service time in the store, but safe food handling practices were
not common. They held Chinese
suppliers to the same high standards as US suppliers and
frequently dropped in unannounced for
inspections. McDonald’s worked hard to establish local supply
chain networks in order to be
less vulnerable to restrictive governmental trade policies.
Australia22, 36, 37, 38, 39, 40, 41, 42,
McDonald’s in Australia was called Maccas. McDonald’s
emphasized premium Angus beef and
has positioned itself as a high-end fast food outlet. The
approach was “masstige”, prestige for the
masses, premium but affordable. The beef McDonald’s used in
Australia was 100% Angus meat
and locally sourced. Two of the more popular sandwich choices
were the grand Angus and the
mighty Angus. Quality was important and
Australia had an internationally recognized livestock
identification system which provided strong
traceability and safety in terms of quality control. There has
been such a strong interest in
healthy menu choices in Australia that McDonald’s have offered
as many as sixteen products on
their light choice menu- nine of which are approved by the heart
22. foundation. Even the French
fries in Australia have been altered to adapt to local regulations
and do not contain wheat or
milk.
Environmental concerns also have been very important in
Australia. McDonald’s efforts in this
area included changing from foam to paper packaging,
increasing the recycled content, waste
recovery and composting. They encouraged suppliers to reduce
their environmental impact as
well. For example, all coffee is certified sustainable by the
rainforest alliance. A McDonald’s
team is working with the marine stewardship council on fish-
farming sustainability.
Additionally, McDonald’s has helped their carton board supplier
work supportively with the
forestry stewardship council.
The company has exhibited a strong commitment to employees
in Australia. Casual employees
have had the same 12 month parental leave as full-time
employees. Wages were above the
federal minimum. In 2001 McDonald’s was voted the employer
of choice for women, and they
made the best companies to work for list in 2008.
Japan36, 43, 44, 45, 46,
McDonald’s has found the Japanese market to be challenging
and dynamic. Their early
marketing strategy emphasized the appeal of US style products.
This approach was successful at
23. 11 Iowa State University College of Business
first, but has experienced difficulties more recently.
McDonald’s initially used a low price
strategy and that was not well received in Japan. Although the
market was very price sensitive,
it was also susceptible to fashion and trends. In response,
promotions have been used to attract
and hold the interest of the younger generation. For example,
various mega burgers have been
offered for a limited time only. The company also used a
creative and bold strategy to tout the
future release of a “top secret” sandwich. A select few high-
profile stores were temporarily
closed and re-opened with the top secret burger – the Big Mac,
which was not available at other
McDonald’s in Japan. One of the few items unique to Japan
which has consistently remained on
the menu is the teriyaki burger.
The company views the youth market segment as the target
with the highest profit potential and
competes directly with Japanese convenience stores. The
company has now been emphasizing
coffee sales to leverage its large pricing advantage over
Starbuck’s and appeal to price sensitive
consumers.
One of their keys to future growth is to eliminate the
competition by converting convenience
store locations into McDonald’s restaurants. Locations they
have targeted include train stations
and other busy sites where heavy traffic occurs throughout all
hours of the day.
24. Because of relatively fewer natural resources, the Japanese have
not required local sourcing as
much as other countries such as France. Superior imports are
considered acceptable.
McDonald’s reaction was to form key partnerships in order to
create viable supply chains. For
example, beef is not domestically produced but comes from
Australia.
India47, 48
India was the world’s most populous democracy and was the
third largest economy in Asia, just
behind both China and Japan. Given this, it was no surprise that
McDonald’s was one of the
earliest American fast food chains to enter the Indian market.
The first restaurant was
established in New Delhi in 1996. McDonald’s franchises, while
not as widespread as in other
parts of Asia and the Pacific Rim, were now found in many
parts of India. In June of 2009, the
company announced expansion plans for forty new restaurants
across India increasing the total
number of locations to over two hundred for the country. The
current franchise growth rate was
higher in India than any other Asian country. Entry was
typically accomplished through the use
of joint ventures with Indian firms.
Initially McDonald’s experienced difficulty in India due to
environmentalists and animal welfare
activists. Religious and anti-western sentiment also presented
challenges to the company. Over
forty percent of the Indian population was vegetarian. Out of
respect for the local religion and
culture, McDonald’s served no beef or pork products in India.
25. Instead, McDonald’s developed a
special line of vegetable, fish, and chicken sandwiches. The
company developed both vegetarian
and non-vegetarian menus with separate kitchens and service
crews. McDonald’s also offered
kitchen and restaurant tours to assure customers the staffs were
separate.
12 Iowa State University College of Business
Seventy-five per cent of the McDonald’s menu was localized for
India. This represented a much
larger portion of the total menu than for other Asian countries.
The Chicken Maharaja Mac, two
grilled chicken patties with smoke-flavored mayonnaise,
cheddar cheese and vegetables, became
one of the most successful choices on the localized menu. The
popularity of the chicken nuggets
and sandwiches caused some restaurants to run out of supplies.
The high demand for this
sandwich led the company to also offer it in a lamb version.
McDonald’s continued to reach out to local communities to
improve its image. It engaged in
partnerships with Indian communities to support schools,
gardens and parks. The company also
made donations to the Bhuj, Gujarat, and Latur earthquake
relief efforts.
Brazil 49, 50, 51
McDonald’s in Brazil was the most popular fast-food restaurant
in a country that seemed to love
26. fast food. At first, growth proceeded quickly and franchises
were often opened in the backyard
of existing outlets, sometimes causing franchisees to sue the
company. The owners’ concerns
were cannibalization of existing stores sales and growing
without consideration of the areas
served by current locations. Some Brazilian store owners also
complained about the extremely
high rents charged by the company.
Over time McDonald’s developed several social initiatives to
improve their image and to better
fit the Brazilian environment. One was the McHappy Day
(McDia Feliz) partnership, with the
Ronald McDonald Institute, that raised approximately thirty-
eight million Brazilian Real ($21
million) for the treatment of cancer in teenagers and children.
Other community-oriented
activities included training courses, clothing and book
donations, and rehabilitation of green
areas in Brazilian communities.
McDonald’s eventually chose a strategy in Brazil that was
somewhat unique for the company. In
2007, McDonald’s sold its businesses in Brazil and thirteen
other Latin American countries,
totaling almost 1600 restaurants, to a licensee organization.
This arrangement allowed the
company to receive royalties in Brazil rather than operating
sales and rents. The licensee group
has agreed to pay monthly royalties at a rate of 5% of gross
sales as well as grow the business by
paying fees for opening new restaurants and by committing
funds to improve existing ones.
McDonald’s has a twenty-year royalty and fee agreement with
the licensee group.
27. Current Situation
As the company grew, the magnitude of its impact on national
and world culture became
increasingly significant. The presence of the Golden Arches was
often seen as evidence of
American hegemony. It became the quintessential example of
efficiency, standardization, and
bureaucracy.
Because of its size and influence, McDonald’s received more
than its share of public attention-
both good and bad. The company had high brand exposure, a
large dependence on natural
resources, and a large environmental impact. McDonald’s
operations required a significant
13 Iowa State University College of Business
amount of packaging materials and it was no secret that
McDonald’s generated a great strain on
the infrastructure everywhere it operated. McDonald’s began to
experience increasingly frequent
incidents of violence and vandalism because they were a symbol
of western culture. As a result,
one effort to combat this international backlash was a series of
socially responsible activities
undertaken.
Corporate Responsibility52, 53, 54
Kathleen Bannan, senior management of corporate social
28. responsibility, emphasized six general
areas in terms of corporate responsibility, namely; community,
employment experience,
environmental responsibility, governance and ethics, nutrition
and well-being, and sustainable
supply chain. Bannan implemented a strategy that allowed the
company to consider more social
and environmental issues in the areas where they did business.
As part of this strategy the
company identified a set of key performance indicators centered
on sustainability concepts. For
example, in the supply-chain area, the company charted the
worldwide percentage of firms that
affirm the Code of Conduct created for McDonald’s suppliers.
They also set goals and standards
in the areas of animal welfare and packaging. In terms of
employment, the firm charted
employee development, internal promotions, and advancement
opportunities for women. In
addition, community philanthropic activities and in-restaurant
nutritional information were
supported worldwide. The firm tracked improvement relative to
the above stated goals areas on
an annual basis.
McDonald’s also entered into several productive relationships
with nongovernmental
organizations (NGOs). The company worked actively with
NGOs in an attempt to improve and
better track the effects of its operations on both suppliers and
customers. Packaging was a huge
environmental issue , and in Europe for example, in conjunction
with Environmental Defense,
the company developed an alternative to polystyrene packaging
called the ‘clamshell’ - a
cardboard container that keeps the food warm but was not as
29. environmentally harmful as
polystyrene.
The large industrial cattle operations needed to supply the
company had a large environmental
footprint. McDonald’s worked with NGOs and suppliers to
better understand their impacts on
water pollution, waste management and soil erosion of large
livestock operations. As part of this
collaboration, the company engaged in pilot projects with beef
suppliers in an attempt to
establish sustainability goals and metrics. The result was
improved environmental practices that
in turn provided both defense against criticism and support of
the company brand. McDonald’s
has been requiring beef suppliers to document that their cattle
do not have mad cow disease and
it has been asking chicken suppliers to reduce antibiotic use.
Through a process called ‘anticipatory issues management’ the
company identified a potential
problem. The batteries included in some Happy Meals
contained mercury. The batteries never
became a big public relations problem for McDonald’s because
they employed ‘anticipatory
14 Iowa State University College of Business
issues management,’ the company proactively indentified the
risk and eliminated all mercury
batteries from Happy Meal toys.
Together with Unilever and Coca Cola companies, and the
30. United National Environment
Program and Greenpeace, McDonald’s created a natural
refrigerant program that explored
alternatives to using ozone-depleting chemicals. This program
called “refrigerants naturally”
won an Environmental Protection Agency award in 2005.
In 2009 the company developed an interactive software program
named EcoProgress that
enabled restaurants to reduce energy consumption by up to 11%.
McDonald’s also pioneered
improvements in water management through their storm-water
retention tank program. The
goals of this program were to save on water use not only in the
restaurants, but in communities
as well. Additionally, McDonald’s started programs for
transforming their used oil into
biodiesel fuels and built electric vehicle charging stations at
restaurants in certain locations.
They also partnered with the Japanese government to offer
discounts to citizens who registered
to participate in CO2 emission reduction programs.
Conclusion
As Skinner reflected on the past and how McDonald’s had
systematically used its standardized
business practices to create a consistent customer experience he
realized how this classic strategy
allowed the company to become the largest fast food restaurant
in the world. But the old
McDonald’s existed in a stable world that changed very slowly.
CEO Skinner now felt like his
world was changing daily. McDonald’s current multi-domestic
strategy, which included unique
and customized approaches to each country, allowed it to
31. respond more quickly to this dynamic
environment. New socially responsible initiatives would help
ensure the company’s good name
abroad. Still Skinner knew he was going to have to continually
rethink his strategy for company
growth. The big question was- what is our next move going to
be? These were indeed
challenging times and would require continual efforts to rebuild
the global brand of
McDonald’s.
15 Iowa State University College of Business
Exhibit 155
Year US Menu Change Status Comments
1948 Menu reduced to support drive thru Repeatedly
1949 French fries replace potato chips Current
1949 Shakes Current
1963 Hula Burger Flop Catholic abstinence on Friday
1964 Filet O Fish Current Catholic abstinence on Friday
1968 Big Mac Current
1973
Quarter Pounder & Quarter Pounder w/
Cheese Current
1975 Egg McMuffin Current
1979 Happy Meals Current
1980 Chicken McNuggets Current
32. 1981 McRib Off/On
Barbeque sauce. 1981, 1994,
2005 Farewell tours 2006, 2007
2008
1985 McDLT Flop
Hot burger, separate cool
tomato and lettuce, too
expensive.
1987 Salads Revised?
1989 McPizza, Lasagna, Spaghetti Flop
Attempt for supper. Took too
long.
1991 Big N Tasty Sandwich (revamped McDLT) Current
1991 McLean Deluxe Flop
91% fat free. Attempt to "lean"
menu. Dry.
1992 McJordan Flop Bacon and barbeque sauce.
1996 Arch Deluxe Flop
Attempt towards adult tastes.
Too distant from McFamily
tradition.
2002 McAfrica Flop
Massive famine in Africa
considered insensitive
33. campaign.
2003 Premium Salads Current
2003 Dollar Menu Current
Key sales driver. Brings
unprofitable traffic.
2004 Phase out supersize Current
Simplify menu. Support
balanced choices.
2006 Snack Wrap Current
2009 McCafe Current
16 Iowa State University College of Business
Exhibit 2
17 Iowa State University College of Business
Exhibit 3
International Expansion Timeline55, 56
34. Year Markets Entered
1967 Canada, Puerto Rico
1970 Virgin Isles, Costa Rica
1971 Guam, Japan, Netherlands, Panama, Germany, Australia
1972 France, El Salvador
1973 Sweden
1974 Guatemala, England
1975 Hong Kong, Bahamas
1976 New Zealand, Switzerland
1977 Ireland, Austria
1978 Belgium
1979 Brazil, Singapore
1981 Spain, Denmark, Philippines
1982 Malaysia
1983 Norway
1984 Andorra, Wales, Finland
1985 Thailand, Aruba, Luxembourg, Venezuela, Italy, Mexico
1986 Cuba, Turkey, Argentina
1987 Macau, Scotland
1988 Serbia, South Korea, Hungary
1990 Soviet Union, China, Chile
1991 Indonesia, Portugal, Greece, Uruguay, Martinique
1992 Czechoslovakia, Guadeloupe, Poland, Monaco, Brunei,
Morocco
1993 Marianas, Iceland, Slovenia, Saudi Arabia
1994 Botswana, Kuwait, New Caledonia, Oman, Egypt,
Bulgaria, Bahrain, Latvia, United Arab
Emirates
1995 Estonia, Romania, Malta, Columbia, Slovakia, South
Africa, Qatar, Honduras, Saint Martin
1996 Croatia, Samoa, Fiji Islands, Liechtenstein, Lithuania,
Cyprus, India, Peru, Jordan, Paraguay,
Dominican Republic, French Polynesia, Belarus
1997 Ukraine, Yemen, Republic of Macedonia, Ecuador,
35. Reunion, Isle of Man, Suriname
1998 Moldova, Nicaragua, Lebanon, Pakistan, Sri Lanka
1999 Georgia, San Marino, Gibraltar, Azerbaijan
2000 French Guiana
2001 Mauritius
2003 Kazakhstan, Mayotte
2004 Montenegro
2006 Algeria, Kenya, Iraq
18 Iowa State University College of Business
Exhibit 4 57
Income Statement
Revenue values in millions 2009 2008 2007 2006 2005 2004
US 7943.8 8078.3 7905.5 7464.1 6955.1 6525.6
Europe 9273.8 9922.9 8926.2 7637.7 7071.8 6736.3
APMEA 4337 4230.8 3598.9 3053.5 2815.8 2721.3
Other Countries & Corporate 1190.1 1290.4 2356 2739.9
2274.6 2610.8
Total Revenue 22744.7 23522.4 22786.6 20895.2 19117.3 18594
Cost of Revenue 13952.9 14883.2 14881.4 13963.2 12940
12690.6
Gross Profit 8791.8 8639.2 7905.2 6932 6177.3 5903.4
Selling & Administrative Expenses 2234.2 2355.5 2367
2295.7 2118.4 1939.1
Impairment and Other Charges -61.1 6 1670.3 134.2 -28.4 281.4
Other Operating Expenses -222.3 -165.2 -11.1 69.1 103.3 145
36. Operating Income 6841 6442.9 3879 4433 3984 3537.9
Interest Income (Expense) 473.2 522.6 410.1 401.9 356.2
358.4
Gain (Loss) on Sale of Assets -94.9 -160.1 0 0 0 0
Other, Net -24.3 -77.6 -103.2 -123.3 -32.4 -21.2
Income Before Taxes 6487 6158 3572.1 4154.4 3660.2 3200.7
Income Tax 1936 1844.8 1237.1 1288.3 1082.6 923.2
Income After Tax 4551 4313.2 2335 2866.1 2577.6 2277.5
Total Extraordinary Items 0 0 60.1 678.1 24.6 1
Net Income 4551 4313.2 2395.1 3544.2 2602.2 2278.5
19 Iowa State University College of Business
Balance Sheet
values in millions 2009 2008 2007 2006 2005 2004
Assets
Cash and Short Term Investments 1796 2063.4 1981.3
2128.1 4260.6 1379.8
Total Receivables, Net 1060.4 931.2 1053.8 806.9 793.9 745.5
Total Inventory 106.2 111.5 125.3 112.4 144.3 147.5
Prepaid Expenses 453.7 411.5 421.5 318.6 640.2 585
Other Current Assets, Total 0 0 0 1826.2 380 0
Total Current Assets 3416.3 3517.6 3581.9 5192.2 6219 2857.8
Property, Plant, Equipment Total - Net 21531.5 20254.5
37. 20984.7 19438.1 19573.3 20703.1
Goodwill, Net 2425.2 2237.4 2301.3 2073.6 1924.4 1828.3
Intangibles, Net 0 0 0 0 0 0
Long Term Investments 1212.7 1222.3 1156.4 1035.4 1035.4
1109.9
Note Receivable - Long Term 0 0 0 0 0 0
Other Long Term Assets, Total 1639.2 1229.7 1367.4 1235.2
1236.7 1338.4
Other Assets, Total 0 0 0 0 0 0
Total Assets 30224.9 28461.5 29391.7 28974.5 29988.8 27837.5
Liabilities and Shareholder's Equity
Accounts Payable 636 620.4 624.1 668.7 678 714.3
Payable Accrued 0 0 0 0 0 0
Accrued Expenses 1854.8 1633 1635.3 1459.5 1316.6 1367.6
Notes Payable/Short Term Debt 0 0 1126.6 0 544 0
Current Portion of LT Debt/Capital Leases 18.1 31.8 864.5 17.7
658.5 862.2
Other Current Liabilities, Total 479.8 252.7 248 805.7 910.6
576.4
Total Current Liabilities 2988.7 2537.9 4498.5 2951.6 4107.7
3520.5
Total Long Term Debt 10560.3 10186 7310 8389.9 8934.3
8357.3
Deferred Income Tax 1278.9 944.9 960.9 1076.3 949.2 781.5
Minority Interest 0 0 0 0 0 0
Other Liabilities, Total 1363.1 1410.1 1342.5 1098.4 851.5
976.7
Total Liabilities, Total 16191 15078.9 14111.9 13516.2 14842.7
13636
Redeemable Preferred Stock 0 0 0 0 0 0
Preferred Stock - Non Redeemable, Net 0 0 0 0 0 0
Common Stock 16.6 16.6 16.6 16.6 16.6 16.6
38. Additional Paid-In Capital 4853.9 4600.2 4226.7 3445 2720.2
2186
Retained Earnings (Accumulated Deficit) 31270.8 28953.9
26461.5 25845.6 23516 21755.8
Treasury Stock - Common
-
22854.8
-
20289.4
-
16762.4
-
13552.2
-
10373.6 -9578.1
ESOP Debt Guarantee -134.6 0 0 0 0 -82.8
20 Iowa State University College of Business
Other Equity, Total 882 101.3 1337.4 -296.7 -733.1 -96
Total Equity 14033.9 13382.6 15279.8 15458.3 15146.1 14201.5
Total Liabilities & Shareholders' Equity 30224.9 28461.5
29391.7 28974.5 29988.8 27837.5
Total Common Shares Outstanding 1076.7 1115.3 1165.3 1203.7
1263.2 1269.9
Total Preferred Shares Outstanding 0 0 0 0 0 0
39. 21 Iowa State University College of Business
Exhibit 5
58
22 Iowa State University College of Business
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