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Strategic management of McDonalds

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    The following assignment talks about strategic management in context to McDonald’s. Strategic management is one of the critical issues to be studied by a company to understand the causes and solutions of the problems and hurdles in the way of the success of the business and its market growth. As we all know that it’s a world of globalization and competition and therefore every company has to make certain plans and strategies to tackle the problems they face due to the competition in the local and global markets.

    Every company has to make effective strategies and plans to tackle the internal and external problems faced by the company. Internal problems can be linked with an internal department or process such as HR or Pay role or machinery etc and the external challenges can be competition, changing technologies, etc. Globalization on one hand gives benefits to the company to explore new markets and increase its customers to make more profits but it also poses different problems and challenges which the company has to tackle to continue its success in the new markets.

    The company has to design a proper strategic plan to point out and tackle the problems curbing the success of the business. Whether it’s a local or a global market company always needs an efficient strategy to tackle the issues curbing its success in the market. This assignment will discuss the various strategic issues of concern for Mcdonald’s and the plans it has designed to tackle these problems. We will be using different strategic models such as Product Life Cycle, Porter’s Five Forces model, and BCG matrix to understand the issues of strategic concern for the company and how to tackle them for the success of its business.

    What is management? Management in all business and organizational activities is the act of coordinating the efforts of people to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort to accomplish a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

    Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to ‘manage’ oneself, a prerequisite to attempting to manage others. Management is defined as “the organization and coordination of the activities of an enterprise following certain policies and in the achievement of clearly defined objectives” One views management functionally, such as measuring quantity, adjusting plans, meeting goals. This applies even in situations where planning does not take place.

    From this perspective, Henri Fayol (1841–1925) considers management to consist of six functions: Forecasting Planning Organizing Commanding Coordinating Controlling What is strategy? The art of planning action to achieve a specific goal is called strategizing and the action plan is called ‘Strategy’ (Rajan Saxena). The term “Strategy” was originally applied to warfare as an ‘art of planning and directing large military movements and the operations of war’ (etymology: Greek “strategos”, 450 BC). In business, Strategy Management is now accepted as the “discipline of managing resources to achieve long term objectives” (Sharma & Banga).

    Richard L. Daft has defined Strategy as “The plan of action that prescribes resource allocation and other activities for dealing with the environment and helping the organization attain its goals. What is strategic management? Strategic management is a level of managerial activity below setting goals and above tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration, it is useful to talk about “strategic consistency” between the organization and its environment or “strategic consistency.

    “According to Arieu (2007), “there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these, in turn, are with the market and the context. ” Strategic management includes the management team and possibly the Board of Directors and other stakeholders. “Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors, and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment. , or a new social, financial, or political environment. “Strategic Management can also be defined as “the identification of the purpose of the organization and the plans and actions to achieve the purpose. It is that set of managerial decisions and actions that determine the long-term performance of a business enterprise.

    It involves formulating and implementing strategies that will help in aligning the organization and its environment to achieve organizational goals. “Mint berg’s 5 Ps for Strategy The word “strategy” has been used implicitly in different ways even if it has traditionally been defined in only one. Explicit recognition of multiple definitions can help people to maneuver through this difficult field. Mintzberg provides five definitions of strategy:

    1. Plan
    2. Ploy
    3. Pattern
    4. Position
    5. Perspective.

    Plan: Strategy is a plan – some sort of consciously intended course of action, a guideline (or set of guidelines) to deal with a situation.

    By this definition strategies have two essential characteristics: they are made in advance of the actions to which they apply, and they are developed consciously and purposefully.

    Ploy: As planned, a strategy can be a ploy too, really just a specific maneuver intended to outwit an opponent or competitor.

    Pattern: If strategies can be intended (whether as general plans or specific ploys), they can also be realized. In other words, defining strategy as a plan is not sufficient; we also need a definition that encompasses the resulting behavior: Strategy is a pattern – specifically, a pattern in a stream of actions.

    Strategy is consistency in behavior, whether or not intended. The definitions of strategy as plan and pattern can be quite independent of one another: plans may go unrealized, while patterns may appear without preconception. Plans are intended strategies, whereas patterns are realized strategies; from this, we can distinguish deliberate strategies, where intentions that existed previously were realized, and emergent strategies where patterns developed in the absence of intentions, or despite them.

    Position: Strategy is a position – specifically a means of locating an organization in an “environment”. By this definition, strategy becomes the mediating force, or “match”, between organization and environment, that is, between the internal and the external context.

    Perspective: Strategy is a perspective – its content consisting not just of a chosen position, but of an ingrained way of perceiving the world. Strategy in this respect is to the organization what personality is to the individual. What is of key importance is that strategy is a perspective shared by members of an organization, through their intentions and/or by their actions. In effect, when we talk of strategy in this context, we are entering the realm of the collective mind – individuals united by common thinking and /or behavior.

    History of McDonald’s

    1948 In December, Dick and Mac McDonald open the first McDonald’s in San Bernardino, California. A little hamburger man called “Speedee” becomes the company logo. 1954 Ray A. Kroc, a Multimixer salesman from Oak Park, Illinois, visits Dick and Mac’s, San Bernardino. McDonald’s, his curiosity was initially aroused by the large number of Multimixers they were buying. Ray Kroc becomes the exclusive national franchise agent for the McDonald’s brothers.

    1955 On April 15, Ray Kroc opens his first McDonald’s in Des Plaines, Illinois. In July, Ray Kroc opens his second McDonald’s restaurant in Fresno, California, operated by Art Bender, Ray Kroc’s first franchisee. Total sales for the company are $193,772. 1956 McDonald’s Corporation adds 12 restaurants, including Chicago (2), Skokie, Waukegan, Joliet, and Urbana, Illinois; Hammond, Indiana; Los Angeles (2), Torrance, and Reseda, California; and Dallas, Texas. Ray Kroc hires Fred Turner as a grill man in his # 1 store in Des Plaines. 1958 McDonald’s sells its 100 millionth hamburger.

    Fred Turner becomes Vice President of the company. McDonald’s annual sales skyrocket 151% over the previous year to $10,896,163. 1959 The 100th restaurant opens in Fond Du Lac, Wisconsin. In total, a record 66 restaurants are open. McDonald’s begins billboard advertising. 1960 McDonald’s celebrates its 5th anniversary, opening its 200th restaurant in Knoxville, Tennessee. Annual sales total $37,579,828. Ad campaign cheers on the “All American Meal” — a hamburger, fries, and milkshake. 1963 The 500th McDonald’s restaurant opens in Toledo, Ohio. Hamburger University graduates its 500th student.

    Ronald McDonald makes his debut in Washington, D. C. The Filet-O-Fish sandwich is created by Lou Groen, McDonald’s franchisee, and was added to the national menu in 1965. 1964 At year-end, there are 657 restaurants. The company’s gross sales hit $130 million. 1965 McDonald’s celebrates its 10th anniversary with the first public stock offering at $22. 50 per share. Average annual sales for a McDonald’s restaurant are $249,000. Ronald McDonald makes his first appearance in the Macy’s Thanksgiving Day Parade. Network television advertising begins. 1966 Ronald McDonald appears in his first national television commercial.

    In May, McDonald’s holds its first annual public shareholder’s meeting. On July 5, McDonald’s is listed on the New York Stock Exchange with the ticker symbol MCD. McDonald’s exceeds $200 million in sales. 1967 The first international McDonald’s restaurants open in Canada and Puerto Rico. The Operator National Advertising Fund (OPNAD) begins operation. 1968 The Big Mac and Hot Apple Pie are added to the menu. The 1,000th restaurant opens in Des Plaines, Illinois. McDonald’s opens in Hawaii. Average annual sales for McDonald’s restaurants open at least 13 months are $333,000. 1969 McDonald’s International Division is formed.

    The new McDonald’s mansard roof building design is introduced to replace the “red and white” design. 1970 McDonald’s opens in Costa Rica, its third country after the United States and Canada. Having changed hands in 1968, the original “Big M” restaurant closes. It is demolished two years later, with only part of the sign remaining; this has since been restored. 1971 The first Asian McDonald’s opened in July in Japan, in Tokyo’s Ginza district. On August 21, the first European McDonald’s outlet opens in Zaandam (nearAmsterdam) in the Netherlands. The franchisee is Ahold. The first McDonald’s in Germany (Munich) opens in November.

    It is the first McDonald’s to sell alcohol, as it offers beer. Other European countries follow in the early 1970s. The first Australian McDonald’s opens in the Sydney suburb of Yagoona in May. 1972 The McDonald’s system generates $1 billion in sales through 2200 restaurants. The 2000th McDonald’s restaurant opens in Des Plaines, Illinois. The first McDonald’s in France opens, in Creteil, even though the company officially recognizes the first outlet in Strasbourg in 1979. 1973 The first McDonald’s Playland opens in Chula Vista, California. The first Swedish McDonald’s restaurant opens in Stockholm, 23 October.

    1974On November 13, the first McDonald’s in the United Kingdom opens in Woolwich, southeast London. It is the company’s 3000th restaurant. The first Ronald McDonald House opens in Philadelphia, Pennsylvania. 1975 The first Hong Kong McDonald’s opens in January in Paterson Street, in Causeway Bay, Hong Kong Island. It is also the first McDonald’s restaurant in Greater China and the Four Asian Tigers. 1975 Drive-Thru is introduced in January in Sierra Vista, Arizona to serve meals to soldiers from nearby Fort Huachuca who were not allowed to wear BDUs while off-post except while in a vehicle.

    The Drive-Thru is later known as “McDrive” in some countries. 1976 McDonald’s pays its first cash dividend. 1977 McDonald’s adds a breakfast line to the U. S. menu. 1978 The 5000th McDonald’s restaurant opens in Kanagawa, Japan. 2010 McDonald’s introduces Real Fruit smoothies and the Angus Snack Wrap. McDonald’s introduces Fruit & Maple Oatmeal to its menu. 2011 McDonald’s reintroduces the Asian salad. McDonald’s makes a deal with the Marine Stewardship Council to certify the fish used for the Filet-O-Fish sold in Europe.

    2012 McDonald’s begins posting the calories count for items on the menus and menu boards in the drive-thru. 2013 McDonald’s discontinues its line of Angus burgers and introduces a new modified line of its quarter-pound hamburgers. In 2013 the first McDonald’s burger restaurant franchise in Vietnam was awarded to the son-in-law of the Vietnamese prime minister. Background of McDonald’s McDonald’s is the leading global foodservice retailer with more than 34,000 local restaurants serving approximately 69 million people in 118 countries each day.

    More than 80% of McDonald’s restaurants worldwide are owned and operated by independent local men and women. Our goal is to become customers’ favorite way and place to eat and drink by serving core favorites such as the world-famous French Fries, Big Mac, Quarter Pounder, and Chicken Mc Nuggets. McDonald’s started in 1954. Raymond Kroc who is the founder saw a hamburger stand in San Bernardino, California, and visualized a nationwide fast-food chain. Kroc tested himself as an ancestor who revolutionized the American restaurant industry. Raymond Kroc is esteemed being the Farther of Industry.

    Today McDonald’s is the largest brand of fast food restaurant that serves 52 million customers per day in more than 100 countries. With the world-class standard, McDonald’s unites the QSC&V standards strictly all McDonald’s restaurants around the world. In 1985, the first McDonald’s restaurant in Thailand was opened at Amarin Plaza. Currently, there are more than 100 McDonald’s restaurants nationwide with a ring of convenient services at anytime and anywhere which including breakfast meals from 5. 00-11. 00 Am. , Drive-thru, Dessert kiosk, and McCafe. Besides, there is the McDelivery service on 1711 running from 9 Am. until midnight and some restaurant also offer 24-hour service to serve. Structure of McDonald’s McDonald’s is a “centralized, International Division” company composed of franchisees and joint venture partners. McDonald’s utilizes a broad approach and initially grew overseas by relying on transferring new products, processes, and strategies from the United States to less-developed markets1. The idea has always been to transfer the American tradition of fast food to other counties using the same real estate principles, cost advantages, and new technologies that were so successful in the U.S. McDonald’s has always exploited the corporate company knowledge and transported and diffused it to foreign markets. Starting with the concrete supplier chain, all the way down to the store design and implementation, differentiation is not encouraged nor is it allowed. With an Ethnocentric mentality, McDonald’s has constantly based the companies international operations on “home-grown” ideas and concepts. Corporate first places the focus on the domestic market and then filters the functions to the overseas operations.

    Information flows from corporate to the franchisees based on what is working in the United States markets, with the expectation that it will be implemented in the foreign markets. When analyzing McDonald’s corporate structure, it is evident that the top-down approach is not only used it is enforced. All information starts with corporate and is disbursed to the foreign markets Logo and Slogan A slogan is a short, memorable catchphrase, tagline, or motto used to identify a product or company in advertisements. The advertising slogan, or business slogan most associated with

    “I’m Lovin’ It” Values of McDonald’s McDonald’s brand mission is to be our customers’ favorite place and way to eat and drink. Our worldwide operations are aligned around a global strategy called the Plan to Win, which centers on an exceptional customer experience – People, Products, Place, Price, and Promotion. We are committed to continuously improving our operations and enhancing our customers’ experience. McDonald’s Values Place the customer experience at the core of all it does. Our customers are the reason for our existence.

    We demonstrate our appreciation by providing them with high-quality food and superior service in a clean, welcoming environment, at a great value. Our goal is quality, service, cleanliness, and value (QSC&V) for every customer, every time. Committed to our people. We provide opportunity, nurture talent, develop leaders, and reward achievement. We believe that a team of well-trained individuals with diverse backgrounds and experiences, working together in an environment that fosters respect and drives high levels of engagement, is essential to our continued success.

    Believes in the McDonald’s System. McDonald’s business model, depicted by our “three-legged stool” of owner/operators, suppliers, and company employees, is our foundation, and balancing the interests of all three groups is key. Operate its business ethically. Sound ethics is good business. At McDonald’s, we hold ourselves and conduct our business to high standards of fairness, honesty, and integrity. We are individually accountable and collectively responsible. Give back to its communities. We take seriously the responsibilities that come with being a leader.

    We help our customers build better communities, support Ronald McDonald House Charities, and leverage our size, scope, and resources to help make the world a better place. Grow its business profitably. McDonald’s is a publicly-traded company. As such, we work to provide sustained profitable growth for our shareholders. This requires a continuous focus on our customers and the health of our system. Strive continually to improve. We are a learning organization that aims to anticipate and respond to changing customer, employee and system need through constant evolution and innovation.

    Mission & vision statement of McDonald’s The mission statement of McDonald’s fast-food restaurants around the world is not much different from any restaurant chain… “McDonald’s brand mission is to be our customers’ favorite place and way to eat. ” That broad and common mission statement is more clearly defined by the McDonald’s Values, which reflects the experience that customers can expect when walking into a McDonald’s fast-food restaurant no matter where it is located…

    1. We place the customer experience at the core of all we do.
    2. We are committed to our people.
    3. We believe in the McDonald’s System.
    4. We operate our business ethically.
    5. We give back to our communities.
    6. We grow our business profitably.
    7. We strive continually to improve. Currently, McDonald’s is implementing a global strategy that it calls “Play to Win,” which is designed to create a consistently excellent customer experience in McDonald’s restaurants. The five key facets of that McDonald’s experience are people, products, place, price, and promotion. Vision Statement: “McDonald’s vision is to be the world’s best quick-service restaurant experience.

    Being the best means providing outstanding quality, service, cleanliness, and value so that we make every customer in every restaurant smile” Vision Statements are often ideal ideas for how a business or organization will eventually be perceived. When writing a vision statement, the company directors must ask themselves, ‘What do we want in the long run? ’ It may be completely unachievable in the next five, 10, or even 15 years but that is the ultimate goal and is something that the company is always working towards. Every goal they set should be working towards making their vision statement true.

    Vision is a long-term view, sometimes describing how the organization would like the world to be in which it operates. Businesses are aware that a vision statement is not a guide that is set in stone, it is more of an inspiration and something big to work towards and provides the basis for all strategic planning. It does not give any guidelines as to how the company aims to get to its ultimate vision, it just states that vision to ensure that no one loses focus of their goal and remains motivated. Smaller challenges can then be set to help them work towards the vision.

    Vision Statements are usually bold and proud and often state that the business wishes to be ‘the best. Anything stated in any business’s vision is difficult to measure or analyze because while one person may think that they are the ‘best’ at what they do, this may be a personal opinion and not everyone will necessarily agree. Unless ‘the best’ can be clearly defined, it is not easy to establish whether or not the vision statement has been achieved. Business strategy of McDonald’s McDonald’s has been an industry leader within the fast-food industry for years.

    In the introductory phase of their business operations, they focused on following a generic low-cost strategy consisting of offering consumers low-priced food products to, “make eating out regularly affordable for families…” (Marino 627). Faced with changing consumer trends and competitors pursuing aggressive competitive strategies focused on product differentiation and quality; McDonald’s then CEO, Jim Cantalupo, determined to address the companies recent profit losses and challenges a different stand on generic strategy must be taken.

    Through the implementation of McDonald’s Plan to Win strategy, Cantalupo shifted the company’s generic strategy to differentiation by focusing on marketing to turnaround the negative publicity recently experienced through offering customers a better overall fast food experience as compared to their competitors. McDonald’s financial strategy focused on decreasing capital expenditures by 40% while using their cash from 2003 operations to pay off debt and return cash to stockholders.

    These financial strategies have allowed the company to implement the Plan to Win strategy while also improving stock performance and sales. Through a growth strategy that involves renovating, rebuilding, and relocating buildings; McDonald’s hopes to create a “fresh, sophisticated, but family-friendly atmosphere” (Marino 642). However, to sustain growth and success, additional investments may be needed in the future. McDonald’s personnel strategy promotes their desire to market an exceptional customer experience.

    Hospitality training and e-learning programs offer McDonald’s the most cost-effective method of training for restaurant staff while ensuring employees are dedicated to customer service through the attitudes and skills they bring to the workplace. This directly supports the managerial functional goal of creating a stimulating work environment. Production strategies promote an overall quality experience by offering new products to customers to address growing changes in demand for healthier foods and premium products.

    Technological improvements, including wireless hot spots, improve the relevancy of the overall quality experience McDonald’s is trying to market to consumers. With these improvements in each functional area, McDonald’s marketing strategy aims to build trust and brand loyalty among the current and future customers to gain a significant competitive advantage in the marketplace. Currently, McDonald’s functional strategies are all successfully co-aligned with their new generic strategy of marketing differentiation focusing on quality customer experiences.

    Although Jim Cantalupo is credited to McDonald’s improved performance only the future can tell if such strategies will provide McDonald’s with the core competencies needed to remain competitive in an overly saturated industry. At which time McDonald’s functional strategies may need to be re-evaluated to maintain sustainable marketing differentiation. Product Development Strategy for McDonald’s: When you are running a small business, it is easy to look at chains like McDonald’s with disdain, but there is a lot that you can learn from their success.

    Part of the success enjoyed by McDonald’s stems from its product development strategy. By familiarizing yourself with the way McDonald’s develops products, you can apply the same methods to your products whether they are food products or other consumer goods. Permanent Product Strategy McDonald’s features several products on their menu that are permanent and do not change. Examples of this include their basic hamburger and cheeseburger, the Big Mac, and the Quarter Pounder. After the initial development, these items remain on the menu for extended periods without undergoing significant changes.

    This strategy ensures that there is always something familiar for consumers on the menu. Temporary Product Strategy In addition to its permanent product offerings, McDonald’s regularly develops temporary products. The McRib, for example, is a product that is offered only seasonally. The Big Ocean burger is an example of a burger that was developed as a temporary product, offered only for a few months in 2007. The purpose of this product development strategy is to give customers something new to experience on each visit and to experiment with new items that may become permanent.

    Local Product Development Strategy

    As McDonald’s has expanded internationally, it has created several products to meet consumer demand in the local markets. In the Netherlands, for example, they have developed the McKroket, a burger featuring a typically Dutch kroket, a deep-fried, ragout-filled patty. In the Canadian province of Quebec, McDonald’s offers poutine, a traditional dish of french fries, gravy, and curd cheese. Even in parts of New England and Atlantic Canada, they have developed the McLobster, their version of the local lobster roll sandwich.

    This strategy ensures that local customers have foods to fit their tastes. Local Adaptation Strategy In addition to developing new products for local markets, McDonald’s will also use an adaptation strategy whereby they take a product and modify it to fit local tastes. In India, for instance, the Big Mac has been modified into the Maharaja Mac which contains no beef, in keeping with local diets. In Greece, the Big Mac has been adapted to use a loaf of pita bread instead of a bun. Even the McLobster has been adapted to the McCrab in some U. S. markets where crab is a common food.

    Challenges to the growth of McDonald’s

    Rising food prices: Higher food commodity and energy prices have recently pushed up wholesale and retail food prices. The US Department of Agriculture predicts that prices will continue to accelerate during the first half of 2011, leading to a 2% to 3% rise in food price inflation for the year. McDonald’s and other big burger chains have largely been unaffected so far, but that might soon change. In a report last week, RBC Capital Markets analyst Larry Miller said McDonald’s will raise prices by 2% to 3% to help offset its higher food costs.

    McDonald’s declined to comment, citing a quiet period ahead of earnings next week. However, the chain’s CFO Pete Bensen told analysts in October that while prices for beef and other ingredients were rising, the burger chain could deal with the increase. But it may be too early to conclude that the Golden Arches will survive the inflationary pressures unscathed. Rising food prices could be a risk for McDonald’s, says analyst Andy Barish of Jefferies and Company, even though the chain is largely safeguarded from such volatility because the vast majority of its operating profits, about two-thirds, come from franchises and royalties.

    While individual franchises might have a harder time dealing with rising prices given the sensitive demand of cost-conscious consumers, it could eventually hurt profits of the overall chain if prices rise to levels where it makes it difficult for franchisees to expand. Barish doesn’t see any major disappointments in sales or earnings this year, but rather a gradual slowing of earnings growth. He expects McDonald’s to post 16% earnings growth in 2010, followed by 10% growth in 2011. Limitation of beverages over burgers:

    McDonald’s increasingly diverse menu has helped it become the nation’s best-performing restaurant company during the economic slump. The chain realized quickly that consumers have lots of options when it comes to food and drink and they want the option to stop at McDonald’s for snack time as opposed to just regular meals. Creative drinks are the product du jour at the chain, with everything from fruit smoothies and specialty coffee drinks. But beverages might only take the company so far.

    The Wall Street Journal recently cited a company email that disclosed that McDonald’s peak lunch-hour business has been flat for five years. And the few analysts taking a bearish view of McDonald’s 2011 outlook say real growth of the company’s core business — the burgers and fries part — is overstated. Howard Penney, a restaurant industry analyst with investment research firm Hedgeye and a Fortune contributor, believes the chain has expanded too broadly into beverages, and the plan will eventually catch up with the company — helping send U. S. same-store sales to negative levels during the second, third and fourth quarters this year. Much of McDonald’s success in beverages has come from specialty coffees such as lattes, which are sold at relatively higher prices. Penney says year over year sales growth of the pricier beverages has flattened. “McDonald’s makes a lot of its money on fries and beverages,” Penney says. “So selling beverages is good but it makes operations more complex. It takes more to make a latte than to pour a Coke. To continue peak service time you have to add labor. ” Return on investment:

    Some franchises worry that their investments will not pay off, according to an October McDonald’s franchisee survey by Janney Montgomery analyst Mark Kalinowski, who maintains a buy rating on the stock. A poll of franchisees shows some concern that corporate demands to redo stores and sell more coffee cost too much and might not pay off in the end. One franchisee writes: “Very concerned about reinvestment issues and whether the Corporation is paying a fair share of McCafe, upgraded technology platforms … ” According to the Wall Street Journal, the McCafe machines cost $100,000 to install, with McDonald’s covering just $30,000 of that.

    The criticism might appear typical for any large corporation with a significant franchise business, but if the concerns by some franchise owners begin to snowball, McDonald’s could face a problem that no amount of caffeine can fix. Analysis of McDonald’s In this part of this research paper we would analyze McDonald’s by utilizing the strategic management matrix tools. For example, we would explore the SWOT Analysis, External Factor Matrix Analysis, Competitive Profile Matrix Analysis, and finally the Internal Factor Matrix Analysis to analyze the strategic position of McDonald’s in the industry.

    Our objective here is to utilize the strategic management tools mentioned in the course books and in the research material reviewed during the class secession to come up with a valuable conclusion that would add value to McDonald’s. However before we proceed to strategic analysis, we would critically view the core issues of McDonald’s. This step would help us to better understand the development and implementation of strategies in this organization.

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