PROJECT REPORT ON MC.docx

8/17/2019 PROJECT REPORT ON MC.docx

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PROJECT

REPORTON

SUBMITTED TO:-

SUBMITTED BY:-

1



Mrs. SHIPRA KHANNA NAVAL PREET

BAJWA

(Assistant P!"#ss!$

%CHITKARA UNIVERSITY&

ACKNOWLEDGEMENT

This project report could not have been written without Mrs. Shipra khanna who

encouraged and challenged me through my academic program. She never accepted

less than my best efforts. Thank you.

What is collected in this project are materials that I found in articles or in books. I

make no claim to be comprehensive.

A special thanks to the Authors mentioned in the refrences page. Without you this

guidebook would

!ave taken years off my life "which I don#t have many to spare$.

Most especially my friends otherwise i won#t be able to e%press what

I owe them for their encouragement me to complete this project

2



And especially to &od who made all things possib

TABLE OF CONTENTS

S.NO TOPICS PAGES

' Introduction ( ) *

( !istory + ) ,

* -rganiational Structure /)'0

+ SW-T Analysis '' 1 '+

2 3inancial Status of The 3irm '2 ) '4

5 Main 6ompetitors -f The 6ompany And There Strategies ', ) ('

4 Marketing Strategy -f The 6ompany ((

, Suggestions And 7ecommendations (*

/ Summary (+)(5

'0 7eferences (4

3



4



INTRODUCTION

In '//5 Mc8onald9s opened in India for the first time a country where the

majority of th population was !indu and vegetarian and the cow was sacred.

Many saw it as just another e%ample of the relentless spread of Western

corporations into every nation creating a global system in which wealth was

drained out of local economies into the hands of a very

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Volume 1, Issue 2 (Jan. 31, 2009) OJICA-Online Journal of International Case

Analysis

few very rich elite. Mc8onald#s opened its doors in India in -ctober '//5

demonstrating what the Mc8onald#s e%perience was all about. Mc8onald#s in

India was a 20)20 joint venture partnership between Mc8onald#s 6orporation

":.S.A.$ and two Indian businessmen. Amit ;atia#s company !ardcastle

7estaurants <vt. =td. owned and operated Mc8onald#s restaurants in Western

India while 6onnaught <laa 7estaurants <vt. =td. headed by >ikram ?akshi

owned and operated the @orth Indian operationsi.

These companies signed their joint)venture agreements with Mc8onald9s in April

'//2 and along with their Indian management team trained in Mc8onald9s

restaurants in Indonesia and the :.S.A. before opening the first Mc8onald#s

restaurant in India.

The entry of Mc8onald#s in India was perfectly timed. The market had begun to

open up. The economy of the country was growing stronger. The customer markets

were eager to acuire newer products and use newer forms of services. 3oreign

brands were valued and perceived to be superior in uality. According to a report

of A6 @eilson among the world#s consumers =atin Americans and Asians were

the biggest supporters of globalisation andthe value that it added to the various

aspects of their livesii. It was a favourable situation for Mc8onald#s because at the

time when they entered India the Asian Tiger was awakening to the global call.

The Indian customer was enthusiastic about the market situation which provided

them with numerous choices to choose and pick.

In a way Mc8onald#s revolutionied the food retailing business in India. It

introduced the Indian customers to service standards which were available in the

western world for years.

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These service standards were visible and noteworthy and hence triggered uick

acceptance within the customers. Mc8onald#s positioning in India as a family

restaurant further fuelled its success. India as a market was a uniue e%ample of

diversity. 8ivided into (, states and 4 union territories the vegetation climate

religion language clothing and food varied from one state to another. With the

combination of spices in a uniue way food of these states reflected their traditions

and culture. !ence the biggest challenge to any food business in India definitely

was about balancing the diversity and the product offerings. Mc8onald#s got

clearance from 3oreign Investment <romotion ?oard "3I<?$ of India in '//'. ?ut

it was only after five years of preparation that the first restaurant became

operational in '//5. It

worked on developing local relationships with local partners to facilitate the raw

material. Indian companies for their operational convenience had divided the

Indian subcontinent into four ones the progressive West the powerful @orth the

traditional and culturally rich South and Bast. Mc8onald#s opened their first

restaurant in the capital of India which is 8elhi. The second restaurant was opened

in the financial capital of India Mumbai. Mc8onald initially concentrated in the

West and @orth regions. =ater the company e%hibited ambitious plans for

e%pansion in Bastern and Southern regions.

HISTORY

Mc8onald#s 6orporation grew from a single drive)in restaurant in San ?ernardino

6alifornia in '/+, to the largest food)service organiation in the world. In '//'

Mc8onald#s owned C'* billion of the C/* billion fast)food industry operating

'(+00 restaurants in 2/ countries including company)owned restaurants

franchisees and

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joint ventures. In the :.S. alone more than ', million people visit a Mc8onald#s

daily. ' Exhibits 1! contain Mc8onald#s '//' income statement and balance

sheet

as well as an '')year financial summary for the company. Mc8onald#s

management intends to continue growing byD

'$ ma%imiing sales and profits in e%isting restaurants

($ adding new restaurants and

*$ improving

+$ international profitability.

7ay Eroc based his empire on the fundamental principles of Fuality Service

6leanliness and >alue "F.S.6.G>.$ and developed tangible goals and specific

operating practices to carry out his vision. An e%tensive team of field auditors

monitor these practices which are communicated to employees through continuing

education

that includes videotaped messages from Eroc himself. These values were

integrated into Mc8onald#s three strategic priorities for '//' stated in the Annual

7eport

as followsD

• To enhance the message that Mc8onald#s is valuedriven on behalf of its

customers by emphasiing their profitable value)meal combinationsH

•

Mc8onald#sD 6ase A March '//2• To provide e%ceptional customer care by e%ceeding >customer e%pectations

including finding ways to add personal touches that go beyond convenient

locations

• Fuick service clean restaurants and uality productsH

8



• To remain an efficient producer while maintaining uality by looking to

innovations in food processing construction and design operations that will

increase global profits. Appro%imately ,0 percent of Mc8onald#s restaurantsare franchises paying a percentage of their monthly revenue for centralied

marketing research and 7G8. 3ranchise fees cover roughly the costs of

corporate servicesH thus if the franchises are not making money neither is

the corporation. This mutual dependence is considered by management to be

a corporate strength. Mc8onald#s 6orporation revenues are derived from

franchise fees plus company restaurant sales. The 6orporation operates

appro%imately '5 percent of :.S. Mc8onald#s restaurants and a higher

percentage of international restaurants since they usually enter new countries

with company restaurants and then franchise them after they are well

established. Mc8onald#s typically receives over (0000 franchise inuiries

per year. Twenty)year franchises are awarded to applicants after e%tensive

screening and additional restaurants are allocated to franchisees with proven

records of success. Mc8onald#s management style may be described as

tight)looseJ K the corporation sets overall uality standards but the

franchisees are given the freedom to make localied decisions. Many new

product innovations

such as the 3ilet -# 3ish and the Bgg McMuffin originated with franchises.

7ecently Mc8onald#s has increased its new product development efforts

responding to customer#s concern for nutrition. !owever Tom &lasglow>ice <resident and 6hief 3inancial -fficer is concerned with maintaining

the focus that has made Mc8onald#s successfulD in the '//' Annual 7eport

he stated We#re in the business of serving a small number of products that

9



have mass appeal. That#s our niche.L Mc8onald#s is the second)best)known

global brand

and intends to maintain this level of consumer awareness with a C' billion

marketing budget.( Mc8onald#s launched a major new ad campaign in

'//' &reat

3ood at a &reat >alueJ which was successful in promoting profitable value)

meal combinations. !igh brand recognition is particularly important as

many

customers are impulse purchasers often selecting Mc8onald#s over

competitors by the convenience of the location. &lasglow discussing how

Mc8onald#s customers distinguish it from the competition stated We are

the easiest. The place that satisfies customers best and gives them the best

value.L The emphasis Mc8onald#s places on customer convenience is

manifested in Mc8onald#s self)description as a leader in the uick)service

industry rather than the fast)food industry. A typical Mc8onald#s may serve

as many as (000

people per day 50140 percent of whom take their food outside the

restaurant. Mc8onald#s depends on the ability of their crew to be able to

prepare hot fresh

food and to serve it to their customers within two minutes of the time they

enter the restaurant. To do this

Mc8onald#s engineering department has carefully designed the layout and

euipment for its restaurants.

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Exhibit " shows how all food flows from the back of the kitchen to the front

as it is prepared and is placed in a heated food binJ awaiting customer

delivery.

Servers at the counter or drive)through window collect items from the bin

and drink stations for customers. An important component of

Mc8onald#s operational strategy is to anticipate customer traffic patterns

and food selection based on a detailed analysis of sales history and trends

and to use this information to preparevarious menu items in the right

uantities and at

the right times in order to have the food ready for their customers when

they arrive. 3ood may be stored in the bin for up to ten minutes before it

is discarded.

'//' marked the introduction of Series (000J design restaurants.These

buildings are appro%imately half the sie of traditional restaurants designed

to accommodate nearly the same level of sales but reuiring a lower real

estate investment. Series (000 restaurants are targeted toward both small

towns and major metropolitan areas. All of Mc8onald#s 500)plus suppliers

are independent companies with whom long)term relationships have been

developed. This strategy is intended to improve .

Mc8onald#s ability to focus its efforts on its core business restaurant

operations. Most suppliers operate on a cost)plus basis. Mc8onald#s often

holds seminars and conferences for suppliers to discuss their needs.

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ORGANISATIONAL STRUCTURE OF MC DOLAND

12



13



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SWOT ANALYSIS OF MC DOLAND

STRENGTH WEAKNESS

OPPORTUNITIES THREAT

Str#$%ths

It has a strong global presence and is considered as a market leader in both the

domestic as well as the international markets.

It is a global brand that owns *'000 restaurants serving in '(0 countries. -f

these *'000 restaurants at least'+000 restaurants are situated in the :S.

It uses economies of scale for reducing the cost as its huge e%pansion diversifies

the overall risk involved with the economic performance.

They own an active children#s charity by the nameNThe 7onald Mc8onald

!ouse#.

It takes steps in adjusting the Ingredients and product offerings in order to

comply with the upgraded health standards deemed necessary by the :S8A.

It earns revenue by fast food sales as well as a property investor and a franchiser

of restaurants.

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It has a firm real estate portfolio.

It has branded menu items i)e ?ig Mac 6hicken Mc@uggets which further

promote Mc8onalds.

It is recognied as one of the world#s most recognied logos.

It is recognied as a socially responsible and community oriented firm.

It adapts to the cultural differences regarding the region where the restaurant is

set up.

It has located itself in major airports cities highways tourist locations theme

parks.

It has an efficient food preparation style that follows the process in a systematic

way.

It takes food safety e%tremely cautiously.

It was the first to provide the customers about nutrition facts.

W#&'$#ss#s

It uses advertising that mostly targets children.

!igh employee turn)over.

It has yet to accomplish going on the trend of organic food.

<rice competition with the competitors resulting in low revenue.

=ack of innovative products.

16



O(()rt*$iti#s

It can adapt to the needs of the societies and undergo an innovative product line.

It can research ways to use Ngreen# energy and packaging which will work as a

part of their promotional effort as well as fulfill their social responsibility.

It can create new product offerings use mobile te%t messaging to offer services

that appeal to consumers.

It can upscale some of its restaurant settings at lu%urious locations to attract more

customers.

It can provide optional items that are regarded to be the basis of allergy for some.

It can slow down the level of e%pansion in order to increase the profitability of

the organiation.

Thr#&ts

The recession negatively impacts the holding position of the firm regarding its

revenue streams even though they are uite diversified.

3oreign currency fluctuations are regarded to be a major problem as it uses

standard pricing for its food items.

More restaurants that are increasing their food offering and declining the price.

!ealth issues regarding the fast food chain.

!eavy investments on promotional campaigns which decrease the gaining of

market share.

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Some parents criticie the firm#s Ncradle to grave# marketing strategy that focuses

on kids who later on take it as a trend to their adulthood.

Sued various times for unhealthy food usually with addictive additives.

Bmergence of major fast food competitorsD ?urger Eing Starbucks Wendy#s

Taco ?ell E36.

The e%pansion has made the firm vulnerable to the slow economies of the other

countries.

18



FINANCIAL STATUS OF MCDOLAND

P#ri)+ E$+i$%,*$ !-

/-11

M&r !1

/-11

D#0 !1

/-1-

S#( !-

/-1-

Ass#ts

6urrent Assets

6ash And 6ash

Buivalents

(040000 '/*//00 (*,4000 (+/2000

Short Term

Investments) ) ) )

@et 7eceivables '(+/'00 ''50*00 ''4/'00 '0'*500

Inventory ''2000 '''200 '0//00 '0*500

-ther 6urrent Assets 2/'*00 5'(200 5/(200 25+*00

T)t& C*rr#$t Ass#ts "-/2"-- !3/"/-- "!432-- "1542--

=ong Term Investments '*22500 '*'4200 '**2*00 '(/2/00

<roperty <lant and

Buipment(*0'2,00 ((5++,00 ((050500 ('+44200

&oodwill (4(2+00 (55/500 (2,5'00 (2('200

Intangible Assets ) ) ) )

Accumulated Amortiation ) ) ) )

-ther Assets '4'0,00 '5(+'00 '5(+400 '5/4'00

8eferred =ong Term Asset6harges

) ) ) )

T)t& Ass#ts !/3!!--- !/-3-/-- !1652/-- !11432--

Li&biiti#s

19



6urrent =iabilities

Accounts <ayable (4(/+00 (4*4400 (/'5+00 *',4+00

ShortO6urrent =ong

Term 8ebt '('/+00 '2'5+00 ,*00 4,/00

-ther 6urrent

=iabilities) ) ) )

T)t& C*rr#$t Li&biiti#s !6"33-- "/2"1-- /6/"5-- !/44!--

=ong Term 8ebt ''05(,00 '02(+*00 ''+/4000 ''*24'00

-ther =iabilities '2+,(00 '2++200 '2,5/00 '240+00

8eferred =ong Term=iability 6harges

'*(0+00 '*0*400 '**(+00 '**5/00

Minority Interest ) ) ) )

@egative &oodwill ) ) ) )

T)t& Li&biiti#s 1533-/-- 154/44-- 15!"1--- 152!-5--

St)0'h)+#rs7 E8*it9

Misc Stocks -ptionsWarrants

) ) ) )

7edeemable <referred

Stock ) ) ) )

<referred Stock ) ) ) )

6ommon Stock '5500 '5500 '5500 '5500

7etained Barnings *2'52000 *+*,5(00 **,''400 *(25,/00

Treasury Stock "(4'*2*00$ "(5+5**00$ "(2'+*+00$ "(+42/,00$

6apital Surplus 2*5('00 2(2//00 2'/5+00 2'0,*00

-ther Stockholder Buity '2+++00 '(2+(00 42(/00 40*,00

T)t& St)0'h)+#r E8*it9 1"62/3-- 1""2!4-- 1"4!"/-- 1!4!53--

20



N#t T&$%ib# Ass#ts 1///5"-- 1153"--- 1/-"31-- 11114!--

MARKETING COMPETITORS OF COMPANY AND THERE STARTIGIES

21



=ately I have noticed a big jump in Subway#s brand awareness and marketing. I

wanted to point out a few things they are doing to hit one out of the park. When

you are selling a consumer a product there are some traits Subway is hittingmore than most in a very tactful way.

E&t Fr#sh

22

http://www.subway.com/

http://www.subway.com/



Subway#s slogan is perfect. !ow much more simple could they make their

slogan to imply so muchP 8oes any other national food chain come close to

competingP Qou can see your food being made with tons of leafy greens piled

high right before your eyes.

F))t)$%

A Subway franchise owner by the name of 3rankel started something huge. !e

was looking for a way to increase slumping weekend sales at his restaurant and

that triggered the idea of selling 3ootlong subs for just :2.

There are only a few times when a chain has been able to scramble up the

whole industry and this is one of themJ says ;effrey T. 8avis the president of

restaurant consultancy Sandelman G Associates. It#s huge.J ;ust take a look at

what the competition has done since the :2 F))t)$% introduction. In fact

the :!.3 bii)$ in sales generated nationwide by the C2 footlong alone placed it

among the top '0 fast)food brands in the :.S. for the year ending in August

according to @<8 &roup.

#ss)$; pricing and branding rolled into one

S&<# b*t +i==#r#$t

-ne of the biggest reasons I personally love going to Subway is for the food and

how it is the same sandwich yet it is just a little bit different every time. I can

order the same 7oasted 6hicken ?reast sandwich from 2 different Subway

7estaurants and they will be just a little bit different each time. @ot to mention a

few e%tra or fewer veggies or sauces adds an element of satisfaction you are

23



looking for at that moment. !aving the ability to add or take away as you see fit

is a nice and welcomed change from the other fast food joints.

#ss)$; meeting people#s immediate needs

C&r>#+ )*t $i0h#

The health industry is a multi)billion dollar annual business. Subway has carved

out their niche in the fast food industry in a healthy way. They have become the

default for a healthy and fast meal two huge points.

Bi%%#st L)s#r 1 ?y sponsoring a run)a)way success tv show focused on raising

awareness of obesity and healthy living Subway has cemented themselves in

the health niche and is e%panding uickly.

M&r'#ti$%?A+>#rtisi$% 1 Bat 3resh and 3ast but not 3ast 3ood. These mantras

are simple yet imply so much.

D)$@t =)r%#t ,&r#+ 1 Subway placed a lot of faith in their spokesperson ;ared.

Imagine if ;ared packed on the pounds again or died of a heart attack. -uch. A

very big and bold move that sets themselves apart from so many of their

competitors.

Pi0'i$% & =i%ht

Subway uses its own products against the competition in their uest to elevate

themselves. Subway says look at how bad Mc8onald#s or ?urger Eing is for

you and look how great our food is for you. The names products and health

information of different brands are listed right on Subway#s packaging and

marketing material.

24



A =))+ & h)*rs

Most fast food restaurants have to switch systems over in order to make

breakfast items vs regular menu items. Subway doesn#t have this problem

because they are only adding egg as an additional element. @o matter what type

of person you are you#re able to enjoy breakfast for dinner and visa)versa

25



MARKETING STRATIGIES OF THE COMPANY

-ne of the first results of the task force was the development of a strong company)

wide environmental policy declaring that Mc8onald#s is committed to protecting

the environment for future generations and that it believes that business leaders

must also be environmental leaders. The policy takes a total lifecycle approach to

/reducing and managing solid wasteD a siable challenge considering that each of

Mc8onald#s ,500 :.S. restaurants * (*, pounds of waste per day and each of its

*+ :.S. regional distribution centers disposes of another /00 pounds of waste per

day.+ Mc8onald#s has also been active in educating its customers about thecompany#s environmental activities and positions. ?rochures are available in

restaurants informing customers about Mc8onald#s position on such topics as

oone depletion the rain forest and packaging.

Mc8onald#s is working to translate this environmental commitment into specific

actions. In order to live up to its environmental policy Mc8onald#s Bnvironmental

Affairs -fficer has been given the authority to enforce adherence to standards andreports directly to the ?oard of 8irectors on a regular basis. Mc8onald#s also

plans to continue to seek counsel with environmental e%perts to take advantage of

opportunities to improve its environmental performance on an ongoing basis.

As part of its waste reduction action plan Mc8onald#s has committed to reviewing

annually all food)service products and packaging items to identify opportunities

for source reduction. Mc8onald#s realies that in order to achieve its waste

reduction goals it must collaborate with its suppliers. To promote collaboration it

has developed an annual environmental conference intended to train suppliers and

has included environmental issues in its annual supplier reviews and evaluations.

The following initiatives were proposed by the task force.

26



SUGGESTION AND RECOMANDTAION

Bnvironmental groups play an increasingly important role in influencing policy

of leading environmental groups$.3urther moreduring the past decade

membership in many of the leading environmental groups doubled in sie. This

growth may be attributed to both the public#s concern that industry and

government are not adeuately addressing environmental issues and to public

confidence in environmental groups. In fact a recent study conducted by

&olinO!arris 6ommunication Inc. found that ,0 percent of those studied believe

someJ of what environmental groups report while less than +0 percent believesomeJ of what businesses report. /

The joint task force was one of the first collaborative efforts involving a leading

environmental organiation and a major corporation aimed at improving corporate

solid waste practices. It posed opportunities and challenges for both sides. B83

wanted to create a model approach that could be used by other companies yet it

risked criticism from other environmentalists. Mc8onald#s needed a way to

respond to public criticism of their environmental practices but knew that potential

task force disagreements could be embarrassing.

An early outcome of the task force was Mc8onald#s adoption of the waste

management hierarchy. The hierarchy served as a means to guide early decision

making but the long)term success of the program will depend on both parties9

ability to manage the partnership. B83#s <resident 3red Erupp said

Bnvironmentalists and industry alike will be waiting to see what Mc8onald#s does

with the task force options and recommendations. That will be the ultimate test of

this effort#s success.J

27



SUMMARY

T#rri K. C&(&t)st) Dir#0t)r )= C)<<*$i0&ti)$s M0D)$&+@s C)r()r&ti)$.

Ms. 6apatosto joined the 6orporation in '/,+ and is responsible for managing

Mc8onald#s interaction with local and national news media as well as providing

communications counsel support and training to the company#s corporate and

regional management and local owner)operators. Since '/,, she has also held

specific responsibility for environmental issues working with -perations

<urchasing

Bnvironmental Affairs and other key departments within Mc8onald#s on the

company#s environmental initiatives. Ms. 6apatosto has received numerous awards

for leadership and outstanding performance including Mc8onald#s <resident#s

Award in '/,4. ?efore joining Mc8onald#s Ms. 6apatosto was a 6aptain

in the :.S. Marine 6orps. She holds ?.A. degrees in <sychology and Music from

the :niversity of :tah.

Ri0h&r+ A. D#$is)$ S#$i)r S0i#$tist EDF. Mr. 8enison who holds a <h.8. in

Molecular ?iophysics and ?iochemistry from Qale specialies in haardous and

solid waste management issues ranging from waste reduction and recycling to the

health effects and regulatory reuirements of landfilling and incineration. <rior to

joining B83 in '/,4 Mr. 8enison was an Bnvironmental Analyst at the :.S.

6ongress# -ffice of Technology Assessment and also conducted cancer research in

a postdoctoral position at the :niversity of 6alifornia San 3rancisco. !e has

authored numerous papers and reports on solid and haardous waste management

and a recent book 7ecycling and IncinerationD Bvaluating the 6hoices.

28



R)b#rt L. L&$%#rt Dir#0t)r )= E$>ir)$<#$t& A==&irs Th# P#rs#0) C)<(&$9.

?ob =angert is responsible for managing projects related to source reduction

recycling and other waste management alternatives for the <erseco 6ompany the

e%clusive packaging purchaser for Mc8onald#s. !is responsibilities include

assisting in the coordination of Mc8onald#s recycling initiatives across the country

and working with an e%tensive group of packaging suppliers on waste reduction

initiatives. <rior to joining the Mc8onald#s family Mr. =angert was an operations

manager for a Mc8onald#s distributor <erlman)7ocue and served as Midwest

logistics manager for the American !ospital Supply 6orporation. !e holds an

M.?.A. degree from @orthwestern :niversity.

K#ith M&%$*s)$ Dir#0t)r O(#r&ti)$s D#>#)(<#$t D#(&rt<#$t

M0D)$&+@s. Mr. Magnuson works on developing new operating systems and

improving store operations for the company#s restaurants worldwide. Most

recently he has been involved in the development of Mc8onald#s in)store

recycling programs packaging source reduction and other environmental

initiatives. -ver the past '4 years his positions have included store manager area

supervisor field consultant and operations development manager. !e attended the

:niversity of Maryland.

S. ,&0'i# Pri$0# St&== S0i#$tist EDF. Ms. <rince conducts research on a variety

of solid waste issues including recycling technologies and the use of product life

cycle assessments in evaluating consumer products. Ms. <rince holds Master#s

degrees in <ublic and <rivate Management and Bnvironmental Studies and

29



received her ?.S. in chemical engineering all from Qale. She is a former <roject

ManagerOBngineer for the Waste Management 8ivision of the :.S. Bnvironmental

<rotection Agency 7egion I where she received then '/,5 B<A Award 3or

B%cellence. She is the author of Wetlans Assessments at !a"arous Waste #ites

and

Assessment of <6? 6ontamination in @ew ?edford !arbor.

30



R#=#r#$0#s

BOOKS;

Marketing Management 1 <hilip. Eotler

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OTHERS

• Annual report of 6oca)6ola (00,.

• Annual report of 6oca)6ola (00/.

• Annual report of 6oca)6ola (0'0.

Documents

PROJECT REPORT ON MC.docx