“A. What is the vision statement of your selected company and what is your company’s purpose?
B. What is the importance of each of the six topics within your company?
C. What is the usefulness of understanding this topic in today’s corporate economy?
D. Through what strategies does your selected company choose to excel over other strategically grouped companies. For example, what strategies does Apple choose that keeps it on top?”
There also needs to be at least one in-text citation in each body paragraph
The introduction also needs a clear and strong thesis statement that lays out what the essay will cover.
The SWOT section also should not have bullet points and should not have boxes since it breaks the academic essay flow since there are only supposed to be “supporting paragraphs with transitions and topic sentences.”
Please be sure to highlight the changes that you make in yellow and when you are finished revising the answer please be sure it is “4-6 Full Pages Times New Roman Size 12 Font Double-Spaced APA Format Excluding the Title and Reference Pages | .doc file   |   .doc file”
I have attached the instructions below just so you now what the assignment was all about 🙂
Strategic Analysis -McDonald’s
This week’s paper is required to be approximately 4 -6 Full Pages in length, not including the title page and the reference page. No paper should be fewer than 1400 words. Double space your work, cite your work, limit quotes, and edit your work well for spelling, grammar, and punctuation errors. If you have quotes included in your paper, you should have more than 1400 words to compensate. Your work will be automatically reviewed by Turnitin upon submission. Please make sure you have cited your work properly. Utilize the APA resource material provided in our library.

After our readings over the past three weeks, you should have an understanding of the types of strategy, organizational culture, the elements of internal and external environments, industry life cycles and the types of risk a company may take. After reading the case study you selected, please answer the following questions in your paper.

Your essay will address these items:
Select a company (McDonald’s) from those provided in the course material for this week in the library. . In addition to the information in the case study, research this company using at least (2) outside scholarly articles. Do not use a website as a reference. Your reference source must have an author. Discuss six selected topics from our studies throughout weeks one through four. Discuss these six topics in relation to your company and discuss how the economic situation of today influences the strategic decisions your company is making. Each of the six topics discussed should be in bold print. Please be sure to discuss and explore the following six selected topics from our studies in detail throughout your paper. Use headings to introduce the topics: how your company handles competition (Five Forces Framework), your company’s life cycle, your company’s value chain, strategic management, branding/marketing, and SWOT.

Give examples using the terms and concepts in your textbook readings and your research articles.
A. What is the vision statement of your selected company and what is your company’s purpose?
B. What is the importance of each of the six topics within your company?
C. What is the usefulness of understanding this topic in today’s corporate economy?
D. Through what strategies does your selected company choose to excel over other strategically grouped companies. For example, what strategies does Apple choose that keeps it on top?
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McDonald’s announced on January 28, 2015, that Don
Thompson would retire as president and chief executive
at the end of February. He would be replaced by Steve
Easterbrook, the firm’s chief branding officer. The abrupt
exit came after the world’s largest restaurant chain posted
but he noted that the firm had sufl’ered partly because of
events beyond his control. Sales in Asia and the Middle
East had fallen sharply because of food safety concerns
with a Chinese meat supplier. McDonald’s also had to face
shortages of French fries in several markets because of a
one of its worst financial performances in years (see Exhib-
slowdown at the port in Los Angeles. Finally, some Russian
outlets were temporarily closed by food inspectors, apparently in retaliation for Western sanctions against Russia
over its military intervention in Ukraine (see Exhibit 3).
However, McDonald’s faced its biggest challenge in
the United States, its largest market, where it had 111,200
of its 35,000 mostly franchised restaurants. It had lost
a lot of ground with consumers, especially millennials.
who were defbcting to traditional competitors like Burger
King and Wendy’s as well as to new designer burger outlets such as Five Guys and Shake Shack. Changing tastes
were responsible for the loss of customers who were lining up at fast-casual chains such as Chipotle Mexican
its I and 2). Revenue in the last quarter, through December,
1’ell 7 percent to $6.6 billion. Earnings, however, dropped
by 21 percent to $1.1 billion from $1.4 billion in the same
period a year earlier. “People have seen results go from
the best in the industry to one of the worst in the course of
three years,” said Will Slabaugh, an analyst.l
Days betbre his retirement, Thompson acknowledged
that McDonald’s results had fallen short of expectations,
” Case prepared by Jamal Shamsie, Michigan State UDiversity, with the
assistance of Prolcssor AIan B. Eisncr, Pace Univcrsity. Material has been
drarvn from published sources to be used for purposes of class discussion.
Copyright O 201 5 Jamal Shansie and Alan B. Eisner.
lncome Statement
($ millions)
Revenue
24,01s
21,006
27,567
28,1 06
21 ,441
Gross profit
9,637
10,687
10,816
10,903
10,456
Operating income
7,473
8,530
8,605
8,764
7 QtO
lncome before taxes
7,000
8,012
8,079
8,204
7,312
Net income
4,946
s,503
5,465
5,586
4,758
;;;’r;;#;;.–Balance Sheet
($ millions)
Total current assets
4,368
4,403
4,922
5,050
4,186
Total assets
21 07E
32,990
35,386
36,626
34,281
Total current liabilities
2,925
3,509
3,403
3,1 70
2,7 48
Total liabilities
17,341
18,600
20,093
20,617
21,428
Total stockholders’ equity
14,634
14,390
15,294
1
6,01 0
12,853
Source: McDonald’s
C1S{ C,&SF ?5:: MCDONALD’S
E
Grill and Panera Bread. which offered customized ordering and fresh ingredients (see Exhibit 4).
McDonald’s response to this growing competition was to
expand its menu with snacks, salads, and new drinks. From
33 basic items that the chain offered in 1990, the menu grew
to 121 items by 2014. The greatly expanded menu led ro a
significant increase in costs and longer preparation times.
This forced the firm to increase the prices of many of its
items and to take more time to serve customers. moving it
away fiom the attributes that it had built its reputarion on.
“McDonald’s stands for value, consistency and convenience.”
said Darren Tristano, a restaurant industry consultant.2
..,r i,t:r-
‘
Breakdown of
Revenues ($ millions)
Company-operated sales:
$ 4,351
$ 4,512
$ 4,530
Europe
7,808
8,1 38
7,850
APMEA
5,210
5,425
5,350
740
800
873
$18,169
$ 1 8,875
$ 1 8,603
$ 4,300
$ +,sss
$ 4,284
Europe
3,270
3,162
2,977
API4EA
1,0s4
1,052
1,041
648

678
662
$ e,272
$ 9,231
$ 8,e64
$ 8,651
$ s,sst
$ B,B 14
Europe
11,078
11,300
10,827
APMEA
6,324
6,477
6,39’l
Other Countries & Corporate
‘1,388
1,478
1,535
$21,441
$28.1 06
$21,561
U.S.
Other Countries & Corporate
Total
Franchised revenues:
U.S.
Other Countries & Corporate
Total
Total revenues:
IJ.S.
Total
Source: McDonald’s.
U.S. Market Share of Fast-Food Burger Chains
2008
46.90/o
13.50/o
14.37a
6.0%
4.970
1.87o
2.67o
2.2Yo
0.50/o
2009
48.0
13.0
13.8
5.9
4.8
1.8
2.6
2.1
0.8
2010
to1
12.7
t
5.l
5.5
4.5
1.9
2.6
2.0
1.1
20’11
50.1
12.5
12.2
5.4
4.4
1.9
2.7
2.0
1.4
2012
50.0
12.2
12.1
5.4
4.4
2.1
2.0
‘1.5
2013
49.7
12.2
11.8
5.4
4.3
2.7
2.1
2.0
1.6
2A14
49.6
12.3
11.9
5.4
4.3
2.8
2.1
2.0
1.1
Source: USA Todnr,, December 8, 20 I,X, and author esitmates.
eASr 25:: MCDONALD’S t”195
The fast-food chajn had gone through a sintilar crtsts
befbre. Back in 2002-2003, McDonald’s had experienced
a decline in performance because of quality problems as
a result of rapid expansion. At that time, the firm brought
James R. Cantalupo back out of retirement to turn things
around. He formulated the “Plan to Win,” which was the
basis of McDonald’s strategy over the next decade. The
core of the plan was to increase sales at existing locations by improving the menu, returbishing the outlets, and
extending hours. This time, however, such incremental
steps might not be enough.
Pulling Out of a Downward Spiral
Since it was founded mole than 50 years ago. McDonald’s had been defining the fast-food business. lt provided
millions of Arnericans their filst jobs even as it changed
their eating habits. It rose from a single outlet in a nondescr ipt Cl.ricago suburb to one of the largest chains ol outlets
spread around the globe. But it gradually began to run into
various problems that began to slow down its sales growth
(see Exhibit 5).
This decline could be attributed in large part to a drop
in McDonald’s once-vaunted service and quality since it:
expansion in the 1990s, when headquarters stopped gradin-u
franchises for cleanliness. speed, and service. By the end
of the decade, the chain ran into more problems because oi
the tighter labor market. As it stluggled hard to find neu
recruits, McDonald’s began to cut back on training. leadin-s
to a dramatic lallotf in the skills of its employees. According to a 2002 survey by market researcher Global Growth
Group, McDonald’s came in third in average service time.
behind Wendy’s and sandwich shop Chick-fil-A Inc.
McDonald’s Milestones
1948
Brothers Richard and Maurice lVlcDonald open the first restaurant in San Bernardlno, California, that sells hamburgers, fries,
and milk shakes.
‘1955
Ray A. Kroc, 52, opens his first McDonald’s in Des Plalnes, lllinois. Kroc, a distributor of milk shake mixers, figures he can sell
a bundle ofthem if he franchises the McDonalds’business and installs his mlxers in the new stores.
1
961
Six years later, Kroc buys out the McDonald brothers for $2.7 million.
1
963
Ronald lVcDonald makes his debut as corporate spokesclown, using future NBC-TV weatherman Willard Scott. During the year,
the company also sells its 1-billionth burger.
1
965
McDonald’s stock goes public at $22.50 a share. lt will split 12 times in the next 35 years.
1967
The first lVcDonald’s restaurant outside the U.S. opens in Richmond, British Columbia. Today there are 3’1 ,108 McDonald’s in
1 1 B countries.
968
The Big Mac, the first extension of McDonald’s basic burger, makes its debut and is an immediate hit.
1912
McDonald’s switches to the frozen variety for its successful French fries.
1
197 4
Fred L. Turner succeeds Kroc as CEO. ln the midst of a recession, the minimum wage rises to $2 per hour, a big cost increase
for McDonald’s, which is built around a model of young, low-wage workers.
1975
The first drivethrough wlndow is opened in Sierra Vista, Arizona.
1979
McDonald’s responds to the needs ofworking women by introducing Happy Meals. A burger, some fries, a soda, and a toy
give working moms a break.
987
Michael R. 0uinlan becomes chief executive.
1991
Responding to the public’s desire for healthier foods, McDonald’s introduces the low{at Mclean Deluxe burger. lt flops and is
withdrawn from the market. Over the next few years, the chain will stumble several times trying to spruce up its menu.
l
1
1992
The company sells its 90-billionth burger and stops counting.
1
a
1
t
I
t
ir
1
996
In order to attract more adult customers, the company launches its Arch Deluxe, a “grown-up” burger with an idiosyncratic
taste. Like the low-fat burger, it falls flat.
1997
McDonald’s launches Campalgn 55, which cuts the cost of a Big Mac to $0.55. lt is a response to discounting by Burger King
and Taco Bell. The move, which prefigures similar price wars in 2002, is widely considered a failure.
1
998
Jack l4. Greenberg becomes McDonald’s fourth chief executlve. A 1 6-year company veteran, he vows to spruce up the
restaurants and their menu.
1
999
For the first time, sales from international operations outstrip domestic revenues. In search of other concepts, the company
acquires Aroma Cafe, Chipotle, Donatos, and, later, Boston l4arket.
ClS6 CASI 25:: MCDONALD’S
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fi
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to
Continued
2000
McDonald’s sales in the u.s. peak at an average of $i.6 million annually per restaurant, a figure that has not changed since.
It is, however, still more than sales at any other fast-food chain.
2001
Su bway s urpasses McDona ld’s as the fast-food
148 more than McDonald’s.
cha in with the most U. S. o utlets. At the end of the yea r it had j 3,247 stores,
2002
McDonald’s posts its first-ever quarterly loss, of $343.8 rnillion Ihe stock drops to around
$13.50, down 40o/.from five years ago.
2003
James R. Cantalupo returns to McDonald’s in January as CEO He immediately pulls back from the company’s
1)y”-15y”
forecast for per-share earnings growth.
2004
Charles H. Bell takes over the firm after the sudden death of cantalupo. He states he will continue with the
strategies that have
been developed by his predecessor.
2005
Jim skinner takes over as cEO after Bell announces retirement for health reasons.
2006
McDonald’s launches specialty beverages, including coffee-based drinks.
2008
McDonald’s plans to add McCaf6s to each of its ou|ets.
2012
Don Thompson succeeds Skinner as CEO ofthe chain.
2015
Thompson resigns because of declining performance and is replaceci by Steve Easterbrook,
the firm’s chief branding officer
Sourcc; McDonald’s.
By the beginning of 2003, consumer sLrrveys were indi_
cating that McDonald’s was headecl fbr serious trouble.
Measures for the service and quality of the chain were con_
tinuin-g to fall” dropping far behind those of its rivals. To
deal with its deteriorating perforntance. the firm clecided
to bring back retired vice chair.man James R. Cantalupo,
59, who had overseen McDonald’s successful interna_
tional expansion in the 1980s and I990s. Cantalupo, who
had letired only a year earlier” was perceiveci to be the
only candidate with the necessary qualifications. despite
shareholder sentiment for.an outsicler. The board felt that
it needed someone who knew the company well and could
move quickly to turn things around.
Cantalupo realized that McDonalcl,s often tencled to
miss the mark on deiivering the cr.itical aspects of consis_
tent, l)st, and fiiendly sen,ice and an all-around enjoyable
experience lbr the whole family. He understood that its
franchisees and ernployees alike needed to be inspired as
well as retrained on their role in putting the smile back into
the McDonald’s experience. When Cantalupo and his team
laid out their turnaround plan in 2003, they stressecl settins
the basics of service ancl quality righr. in part by reiistituti
ing a tough “up or out” gracling system that would kick
out underperforming fianchisees. ,,We have to rebuild the
foundation. It’s fruitless to add growth if the fbundation is
weak.” said Cantal upo.3
In his effort to focus on the firm,s core business. Cantalupo sold ofT the nonbur-ter chains that the firm had
recently acquired. He also cut back on the opening of new
outlets, focusing insteacl on generating more saies fiom
its existing outlets. Cantalupo pushecl McDonald’s to rr.y
to draw more customers through the introduction of new
products. The chain had a positive response to its increased
emphasis on healthiel fbods, led by a revampecl line of
fancier salads. The revamped menu was promoted through
a new worldwide ad slogan. “l’m loving it.” u,hich was
delivered by pop idol Justin Timberlake thr-ough a set of
MTV-s11 Ie cgnt met’ciuls.
Striving for a l{ealthier lrnage
When Jim Skinner took over from Cantalupo in 2004. he
continued to push lbr McDonaid’s to chan_{e its irnage.
Skinner f-elt that one of his top priorities was to deal
with the growing concerns about the unhealthy intage of
McDonald’s, given the rise of obesity in the U.S. Tl.rese
concerns were highlighted in the populal documentary
Super Siz.e Me, made by Morgan Spurlock. Spurlock vii.
idly displayed rhe health risks rhat were posecl by a steady
diet of food fi’om tl.re fast-food chain. With a rise in aware_
ness of the high fat content of most of the proclucts olfered
by McDonald’s, the firm was also beginning to face law_
suits fiom sorle of its loyal customers.
In response to the growing health concerns, one of the
first steps taken by McDonald’s was to phase out supersiz_
ing by the end of 2004. The supersizing option allowed
cLrstomers to get a lnrger order of French fries and a big_
ger sofi drink by paying a little extra. McDonald,s also
announced that it intended to start providing nuh.ition
information on the packagin-s of its products. The infor_
mation would be easy to read and would provide custom_
ers with details on the calories. fat, protein, carbohydrates.
and sodium that were in each product. Finally. McDonalcl,s
began to remove the arterl,-clogging trrlns-tut acids from
the oil that it used to make its French fries. and it recentlv
eA5e ?5:; MCDOI{ALD’S C1S7
announced plans to reduce the sodium content in all of its
products by 15 percent.
But Skinner: was also trying to push out more otferings that were likely to be perceived by customers as being
healthier. McDonald’s continued to build upon its chicken
offerings using white meat with ploducts such as Chicken
Selects. It also placed a great deal of emphasis upon irs
new salad offerings. McDonald’s carried out extensive
experiments and tests on them and decided to use higherquality ingredients. from a variety of lertuces and tasty
cherry tomatoes to sharper cheeses and better cuts of
meat. lt off-ered a choice of Newman’s Own dressings, a
well-known higher-end brand. “Salads have changed the
way people think of our brand.” said Wade Thonta, vice
president for menu development in the U.S. “It tells people
that we are very serious about offering things people f’eel
comfortable eating.”4
McDonald’s was trying to include more fiuits and
vegetables in its well-known and popular Happy Meals.
It announced in 2011 that it would reduce the amount of
French fries and phase out the caramel dipping sauce that
accompanied the apple slices in these meals. The addition
of fruits and vegetables raised the firm’s operating costs.
since they were more expensive to ship and store because
of their more perishable nature. “We are doing what we
can,” said Danya Proud. a spokesperson for the firm. “We
have to evolve with the times.”5
The rollout of new beverages, highlighted by new
coff-ee-based drinks, represented the chain’s biggest menu
expansion in almost three decades. Under a plan to add
a McCaf6 section to all of its nearly 14,000 U.S. outlets,
McDonald’s was offering lattes, cappuccinos, ice-blended
fiappes, and fruit-based smoothies to its customers. “In
rnany cases, they’re now coming lbr the beverage, whereas
before they were coming for the meaI.” said Lee Renz, an
executive who was r”esponsible for the rollout.6
Returbishing the Outlets
As part of its turnaround strategy, McDonaid’s had been
selling ofT the outlets that it owned. More than 75 percent
of its outlets were now in the hands of franchisees and other
affiliates. Skinner was working with the franchisees to
address the look and feel of many of tl.re chain’s aging stores.
Without any changes to their decor, the firm was likely to
be lefi behind by more savvy fast-food and drink retailers.
The firm was in the midst of pushing harder to refur-bishor reimage-all of its outlets around the worid. “People eat
with their eyes first,” said Thompson. “If you have a restaurant that is appealing, contemporary, and relevant both from
the street and interior. the food tastes better”.”7
The reimaging concept was first tried in France in 1996
by Dennis Hennequin, an executive in charge of the chain’s
European operations, who felt that the effort was essential
to revive the firm’s sagging sales. “We were hip 15 years
ago, but I think we lost that,” he saici.8 McDonald’s was
applying the reimaging concept to its outlets around the
C19B CASE ?5: MCDONALD,S
world. with a budget of more than half of its total annual
capital expenditures. In the U.S., the changes cost an average of $ 150,000 per restzrurant, a cost that was shared with
the franchisee when the outlet was not company-owned.
One of the prototype interiors being tested out by
McDonald’s had curved counters with surfaces painted
in bright colors. In one corner, a touch-activated screen
allowed customel’s to punch in orders without queuing.
The interiors could feature armchairs and sofas. modern
lighting, large television screens. and even wireless Internet access. The lirm was also developing new features lbr
1
l
1
(
(
its drive-through customers, who account for 65 percent of
a1l transactions in the U.S. These f’eatures included music
I
I
aimed at queuing vehicles and a wall of windows on the
drive-through side of the restaurant allowing customers to
see meals being prepared from their cars.
The chain was even developing McCaf6s inside its outlets. next to the usual fast-fbod counter. The McCa16 concept originated in Australia in 1993 and rvas rolled out in
many restaurants around the world. McDonald’s introduced
the concept to the U.S. as part of the refurbishment of its
outlets. In fact, part ofthe makeover focused on the installation of a specialty beverage platfbrm in all U.S. outlets. The
cost of installing this equipment was about $100,000 per
outlet, with McDonald’s subsidizing part of the expense.
The firm planned to have all McCaf6s offer espressobased coffee. gourmet coffee blends. fiesh-baked muffins.
:l
and high-end desserts. Customers would be able to consume
n1
thern while relaxing in sofi leather chairs and listening to
jazz,br,g band, or blues music. Commenting on this significant expansion of offerings, Marty Brochstein, executive
editor of The Lic’ensing Letter, said “McDonald’s wants to
be seen as a lifestyle brand, not just a place to go to have a
DUrger.
Rethinking the Business Ffiodel
In response to the decline in performance, McDonald’s
was testing a number of new concepts, including a kiosk
f’eature in four stores in southern Califbrnia that allowed
customers to skip the counter and head to tabletlike kiosks
where they could customize everything about their burger.
from the type of bun to the variety of cheese to the man)
glossy toppings and sauces that can go on it. The firm later’
decided to expand the concept to 30 locations in five more
states and to 2,000, or about one in seven, of the 121,000
outlets in the U.S.
With its “Create Your Taste” kiosk platfor”m.
McDonald’s was hoping to attract more younger customers
who might have been moving away liom frozen processed
food that was loaded with preservatives. No one mentioned
anything about the quality of meat that the chain used for
its burgers. “Today’s customers increasingly prefer customizable lood oprions. dining in a contemporary. invitin-u
atmosphere and using more convenient ways to order and
pay for their meals,” CEO Thompson stated last year when
the test was launched.lo
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However, there were risks invoived with
making such
higher, at $5.49; could
take seven minutes to prepare; and could
be ordered only
fiom inside the store and eventuaiiy brought
to your table.
This ran counter to the image of inlxpenslve
and fast food
that McDonald,s had workeci hard to build
over the years.
Nevertheless. the firm hopecl this change
would bring
more customers into its outlets, bringing the
U.S. counterl
drive-through customer ratio closerlo
5O_SO, ,p liom the
current 10*i0.
At the same time, McDonald,s was working to
a change. The butgers were priced
sim_
plify its menu, reducing the number of ,,value
fiom.just fiye items: Big Macs, hamburgers, cheeseburg_
ers. McNuggers. and fi.ies.
Restaurant analyst Bryan Elliott commented: ..They,ve
.
l.]”9 t” be all things to ail peopie who walk in their door.,,i3
McDonald’s recent markeiing campaign, anchored
around
the catchy phrase ,,I,m
Ioving it,,, ioof o, difTerent tbrms
to target each of the groups that the firm
was seeking.
Larry Light, the head of global marketing
ar McDonaid,s
who pushed for this campaign, insistJ thar
the firm
had to exploit irs brand Uy pustring it in
many different
directions.
meal,,
For the most part, McDonald,s tried to reach
promotions-groups of items that together
out to dif._
cost less than
ferent^ customer segments by offering
different products
ordering the items individually. It tweJed
,,clollarmenu,,,
its
at different times of the day. It targef,d young
replacing it with ,,dollar value and more,,
aclults for
;rnd raising the
breakfast with irs gourmet coffee, ejg ,uodri.f,.r,
prices of many items as part of a bid get
and far
to
each customer to
free muffins. It attracted working uJJtt,
fo. lunch, particu_
spend more. But McDonald,s had intr.o-duced
these b;rgain
larly those who were squeezed for time, with
menus because its prices had risen over
its burgers
the years, driving
and fries. And its introduction of wraps
drew in teenagers
away customers to cheaper outlets. Over
the previous five late in the evening after
they had been partylrg.
years, about 15 percent of the chain,s
saies hai come fiom
Nevertheless, the expansion of the menu”beyond
its dollar menu, on which everything cost
the
u clotia..
staple of burgers and fries raised some fundamental
McDonald’s was trying out all options. It even
ques_
quietly
M9i, significantly, ir was nor clear jusr how far
opened a sandwich and salad shop in
Australia, a bit of a McDonald’s could
stretch its brand while keeping all of its
hybrid of Panera and Starbucks, with no ,ign
of a golden
outlets under the traditional symbol of its golden-arches.
arch or
^
]i:r:
Ronaid McDonald anywhere. eiA it recently
sigaed a deal to begin selling iti coffee in gro”ery
“They are throwing a lot of .spaghefti
fact, industry experts believed that the lo-ng_term
,tor”..
of the firm might well depend on its ability
ro compere
with rival burger chains. ..The burger category
has great
strength,” added David C. Novak, chairian’ancl
CEO
of Yuml Brands, parent of KFC and Taco Beli- .,That,s
at th! *uli, but it,.
not clear that any of it is the right spaghetti,,,
said Sara Sen_
atore, an investment analyst. ,,They have
all these thinss
going on and it’s not obvious that,s what
from McDonald’s.,,ll
In
success
.”nrr.;;;;;;;
America’s food. people love hamburgers.,,14
ENDNOTES
More Gold in These Arches?
1. Beth Kowitt. Fallen arches. Fortune,December
l,201,{, p. l0g.
2. The Economist. When the chips are down.
Even though McDonald,s had appointed
a new CEO and
made some changes in its organization,
it was not clear how
the chain could pull out of iis present
situati on. ln ZOI+, u
survey in Consumer Reporls showed that
McDonald,s cus_
tomers ranked its burgers significantly
below those of 20
competitors. McDonald,s also had the Iowest
rank in food
quality of all rated hamburger chains in
the Nction,s Re,s_
taurant 1y’ews Consumer picks survey. ,,McDonald,s
January I 0, U O I S, p. -::.
3. Pallavi Gogoi & Michael Arndt. Hamburger
hell. B usines,s Week,
March 3,2003, p. 105.
Warner you want any fruit with thatBigMac?
New york
Iiizes, February 20,200-5, p. g.
.1. Melanie
5. Stephanie Stronr. McDonalrl,s trims jts
July 27,2011,p.87.
6. Janet Adamy. McDonald,s coffee strategy
is tough seli. Wall Street
JournaL, October 27, 200g, p. 83.
has
a huge image problem in America,,,
saiO fohrrCorOon, a
restaurant consultant. I 2
7. Ben Paynter. Super style me. Fast Company,
ll.
e aaop_
tion of a mix of outlet decor and menu items,-McDonald,s
yut. jlyir.g to targer young aclults, teenagers, children, and
rrmllles. tn spire of these effbrts, 30 percent
of sales came
October 2010, p. I07.
8. Jeremy Grant. McDonald,s to revamp
UK outlets. Financial l.imes,
February 2, 2006, p. t4.
As it tried
to make changes, McDonald,s announced
that it planned to open fewer stores in
201 5 and pare capital
investmenr to $2 biilion, the least in
more tt u.i*. y”u.r.
was already rryirrg our a variery oi ..rrui”gi.,
in
f,:rnmove
away from burgers and increase its
lo
appeal
“ro:l
to different segments of the market. Through
tt
Happy Med. 1r/er yorkTinrcs,
9. Bruce Horovitz. McDonald,s ventures
beyond burgers to duds, toys.
USA Today, November Il. 2003. p. 6F..
10. Bruce Horovitz. McDonald,s sales
down, but better than expected.
r
USA Toduy. orenrber I l. 2014. p.
68.
1
l. Stephanie Strom. McDonald’s tests custom burgers
concepts as sales drop. Nevy york Times,
12. The Econonirl, op. cit., p. 54.
13. Kowitt, op. cir.. p. I 10.
and other new
January 24,201 5, p. 83.
14. Juiie Jargon. McDonald,s is feeling
fiied. Wall Street Journal
November 9, 2012, p.82.
eASf ;5 :: MCDONALD,S CIBB

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