Download file to see previous pages...
This can clearly be understood from the figure provided below (Botticell, Pucevich, Scriptunas, & Thurston, 1999).
In the case of McDonalds, the company could have clearly reduced the performance expectation gap by avoiding the case and could have worked a way out with Morris and Steel by negotiating for an out of court settlement. This would have saved the company a whole lot of time and would have also ensured that the company and the stakeholders are not affected by the trial (Hartman & DesJardins, 2007). The trial for the company has been one of the longest and most expensive trials and this could have been easily avoided if the company used good negotiation techniques. Also, if McDonalds had implemented a stronger argument at the start of the case rather than allowing a slack in the performance, then the company would have been able to save up on time and also would have saved a lot of costs as well.
The public issues life cycle consists of four main steps, a) changing stakeholder expectations, b) political action, c) formal government action, and d) legal implementation (Botticell, Pucevich, Scriptunas, & Thurston, 1999). With the start of the public issues life cycle the company was faced with a concern that was building regarding the healthiness of the food that the company served. The leaflets acted as the drivers of the issues and this brought out the problems into public. Also, the website that Steel and Morris had developed as a protest against the company also added to the driver and led the company to be faced with higher levels of problems with the stakeholders.
As an executive of McDonalds, I would personally recruit and develop a team which would consist of people with excellent negotiation skills. Also, an attempt will be made to include people with a strong financial expertise and a law expertise. The staff of this team, irrespective of their expertise, should
...Download file to see next pagesRead More
In 2003, McDonalds reinvented its mission/vision by implementing a “Plan to win” strategy that focuses on becoming “bigger, not just better”. Action plans in implementing this strategy are to increase sales in every geographic segment of the business; to offer relevant menu to its 60 million customers per day, and to gain the confidence of stockholders by the profitability of its operation.
This policy is appropriate because it is measureable and has specificity. Its long term objectives are broken down into short term measurable targets that used product, price, promotions and place. For instance, in product, McDonald’s introduced new products and phased out old ones, and will continue to do so.
Even while the organization has over 33,000 stores worldwide they continue to expand and enjoy unparalleled industry success ("Mcdonald's -- the," 2011). The organization sells a variety of low costs foods, but has retained a central focus on hamburgers, French fries, chicken, shakes, and breakfast items.
Companies that seek to remain at the top of their industries, or even survive, need to have the favor of the customers. One of the viable ways of achieving is by presenting a positive image to the public through market, or alternatively taps the more profound aspects of their targeted market, especially those that relate to principles and morals of the public.
opening up new stores. It continued to open new stores and add new items to the menu without realizing the fact that its products were no longer selling as they were in the past.
2. Customer preferences were changing i.e. they were after for products which are fresh, nutritional as well as healthy.
These macro environmental factors are political, economic, social, environmental, and legal commonly known as Pestel. McDonald had to keep these macro environmental factors in active consideration in order to expand and establish itself successfully. Sometimes these factors become very burdensome but success demands its fulfilment.
The company depended on building more stores, and placed a large emphasis on the American, Britain, Germany, and French markets which had reached market saturation. Other fast food competitors were also providing better quality and healthier food options.
Floor running managers are subsequently followed by staff training crew. Crew members follow staff training crew. McDonalds’ is having a division organization structure at restaurant level. This structure consists of different teams
he Strengths, Weaknesses, Opportunities, and Technological (SWOT) analyses, McDonald’s has focused on re-evaluation to tackle the PESTLE aspects that could be a hindrance if not properly addressed. Competition has been extensive with the company finding it difficult to attain
2 Pages(500 words)Case Study
GOT A TRICKY QUESTION? RECEIVE AN ANSWER FROM STUDENTS LIKE YOU!
Let us find you another Case Study on topic McDonald's in the McSpotlight for FREE!