growth‚ and has been able to successfully increase revenues and profits in spite of much negative publicity and an increasingly health conscious public. We apply Porter’s 5 Forces as an analytical framework for assessing McDonald’s competitiveness strategies in fast food market. 1. Threat of New Entrants: Low Although it is not too expensive to start up a fast food restaurant‚ but fast food industry is already a well-established market. Therefore‚ infant businesses which want to enter into this market
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Broad Differentiation Some important tactics necessary to gain and maintain perceived uniqueness: 1. Developing innovative products/services for broad range of customers Zara creates a “fast fashion” concept which getting designs to customers quickly. It has more style than Gap‚ faster growth than Target‚ and logistical expertise rivaling Wal-Mart. 2. Significant investments in Marketing‚ Technology Development‚ Procurement & Customer Service ZARA takes just two weeks to get a new design
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ASSESSING THE QUALITY OF E-COURSES Jeanne Schreurs ‚Universiteit Hasselt‚ Belgium ‚Rachel Moreau‚ Universiteit Hasselt‚ Belgium Abstract The EFQM model of quality management is a universal model and is applied in this paper in the school context for the organisation of e-courses. We identified some quality criteria in this EFQM school quality model. We defined a simplified e-learning EFQM model supporting the evaluation by the learner. Based on it a questionnaire has been structured that can
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operations of a multinational fast food chain such as the McDonalds? Cultural differences though difficult to observe and measure are very important‚ especially when doing the business in the foreign markets. Failure to comprehend these differences can lead to embracing missteps‚ strain relationships and impact the business performance. Therefore‚ It appears as if catering to the Indian culture and preferences is part of McDonald’s grand strategy to penetrate deep in the huge Indian market. Also
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McDonalds and Ecommerce How can e-commerce provide a competitive advantage for McDonald’s? McDonald’s is a terrific example of utilizing e-commerce to provide a competitive advantage for it organization globally (nationally and internationally). Basically‚ competitive advantage for an organization can be viewed as being able to have the ability to stay ahead of the competition essentially in terms of product differentiation‚ focus and cost leadership. Through utilizing e-commerce strategies‚ McDonald’s
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functions so any product that specialize In one of those individual functions can also be termed as a substitute. Buyer power Buyers bargaining power is high because of the following reasons: * More choice of products and very limited differentiation of those products * Elastic demand- demand is highly sensitive to economy * Less asymmetric information-buyers have all the required information * Less switching costs: This depends on the country and type of mobile plans provided
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McDonald’s Internal and External Stakeholders We will do task 1-4 as a class and you will do task 5 in pairs. It is impossible for any business to meet the demands of all its stakeholders - they invariably conflict. So what they must do is to find a way of prioritizing stakeholder demands and thus balancing out these competing requirements. This involves judgment. It can be argued that there is no scientific way of doing this‚ someone in the organization has to make a decision and this decision
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application of strategy‚ management and marketing theories. 1. Introduction McDonalds is the world’s largest chain of hamburger restaurants‚ currently it serves around 68 million customers per day in 119 countries. One of the countries that it has moved to more recently is China; it opened its first restaurant in Shenzhen in 1990. This report will explore the various aspects associated with the move of McDonalds to China‚ including; the culture difference‚ the growth strategy‚ the marketing strategy and
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McDonald’s India was incorporated as a wholly owned subsidiary – McDonalds India Pvt Ltd (MIPL) in 1993. In April 1995‚ the wholly owned subsidiary entered into two 50:50 joint ventures. The first with Connaught Plaza Restaurants (Mr Vikram Bakshi) to own and operate the Delhi restaurants‚ and Hardcastle Restaurants (Mr Amit Jatia) to own and operate the Mumbai outlets. This marked the beginning of an incredible era in the international McDonalds timeline. It was the beginning of remarkable growth‚ lengthy
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macro-environmental factors in India. To give some more debt to this answer‚ I found it convenient to use the PESTEL analysis as a tool to identify the key macro-environmental factors that were relevant for McDonalds when they entered India‚ and then shortly comment on each of them what McDonalds did that was so good. Political/Legal Until the early 1990s‚ India’s political parties were critical of foreign companies operating in India. After that the market opened more up‚ but still the political
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