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Unformatted text preview: You Deserve A Break Today (1989-1990, concurrent with 1988 slogan)
Food, folks and fun (1990-1991)
McDonald's Today (1991-1992)
What you want is what you get (1992-1995)
Do you believe in magic? (1993-1997, Happy Meal advertising)
Have you had your break today? (1995-1997)
My McDonald's (1997)
Did somebody say McDonald's? (1997-2000)
We love to see you smile (2000-2003)
Put A Smile On (2000-2003)
I'm loving' it (2003-present India)
29 | P a g e BRANDING AND BRAND LOYALTY
When you see the golden arches, what is the first thing that comes to
your mind? Or what about when you see Ronald the clown, what comes
to your mind? Finally, what has 2 all, special sauce, lettuce salad on a
sesames bun? Hmmm« Sounds a lot like McDonald¶s knows how to
capture your attention. One of things that McDonald¶s has proved is that they are good at
building its brand loyalty. Even young children know that when you see
the golden arches that you are close to a McDonald¶s. With its
international expansion efforts, McDonald¶s has become one of the most
recognized brands world-wide. A couple of the things that has helped to
build McDonald¶s brand is their constantly changing menu and brand
packaging that meets the needs of their consumers. POSITIONING STRATEGY
McDonald¶s positions itself as the leader in quick service restaurants. In
order to maintain their standard, they have started marketing to a younger
set of persons, much in the same way that their ³I¶m Loving It´ campaign
30 | P a g e They have send out FSI¶s (free standing inserts) as designed at the end
of this report to ensure that their loyal customers will be motivated enough
to try the new campaign even though they have always loved and used
These FSI¶s will also act as a way to get customers who may have never
been to the store. Users and non-users alike will use the Club McDonalds
to their advantage. They expect that their younger target will seek out
memberships in Club McDonald¶s.
The online points-tracker and profile will add to the innovation factor. No
need of paperwork when figuring out your point totals and prize eligibility.
This is easy to use aspect of the promotion is appealing to those who
were born with computers.
Club McDonalds is targeted at younger people who are familiar with credit
cards and some of the rewards cards that are part of them. WORLDWIDE GROWTH STRATEGY
McDonald's growth strategy is based on three elements;
1. Adding restaurants.
2. Maximizing sales and profits at existing restaurants.
3. Improving international profitability.
Maximizing sales and profits
accomplished through better
development and refinement,
development and operating costs. at existing restaurants will be
effective marketing and lower Improved international profitability will be realized as economies of scale
are achieved in individual markets and as the company benefits from the
SERVICE MANAGEMENT STRATEGY
31 | P a g e If we take any fast food restaurants the customer attracts firstly through
brand and secondly with the most important thing to consider i.e. is
services offered to them.
If the services of any enterprise is not suitable to customer than it achieve
the aim that has been proposed by them.
This research describes the service management strategy employed by
McDonald's Corp. in the operation of their fast food restaurant chain.
The company's service management strategy is described within the
context of the service model. In this model, market segment, the
philosophy culture image of the company, service systems, and human
resources are considered. The service of the company is identified
through following tools:
It is the goal of McDonald's to develop the highest level of skill
among all employees. Therefore, a common training programme
has been established to develop staff and to meet the training
needs of the company.
McDonald¶s Head of Training is responsible for implementing and
directing the training programme throughout the company. Operations
Supervisors and Restaurant Management participate in the programme
and are responsible for individual restaurant
1. Each crew member receives on-the-job training in every area of the
2. Full-time staff is fully trained on all stations in the restaurant within five
months, part-time within ten months.
32 | P a g e 3. All 5-star crew members receive a Basic Certificate in Food Hygiene,
validated by the Institution of Environmental Health Offices.
BUSINESS MANAGEMENT PROGRAMME
1. A management programme for those over 21 aiming for a directroute
into restaurant management following an intensive and structured training
course. 2. All managers follow the Management Development Programme. The
first three months cover the three fundamental areas of the business:
y Food preparation
y Serving customers in clean and hygienic surroundings.
This is followed by a series of 12 training courses designed to back up
what is learnt in the restaurant and develop management,...
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- Fall '13
- Ordinary People