MacDonald's Marketing Paper

1993 1997 happy meal advertising have you had your

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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) Smile (2002-2003) 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 does. 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 McDonalds. 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 operations, innovation, product 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 global infrastructure. 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: TRAINING POLICY 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 results. CREW MEMBERS 1. Each crew member receives on-the-job training in every area of the restaurant. 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 Cooking 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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