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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return. 1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson read the report, he wondered how McDonald’s could win again. This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012. He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2 Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience and introduced new menu items that appealed to a more diverse customer base. 3 Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner, had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv- ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4 Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs, McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper- ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers. In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors such as Burger King, Wendy’s, and Taco Bell h ...
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return. 1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson read the report, he wondered how McDonald’s could win again. This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012. He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2 Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience and introduced new menu items that appealed to a more diverse customer base. 3 Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner, had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv- ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4 Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs, McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper- ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers. In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors such as Burger King, Wendy’s, and Taco Bell h.
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return. 1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson read the report, he wondered how McDonald’s could win again. This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012. He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2 Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience and introduced new menu items that appealed to a more diverse customer base. 3 Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner, had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv- ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4 Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs, McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper- ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers. In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors such as Burger King, Wendy’s, and Taco Bell h ...
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return. 1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson read the report, he wondered how McDonald’s could win again. This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012. He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2 Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience and introduced new menu items that appealed to a more diverse customer base. 3 Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner, had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv- ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4 Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs, McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper- ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers. In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors such as Burger King, Wendy’s, and Taco Bell h.
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
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1-HISTORY: Richard and Maurice McDonald were pioneers of McDonald’s and the quick service restaurant industry. Ray Kroc was the founder of McDonald’s Corporation. McDonald’s success today is rooted in the work of all three. In the late 1940s, Dick and Mac McDonald’s pioneers of McDonald’s were searching for a way to improve their little drive-in restaurant in San Bernardino, California, U.S.A.; they invented an entirely new concept based upon speed service, low prices, and big volumes. Word of its success spread quickly, in 1952 they had more than 300 franchising inquiries a month from all over the country. Joining of Ray Kroc in 1954, and foundation of the company that evolved into McDonald’s Corporation was the major turning point in the history of McDonald’s. McDonald’s is now the largest and best-known foodservice retailer. 2-INTRODUCTION: McDonald’s is the worlds leading foodservice retailer with more than 30,000 restaurants in 121 countries serving 47 million customers each day. It is one of the worlds most well-known and valuable brands and holds a leading share in the globally branded quick service restaurant segment of the informal eating-out market in virtually every country in which they do business. 3-MISSION STATEMENT: “Don’t worry about making money Love what you are doing and always put the customers first…… And success will be yours!” 4-OBJECTIVE: “To satisfy the internal customers because they are the window to the external customers.” 5-HRM IN MCDONALDS: McDonald’s is divided into five regions in the world, which are further divided into sub regions. As this organization is internationally owned, so all its decisions is taken from the head office, but they somehow changed to suit the different cultural backgrounds of the region. As an organization is known by its well groomed and intelligent staff at to support and maintain its best quality at every level, so McDonald’s is also very careful when hiring for an employee. For that reason, its HR department is very efficiently working to make sure the best is hired. Here 95% of the workforce is restaurant based while 5% of it is in the official running of the organization. 6-RECRUITMENT: McDonald’s corporation fills its position by: Internal Sources External Sources INTERNAL SOURCES: Filling open positions with current employees are often best source of candidates. At McDonalds job posting technique is used which means it publicizes an open job to employees and listing the job attributes like qualification, work schedule and pay rates. EXTERNAL SOURCES: External sources used by McDonalds are: "Advertisement in Newspapers "Advertisement on Website "Internships 7-CONCLUSION: McDonalds is one of the largest fast food companies in the world. • They continue their path for success by keeping their consumers in mind regarding their product selection as well as their prices. • They encourage their employees to do a good job, usually promotes from within, and offers several scholarship
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McDonald’s Corporation By Frank T. Rothaermel & John Kim September 1, 2017. Steve Easterbrook walked into his office in the McDonald’s corporate headquar-ters in Oak Brook, Illinois. Now two and a half years into the job of McDonald’s CEO, he is starting to see some of his early turnaround initiatives show results. His thoughts turned to Don Thompson, his predecessor and friend. Thompson was in the top job for less than three years, overseeing a more than four percent decline in customer traffic in 2014. In spring 2015, Thompson retired. Easterbrook hoped to avoid this fate. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. Easterbrook had not taken personal joy in seeing either his friend and mentor, or the company they both loved, struggle. Rather, he had hoped to take the helm at the company at its peak and then take it to new heights—not inheriting the corporate giant in a turnaround situation. The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all its competitors while benefitting from the fallout of the great recession (2008–2010) as more custom-ers flocked to its low-cost meal options. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent annual return. The company went from first to last in twelve brief months. In 2012, McDonald’s’ sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum three percent goal, while operating income growth was just one percent compared to a goal of six to seven percent.3 Things went from bad to worse. Sales continued to decline over the next two years. Net income in 2014 fell almost 15 percent to $4.76 billion, representing the company’s first annual drop in “like-for-like” sales since 2002.4 By early 2015, McDonald’s shares had dropped below their 2012 price point, while the overall market was up by 50 percent.5 Things were not much better overseas. The weak global economy was a further drain on domestic sales.6 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from other countries, but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers.7 Asian sales were still recovering from a 2014 scandal, where a major Chinese meat supplier had been accused of selling expired meat to McDonald’s restaurants. European sales were also soft due to political problems in Russia. Several McDonald’s outlets had “failed” inspection and been shut down in retaliation for U.S. sanctions against Russia. Thompson had already tried revitalizing the menu (e.g., with the McWrap), eliminating poorly selling items, increasing customization, and restructuring U.S. operati.
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McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docx
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McDonald’s Corporation By Frank T. Rothaermel & John Kim September 1, 2017. Steve Easterbrook walked into his office in the McDonald’s corporate headquar-ters in Oak Brook, Illinois. Now two and a half years into the job of McDonald’s CEO, he is starting to see some of his early turnaround initiatives show results. His thoughts turned to Don Thompson, his predecessor and friend. Thompson was in the top job for less than three years, overseeing a more than four percent decline in customer traffic in 2014. In spring 2015, Thompson retired. Easterbrook hoped to avoid this fate. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. Easterbrook had not taken personal joy in seeing either his friend and mentor, or the company they both loved, struggle. Rather, he had hoped to take the helm at the company at its peak and then take it to new heights—not inheriting the corporate giant in a turnaround situation. The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all its competitors while benefitting from the fallout of the great recession (2008–2010) as more custom-ers flocked to its low-cost meal options. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent annual return. The company went from first to last in twelve brief months. In 2012, McDonald’s’ sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum three percent goal, while operating income growth was just one percent compared to a goal of six to seven percent.3 Things went from bad to worse. Sales continued to decline over the next two years. Net income in 2014 fell almost 15 percent to $4.76 billion, representing the company’s first annual drop in “like-for-like” sales since 2002.4 By early 2015, McDonald’s shares had dropped below their 2012 price point, while the overall market was up by 50 percent.5 Things were not much better overseas. The weak global economy was a further drain on domestic sales.6 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from other countries, but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers.7 Asian sales were still recovering from a 2014 scandal, where a major Chinese meat supplier had been accused of selling expired meat to McDonald’s restaurants. European sales were also soft due to political problems in Russia. Several McDonald’s outlets had “failed” inspection and been shut down in retaliation for U.S. sanctions against Russia. Thompson had already tried revitalizing the menu (e.g., with the McWrap), eliminating poorly selling items, increasing customization, and restructuring U.S. operati.
McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docx
McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docx
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return. 1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson read the report, he wondered how McDonald’s could win again. This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012. He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2 Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience and introduced new menu items that appealed to a more diverse customer base. 3 Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner, had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv- ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4 Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs, McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper- ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers. In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors such as Burger King, Wendy’s, and Taco Bell h ...
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return. 1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson read the report, he wondered how McDonald’s could win again. This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012. He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2 Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience and introduced new menu items that appealed to a more diverse customer base. 3 Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner, had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv- ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4 Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs, McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper- ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers. In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors such as Burger King, Wendy’s, and Taco Bell h.
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return. 1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson read the report, he wondered how McDonald’s could win again. This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012. He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2 Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience and introduced new menu items that appealed to a more diverse customer base. 3 Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner, had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv- ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4 Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs, McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper- ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers. In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors such as Burger King, Wendy’s, and Taco Bell h ...
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual Report that was to be released to McDonald’s shareholders the next day. This year had been a disappointment compared to the company’s past success. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the economic recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return. 1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in just 12 brief months (see Exhibit 1 ). As Thompson read the report, he wondered how McDonald’s could win again. This was not good news for Don Thompson, who became Chief Executive Officer (CEO) in July of 2012. He replaced the popular Jim Skinner, who had been with the company for over 40 years. Skinner had guided McDonald’s through the last decade with his “Plan to Win,” which was fundamental to McDonald’s continued growth in a challenging economic environment. Breaking from McDonald’s historical emphasis on new store growth, Skinner emphasized the importance of improving the food, service, and atmosphere at existing stores. 2 Instead of accumulating real estate, he modernized McDonald’s restaurants to create a more café-like ambience and introduced new menu items that appealed to a more diverse customer base. 3 Thompson, who served as Chief Operating Officer (COO) and President of McDonald’s USA under Skinner, had successfully implemented the first stages of “Plan to Win.” Now as CEO, his job was to build upon Skinner’s success and continue to foster McDonald’s growth by focusing on three strategic goals: (1) optimizing and evolv- ing the menu; (2) modernizing the customer experience; and (3) broadening accessibility to the brand. 4 Thompson knew that early results were well below expectations. In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003. 5 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent). 6 Sales declined yet again in January and February of 2013. 7 Despite stock prices at relative highs, McDonald’s was struggling to convince its cash-strapped customers to purchase more food, which was hamper- ing the company’s free cash flows. Meanwhile, the weak global economy was dragging down its meager gains in domestic sales. 8 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from overseas, 9 but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers. In addition, the company faced tough competition on multiple fronts. Traditional quick-service competitors such as Burger King, Wendy’s, and Taco Bell h.
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
tarifarmarie
Project Presentation
CM Case Study Spring 2022 - V2.pdf
CM Case Study Spring 2022 - V2.pdf
AbdallahElOmda
STRATEGIC ANALYSIS OF McDonalds
McDonald's Strategic Analysis
McDonald's Strategic Analysis
NAMI TAHERI
1-HISTORY: Richard and Maurice McDonald were pioneers of McDonald’s and the quick service restaurant industry. Ray Kroc was the founder of McDonald’s Corporation. McDonald’s success today is rooted in the work of all three. In the late 1940s, Dick and Mac McDonald’s pioneers of McDonald’s were searching for a way to improve their little drive-in restaurant in San Bernardino, California, U.S.A.; they invented an entirely new concept based upon speed service, low prices, and big volumes. Word of its success spread quickly, in 1952 they had more than 300 franchising inquiries a month from all over the country. Joining of Ray Kroc in 1954, and foundation of the company that evolved into McDonald’s Corporation was the major turning point in the history of McDonald’s. McDonald’s is now the largest and best-known foodservice retailer. 2-INTRODUCTION: McDonald’s is the worlds leading foodservice retailer with more than 30,000 restaurants in 121 countries serving 47 million customers each day. It is one of the worlds most well-known and valuable brands and holds a leading share in the globally branded quick service restaurant segment of the informal eating-out market in virtually every country in which they do business. 3-MISSION STATEMENT: “Don’t worry about making money Love what you are doing and always put the customers first…… And success will be yours!” 4-OBJECTIVE: “To satisfy the internal customers because they are the window to the external customers.” 5-HRM IN MCDONALDS: McDonald’s is divided into five regions in the world, which are further divided into sub regions. As this organization is internationally owned, so all its decisions is taken from the head office, but they somehow changed to suit the different cultural backgrounds of the region. As an organization is known by its well groomed and intelligent staff at to support and maintain its best quality at every level, so McDonald’s is also very careful when hiring for an employee. For that reason, its HR department is very efficiently working to make sure the best is hired. Here 95% of the workforce is restaurant based while 5% of it is in the official running of the organization. 6-RECRUITMENT: McDonald’s corporation fills its position by: Internal Sources External Sources INTERNAL SOURCES: Filling open positions with current employees are often best source of candidates. At McDonalds job posting technique is used which means it publicizes an open job to employees and listing the job attributes like qualification, work schedule and pay rates. EXTERNAL SOURCES: External sources used by McDonalds are: "Advertisement in Newspapers "Advertisement on Website "Internships 7-CONCLUSION: McDonalds is one of the largest fast food companies in the world. • They continue their path for success by keeping their consumers in mind regarding their product selection as well as their prices. • They encourage their employees to do a good job, usually promotes from within, and offers several scholarship
McDonald's Report.pptx
McDonald's Report.pptx
RidaAsif24
Case study during an internship with IIM professor Sameer Mathur.
Mc donald's
Mc donald's
Prateek Pushpendra
hi evryone!
Management project by Arid aggriculture Bscs 2B students
Management project by Arid aggriculture Bscs 2B students
rehansyed89
This is a case study submitted to Prof. Sameer Mathur during Marketing Internship.
Mc donald’s Case Study
Mc donald’s Case Study
Apoorva S
Role of HRM in McDonalds and all other terms related to HR
McDonald's HRM
McDonald's HRM
mahrukh rafique
McDonald’s Corporation By Frank T. Rothaermel & John Kim September 1, 2017. Steve Easterbrook walked into his office in the McDonald’s corporate headquar-ters in Oak Brook, Illinois. Now two and a half years into the job of McDonald’s CEO, he is starting to see some of his early turnaround initiatives show results. His thoughts turned to Don Thompson, his predecessor and friend. Thompson was in the top job for less than three years, overseeing a more than four percent decline in customer traffic in 2014. In spring 2015, Thompson retired. Easterbrook hoped to avoid this fate. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. Easterbrook had not taken personal joy in seeing either his friend and mentor, or the company they both loved, struggle. Rather, he had hoped to take the helm at the company at its peak and then take it to new heights—not inheriting the corporate giant in a turnaround situation. The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all its competitors while benefitting from the fallout of the great recession (2008–2010) as more custom-ers flocked to its low-cost meal options. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent annual return. The company went from first to last in twelve brief months. In 2012, McDonald’s’ sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum three percent goal, while operating income growth was just one percent compared to a goal of six to seven percent.3 Things went from bad to worse. Sales continued to decline over the next two years. Net income in 2014 fell almost 15 percent to $4.76 billion, representing the company’s first annual drop in “like-for-like” sales since 2002.4 By early 2015, McDonald’s shares had dropped below their 2012 price point, while the overall market was up by 50 percent.5 Things were not much better overseas. The weak global economy was a further drain on domestic sales.6 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from other countries, but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers.7 Asian sales were still recovering from a 2014 scandal, where a major Chinese meat supplier had been accused of selling expired meat to McDonald’s restaurants. European sales were also soft due to political problems in Russia. Several McDonald’s outlets had “failed” inspection and been shut down in retaliation for U.S. sanctions against Russia. Thompson had already tried revitalizing the menu (e.g., with the McWrap), eliminating poorly selling items, increasing customization, and restructuring U.S. operati.
McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docx
McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docx
jessiehampson
McDonald’s Corporation By Frank T. Rothaermel & John Kim September 1, 2017. Steve Easterbrook walked into his office in the McDonald’s corporate headquar-ters in Oak Brook, Illinois. Now two and a half years into the job of McDonald’s CEO, he is starting to see some of his early turnaround initiatives show results. His thoughts turned to Don Thompson, his predecessor and friend. Thompson was in the top job for less than three years, overseeing a more than four percent decline in customer traffic in 2014. In spring 2015, Thompson retired. Easterbrook hoped to avoid this fate. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. Easterbrook had not taken personal joy in seeing either his friend and mentor, or the company they both loved, struggle. Rather, he had hoped to take the helm at the company at its peak and then take it to new heights—not inheriting the corporate giant in a turnaround situation. The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all its competitors while benefitting from the fallout of the great recession (2008–2010) as more custom-ers flocked to its low-cost meal options. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent annual return. The company went from first to last in twelve brief months. In 2012, McDonald’s’ sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum three percent goal, while operating income growth was just one percent compared to a goal of six to seven percent.3 Things went from bad to worse. Sales continued to decline over the next two years. Net income in 2014 fell almost 15 percent to $4.76 billion, representing the company’s first annual drop in “like-for-like” sales since 2002.4 By early 2015, McDonald’s shares had dropped below their 2012 price point, while the overall market was up by 50 percent.5 Things were not much better overseas. The weak global economy was a further drain on domestic sales.6 When the dollar was relatively weak, it had been an asset for the company to generate almost 70 percent of its revenues from other countries, but the dollar’s current strength made McDonald’s trademark products even more expensive for its international consumers.7 Asian sales were still recovering from a 2014 scandal, where a major Chinese meat supplier had been accused of selling expired meat to McDonald’s restaurants. European sales were also soft due to political problems in Russia. Several McDonald’s outlets had “failed” inspection and been shut down in retaliation for U.S. sanctions against Russia. Thompson had already tried revitalizing the menu (e.g., with the McWrap), eliminating poorly selling items, increasing customization, and restructuring U.S. operati.
McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docx
McDonald’s CorporationBy Frank T. Rothaermel & John KimSeptemb.docx
alfredacavx97
This presentation was created during a marketing internship by Prof. Sameer Mathur, IIM Lucknow.
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
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FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
FEBRUARY 24, 2013. Don Thompson looked over the 2012 Annual .docx
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