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Marketing Essay 代写:麦当劳的经营战略

Marketing Essay 代写:麦当劳的经营战略




Marketing Essay 代写:麦当劳的经营战略

After a years of hard work McDonald’s has developed its customer loyalty and brand image across the world and strong financial base to counterbalance the impact of extreme competition by the similar sandwich industry players such as Subway, Burger King, Wendy’s. During early 1990s, when MacDonald’s intensified its international operations to balance the impact of growing competition in USA, its brand image became so popular outside USA that on its opening in Beijing 1992 more than 40,000 customers flooded the restaurant. Earlier in 1990, an opening of a new restaurant in Moscow drew about 30,000

throughout 1990s McDonald’s have seen many year of radical transformation in its strategic policies besides its glorious years, particularly in the later years of 1990 most of its efforts to overcome its falling performance, customer satisfaction and monetary profits resulted in further decline in brand image as well as sales. The top management launched a plan to further boost restaurants growth and diversification away from just a sandwich maker by adding no less than 40 new items in the menu. In order to achieve the target of 10 to 15 percent of profits an investment of $420 million was made to upgrade few things such as kitchen and research and development. Despite all these efforts it appeared that nothing was working to put McDonald’s back on track. (Marino, 2004, p.C215)

This was the first time when McDonald’s posted its first time ever fourth quarter loss in 2002. It is the same time when Jim Cantalupo took over the charge of the corporation and introduced “Plan to Win” strategy to win back the lost empire of unprecedented history of McDonald’s. Jim Cantalupo preferred to focus company’s generic strategy on marketing mix of the company in order to overcome the declining brand image and negative publicity experienced just before him taking over the company. His plan focused on offering customers a better experience of enjoying their fast food as compared to competitors. (Marino, 2004)


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