麦当劳案例分析英文

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CASESTUDYThemainexperiencethesuccessoftheMcDonald'srestaurants(1)-QSCVmarketingidea;(2)astrongnewproductdevelopmentwork,toinnovate,tomaximizemeetthenewrequirementsofthecustomers,enhancecompetitiveness;(3)increaseadvertisingcostsgreatly,thereisnodoubtthatMcDonald*shugeadvertisingexperisesisitcontinuetotheeffectivemeasurestomaintaintheleadingpositioninthefoodindustry;(4)standardizedmanagement;(5)・thefranchiseandchainoperationmanagementmode,namelythecompanysalebranchfranchiseof20years,strictlyforS,Q,Cstandardization,highdispersionofbranchcanbeindependentmanagementmode.Q(Quality)representtheQualityoftheproduct.Breadisnotroundandunevenwithoutincision;Milkplasmareceivingtemperaturebelow4°C,highoncereturn;Apieceofburgerstopassmorethan40qualitycontrolinspection.S(Service)onbehalfoftheService,includingshopbuildingfastiscomfortable,theoperatingtimeofconvenience,Serviceattitudeofsalesstaff,etc.SmileisafeatureofMcDonald's,alltrainingmembershowsmilingface,lively,brightandcustomertalk,work,makecustomersfeelsatisfied.C(Cleanliness)onbehalfoftheclean.McDonaid'semployeesinthespecification,thereisaprovisionwhichis"ratherthanagainstthewalltorest,gotupandclean”，tenthousandthousandsofstoresaroundtheworldallemployeesmustcomplywiththisprovision.Employeesbeforemountguardoperationmustbestrictlywithhandsanitizerdisinfectionsterilization,handskneadforatleast20secondsandthenrinse.V(Value)representtheValue.McDonald'sfoodnutritionthroughscientificratio,nutritionisrich,thepriceisreasonable.Letthecustomerenjoyfastfoodnutritioninthecleanenvironment,thisiscalled”value".McDonald'sisthemostsuccessfulfastfoodchainintheworldtoday,in72countriesatpresentsetupmorethan14000,28millioncustomersaday,andwithanaverageof7.3hourseachnewopenarestaurantwiththespeedofdevelopment.Andcustomerswalkintoanyplace,anyaMcDonald'srestaurant,youwillfindthatthebuildingexterior,interior,foodheretospecificationsandtheattendantmanners,clothingapparel,andmanyotheraspectsarestrikinglysimilar,cangivecustomerstheenjoymentofthesamestandard・Thecorrespondingcountermeasures(1)McDonald'sordinarystaffwagesarelower,turnoverrateofnearly50%, thishastodowiththepaceoftheMcDonald'sglobalexpansionhasaninevitablerelationshiptoofast,employees,andalotofmoneyforbusinessexpansion,employeewelfaretreatmentcanreduceobviously,basedonthis,McDonald'sshouldbeappropriatelyraisewelfaretreatmentofordinarystaff,atthesametime，strengthentheconstructionofenterpriseculture,strengthenthecompany'shumanisticcaretoemployees.(1)forasingleMcDonaldfsdirection,theproblemofrisk,thenextMcDonald'sshouldbekeepinthefast-foodindustryestablishedonthebasisofthefirsttoperipheralindustryintothefastfoodindustry,graduallytransition^cross-industryinvestmentagain,canbeinthehotel，realestate,toysandotherindustries,spreadrisk,willbebuiltintoaMcDonald'sfastfoodasthecoreofintegratedcompanies*(2)astheMcDonald'sstore,themoretheexpansionsoon,othercompetitorspaceofexpansionisnotslow,andfastfoodmarketcapacityislimited,thisleadstotheincreasingcompetition,andevensomecountriesandregionshavehotsup9inthefaceofsuchsituation,McDonald'sshouldbegoodtostrengthentheirowncompetitiveadvantageandmarketpositiononthebasisofsteady,plannedexpansion,atthesametime,constantproductinnovationandmarketinginnovationtoattractcustomers,enhancemarketcompetitiveness.Inadditiontointensifyadvertisingdelivery,strengthenthecompany'sinternalmanagementsysteminnovation.(3)hasrepeatedlybyRevelationsofMcDonald'sfoodisnothealthy,obviouslynowMcDonaldfsmoreorlessinthetrustcrisis,forthiskindofsituation,ontheonehand,McDonald'sshouldstrengthenthesupervisionoffoodsafetyandquality,formingasetofcompletequalitysupervisionsystem,fromthesourcetoeliminateharmfulfood,ontheotherhand,McDonald'sshouldrollouthasahighnutritionalvalueoffood,theamountoffat,saltlessofcertainfoods.CUSTOMERIsnotonlyinChina,McDonald's(project)intheUnitedStateshaslostmoreandmorecustomers,especiallytheyoungpeople.Disasterwillneverwalkalone.Fuxi(project)eventsofJulytotheperformanceofMcDonald'sChinahasbroughtthehugeimpact,McDonald^nowfacesamuchmoreprofoundproblem-theUnitedStatesarefewerandfeweryoungpeopletovisitMcDonald*s.Technomicfoodindustryresearchinstitutions,accordingtonewdatasinceearly2011, thenumberofmonthlydinneratMcDonald's，19to21consumersfellby12.9%.Astheworld'slargestrestaurantchaininstitutions,thecoreofMcDonald^customershasalwaysbeenintheir20sand30softheconsumers.YoungcustomersreduceperformanceinfluencehasbroughtobvioustoMcDonald's.InJuly,McDonald'sglobalsame-storesales2.5%decline,thisisthebiggestdropsince2OO3.IntheUnitedStates,theopeningtimetomeetandexceed13monthsofMcDonald'sstore'ssaleshavebeenfallingsincethebeginningoftheyear.ForMcDonald's，itisabiggerproblemthanfuxievents.Youngcustomersreduce,notbecausetheynolongerlikefastfood.IsalsoaTechnomicdata,inthesameperiod,consumersareturningtootherleisurefood,monthlyvisitstocustomers,19to21，consumershaveincreasedby2.3%,22toconsumers,37,increasedby5.2%.ThenwhydomoreandmoreyoungpeoplenolongerlikeMcDonald,s?innovationThecoreofMcDonald'sproductshasalwaysbeenaburger,suchasthebigMACandfries,accountedfor40%oftotalsales.Butinrecentyears,thecompany*sproductinnovationtoawrongdirection:launchedawidevarietyofnewproducts,buttherearefewsuccessfulinnovativeproducts.Thisistypicalofbigcorporateinnovation,andisinvalid.SoitiseasytounderstandwhyyoungpeopletiredofMcDonaldfs.trendAsayoungmanofthebrand,McDonald'shaslead,butnotnow.Seenowyoungpeoplefascinated bythosethings:mobilephones,socialnetworking,onlineshopping,games,McDonald'smoreoftenisalively.WanttothinkyougotoaMcDonald'scando?Slowly,needtoregister,limitedwi-fi,andmoreandmorelongwaitingtime.marketingSameasaconsumerbrand,winbusinessnetworkMcDonald's(project)isnotagooduseofmobilephonesandmobileInternetbringsopportunity.McDonald'scandoistoprovideorderofApp，butforgreaterunderstandingandconnectionofconsumersinadequateinvestmentopportunity.Evenintraditionalmarketing,McDonald'salsobehaveisn'tgoodenough,itishardtoimaginethe"ChinesegoodvoicenandnwheredadHthemainstreamprogramcan'tseetheMcDonald*sinthemainsponsorofthisbrand.Priortotheeventsinthefuxi(project),McDonald'sChinastillenjoyhigh-growthbenefitsbroughtbythemarket.McDonald'ssetupshopinChinalastyear,275,itsglobalMcDonald'satthesametimeopenashoptherecordforthefastestgrowing,McDonaldfsChinastoreplansfor300thisyear.Foranyenjoymarketbenefitsofcompany,ignorethechangeofthemarketwillbethelargestcostinthefuture.BoththeChinesemarket,andtheglobalmarket,andnowisaperiodofmarketenvironmentchanges.EvenMcDonald'sstabilitybetterfastfoodcompany,alsoneedtomakeagreatadjustmenttoadapttomarketchangesJnthepastfewyears,McDonald'shasmadeaboldattemptonthe product.Since2006,successivelyintroducedthesnackwrap,McAfee,freshfruitsmoothieandicedcoffeeandotherproducts.Lastyear,McDonald'sattemptstoreachedaclimax,launchedaseriesofnewproducts.OnlyinChina，McDonald'shas17kindsofHamburg,15kindsofdrinks.ToomanyproductstoMcDonald'shasbroughtmanyproblems,includingsupplychainbecomemorecomplex,customerwaitingtimeislonger,butthemostimportantthingistomakeMcDonald'slostfocus.McDonald'schiefoperatingofficerFangZhenyusaidpubliclyinJanuarythisyear,thecompany''frequencyoftoomuch，tolaunchnewproductsquickly,somanynewproductsbringmorecomplexity,leadtothedevelopmentofour(in2013)."Toknowinthe1940s，McDonald'sonthemenuisonly9kindsoffood,includinghamburgers,cheeseburgers,softdrinks,milk,coffee,chipsandpie.Foranycompany,productinnovationdoesnotmeanthatthenumberofaccumulation,alsoisnotjusttojointhelocalizationoftheelement.Agoodproductistolettheuserfeelexcitedandimpulsive,foodshoulddothis.ButforMcDonald's，theneedtochangeisnotjustaproduct.Deeperproblemsfacingthecompanyishowtoreshapetheirbrand,letyourselftobecomeafriendlyandattractivedestinationfortheyoung.Thissocialchangetoofast,andtheyoungmanhappenstobethemostsensitivethatagroupofpeople.Ifyoucan'tunderstandtheircustomersandmakeachange,thenastrong brandwillbecollapsed.Businessislikethat.不仅是在中国，麦当劳（u题阅说）在美国本土也流失了越來越名的顾客，尤其是年轻人。灾难从来不会独行。7月的福喜（专他阅欣）事件给麦当劳中国的业绩带来了巨大的形响，现在麦当劳乂面临一个更深远的大问题一美国本土的年轻人越來越少光顾麦当劳了。食品行业研究机构Technomic城新的数据显示，2011年年初以来，在麦当劳的月度就餐人数中，19至21岁的消费者减少了129%。作为全球姒大的餐饮连锁机构，麦当劳的核心顾客群体一直都是二三十岁的消费者。年轻顾客的减少己经给麦卅劳带來了明显的业绩影响。7月，麦、”|劳全球同店销售额出现了2.5%的跌幅，这是口2003年以來的最大跌幅。在美国，开业时间达到和超过13个月的麦当劳店面今年年初以來的销售额-路走低。对于麦当劳来说，这是一个比福喜事件更大的问题"年轻顾客减少，并不是因为他们不再喜欢快餐了。同样是TechnomiC的数据，在同期，消费者开始转向其他休闲快餐，每月造访的顾客中，19至21岁的消费者增加了2.3%,22至37岁的消费者增加了5.2%。那么，越来越多的年轻人为什么不再喜欢麦当劳了呢？创新麦当劳的核心产品一向是汉堡（如巨无錨）和兽条，占到了总销侶额的40%。但最近几年，麦当劳的产品创新走上了一个错误的方向：推出了种类繁零的新产品，但很少有称得上成功的创新产品。这是典型的大公司创新，多而无效。这样很容易理解年轻人为什么会厌倦麦当劳。潮流作为一个年轻人的品牌，麦当劳曾引领潮流，但现在却不是。看看现在年轻人着迷的那些事物：手机、社交、网购、游戏，麦当劳史名时候就足凑个热闹。想想你去了一家麦当劳能干啥？很慢、需要注册、限时的Wi-fi,以及越來越长的等待时间。营销同样作为一个消费品牌，麦当劳（专题鬧伏）并没有很好地利用手机和移动互联网帯来的机会。冃前麦当劳能做到的就是捉供点餐的App,却对更大的深入了解和连接消费者的机会投入不足。甚至在传统的营销中，麦当劳也表现得不够好，很难想象在《中国好声音》和《爸爸去哪儿》这种主流节口的主赞助商中看不到麦当劳这样的品牌。在福喜（b题习.，）爭件Z前，麦当劳中国还在享受这个市场帶來的高成长福利。麦当劳去年在中国开店275家，创下了全球麦当劳同期开店增速最快的纪录，今年麦当劳中国的开店计划为300家。对于任何享受市场福利的公司來说，忽略市场的变化会是未來最大的成木。无论是中国市场，还是全球市场，现在都是一个市场环境巨变的时期。即使是麦当劳这样稳定性更好的快餐公司，也需要做出巨大的调整以适应市场的变化。过去儿年，麦当劳在产品上做出了大胆的尝试°自2006年以來，先后推出了快餐卷、麦咖啡、鲜果奶昔和冰咖啡等产品。去年，麦当劳的尝试更是达到了一个高潮一推出了一系列的新产品。仅在中国，麦当劳就有17种汉像，15种饮料。产品太多给麦当劳带來了众第的问题，包扌舌供应链变得更复杂、顾客等待时间更长，但最巫要的是让麦当劳失去了亟点。麦当劳首席运营官方振宇今年1月曾公开表示，公司“新产品太多、推出频率太快，太多新产品带來了更多复杂性，导致我们（在2013年）的发展并不顺利。”要知道1940年代，麦当劳的菜单上只冇9种餐点，包括汉堡、芝士汉堡、软饮料、牛奶、咖啡、炸落片和馅饼。对任何一个公司来说，产品创新并不意味着数量上的堆积，也不仅仅是加入本地化的元素。一个好的产品是要让用户感到 兴奋和冲动，食•品更应该做到这-点。不过对于麦当劳来说，需要改变的不仅仅是产品。这个公司面临的更洙层的问題是如何垂塑自己的品牌，让自己重新变成一个对年轻人友好且充满吸引力的冃的地。这个社会变化太快了，而年轻人恰好是最敏感的那-•群人。如果你不能理解自己的客户并为之做出改变，那么再强大的品牌也会轰然倒塌。商业就是这样。