McDonalds is a limited company. Limited companies have their own legal identity. They can sue people and other companies and be sued themselves. Anyone wanting to establish a limited company must issue:
- A memorandum of association stating the name, aims and address of the company and the amount of capital to be raised.
- Articles of association stating the internal organisation of the company.
The registrar of companies then issues a certificate of incorporation, which permits the company to trade.
The limited company then prepares a prospectus describing the history and prospects of the firm and inviting individuals to buy their shares. Only a public limited company can advertise its prospectus. Each share allows one vote and pays one dividend (profit payment). Each year the shareholders elect a chairman and a board of directors who control the everyday running of the firm.
Section Two: Business Objectives
Objectives are the stated/desired aims of a business. They help give a business ‘direction’, but must be specific, measurable, achievable, realistic and time-limited. The objectives will vary from business to business depending on age, size, types of good/service, type of ownership, etc.
The main objectives businesses aim to achieve are profit, sales, turnover, market share, growth and survival. The specific aspects of these objectives (e.g. maximise profits, 5% growth in sales, enter a new market, keep current market share) will be determined by factors such as the state of the economy, how the business has performed in previous years, competition and other such factors.
Objectives affect each other for example, increased market share and increased sales affect each other because as sales increase, then it is likely that market share will too (as long as competitors sales don’t increase at a faster pace). Widening the product range will help add to sales and turnover, but may lessen profits initially due to the costs of development and promotion of a new product.
On McDonalds mission statement it says that it wants McDonalds to be the UK’s best quick service restaurant experience. And it will be achieved through five strategies.
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Development: Lead the Quick Service Restaurant market by a programme of site development and profitable restaurant openings.
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Our People: Achieve a competitive advantage through people who are high calibre, effective, well motivated and feel part of the McDonald's team in delivering the company's goals.
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Restaurant Excellence: Focus on consistent delivery of quality, service and cleanliness through excellence in our restaurants.
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Operating Structure: Optimise restaurant performance through the selection of the most appropriate operating, management and ownership structures.
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The Brand: Continue to build the relationship between McDonald's and our customers in order to be a genuine part of the fabric of British society.
McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness and value, so that they make every customer in every restaurant smile. To achieve their vision, McDonalds has focused on three worldwide strategies:
- Be the best employer for our people in each community around the world.
- Deliver operational excellence to our customers in each of our restaurants.
- Achieve enduring profitable growth by expanding the brand and leveraging the strengths of the McDonald's system through innovation and technology.
To see if these objectives have been meet I looked at McDonalds financial press release.
Customers: Our renewed focus on the basics – providing consistent quality, service, cleanliness and value – will help us achieve stronger results going forward. We’re excited about our new tastes menu and the increased variety it gives our customers. And we believe our service improvement initiatives will encourage customers to visit more frequently, contributing to higher sales and profit.
Employer: In the spite of the challenges in 2001, McDonalds served 46 million customers per day, an increase of more than one million customers per day compared with 2000. In addition, we added 1,319 McDonalds restaurants and 67 Partner Brands’ restaurants. In 2002, we expect to add approximately 1,300 to 1,400 McDonalds restaurants and 100 to 150 new partner brands’ restaurants.
Growth: In the UK in 2000 there were 1,117 restaurants, in 2001 there are 1,184. This is an increase of 67 new restaurants opened.
Another way to see if objectives are working is to see if profit is increasing:
- Diluted earnings per share were $0.38 for the quarter.
- Total revenues were $4.0 billion for the quarter and $11.5 billion for the nine months, up 3% and 4%, respectively, in constant currencies.
- Systemwide sales totalled $10.9 billion for the quarter and $31.0 billion for the nine months, up 1% and 2%, respectively, in constant currencies.
- During the quarter, McDonald's repurchased $154 million of its stock.
- McDonald’s announced a reallocation of capital spending for 2003, with a focus on building sales at existing restaurants and dramatically reducing traditional McDonald's restaurant additions to about 600.
These results clearly show that the business has increased its profits, up by between 1% and 2%. Although these are good, McDonalds might of set a higher target of increased profit; in which case they would need to review their objectives.
Several years ago the BSE (mad cow disease) crisis spread all over the EU, causing serious falls in profit. McDonalds blamed Europe for a 10% decline in regional sales in the last quarter (first drop of profits in 2 years). In terms of money the profits fell from $486 to $452 (a fall of $34 or £24). During this unstable time McDonalds main objective was to survive, of which they did with the introduction of vegetarian meals and increasing the consumers confidence.
Section Three: Functional Areas
The headquarters of McDonalds resides just outside Chicago, in Oak Brook, Illinois Approximately 2,800 employees provide a wide variety of support functions to the 30,000 McDonald's restaurants in 121 countries around the globe through a network of divisional, regional and local-country offices. From here the home office employees’ work to support the McDonald's System through a variety of business functions; these include:
- Corporate Affairs.
- Customer Services.
- Environmental Affairs.
- Equipment.
- Franchising.
- Graphics.
- Human Resources.
- Hygiene and Safety.
- Insurance.
- Legal.
- Marketing.
- National Operations.
- Operations Technology.
- Payroll.
- Property.
- Quality Assurance.
- New Product Development.
All business has 6 common functional areas, (with the possible exception of research & development). These are:
- Production. The function of production is to use materials to manufacture goods, or to supply a service. If production fails, the organisation as a whole will fail.
- Finance. All businesses must control their expenditure. To achieve this, the Finance Department must record all transactions, produce all financial documents and reports and deal with incoming and outgoing payments.
- Marketing. The function of marketing is to identify and anticipate customer needed. This is done though a variety of activities, including market research, advertising, promotion, packaging, pricing and distribution.
- Research & Development. The research and development function is usually found only in large organisations which try to maintain or increase their market share by introducing new products or by changing and improving existing ones. In a competitive market, companies try to stay at least one step ahead of their competitors, and the job of research and development is to enable them to do so.
- Human Resources. This function of a business is concerned with the labour factor. It deals with all aspects of recruitment, selection and training of the workforce. It is also responsible for implementing health and safety legislation at work, and for looking after the welfare of the employees. Another aspect of this function is dealing with training of staff, employee appraisal, and any disputes, complaints or grievances that might arise.
- Administration. This department’s function is to communicate with the workforce, produce all necessary documentation, keep all records apart from financial ones, and deal with all enquires.
Based in McDonald’s home office in Oak Brook, Illinois, America, these departments work with a worldwide staff, co-ordinating the activities that maintain McDonald’s position as the leading fast food restaurant in the global consumer marketplace.
If McDonalds has increased the amount of food it sells (possibly because of special offers) more food will need to be produced. They need constant communication with the production function to allow sudden increases or decreases in the amount of food to be produced. If too much food is made and not enough customers, the food will be wasted. Or if too little food is made and there are too many customers then customers will be refused any food. Both cases will lead to decreased profit. If the production function works as it should, the customers will be happy and would be more likely to return.
Finance needs to be controlled to ensure that the price they are paying for goods is low enough to sell them on at higher prices, whilst also competing with other fast food restaurants. If too much money is being spent and not enough being received the finance function will need to either increase prices or find better suppliers. The finance function allows the business to expand by making sure there is enough money.
The marketing function needs to make sure it is selling enough products, if not they would need to think up new marketing ideas to promote McDonalds food. They also need to recognise what the customer wants from McDonalds; this is done through the research & development function. These two functions are primarily created to keep customers and keep them coming back.
The human resource function makes sure that McDonalds is employing enough staff to do all the work required whilst also making sure that money isn’t being wasted. They need to keep the workforce happy, if the work force is happy then they can be paid less and therefore the business saves money.
The administration function improves energy efficiency and office recycling schemes and to reduce the impacts associated with business travel and travel to work.
Section Four: Management Style and Company Culture
There are four different types of culture a company could adopt; these include role culture, power culture, task culture and person culture. Sometimes companies choose a combination of these cultures depending on the companies’ situation and structure.
- Role Culture. This is where the jobs are more important than the people themselves. Managers have power and influence due to their status and not because of personal influence and expertise. Operations are controlled by set presages and rules. This creates a clear organisation structure which tends to be hierarchical, but the objectives may be modest, the workers are unwilling to take risks and therefore the business may not grow or succeeded as it should or react to change quickly.
- Power Culture. The leader is the one who makes the decisions and he only trusts a few key individuals who would advise on situations. The business is seen as aggressive and tough because it tends to be all about achieving results whilst not caring about how they are done. It can be very competitive in the middle management because they are all trying to get promoted closer to the leader. The advantage to this type of culture is that the company can act quickly to change in the environment.
- Task Culture. Groups or teams are put together for a specific task or job, they are focused on getting the job done. The people are chosen depending on their skill and knowledge of the task, if the right people aren’t chosen or the resources aren’t available the whole task could fall apart. This constant swapping of knowledge and skill tends to make the organisation more dynamic and adaptable to change; it is more focused on completing objectives. This culture means that there are few levels of management, so improving communication. Managers have a wide span of control and have awareness of objectives.
- Person Culture. The emphasis is on the individual instead of the company and its objectives. Each individual has their own aims and targets and group together in order to achieve them.
It is very common to see a company change their culture as the environment changes. There are four different environments, which could affect the company. These are economic, social, technological and ethical. If a business fails to change to the correct culture for the current environment they could fail.
There are four different organisational structures. These are:
- Tall. A business with many layers, from the top manger all the way to the workers on the ground.
- Flat. A business where all the workers are equal, they are all important.
- Matrix. A business structure grouping together workers from different areas for a specific project. In this structure, people with specialised knowledge and skills are put into project teams. This means that team leaders can choose the right people for a particular project, and allows employees in lower positions to participate. Every individual is responsible for his or her own work, and the line manager is the person responsible for the current project.
- Hierarchical. A system in which grades of authority are ranked one above the other. Any business structure, tall or flat in which there is a clear path from top management to lowest position in the firm. A centralised structure is one in which a top manager makes all the decisions and has total control over the way in which the operational plans are carried out. We can say, therefore, that a centralised system does not allow for delegation. There are some advantages of such a system. Senior managers are more likely to take an overall view of the business and its needs, whereas their subordinates might be concerned only with their own part of the company.
Effective leadership is what makes businesses successful, different styles suit different circumstances and the same manager can use different styles with different groups of workers. Managers can be task or people orientated and this orientation will dictate their approach to control, job design and motivation. Leaders must plan, motivate and control, but how they best do this is a question of circumstance.
There are two theories concerning management styles, these were put forward by an American psychologist McGregor.
The first of these management styles is founded upon the assumption that workers have a job just to make money. The theory X type of manager makes several assumptions about his employees:
- Workers must be supervised, or quality and quantity of output will fall.
- Workers only respect the type of boss that tells them what to do, and does so with complete authority.
- Money is the only motivator.
- Workers do not want to be involved in the decision making process.
- Workers wish to remain faceless and unknown to management.
- Workers have little ambition, they wish to remain ‘one of the boys’.
The theory Y manger believes that the reverse is true. He starts with several positive assumptions about his employees:
- Workers cannot be motivated by money alone, they seek more than financial satisfaction from their jobs.
- Workers are ambitious, willing to train, and contribute to improve their chances of promotion.
- Workers will be more efficient if they are left to their own devices. Trust breeds responsibility.
- Workers want to contribute to improving efficiency. They want to be seen, noticed, rewarded and appreciated when they work well.
Theory Y managers are likely to create an open structure, with both formal and informal paths of communication, and delegated powers. Workers will be given responsibilities and a wider range of tasks. It is likely that managers will adopt a democratic style – this is based on encouraging participation in decision making. In the case of theory Y managers the consequences for the firm will be:
- Requirement for training.
- Use of cell working – restructuring of production and service functions.
- Setting up of formal communication channels, with both vertical and lateral communication.
- Promotion structures.
- Flexible working practices.
If managers are employed who believe that workers have little or no ambition, wish to be left alone, must not be involved in the wider business environment and must be supervised if they are to maintain quality and quantity of work, then a reverse set of consequences arise. In this case these theory X managers are likely to be autocratic mangers who are objective and task setters, controlling and dictating operations. The consequences to the firm include:
- Strict control of formal methods of communication
- Tasks must be designed so they are broken down into their simplest units.
- Responsibilities must be clear and unambiguous.
- Supervisors must maintain quality.
- High level of dependence on decision making of senior management.
With these two different managers styles in mind there are five different leadership types:
- Autocratic Leadership – gives orders, which are to be obeyed without question. This type of manager can be effective when rapid restructuring is required, but to be effective he will rely upon a strictly hierarchical organisational structure.
- Directive Leadership – based on the idea that all managers in a chain of command are supervisors. The directive manager will tell their direct subordinates what their roles and tasks are and what is expected of them. They will provide a blueprint of how to do a job, and will monitor performance and achievement of standards.
- Constitutional Leadership – this type of manager consults with middle management and workers in the decision making process. Workers are involved with managers in designing their jobs and the tasks involved. Definitely a theory Y manager.
- Missionary Leadership – leaders driven by beliefs can be regarded as missionary leaders. They must have an organisation and employees behind them that also have the same set of beliefs. Management consultants and their employers are seen, more and more, as missionaries, selling their set of beliefs to those businesses that will buy into them.
- Laissez faire Leadership – the direct translation is ‘leave will alone’, and this is exactly what they do. Middle managers and workers are just left to get on with their jobs, and given the minimum of guidance, they succeed or fail on their own.
There are two sections to the McDonalds business, McDonalds Worldwide and the actual McDonalds restaurants. These two have totally different management styles and company culture.
McDonalds Worldwide is described as being very autocratic with a tall hierarchical structure and a role culture. It is a typical big American company which must succeeded at all costs. The workers consider their jobs as being very important because so much money is at stake, the higher you are in the structure the more important the job is and the more money you get paid. Because everyone is working hard to get above each other the performance is greatly increased. If performance is increase then the person responsible will move up the structure. This helps McDonalds achieve its objective of growth.
A tall structure usually creates a role culture because the workers at the bottom want to get to the top. This results in the workers thinking that their job is more important than the rest of their life and working harder then people high up in the structure so that they can get above.
McDonalds restaurants are described as being directive with a flat structure and a person culture. The workers are all considered an important part of the business, they are all equal and there aren’t massive differences in wages like there are in McDonalds worldwide. People are considered important with the staff getting proper training to do their jobs and progress up to better jobs. Workers can start at the bottom and work up the ladder to a manager’s job. This not only gives the workers ambition, but also if they do become managers they’d be able to understand points made by the workers. The workers of McDonalds restaurants are usually low paid and involves unskilful jobs; this attracts young, unmotivated poorly educated workers. This is why McDonalds chose a person culture because it gets the employees motivated about the job.
A flat structure usually creates a person culture because everyone is equal. There is no challenge to get higher because they are all on the same level. Instead of everyone competing with each other they are just trying to improve their skills and as their skills improve so does the performance of the business. The more skilful the workforce the better they can do their job. McDonalds in effect has increased the worth of a person whilst still keeping their wages low. This is helping the business achieve its objective of being a good employer in the community and also improving customer service.
These two different cultures help the business be very successful because the
McDonalds Worldwide keeps the business running in a global market, whilst the McDonalds restaurants gets the actual job done. The internal communication for both is also different because both have different cultures. In McDonalds restaurants it is easy to communicate with each other because the managers and employees work together, whilst in McDonalds Worldwide people are interested in helping themselves succeed rather than the people around them. This leads to poor communication as people don’t want other people to know certain things, otherwise they might succeed rather than themselves.
If the market in which McDonalds operates is doing well then the structure is more flexible, people might argue over the direction of the business and innovation is encouraged. Innovation and different ideas from people other than higher management in a good market helps to increase performance. If more ideas are being used then the customers will get an improved service. But if the market is performing bad then the structure is more rigid. Decisions need to made quickly without too many people involved. A poor market would lead to unemployment and low profits. This leads to an unmotivated work force where it is hard for the workers to improve themselves or get higher up in the business. More radical ideas are introduced which could dramatically change the business quickly. But in the long term if there is greater management control whilst the market is in a bad state, it is more likely that the company would survive.
Section Five: Communication and ICT
The McDonalds website is very colourful with the use of red and yellow (the corporations’ colours). It is reasonably quick to load and has an easy to use side menu to navigate. The front page uses flash to create a less static feel and also add sound to the page, but all the contents pages are done using HTML. From the site you can find out about the food they serve, adverts they are showing, company information (employment polices, franchise information, student information, restaurant development, food quality and management opportunities) and also a restaurant locator, which is very helpful. There are also several games allowing the user to interact with the site. I tried to look for ways to contact the company, but found very little information. I don’t really like the site as it uses several different media types, which makes the site look messy and hard to navigate. There are several domain endings for McDonalds web sites, with the main .com having much more history about the company.
An internal customer might use the site to find out information about what the store offers you and where they would find the nearest store to them. The effectiveness of the site could persuade the customer to choose to go to their store; especially if they show off special offers and new competitions to encourage customers to visit.
The use of computers and ICT are heavily used in McDonalds restaurants to help the manger to get up to date information and to control the restaurant’s financial and product aspects. In every restaurant there is access to the company’s intranet website. The website contains the latest news, the company’s policies, product menus and all the information needed to help a manger run a successful restaurant.
Restaurants receive the intranet through a router. The router also allows the company to upgrade the software used in all their restaurants. The upgrades help the system to be bug free and if McDonalds is changing its food range then the machines will know how to cook the food correctly without someone having to do it manually. Doing it manually would take a long time so the food in each shop would be different and McDonalds couldn’t do a countrywide advertisement campaign.
The manager doesn’t need to manually write down any financial records or enter them into a computer because since all the machines and tills are all connected up together they can automatically send sales of exactly what has been bought to the main computer to calculate. This means the manger can log on and see exactly what has been bought, how much stock they have and how much profit is being made. From the results they know when they need to order more stock and how much they expect to make in profits the next day. The computer also shows the staff wages being paid out and who is doing what shift. The whole business is basically controlled through the computer.
The managers can get in contact with anyone in the company through email. The address books are pre written so you can easily find people you would like to ask questions or get information from. This also allows information to be quickly sent to everyone in the company.
ICT has increase performance because it allows managers to quickly and easily talk to each other (even if they don’t know their email address or telephone number because it is all there on the computer). They can exchange new ideas which could improve the running of restaurants. Restaurants which are in the same areas can quickly arrange local area campaigns with each other. With the power of ICT everything has become quicker and more efficient, which then leads to improved performance and profit.
If a business has effective communication then it allows information like new ideas or policies to be exchanged quickly. The faster a business can implement ideas, the faster it can keep up with competition or even over take it. If a business can grow faster than the competition then it will increase it’s market share and it’s overall profit.
Section Six: Production Process and Quality
They say “McDonald's is committed to providing high quality food, using the best raw ingredients, working with trusted suppliers and ensuring consistent preparation standards.”
McDonalds rely on the quality of their food, if a customer gets poor food or becomes ill as a result of visiting a McDonalds restaurant, they are not likely to come again and will probably tell their friends of the poor quality. At worst they could sue for damages ruining the reputation of the brand, causing much damage to the business, as less customers would be willing to eat at a McDonalds. The worst did happen with the American restaurant Jack in the Box. In January 1993 there was an outbreak that caused sickness in several hundred people and killed three children from Washington State. Not only did the entire Jack in the Box restaurants close down over night, it also cost the company $702,855,000 in legal fees. After the initial shock the business did manage to recover, but not to the extent it was before.
McDonalds doesn’t want to suffer the same fate, so they make sure that they keep control over the quality of the food. This is why they have so many quality checks on their food products.
- McDonalds uses only 100% pure beef to make the hamburgers - no additives, fillers, or preservatives.
- The beef suppliers conduct over 2,000 safety and quality checks, including microbial testing, at every beef patty plant.
- McDonalds believes in the humane treatment of animals is a moral responsibility, and require our suppliers to comply with industry guidelines concerning the humane treatment of animals.
- All McDonald's beef patties are cooked to internal temperatures of 155-160 degrees Fahrenheit to ensure product quality and safety.
- Only beef that can be traced back to the farm of origin is used for McDonalds patties.
- All suppliers of beef must be approved by a recognised farm assurance scheme. The schemes cover the following areas:
- Identification and traceability.
- Farm animal management.
- Environment and hygiene management.
- Food composition, storage and use.
- Housing and handling facilities.
- Medicines and veterinary treatments.
- Patty production plants are audited by McDonalds own quality assurance department.
- A thorough quality assurance programme is completed to ensure that every patty is produced to McDonalds high standards in terms of taste, size and shape.
- Only fresh, boneless chicken breast is used for the Grilled and Crispy Chicken Deluxe products - no fillers or extenders.
- Quality control experts are on-site at every processing plant to conduct more than 20 quality checks a day.
- Chicken is deboned by hand.
- McDonalds uses circular bacon on the breakfast sandwiches to ensure that the customers receive bacon with every bite.
- All manufacturing factories are audited by McDonalds quality assurance department and by independent auditors.
- All the chickens used are traceable back to their grandparents, and the water, feed, medication and litter that is used is also traceable to source.
- A unique production process leaves each potato strip with its natural flavour, colour, and texture. It also retains its nutrients.
- McDonalds uses a premium blend of arabica coffee beans grown in Central and South America.
- McDonalds tea is a special blend of tea leaves grown in China and Argentina.
- Coffee blends are carefully screened during roasting, grinding, and packaging processes to maximise product flavour, aroma and body.
- McDonalds uses Minute Maid-brand orange juice that is made entirely from Florida oranges.
- A special blend of pasteurised processed cheese is used in the sandwiches.
- Processing procedures are controlled to ensure slices will separate easily and melt properly.
- Cheese products are shipped and stored under refrigeration.
- McDonalds shakes and ice cream are made from fresh quality cream, whole milk, skim milk, and condensed skim milk.
- The milk is fresh, Grade A, and antibiotic-free.
- These factories are regularly visited and audited by the suppliers technical personnel and by McDonalds quality assurance department to ensure that the very highest standards are maintained.
- McDonalds uses prime white fish from the cold, deep waters of the Pacific Ocean and the Baring, Baltic and North Seas.
- The strenuous quality control program uses 50 quality checks.
- Fish fillets are inspected throughout production.
- Fish is quickly processed and frozen at sea to maintain ocean-fresh quality.
- The factories are regularly visited and audited by the suppliers technical personnel and by McDonalds quality assurance department to ensure that the very highest standards are maintained.
- All the cod used can be traced back to the catching vessel and day of catch, and no additives of any kind are used in the production of the fish blocks.
McDonald's suppliers follow the exacting standards of quality, value and cleanliness set by the company. The most up-to-date and efficient food processing techniques are employed along with stringent quality assurance and food safety programmes. Great emphasis is placed on tractability systems for all product ingredients to enable controls to be exercised over every link in the supply chain.
McDonalds say that its suppliers are monitored in terms of their environmental policies and the company only buys from suppliers who operate responsibly in accordance with Government and EU regulations and guidelines
Long-term relationships with key suppliers are built up to know exactly where the food comes from and how it has been prepared. They have a team of experts who work with the suppliers and restaurants to ensure that specifications for quality, hygiene and food safety are maintained at every stage.
McDonald's Food Safety Policy has been developed to help keep the focus on the company's absolute commitment to food safety and quality:
- All raw materials delivered to McDonald's restaurants must be consistently produced to the highest standards of hygiene and safety.
- Company systems and procedures must be continuously updated to ensure the highest standards of food all the time.
- All staff receives proper supervision and training in food safety.
- The equipment used must be the most appropriate for the needs of each restaurant, and must be maintained and calibrated every week.
McDonalds will not use any ingredient unless it is clear exactly where it has come from and that it complies with the relevant standards. McDonalds has a trained team of Quality Assurance professionals, whose job includes verifying the companies supply chain through audits and site visits. These employees also work with suppliers to maintain and develop product quality and to ensure that restaurants consistently serve hot, fresh food. Independent food safety auditors are also used.
An alternative quality control of somebody standing at the end counter testing the food being served. If it tasted okay, and the person didn’t feel ill afterwards then it that restaurant would have passed the test. Although this would be much simpler and cost less to administrate there are some serious flaws in this type of approach. Firstly the person would start to feel ill a few hours after they have eaten the food, by then the customers would have been served and gone home. Secondly they wouldn’t know where in the food production line the error occurred.
Conclusion
McDonalds started off as one of the first fast food restaurants and today it is a corporate giant with over 30,000 restaurants in 122 countries. It is truly a global company.
It has gone from success to success surviving several crises. It has become popular because of its food, service and quality control to ensure that the food tastes the same wherever you are in the world. McDonalds uses it’s knowledge of business to create a successful and efficient company. With the use of ICT it can communicate quickly with all it’s restaurants and promote an exchange of ideas and the use of different cultures and management help achieve results in all parts of the business.
But the 21st century might not be as profitably as the last one due to a change in customer tastes. There is an increasing amount of competition from other fast food outlets offering healthier products. People are starting to demand more diverse tastes such as Indian, Chinese and Mexican food. A slow down in the popularity of fast food restaurants and more people becoming aware of healthy eating could indicate a slow down in growth and profits for McDonalds. For McDonalds to stay the world leader it will have to keep expanding, researching and changing to fit the need of the customer.
Bibliography
Vocational A Level Business ISBN 0-582-40635-8
