Marketing Implication 7 5.1 Marketing Strategy Review 7 5.2 BrandMap Attributes Implication 8 5.2.1 Price (Expensive) : 8 5.2.2 Various Menu 9 5.2.3 High Service Speed 9 5.2.4 High Calorie Content 10 5.2.5 Nutritional 10 5.2.6 Convenient 10 5.2.7 Novelties for Child 11 References 12 Appendix 13 The Fast Food Restaurant Survey 14 1. Basic Information McDonald's Corporation (McDonald's or ‘the company’) is one of the world's largest foodservice retailing chain. The company is primarily known for its burgers and fries which it sells through more than 32,737 restaurants in 117 countries. This report is analyzing the marketing implication of McDonald’s by using BrandMap Software. 2.Exploratory research of the attribute selection The company’ view information was searched from DATAMONITOR 360 website and annual report of McDonald’s 2010.
This restaurant was only three hundred and eighty four square feet of space; however by having such a limited amount of space Cathy was able to keep cost down. Cathy opened this restaurant for seventeen thousand dollars an amount that was far less than he anticipated. Opening restaurants in malls Cathy concluded was a way to get more selling capacity per dollar (Fame, 2005). The menu for the restaurant was simple, it consisted of five items; boneless chicken breast sandwich, potato fries, coleslaw, lemon pie, and lemonade. Over the course of years new items would be added to the menu; however the original Chick-fil-A sandwich would always be the leading sandwich.
* About 81,000 permanent staff * 288 Waitrose branches * 39 john lewis branches * Annual gross sales of £8.7bn * John spedan lewis set up the partnership * His combination of commercial acumen and corporate conscience, enables the john lewis partnership to be as successful as it is today * Won retailer of the year in 2011 * Waitrose Has a market share of 4.2% * AN EXAMPLE OF EXCELLENT CUSTOMER SERVICE * My parents had bought a table from John Lewis * Unfortunately during transit it was damaged * The John lewis delivery team apologised and instantly called their manager to arrange a second delivery for the table. * We had a phone call about a day later from a John Lewis furniture manager apologising for the inconvenience and offered a discount off of the cost of the table. He also told us that he had arranged for the table to be delivered to the store first to be
According to NASDAQ: WEN they are the world’s third largest quick service hamburger company. To us this is known as a fast food restaurant. Wendy’s has more than 6,500 restaurants in the United States and 27 other United States territories in the world. When Dave Thomas opened the first Wendy’s restaurant in Ohio in 1969 he vowed to have quality food. That is why today, that they still serve the best quality foods around that is made to order.
Competition also exists in the fast-casual restaurant segment, primarily on taste, quality and the freshness of the menu items and the ambience and condition of each restaurant. And what is the performance of Chipotle and fast-casual segment in the whole industry? According to the recently released Technomic report of the top 500 largest U.S. restaurant chains, fast casual concepts hold seven out of the top 10 positions, with Five Guys leading the way. In total, the top 10 fastest-growing chains' sales accounted for $7.8 billion, an 18 percent increase over
Business Brief Jose’s Authentic Mexican Restaurant is a 58-seat restaurant offering a menu consisting of 23 main entrees assembled from eight basic stocks (Krajewski, Ritzman, & Malhotra, 2013). The restaurant is located within a mature business district on the edge of a large metropolitan area in New England (Krajewski et al, 2013). Customer volume is higher on weekends; however, wait staff is reporting a decline in tips (Krajewski et al, 2013). Management conducted a customer survey over the weekend and 55% of customer dissatisfaction links value and psychological impressions to quality (Krajewski et al, 2013). This brief will discuss the restaurant’s competitive priorities, define quality for the restaurant, analyze the costs of the restaurant’s process failures, and provide recommendations for improving processes and customer satisfaction.
A fast casual restaurant provided quick-service dining (much like fast-food enterprises) but were distinguished by enticing menus, higher food quality, and more inviting dining environments; typical meal costs per guest were in the $7-$12 range. Some fast casual restaurants had limited table service and some were self-service (like fast-food establishments). Between January 1999 and December 2006, close to 850 additional Panera Bread bakery-cafs were opened, some company-owned and some franchised. Panera Bread reported sales of $829.0 million and net income of $58.8 million in 2006. Sales at franchise-operated Panera Bread bakery-cafs totaled $1.2 billion in 2006.
McDonalds has benefited from several years of strong growth, having nearly $22 billion in sales in 2006. In 2007, the company’s stock rose nearly 22%, sitting at around $54. The move to compete with Starbucks, however, still carries some risk. Some McDonald loyalists say it could slow down service at McDonald's restaurants, taking away from its “fast food” standard. Others may begin to think McDonalds is stepping into a new realm of service, looking to acquire a higher standard of customer, who in return will be looking for a higher quality menu and service.
KEDA’S SAP IMPLEMENTATION Business Context • Started as a small manufacture of ceramics machinery located in Shunde • Chinese market was dominated by European companies, looking at that Keda modeled its business accordingly • Keda started getting recognized and was counted in china’s top 500 companies and in top 10 building materials enterprise in the world • By 2000, Keda had become second most leading company in building materials machinery • By 2002 Keda got listed in Shanghai stock exchange. Key Business Drivers • The not integrated business units were creating issues like duplication of task and difficulties in performing work and increased cost • The local and foreign companies challenged Keda as they lacked integration • There was high need of ERP as lack of it was causing extending of due date and increase in cost • The process of decentralization and independent of department was helping Kedas performance Initiative Objectives / Benefits Objectives Benefits Initialization of strategic objective to a direction • Beneficial for immediate needs • A well-defined path for becoming the world leader Integrated system for smooth communication • controlled organization and timely flow of information • Solved the problem in decisions making faced by managers because of low information flow Kedas integrated plan including vendors and customers • Shared a unify platform and application for the proper flow of communication and helped in faster solving issues Initiative Challenges Challenges Solutions Implementing ERP system across the structure • To make them study, design, and be a part of building it • Responsible for giving input and output of the system Need for data model • The key users were involve in data model with the help of project managers and IT personal Customization of ERP system • Third part
He also tried to modify the “look and feel” of the café according to the locality in which it is operating. Differences in the accounting techniques used by China and US centers: This is a major problem for the HQ of Levendary Café because as it being a listed company it should be as transparent and uniform as possible while preparing its income statements which will be the translated into annual reports and they will be the face of the company in the public. So, translating the income reports from China into reports according to the GAAP principles used in USA is both time taking and increasing the costs. Chen- the sole authority of Chinese operations: As Chen was given complete leadership over the Chinese operations, he led the expansion of the Levendary Café on his own terms without consulting the HQ. This was continued in the same way for as many as 18 months and the number of store rose from 1 to 23 within a short span of time.