经营策略作业.docx

经营策略作业.docx

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经营策略作业

Businessstrategy

Name：

Task1

（1）1a1c

TheBigMacwasadouble-deckerhamburgersoldformorethantwicethepriceofaMcDonald’sregularhamburger.

Itwasdeveloped,tested,andintroducedbyaKroc’sfranchiseefromthePittsburgh,Pennsylvania,areawhoranabout12localMcDonald’soutlets.Tocompetesuccessfullywithrivalbrands,thePittsburghfranchiseeaskedMcDonald’sforpermissiontotestalargesandwichhecalledthe“BigMac.”Persuadingthechain’stopmanagementtobroadenthemenuwasnoteasy;onlyafterseveraldelaysdidthefranchiseereceivecorporatepermissiontotesttheBigMachamburger.

Thepermissionwasrestrictedtoasinglerestaurant.Onceintroduced,theBigMacincreasedtherestaurant’ssalesby10%-12%inafewmonths.ThissuccesssoonattractedtheattentionofMcDonald’scorporatemanagement.

FollowingrepeatedvisitstothePittsburgharearestaurants,

McDonald’scorporatemanagerstestedtheBigMaciteminothermarkets,scoringa10%gaininsales.McDonald’scorporationfinallyputthenewitemintonationwidedistributionin1968,andwithinlessthanayear,accountedfornearly20%ofallMcDonald’ssales.Overtime,theBigMacbecameMcDonald’smostrecognizableitem.

（2）1.b

Managementscience

Fromtheoutset,turnerattemptedtoturnthetaskofrunningarestaurantfromanarttoascience.ShortlyafterjoiningMcDonald’s,turnerdrafteda15-pagetrainingmanual,whichexpandedto75pagestwoyearslater,and360pagesby1974.Turner’strainingmanualconvertedthesystematicknowledgetheMcDonald’scorporationgainedfromoperatingitsfranchisesintoa“managementscience”

Turner’smanual,inaddition,showedoperatorshowtoprepareworkschedules,financialreports,andsalesprojections.Tocalculateoperatingcosts,franchiseesweretoldtobreakdownexpensesforlabor,food,andnon-foodsupplies.Tobetterplanfuturepurchasing,themanualinstructedoperatorstobreakdownsalesbyfooditems.

Training

McDonald’soperationsmanualwasthemaintextusedinclassestaughtatthe“hamburgeruniversity”,atrainingcentersetupunderturner’ssupervision.Conferringadegreein“Hamburgerlogy,”theuniversityexpandedfromaoneclassroomschoolin1961toa500,000facilityin1968,anda40millioncampusin1983.In1973,theyearturnersucceededKrocasMcDonald’sCEO,theHUturnedout150graduateseachmonth,offeringseveralclassessimultaneouslyaltogether,about7,000traineesgraduatedfromtheuniversitybetween1961and1973.

Supervisingfranchisees

Turner,1975Krocstartedaskingaccesstorestaurantfranchiseeandassessingtheirperformance.Turnerhaddraftedsevenpages"fieldservicereport",andsoonafter,hedevelopedamoredetailedreport,assessingfourareasofservice,quality,cleanlinessandoverallperformanceofthefranchisee'sperformance-andassignitasummarylevel.

Overtime,theMcDonald’scorporationinvestedheavilyinexpandingitsfieldserviceoperation.By1992,McDonald’sspent27milliontoemploymorethan300full-timefieldconsultants.Eachconsultantwasexpectedtovisitandgrade21restaurantsseveraltimesayear.Thegradearestaurantreceiveddeterminedits“expandability”aswellasitsfutureprospect;aBgradewasnownecessaryforgettingalicensetooperateadditionalstores.

Managementstyle

Asturnerbecamepresidentin1968,hebegandecentralizingMcDonald’sorganizationalstructure.Hefirstincreasedthenumberofregionalofficesfromfivein1967to12in1975,andthenexpandedtheauthorityofregionalmanagers,underturner’srevampedstructure,decisionsonbothgrantingfranchisesandselectingnewrestaurantsitesweremadebyregionalmanagers,notcorporateofficers.Inthefoodserviceindustry,turnerobserved,“thecloserdecisionmakingistothestoresandthemarketplace,thebetterthedecisionthatmanagersmake,”andaccordingly,McDonald’sgrowthdecisionsineachregionwerenarrowlytailoredtolocalconditions.

Advertising

OneofMcDonald’smostsuccessfuladvertisingprojectsinvolveditscorporatemascot‘RonaldMcDonald.’Theadprojectwaslaunchedintheearly1960swhenateamofcompanymarketerscreatedaclowncharacternamedRonald,andfeatureditonlocalTV.Soonbecomingthenationalspokespersonforthechain,RonaldMcDonaldhadamagictouchwithchildren,andgavethecompanyanimportantadvantageoveritscompetitorsinthechildren’smarket.Bythemid1960s,mostofMcDonald’sadvertisingbudgetwasspentonpromotingRonaldMcDonaldonnationalTV,andspendingonitsadsroseprecipitously.In1967,McDonald’snationaladvertisingbudgettotaled5million,in196915million,andby1974itclimbedto60million,placingMcDonald’samongthenation’stop30advertisers.

McDonald’appealtochildrenhadremainedpowerfullongafterturnersteppeddown.In1992,McDonald’sdelivered40%ofthefastfoodsoldtochildrenunderseven,afigurewidelyexceedingits33%totalshareinthefast-foodmarket.A1996surveyofAmericanschoolchildrenfoundthatfully96%ofallchildrencouldidentifyRonaldMcDonald.

（3）1.d

Unionrights

TurneristheMcDonald'softhetradeunionsmaintainedalong-termlabourpolicyarchitect.Late60's,hecommissionedamanagementconsultingcompanyinChicagotofindchainretailersarevulnerabletoformtradeunionsfromthestudyoflaborrelationsforMcDonald's.HethenhiredJohn·Cook,labormanagementconsultantsistheformerUnionOrganizer.Flightteam,closetoorganizelaborandemploymentlawyers,threatstothesuccessfulapplicationofpolicies,includingMcDonald'srestaurantstoremainUnionfreeofchargeinthenextthreeyears.In2006,operatingnearly14,000oftheMcDonald'srestaurantsintheUnitedStates,doesnothaveaTradeUnion

SWOTisanacronymfortheinternalstrengthsandweaknessesofafirmandtheenvironmentalopportunitiesandthreatsfacingthatfirm.SWOTanalysisisahistoricallypopulartechniquethroughwhichmanagerscreateaquickoverviewofacompany’sstrategicsituation

Franchisingreferstofranchiseownerstipulatedinthecontractform,allowedtheconcessionairepaidusethename,trademark,proprietarytechnology,productsandmanagementexperienceinoperationandfranchiseisthe21stcenturymainstreambusinessmanagementpattern,asakindofmanagementmethod,hecanaskanyindustryexpansion.

Franchisinggenerallydividedintothreetypes:

productionfranchise

Franchiseeinvestmentandconstruction,usethefranchisor'strademarkorlogo,patent,technology,designandproductionstandardstoprocessingormanufacturingofproducts,thenmadeconcessionsbydealersorretailerssell,franchiseeisnotwiththeconsumerdirectlydeal.

Second,product-trademarkfranchise

Franchiseeusethefranchisor'strademarkandretailmethodstowholesaleandretailthefranchisor'sproducts.Asafranchiseestillkeepitsoriginalenterprise,asinglefirmtoorinsalesofothercommoditiesalsosalesfranchisorproductionandobtaintheownershipoftheproducttrademark.

Three,theoperationmodefranchise

Franchiseeshallhavetherighttousethefranchisor'strademark,tradename,logoandadvertising,completelyinaccordancewiththefranchisordesignconstructionstooperate;businessmodelFranchiseeinpublicwiththefranchisorcompletelyimageofenterpriseappear;Thefranchisortothefranchisee'sinternalbusinessmanagement,marketing,etc,haveverystrongunifiedmanagementcontrol.KFC,mikewhen,isaverygoodcasesuchasstarbucks.

Strengths

McDonald'sfranchisesperformalargenumberoflow-costexpansion.Charterformofbusinessfranchises,McDonald'ssetofcontrolsyoucanalsomaintainsmaller,youcanmakeareasonableprofit,doesnotinvolvehighcapitalrisk,withoutplayingtojointrader'sdailychores.Inaddition,becausestoreshavemoreontheirterritories,usuallyexploremorein-depthunderstandingarestillnotcoveredbythescopeofbusiness.Inaddition,becauseofourfranchisebusinessisnotrequiredtoparticipateinpersonnelmanagement,sorelativelysmallstaffoftheneedtoaddresstheirownproblems.Inaddition,avoidmarketrisksisoneoftheadvantagesofafranchise.Inadequatemanagementofinvestorsinthemarket,inthefaceoffiercemarketcompetitionenvironment,oftenatadisadvantage.Venturecapitalinthefranchisingbusinessforgoodperformanceandstrengthofitsbrand,managementandothersupportsystems,significantlyreduced.Sharesizeadvantageallowsmadtoignore.Inshort,thefranchiseofsuccessfuldevelopmentisthemostimportantreasonisthatintheadvantageoflocation.

weaknesses

FortheLordandthefranchiseesweretiedtogetherbychains,franchisesfranchises,sharing,andsharedinthesameway.Soisitaddordealwith,goodbusinessreputationornotpretty,hasadirectimpactontheactualeffectivenessofthefranchise.AsnotallcompaniesareusefulasnoteveryoneonfranchiseeoftheLord,afranchise.Inselectingfranchiseeenterprisesshouldbeproperlyinvestigated,andresearch.Sothatisthefirstprincipleofnormativefranchise.

Opportunities

1）McDonald'swillpaymoreattentiontotwoandthethirdcity

Incrisisperiod,manysecondandthethirdcitywererelativelysmall,sotheeconomiccrisiswillputtheseareasasMcDonald'skeyofmarketdevelopment.Soitseems,theeconomiccrisisispromotingalotofthesecondandthethirdcitycirculationorthedevelopmentoftertiaryindustry.

2）theactivenetworkeconomy,socialmedia,ads,etc.

ThecontinuousdevelopmentofZhongGuoWangwindingcareerforMcDonald'sChina,addthefranchiseprocessthehorsepower.RecentlysteppedupitsnetworkintoMcDonald's.McDonald'scompanyrecentlycho