Mcdonalds Case Analysis

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1. INTRODUCTIONmcDonald¶s, the leader in the fast-food wars, faced a crossroads in the early 1990s. Domestically, sales and revenues were flattening as competitors like Burger King, Wendy¶s, and Taco Bell encountered new challenges Sonic and Rally¶s competed using a back-to-basics approach of quickly serving up burgers, just burgers, for timeless consumers. McDonald¶s was gathering flak from environmentalists who decried all the litter and solid waste its restaurants generated each day To counter some of the criticism, McDonald¶s partnered with the Environmental Defense Fund (EDF) to explore new ways to make its operations more friendly to the environment. Together, EDF and McDonald¶s considered its impact on a wide range of stakeholders²customers, suppliers, franchisees, and the environment. The company gave its franchisees much autonomy in finding ways to eliminate environmental blight
2. FACTS McDonald¶s roots go back to the early 1940s when two brothers opened a burger restaurant that relied on standardized preparation to maintain quality the Speed Service System. So impressed was Ray Kroc with the brothers¶ approach that he became their national franchise agent, relying on the company¶s proven operating system to maintain quality and consistency. Over the next few decades, McDonald¶s used controlled experimentation to maintain the McDonald¶s experience, all the while expanding the menu to appeal to a broader range of consumers. For example, in June 1976, McDonald¶s introduced a breakfast menu as a way to more fully utilize the physical plant. In 1980, the company rolled out Chicken McNuggets. ««Continued
3. FACTS Introduction of brown paper bags with a considerable percentage of recycled content. Solicitation of suppliers to produce corrugated boxes with more recycled content, which had the twin effect of reducing solid waste and building a market for recycled products. Abandonment of polystyrene clamshell containers to hold sandwiches in favor of

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