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Journal articles on the topic 'McDonald's'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 April 2022

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1

Jian, Oh Zi, A. A. Gde Satia Utama, Wan Nurin Afrina Binti Wan Musa, Wafiq Bin Hasly, Ramizah Fatimah Binti Al-Rifae, Nur Syawaltul Aisyah Binti Mohamad Hussa, and Nofel Andriawan. "Effective Marketing Strategies of McDonald’s in Malaysia and Indonesia." International Journal of Applied Business and International Management 6, no. 2 (August 20, 2021): 33–46. http://dx.doi.org/10.32535/ijabim.v6i2.1167.

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The purpose of this study is to examine the effective marketing strategies of McDonald’s in Malaysia and Indonesia. The research method used online survey and analyzed by using SPSS version 24. Literature reviews, journals, and papers also are analyzed to support the collected data. The findings indicated that 87.07% of respondents are satisfied with the existing services whereas 69.83% of respondents are satisfied with the food by McDonald's. The findings also showed that the majority of consumers knew McDonald's from social media. The findings provide suggestions for future research and improvement provided by McDonald especially for offering more options and providing more discounts in their services.

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2

Pandean, Angelita Vincentia, and Herlina Budiono. "Brand Image Dan Brand Experience Untuk Memprediksi Brand Loyalty Mcdonald’s Dengan Brand Trust Sebagai Variabel Mediasi." Jurnal Manajerial Dan Kewirausahaan 3, no. 1 (March 18, 2021): 156. http://dx.doi.org/10.24912/jmk.v3i1.11300.

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The purpose of this research is to examine whether 1) Brand experience and brand image can predict brand loyalty of Mc Donald’s in Jakarta. 2) brand experience can predict brand trust of Mc Donald’s in Jakarta. 3) brand trust can predict brand loyalty of Mc Donald’s in Jakarta. 4) brand trust mediates the prediction brand experience on brand loyalty of Mc Donald’s in Jakarta. The population in this study are all people who have consumed McDonald's fast food in Jakarta. The sample used was 150 respondents. . Non-probability sampling was the technique used for this study and the data collection method used was convenience sampling. The result of this study are 1) Brand experience can positively predict McDonald's product brand loyalty in Jakarta. 2) Brand Image cannot positively predict McDonald's product brand loyalty in Jakarta. 3) Brand Trust can positively predict McDonald's product brand loyalty in Jakarta. 4) Brand Trust can positively mediate brand experience on McDonald's product brand loyalty in Jakarta.Penelitian yang dilakukan bertujuan untuk mengetahui apakah 1) brand experience dan brand image dapat memprediksi brand loyalty Mc Donald’s di Jakarta. 2) brand experience dapat memprediksi brand trust McDonald’s di Jakarta. 3) brand trust dapat memprediksi brand loyalty Mcdonald’s di Jakarta. 4) brand trust dapat memediasi brand experience terhadap brand loyalty McDonald’s di Jakarta. Populasi pada penelitian ini adalah semua masyarakat yang pernah mengkonsumsi fastfood McDonald’s di Jakarta. Sample yang digunakan sebanyak 150 responden. Non-Probability Sampling adalah teknik yang digunakan dalam melakukan penelitian ini dengan metode pengambilan sampel berupa convenience sampling. Penelitian ini memperoleh hasil berupa 1) Brand experience dapat memprediksi secara positif terhadap brand loyalty produk McDonald’s di Jakarta. 2) Brand Image tidak dapat memprediksi secara positif terhadap brand loyalty produk McDonald’s di Jakarta. 3) Brand Trust dapat memprediksi secara positif terhadap brand loyalty produk McDonald’s di Jakarta. 4) Brand Trust dapat memediasi brand experience secara positif terhadap brand loyalty produk McDonald’s di Jakarta.

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3

McDonald, David. "Challenging Ronald: McDonald versus McDonald's." Journal of Paediatrics and Child Health 48, no. 2 (September 9, 2011): 103–5. http://dx.doi.org/10.1111/j.1440-1754.2011.02121.x.

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4

D, Dilip, Rupesh Sinha, Ooi Ler Wei, Daisy Mui Hung Kee, Oh Jia Leei, Pua Ke Shuang, Teoh Jia En, et al. "Effective/Differentiating Marketing Strategies of McDonald’s in Malaysia And Indonesia." Journal of The Community Development in Asia 4, no. 1 (January 21, 2021): 16–33. http://dx.doi.org/10.32535/jcda.v4i1.995.

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McDonald's has become one of the world's most known fast-food companies. The success of McDonald's in growing business makes some individuals genuinely curious as to how McDonald's developed their marketing process and strategy as marketing strategies perform crucial roles for businesses to grow eventually. This case study aims to determine the effective marketing strategies of McDonald in Malaysia compared to with those in other countries such as Indonesia and provide recommendations to deal with the situation McDonald's is faced with. This research, using comparative analysis and focusing on 4P marketing mix components, focuses on the analysis of products, prices, places, and promotions.

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5

Kee, Daisy Mui Hung, Siew Ling Ho, Yee Syuen Ho, Tze Wey Lee, HaoYu Ma, and Yuan Yin. "Critical Success Factors in the Fast food Industry: A Case of McDonald's." International Journal of Tourism and Hospitality in Asia Pasific 4, no. 2 (June 21, 2021): 124–43. http://dx.doi.org/10.32535/ijthap.v4i2.1061.

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The study is aimed to examine the critical success factors of McDonald's in the fast-food industry. As a leading global brand, McDonald’s has expanded operations into more than 100 countries such as Malaysia, China, and Japan. Its primary purpose is to be the customers' favorite eating place, focusing on customer experience. We employed the quantitative method. A total of 100 customers and 20 employees were surveyed. The result shows that innovation and technology strategies, job satisfaction, marketing strategies, and customer satisfaction are the critical factors that drive McDonald's success in the fast-food industry. The discussion and recommendations are presented.

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6

Massad, Susan J. "Super-Sizing America: Geography, Income, Fast Food, and Whole Food." Human Geography 2, no. 2 (July 2009): 52–69. http://dx.doi.org/10.1177/194277860900200207.

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The rate of obesity in the United States has increased to an alarming degree. The U.S. Centers for Disease Control and Prevention provides data on the state-by-state and nationwide obesity rates. Over the last 20 years, the rates have steadily risen. The nationwide obesity rate is approximately 23.6% (all categories combined - age, sex, ethnicity, and socioeconomic status). This study was undertaken to examine the relationships between obesity rates, per capita income, number of the popular fast-food (McDonald's) restaurants, and number of whole foods grocery stores per capita. Data from previous studies regarding the causes of obesity, socioeconomic trends and food selection, state-by state obesity rates, use of federal food assistance programs, and the number of McDonald's restaurants worldwide and nationwide and “Whole Foods” markets is reviewed. Correlation coefficients were computed to determine relationships between 1) state-by-state obesity rates and per capita income, 2) state-by-state obesity rates and McDonald's per capita, 3) state-by-state per capita income and McDonald's per capita, and 4) state-by-state per capita income Whole Foods grocery stores per capita. There was a statistically significant relationship between the obesity rates and number of McDonalds per capita; the 2 were positively correlated (r=0.27; p < 0.05), meaning that there were more McDonald's in the states with higher obesity rates. There was a statistically significant (negative correlation between per capita income and obesity rates(r = -0.49, p < 0.05). There was no significant correlation between McDonald's restaurants per capita and per capita income (r= -01213, p=0.40). There was a significant, positive correlation between the number of “Whole Foods” grocery stores (r = 0.576, p< 0.01) and per capita income. Results of this study indicate that income, and access to fast food restaurants and whole foods markets have some influence over obesity rates.

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7

Hanifah, Nida, Gita Siswhara, and Ilham Fajri. "Analysis of The Influence Of Menu Innovation on Consumer Satisfaction At Mcdonald's (Survey of Consumers Visiting Mcdonald's City of Bandung)." Journal Gastronomy Tourism 6, no. 2 (December 15, 2019): 111–30. http://dx.doi.org/10.17509/gastur.v6i2.22797.

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This study aims to determine the effect of menu innovation on consumer satisfaction in McDonald’s City of Bandung. The method used in this research is a quantitative method by using a descriptive and verification approach. The sampling used refers to the results of the implementation of non-probability sampling techniques, namely by approaching consumers as many as 400 respondents who have visited McDonald's in Bandung and tried the innovation menu during the research period. The analysis technique used is a simple linear regression analysis, because in this study using two variables namely the menu innovation variable as the X variable and customer satisfaction as the Y variable. The results of the analysis that the authors get about the Innovation Menu on Consumer Satisfaction at McDonald's has a positive influence either partially or simultaneously with a magnitude of 77.1% on customer satisfaction. Seeing these results, then McDonald's has to do deepening, development, evaluation, and increasing customer satisfaction in making menu innovations so as to increase the value of customer satisfaction.

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8

Boym, Constantin. "My McDonald's." Gastronomica 1, no. 1 (2001): 6–8. http://dx.doi.org/10.1525/gfc.2001.1.1.6.

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9

McDonald, P. "McDonald's quotations." JRSM 95, no. 3 (March 1, 2002): 166. http://dx.doi.org/10.1258/jrsm.95.3.166-a.

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10

Panday, Rorim, and Muhammad Fadhli Nursal. "The The Effect of Service Quality and Customer Satisfaction on Customer Loyalty." Jurnal Manajemen Strategi dan Aplikasi Bisnis 4, no. 1 (June 29, 2021): 171–80. http://dx.doi.org/10.36407/jmsab.v4i1.300.

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This study aims to know how service quality and customer satisfaction affect McDonald's customer loyalty. The object of this research is McDonald's fast food Restaurant. This type of research is quantitative and analysis techniques using multiple linear regression. The sample of this study was 210 respondents who were selected by the convenience sampling method. The results of this study are that Service Quality and Customer Satisfaction partially and simultaneously have a positive and significant effect on Customer Loyalty. Therefore, McDonald supposes that customers consider fast service, so they should minimize customer queues, to provide better price quotes to customers, and Mc Donald should continue to improve the quality of its services.

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11

Do Carmo de Almeida, Bárbara de Lima. "Análise do Branding do Mcdonald's no contexto da sustentabilidade e marketing esportivo." NAUS 1, no. 1 (July 20, 2018): 76–87. http://dx.doi.org/10.29073/naus.v1i1.100.

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O artigo visa analisar o branding do McDonald's dentro do contexto da sustentabilidade e do marketing esportivo.Verifica-se que crescimento de consumidores mais conscientes e preocupados com a sustentabilidade tem incitado o Mcdonalds a repensar seus produtos e serviços para manter seu posicionamento no mercado. Com a ampla oferta de produtos e serviços, o marketing esportivo tem se apresentado como uma das vertentes do marketing para criar valor para o cliente. No esporte a emoção sobrepõe-se a razão. Grandes marcas veem no patrocínio esportivo uma oportunidade de vincular suas marcas aos valores do esporte. Serão analisados dois momentos em específicos: o programa Player Escort McDonald's na Copa do Mundo FIFA de 2010 na África do Sul bem como as expectativas para o mesmo programa na Copa do Mundo FIFA 2014 no Brasil.

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12

Brembeck, Helene. "Home to McDonald's." Food, Culture & Society 8, no. 2 (September 2005): 215–26. http://dx.doi.org/10.2752/155280105778055308.

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13

Tschoegl, Adrian E. "McDonald's — Much Maligned, But an Engine of Economic Development." Global Economy Journal 7, no. 4 (October 2007): 1850123. http://dx.doi.org/10.2202/1524-5861.1327.

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Critics have excoriated the US fast-food industry in general, and McDonald's most particularly, both per se and as a symbol of the United States. However, examining McDonald's internationalization and development abroad suggests that McDonald's and the others of its ilk are sources of development for mid-range countries. McDonald's brings training in management, encourages entrepreneurship directly through franchises and indirectly through demonstration effects, creates backward linkages that develop local suppliers, fosters exports by their suppliers, and has positive external effects on productivity and standards of service, cleanliness, and quality in the host economies.

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14

Kalsher, Michael J., Gregory M. Phoenix, Michael S. Wogalter, and Curt C. Braun. "How Do People Attribute Blame for Burns Sustained from Hot Coffee? The Role of Causal Attributions." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 42, no. 9 (October 1998): 651–55. http://dx.doi.org/10.1177/154193129804200901.

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Safety researchers have begun to systematically examine how people assign blame for injuries sustained during the use of or exposure to consumer products. In this study we examine people's attributions in the context of product-use scenarios loosely based on the now famous incident in which a woman was scalded by hot coffee from McDonald's. Each scenario described a situation in which a person (driver or passenger) was burned when they spilled hot coffee on themselves while going to work. Supplementary information intended to be either positive or detrimental to McDonald's was either present or absent from the scenario. In general, participants allocated more responsibility to the consumer than to McDonald's. Depicting the consumer as the driver or passenger had no effect on participants' allocations. As expected, adding information that is detrimental to McDonald's shifted blame away from the consumer and toward McDonald's. Adding positive information had no corresponding effect. The implications of these results for consumers, legal professionals, and researchers are discussed.

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15

Naz Baig, Farah. "McDonald's breakfast launch dilemma." Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–13. http://dx.doi.org/10.1108/20450621211295587.

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Subject area Marketing, retail management and new product launch. Study level/applicability BBA final year students, MBA first year students. Case overview The case is about the decision that needs to be taken for breakfast launch by McDonald's Pakistan. It was mid July 2011, when Jamil Husain, marketing manager, Atif Abbass and Ali Raza. Marketing executives were sitting in the meeting room of Lakson Square building, Karachi, in order to discuss the fate of breakfast menu. It was Jamil's idea to launch the breakfast menu in the Pakistani market. He, however, was unable to convince his team members who thought that the market was not ready to accept the breakfast option since there was a huge difference between Pakistani lifestyle and western lifestyle. Jamil presented his arguments before them but all in vain. Somehow he knew that the same arguments if presented in front of the top management would lead to a “No” situation. Just then the phone rang; it was Caroline, company secretary, confirming the meeting date and venue which was supposed to take place after two days. Expected learning outcomes The learning outcomes should be: organizations need to understand the cultural differences and decide about the product launches; based on the class discussion the instructor can conclude whether launching would be a good option or not – apart from culture what are the other important considerations; and preference of glocal vs global – in what situations might a glocal strategy be more suitable as compared with global. Supplementary materials Teaching notes are available, please consult your librarian to access.

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16

Sherman, Herbert. "Is McDonald's Clowning Around?" CASE Journal 2, no. 1 (December 1, 2005): 104–5. http://dx.doi.org/10.1108/tcj-02-2005-b009.

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17

Shapiro, Kelli. "From Modernism to McDonald's." Journal of Architectural Education 61, no. 2 (November 2007): 6–14. http://dx.doi.org/10.1111/j.1531-314x.2007.00145.x.

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18

Zaman, Shahaduz, Nasima Selim, and Taufique Joarder. "McDonaldization without a McDonald's." Food, Culture & Society 16, no. 4 (December 2013): 551–68. http://dx.doi.org/10.2752/175174413x13758634982010.

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19

Vischi, Tom. "Bag lady at McDonald's." Psychosocial Rehabilitation Journal 13, no. 1 (1989): 22. http://dx.doi.org/10.1037/h0099516.

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20

Lynch, Chloe. "Love, leadership and McDonald's." Journal of the European Pentecostal Theological Association 38, no. 2 (December 14, 2017): 113–25. http://dx.doi.org/10.1080/18124461.2017.1413528.

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21

Faller, Helen S., Pam Graham-Wilson, and Marlene S. Howlett. "The McDenver at McDonald's." Journal of Nursing Education 32, no. 1 (January 1993): 40–41. http://dx.doi.org/10.3928/0148-4834-19930101-10.

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22

Nurhalim, Andres Dharma. "DAMPAK PANDEMI COVID-19 TERHADAP LOYALITAS PELANGGAN PADA MCDONALD’S CABANG SHINTA KARAWACI." Jurnal Bina Manajemen 10, no. 1 (August 15, 2021): 255–71. http://dx.doi.org/10.52859/jbm.v10i1.188.

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The fast food industry is one of the sectors affected by the COVID-19 pandemic. The prohibition of large-scale social interaction in the community, such as holding meetings during the Large-Scale Social Restrictions (PSBB) established by each region, also contributed to a sharp decline in food and beverage sales. The average result of the COVID-19 pandemic impact variable questionnaire (X) at McDonald's Shinta Karawaci Branch was 68% in the good category. Of all the indicators of the statement, it can be seen that the lowest indicator is "Is the pandemic affecting your income" with a result of 52%, which can be seen from the general description of the respondents of McDonald's customers at Shinta Karawaci Branch, most of whom are private employees. The average result of the questionnaire total Customer Loyalty (Y) at McDonald's Shinta Karawaci Branch is 71.8% which is included in the good category. Of all these indicators, there is one indicator that has the smallest value, namely "Customers have a desire to recommend McDonald's Shinta Karawaci Branch to others". From the results of observations and interviews conducted, this is caused by several factors, one of which is the price of products offered by McDonald's Shinta Karawaci Branch which is in the upper middle category and Shinta Karawaci Branch's McDonald's outlets are still not evenly distributed, there are only a few in the city center. big. From the results of simple linear regression analysis, it is known that the influence of variable X for the COVID-19 pandemic has no effect on customer loyalty at McDonald's Shinta Karawaci Branch, variable Y.

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23

Mustiawan and Roziana Febrianita. "Komodifikasi Nilai – Nilai Islam pada Logo Halal Mcdonald’s." KOMUNIKA 7, no. 2 (July 31, 2020): 91–99. http://dx.doi.org/10.22236/komunika.v7i2.6331.

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Perkembangan bisnis McDonald's di Indonesia menarik banyak perhatian publik, karena berbagai laporan kontroversi yang melekat mulai dari produk-produk Junk Food hingga masalah Zionis. Namun demikian, fenomena itu tidak juga merusak McDonald's di pasar Muslim Indonesia. Komodifikasi nilai-nilai Islam melalui logo halal dilakukan untuk merebut pasar Muslim demi keuntungan. Komodifikasi adalah perubahan nilai pakai menjadi nilai tukar. Penelitian ini bertujuan untuk membongkar dan menganalisis nilai-nilai Islam pada logo halal McDonald's. Penelitian ini adalah jenis penelitian kualitatif paradigmatik kualitatif dengan metode studi kasus. Penelitian ini dilakukan pada konsumen Muslim McDonald's. Hasil penelitian ini menunjukkan bahwa logo halal telah berhasil mengubah nilai pakai menjadi nilai tukar yang mencari perdagangan yang diperdagangkan. Logo Halal adalah objek wisata yang digunakan untuk menarik konsumen Muslim. Melalui logo halal, konsumen Muslim tanpa disadari telah terseret ke praktik kapitalistik.

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24

MacNair, Rachel. "McDonald's "Empirical Look at Becoming Vegan"." Society & Animals 9, no. 1 (2001): 63–69. http://dx.doi.org/10.1163/156853001300108991.

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AbstractMcDonald (2000) offers insights from in-depth interviews with twelve long-term vegans. I have done similar qualitative work with two focus groups, and I have done a quantitative survey with 385 respondents recruited through vegetarian channels (MacNair, 1998). Several points McDonald made can be confirmed or expanded upon from these studies, and there are other important considerations in the investigation of becoming vegetarian or vegan. As McDonald says, the current literature on becoming vegetarian or vegan is scant. One addition is recent figures on the percentage of the American population that is vegetarian. A Zogby Poll (Vegetarian Resource Group, 2000) shows that 2.5% of Americans - the vegetarians - never eat meat, poultry, or fish. Nine of the 968 polled - the vegans - also eat no dairy, eggs, or animal products. My findings were similar to McDonald's on the importance of reading vegan materials to maintain a vegan lifestyle. Similarly, my focus groups' remarks echoed the travails of persuading others and finding social support. The interplay of emotion and logic is also echoed, with some people starting with one and including the other. The survey (MacNair, 1998) suggested that those who became vegetarian because of animal concerns were more likely to answer that their initial impetus had been emotional. When health concerns were the beginning motivation, they were more likely to answer that they had used logic.

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25

Boje, D., and Y. Cai. "Mcdonald's: Grotesque Method and Metamorphosis of the Three Spheres: Mcdonald's, Mcdonaldland, and Mcdonaldization." Metamorphosis: A Journal of Management Research 3, no. 1 (January 1, 2004): 17–34. http://dx.doi.org/10.1177/0972622520040103.

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26

Guttenplan, D. D. "McPrisoners of conscience." Index on Censorship 26, no. 2 (March 1997): 180–85. http://dx.doi.org/10.1177/030642209702600243.

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McDonald's took London Greenpeace to court for libel. It's already the longest running trial in British history and by the time the expected judgement in favour of McDonald's is given, will have brought Britain's archaic and draconian libel laws into serious disrepute

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27

Ayrapetova, Tamara. "Report on the Financial Evaluation: McDonald’s Corporation and Yum! Brands." CRIS - Bulletin of the Centre for Research and Interdisciplinary Study 2014, no. 1 (January 1, 2014): 33–60. http://dx.doi.org/10.2478/cris-2014-0003.

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Abstract The aim of this paper is to perform financial analysis by using financial ratios and to comment, evaluate, and understand the origins of the results by using the comparison of two companies chosen as a case study. The McDonald's Corporation is the largest fast food restaurant in the world. McDonald's Corporation statistics base it in over 119 countries and it serves more than 68 million customers daily. The company's revenues are coming not only from its primary products like hamburgers, cheeseburgers, etc., but also from rent, royalties, and fees paid by the franchisees. This report will look at the financial statements of the McDonald's Corporation over the past 3 years starting from 2010 through 2012. The author of the paper will apply financial ratios to analyze company's position and to identify patterns and trends. She will then compare the results of the analysis with one of the biggest competitors of McDonald's - Yum! Brands Inc. and the industrial averages. Yum! Brands Inc. is a US based corporation. It includes famous brands like KFC and Pizza Hut in their chain. Currently Yum! Brands are the largest competitors McDonald's has in the fast-food industry. To compare the two companies financial statements will be taken from Yahoo Finance (2013).

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SPLETE, HEIDI. "Marketing to Doctors, McDonald's Style." Family Practice News 40, no. 16 (October 2010): 65. http://dx.doi.org/10.1016/s0300-7073(10)71032-x.

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29

REISCH, MARC. "McDonald's to drop polystyrene packaging." Chemical & Engineering News 68, no. 46 (November 12, 1990): 5–6. http://dx.doi.org/10.1021/cen-v068n046.p005a.

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30

Bryman, Alan. "McDonald's as a Disneyized Institution." American Behavioral Scientist 47, no. 2 (October 2003): 154–67. http://dx.doi.org/10.1177/0002764203256181.

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Rajawat, Abhishek, Daisy Mui Hung Kee, Muhammad Zulhilmi Bin Abdul Malik, Muqlis Alhayul Qayumm Bin Mohamed Yassin, Mai Shazatul Inaz Binti A. Shaffie, Maizatul Husna Binti Fuaat, Noof AlDosari, and Maria Elisabeth Jessica Santoso. "Factors: Responsible for McDonald's Performance." Journal of The Community Development in Asia 3, no. 2 (May 20, 2020): 11–17. http://dx.doi.org/10.32535/jcda.v3i2.806.

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32

Willerton, Chris. "Perseverance in Walter McDonald's Poetry." Christianity & Literature 49, no. 2 (March 2000): 215–24. http://dx.doi.org/10.1177/014833310004900206.

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33

Boxt, Lawrence M. "McDonald's blood flow in arteries." Cardiovascular and Interventional Radiology 14, no. 4 (July 1991): 258. http://dx.doi.org/10.1007/bf02578477.

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34

Hess, Alan. "The Origins of McDonald's Golden Arches." Journal of the Society of Architectural Historians 45, no. 1 (March 1, 1986): 60–67. http://dx.doi.org/10.2307/990129.

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The original prototype for McDonald's drive-in hamburger stands featuring the full-scale golden arches and red-and-white tile walls was a major influence on roadside strips throughout the United States from its introduction in 1953 to its phased elimination in the 1970s and 1980s. Based on interviews with the original clients, architects, contractors, and franchisees, this paper documents for the first time how this popular-culture icon was created. Its development can be understood in the context of the car-strip's commercial and cultural requirements as it evolved and prospered after World War II. The perspective from the car and the linear expanse of the strip dictated the architecture's scale and simple form. The commercial function demanded an image appealing to customers in that era. Clients Richard and Maurice McDonald worked closely with architect Stanley Clark Meston to design a building that carried on the traditions of drive-ins of the 1920s and 1930s in Southern California and updated it in an appropriate and memorable aesthetic. This paper also documents the location, dates, and condition of the earliest stands franchised, in California and Arizona, based on interviews, building permits, and tours of the original sites.

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35

Howard, Richard. "Faeries, Aliens, and Leviathans: Science and Fantasy in Ian McDonald's King of Morning, Queen of Day." Irish University Review 49, no. 2 (November 2019): 290–303. http://dx.doi.org/10.3366/iur.2019.0407.

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Irish science fiction is a relatively unexplored area for Irish Studies, a situation partially rectified by the publication of Jack Fennell's Irish Science Fiction in 2014. This article aims to continue the conversation begun by Fennell's intervention by analysing the work of Belfast science fiction author Ian McDonald, in particular King of Morning, Queen of Day (1991), the first novel in what McDonald calls his Irish trilogy. The article explores how McDonald's text interrogates the intersection between science, politics, and religion, as well as the cultural movement that was informing a growing sense of a continuous Irish national identity. It draws from the discipline of Science Studies, in particular the work of Nicholas Whyte, who writes of the ways in which science and colonialism interacted in late nineteenth and early twentieth-century Ireland.

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Edeh, Friday Ogbu, Ranjith P V, Nurul Syafawani, Daisy Mui Hung Kee, Nurul Aina, Nurul Syafikah, and Nurunnisa Nurunnisa. "McDonald’s Customer’s Satisfaction Strategies during COVID-19 Pandemic in Malaysia." International Journal of Tourism and Hospitality in Asia Pasific 4, no. 3 (October 20, 2021): 73–88. http://dx.doi.org/10.32535/ijthap.v4i3.1204.

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Generally, McDonald’s is recognized as one of the most successful brands worldwide. They are well-known throughout the world for their popular fast food, especially burgers. However, COVID-19 pandemic has impacted various economic sectors, including Food & Beverage. McDonald’s sales have also been impacted when COVID-19’s lockdown restricts the dine-in operation and limits the customer’s satisfaction due to the SOP. Thus, this research aims to identify and analyze the strategies implemented by McDonald’s to increase the customer’s satisfaction during Covid-19 pandemic. To find out the result of the research, a survey has been conducted and the data was collected from individuals with different age and income ranges in Malaysia. A total of 100 individuals have participated in this survey. Besides, in order to gain a better understanding of our study, secondary data for this study was gathered from a variety of websites, journals, and articles. The findings of this research indicate that McDonald's decision to increase the Food & Safety measure is by implementing various safety requirements. This is the most successful approach to improve customer’s satisfaction during COVID-19. They chose this strategy to demonstrate their commitment to preserve a healthy life.

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SAYL, ZINEB. "Standardization and Adaptation of International Franchising in Morocco: The case of fast food franchises." Archives of Business Research 10, no. 4 (April 14, 2022): 48–54. http://dx.doi.org/10.14738/abr.104.12122.

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This article aims to analyze the appropriate level of standardization and adaptation that has determined the success of international franchising in Moroccan market. We propose a comparative study between two American fast food franchises: McDonald's and Subway. The success of McDonald's franchise and the failure of Subway franchise in Moroccan market, suppose that there are key factors to entry in this market. We therefore present a managerial and marketing analyze of each case to determine the appropriate level of standardization and adaptation. The results indicate that the international franchise system maintains a high level of the standardization of the business package, it is also evident to modify the methods of operations and marketing mix strategy to adapting their products to specific behavior of the Moroccan consumer. Moreover, the results suggest that the McDonald's franchise adapts a higher level of adaptation than the subway to entry Morocco.

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Rowley, Jennifer. "Online branding: the case of McDonald's." British Food Journal 106, no. 3 (March 2004): 228–37. http://dx.doi.org/10.1108/00070700410528808.

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CHAST, ROZ. "POLITICAL CORRECTNESS ON OLD McDONALD'S FARM." Sciences 37, no. 5 (September 10, 1997): 65. http://dx.doi.org/10.1002/j.2326-1951.1997.tb03345.x.

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Wright, Owen, Lorelle Frazer, and Bill Merrilees. "McCafe: The McDonald's co-branding experience." Journal of Brand Management 14, no. 6 (May 11, 2007): 442–57. http://dx.doi.org/10.1057/palgrave.bm.2550088.

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Diller, Lawrence. "Coca-Cola, McDonald's et Ritaline®." Enfances & Psy 14, no. 2 (2001): 137. http://dx.doi.org/10.3917/ep.014.0137.

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Combs, Clarice Sue. "Experience in Collaboration McDenver at McDonald's." Journal of Physical Education, Recreation & Dance 73, no. 4 (April 2002): 33–35. http://dx.doi.org/10.1080/07303084.2002.10607788.

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McDonald, Jan. "New Women in the New Drama." New Theatre Quarterly 6, no. 21 (February 1990): 31–42. http://dx.doi.org/10.1017/s0266464x0000395x.

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While considerable attention has been paid in recent years to the work of women dramatists during the wave of proto-feminist activity in the early years of the present century, the way in which women characters – whether created by male or female writers – were presented has been less adequately investigated. Here, Jan McDonald, Head of the Department of Theatre, Film, and Television Studies in the University of Glasgow, explores the work of well-known and largely-forgotten playwrights alike, discussing the ways in which the ‘new drama’ – the subject of Jan McDonald's recent book for the ‘Macmillan Modern Dramatists’ series – reflected the concerns of the ‘new woman’.

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Ghobadian, Abby, and Nicholas O’Regan. "A case study and interview with Jill McDonald CEO and President of McDonald's Northern Europe Division." Journal of Strategy and Management 7, no. 1 (February 11, 2014): 87–100. http://dx.doi.org/10.1108/jsma-12-2013-0066.

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Purpose – The purpose of this paper is to demonstrate how strategy is developed and implemented within a subsidiary of a global organization, the relationship between subsidiary and headquarters and the need for continuous change and adaption to remain relevant. Furthermore, this case study describes a successful process of invention and adoption. Design/methodology/approach – The paper draws on documentary evidence and a semi-structured interview with Jill McDonald CEO and President of McDonald's Northern Europe Division with responsibility for the UK, Sweden, Finland, Denmark, Norway and the Republic of Ireland. Management research rarely captures the views of the top executive, yet the top executives have a broad picture and are key strategic decision makers. Findings – The case study and interview offers a unique insight into factors contributing to McDonald's unprecedented success (it has paid an increased dividend for the past 37 years). It also sheds light on its successful internationalization strategy. Originality/value – The case study draws on published material and augments this with an in-depth interview with the Chief Executive. Very few case studies offer insight into the thinking of a Chief Executive managing a subsidiary of a global organization. Its value lies in the lessons that managers and students of management can draw on the approach adopted by a highly successful global organization.

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Fontenelle, Isleide Arruda. "Construção e desconstrução de fronteiras e identidades organizacionais: história e desafios do McDonald's." Revista de Administração de Empresas 47, no. 1 (March 2007): 60–70. http://dx.doi.org/10.1590/s0034-75902007000100006.

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Reflete-se sobre os desaﬁos da construção e desconstrução de fronteiras e identidades organizacionais na passagem da sociedade da ordem - com sua noção de fronteiras e identidades - para a modernidade líquida, baseada em formas fluidas. Para ilustrar tal passagem, utiliza-se um estudo de caso da corporação McDonald's, apresentando as fronteiras e identidades organizacionais que esta estabeleceu desde seu surgimento, nos EUA, até se tornar uma das mais poderosas marcas globais. Toma-se o McDonald's como paradigmático do formato de negócios da moderna sociedade da ordem que perdurou no século XX, fator determinante para a expansão da corporação. Entretanto, a partir da década de 1990, a corporação passou a ser criticada por analistas de negócios, tendo ela própria assumido uma "crise de imagem". Aponta-se que essa crítica à rigidez do "sistema McDonald's" é sinalizadora de uma transformação mais ampla no formato social que alimentou e sustentou esse modelo de negócio, de bases fordistas e suportado por uma estratégia de padronização.

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Fontenelle, Isleide Arruda. "Ilusões de modernidade: o fetiche da marca McDonald's no Brasil." Psicologia & Sociedade 18, no. 2 (August 2006): 38–46. http://dx.doi.org/10.1590/s0102-71822006000200006.

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Objetiva-se apresentar e discutir as relações atuais entre imagem e entretenimento a partir de pesquisas realizadas sobre a construção da imagem de marca McDonald's e sobre as modernas técnicas de marketing. Visando compreender porque nos tornamos consumidores de imagens, procurou-se recuperar, a partir da própria historia do McDonald's, os acontecimentos econômicos, sociais, culturais, políticos, que teriam nos transformado em uma sociedade na qual "estar na imagem é existir". Embora trágica em seu sentido de fundo, essa perda da forma nos é compensada por imagens de diversão e felicidade que as marcas nos transmitem. Ao final, questiona-se o alcance global dessa promessa a partir de uma digressão sobre o Brasil: como a marca McDonald's nos fornece as imagens para uma certa constituição identitária; e o seu nome para um sentimento de permanência? Como falar de "identificação" com uma marca que, aparentemente, não teria uma relação histórica e cultural com o Brasil?

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Belobrovskaya, A. A., and N. V. Sidorov. "Stages of the organization's life cycle, their features and effective solutions." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 3 (March 16, 2021): 62–66. http://dx.doi.org/10.33920/pro-3-2103-07.

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This article consists of two parts: the analysis and structuring of information on the theme «Stages of the organization's life cycle and their features», as well as the practical part, which uses the case of the McDonald's organization to consider the application of the theory of life cycles in real conditions. The novelty lies in the detailed consideration of the impact of a particular stage of the life cycle on the McDonald's fast food chain and forecasts for its further development in accordance with the theory of the organization's life cycles.

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Wittenhagen, Julia. "„Unkomplizierten Einstieg möglich machen“." Lebensmittel Zeitung 74, no. 13 (2022): 3. http://dx.doi.org/10.51202/0947-7527-2022-13-003-1.

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Zhongqiang, Jin. "Kentucky Fried Chicken, McDonald's, and Chinese Cinema." Chinese Sociology & Anthropology 32, no. 2 (December 1999): 35–37. http://dx.doi.org/10.2753/csa0009-4625320235.

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Lehman, Paul R. "The Last Word: The Lesson From McDonald's." Music Educators Journal 71, no. 9 (May 1985): 80. http://dx.doi.org/10.2307/3396532.

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