Literatura académica sobre el tema "McDonalds Corporation"

The McDonalds Corporation is one of the most successful global restaurant chains around the world. They have used effective management and global expansion strategies to enter new markets and gain a share of the foreign fast food market. This case presents how McDonalds has achieved this enormous success, its best practices in the global food industry, international growth trends and challenges, and various lessons that have been learned from their expansion in foreign countries. Overall, the case provides a discussion of how McDonalds creates both customer and brand loyalty for their products and services. This case focuses on McDonalds international success, challenges and strategies.

In recent years, public health law has seen some important court decisions. Those are presented below.In Pelman v. McDonaldS Corporation, the court dismissed a complaint filed by three children who claimed that McDonald’s practices in making and selling its products were deceptive. This deception, the children alleged, caused them to consume McDonald’s products with great frequency and become obese, thereby injuring their health. The plaintiffs pled five causes of action against McDonald’s, alleging that McDonald’s: 1) failed to adequately disclose the ingredients and health effects of its products and described their food as nutritious without disclosing detrimental health effects; 2) engaged in marketing techniques geared toward inducing children to consume their products; 3) acted negligently in selling foods high in fat, cholesterol, salt, and sugar when studies show that foods containing these ingredients cause obesity and detrimental health effects; 4) failed to warn consumers of the quantity and qualities of levels of fat, cholesterol, salt, and sugar in its products or of the detrimental health effects of such foods; and 5) acted negligently in marketing foods that were physically and psychologically addictive.

Purpose: The purpose of the paper is to investigate McDonald’s Corporation and its social structure, environmental influence as well as it’s relationship between the modernist and postmodernist perspectives. The study attempted to discuss both the modernist and postmodernist perspectives as well as examined McDonald’s Corporation’s various technological innovation of food assembly to draw conclusions. Design/Methodology/Approach: Data was collected mainly through literature review on both modernist and postmodernist theory in order to understand the complexity of organizational culture, operation and leadership followed by linking them with the management of McDonald’s Corporation. McDonald’s Corporation was chosen due to its global recognition and their management, marketing style along with profit and financial analysis that have been relevant to both scholars and practitioners. Results: The result have supported and with a conclusion that McDonald’s Corporation, like other large organizations follows modernist approach in order to secure their efficiency in production and administration, but at the same time their marketing approach is more of a postmodernist in relations to their cuisine, hyper-reality in franchised restaurant. Originality/Value: The current study is based mainly on modernist and postmodernist perspectives theories as well as secondary data collection from annual reports and peer reviewed scholarly articles of McDonald’s Corporation.

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).

Abstract Background: Almost all patients with multiple myeloma will eventually become relapsed/refractory (RRMM). Current treatments for RRMM are mainly targeted therapies, composed of dual and triple agents including proteasome inhibitors (PIs) with dexamethasone and/or immunomodulatory drugs (IMiDs). Panobinostat, a treatment with a novel mechanism of action by inhibiting histone deacetylase, has been recently approved to be used in combination with bortezomib (a PI) and dexamethasone for the treatment of RRMM patients who have received least 2 prior regimens including bortezomib and an IMiD. Objective: To estimate cost per treated patient and cost per month free of progression or death for different targeted therapies among RRMM patients with at least 2 prior regimens. Methods: FVD, K, KRD, PD, RVD, RD and VD were evaluated. D, F, K, P, R, V referred to dexamethasone, panobinostat, carfilzomib, pomalidomide, lenalidomide, and bortezomib, respectively. The model had a 1-year time horizon. Progression-free survival (PFS) Kaplan-Meier curves of these treatments among RRMM patients with at least 2 prior regimens was obtained from the literature where direct evidence was available, otherwise, was estimated by adjusting the PFS of the respective treatments among RRMM patients with at least 1 prior regimen. The durations of PFS within 1 year were estimated using area under the curve method. The cost per treated patient, from a US payer perspective, was estimated, composed of drug costs, administration costs, monitoring and prophylaxis costs, costs for treating adverse events, and costs incurred following disease progression or death. The cost per month free of progression or death was estimated for each regimen, by using cost per treated patient divided by duration of PFS within 1 year. Results: The duration of PFS (months), in descending order, within 1 year of treatment initiation were 10.2, 8.6, 7.8, 7.6, 6.4, 5.4, 5.1 for KRD, FVD, RVD, RD, VD, PD and K, respectively. The costs ($) per month free of progression or death for these regimens were 22,714, 15,860, 22,201, 16,380, 17,665, 25,417, and 21,158, respectively. Conclusion: The results suggested that KRD and FVD were associated with longer PFS duration compared to other targeted therapy regimens; FVD and RD were associated with a lower cost per month free of progression or death. Cost per month free of progression or death presented a new metric which might be considered when evaluating treatment options. Disclosures Yang: Shire Pharmaceuticals Inc.: Other: Hongbo Yang is an employee of Analysis Group Inc, which has received consultancy fees from Shire Pharmaceuticals Inc.; Takeda Pharmaceuticals U.S.A., Inc.: Consultancy, Other: Hongbo Yang is an employee of Analysis Group Inc, which has received consultancy fees from Takeda Pharmaceuticals U.S.A., Inc.; Sanofi: Consultancy, Other: Hongbo Yang is an employee of Analysis Group Inc, which has received consultancy fees from Sanofi; Millennium Pharmaceuticals, Inc.: Consultancy, Other: Hongbo Yang is an employee of Analysis Group Inc, which has received consultancy fees from Millennium Pharmaceuticals, Inc.; Jazz Pharmaceuticals Inc.: Consultancy, Other: Hongbo Yang is an employee of Analysis Group Inc, which has received consultancy fees from Jazz Pharmaceuticals Inc.; Astellas Pharma US, Inc.: Consultancy, Other: Hongbo Yang is an employee of Analysis Group Inc, which has received consultancy fees from Astellas Pharma US, Inc.; Abbvie Inc.: Consultancy, Other: Hongbo Yang is an employee of Analysis Group Inc, which has received consultancy fees from Abbvie Inc.; Novartis Pharmaceuticals Corporation: Consultancy, Other: Hongbo Yang is an employee of Analysis Group Inc, which has received consultancy fees from Novartis Pharmaceuticals Corporation. Off Label Use: Management of Multiple Myeloma. Roy:Novartis Pharmaceuticals Corporation: Employment, Equity Ownership. Yang:Sanofi: Consultancy, Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from Sanofi; Forest Laboratories, Inc.: Consultancy, Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from Forest Laboratories, Inc.; Novartis Pharmaceuticals Corporation: Consultancy, Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from Novartis Pharmaceuticals Corporation; Bristol-Myers Squibb Company: Consultancy, Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from Bristol-Myers Squibb Company; AbbVie Inc.: Consultancy, Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from Abbvie Inc.; Astellas Pharma US, Inc.: Consultancy, Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from Astellas Pharma US, Inc.; Shire Pharmaceuticals Inc.: Consultancy, Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from Shire Pharmaceuticals Inc.; Millennium Pharmaceuticals, Inc.: Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from Millennium Pharmaceuticals, Inc. ; GE Healthcare: Consultancy, Other: Chelsey Yang is an employee of Analysis Group Inc, which has received consultancy fees from GE Healthcare. McDonald:AbbVie Inc.: Consultancy, Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from AbbVie Inc.; Astellas Pharma US, Inc.: Consultancy, Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from Astellas Pharma US, Inc.; Bristol-Myers Squibb Company: Consultancy, Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from Bristol-Myers Squibb Company; Millennium Pharmaceuticals, Inc.: Consultancy, Other: Millennium Pharmaceuticals, Inc.; Pfizer Inc.: Consultancy, Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from Pfizer Inc.; Otsuka America Pharmaceutical, Inc.: Consultancy, Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from Otsuka America Pharmaceutical, Inc.; AstraZeneca: Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from AstraZeneca; Takeda Pharmaceuticals U.S.A., Inc.: Consultancy, Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from Takeda Pharmaceuticals U.S.A., Inc.; Shire Pharmaceuticals Inc.: Consultancy, Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from Shire Pharmaceuticals Inc.; Novartis Pharmaceuticals Corporation: Consultancy, Other: Evangeline McDonald is an employee of Analysis Group Inc, which has received consultancy fees from Novartis Pharmaceuticals Corporation. Krishna:Novartis Pharmaceuticals Corporation: Employment, Equity Ownership. Kuriakose:Novartis: Employment, Equity Ownership. Globe:Novartis Pharmaceuticals Corporation: Employment, Equity Ownership. Siegel:Celgene Corporation: Consultancy, Speakers Bureau; Amgen: Speakers Bureau; Takeda: Speakers Bureau; Novartis: Speakers Bureau; Merck: Speakers Bureau. Jagannath:Celgene: Honoraria; MERCK: Honoraria; Janssen: Honoraria; BMS: Honoraria; Novartis Pharmaceuticals Corporation: Honoraria.

Leading up to the 2008 Beijing Olympics, multinational corporations such as McDonald's exploited jingju (Beijing opera) as an internationally legible marker of “Chinese-ness.” Though jingju received muddled exposure in the Olympics opening ceremony, post-Olympic deployments prove it persists as a central component of an emerging “Brand China” that emphasizes the synthesis of traditional and 21st-century elements.

Tràng An is a Vietnamese government supported cultural and ecological park development covering 2,500 hectares that is centred on an isolated massif on the southern edge of the Song Hong delta in Ninh Bình Province, north Vietnam (Fig. 1). The archaeological investigation of Tràng An is being led jointly by the Xuan Truong Construction Corporation and the McDonald Institute for Archaeological Research, University of Cambridge, under the direction of the lead author. The Corporation is creating an ecologically sensitive development – the ‘Tràng An Tourism Resort’ – within this karstic landscape, which is also the subject of a planned application to UNESCO for World Heritage Site status. International involvement in this work has been at the behest of Nguyêń Van Truong, the General Director of Xuan Truong and at the invitation of the Ninh Bình People's Committee. The research itself is carried out under the guidance of Nguyêń Van Son, the Tràng An Tourism Resort Project Manager. The main focus of the May 2007 season was to undertake excavations at the site of Hang Boi (the ‘Fortune-Teller's Cave’).

The popularity of Deleuze and Guattari is an undeniable precedent in current theoretical exchanges, and it could be stated without much contention that one's theoretical positioning must at some point deal with the salient conceptual offerings of Deleuze and Guattari, especially their double-opus, Anti-Oedipus and A Thousand Plateaus wherein a wealth of critique abounds. However, the significant trends concerning Deleuze and Guattari ‘scholarship’ may be jeopardised by the (ab)use of certain conceptual themes and methods in their work that are distorted and employed by big business looking to secure their legacies of power by means of a control mechanism that looks to subjugate an entire world by means of (to borrow a term from Mihai Spariosu) ‘globalitarianism’. Our aim here will be to use McDonald's Corporation as an example of how the theoretical offerings of Deleuze and Guattari have been indirectly and hastily deployed for corporate ends, how these attempts are counter-Deleuzian, and to answer at least one of Žižek's criticisms against Deleuze.

This study deals with corporate social responsibility (CSR) and focuses on managerial perceptions of CSR at McDonald’s South Africa (SA) and how social responsibility is translated into social practices. The key objectives of the research are: to analyse McDonald’s both internationally and locally in South Africa to establish whether CSR policies exist, then to investigate how these policies are perceived and integrated by outlet managers. Lastly to investigate what kind of social responsibility (SR) involvement, if at all, occurs at outlet level. The research site covers three regions in South Africa, which are the Eastern Cape, Western Cape and Gauteng. The total research sample is 38. 33 interviewees were outlet managers, who were purposively selected, and 5 additional interviews took place with: 2 McDonald’s SA Head Office representatives, 2 interviews with beneficiaries of McDonald’s SR involvement and 1 with the trade union SACCAWU. The research was carried out through questionnaires and semi-structured interviews. The design of this research is based on an interpretive social science approach. The aim of the research was to investigate outlet managers’ perceptions of CSR and social practices present at McDonald’s SA outlets. The key findings of the research indicate that: CSR policies at McDonald’s SA head office are not communicated sufficiently to outlet managers, SR involvement is evident, especially for initiatives focusing on children’s welfare, but far too little occurs at the outlet level. There are also too few checks on social involvement by head office and no formal reporting system is available to the outlets except through an internal magazine, called the Big Mag. There is no official CSR report at McDonald’s SA. The fact that no report exists makes this study more relevant since this research investigates matters pertaining to CSR and social practices. The overall significance of the study is that it brings to the forefront the importance of internal company and external broader regulation which is part of the greater debate of CSR. This is because the analysis of managerial perceptions and implementation of CSR shows some unwarranted discrepancies between policies and practices, locally, nationally and internationally even within the same organisation.

La presente investigación parte de realizar el análisis externo, utilizando para ello la Metodología PESTEL que analiza el entorno externo mediante los factores políticos, económicos, socio-culturales, tecnológicos, ecológicos, legales. Mediante la Matriz de Evaluación de Factores Externos (EFE) se obtuvo una puntuación de 2,77 que muestra que la empresa tiene condiciones ventajosas para aprovechar las oportunidades y enfrentar las amenazas; resumidas en su presencia global, su liderazgo en costos, precios competitivos, tener un manejo responsable de insumos a través de su cadena de suministros y a su facilidad para ampliar su portafolio de productos. Es relevante mencionar como aspectos clave una situación económica con muestras de desaceleración en Norteamérica y Europa, pero con indicadores positivos en Asia. Desde el punto de vista del consumidor, se incrementan las preferencias hacia opciones de comida más saludables. En la perspectiva ecológica, destaca la búsqueda de la sostenibilidad, promovida por gobiernos y organizaciones activistas. Posteriormente, se realizó la evaluación del grado de atractividad de la industria de comida rápida utilizando como herramienta el modelo de las cinco fuerzas de Porter. Se obtuvo un resultado de 3,67 del cual se concluyó que es atractiva.

El trabajo de investigación tiene como objetivo proponer un plan estratégico para la corporación McDonald’s para el período 2008-2010. El problema principal es que el planeamiento estratégico de McDonald’s no se alinea con los cambios en el entorno referidos al estilo de vida, cuidado de la salud, sobrepeso, obesidad, activismo social y medioambiental. En este contexto, la cadena de suministro debe adecuarse a nuevas demandas ambientales considerando también la sostenibilidad y la responsabilidad social corporativa. Hemos identificado que la cadena de suministros y su relación con la responsabilidad social corporativa se encuentran en proceso de adaptación y se observa más un comportamiento reactivo a nivel estratégico. Nuestra propuesta de solución al problema principal de McDonald’s es que la corporación se oriente a lograr una mayor eficiencia en la cadena de suministros mediante la incorporación progresiva de insumos saludables a los productos actuales y el enriquecimiento de su oferta con alimentos y bebidas saludables, más acordes a las tendencias mundiales de consumo.

El presente trabajo de investigación tiene por finalidad formular un plan estratégico que permita lograr los objetivos del negocio y direccionar las acciones que habiliten las capacidades necesarias para que McDonald’s siga creciendo, liderando el mercado de comida rápida y, a su vez, sea una empresa sostenible -económica, social y ambientalmente-, en los siguientes años. Para lograr las estrategias se han definido un conjunto de planes funcionales, con iniciativas específicas, destinadas a la transformación de las estrategias en acciones concretas. Los planes abarcan el marketing y ventas, las operaciones, los recursos humanos, la responsabilidad social empresarial y los aspectos financieros.

El presente trabajo tiene como objetivo desarrollar el plan estratégico para la corporación McDonald’s, líder mundial en comida rápida y una de las diez marcas globales más importantes, que cuenta con presencia en 118 países y cerca de 31.000 restaurantes alrededor del mundo. Hacia el año 2007, existían ciertas tendencias cada más relevantes a una escala global. Por un lado, los altos índices de obesidad ocasionaron que algunos organismos, países y personas, pusieran mayor atención en su alimentación, por lo que apareció una mayor conciencia de la importancia de una alimentación saludable. Por otro lado, muchas personas empezaron a premiar con su consumo a las empresas que no generaban en su operación impactos negativos en el medio ambiente o las comunidades, hecho que se hizo más visible a raíz del mayor poder que obtuvieron las organizaciones no gubernamentales ambientalistas y de protección animal. Es en este contexto, se ha elaborado el plan estratégico para el periodo 2008-2010. En él se analiza, con la ayuda de conceptos y herramientas de administración, cuál debe ser el camino a seguir de McDonald’s, teniendo en cuenta sus ventas competitivas para enfrentarse a un entorno más complejo, pero sin perder de vista que el valor de la marca McDonald’s es muy fuerte, debido al modelo que posee y que ha desarrollado por más de cincuenta años. Nuestra propuesta es fortalecer la incorporación del triple resultado: rentabilidad, administración ambiental y responsabilidad social en los planes funcionales. Para ello, proponemos el lanzamiento de la plataforma saludable McGreen, la cual estará acorde con las nuevas tendencias; también buscaremos asegurar la sustentabilidad de la cadena de suministros optimizando la calidad para asegurar el control de sus procesos y del impacto ambiental; y, en paralelo, propondremos la incorporación de tecnología limpia en los restaurantes para reducir el impacto ambiental y, al mismo tiempo, los costos. En este proceso del plan, la información brindada a los clientes sobre el origen y contenido nutricional de los productos de McDonald’s será una prioridad para derribar algunos mitos que existen sobre la comida rápida y demostrar que McDonald’s posee alternativas que están alineadas con el consumo saludable. Finalmente, el servicio al cliente será clave, y para lograrlo buscaremos la excelencia del servicio a través de la capacitación y motivación del personal, para que nuestros clientes reciban la mejor experiencia de compra.

En el presente trabajo se han utilizado las herramientas de evaluación del entorno interno y externo, y se han identificado los objetivos, las estrategias y los planes funcionales correspondientes. Muy importante de destacar es el análisis VRIO que se ha realizado, cuyo resultado concluye que McDonald’s tiene como ventajas competitivas sostenibles el reconocimiento de la marca, franquiciadores con experiencia local, empleados bien entrenados y una cadena de suministros sostenible. En ese sentido, se puede afirmar que la ventaja competitiva de McDonald’s es de tipo diferenciación amplia (para el nicho de mercado de fast food- hamburguesas). Se han identificado como objetivos más importantes de crecimiento: incrementar el número de restaurantes operados por la empresa propia y en franquicias/afiliados en EE.UU., Europa y APMEA/China y reducir el número de restaurantes en otros países, para consolidar su participación en el mercado; y sostener el crecimiento de las ventas a nivel mundial, según promedio de ventas de tres años, en 9,89% anual. El objetivo más importante de sostenibilidad es que, ya que el 90% de los proveedores cumple con estándares de sostenibilidad, incrementar en 10% por año el uso de empaques de papel reciclado. Se propone como estrategia global que McDonald’s debe mantener su posición competitiva en Estados Unidos y Europa; en China, su estrategia debe ser la de penetración de mercado y desarrollo de nuevos mercados, como el de horario 24 horas, McCafé y opciones saludables. Como estrategia corporativa, se debe continuar implementando una estrategia genérica de liderazgo en costos de tipo 2, es decir, liderazgo en costos con mejor valor, penetrando en mercados de potencial crecimiento, y manteniendo la ventaja competitiva, especialmente en el desarrollo de franquiciadores y de una cadena de suministro sostenible.

El presente trabajo consiste en la formulación de un plan estratégico para McDonald’s, líder mundial en el sector fast food, a desarrollarse en los años 2008-2010. El plan está orientado a consolidar el liderazgo de dicha empresa a nivel global, desarrollando un conjunto de acciones debidamente articuladas en torno a las directrices marcadas por la estrategia corporativa definida. Si bien McDonald’s es líder indiscutible del sector fast food, también es verdad que están surgiendo cambios importantes en el entorno que exigen por parte de la corporación acciones que permitan gestionar con éxito esos cambios. Es por ello que en este plan estratégico resaltan propuestas innovadoras en términos de estrategias y acciones de marketing orientadas a potenciar la calidad del servicio y adecuar los productos a los cambios que se están generando en los hábitos de consumo de los clientes. En la misma línea de optimizar la calidad del servicio, se plantean mejoras en el proceso de atención al cliente empleando tecnología disponible, que genera ahorro de tiempo, teniendo en cuenta que es un factor valioso en el estilo de vida de los clientes. Se ha tenido especial atención en el rol de la responsabilidad social como eje direccionador de los planes funcionales; este es un aporte muy importante a la estrategia de McDonald’s, teniendo en cuenta el impacto que genera el negocio en el entorno medioambiental, y la alta sensibilidad que sobre este tema se viene generando en la sociedad. Es por ello que también se valora el fortalecimiento de auditorías preventivas en la cadena de suministros, que permitan prever incidencias que pongan en riesgo la política de responsabilidad social de McDonald’s. Asimismo, planteamos un plan de expansión del negocio priorizando la región Asia, a fin de aprovechar las altas tasas de crecimiento de su economía y considerando también que la industria está en proceso de desarrollo, a diferencia del mercado americano donde está más madura.

Thesis (MBA)--Stellenbosch University, 2004.
ENGLISH ABSTRACT: McDonald's is world renowned for the benchmark standards it sets in operations management. This is evidenced by the numerous references in operations management textbooks over the last 10-15 years. However, since 1999, McDonald's has not been able to link this operations excellence to creating shareholder value. In fact, the McDonald's share price has declined by 64 % over the last 4 years. In comparison, Wendy's (McDonald's biggest competition in the US fast food market) share price has increased by 2 % over the same period. Understanding why McDonald's has not been able to link operational excellence and the creation of shareholder value is the reasoning behind this mini-thesis. The hypothesis is that there are a number of factors. which influence shareholder value, and operational excellence is but one of these factors. A literature survey was conducted in order lO understand the underlying theories which link operational excellence and shareholder value creation. Evidence supporting this hypothesis is then presented and discussed. In Chapter 3, McDonald's ability to deliver operational excellence is evaluated against the evidence presented in operations management textbooks and other sources. The success of McDonald's in delivering perfonnance in the other factors affecting shareholder value is then discussed in Chapter 4 and compared to its biggest competition. Firstly, the share price of McDonald's is compared to its biggest competition (Wendy's), then the strategy of McDonald's and its impact on shareholder value creation is discussed, along with McDonald's ability to implement the other important factors and drivers, namely customer value creation, efficiency of value delivery and direct financial impact on shareholders. As a result of the above evidence. it was found that there are two basic reasons why McDonald's has not been able to link operational excellence and shareholder value creation: 1. Relative to its competition, McDonald's has not demonstrated sufficient competence in the other factors, which influence shareholder value creation. These factors are: customer value creation and the efficiency of customer value delivery. This is further evidenced by the financial output measures of McDonald's relative to its competition. 2. McDonald's ability in delivering operational excellence has diminished recently. This is evidenced by falling ratings in customer satisfaction surveys. The above reasons are evidenced by customer satisfaction survey results, comparative financial results and a number of non-direct driver results. In order to increase shareholder value creation, it is recommended that McDonald's change the focus of its strategy from operations to the creation of customer value. In order to support this change, the organisational structure and business processes will have to be changed by top management, who must be the crusaders of this change.
AFRIKAANSE OPSOMMING: McDonald's is bekend vir die maatskappy se wereldklas bedryfs bestuur standaardc. Die standaarde word tel kens na verwys in menige bedryfs bestuur handboeke oor die afgelope 10 tot 15 jaar. McDonald's kon egtcr nie daarin slaag om die hoe bedryfsbetuur standaarde in aandeelhouer waarde te omskep nic. Die waarde van die McDonald's aandele het met 64% gedaaJ oor die afgelope 4 jaar. In kontras het Wendy's (McDonald's se grootste mededinger in die Amerikaanse kitskos mark) se aandeel pryse met meer as 2% gestyg oor dieselfde peri ode. Die redc vir hierdie studie is dan juis om te bepaal waarom McDonald's nie hul voortrcflike bestuurs standaarde kon koppel aan stygende aandeelhouer waarde nic. Die hipotese is dat daar 'n aantal faktore is wat die aandeelhouer waarde van 'n maatskappy bepaal en dat bedryfs bestuur standaarde maar net een van hierdie faktore is. 'n Literatuur studie is gedoen om te bepaal wat die verwantskap is tussen puik bedryfsbetuur standaarde en die skepping van aandeelhouer waarde. Die bewyse vanuit die literatuurstudie is dan gebruik om die hipotese mee te toets. In Hoofstuk 3 is die vennoe van McDonald' s om hoe bedryfsbestuur standaarde te handhaaf evalueer aan die hand van die literatuur studie. McDonald's se sukses in die implementering van die ander faktore wat lei tot verhoogde aandeelhouer waarde is in Hoofstuk 4 bespreek en terselfde tyd vergelyk met die verrnoens van sy grootste mededingers. Eerstens is die aandeelprys van McDonald's met die van sy grootste mededinger (Wendy's) vergelyk en tweedens is die strategie van McDonald's en die impak daarvan op aandeelhouer waarde bespreek. Ander belangrike faktore soos kliente waarde skepping. effektiwiteit van waarde toevoeging en direkte finansiele impak op aandeelhouers is ingesluit in die bespreking. Daar is gevind dat daar twee hoofredes is waarom McDonald's nie daarin geslaag het om bedryfs bestuur uitmuntenheid te omskep in aandeelhouer waarde nie: 1. McDonald's het in vergelyking met sy mededingers nie goed genoeg gedoen m.b.t. die ander faktore wat aandeelhouer waarde bernvloed nie. Hierdie faktore is kliente waarde skepping en effektiwiteit van waarde toevoeging. 2. McDonald's se bedryfs bestuur standaarde het begin afneem. Dit word gestaaf deur laer waarderings in klante tevredenheids bepalings. Die onvermoe van McDonald' s om die bogenoemde faktore te implementeer word deur die klante tevredenheids bepalings, vergelykende finansiele resultate en 'n aantaJ indirekte maatstawwe gestaaf. Daar word dus voorgestel dat McDonald's sy stralegiese fokus moet verskuif vanaf bedryfs bestuur optimisering na kliente waarde skepping. Die organisasie struktuur en besigheids prosesse van McDonald's sal dus deur bestuur herorganiseer moet word om die verandering in strategie te kan ondersteun.

El presente trabajo analiza, evalúa y propone una solución al problema de la empresa McDonald’s en el año 2007 mediante un planeamiento estratégico para el periodo 2008-2010. Del análisis del caso, se puede dar cuenta de que la situación que afronta McDonald’s Europa al cierre del año 2007 es no contar con el abastecimiento sostenible de la cadena de suministro para que soporte el crecimiento, y poder así brindar productos de bajo precio, seguros y de calidad, a efectos de continuar con la estrategia de liderazgo de costos con responsabilidad social. La situación actual de la empresa y el entorno es estable, aunque la tendencia del mercado apunta hacia el consumo de productos saludables. En ese sentido, para el periodo 2008-2010, McDonald’s Europa debe hacer mejoramientos en su cadena de suministros, que le permitan efectuar ahorros para ofrecer un mejor servicio al cliente al mismo precio. Se tomaron en cuenta las estrategias detalladas y se desarrollaron planes funcionales de operaciones, recursos humanos, marketing y finanzas. Destacan la logística de la cadena de suministros, la mejora de los procesos, la realización de auditorías a los productos que ofrecen los proveedores, el posicionamiento de la marca como responsable con el medio ambiente, los usuarios y la sociedad, y el fortalecimiento de las competencias de los colaboradores, entre otras. Finalmente, se recomienda implementar la propuesta del presente plan estratégico, que permitirá ahorrar US$ 28 millones anuales en gastos y generar un VAN marginal de US$ 131 millones en tres años.