University of Jordan Faculty of Business Strategic Management “McDonald's” Case Study STRATEGIC MANAGEMENT
Prepared By Fathi Salem Mohammed Abdullah
2009
Table of Contents
Topics
Introduction History analysis Vision, Mission, Value The Five Forces Framework PESTEL Framework External Audit CPM-Competitive Profile Matrix External Factor Evaluation (EFE) Matrix Financial Ratio Analysis Internal Audit Internal Factor Evaluation (IFE) Matrix SWOT Matrix SPACE Matrix Grand Strategy Matrix The Boston Consulting Group (BCG) Matrix The Internal-External (IE) Matrix The Quantitative Strategic Planning Matrix (QSPM) Recommendations
Introduction: 2
Page 3 3 4 5 6 7 8 9 10 12 13 14 15 16 17 17 18 20
McDonald's Corporation is the world's largest chain of fast food restaurants, serving nearly 47 million customers daily through more than 31,000 restaurants in 119 countries worldwide. McDonald’s sells various fast food items and soft drinks including, burgers, chicken, salads, fries, and ice cream. Many McDonald's restaurants have included a playground for children and advertising geared toward children, and some have been redesigned in a more 'natural' style, with a particular emphasis on comfort: introducing lounge areas and fireplaces, and eliminating hard plastic chairs and tables. Each McDonald's restaurant is operated by a franchisee, an affiliate, or the corporation itself. The corporations' revenues come from the rent, royalties and fees paid by the franchisees, as well as sales in company-operated restaurants. McDonald's revenues grew 27% over the three years ending in 2007 to $22.8 billion, and 9% growth in operating income to $3.9 billion.1 History analysis: The business began in 1940, with a restaurant opened by brothers Dick and Mac McDonald in San Bernardino, California. Their introduction of the "Speedee Service System" in 1948 established the principles of the modern fast-food restaurant.
The original mascot of McDonald's was a man with a chef's hat on top of a hamburger shaped head whose name was "Speedee." Speedee was eventually replaced with Ronald McDonald in 1963. The present corporation dates its founding to the opening of a franchised restaurant by Ray Kroc, in Des Plaines, Illinois on April 15, 1955 , the ninth McDonald's restaurant overall. Kroc later purchased the McDonald brothers' equity in the company and led its worldwide expansion and the company became listed on the public stock markets in 1965.
1
http://en.wikipedia.org.
3
With the expansion of McDonald's into many international markets, the company has become a symbol of globalization and the spread of the American way of life. Its prominence has also made it a frequent topic of public debates about obesity, corporate ethics and consumer responsibility.2
Vision To be the best and leading fast food provider around the globe Mission McDonald's brand mission is to be our customers' favorite place and way to eat, and improve our operations to provide the most delicious fast food that meet our customers' expectations. Values Our values summarized in "Q.S.C. & V.". Provide good quality, services to customer. Have a cleanliness environment when customer enjoys their meal. The value of food product makes every customer is smiling.
Potential entrants
Suppliers
Competitive rivalry
The Five Forces Framework 2
http://en.wikipedia.org.
4 Substitutes
Buyers
The Threat of Entrants Large established companies with strong brand identities such as McDonald’s BKC, YUM, and WEN do make it more difficult to enter and succeed within the marketplace; new entrants find that they are faced with price competition from existing chain restaurants.
Bargaining Power of Buyers Low bargaining power of buyers.
Bargaining power of suppliers Bargaining power of suppliers within the fast food industry would be relatively small, unless the main ingredient of the product is not readily available.
Threat of Substitutes This could range from a competitive fast food restaurant to family restaurant to a home cooked meal. 5
Competitive Rivalry The strength of competition in this industry is very high; the main rivals are BKC, YUM, and WEN. They compete with international, national, regional, local, retailers of food products (restaurants, quick service, pizza, coffee shops, and supermarkets).
PESTEL Framework: Political: •
The international operations of McDonald’s are highly influenced by the individual state policies enforced by each government.
Economic: • • • • •
McDonald’s has the tendency to experience hardship in instances where the economy of the respective states is hit by inflation and changes in the exchange rates. Market leader. Very high target market. Low cost and more incomes. The rate at which the economy of that particular state grows determines the purchasing power of the consumers in that country.
Social: • •
Working within many social groups. Increase employments.
Technological • Advanced technology development. Environmental: • Quality standards. • Quality packing. • Local manufacture using foreign supplies.
6
Legal: • •
Legislation for product. Sustained logo.
External Audit: Opportunities 1.
Growing health trends among consumers
2.
Globalization, expansion in other countries (especially in China & India). Diversification and acquisition of other quick-service restaurants. Growth of the fast-food industry. Worldwide deregulation. Low cost menu that will attract the customers. Freebies and discounts.
3. 4. 5. 6. 7.
Threats 1. Health professionals and consumer activists accuse McDonald's of contributing to the country’s health issue of high cholesterol, heart attacks, diabetes, and obesity. 2. The relationship between corporate level McDonald's and its franchise dealers. 3. McDonald’s competitors threatened market share of the company both internationally and domestically. 4. Anti-American sentiments. 5. Global recession and fluctuating foreign currencies. 6. Fast-food chain industry is expected to struggle to meet the expectations of the customers towards health and environmental issues.
7
CPM-Competitive Profile Matrix Critical Success Factors Price Financial Position Consumer Loyalty Advertising Product Quality Innovation Market Share Management Global Expansion Total
Weight 0.15 0.08
McDonald's Rating Weighted Score 4 0.60 4 0.32
Burger King Rating Weighted Score 3 0.45 3 0.32
Yum Brands Rating Weighted Score 3 0.45 3 0.24
Wendy's Rating Weighted Score 3 0.45 2 0.16
0.10
4
0.40
3
0.40
3
0.30
2
0.20
0.10 0.10 0.15 0.10 0.07 0.15
3 4 3 4 4 4
0.30 0.40 0.45 0.40 0.28 0.60
3 3 3 2 3 2
0.30 0.40 0.45 0.20 0.21 0.30
4 4 3 3 3 3
0.40 0.40 0.45 0.30 0.21 0.45
2 2 2 2 3 1
0.20 0.20 0.30 0.20 0.21 0.15
1
3.75
3.03
8
3.20
2.07
External Factor Evaluation (EFE) Matrix Key External Factors Opportunities Growing health trends among consumers
Weight
Rating
Weighted Score
0.08
3
0.24
Globalization, expansion in other countries (especially in China & India).
0.12
4
0.48
Diversification and acquisition of other quickservice restaurants.
.04
3
0.12
Growth of the fast-food industry.
.10
3
0.30
Worldwide deregulation
.04
2
0.08
Low cost menu that will attract the customers.
.08
2
0.16
Freebies and discounts.
.08
1
0.08
0.10
3
0.30
The relationship between corporate level McDonald's and its franchise dealers.
0.09
3
0.27
McDonald’s competitors threatened market share of the company both internationally and domestically. Anti-American sentiments.
0.12
4
0.48
.07
2
.14
Global recession and fluctuating foreign currencies.
.04
3
.12
Fast-food chain industry is expected to struggle to meet the expectations of the customers towards health and environmental issues. Total
.04
2
.08
Threats Health professionals and consumer activists accuse McDonald's of contributing to the country’s health issue of high cholesterol, heart attacks, diabetes, and obesity.
1.00
9
2.85
Financial Ratio Analysis 12/2007 Growth Rates % Sales (Qtr vs year ago qtr) Net Income (YTD vs YTD) Net Income (Qtr vs year ago qtr) Sales (5-Year Annual Avg.) Net Income (5-Year Annual Avg.) Dividends (5-Year Annual Avg.) Price Ratios Current P/E Ratio P/E Ratio 5-Year High P/E Ratio 5-Year Low Price/Sales Ratio Price/Book Value Price/Cash Flow Ratio Profit Margins % Gross Margin Pre-Tax Margin Net Profit Margin 5Yr Gross Margin (5-Year Avg.) 5Yr PreTax Margin (5-Year Avg.) 5Yr Net Profit Margin (5-Year Avg.) Financial Condition Debt/Equity Ratio Current Ratio Quick Ratio Interest Coverage Leverage Ratio Book Value/Share Investment Returns % Return On Equity Return On Assets Return On Capital Return On Equity (5-Year Avg.) Return On Assets (5-Year Avg.) Return On Capital (5-Year Avg.)
McDonald's -3.30 84.70 -22.60 6.53 23.39 32.36
Industry 4.20 47.90 -59.90 8.14 15.30 22.36
S&P 500 -3.80 8.40 -94.80 13.26 14.45 12.30
14.7 N/A N/A 2.62 4.62 11.20
14.2 9.5 4.7 1.88 3.54 10.00
13.0 12.5 2.0 1.47 3.00 9.00
36.7 26.2 18.3 33.9 19.8 13.7
32.1 17.2 12.0 33.3 14.2 9.8
39.4 13.2 9.1 39.1 16.6 11.45
0.76 1.4 1.3 N/A 2.1 12.00
.80 1.2 1.1 1.2 -5.3 10.00
1.03 1.4 1.1 29.9 1.9 19.75
32.2 14.9 17.0 19.7 10.0 11.4
44.4 11.3 13.7 22.8 8.98 11.0
27.9 8.1 11.2 20.6 8.5 11.5
10
Management Efficiency Income/Employee Revenue/Employee Receivable Turnover Inventory Turnover Asset Turnover
10,783 58,806 23.7 125.7 0.8
Date
Avg P/E
Price/ Sales
12/07 12/06 12/05 12/04 12/03
26.50 16.10 15.80 15.60 17.10
3.13 2.66 2.25 2.20 1.85
Date 12/07 12/06 12/05 12/04 12/03
Book Value/ Share $13.11 $12.84 $11.99 $11.18 $9.50
Debt/ Equity 0.61 0.54 0.67 0.65 0.81
Price/ Book 4.49 3.45 2.81 2.87 2.62
9,401 98,207 44.7 98.7 1.1
Net Profit Margin (%) 10.2 13.7 13.5 12.2 8.8
Return on Return Equity (%) on Assets (%) 15.3 7.9 18.5 9.9 17.0 8.6 16.0 8.2 12.6 5.8
11
91,499 1,000,000 15.8 12.3 1.0
Interest Coverage 9.5 11.0 11.0 9.9 7.3
Net Worth Analysis 12/2007 (in millions) 1. Stockholders' Equity + Goodwill= 15,279.80+2,301.30 2. Net income x 5 = 2395.10 x 5 3. Share price = 58.91/EPS 2.02=$29.16 x 2,395.10 4. Number of Shares Outstanding x Share price = 1,165x58.91 Method Average
$17,581.10 $11,975.50 $69,849.18 $68,630.15 $42,009
Internal Audit Strength
Weakness
1. Strong brand name, image and reputation. 2.
Large market share.
3.
Strong global presence.
1.
Unhealthy food image.
2.
High Staff Turnover including Top management
3.
competition.
4. Specialized training for managers known 5.
as the Hamburger University. McDonalds Plan to win focuses on
4. Legal actions related to health issues; use of trans fat & beef oil.
people, products, place, price and
5. Uses HCFC-22 to make
promotion.
polystyrene that is contributing to ozone depletion.
6. Strong financial performance and position. 7. 8.
Introduction of new products. Customer focus (centric).
9.
Strong MCD's performance in the global marketplace.
Customer losses due to fierce
6.
12
Ignoring breakfast from the menu.
Internal Factor Evaluation (IFE) Matrix Key Internal Factors Strengths Strong brand name, image and reputation. Large market share. Strong global presence. Specialized training for managers known as the Hamburger University.
Weight
Rating
Weighted Score
0.12
4
0.48
0.10 0.04 0.04
4 3 3
0.40 0.12 0.12
McDonalds Plan to Win focuses on people, products, place, price and promotion Strong financial performance and position. Introduction of new products. Customer focus (centric). Strong performance in the global marketplace.
0.12
4
0.48
0.08
4
0.32
0.06 0.06 0.08
4 4 4
0.24 0.24 0.32
0.08 0.04
1 1
0.08 0.10
0.04
1
0.04
0.04
2
0.08
McDonald's uses HCFC-22 to make polystyrene that is contributing to ozone depletion. Ignoring breakfast from the menu.
0.04
2
0.08
0.06
1
0.06
Total
1.00
Weaknesses Unhealthy food image. High Staff Turnover including Top management Customer losses due to fierce competition. Legal actions related to health issues; use of trans fat & beef oil.
3.16
13
SWOT Matrix
14
1.
Strengths Strong brand name, image and
1.
reputation.
2. High Staff Turnover including
2.
Large market share.
3.
Strong global presence.
Top management. 3.
4. Specialized training for managers known as the Hamburger 5.
Weaknesses Unhealthy food image.
Customer losses due to fierce competition.
4. Legal actions related
University.
to health issues; use
McDonalds Plan to Win focuses on
of trans fat & beef
people, products, place, price and
oil.
promotion. 6. 7.
Strong financial performance and
5. Uses HCFC-22 to make
position.
polystyrene that is
Introduction of new
contributing to ozone
products.
depletion.
6. Ignoring 8.
Customer focus (centric).
breakfast from the menu.
9. Strong performance in the global marketplace.
1.
2. 3. 4. 5. 6. 7.
1.
2. 3.
Opportunities Growing health trends among consumers. Globalization, expansion in other countries (especially in China & India). Diversification and acquisition of other quickservice restaurants. Growth of the fast-food industry. Worldwide deregulation. Low cost menu that will attract the customers. Freebies and discounts.
Threats Health professionals and consumer activists accuse McDonald's of contributing to the country’s health issue of high cholesterol, heart attacks, diabetes, and obesity. The relationship between corporate level McDonald's and its franchise dealers. McDonald’s competitors threatened market share of the company both internationally and domestically.
S-O Strategies 1. Focus on Plan to win to attract customers and expansion in other countries (S5, O2, O6). 2. Expansion in market share by more investments in Asia (S2, O2).
W-O Strategies
1. Minimize customers losses by provide low cost menu and discounts (W3, O6, O7).
S-T Strategies
1. More control on franchise dealers 2.
to maintain McDonald's reputation and quality (S1, T2). Provide new product and keep innovation (S7, T3).
15
W-T Strategies
1. Applying 0 grams Trans fat in 2.
all worldwide McDonald's (W1, W4, O1). Transfer from HCFC-22 to HFC (hydrofluorocarbon)-free (W5, T6)
SPACE Matrix Financial Strength
Rating
Environmental Stability
Rating
Return on investment Leverage Net Income EPS ROE Cash Flow
4 4 6 5 5 4
Rate of inflation Demand Changes Price Elasticity of demand Competitive pressure Barriers to entry new markets Risk involved in business
-3 -3 -1 -3 -3 -2
Average
4.67
Average
-2.5
Competitive Advantage Market share Product Quality Customer Loyalty
Rating -1.00 -1.00 -1.00
Y-axis Industry Strength Growth potential Financial stability Ease of entry new markets
2.17 Rating 5 5 4
Control over other parties
-2.00
Resources utilization Profit potential Demand variability
4 5 3
Average
-1.25
Average
4.33
X-axis
3.08
Directional vector point is :( 3.08, 2.17) FS Conservative
Aggressive
C
IS
Defensive
Competitive ES
Grand Strategy Matrix 16
Rapid Market Growth Quadrant II
Quadrant I
Weak Competitive Position
Strong Competitive Position Quadrant IV
Quadrant III
Slow Market Growth
The Boston Consulting Group (BCG) Matrix Relative Market Share Position
MCD
Stars
Question Marks
Industry Sales Growth Rate Cash Cows
The Internal-External (IE) Matrix The IFE Total Weighted Score
17
Dogs
Strong 3.0 to 4.0
Average 2.0 to 2.99
I
II
Weak 1.0 to 1.99 III
High 3.0 to 3.99
IV
V
VI
The EFE Total Medium Weighted Score 2.0McDonald's to 2.99
VII
VIII
IX
Low 1.0 to 1.99
The Quantitative Strategic Planning Matrix (QSPM) Strategy 1
Strategy 2
Expand further in Asia by adding 500 restaurants
Applying 0 grams Trans fat in all worldwide McDonald's restaurants
Key Internal Factors
Weight
AS
TAS
AS
TAS
Strengths Strong brand name, image and reputation
0.12
4
0.48
4
0.48
Large market share
0.10
4
0.40
2
0.20
Strong global presence
0.04
4
0.12
2
0.08
Specialized training for managers known as the Hamburger University McDonalds Plan to Win focuses on people, products, place, price and promotion
0.04
-
-
-
-
0.12
4
0.48
4
0.48
18
Strong financial performance and position
0.08
4
0.32
4
0.32
Introduction of new products
0.06
-
-
-
-
Customer focus (centric)
0.06
1
0.06
4
0.24
0.08
3
0.24
1
0.08
0.08 0.10 0.04 0.04
1 3 1
0.08 0.12 0.04
4 1 4
0.32 0.04 0.16
0.04
-
-
-
-
Strong performance in the global marketplace Weaknesses Unhealthy food image High Staff Turnover including Top management Customer losses due to fierce competition Legal actions related to health issues; use of trans fat & beef oil Uses HCFC-22 to make polystyrene that is contributing to ozone depletion SUBTOTAL
1.00
2.34
2.40
Strategy 1
Strategy 2
Expand further in Asia by adding 500 restaurants
Applying 0 grams Trans fat in all worldwide McDonald's restaurants
AS
TAS
Key External Factors
Weight
AS
TAS
Opportunities Growing health trends among consumers
0.08
1
0.08
4
0.32
Globalization, expansion in other countries (especially in China & India) Diversification and acquisition of other quickservice restaurants Growth of the fast-food industry
0.12
4
0.48
1
0.12
0.04
-
-
-
-
0.10
4
0.40
4
0.40
Worldwide deregulation
0.04
4
0.16
1
0.04
Low cost menu that will attract the customers
0.08
-
-
-
-
Freebies and discounts
0.08
-
-
-
-
0.10
1
0.10
4
0.40
0.09
4
0.36
1
0.09
Threats Health professionals and consumer activists accuse McDonald's of contributing to the country’s health issue of high cholesterol, heart attacks, diabetes, and obesity The relationship between corporate level
19
McDonald's and its franchise dealers McDonald’s competitors threatened market share of the company both internationally and domestically Anti-American sentiments Global recession and fluctuating foreign currencies Fast-food chain industry is expected to struggle to meet the expectations of the customers towards health and environmental issues SUBTOTAL SUM TOTAL ATTRACTIVENESS SCORE
0.12
4
0.48
4
0.48
0.07 0.04 0.04
1
0.04
4
0.16
1.00
2.10 4.44
2.01 4.41
Recommendations Expand further into Asia markets over a 2-year period by adding 500 restaurants per year at a cost of $4 billion annually, and applying 0 grams Trans fat in all worldwide McDonald's restaurants.
References 1. www.mcdonalds.com 2. www.moneycentral.msn.com 3. www.mcdonalds.ca
4. Strategic Management concepts and cases by Fred David 12 edition 5. Exploring Corporate Strategy text & cases 8th edition 6. U.S. Environmental Protection Agency
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