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Strategic management
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  STRATEGIC MANAGEMENT McDonald’s in France 10/13/2012MICHELLE HOLNESSSTU23753WORD COUNT :3,385Submited in paral fulllmen of he online MBA in ProjecManagemen via Universiy of Wales   qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwert yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklz  TABLE OF CONTENTS QUESTION 1………………………………………………………………………………………………………………..pgs1- 5QUESTION 2…………………………………………………………………………………………………………………pgs6-7QUESTION 3…………………………………………………………………………………………………………………pgs8-9QUESTION 4…………………………………………………………………………………………………………………pgs10-11REFERENCES……………………………………………………………………………………………………………….pg 12  1. Identfy McDonald’s core compeencies. Based on a srucured analysis of heoperatngenvironmen, discuss how he organizaton can explore is srenghs, o achieve susainablecompettve advanage in he French marke. Wha do you conclude?  McDonald’s was founded by brohers Richard and Maurice McDonald in 1940. I became an inernaonalfas food chain sore represened currenly in over one hundred counries. The company is well knownfor selling high qualiy fas food a compeve prices.The rs sore was opened in San Bernardino, California. However, now he USA is he larges consumerof McDonald’s burgers and hen France wih over one housand sores. Mos of which are franchises.The company’s connued expansion has seen is bigges growh in 2011 grossing sales of over wenyseven million US dollars hrough is wholly owned and franchised sores (McDonald’s annual repor2011).Core compeencies are skills and knowledge ha are unique o an organizaon and aords i acompeve advanage over is compeons. This is dicul o imiae and delivers value o iscusomers (Koler and Keller 2009).McDonald’s core compeencies included:1.The abiliy o inegrae is key funconal areas such as markeng, nance, markeresearch, human resource managemen and operaons managemen o creae consisenproducs and services in housands of resaurans globally. 2.Exceponal abiliy o adap o a counry’s culure wihou losing is ideny. This beingachieved hrough buy-in of is ‘Plan o Win’ sraegy -‘hink global, ac local’ inernaonally viasa and franchise owners. INTEGRATION OF KEY FUNCTIONAL AREAS McDonald’s abiliy o ensure ha for all sores hroughou France were able o mainain is high qualiyservice, brand, image and menu mean ha acvies were coordinaed hrough is raining programwhich saw each sore manager being rained for one year before being able o operae a McDonald’ssore. This acviy ensured ha oal qualiy managemen, cusomer service, markeng, operaons,producon, nance, human resource funcons were adhered o.Wih he inegraon of markeng and nance for example play a key role as srong markeng allowedfor srong cusomer sales and low prices in he marke enabling McDonald’s o become a global leader inhe fas food indusry.Pg1  PLAN TO WIN-‘THINK GLOBAL, ACT LOCAL’ Being able o successfully inlrae and adap o France’s culure was no easy fea however he counrybecame McDonald’s larges cusomer inernaonally oher han he US. The food chain’s pro-acvenessfor he mos par in inegrang imporan aspecs of he French cuisine on he menu was key in gainingmarke share. The sores used hemed décor, which gained approval and populariy by he French andwas deliberaely done o give a relaxing and environmenally friendly amosphere. Chairman of heBoard for McDonald’s cied ha Sysems parners are as unied as ever wih franchisees, suppliers andemployees all working ogeher wih he shared goals under he Plan o Win sraegy (McDonald’sCorporaon 2011 Annual Repor). The logiscs of he sore locaons in over one hundred counries speaks o he srong disribuonnework as well as he bes pracces adoped world- wide o ensure ha is cusomers and consumersare beter served.Pg2  Macro-economic Analysis of FrancePESTLE ANALYSIS POLITICALECONOMICSOCIALFrance has srong democrac principles hence elecons are fair and ransparen. Couner errorism sraegy bes in Europe.S resisance o reforms.Tax concerns wih Germany and he EU.Foreign policy change o increasesay in EU and inernaonal maters.Perceived corrupon among policians.Srong services secor.Well -developed infrasrucure.Weak governmen nances.Poor performance of exernal secor.Rising inaon.Increase in compeon in produc and goods marke.Governmen suppor for indusrial developmen.Widening curren accoun deci.Eurozone deb crisis.Srong performer on Human Developmen Index.High ferliy raes.Aging populaon.Inadequae educaon sysem.Risk of lower labor producviy.New educaon reforms risk.TECHNOLOGICALLEGALENVIRONMENTLarge number of paens.Polical commimen o echnological developmen.Declining expendiure on R & D as a percenage of GDP.Low privae secor parcipaon in R & D.Negave impac on reforms on Bioech R&D.Legal framework comparable o oher EU naons.Formal openness o foreign invesmen.Sae inerference in economic acvies.Implemenaon of labor reforms.Need for enforcemen of nancial secor regulaons.Impending ax reforms.Fulllmen of inernaonal environmenal commimens.Srong environmenal policy and iniaves.Local bodies unwilling o implemen environmenal policies.Environmenal reforms parally achieved.
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