Marketing Essay 代写:麦当劳的经营战略
经过一年的辛勤工作，麦当劳顾客忠诚度和品牌形象的发展在世界各地和雄厚的财力基础平衡的类似三明治业者如地铁、极端竞争的影响，汉堡王，温迪。在90年代初，当麦克唐纳德的强化其国际业务平衡在美国日益激烈的竞争的影响，其品牌形象变得如此受欢迎在美国，其在北京开幕，1992超过40000的客户络绎不绝的餐厅。1990早些时候，在莫斯科的一家新餐馆开业，吸引了约30000家
在1990s麦当劳见过许多年的战略政策，除了其辉煌的年彻底改造，特别是在1990的努力克服其性能下降的后期，客户满意度和货币利润导致品牌形象进一步下降以及销售。最高管理者推出了一个计划，以进一步提高餐馆的增长和多样化，从只是一个三明治机，通过添加不少于40个新项目的菜单。为了实现目标的10至百分之15的利润，投资4亿2000万美元的升级很少的东西，如厨房和研发。尽管所有这些努力，它似乎没有什么工作，把麦当劳的轨道上。（马里诺，2004，p.c215）
这是第一次麦当劳发布第一次有史以来的第四季度亏损2002。它是在同一时间当坎塔卢波接管公司的收费和推出的“制胜计划”战略，重新赢得前所未有的历史失落的帝国麦当劳。吉姆先生优先关注公司战略以公司的营销组合来克服衰落的品牌形象和负面宣传的经历就在他面前接管公司。他的计划专注于为客户提供一个更好的享受他们的快餐相比，竞争对手的经验。（马里诺，2004）
Marketing Essay 代写:麦当劳的经营战略
After a years of hard work McDonald's has developed its customer loyalty and brand image across the world and strong financial base to counterbalance the impact of extreme competition by the similar sandwich industry players such as Subway, Burger King, Wendy's. During early 1990s, when MacDonald's intensified its international operations to balance the impact of growing competition in USA, its brand image became so popular outside USA that on its opening in Beijing 1992 more than 40,000 customers flooded the restaurant. Earlier in 1990, an opening of a new restaurant in Moscow drew about 30,000
throughout 1990s McDonald's have seen many year of radical transformation in its strategic policies besides its glorious years, particularly in the later years of 1990 most of its efforts to overcome its falling performance, customer satisfaction and monetary profits resulted in further decline in brand image as well as sales. The top management launched a plan to further boost restaurants growth and diversification away from just a sandwich maker by adding no less than 40 new items in the menu. In order to achieve the target of 10 to 15 percent of profits an investment of $420 million was made to upgrade few things such as kitchen and research and development. Despite all these efforts it appeared that nothing was working to put McDonald's back on track. (Marino, 2004, p.C215)
This was the first time when McDonald's posted its first time ever fourth quarter loss in 2002. It is the same time when Jim Cantalupo took over the charge of the corporation and introduced "Plan to Win" strategy to win back the lost empire of unprecedented history of McDonald's. Jim Cantalupo preferred to focus company's generic strategy on marketing mix of the company in order to overcome the declining brand image and negative publicity experienced just before him taking over the company. His plan focused on offering customers a better experience of enjoying their fast food as compared to competitors. (Marino, 2004)
