General: McDonalds serves a locally relevant menu of quality food and beverages in 119 countries. Of the 38,695 restaurants at
year-end 2019, 36,059 were franchised, which is 93% of McDonald's restaurants. Vision: To move with velocity to drive
profitable growth and become an even better McDonald’s serving more customers delicious food each day around the world.
Mission: To be our customer’s favorite place and way to eat and drink. Values: Customer focus, inclusion, integrity, quality,
cleanliness. Goals: 1. Further global expansion, 2. Achieve long-term sustainability 3. Deliver excellent food for great value in a
happy and friendly atmosphere. 4. Drive sustainable comparable sales and guest count growth. 5. Continue to focus on elevating
the customer experience through improved restaurant execution and creating excitement around our food and value offerings,
while continuing to leverage technology to enable greater convenience and customer personalization.Objectives: 1. 95% of
McDonald’s restaurants owned by franchisees. 2. Reduce greenhouse gas emissions, responsibly source ingredients and
packaging, and increase the availability of recycling in restaurants to reduce waste. 3. Providing exceptional customer service. 4.
Retaining existing, regaining customers, converting from casual to committed. 5. Restaurant modernization & conveniency
Strategy: 1. Opening new restaurants (Business, Market development, Cost-leader) 2. Improve energy efficiency (Business,
Product Development, Cost-leader/differentiation-leader) 3. Plan to Win, which centre on an exceptional customer experience –
People, Products, Place, Price and Promotion (Corporate, Market penetration, differentiation-leader) 4. Velocity growth plan
(Corporate, Market penetration/development, Cost-leader/differentiation-leader) 5. EOFT, digital, delivery (Operational, Product
development, differentiation-leader) Business Canvas Model Key partners: 1. Franchise partners 2. Suppliers 3. Community &
social partners 4. Distribution 5. Partnerships (UberEATS delivery service, sponsorship Pokémon GO, distribution partnership
West Jet). Key Activities: 1. Selling F&B 2. Marketing 3. Supply chain management – (trained staff, close work with suppliers, high
quality food standard, outsourcing production) 4. Product development 5. Training Value proposition: 1. Serving good quality
food fast 2. Similar corporate style and menu structure. 3. Increase in product variety McCafé, McVeggie & Fruits &
adjustments per country. 4. Strong efforts for sustainability and social responsibilities 4. Food of a consistent quality that is
served quickly and consistently across the globe. Customer Relationship: 1. Personal assistance staff takes orders and brings
to the table 2. Order kiosks 3. Communities lotteries, McVIP community, Ronald McDonald. 4. Social media and McDonald’s
App with loyalty program. 5. Kid toys Customer segment: 1. Children 2. Families 3. Youth 4. Businesspeople 5. Budget customers
6. Elderly Cost Structure: 1. F&B costs 2. Employee salaries 3. Marketing Costs 4. Other, e.g. building/assurance/taxes 5. Facility
construction costs 6. Material/equipment costs Key resources: Physical: Buildings (Locations worldwide next and in airport,
train stations, shopping districts, highways), raw material, trademarks, databases, brand image. Human: employees, partners,
suppliers, knowledge, skills. Financial: Capital, liabilities, revenue Channels: 1. Social media 2. Delivery service 3. McDonald’s App
4. Board ads 5. Website 6. TV Revenue Streams: 1. F&B 2. Franchising fees 3. Royalties (brand image fee) 4. Company-operated
restaurants Market segments: I Ultimate buyers (customers), strategic customers (franchise, delivery-companies) B 8-45, Baby-
boomers (old-time, family-value), Generation XYZ (technology, delivery), Children, Families (kids’ menu, place to play), Youth
(technology, quick service, low cost), Business People (quick service, drive-in), Budget customers (low prices), Elderly (kindness,
trust-worthy), Franchisees (long-term contract, brand image) C Focus on millennials and families, attract by technology,
consistency and quick-service. Franchise helps by expanding, delivery helps with modernization and conveniency. Stakeholders:
Employees, customers, investors, communities, suppliers, competitors 1. Long-term investments/contracts 2. More stakeholders
less management risk 3. Employees have more to lose than big shareholder companies. Stakeholders map: Strategy improve
energy efficiency: Employees (Minimal effort; low interest, low power), Customers (Key players; high interest, high power)
Investors (Key players; High interest, high power), Communities (Keep informed; high interest, low power), Suppliers (Keep
satisfied; low interest, high power) Competitors (Key players; high interest, high power) Strategic groups: I Groups with similar
business model and combination of strategies B Wendy’s, Yum Brands, Burger King. Scope of activities: Extent of product
diversity > McDonald’s highest menu variety, Wendy’s higher in guest-satisfaction service. Extent Of geographical coverage >
McDonald’s 118 countries, Wendy’s 29 countries. Resource commitment: Marketing effort > McDonald’s 6-11 years 253,60 ads
viewed, Wendy’s 48,10 ads. Extent of vertical integration > McDonald’s backwards (own farms, input resources), consistency.
Size of organization > Market share McDonald’s 33%, Burger King 13% McDonald’s 205.000 employees Wendy’s 13.300
employees C Price leader, quality consistency within this strategic group. VRIO: I Strategic scheme. Resources: what a company
has Competence: what a company does well Strategic capability: a company’s skill to use their resources and competences into
creating value and competitive advantages in the market. Value/ Rarity/Inimitability/Organizational Support B Resources: Brand
recall, positive brand image of product Competence: Globally recognized iconic McDonalds brand. SC1: McDonalds globally
iconic brand makes them able to gain profitability through brand recall and the positive brand image of products. V: Yes,
McDonalds brand has a high value. R: Yes, it is unique in the international food service industry to have such a global iconic brand
I: Yes, the competing restaurants in the industry cannot imitate their brand or create easily an even strong brand. O: Yes, value
chain of Mac is organized around the max. strategic utilization. C sustained competitive adv. B Resources: Quality supply chain +
industry partnerships (supplies, distribution), franchise opportunities Competence: Sustaining a strong distribution network,
trustworthy partnerships, cultural awareness, global mindset SC2: Global growth V: Yes, helps out reaching out more guests and
greater revenues. R: No, would cost competitors a lot of investment and time, but is not rare. I: No, has been developed
gradually over the years but can be imitated O: Yes, the distribution network is needed to reach its customers and to
ensure that product is available. C temporary competitive adv. B Resources: Large customer base, marketing, price-quality value
Competence: brand trust, customer relationships, consistency. SC3: Customer loyalty V: Yes, higher profit and sales, advantage in
economic uncertainty, consistency in guest retainment R: No, more big brands have loyal customers. I: Yes, hard to gain and
maintain customers loyalty O: Yes, spendings to loyal guests (rewards), higher profit means higher stock earnings C Temporary
competitive adv.Organizational structure: B 1. Global hierarchy 2. Performance based division USA, Europe, APMEA, others. 3.
year-end 2019, 36,059 were franchised, which is 93% of McDonald's restaurants. Vision: To move with velocity to drive
profitable growth and become an even better McDonald’s serving more customers delicious food each day around the world.
Mission: To be our customer’s favorite place and way to eat and drink. Values: Customer focus, inclusion, integrity, quality,
cleanliness. Goals: 1. Further global expansion, 2. Achieve long-term sustainability 3. Deliver excellent food for great value in a
happy and friendly atmosphere. 4. Drive sustainable comparable sales and guest count growth. 5. Continue to focus on elevating
the customer experience through improved restaurant execution and creating excitement around our food and value offerings,
while continuing to leverage technology to enable greater convenience and customer personalization.Objectives: 1. 95% of
McDonald’s restaurants owned by franchisees. 2. Reduce greenhouse gas emissions, responsibly source ingredients and
packaging, and increase the availability of recycling in restaurants to reduce waste. 3. Providing exceptional customer service. 4.
Retaining existing, regaining customers, converting from casual to committed. 5. Restaurant modernization & conveniency
Strategy: 1. Opening new restaurants (Business, Market development, Cost-leader) 2. Improve energy efficiency (Business,
Product Development, Cost-leader/differentiation-leader) 3. Plan to Win, which centre on an exceptional customer experience –
People, Products, Place, Price and Promotion (Corporate, Market penetration, differentiation-leader) 4. Velocity growth plan
(Corporate, Market penetration/development, Cost-leader/differentiation-leader) 5. EOFT, digital, delivery (Operational, Product
development, differentiation-leader) Business Canvas Model Key partners: 1. Franchise partners 2. Suppliers 3. Community &
social partners 4. Distribution 5. Partnerships (UberEATS delivery service, sponsorship Pokémon GO, distribution partnership
West Jet). Key Activities: 1. Selling F&B 2. Marketing 3. Supply chain management – (trained staff, close work with suppliers, high
quality food standard, outsourcing production) 4. Product development 5. Training Value proposition: 1. Serving good quality
food fast 2. Similar corporate style and menu structure. 3. Increase in product variety McCafé, McVeggie & Fruits &
adjustments per country. 4. Strong efforts for sustainability and social responsibilities 4. Food of a consistent quality that is
served quickly and consistently across the globe. Customer Relationship: 1. Personal assistance staff takes orders and brings
to the table 2. Order kiosks 3. Communities lotteries, McVIP community, Ronald McDonald. 4. Social media and McDonald’s
App with loyalty program. 5. Kid toys Customer segment: 1. Children 2. Families 3. Youth 4. Businesspeople 5. Budget customers
6. Elderly Cost Structure: 1. F&B costs 2. Employee salaries 3. Marketing Costs 4. Other, e.g. building/assurance/taxes 5. Facility
construction costs 6. Material/equipment costs Key resources: Physical: Buildings (Locations worldwide next and in airport,
train stations, shopping districts, highways), raw material, trademarks, databases, brand image. Human: employees, partners,
suppliers, knowledge, skills. Financial: Capital, liabilities, revenue Channels: 1. Social media 2. Delivery service 3. McDonald’s App
4. Board ads 5. Website 6. TV Revenue Streams: 1. F&B 2. Franchising fees 3. Royalties (brand image fee) 4. Company-operated
restaurants Market segments: I Ultimate buyers (customers), strategic customers (franchise, delivery-companies) B 8-45, Baby-
boomers (old-time, family-value), Generation XYZ (technology, delivery), Children, Families (kids’ menu, place to play), Youth
(technology, quick service, low cost), Business People (quick service, drive-in), Budget customers (low prices), Elderly (kindness,
trust-worthy), Franchisees (long-term contract, brand image) C Focus on millennials and families, attract by technology,
consistency and quick-service. Franchise helps by expanding, delivery helps with modernization and conveniency. Stakeholders:
Employees, customers, investors, communities, suppliers, competitors 1. Long-term investments/contracts 2. More stakeholders
less management risk 3. Employees have more to lose than big shareholder companies. Stakeholders map: Strategy improve
energy efficiency: Employees (Minimal effort; low interest, low power), Customers (Key players; high interest, high power)
Investors (Key players; High interest, high power), Communities (Keep informed; high interest, low power), Suppliers (Keep
satisfied; low interest, high power) Competitors (Key players; high interest, high power) Strategic groups: I Groups with similar
business model and combination of strategies B Wendy’s, Yum Brands, Burger King. Scope of activities: Extent of product
diversity > McDonald’s highest menu variety, Wendy’s higher in guest-satisfaction service. Extent Of geographical coverage >
McDonald’s 118 countries, Wendy’s 29 countries. Resource commitment: Marketing effort > McDonald’s 6-11 years 253,60 ads
viewed, Wendy’s 48,10 ads. Extent of vertical integration > McDonald’s backwards (own farms, input resources), consistency.
Size of organization > Market share McDonald’s 33%, Burger King 13% McDonald’s 205.000 employees Wendy’s 13.300
employees C Price leader, quality consistency within this strategic group. VRIO: I Strategic scheme. Resources: what a company
has Competence: what a company does well Strategic capability: a company’s skill to use their resources and competences into
creating value and competitive advantages in the market. Value/ Rarity/Inimitability/Organizational Support B Resources: Brand
recall, positive brand image of product Competence: Globally recognized iconic McDonalds brand. SC1: McDonalds globally
iconic brand makes them able to gain profitability through brand recall and the positive brand image of products. V: Yes,
McDonalds brand has a high value. R: Yes, it is unique in the international food service industry to have such a global iconic brand
I: Yes, the competing restaurants in the industry cannot imitate their brand or create easily an even strong brand. O: Yes, value
chain of Mac is organized around the max. strategic utilization. C sustained competitive adv. B Resources: Quality supply chain +
industry partnerships (supplies, distribution), franchise opportunities Competence: Sustaining a strong distribution network,
trustworthy partnerships, cultural awareness, global mindset SC2: Global growth V: Yes, helps out reaching out more guests and
greater revenues. R: No, would cost competitors a lot of investment and time, but is not rare. I: No, has been developed
gradually over the years but can be imitated O: Yes, the distribution network is needed to reach its customers and to
ensure that product is available. C temporary competitive adv. B Resources: Large customer base, marketing, price-quality value
Competence: brand trust, customer relationships, consistency. SC3: Customer loyalty V: Yes, higher profit and sales, advantage in
economic uncertainty, consistency in guest retainment R: No, more big brands have loyal customers. I: Yes, hard to gain and
maintain customers loyalty O: Yes, spendings to loyal guests (rewards), higher profit means higher stock earnings C Temporary
competitive adv.Organizational structure: B 1. Global hierarchy 2. Performance based division USA, Europe, APMEA, others. 3.
