Caso Mcdonald´S Essay

9666 Words Apr 10th, 2011 39 Pages
Harvard Business School

9-693-028
Rev. September 23, 1996

McDonald’s Corporation
Whether in Moscow or Massachusetts, the same experience would greet a customer in any of the 12,611 McDonald’s quick-service restaurants worldwide. McDonald’s had distinguished itself in the quick-service industry through its remarkable consistency across all units. To competitors and customers alike, the Golden Arches—the corporate emblem that adorned every restaurant— symbolized pleasant, fast service and tasty, inexpensive food. In the United States alone, McDonald’s served over 20 million customers every day.1 Although such a number testified to the restaurant chain’s success, it also suggested a troubling question for management. With McDonald’s
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Whereas many competitors could prepare products that were similar to McDonald’s, most focused on recruiting franchisees, whom they promptly ignored, and on identifying the lowest-cost suppliers. Kroc, on the other hand, sought (i) to make sure McDonald’s products were of consistently high quality, (ii) to establish a unique operating system, and (iii) to build a special set of relationships between the McDonald’s corporation, its suppliers, and its franchisees (see Exhibit 1).

Getting it Right - Again and Again
McDonald’s designed its operating system to ensure consistency and uniformity across all outlets. Operating procedures guaranteed customers the same quality of food and service visit after visit, store after store. Every hamburger, for example, was dressed in exactly the same way: mustard first, then ketchup, onions, and two pickles. One competitor, who operated 250 Kentucky Fried Chicken restaurants, marveled at McDonald’s record of consistency: I’ve been to McDonald’s in Tokyo, Vienna, and Australia, and I get a great sense of having the same product from each one of their locations. Most people haven’t been able to bring the discipline needed in fast food to get that type of consistency.

2

McDonald's Corporation

693-028

McDonald’s operating system concentrated on four areas: improving the product; developing outstanding supplier relationships; improving equipment; and training and monitoring franchisees. In its quest for improvement,

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