Standards of Business Conduct the Promise of the Golden Arches the Basis for Our Entire Business Is That We Are Ethical, Truthful and Dependable
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Chapter 01 1
Chapter 01 1. Introduction McDonald's is one of the best-known brands worldwide. This case study shows how McDonald's continually aims to build its brand by listening to its customers. It also identifies the various stages in the marketing process. Branding develops a personality for an organization, product or service. The brand image represents how consumers view the organization. Branding only works when an organization behaves and presents itself in a consistent way. Marketing communication methods, such as advertising and promotion, are used to create the colors, designs and images, which give the brand its recognizable face. At McDonald's this is represented by its familiar logo - the Golden Arches. Marketing involves identifying customer needs and requirements, and meeting these needs in a better way than competitors. In this way a company creates loyal customers. The starting point is to find out who potential customers are - not everyone will want what McDonald's has to offer. The people McDonald's identifies as likely customers are known as key audiences. McDonald’s has come up with advertising campaigns to help combat the dropping sales such as its New Taste Menu, and this was geared toward the healthier consumer. The message was that the company was tasty and nutritious, friendly folks and fun could be found at McDonald’s. 1.1 Problem Statement McDonald’s has been forced to contend with a number of potential obstacles to growth in recent years, most notably stark criticism and a less-than-favorable global economic climate that has seen consumers reduce their discretionary spending. -
Standards of Business Conduct the Promise of the Golden Arches
Standards of Business Conduct The Promise of the Golden Arches “The basis for our entire business is that we are ethical, truthful and dependable.” “The basis for our entire business is that we are ethical, truthful and dependable. It takes time to build a reputation. We are not promoters. We are business people with a solid, permanent, constructive ethical program that will be in style…years from now even more than it is today.” — Ray Kroc, 1958 2 Standards of Business Conduct 3 McDONALD’s VALUES We place the customer experience at the core of all we do Our customers are the reason for our existence. We demonstrate our appreciation by providing them with high quality food and superior service, in a clean, welcoming environment, at a great M c value. Our goal is QSC&V for each and every customer, each and every time. DONAL We are committed to our people D ’ S We provide opportunity, nurture talent, develop leaders and reward achievement. We believe VALUE that a team of well-trained individuals with diverse backgrounds and experiences, working together in an environment that fosters respect and S drives high levels of engagement, is essential to our continued success. We aspire to be our customers’ favourite We believe in the McDonald’s System McDonald’s business model, depicted by the place and way to eat. “three-legged stool” of owner/operators, suppliers, and company employees, is our foundation, and the To achieve this mission, balance of interests among the three groups is key. our actions as individuals and as a system must We operate our business ethically reflect our Values. -
Germany Corporate Responsibility Report 2016 at a Glance Content Corporate Responsibility Report 2016
faCts & figures McDonald's Germany Corporate responsibility report 2016 at a glanCe CONteNT Corporate Responsibility Report 2016. At a glance – Facts & Figures / Seite: 2 CONTENT 3 1. ABOUT THIS REPORT 4 2. ABOUT McDONALD'S GERMANY 4 Market position 4 Restaurants 5 Corporate Governance 6 Social Commitment 7 3. OUR FOOD AND WHERE IT COMES FROM 7 Suppliers 7 Raw materials 9 CO2 footprint of supply chain 9 BEST Programs 10 Quality label 11 Product quality and safety 11 Dialog with guests 13 Happy Meal 14 4. ENVIRONMENTAL MANagEMENT IN AND AROUND OUR RESTAURANTS 14 CO2 footprint 15 Energy consumption at restaurants 16 Logistics 17 Packaging 17 Waste and recycling 19 5. THE PEOPLE AT McDONALD'S 19 Employees 20 Diversity and equal opportunity 21 Vocational training and university education 21 Training and skills building 22 Occupational health and safety 22 Remuneration 23 6. EXPLANATORY NOTES 30 7. GRI CONTENT INDEX 34 8. INDEPENDENT ASSURANCE REPORT BY KPMG 37 9. PUBLISHING DETAILS 1. AboUT thIS report Corporate Responsibility Report 2016. At a glance – Facts & Figures / Seite: 3 ABOUT THIS REPORT ReportING PERIOD AND proFILE McDonald’s Germany updates and publishes its sustainability data every year. This GRI indicators: “Facts & Figures” brochure outlines our key figures and the progress we made in 2016. It G4-28, G4-29, G4-30, G4-32, supplements McDonald’s Germany Corporate Responsibility Report 2016 – At a glance, G4-33 which we have printed and made available in all restaurants. We publish a full corporate responsibility report every two years. Our last full report came out in 2015. -
1 UNITED STATES DISTRICT COURT for the NORTHERN DISTRICT of ILLINOIS EASTERN DIVISION VICTORIA GUSTER-HINES and DOMINECA NEAL, P
Case: 1:20-cv-00117 Document #: 1 Filed: 01/07/20 Page 1 of 103 PageID #:1 UNITED STATES DISTRICT COURT FOR THE NORTHERN DISTRICT OF ILLINOIS EASTERN DIVISION VICTORIA GUSTER-HINES and DOMINECA NEAL, Plaintiffs, vs. Case No. McDONALD’S USA, LLC, a Delaware limited liability company, Jury Trial Demanded McDONALD’S CORPORATION, a Delaware corporation, STEVEN EASTERBROOK, CHRISTOPHER KEMPCZINSKI, and CHARLES STRONG Defendants. COMPLAINT FOR DEPRIVATIONS OF CIVIL RIGHTS Plaintiffs, Victoria Guster-Hines and Domineca Neal, by attorneys Carmen D. Caruso and Linda C. Chatman, bring suit under the Civil Rights Act of 1870 (42 U.S.C. §1981) against Defendants McDonald’s USA, LLC, McDonald’s Corporation, Steven Easterbrook, Christopher Kempczinski, and Charles Strong to redress intentional race discrimination, disparate treatment, hostile work environment and unlawful retaliation. INTRODUCTION 1. Plaintiffs Vicki Guster-Hines and Domineca Neal are African American senior executives at McDonald’s USA, LLC, the franchisor of the McDonald’s 1 Case: 1:20-cv-00117 Document #: 1 Filed: 01/07/20 Page 2 of 103 PageID #:1 restaurant system in the United States. They bring suit to redress McDonald’s continuing pattern and practice of intentional race discrimination that should outrage everyone, especially those who grew up going to McDonald’s and believing the “Golden Arches” were swell. 2. Vicki joined McDonald’s in 1987 and Domineca joined McDonald’s in 2012. They are highly qualified, high-achieving franchising executives, but McDonald’s subjected them to continuing racial discrimination and hostile work environment impeding their career progress, even though they both did great work for McDonald’s, which the Company consistently acknowledged in their performance reviews. -
Standards of Business Conduct the Promise of the Golden Arches
Standards of Business Conduct The Promise of the Golden Arches “The basis for our entire business is that we are ethical, truthful and dependable.” “The basis for our entire business is that we are ethical, truthful and dependable. It takes time to build a reputation. We are not promoters. We are business people with a solid, permanent, constructive ethical program that will be in style…years from now even more than it is today.” — Ray Kroc, 1958 2 Standards of Business Conduct 3 McDONALD’s VALUES Dear Fellow McDonald’s Employee, We place the customer experience at the core of all we do Our customers are the reason for our existence. We demonstrate our appreciation by providing For more than 50 years McDonald’s has been a company guided by them with high quality food and superior service, in a clean, welcoming environment, at a great M core values. Our founder, Ray Kroc, built this great company on the seven basic c D value. Our goal is QSC&V for each and every customer, each and every time. O principles that continue to guide our behaviour, actions and decisions every day: N A L We place the customer experience at the core of all we do We are committed to our people D ’ We provide opportunity, nurture talent, develop leaders and reward achievement. We believe S We are committed to our people V A that a team of well-trained individuals with diverse backgrounds and experiences, working LU We believe in the McDonald’s System together in an environment that fosters respect and es We operate our business ethically drives high levels of engagement, is essential to our continued success. -
Kids' Meal Menu Items
Kids' meal menu items Energy density Healthy beverages NPI Artifical Part of Serving Serving Total calories Energy density (% sugar by Total Saturated Trans Sugar Sodium Fiber Protein NPI score sweetenersa Restaurant Meal name kids' meal Individual item size (g) size (oz) (Kcal) (kcal/g) weight) fat (g) fat (g) fat (g) (g) (mg) (g) (g) Score McDonald's Happy Meal Main Dish Hamburger 100 - 250 2.5 - 9 3.5 0.5 6 520 2 12 50 McDonald's Happy Meal Main Dish Cheeseburger 114 - 300 2.6 - 12 6 0.5 6 750 2 15 40 Chicken McNuggets (4 piece) McDonald's Happy Meal Main Dish with hot mustard sauce 92 - 250 2.7 - 14.5 2 0 6 650 2 11 70 Chicken McNuggets (4 piece) McDonald's Happy Meal Main Dish with barbeque sauce 92 - 240 2.6 - 12 2 0 10 660 0 10 70 Apple dippers (without low fat ● McDonald's Happy Meal Side Dish caramel dip) 68 - 35 0.5 - 0 0 0 6 - 0 0 78 Apple dippers with low fat ● McDonald's Happy Meal Side Dish caramel dip 89 - 105 1.2 - 0.5 0 0 15 35 0 0 66 ● McDonald's Happy Meal Side Dish French fries- small 71 - 230 3.2 - 11 1.5 0 0 160 3 3 66 ● McDonald's Happy Meal Beverage 1% low fat milk jug 236 8 100 0.4 5% 2.5 1.5 0 12 125 0 8 72 ● McDonald's Happy Meal Beverage 1% low fat chocolate milk jug 236 8 170 0.7 11% 3 1.5 0 25 150 1 9 70 ● McDonald's Happy Meal Beverage Minute Maid apple juice box 200 6.8 100 0.5 11% 0 0 0 22 15 0 0 76 McDonald's Happy Meal Beverage Coca-Cola Classic 355 12 110 0.3 8% 0 0 0 29 5 0 0 68 ● McDonald's Happy Meal Beverage Diet Coke 355 12 0 0.0 0% 0 0 0 0 15 0 0 70 McDonald's Happy Meal Beverage Sprite 355 12 110 -
'Fast Action' in Fast Food: Mcdonald's CFO on Why the Company Is
‘Fast action’ in fast food: McDonald’s CFO on why the company is growing again Kevin Ozan became CFO of McDonald’s in 2015. Since then, the restaurant chain has had a string of successes. Here’s his take on what’s working, what’s not, and what’s next for the iconic brand. 1 Perspectives on retail and consumer goods Number 7, Winter 2018/19 When Kevin Ozan assumed the CFO role in March growth to date, how to sustain it, and his role in making 2015, McDonald’s was a company that seemed to have it all happen. lost its way. Sales were in a prolonged slump, once-loyal customers were going elsewhere, competitors were McKinsey: Not long after you became CFO, eating away at its market share. McDonald’s developed a three-part growth framework— retain, regain, and convert customers. Tell us about But quickly, the top-management team—led by new that. What’s worked best? Which of the three is the CEO Steve Easterbrook (whose first day as CEO was most difficult? also Ozan’s first day as CFO)—developed a turnaround plan, which started showing results within months. Kevin Ozan: Our growth framework came out of By early 2017, the company was ready to replace its research we conducted in our ten largest markets. It turnaround plan with a growth strategy. was the biggest consumer-research effort we’d ever done in our history. The research showed that what Fast forward to 2018: Easterbrook, Ozan, and the consumers want and why they come to McDonald’s— rest of the current leadership team have revitalized whether they’re in Germany or Japan or the United the fast-food chain. -
Diplomova Prace
VYSOKÉ U ČENÍ TECHNICKÉ V BRN Ě BRNO UNIVERSITY OF TECHNOLOGY FAKULTA PODNIKATELSKÁ ÚSTAV EKONOMIKY FACULTY OF BUSINESS AND MANAGEMENT INSTITUTE OF ECONOMICS ŘÍZENÍ LIDSKÝCH ZDROJ Ů U MCDONALD‘S MCDONALD'S HUMAN RESOURCE MANAGEMENT DIPLOMOVÁ PRÁCE MASTER’S THESIS AUTOR PRÁCE JAN POPELÁ Ř AUTHOR VEDOUCÍ PRÁCE PHDR. ING. JI ŘÍ POKORNÝ, CSC. SUPERVISOR BRNO 2008 Anotace Diplomová práce se zabývá problematikou řízení lidských zdroj ů v restauraci McDonald‘s. Práce je rozd ělena na dv ě části. První část je teoretická a vymezuje všechny základní pojmy. Praktická část se dále d ělí na analytickou, v níž najdeme informace o spole čnosti Baierová spol. s r.o. a návrhovou, která se zabývá dalšími možnostmi motivace a implementaci nové motiva ční metody. V záv ěru potom najdeme odhad p řínosu pro firmu a zhodnocení. Annotation Master’s thesis solves the question of human resource management in the McDonald’s restaurant. My thesis has two main parts. The first is desk study with fundamental terms. Practical part forks on first analysis part, where you can find information about the company, and second concept part, which considers about next motivation possibilities and implementation of new motivation method. In the end of the thesis you can find income estimation and complete evaluation. Klí čová slova: řízení lidských zdroj ů, motivace, franšízing, vedení lidí, systém odm ěn. human resource management, motivation, franchising, human leadership, bonus system. Bibliografická citace mé práce: POPELÁ Ř, J. Řízení lidských zdroj ů u McDonald‘s. Brno: Vysoké u čení technické v Brn ě, Fakulta podnikatelská, 2008. 93 s. Vedoucí diplomové práce PhDr. -
Why Kids Are 'Lovin' It': a Q Methodology Analysis of the Appeal of Mcdonald's Erica Nelson Rivera Brigham Young University
Brigham Young University BYU ScholarsArchive All Theses and Dissertations 2016-06-01 Why Kids Are 'Lovin' It': A Q Methodology Analysis of the Appeal of McDonald's Erica Nelson Rivera Brigham Young University Follow this and additional works at: https://scholarsarchive.byu.edu/etd Part of the Communication Commons BYU ScholarsArchive Citation Rivera, Erica Nelson, "Why Kids Are 'Lovin' It': A Q Methodology Analysis of the Appeal of McDonald's" (2016). All Theses and Dissertations. 6440. https://scholarsarchive.byu.edu/etd/6440 This Thesis is brought to you for free and open access by BYU ScholarsArchive. It has been accepted for inclusion in All Theses and Dissertations by an authorized administrator of BYU ScholarsArchive. For more information, please contact [email protected], [email protected]. Why Kids Are 'Lovin' It': A Q Methodology Analysis of the Appeal of McDonald’s Erica Nelson Rivera A thesis submitted to the faculty of Brigham Young University in partial fulfillment of the requirements for the degree of Master of Arts Tom Robinson, Chair Clark Callahan Kristoffer Boyle School of Communications Brigham Young University June 2016 Copyright © 2016 Erica Nelson Rivera All Rights Reserved ABSTRACT Why Kids Are 'Lovin' It': A Q Methodology Analysis of the Appeal of McDonald’s Erica Nelson Rivera School of Communications, BYU Master of Arts The dramatic rise in childhood obesity is a major concern nationwide. Unprecedented media exposure, drastically decreased time spent interacting as a family, and the consumption of calorie-dense foods are all heated topics of discussion with ties to weight gain. In this research, possible associations are examined between media, social groups and a favorite fast-food restaurant among children: McDonald’s. -
From Wikipedia, the Free Encyclopedia Audi Type Private Company
Audi From Wikipedia, the free encyclopedia Audi Private company Type (FWB Xetra: NSU) Industry Automotive industry Zwickau, Germany (16 July Founded 1909)[1] Founder(s) August Horch Headquarters Ingolstadt, Germany Production locations: Germany: Ingolstadt & Neckarsulm Number of Hungary: Győr locations Belgium: Brussels China: Changchun India: Aurangabad Brazil: Curitiba Area served Worldwide Rupert Stadler Key people Chairman of the Board of Management, Wolfgang Egger Head of Design Products Automobiles, Engines Production 1,143,902 units (2010) output (only Audi brand) €35.441 billion (2010) Revenue (US$52.57 billion USD) (including subsidiaries) €1.850 billion (2009) Profit (US$2.74 billion USD) €16.832 billion (2009) Total assets (US$25 billion USD) €3.451 billion (2009) Total equity (US$5.12 billion USD) Employees 46,372 (2009)[2] Parent Volkswagen Group Audi do Brasil e Cia (Curitiba, Brazil) Audi Hungaria Motor Kft. (Györ, Hungary) Audi Senna Ltda. (Brazil) Automobili Lamborghini Subsidiaries Holding S.p.A (Sant'Agata Bolognese, Italy) Autogerma S.p.A. (Verona, Italy) quattro GmbH (Neckarsulm, Germany) Website audi.com Audi AG (Xetra: NSU) is a German automobile manufacturer, from supermini to crossover SUVs in various body styles and price ranges that are marketed under the Audi brand (German pronunciation: [ˈaʊdi]), positioned as the premium brand within the Volkswagen Group.[3] The company is headquartered in Ingolstadt, Germany, and has been a wholly owned (99.55%)[4] subsidiary of Volkswagen AG since 1966, following a phased purchase of its predecessor, Auto Union, from its former owner, Daimler-Benz. Volkswagen relaunched the Audi brand with the 1965 introduction of the Audi F103 series. -
Mcdonald's Corporation
MH0037 1259420477 REV: SEPTEMBER 14, 2015 FRANK T. ROTHAERMEL MARNE L. ARTHAUD-DAY McDonald’s Corporation SEPTEMBER 1, 2015. Steve Easterbrook walked into his office in McDonald’s corporate headquar- ters. He had finally achieved his dream of becoming chief financial officer (CEO) at a major Fortune 500 company, but somehow he had expected it to feel better than this. Don Thompson, the former CEO who had recently “retired” had not been just his boss, but his friend. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. He had not taken personal joy in seeing either his friend or his company fail. Rather, Easterbrook had fantasized about inheriting the company at its peak and taking it to new heights—not finding the corporate giant on its knees in desperate need of a way to get back up. The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in 12 brief months (see Exhibits 1 and 2). In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent).3 Sales continued to decline over the next two years. -
2020 Annual Report 3 Franchisees Are Also Responsible for Reinvesting Capital in Their Businesses Over Time
cover Annual Report 2020 Annual Letter to Shareholders Emerging from 2020 in a position of strength Dear Shareholders, While conditions were challenging in most markets, we still achieved nearly $20 billion in full year revenue and over $90 the Global McFamily billion in full year Systemwide sales. We were well-positioned to effectively navigate such challenging circumstances and our Customers, because of our operating model, our focus on running great restaurants and our many competitive strengths, including our formidable Drive Thru presence. We also were well- At McDonald’s, we are privileged to be active positioned due to the significant investments we’ve made in participants in the local communities where we live, recent years to develop our digital and delivery capabilities, work and serve. That means we reflect the values and which proved to be a boon throughout the pandemic. understand the needs of the customers and people we The US delivered its sixth consecutive year of positive strive to put first every day. This was especially prudent comparable sales, and average US franchisee restaurant as we navigated the COVID-19 pandemic and societal operating cash flow reached an all-time high in 2020, after challenges within this past year. Through it all, and with a previous all-time high in 2019. Elsewhere, Japan and the strength of our McFamily and a values-led mindset, Australia posted five and seven consecutive years of positive we did the right thing from the start. We prioritized comparable sales growth, respectively. Markets that had the safety of restaurant crew and customers; we took to significantly reduce operations or face closures due important steps to preserve our financial flexibility; we to government restrictions did so with remarkable agility leveraged the power of our supply chain; and we stood and care.