Back in 2015, McDonald’s was struggling. In Europe, sales were down 1.4% across the previous 6 years; 3.3% down in the US and almost 10% down across Africa and the Middle East. There were a myriad of challenges to overcome. Rising expectations of customer experience, new standards of convenience, weak in-store technology, a sprawling menu, a PR-bruised brand and questionable ingredients to name but a few.
McDonald’s are the original fast-food innovators; creating a level of standardisation that is quite frankly, remarkable. Buy a Big Mac in Beijing and it’ll taste the same as in Stratford-Upon Avon.
So when you’ve optimised product delivery, supply chain and flavour experience to such an incredible degree — how do you increase bottom line growth? It’s not going to come from making the Big Mac cheaper to produce — you’ve already turned those stones over (multiple times).
The answer of course, is to drive purchase frequency and increase margins through new products.
Numerous studies have shown that no matter what options are available, people tend to stick with the default options and choices they’ve made habitually. This is even more true when someone faces a broad selection of choices. We try to mitigate the risk of buyers remorse by sticking with the choices we know are ‘safe’.
McDonald’s has a uniquely pervasive presence in modern life with many of us having developed a pattern of ordering behaviour over the course of our lives (from Happy Meals to hangover cures). This creates a unique, and less cited, challenge for McDonald’s’ reinvention: how do you break people out of the default buying behaviours they’ve developed over decades?
In its simplest sense, the new format is designed to improve customer experience, which will in turn drive frequency and a shift in buying behaviour (for some) towards higher margin items. The most important shift in buying patterns is to drive reappraisal of the Signature range to make sure they maximise potential spend from those customers who can afford, and want, a more premium experience.
I hope this was helpful
Answer:
bank statement 56,300
Checks outstanding (25,390)
Deposit in transit not recorded by bank<u> 13,325 </u>
Adjusted bank statement 44,235
Cash account 42,920
Bank debit memo for service charges (35)
check register error: <u> 1,350 </u>
Adjusted cash account 44,235
Explanation:
The procedure is to adjust for the unknow information and mistake of each party.
The bank is unaware of the check outstanding and deposit in transit
The company thanks to the banbk statement gets information about a mistake in his check register as it was posted for 1,500 when it should be 150.
Answer:
Thus to maximize profit, Santora Company should manufacture Bread machine only.
The unit of Bread machine can be produced in 2,000 machine hours is 8,000 units
Explanation:
The profit for Toaster Ovens and Bread Machines is $10 and $90 respectively; thus
six toaster ovens per machine hour will generate profit of $60 = ($10 *6)
four bread machines per machine hour will generate profit of $360 = ($90 *4)
In the same machine hour the profit from Bread machines are significantly higher then Toaster over. Thus to maximize profit, Santora Company should manufacture Bread machine only.
The unit of Bread machine can be produced in 2,000 machine hours is 8,000 units (= 2,000 * 4)
The profit for 8,000 units of Bread machine is $720,000 = (8,000 * $90)
Answer:
The answer is $18,810
Explanation:
Cost of goods sold equal:
Beginning or opening inventory plus purchases minus ending or closing inventory.
Monte Vista returned some inventories and also took advantage of discount. So this will reduce the cost of total purchases for the quarter.
Total purchase = new purchases minus purchase returns minus any discount enjoyed.
So total purchase is now:
$10,000 - $1,350 - $340
=$8,310
Therefore cost of goods sold is:
$44,000 + $8,310 - $33,500
=$18,810
The euro is the common currency across Europe.
