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:
Pension Expense = EBE = $593440 for income statement
Explanation:
The opening balance of the Plan asset is made by the 40000 from 2018 plus interest of 32000 and the new 400000 made this year. Why include it? Because an opening balance are the funds in an account at the beginning of the year either from last year or are from current year but should be the first entry in the books of the current year.
DBO plan asset EBE
opening balance (600000) 832000 -
interest ( 60000) 66560 6560
current year's service cost (600000) (600000)
( 1260000 ) 898560 <u> 593440</u>
balance sheet liability = 361440
It must be debatable. Hope this helps
Answer:
The correct answer is D. is probably not very effective due to lags and the uncertainty created by repeated tax policy changes.
Explanation:
Discretionary fiscal policies: are those that governments intentionally apply to influence public revenues or expenses. They have the advantage that they can act directly on the problems but the drawback is that they are usually slow in their application due to the political and institutional procedures required for their implementation. In addition, these policies take time to achieve the objectives and are not always done effectively.
It seems that you have missed the necessary options for us to answer this question, but anyway, here are the answers to complete it. Marketing communicators must be good at ENCODING messages that take into account how the target audience DECODES <span>them. Hope this answers your question.</span>
