The advantages and disadvantages of McDonald's are about 700 words.

Depressed (your requirements are quite high, but the garbled code is really depressing, I'll find another one)

superiority

Data analysis of 1 McDonald's

1. 1. Personal introduction of Uncle McDonald.

Chinese name: McDonald's English name: McDonald's nickname: Mickey's father's name: Ray Crocker Age: 47 years old Work experience: 30 countries and regions around the world 12 1 000 chain restaurants Life goal: to be the best fast-service restaurant in the world, experience interesting things: 1963 Uncle McDonald is on TV:1.

Through the above introduction, you can further understand. As an old saying goes, no one can succeed casually. And where is the success of M-Ji? Let's study the charm of M-note.

Industry analysis of 1.2. M record

The success of McDonald's is not accidental. McDonald's restaurant must be very suitable for the catering industry and the needs of consumers. So let me analyze its industry background first.

Q industry category: catering industry

Characteristics of catering industry: food taste, service quality and environmental sanitation McDonald's is undoubtedly excellent except for food taste. I went to McDonald's because of its service quality and environmental factors.

Q enterprise attribute: western-style fast food chain group

Essence 1: Western-style, which is a culture of "service+hamburgers and French fries", the root of McDonald's, McDonald's is mainly western-style culture.

Essence 2: fast food, making fast food, all success comes from rigorous "fast". If there is a fast restaurant like Mickey, it will be successful (KFC is one of them).

Essence 3: Chain operation, the so-called chain operation, that is, franchising, is an important successful strategy for McDonald's to dominate the world, and his story has been included in today's MBA textbook. McDonald's is McDonald's, which has its own distinct personality and characteristics. Whenever people mention McDonald's, they think of hamburgers. When it comes to hamburgers, they think of McDonald's. Enterprises that can make brands like this are already among the top 500 in the world today.

The most fundamental feature of fast food is fast. Only with extremely fast service and production speed can efficiency and profit be maximized. Fast food seems easy to cook, but friends who have done fast food will know that it is really not easy to do "fast" well, and it is still rigorous and fast, not slow. It's complicated Non-McDonald's Happy Meal Toys in Chain Sales Mode.

Patent, many companies in the world have adopted the way of franchising, and many catering enterprises have franchised. If the operation is successful, you can monopolize one side; Ruoyun

It's definitely not easy to fall to the ground immediately if you do something wrong. Success will not happen overnight. McDonald's is practical, excellent and innovative, and the essence of its corporate culture and operation will make him achieve today's achievements. And what he needs at the same time is unremitting efforts, which is the least simple thing for him.

1.3.m product classification

In addition to Hamburg, McDonald's "franchise" is equally excellent. On the surface, McDonald's sells hamburgers, just a restaurant, but how can we make the restaurant bigger? Well, what can the restaurant sell when it grows up? This is also the confusion that many large enterprises will face when they grow to a certain stage.

Disadvantaged

"McDonald's drive-through" is the special name of McDonald's drive-through restaurant, which is expressed as "Drive-Thru" in English. It is a brand-new fast food service model. It has been nearly 30 years since the establishment of the first McDonald's drive-through restaurant in 1975. The so-called "drive-through" business model is to let consumers complete all the shopping process through three windows in the car: consumers drive to order food at the first window, pay at the second window, then pick up things at the third window and drive away. Its brand-new service concept is to convey "McDonald's real fast food feeling" to new customers, so that they can enjoy McDonald's unique delicious food and service without getting off the bus. The biggest advantage of the drive-in restaurant is to save time. All restaurants set the maximum stop time of cars from entering to leaving as 3 minutes.

McDonald's Drive-thru has developed very rapidly in Asia, and has opened more than 65,438+0,000 stores in Japan and Taiwan Province Province of China. Then, can McDonald's bet on "quick success and instant benefit" change its fate and disadvantage in the China market? Can the business model of "drive-in restaurant" develop as fast as its hometown America, or even catch up with it?

What is the market potential?

The consumers of the emerging "drive-in restaurants" are basically cars, and mainly private cars, which constitute an important consumer group of drive-ins. According to the statistics of China Automobile Industry Association, the effective usage of private cars in China is about 7 million. Then, it is estimated that the effective use of private cars in some big cities such as Beijing, Shanghai and Guangdong, which will soon open drive-ins, will be limited to about 3-4 million. This group of people and family members, together with the future incremental population, will constitute the core consumer group of McDonald's drive-through in the next 3-5 years.

Most consumers of domestic private cars belong to middle and high-level business people, small bosses, public servants and well-off urban white-collar workers. They are generally over 30 years old, consumption rationality is not blindly popular, and they pay more attention to diet. Although they have a strong sense of time, they can generally control their own time independently, and most of them just take their families out to relax and enjoy life on weekends. This is a huge contrast with the target group of McDonald's.

At the same time, while participating in the competition, old rivals will also create more and more troubles, such as the direct cost increase caused by lot bidding, the diversion of target consumers, the harassment from publicity, and the repeated challenges from several brothers of KFC ... KFC is the first crab eater to expand the new channel of "drive-in restaurant". At present, the two are comparable in site selection, investment budget and strategic decision. However, judging from the current bleak market development trend, the profit increment is still a cake hanging in mid-air.

Judging from the payback period, according to the fast food franchise fee announced at present, the time and capital of an ordinary restaurant in metropolis from site selection to operation are very considerable (the average investment is 8 million yuan, and the preparation period is 2-3 months), while the time and capital for opening McDonald's will be several times or even more than that of ordinary restaurants. Such a large investment will be a great challenge for decision makers, and capital recovery will be a very cautious choice for decision makers and franchisees.

Whether KFC or McDonald's, it is a reality that China consumers are not familiar with the drive-in restaurant model. Since KFC Shanghai drive-through restaurant opened two months ago, the proportion of automobile consumption is only 30%, and dining in the lobby is still the main source of consumption of drive-through restaurant.

Is the channel efficient?

McDonald's puts the focus of China's competitive strategy on site selection and the rapid expansion of drive-through. In order to realize the established China market development strategy, drive-through companies pay close attention to every expansion node, which shows that they have made more careful consideration on the lane issue, preferring the area where the expressway or car passes, rather than the core business district. At the same time, it is required that there must be a certain consumption strength and level around the selected objects. As a pilot, its first drive-in restaurant was not chosen in a first-tier city like KFC, but on the main road in Dongguan, Guangdong. In addition, Drive-thru has chosen a variety of cooperative expansion modes.

The first is the brand export mode, which conducts brand export cooperation consultation with some automobile gas stations. The former issues brand and operation management standards, while the latter provides business premises, and * * * enjoys the operating income brought by McDonald's drive-through brand. The cooperation mode mainly uses the ideal platform of gas stations to rapidly expand the "drive-through".

Secondly, besides the general transportation hub, McDonald's will try to cooperate with some powerful real estate developers, especially some mid-to-high-end residential areas and business districts, because drive-in restaurants must have independent access lanes, and the existing properties have not considered enough reserved lane positions in the development and design. So this strategy is still in the stage of scene.

Thirdly, the franchise model that McDonald's is actively exploring is an attempt, which will make a breakthrough in franchise regulations and sharing strategies.

Fourth, the service content mode, according to the senior management, Drive-thru will continue to adopt the service mode of combining restaurants with Drive-thru restaurants, but the proportion of restaurant services will gradually decrease in the future. In addition to the consideration of dining, Drive-thru also makes full use of all the design elements that can gather popularity, such as children's play area, family dinner area, company lunch meeting area, free internet access area and so on. In this way, the original narrow consumer groups will be expanded to ordinary enterprise employees and families. The innovation of service content is undoubtedly a positive side, but there will also be the following problems: who will give up a more convenient ordinary fast food restaurant for a fast food, so unless there is no ordinary fast food restaurant around McDonald's or KFC, new competition will be formed, which is probably a reality that McDonald's does not want to see. In addition, the construction cost of drive-through is much higher than that of ordinary fast food restaurants.

Different from American society, McDonald's drive-in restaurants in China have higher requirements for the external environment. The fact that China's road infrastructure is backward, the income distribution is uneven, and the proportion of car owners is low determines that the location of drive-in restaurants is more difficult, especially in densely populated downtown areas, and the smoothness of roads and traffic regulations need to be considered. In addition, the size of the site, the flow of people, the main residents around and their income levels are all restrictive factors.

Can self-management keep up?

To develop a new business model, we must also consider the factors of internal management. At present, there are still variables in the internal structure and personnel arrangement of McDonald's China. After Skinner's right-hand man, Senior Vice President of Xerox Company, moved to China as CEO, senior personnel in China changed frequently. The company's market operation department was reorganized from the original two regions of North and South into four regions of East, South, North and Central, and the heads of all departments reshuffled. The director-level positions of the senior management have also changed, and some managers from Hong Kong and Taiwan provinces have been replaced by local employees with lower wages. These personnel changes make grass-roots personnel unprepared, which will bring uncertainty to McDonald's China in a certain period of time and bring more or less negative effects to the brand-new business to be launched soon.

In addition, the idea of transplanting American experience at the top will be unacceptable. In the United States, McDonald's is not only a fast food distributor, but also an out-and-out real estate agent. Sixty percent of its10,000 stores are owned by McDonald's. McDonald's attracts customers to its real estate to the maximum extent through restaurant service technology, authorization, advertising effect and venue rental, and 90% of its total income comes from rent. In China, most McDonald's restaurants are rented places, and the huge leasing risk will make the American real estate management concept go up in smoke.

From the above analysis, the brand-new "drive-through" business model is still in the exploration stage and ideal design stage, and McDonald's China is facing the risk of systematic decision-making. For any enterprise facing the same choice, it should make a rational decision after systematically considering the above factors.