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Since 1955, they've been proud to serve the world some of its favorite food. And along the way, they've managed not just to live history, but create it: from drive-thru restaurants to Chicken McNuggets to college credits from Hamburger U and much more. It's been quite the journey, and they promise this is just the beginning-they've got our hearts set DCon making more history.
The first McDonald's drive-thru was created in 1975 near an Arizona military base-to serve soldiers who weren't permitted to get out of their cars while wearing fatigues.
EVALUATION OF MCDONALD'S OBJECTIVES:
Being the world's prominent junk food restaurant, Mcdonald has its high standards of objectives and to maintain sound rapport world wide the management has to have a compact strategy and performance review system to compete and survive as setting sublime standards.
MANAGEMENT OF QUALITY AND SERVICES:
SETTING HIGH STANDARDS:
"If you don't know where you're going, then sure as anything you won't get there."
The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement.
A goal is a long-range aim for a specific period. It must be specific and realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning.
An objective is a specific step, a milestone, which enables you to accomplish a goal. Setting objectives involves a continuous process of research and decision-making. Knowledge of yourself and your unit is a vital starting point in setting objectives.
Strategic planning takes place at the highest levels; other managers are involved with operational planning. The first step in operational planning is defining objectives - the result expected by the end of the budget (or other designated) cycle.
Setting right objectives is critical for effective performance management. Such objectives as higher profits, shareholder value, and customer satisfaction may be admirable, but they don't tell managers what to do. "They fail to specify priorities and focus. Such objectives don't map the journey ahead - the discovery of better value and solutions for the customer."6
The objectives must be:
be focused on a result, not an activity
be related to time
STANDARDS OF QUALITY:
Generally: measure of excellence or state of being free from defects, deficiencies, and significant variations. ISO 8402-1986 standard defines quality as "the totality of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs."
Manufacturing: Strict and consistent adherence to measurable and verifiable standards to achieve uniformity of output that satisfies specific customer or user requirements.
Objective: Measurable and verifiable aspect of a thing or phenomenon, expressed in numbers or quantities, such as lightness or heaviness, thickness or thinness, softness or hardness.
Subjective: Attribute, characteristic, or property of a thing or phenomenon that can be observed and interpreted, and may be approximated (quantified) but cannot be measured, such as beauty, feel, flavor, taste.
BASIC OBJECTIVES OF QUALITY CONTROLL:
The basic objectives of quality control are to maintain quality standards in order to ensure customer satisfaction and to reduce the costs associated with the scrapping of defective goods.
Quality control has two different aspects:
Quality of design related to the appropriateness of the product for the customer's purpose. After establishing customer requirements or the customer's insight of quality it is personified in production design and requirement.
Quality of conformance related to the extent to which the goods that are produced conform to the condition laid down. This aspect of quality concerns steadiness of the product.
There is a trade off between the costs associated with the maintenance of quality and the costs resulting from failures. Quality control involves the use of resources in the inspection process. To this has to be added the costs of prevention (special investigation in to failure, personnel training, and maintenance) which have to be balanced against the cost of failure (scrap, reworking, sorting rejects, loss of sales, after-sales service, serving complaints, additional operations).
However, quality control costs can be reduced by the inspection of variables in the production process. These include the raw materials that go in to the production process, work in progress and the machinery used.
one selling or buying goods or services in the same market as another or an organism that lives in competition with another.
In the excellent book [Even More Offensive Marketing], Davidson likens the process of gathering competitive data to a jigsaw puzzle. Each individual piece of data does not have much value. The important skill is to collect as many of the pieces as possible and to assemble them into an overall picture of the competitor. This enables you to identify any missing pieces and to take the necessary steps to collect them.
In his excellent book [Even More Offensive Marketing], Davidson likens the process of gathering competitive data to a jigsaw puzzle. Each individual piece of data does not have much value. The important skill is to collect as many of the pieces as possible and to assemble th em into an overall picture of the competitor. This enables you to identify any missing pieces and to take the necessary steps to collect them.
What businesses need to know about their competitors
The tables below lists the kinds of competitor information that would help businesses complete some good quality competitor analysis.
You can probably think of many more pieces of information about a competitor that would be useful. However, an important challenge in competitor analysis is working out how to obtain competitor information that is reliable, up-to-date and available legally(!).
Overall sales and profits
Sales and profits by market
Sales by main brand
Market shares (revenues and volumes)
Identity / profile of senior management
Advertising strategy and spending
Customer / consumer profile & attitudes
Customer retention levels
What businesses would really like to know about competitors
Sales and profits by product
Customer satisfaction and service levels
Customer retention levels
New product strategies
Size and quality of customer databases
Future investment strategy
Contractual terms with key suppliers
Terms of strategic partnerships
Market trends for any organization like Mcdonalds should be considered as prerequisites to formulate the mission statement and objectives in order to achieve the sublime.