mc donald strategies {I.B Presentation by Vansh Verma }

Table of Contents

1 ) Executive Summary

2 ) Company`s History

3) McDonald`s in US and it`s Mode of entry in India

4) Pricing strategy of MC DONALD

5) Product strategy

6) Organisational structure

7) Promotional strategy

8) Distribution strategy

9) Training and development

10) Selection approach

Executive Summary

McDonald’s is a signature restaurant chain serving 58 million customers each day all over the world through its 31000 restaurants in 119 countries. This report views the various internal and external factors affecting the McDonald’s prior to that the report gives a brief introduction about McDonald’s, its evolution and the way it enter in the various countries market and operates their and their strategies on different aspect`s of business ,the comparison has been done taking U.S as home country for McDonald and India ass host country. McDonald’s is the world’s biggest Fast Food operator, operating more than 30.000 outlets in more than 120 countries. In the UK McDonald’s Restaurants Ltd operates 1200 stores, of which 70% are company owned.

McDonald’s generally sets the highest standard for itself, yet most are not achieved or public perception differs from that of the company’s.

McDonald’s is persuing a value strategy offering its products at relatively low prices. They differentiate their products through successful branding campaigns.

Great efforts have been made to create an environmental friendly image, in the outlets and on the supplier side.

History of Mc Donald'sAmerican businessman Ray Kroc first established McDonald's in 1955. From those early days McDonald’s has been a franchising company. We have relied on our franchisees to play a major role in the success of the business. Approximately 70% of McDonald's worldwide restaurant businesses are owned and operated by independent businessmen and women, our franchisees.

In the UK McDonald's opened its first restaurant, in Woolwich, in 1974. Initially all restaurants were owned & managed by the company. However, McDonald’s started recruiting franchisees in the mid-1980 and opened first franchise restaurant in 1986. Since that time the number of UK franchisees has steadily grown. Today over 37% of 1,200+ restaurants are operated by franchisees.

Mc Donald`s in USA

In US Mcdonald own 20% of restaurant and rest of the 80% of restaurant are on the basis of franchisies

Key Points on the McDonald's approach to Franchising

McDonald's franchises restaurants to individuals only. Never to companies, partnerships, family groups or passive investors. However, many of our franchisees operate their businesses as

husband and wife teams.

Before an individual can become a franchisee they must successfully complete their training program, which usually takes around nine months .

Franchisees must have an active, hands-on, day-to-day involvement in the operation of the restaurant. No other business interests are allowed.

They franchise existing trading restaurants; it is not necessary for applicants to source sites.

Franchisees run their restaurant(s) as an independent business. They are responsible for driving the business forward and all normal business functions i.e. recruiting, marketing, accounting and administration and managing and representing the brand in the local community.

Their approach of franchising is followed all across the

world.

Mode of entry in india

The effort of McDonald’s to enter India commenced in earnest in the early 1990s after it successfully opened outlets in China.12 Exhibit 4 provides some facts about McDonald’s entry and growth into select countries. India’s wide range of economic reforms in the 1990s, coupled with a potentially largeconsumer market (with 300 million consumers, almost as big as China), provided enough incentives for McDonald’s to enter into the Indian market.In October 1996, McDonald’s opened its first Indian outlet in Vasant Vihar, an affluent residential colony in India’s capital, New Delhi. As of November 2004, McDonald’s has opened a total of 58 restaurants, mostly in the northern and western part of India (Exhibit 1).1 While McDonald’s opened 34 restaurants in five years (by 2001), 58 restaurants in eight years (by 2004), it is now planning to add more than 90 new restaurants in the next three years.2 Although the initial scenes of crowds lining up for days outside the McDonald’s restaurants in Delhi and Mumbai are no longer seen, Indian consumer response to McDonald’s products still remains very strong.

McDonald’s Road Map for India

Emphasis on Local Management McDonald’s has given the adage of “think global, act local” a concrete shape in India. The company’s localization strategy is clearly manifest in the critical area of management.

McDonald’s decided to set up two joint ventures on a 50:50 basis with two local entrepreneurs in Mumbai and Delhi. In Mumbai,Amit Jatia’s company, Hardcastle Restaurants Private Limited, was selected to own and manage McDonald’s restaurants in the western region. In Delhi, Vikram Bakshi’s Connaught Plaza Restaurants Private Limited was chosen to own and manage McDonald’s restaurants in the northern region. Both Vikram Bakshi and Amit Jatia are responsible for running McDonald’s in India. Vikram Bakshi has extensive background in real estate development in Delhi, while Amit Jatia, a vegetarian, has a chemicals and textile business background in Mumbai. It was not their backgrounds, however, that won the confidence of the Big Mac’s management. Rather, it was their business plan emphasizing India-centric management strategies and their easy access to bureaucracy so critical to effective government relations building.

Pricing strategy in us Product Line Pricing:

McDonald’s has a unique pricing strategy that falls solely on their many product lines.  Their Value Meals fall into the category of Product Line Pricing.  “Where there is a range of product or services the pricing reflect the benefits of parts of the range.” For example, you can order a Two Cheeseburger Value meal that comes with a medium drink and fries for around $3 (prices may vary).  You can Super Size this meal to get a large drink and large fries for a little more money or you can go with another value meal that might include different items for different price. 

Promotional Pricing:

If you have driven past a McDonald’s, you will notice that somewhere on their property, whether it is a banner on their building or spelled out on their sign, they are always offering some sort of promotional pricing.  For example, currently the McDonald’s in Maine is advertising “Two Sausage McMuffin’s for $3.”  This promotion can be seen as a large banner draped across the building on many restaurants in Maine.  This promotion changes weekly and may consist of different menu items packaged together.

Penetration Pricing:

When McDonald’s first began to break into the coffee market, they ran a large marketing campaign in order to gain some market share in the industry.  For a limited time frame, you could get a free small coffee every morning from 4-7am.  This was to promote their new coffee partnership with Green Mountain Coffee and helped spread the word that McDonald’s was now offering coffee.   

Value Pricing:

“This approach is used where external factors such as recession or increased competition force companies to provide 'value' products and services to retain sales.”  The most notable and recent example of this is McDonald’s “Dollar Menu.” The Dollar Menu was created because McDonald’s recognized that the economy was in a decline and that their competition was getting fiercer.  The Dollar Menu satisfies the current decreasing economy and has increased the pressure towards competitors.  The introduction to the Dollar Menu is by far the most economical product line that McDonald has ever offered.  You can get a number of products off of their menu for only a dollar.  It is efficient and practical. 

Pricing strategy in India

Much of the McDonald’s growth in India can be attributed to its pricing strategy. Since, on an average, each household spends about 50% of income on food and beverages in India, food prices are always a sensitive issue . Even the Indian middle class, despite their much improved income level,remains very price sensitive. Accordingly, McDonald’s has pursued what Amit Jatia, the company’s managing director in the Western region, calls “purchasing power pricing” or the customer’s ability to pay. The adoption of such a pricing strategy in India offers a useful country-specific insight on possible price differences of the company’s products on the basis of purchasing power parity (PPP) calculations across countries as provided by the so-called Big Mac Index .Worldwide, McDonald’s has achieved success by tapping middle-class households. But in India, while McDonald’s has been able to get a larger share of rich and upper-middleclass population, it has not been as successful at effectively tapping the middle-class and lower middle-class segments. Capturing the latter segment is critical as McDonald’s starts entering into smaller cities. But this section has mainly stayed away because of a widely prevailed perception that McDonald’s is expensive. This is the reason why the company cut prices on its vegetable nuggets from Rs 29 to Rs 19, and the soft service ice cream

cone from Rs 15 to Rs 7 in 1997.16 In September 2001, McDonald’s offered its enormously popular Shudh Shakahari (pure vegetarian) Veg Surprise (a veggie burger) for Rs 17. With this price,McDonald’s was able to sell the veggie burger 40% more than what it expected within a month

Value Pricing:

“This approach is used where external factors such as recession or increased competition force companies to provide 'value' products and services to retain sales.”  The most notable and recent example of this is McDonald’s “Dollar Menu.” The Dollar Menu was created because McDonald’s recognized that the economy was in a decline and that their competition was getting fiercer.  The Dollar Menu satisfies the current decreasing economy and has increased the pressure towards competitors.  

In March 2004, McDonald’s launched a Happy Price menu underwhich it sells four of its burger products at Rs20 each. This has led to a 25% increase in customers .Clearly, the McDonald’s strategy has been to increase sales volume of its products by making its products available at an affordable price. McDonald’s has been offering value meals in a range of prices—Rs 29, Rs 39, Rs 49, Rs 59, Rs 79, and Rs 89. McDonald’s has employed this value-ladder strategy to ensure affordability and thus attract the widest section of customers. As Vikram Bakshi, McDonald’s managing director of the Northern region in India, explains, “Our clear strategy is to bring the customers in initially and provide a range of entry-level products so that they can try new items and graduate to the higher rungs. Thus, if a customer starts with a McAloo Tikki Burger (breaded potato and pea patties), what he graduates to finally is a vegetarian burger. Or, if a customer starts with a Chicken Kabab burger, what he graduates finally to is the McChicken.” Such strategy has helped its volume business.Another strategy that seems to have gone well with Indian customers is what the company calls the80-20 menu board—80% visual and 20% descriptive. The main objective of the company is to make it easier for customers to understand what the 29, 39, 49, 59, 79, and 89 rupee option. The most important reason for McDonald’s pricing flexibility is its well-established supply chain

management, which ensures efficiency and speed in distribution. Besides, huge increases in volume sales and food processing technology have been helping the company to offset its cost.

Product strategy in USThat new product development strategy is being credited with helping the fast food giant rebound, with same-store sales rising and corporate profitability increasing. It takes anywhere from 18 to 24 months for a new product to debut on a national level at McDonald's restaurants. New ideas can come from management, owner/operators, or the company's culinary team. Ideas are explored and then backed by consumer research…

MC DONALD always try to develop their product according to local taste and culture , about food and local popular item`s . through this company tries to make close relationship with local customer`s

• Product Developed by McDonald

– Successes: Fries, Happy Meal, Big Mac, Egg McMuffin, Promotions

– Failures: McPizza, Fajita, Carrot Sticks, McLean, and the Arch Deluxe

Product strategy in India

In India, McDonald’s is likely to face constant pressure to increase its product range. Until now,the company has responded well to varying customers’ tastes and preferences by introducing new products. But given India’s fragmented regional cultures, where no single food preference predominates, McDonald’s needs to develop new products on a regular basis. Developing new products adds complexity and cost and raises the risk of error. It also runs counter to McDonald’s culture and history. Yet, if McDonald’s does not do it on a regular basis, the company’s popularity will be short-lived. It will be difficult for the company to meet the range of different competitors, most notably the homegrown Nirula’s, which offers a variety of products at reasonable prices.

These are the few menu item`s which is being developed by Mc Donald in India according to local taste and culture

Organisational structure

McDonald’s Corporation is an excellent example of company with a global strategy and centralized organizational structure. McDonald’s has over 31,000 restaurants in 120 countries. Although these restaurants are typically franchises, they all receive food and packaging from the same approved vendors. This means that a McDonald’s in the U.S. is just like a McDonald’s in Russia. All decision-making regarding menus and marketing are made at the corporate level in the U.S

McDONALD follows network organisational structure

• Benefits

– Highly organic -- flexible design

– Efficiencies from acquiring and discarding resources as needed from partnerships

• Limitations

– Exposes core firm to market forces -- shortages of facilities and talent

Evaluating Network Structures

– Less control over non-core work processes

employeeS structure of

Mc Donald

Organizational Purpose

Clearly defined organizational purpose is very important for an organization as it describes the basis for its existence. It works as a directing force on the basis of which every decision is taken. The organizational purpose can be known with the help of three elements which are:1. Vision2. Mission3. ObjectiveMcDonald’s vision is to be the world’s best quick service restaurant experience.() Being the best means offering excellent quality, service, cleanliness and value, so that it makes each customer in every restaurant smile. It has been the execution of the motto of QSC and V i.e. Quality, Service, Value and Cleanliness that has made McDonald’s a success story. It strategizes to attain best value by providing top quality products at reasonable prices. McDonald's mission is to be itscustomers' favouraite place and way to eat. To fulfill this McDonald’s has been using the concentration strategy where in it is trying for greater market penetration by attaining high level of efficiency in servicing its customers with a limited product line. Delivery of QSC and V on one hand keeps the customers satisfied and on the other hand also maintains the competitive edge over the competitors. The delivery of QSC and V is accomplished by taking care of every minute detail whether it is the unique cold chain network which makes sure that the customers get fresh products at low cost or the supply chain management which makes sure that customersare offered good quality products.() Moreover to keep the customers satisfied McDonald’s continuously updates its menu.

Promotional strategy of

McDonaldn in india In India, McDonald’s has positioned itself as a family restaurant. Family has become the cornerstone of its strategy. Its outlets are called “McDonald’s Family Restaurants,” as opposed to simply McDonald’s as in other parts of the world. McDonald’s restaurants provide a clean, comfortable, and stress-free environment especially suited for working families. With India’s changing family system in metropolitan cities, where the extended family is no longer the preferred way of living,

McDonald’s has become an attractive place for working and busy young parents on weekdays. On weekends, residents of Delhi and Mumbai bring their children to McDonald’s so that they can relax, while their children play in McDonald’s hugely popular play places.Like its other worldwide locations, McDonald’s targets children as their main clientele in India.Children in India may not have the purchasing power comparable to their Western counterparts, but they are still the center of the universe in the Indian family system, and they can actually pull the parents to visit a place time and again. Children are an enormously powerful medium for relationship building in India. They not only influence markets in terms of the parental decision-making to buy certain kinds of products, they are also future consumers. After all, brand impressions, once formed, can stay for a lifetime.Thus, McDonald’s has done everything possible to attract children. When one of its outlets was opened in South Mumbai, a children’s parade was organized all along the popular Marine Drive, led by McDonald’s mascot, Ronald, who was accompanied by a 40-feet long float depicting the various tourist destinations in Mumbai. Its “Happy Meals” and the accompanying Lego toys are a great attraction for children. McDonald’s play places—appropriately called Fun Zones—appeal to children and their parents, because they are considered safe, reliable, hygienic, and kid-friendly. Kids like McDonald’s outlets because they are brightly lit and full of young people. During their visits, kids are showered with knickknacks. The Noida outlet near Delhi even has a low-height order counter for children. McDonald’s outlets provide the kids with a hassle-free experience where no one tells them “sit down,” “don’t move,” or “keep out of my way.”

McDonald’s also promotes birthday parties complete with cake, candles, and toys in television advertising aimed directly at kids. In some Indian cities like Mumbai, Delhi, and Bangalore, birthday parties are all the rage for upwardly mobile youngsters. Given that most young people in these cities live in small, overcrowded flats, McDonald’s has become a convenient and welcoming place for birthday celebrations.

McDonald’s appeals to India’s new Westernized elites because its food is clean, safe, and reliable. India’s upwardly mobile middle-class families show considerable interest in enjoying what is often described as McDonald’s terminology for products that are temporarily added to the menu.

McDonald’s offers attractive new promotions from time to time to attract more young adults to its outlets. One such promotion—“Music Meal,” launched in April 2005 in association with Coca- Cola India and Universal Music India—became extremely popular with young men and women. Through this promotional campaign, young people were offered free tickets to an exclusive hugely popular Bombay Vikings show upon collection of four McDonald’s mini-CDs, which come with a large meal combo order. By engaging young customers with fun and new promotions that are in tune with their changing desires, McDonald’s has been able to increase its business volume considerably over the past years.McDonald’s has introduced other innovations that appeal to customers of all ages in India. Insome of its newly opened restaurants, McDonald’s has provided lounges for senior citizens to relax and taste its food. For people used to a traditional restaurant environment, in which waiters lead patrons to sitting places, McDonald’s in Delhi’s residential areas has made special arrangements, where severalcrew members are present to direct families to available sitting places. Most Indians love to have sweet desserts after a meal. Keeping this in mind, McDonald’s has opened several very popular Cold Kiosks in Mumbai and Delhi. These Cold Kiosks, which are located either inside the main outlet or adjacent to the McDonald’s outlet, offer customers an innovative range of cold desserts such as ice creams with unusual flavors like bubble gum, green apple, and peach.Most Indians believe in fate, and fate-driven success or failure is a way of life. There may not be frequent discussion in public discourse, but the powerful concept of Karma in Hinduism and reward for good Karma still continues to be a critical and almost subconscious determinant of Indian social existence. Not surprisingly, one of McDonald’s most popular attractions has been the instant scratch and- win prizes on a daily and weekly basis (Exhibit 12). The daily drawn prizes include colour televisions, cell phones, Panasonic camcorders, VCRs, music systems, microwave ovens, and even scooters. The weekly prizes promise a family vacation to various places outside India. There is also a monthly jackpot prize of a Mahindra Bolero jeep and other high-ticketed items available. Aptly named the “Lucky Itch,” these prizes have become enormously popular for the fate-driven Indian psyche, i.e., “if you are lucky, you are successful and win big.”

For people who still want to eat at home or are unable to visit restaurants because of lack oftransportation, traffic jams, and overcrowded eating places, McDonald’s has introduced its popular home-delivery (McDelivery) services. For another section of rich middle-class families in Delhi and Mumbai who prefer to enjoy watching movies, cricket matches at home, or just for plain relaxation away from cooking, McDonald’s home-delivery services (where food is delivered usually hot) have become popular and convenient. McDonald’s has achieved about a 15% increase in sales as a result of starting home deliveries from some of its stores

McDonald’s is currently focusing on expanding its base in the Indian market. By the year 2015 McDonald’s is planning to start around 180 more restaurants, majority of which will be opened in Tier II cities where McDonald’s has very limited presence.() So, McDonald’s is trying to penetrate very deep into the Indian market. McDonald’s is also trying to come up with new products so as to satisfy its customers. Nearly 80% of McDonald’s restaurants in India give certain percentage of their profits for

research and development activities which helps McDonald’s in coming up with new products and efficient service. When McDonald’s entered the Indian market it had to re-engineer its menu and since then it has included several productsespecially for the Indian customers as McDonald’s believes in thinking global but acting local. McDonald’s should continue with its strategy of expanding its base into the Indian market as still there are lot of untapped regional markets in the country especially in the Eastern India where it has less presence as compared to the other parts of the country. McDonald’s should also concentrate on the smaller cities as large amount of population (nearly 177 million people) lives in smaller cities. So there is a huge market potential for McDonald’s in Tier II and III cities

PROMOTIONAL STRATEGY IN U.S

McDonald's has for decades maintained an extensive advertising

campaign. In addition to the usual media (television, radio, and

newspaper), the company makes significant use of billboards and

signage, sponsors sporting events ranging from Little League to the

Olympic Games, and makes coolers of orange drink with their logo

available for local events of all kinds. Nonetheless, television has always

played a central role in the company's advertising strategy.To date,

McDonald's has used 23 different slogans in United States advertising,

as well as a few other slogans for select countries and regions. 

Distribution strategy in US

Franchising Mc Facts

• Approximately 85% of McDonald’s restaurant businesses world-wide are owned and operated by franchisees

• All franchisees are independent, full-time operators

MANUFACTURER →CONSUMER

DISTRIBUTION strategy IN INDIA

McDonald’s have franchises network in India and has partnered with the state-owned oil company, Bharat Petroleum Corporation Ltd.

(BPCL), to set up restaurants at the latter’s petrol stations in and around Delhi to make it more convenient for automobile-driving consumers. BPCL is the leading petroleum retailer in India and has the largest number of petroleum stations in and around Delhi. It is important to note the shift in government attitude toward MNCs that led to a successful partnership between McDonald’s and the largest state-owned company.

MANUFACTURER →CONSUMER

The relationship between McDonald's and its Indian suppliers is mutually beneficial. As McDonald's expands in India, the supplier gets the opportunity to expand his business, have access to the latest infood technology, exposure to advanced agricultural practices and the ability to grow or to export. There are many cases of local suppliers operating out of small towns who have benefited from their associationwith McDonald's India.

Trikaya AgricultureSuppier of Iceberg LettuceImplementation of advanced agricultural practices has enabled Trikaya to successfully grow speciality crops like iceberg lettuce, special herbs and many oriental vegetables. Farm infrastructure features:A specialised nursery with a team of agricultural experts.Drip and sprinkler irrigation in raised farm beds with fertiliser mixing plant.Pre-cooling room and a large cold room for post harvest handling.Refrigerated truck for transportation.

Vista Processed Foods Pvt. Ltd.

Supplier of Chicken and Vegetable range of products (includingFruit Pies)A joint venture with OSI Industries Inc., USA, McDonald's India Pvt. Ltd.and Vista Processed Foods Pvt. Ltd., produces a range of frozenchicken and vegetable foods. A world class infrastructure at their plant at Taloja, Maharashtra, has :Separate processing lines for chicken and vegetable foods.Capability to produce frozen foods at temperature as low as -35 Degree Cel. to retain totalfreshness.International stardards, procedures and support services.

Dynamix DiarySupplier of CheeseDynamics has brought immense benefits to farmers in Baramati, Maharashtraby setting up a network of milk collection centres equipped with bulk coolers. Easy accessibility hasenabled farmers augment their income by finding a new market for surplus milk. The factory has:Fully automatic international stardard processing facility.Capability to convert milk into cheese, butter/ghee, skimmed milk powder, lactose, casein &whey protein and humanised baby food.Stringent quality control measures and continuous Research & DevelopmentAmrit FoodSupplier of long life UHT Milk and Milk Products for Frozen DessertsAmrit Food, an ISO 9000 company, manufactures widely popular brands -Gagan Milk and Nandan Ghee at its factory at Ghaziabad, Uttar Pradesh.The factory has:State-of-the-art fully automatic machinery requiring no humancontact with product, for total hygiene.Installed capacity of 6000 ltrs/hr for producing homegenised UHT (Ultra High Temperature)

processed milk and milk products.Strict quality control supported by a fully equipped quality control laboratory.Radhakrishna FoodlandDistribution Centres for Delhi and MumbaiAn integral part of the Radhakrishna Group, Foodland specialises inhandling large volumes, providing the entire range of services including procurement, quality inspection, storage, inventory management, deliveries, data collection, recording and reporting

TRAINING AND DEVELOPMENT

McDonald’s Center of Training Excellence

Since its inception, training at Hamburger University has emphasized consistent restaurant operations procedures, service, quality and cleanliness. It has become the company’s global center of excellence for McDonald’s operations training and leadership development.In 1961, Fred Turner, McDonald’s former senior chairman and Ray Kroc’s first grillman, founded Hamburger University in the

basement of a McDonald’s restaurant in Elk Grove Village, Illinois.

February 24, 1961, Hamburger University's first class of 14 students graduated 

Today, more than 5,000 students attend Hamburger University each year 

Since 1961, more than 80,000 restaurant managers, mid-managers and owner/operators have graduated from this facility

IN INDIAThe franchises of McDonald in India follow the guide line of Hamburger University to train their new employees

SELECTION APPROACHE

Under McDonald's recruitment policy, each individual restaurant is responsible for filling hourly-paid positions. The Management Recruitment department in East Finchley co-ordinates the recruitment of managers.

For recruiting hourly-paid employees McDonald's use several avenues. Positions are generally advertised in the restaurant. The company's recruitment history shows this is the best method of hiring quality staff e.g. people living locally and/or friends of existing employees. McDonald's also uses local job centres, career fairs and other local facilities. It is vital to use effective hiring material with a clear message targeted at the right audience.

A recruitment exercise often generates more applications than there are positions available. The manager will select the applicants to be interviewed and will conduct the interviews.

Over 60% of restaurant crew are aged 20 or under and; for the majority of applicants, a job with McDonald's would be their first experience of employment. For many young people, McDonald's also offers a career

opportunity. A well-run interview will identify an applicant's potential to be a successful McDonald's employee. To find people who will be committed to excel in delivering outstanding service, McDonald's scripts an interview guide that helps the company predict how an applicant's past behaviour is likely to influence future performance. It uses a fact-based decision-making process. The questions look for actual events or situations rather than allowing applicants to give a general or theoretical response. Interviewers look for behavioural evidence in the applicant's life history that fits with the requirements of the job. The interviewer rates candidates on their responses and offers jobs to those who earn the highest ratings. McDonald's future managers come from two main sources. More than half of all salaried management positions are taken up by hourly-paid employees who earn promotion. The remainder are predominately graduates.

Wherever possible, McDonald's directs applicants towards applying on line at www.mcdonalds.co.uk. People who cannot access the web can call the Recruitment Hotline, or pick up a pre-paid Business Reply Card from a McDonald's restaurant.

The selection process includes an initial online psychometric test. This test produces an initial score. The applicant then attends a first stage interview and is offered "On Job Experience" (OJE). This is a 2-day assessment in a restaurant. Successful completion at OJE will lead to a final interview, after which the manager decides whether or not to hire the applicant

This selection is followed in all the franchises of McDonald in all his host country as well as in home country

Conclusion

The Indian Quick Service Restaurant industry is growing at a very fast pace. Per capita income, urbanization and youth population is also increasing in India. So India is a very potential and attractive market for the quick service restaurants. McDonald’s should make the most of the opportunity and should penetrate deep into the market by increasing the number of restaurants in India. It should concentrate on increasing its base in the smaller cities which can form potential markets for McDonald’s.

Thank You!!!