Case Study: Pros and Cons About McDonalds Modernization Essay

1421 Words 6 Pages
Summary of Situation (very brief)
From the early 90s to 2003, McDonald’s had a declining decade with ineffective leadership. Since 2003, McDonald’s has made huge strides in improving customer service, quality of food, revitalizing the look of the restaurant, and have created many new popular menu items, from healthy choices, like salads and fruit, to the many new choices of coffee-based drinks and fruit smoothies all in the attempt to stay in front of the competition to attract new customers while retaining its current customer base.
Key Issues—Identification and Analysis
The Downward Spiral
Service became a big problem for McDonald’s after the huge expansion of the 80s and 90s. As a result, it tarnished McDonald’s image and reputation for
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Summary of Situation (very brief)
From the early 90s to 2003, McDonald’s had a declining decade with ineffective leadership. Since 2003, McDonald’s has made huge strides in improving customer service, quality of food, revitalizing the look of the restaurant, and have created many new popular menu items, from healthy choices, like salads and fruit, to the many new choices of coffee-based drinks and fruit smoothies all in the attempt to stay in front of the competition to attract new customers while retaining its current customer base.
Key Issues—Identification and Analysis
The Downward Spiral
Service became a big problem for McDonald’s after the huge expansion of the 80s and 90s. As a result, it tarnished McDonald’s image and reputation for providing quality food fast. With the attention on expansion, training was no longer a major priority. This affected the quality of the food production and also had an effect on the speed of delivery to the customer creating longer wait times and disgruntled diners. During this time, 40 products were introduced. None were really successful due to poor execution resulting from improper training. Effective leadership would have recognized the necessity of maintaining a high level of training to ensure a high level of quality of both food and service, as well as expanding the chain globally.
Leadership
CEOs Quinlan and Greenburg did more to try diversify the product line by purchasing other chains and introducing new items instead of placing

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