FINAL PAPER SUBMISSION PERSPECTIVE-2014
Title
–McDonald‟s - The Innovation Hub: A Case Study
Author, Institute and Affiliations
– Prof. Harish Morwani,
Asst. Prof. (MCA Department),
Shri Chimanbhai Patel Post Graduate Institute of
Computer Applications, Ahmedabad
Affiliated to Gujarat Technological University
(GTU), Ahmedabad
Prof. Mayur Agravat,
Asst. Prof. (BBA Department),
Shri Chimanbhai Patel Institute of
Business Administration, Ahmedabad
Affiliated to Gujarat University (GU),
Ahmedabad
E-mail Id
–
harishmorwani@gmail.com
mayur.agravat86@gmail.com
Cell No
–
09924446340, 09879509001
Keywords
–
Innovations at McDonald‟s, Operational innovations,
McDonald‟s Marketing strategies, McDonald‟s India,
McCafe, etc.
Abstract
Due to incessant competition with global competitors, Industries worldwide had witnessed a
colossal shift in their operations, practices, and processes. Globally companies were being
bludgeoned by intense competition in every sector. Operations Managers were struggling to
shave off costs during the supply chain process. During this tumultuous phase of bleeding
economies, it was very difficult to survive for non-agile and inflexible organisations.
Agile, flexible and inventive companies were not feeling the heat as Innovation was the key
for them. Innovations at operational levels had done wonders for certain organisations and
helped them stand tall from the verge of extinction. Companies believing in the philosophy of
“Customer is the King” were sustaining in long run.
This case study focuses on different innovative practices embraced by a global fast food joint
McDonald‟s and its repercussions on the overall brand image of the company. The case study
highlights how McDonalds maneuvered its global processes and practices to cash on the local
culture and beliefs.
McDonald’s - The Innovation Hub: A Case Study
Harish Morwani&Mayur Agravat– Shri Chimanbhai Patel Institutes, Ahmedabad
“Most innovation fails, but companies that do not innovate fail.”
-
Jan Eric Sundgren,Sr. CEO Advisor, Volvo group
With the changing phase of globalisation, it was essential for every field to apply cohesive
practices in order to sustain in the booming market. Creativity, productivity and excellence
were the critical success factors for businesses worldwide. Innovation had been the major
panacea for all possible setbacks. But the path to innovation is full of risks and challenges. As
Peter Drucker mentioned that the essential value of innovation is clear and available but how
to achieve is the puzzle. Regardless of sector, industry, or domain; applying or managing
innovations had become a vital phenomenon. Persistence to innovation could lead to
excellent performance.
This case study talks about the efforts of McDonald‟s ineffectuating innovative
practices to achieve sustainability irrespective of culture, economy, or environmental factors.
The company had considered prominent factors like market demand, technological advances,
fulfilling consumers‟ expectations, glancing at competitors‟ strategies, keeping in mind
changing business environment and exercising the company‟s credo for being successful. The
case study will delve into different innovations adopted by McDonald‟s and their pros and
cons. It will also try to dissect the efficacy of these measures in long run. It will also highlight
application of McDonald‟s approach “
Think Global, Act Local
”. But are innovations always
successful? Can innovations act as roadblocks to the success journey?
An Overview Of Retail Sector
The US$ 518 billion Indian retail sector comprising of organised &unorganised retail is
growing at a rapid pace
(Annexure-I)
. The key players in the Indian retail industry were Food
& beverage, Department stores, Pharmacy, Grocery, Books, music and gifts.
Annexure-I: Growth of Retail Sector and Segment-Wise Revenue Breakup
Source:http://www.ibef.org/industry/indian-retail-industry-analysis-presentation
The Food and grocery segment contributed around 60% of the total revenues of the
retail sector
(Annexure-I)
. The credit behind India‟s substantial growth in the sector was
owed to increased urbanization, favourable demographics, brand consciousness, and
initiatives of Government of India to promote FDI in retail and proposed simplification of tax
structure. According to a report, 570 million Indians were estimated to live in cities by 2030
which would further help the sentiment in the sector.
Food Services Segment
Thefactors like increased income levels, increased number of teenagers etc. also helped in the
surge of the Food service market in India which contributed 2.3% to GDP of India
(Annexure-II)
. The organised market comprised of Quick Service Restaurants (QSR), Fine
Dining Restaurants (FDR), Casual Dining Restaurants (CDR), Frozen Desserts/Ice Cream
(Fd/Ic), Cafes, and PBCL (Pub, Bar, Club, and Lounge). Sweet Shops, Dhabas, Roadside
vendors etc. comprised the unorganized market. The market was estimated to grow up from
US$ 48 billion in 2013 to US$ 78 billion by 2018
(Annexure-III)
. QSR and CDR sub-
segments were providing the impetus to organised sector with 70% - 75% contribution.
Annexure-II: Key Drivers for Food Service Industry
Source: http://articles.economictimes.indiatimes.com/2013-02-15/news/37119630_1_nirula-mncs-chains
QSR had driven the growth of Food Services Market with an estimated market size of
US$ 1060 million in 2013. QSR segment was further projected to surge at 25% CAGR to
touch US$ 3230 million by 2018. Despite sales drop in 2013
(Annexure-IV),
several
International brands like McDonald‟s, Taco Bell, Burger King, KFC, Krispy Kreme etc. were
lined up for expansion or entry in the 5
th
ranked country in the GRDI (Global Retail
Development Index).
Annexure-III (A): Segment-Wise Projections for Licensed Standalone Players
Source: www.technopak.com/files/QSR_Market_in_India.pdf
Annexure-III (B): Segment-Wise Projections for Food Chains in Food Service Industry
Source: www.technopak.com/files/QSR_Market_in_India.pdf
Prasad Koparkar (Senior Director, Industry & Customised Research)opined that “
In
tier I cities, we expect the annual QSR spend per middle class household to surge by over 1.5
times to around Rs 6,000 by 2015-16 from about Rs 3,700 in 2012-13. In tier II cities,
currently the QSR spend is around Rs 1,500, which is less than half that in tier I cities.
However, growth is expected to be much higher in tier II cities, at about 2.5 times to Rs 3,700
by 2015-16. This quantum jump in QSR spend in urban areas will be propelled by the
increase in nuclear families and working women, steady growth in incomes, changing
lifestyle and eating patterns and, importantly, greater accessibility of QSR outlets.
”
Annexure-IV: Same Store Sales Figure for QSR Chains in 2013
Source: http://articles.economictimes.indiatimes.com/2014-02-06/news/47089669_1_same-store-sales-
yum-restaurants-india-economic-slowdown
Although the projections were bright for the segment, yet there were several
challenges including the global slowdown, demanding customers, increased competition etc.
which were hampering the revenue of QSR‟s. The QSR‟s were continuously adopting
innovative practices to save costs and attract more and more customers.
Organisation Profile
The journey of Mc Donald‟s Corporation started in 1937 when two siblings – Richard Mc
Donald and Maurice Mc Donald tried their luck by investing in a small drive-in restaurant in
California. The restaurant was applauded by Industry experts of that time for its efficiency
and optimum utilisation of employees which went on to introduce “
Speedy Service System
” –
a new assembly line practice for food processing Industry in 1948.Ray Kroc in 1954 cracked
a deal with McDonald‟s Corporation gaining exclusive franchise rights for McDonald‟s in
US. In 1961, Kroc acquired McDonald‟s in US$ 2.7 million.
McDonald‟s India was established as a joint venture in association with Amit Jatia
(Owner – Hard Castle Restaurants Private Limited) and Vikram Bakshi (Owner – Connaught
Plaza Restaurants Private Limited) in 1996. The first venture of McDonald‟s India was at
New Delhi. It had around 300 restaurants in India in 2014. McDonald‟s Corporation with
around 32,000 restaurants (in over 130 countries around the globe) achieved the feat of
world‟s largest hamburger fast food chain during the same period. Around 70% of its
branches were franchisees handled by entrepreneurs. It was identified as one of the market
leaders in foodservice retailing as it catered to around 58 million customers daily across all its
locations.
McDonald’s: The Innovation Hub
McDonald‟s had been known for its myriad innovations in marketing, operations, customer
servicing, menu designing, product launches etc. McDonald‟s continually innovated with its
process, practices, and strategies. Some innovations at McDonald‟s are highlighted below.
Innovative Marketing Strategies
McDonald‟s did not hasten through their launch in India. Instead, it worked for around 7
years on its supply chain to make it suitable for Indian context. The company could provide
their products at low costs in India due to its efficient supply chain strategies. In 1996, when
Indian annual household income was on the rise, it launched its Indian operations to become
the first western chain of restaurants in India. Although, McDonald‟s was quite successful in
implementing its low risk franchise model in other countries, yet it chose 50:50 joint ventures
with two companies for India to cash onto the first mover‟s advantage.
The pricing strategy of McDonald‟s was one of its critical factors contributing to its
success in the price sensitive Indian market. McDonald‟s focused on “
Value for Money
”
approach by offering its products at as low as 20 bucks through its “
Happy Price Menu
”. The
aim was to tap teenagers and low-income group customers. Apart from popularising its low
cost individual products, the company also went for “
Market Basket Analysis
” and prepared
some combo meal options like French Fries, Coke and Burger. In 2009, when food prices
were soaring, McDonald„s introduced Extra Value Meal (EVM) which reduced its combo
meal prices by around 25%. The target was to enhance the 25% meal sales by 10 – 15%.
The McDonald‟s advertisement campaign in India was handled by Leo Burnettad
agency. The advertisements at different times were aimed to highlight the USP‟s of
McDonald‟s at that time. Its first TV commercial was launched in 2000 where a small child
was able to conquer his stage fear due to the friendly environment of McDonald‟s. The
commercial was able to project McDonald‟s as a family restaurant as it had ample amenities
like quick service, comfortable soft couches, Plasma screens, Wi-Fi zones, clean and relaxed
environment, and above all affordable prices which otherwise were a luxury for middle-class
families. The different punch lines of McDonald‟s; be it “
I’m Lovin’ It
” or “
Aap ke Zamane
mein Baap ka Daam
” or “
Har Choti Khushi ka Celebration
” were extremely helpful in
strengthening its position as a family restaurant.
McDonald‟s marketing strategies were more or less designed keeping kids at its core.
The iconic mascot „Hamburger-Happy Clown‟ of McDonald‟s (launched with 500
th
restaurant of McDonald‟s in 1963) kept outside all its outlets was a part of their strategy of
luring kids. McDonald‟s provided separate play areas for kids. It introduced the option of
“
Happy Meal
” where in kids were handed over a surprise toy along with a meal. McDonald‟s
also had exclusive agreements to deliver merchandise with makers of movies “
Smurfs-2
”,
“
Transformers
”, and “
Despicable Me-2
” etc. during their promotional campaign. The
company continually updated its range of toys and also had a section called “
Toy of the Day
”
in their outlets.
McDonald‟s also introduced breakfast to their menu in India. It also went in for
special breakfast hours from 7AM – 11 AM. The company offered free breakfast to entire
India on “
National Breakfast Day
” (18
th
March, 2013) as an endeavor to promote its
breakfast menu. The company was also offering exclusive McDonald‟s coffee mug on
purchase of 150 or above during breakfast hours. McDonald‟s provided the home delivery
option to offer convenience to people who cannot leave their place by providing a Single
Number 66-000-666 to entire India. The company charged a flat delivery fee of 10 bucks
irrespective of the order amount. On top of it, the company did not pose any minimum order
requirement constraint on McDelivery.
Launch of McCafe: Brand Extension Initiative
A new venture was kicked off by McDonald‟s in 1993 by launching McCafe, a bar along
with its other varieties like french fries, hamburger, soft-drinks, milk- shakes, cheeseburgers
etc., in Australia.The initiative was basically a brand extension initiative aimed to increase
revenue by optimally utilising the space already available with McDonald‟s outlets. The idea
was quite successful in western countries.
Indian consumers wereaffectionate about café culture regardless of age or gender.
According to a survey, the annual growth rate of coffee consumption had been increasing 1-
2% annually. In addition, the Coffee Board of India, anticipated that the gobbling factor
would rise upto 125,000 tonnes by the end of 2013. In 2013, when US$ 300 million coffee
market in India was rising gradually (It was expected to double fold by 2018), McDonald‟s
planned to start McCafe, despite of speculations about its success.McCafe was planned to be
incorporated in the premise of McDonald‟s itself. Innovative setting was planned like
different seating arrangements, lighting, world-class ambience to make the initiative more
appealing. It was scaled that out of 4000 square feet covered up by McDonald‟s main
premise, McCafe would utilize upto 500 square feet. The company even planned to invest
about US$ 3 million per outlet to refurbish the interiors. McCafe planned to offer 15 different
beverages including shakes, smoothies, and ice-teas apart from coffee at affordable rates.
McDonald‟s India had planned to open 150 outlets of McCafe by the end of 2018.
The Menu Makeover: Right Choice at the Right Time
McDonald‟s continually innovated their menu. In 1940 when McDonald‟s Bar-B-Q in
California was opened, it offered a limited menu comprised of items like hamburger, cheese
burger, soft-drinks, milk, coffee, potato chips, pie etc.After a year, potato chips were replaced
by French Fries and thick milk-shake was introduced in order to serve more variety.
Postinitial success, McDonald‟s faced severe criticism over its usage of beef fat for
cooking its fries and providing unhealthy/junk food. Even the company had to pay US$ 10
million as compensation. McDonald‟s responded by introducing „Happy Meal‟ option where
they served burger with salads, bottled water and a pedometer. Further, bagel was introduced
in breakfast, the first donut type of bread product, along with milk having only 1% fat. The
introduction of salads was a huge success during those days.It was accompanied by inclusion
of fruits, vegetables, yogurt etc. with Happy meals. The initiative was named „Eat Smart, Be
Active‟.
McDonald‟s, later on, also published the nutritional content of its products including
Energy (kCal), Protein in grams, Total fat (gm), Trans fat (gm), Total carbohydrate (gm),
Sugar content, Dietary Fiber, Sodium (mg) etc. This transparency gave health conscious
customers the flexibility to choose the food as per their requirements.
It was in 1979 when McDonald‟s launched first of its own “
a circus-themed
cardboard box containing already a hamburger, fries and unpretentious toys, such as a
McDoodler stencil, a puzzle book, a McWrist wallet, and ID bracelet and McDonald land
character erasers
”along with Happy Meal package.
The franchisees of McDonald‟s also contributed a lot in the process. Some
noteworthy contributions were digitising the menu bar to make it more attractive,launch of a
call-center to receive orders etc. Another issue handled smartly by McDonald‟s, was to
launch Hula Burger - a bun with grilled pineapple,in response to non-consumption of meat on
Fridays by the clergies of Catholic churches owing to religious reasons. Some other additions
by franchisees were of Filet-o-Fish, Big Mac, and Egg McMuffin which were truly a success.
Indianisation: Think Global Act Local
To be a global business, any entity had to look into the cultural norms of different countries
especially if it wanted to start operations there. In India, McDonald‟s was the first western
brand in food segment at that time. The first major hurdle was to alter the perception of
Indians for the western brand. McDonald‟s tried to make it an „Indian‟ brand rather than a
western brand. It tried to inculcatea sense of localness amongst the Indian fraternity. The
management of the company was owned locally and run by Indians only.Local Indian staff
was hired and even the food served was truly Indian.
The world‟s largest burger manufacturer had faced initial brunt with the non-
vegetarian content of the food. There was controversy over the usage of beef which was made
out of holy cows‟ fat. McDonald‟s India made sure that it did not aggravate the ethnic issue
of Indians. Vikram Bakshi (MD - McDonald‟s India) clarified that
“We know the Indian
culture, because we were born in it, inherited its richness, and respect it greatly. It is the
respect for this culture and the sentiments of many of our customers’, that we do not serve
any beef and pork items in our restaurants.”
In order to respect certain ethnic communities, pure vegetarian items were made
available. McDonald‟s offered a variety of vegetarian food items like Mc Aloo Tikki, Mc
Veggie, Paneer Salsa Wrap, Veg Pizza McPuff etc. in 2000, which embarked a new chapter
in the history of McDonald‟s India. The research and development team innovated unique
sauces blended with Indian spices without any beef or pork content. This was an additional
cog in the innovation wheel of McDonald‟s. To satisfy the taste buds of non-vegetarian
foodies, McDonald‟s introduced options like Chicken McGrill Burger, Chicken Maharaja
Mac etc. Infact, for every non-vegetarian item launched by McDonald‟s, there was a
vegetarian variant available.
In 2011, McDonald‟s launched their McSpicy range of products in India for spice
foodies. Vikram Bakshi (MD - McDonald„s India) commented that “
The McSpicy menu is a
part of our ongoing endeavor to add variety and expand our menu to suit our customers'
preference. These are products from our core global menu, but tailored to the Indian
palate
.”All was planned to keep family and cultural values alive and give 100% customer
satisfaction.
Operational Innovations: The Need of the Hour
The franchise model adopted by McDonald‟s was applauded worldwide. Ray Kroc (Founder
Franchise Model, McDonald‟s Corporation) believed in one business philosophy,
“the simple
principle of a 3
‐
legged stool: one leg was McDonald’s, the second, the franchisees, and the
third, McDonald’s suppliers. The stool was only as strong as the 3 legs.”
Kroc
emphasisedthat
“If I had a brick for every time I’ve repeated the phrase Quality, Service,
Cleanliness and Value, I think I’d probably be able to bridge the Atlantic Ocean with them.”
McDonald‟s research and development laboratory in 1960 realised the need of fast
operations and change in the overall function of production and service. It is thus they
integrated technology to handle all the business operations and assisting people to prepare
food faster and smoother in delivery. The engineers of the research team had developed
equipment where all the ingredients were dispensed in the equal quantity to save time.
McDonald‟s built an integrated supplier system which was efficient, innovative and high in
practice.
Furthermore, to cater to the need of training and development of franchisees and
managers working with McDonald‟s, the Hamburger University was established at Illinois in
1961 in which 80,000 students, restaurant managers, mid-level managers and franchisees
were graduated from the University. As recorded, University also implemented innovation in
cooking, freezing, storing and serving.
In Asian countries, McDonald‟s chose the location of
outlets strategically near the high traffic areas like schools/colleges, religious
temples/churches etc. to tap more customers.
Over the review it could be seen that the winning story of McDonald mainly
attributed to their franchising model, their leadership in cost and time efficiency, and their
ability to convey those benefits into the minds of customers. Over a period of time,
McDonald‟s was able to expedite the growth of franchisees because of its brand name,
consumer acceptance and satisfaction. It was due to operational innovations of McDonald‟s
that it was able to grow its operating margin continually in comparison to other global
competitors
(Annexure-V)
.
(Annexure-V): Operating Margin of Global Fast Food Chain in Percent
Source: http://seekingalpha.com/article/1987531
‐
mcdonalds
‐
industry
‐
leader
‐
faces
‐
growing
‐
pains
McDonald‟s was the first of its kind restaurant which elicited a mass response from the
customers worldwide. The golden arch company considered the founding principles of
Quality, Service, Cleanliness and Value (QSCV) as a stepping stone to success. From
customer‟s perspective, the best practice McDonald‟s had implemented was its principle of
„value for money‟ where it provided quick and affordable meal to the customers.
Due to its ingenious practices and for changing the food habits of people across the
globe, McDonald‟s was regarded as world‟s most valuable fast-food brand in 2013
(Appendix-
A)
.
Road Ahead
Despite of adding varieties and innovations in menus, focusing on consumer satisfaction,
adding healthy options to its meals etc., the company was not able to woo more customers.
McDonald‟s faced sales crunches in 2013. The company claimed to start afresh with more
salads, fruits or vegetable in contrast to what they offered. But consumers and other research
bodies‟ claim was contradictory. The Center for science stated that
“Ronald McDonald's
slow march toward healthier meals made a major advance today, but a long road lies ahead
for the company.”
Howard Penney (Managing Director - an investment research firm),
opined that “
McDonald's is never going to be perceived as healthy, so for them to spend too
much time on healthy items doesn't make a lot of sense to me.”
It remained to be seen whether McDonald‟s was able to change the perception of the
consumers towards its healthy variants and was it able to change the sales from negative to
positive through yet another innovation or a series of innovations?
(Appendix-A)
Brand Value of Most Valuable Fast Food Brands Worldwide in 2013
Source:http://www.statista.com/statistics/273057/value-of-the-most-valuable-fast-food-brands-worldwide/
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