![]() ![]() This report proves that SERVQUAL can be utilized to understand the gaps creates in service delivery and consumer perception (Carman, 1990). Branding strategies of the company such as co-branding and individual branding can be adopted to improve the perception of the service quality amongst consumers. From the findings of this report it can be suggested that there is scope for improvement of McDonald’s stores in their design layout for faster delivery of food and better service delivery to consumers. ![]() Further, this report also studies the service blueprint and servicescape that has been adopted at various outlets of the company. This report takes into account the service characteristics such as intangibility, heterogeneity that are relevant to the fast-food chain restaurants such as McDonald’s. This report looks at the existing service structure at McDonalds and provides certain recommendations in the field of SERVQUAL and brand strategy that the company might incorporate to improve their service efficiency. ![]() Today, McDonald has opened over 1000 branches in UK. McDonald’s was first opened in USA over 50 years ago and the first McDonald’s in UK was opened at Woolwich in 1974 (Crosby, 1979). ![]() This report looks at the service quality and service efficiency delivered at the restaurant chain of McDonald’s. Drawing from case studies of three multinational food enterprises in India, the paper points out that, in order to operate successfully in their host countries, the multinational food enterprises must adopt Glocalized strategies in marketing, product development, advertisement etc. The present paper argues that this decision-making is particularly critical in the case of multinational food enterprises because of large scale variability in food habits across countries and even within a country. Given the economic cost of modification of business strategies, the choice has widespread implications for the sustainability of multinational enterprises. These multinational enterprises, when deciding to expand their operations to a new country, have to make a choice between following uniform business strategies as in their home country or modify their strategies to suit the host country socioeconomic and political environment. The paper therefore merges the principles in human resource management and applies them in the context of Mc Donald's UK.įood industry, the world over, is witnessing unprecedented increase in the number of multinational enterprises. While the theoretical issues discussed have been applied in different institutions, the theoretical issues discussed are explicitly valuable to the staffing problem that Mc Donald's UK had since 2008 till date. The principles discussed in the paper give a theoretical framework of approaches that have worked in the past and present and have potential sustainability in the future. This paper focuses on strategies and measures that a business can use to improve on their staffing and employee retention. In the business unit, there are a multitude of factors that have led to and continual decline in the amount of people who remain at a job three years after the first inquiry. A lot of companies have faced significant challenges with issues like staffing and retention of employees. What’s next? McDonald’s has no announced plans for any burger-flipping robots, but executives may be watching to see if that technology develops better habits than the current workers.The ever changing structure of the business unit often presents some of the most interesting challenges in the world of business. Numbers like that could make McDonald’s more likely to adopt more technological solutions, even if they take a bit of adjustment for the workers. The company saw about a 50 percent increase in revenue earned per employee. Making more from less: Despite worker struggles, these new tech initiatives seem to be helping McDonald’s financially. Less-experienced employees juggling orders from all these new platforms could be to blame for the average 30-second increase in customer wait times last year, as reported by QSR Magazine. What this means for you: You’ll have to wait a little longer for your Shamrock Shake. Record turnover: The turnover rate in the fast-food industry is 150 percent, the highest since data began being recorded in 1995. As former employee Dudley Dickerson told Bloomberg, “They added a lot of complicated things. Too many options: The fast-food giant has been pushing more tech-infused ordering avenues like mobile apps, delivery, and self-order kiosks. McDonald's new tech initiatives are pushing employees to continuously perform more tasks without any change in pay. ![]()
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