How McDonald's Got Its Groove Back

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Pearson Education, Feb 1, 2010 - Business & Economics - 15 pages
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How do you rejuvenate a tired brand with a world-wide franchise? McDonald’s comeback offers lessons for leaders everywhere in focusing on what their customers really want.

 

McDonald’s hit bottom early in 2003. Sure, it was still the biggest fast-food provider in the world. But the stock collapsed after the company reported its first-ever quarterly loss. Battered by critics, nibbled at by new competitors (Subway, Sonic, Quiznos), undermined by overbuilding and a failure to adapt to changes in consumer habits and tastes, the giant was out of breath and sagging over its belt. Behind the scenes, though, a turnaround had begun. A new team of leaders was out to rejuvenate the core brand, shed irrelevant activities, and adjust McDonald’s operations to what the customer really wanted. The story of how they did it holds copious lessons for any business faced with bringing new life to a lagging brand. It demanded changes in every phase of a worldwide enterprise with $23 billion in sales, 31,000 restaurants, and fully 1.6 million employees. But the new McDonald’s team had patience, determination, and a “Plan to Win”....

 

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About the author (2010)

Over the past 25 years, New Word City’s writers and editors -- The New York Times, Newsweek, Time, Harper’s, and The Wall Street Journal veterans -- have turned out some of the bestselling business books of all time.  Working closely with clients, the New Word City team has produced more than 70 books, of which more than 7 million copies have been sold.  These titles have logged more than 500 weeks on The New York Times, BusinessWeek, and The Wall Street Journal bestseller lists.

 

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