McDonald’s has long served as a de facto leader of the limited-service restaurant space. Far and away the largest quick-service company in the U.S. by system-wide sales, the Golden Arches has for generations been the model for fast-food stability and achievement, the benchmark against which all other quick serves are measured.
McDonald's posted sharper-than-expected November sales declines. Global sales were reported down 2.2 percent. In the U.S. sales fell more than twice that: 4.6 percent, the lowest sales month for McDonald’s in over a decade, and almost four times worse than analysts had projected. Those wacky analysts! Wherever were they getting their research?
McDonald's Corporation announced that global comparable sales decreased 2.2 percent in November. Performance by segment was as follows:
· U.S. down 4.6 percent;
· Europe down 2 percent;
· Asia/Pacific, Middle East and Africa (APMEA) down 4 percent.
It’s fair to say that 2014 has been as eventful a year for quick-service restaurants as the industry has seen in quite a while. Changing demographics and sharper competition have sparked a variety of innovations, but also exposed some weaknesses. And the unrelenting march of technology is changing the restaurant business landscape, particularly when it comes to mobile phones.
An effort by Richard Griffin, the General Counsel (GC) of the National Labor Relations Board (NLRB), to raise wages and otherwise benefit franchise employees may have an unexpected and undesirable consequence: a threat to franchising as a business model. Although Griffin’s desire to benefit employees is laudable, he has chosen the wrong way of going about it.
McDonald's Corporation announced results for the third quarter ended September 30, 2014, reflecting lower revenues, operating income and earnings per share.
American Express is asking their card members if they want fries with that. The financial services corporation partnered with McDonald’s to allow Amex users enrolled in Membership Rewards to pay for their Big Mac with points at the register and the drive thru.
In an age when consumers’ choices have never been broader, it’s critical to stand out among the sea of other brands and offerings. That may be one reason why companies from practically every industry are spending hundreds of thousands—if not millions—of dollars to develop and execute marketing campaigns that resonate with their target audience, drive sales, and cement brand loyalty for years to come.
A lot has been said about the dramatic transformation the limited-service restaurant industry has experienced in the last five to 10 years. Observers have noted a range of factors that have shoved along the change, from the pressures to offer healthier food to younger generations’ desire for more creative menu opportunities.