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Distribution Strategy of McDonald

Distribution Strategy of McDonald

Discuss Distribution Strategy of McDonald within the Elements Of Logistics forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; McDonald's Corporation is the world's largest chain of hamburger fast food restaurants, serving more than 58 million customers daily. In ...

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Distribution Strategy of McDonald
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Rohini Upadhyay
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rohiniu
Student of Bachelor of Engineering at SANTOSH MEDICAL COLLEGE
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Location: Agra, Uttar Pradesh
Distribution Strategy of McDonald - March 25th, 2011

McDonald's Corporation is the world's largest chain of hamburger fast food restaurants, serving more than 58 million customers daily. In addition to its signature restaurant chain, McDonald’s Corporation held a minority interest in Pret A Manger until 2008, was a major investor in the Chipotle Mexican Grill until 2006, and owned the restaurant chain Boston Market until 2007.

A McDonald's restaurant is operated by either a franchisee, an affiliate, or the corporation itself. The corporation's revenues come from the rent, royalties and fees paid by the franchisees, as well as sales in company-operated restaurants. McDonald's revenues grew 27% over the three years ending in 2007 to $22.8 billion, and 9% growth in operating income to $3.9 billion.

McDonald's primarily sells hamburgers, cheeseburgers, chicken products, french fries, breakfast items, soft drinks, shakes, and desserts. In response to obesity trends in Western nations and in the face of criticism over the healthiness of its products, the company has modified its menu to include alternatives considered healthier such as salads, wraps and fruit.

McDonald's distribution channel and the way in which this fast-food restaurant chain gets its products to the market. In the theory of the Marketing Mix, place (distribution) determines where the product will be sold and how it will get there. In fact, as noted on www.mcdonalds.com, McDonald's is the leading global foodservice retailer, with more than 30,000 local restaurants serving nearly 46 million people each day in 121 different countries. Approximately 80 percent of all McDonald's restaurants company wants to be the first in the market and establish the brand as rapidly as possible by advertising very heavily. This effective distribution strategy (place) has helped McDonald's develop a strong market share in the fast-food market around the world. Moreover, according to Kotler stores must have a planned atmosphere that suits the target market and moves customers to buy. In addition, McDonald's has pre-determined the locations for many of its stores to help reach a variety and diverse population. Conclusion. In conclusion, McDonald's has an intensive distribution process which is a credit to their Marketing department. As businesses and other organizations move forward, the challenge of making their products

The McDonald’s executive claimed that it was about being part of Disney and their theme parks, their movies and their characters because now you can buy a Happy Meal at the Happiest Place on Earth. There are multiple places in Disney World to buy a Happy Meal or more so to buy McDonald’s products. A McDonald’s kiosk can be found in between Frontierland and Adventureland and restaurants in Downtown Disney and next to the Disney All-Star Resorts. Not only can you find these restaurants, they are also a few of the best McDonald’s. The kiosk in the Magic Kingdom is decorated as a Conestoga wagon depicting the theme of Frontierland. The McDonald’s in Downtown Disney is huge and offers children a great place to play as does the one next to the All-Star Resort. Although Disney offers a wide range of restaurants and food, visitors flock to the McDonald’s because they know their children love the food, the price is right, the quality of food is good and it gives their children a place to play during the meal. This delivery channel was ingenious on McDonald’s part; they recognized all they had to gain by joining in a partnership with the Disney Corporation.
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