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麥當(dāng)勞需要洗心革面

麥當(dāng)勞需要洗心革面

Jeffrey Sonnenfeld 2015年02月13日
財(cái)務(wù)數(shù)據(jù)表明,麥當(dāng)勞的戰(zhàn)略、執(zhí)行、領(lǐng)導(dǎo)等方面都出了問(wèn)題。還需要指出的一點(diǎn)是:麥當(dāng)勞被一種品牌認(rèn)知悖論絆住了手腳:質(zhì)量一般的產(chǎn)品,令人迷惑的信息,包括過(guò)于低姿態(tài)的外賣(mài)服務(wù)。那個(gè)“我就喜歡”的麥當(dāng)勞哪里去了?

????本周一剛剛發(fā)布季度財(cái)報(bào)的麥當(dāng)勞公司,可謂才出油鍋,又進(jìn)火坑。

????這份季度財(cái)報(bào)顯示,該公司的全球同店銷售額下降了4.8%,超出了此前的下跌預(yù)期(1.2%)。曾經(jīng)迅速增長(zhǎng)的亞洲市場(chǎng),更是下降了12.6%,超過(guò)了此前8.4%的下跌預(yù)期。

????對(duì)于這家市值720億美元的漢堡包巨頭來(lái)說(shuō),現(xiàn)在的確是一個(gè)頗具諷刺意味的時(shí)刻。就在已經(jīng)走過(guò)65個(gè)年頭的麥當(dāng)勞公司解雇首席執(zhí)行官唐?湯普森12個(gè)小時(shí)之后,丹尼?梅耶14年前創(chuàng)立的Shake Shack漢堡餐廳在紐交所成功上市,當(dāng)日收盤(pán)價(jià)是IPO價(jià)格的兩倍,從而使該公司的市值達(dá)到17億美元。

????沒(méi)錯(cuò),麥當(dāng)勞是西式快餐市場(chǎng)上的“大塊頭”,它在全球130個(gè)國(guó)家開(kāi)設(shè)的3.8萬(wàn)家分店雇傭了200萬(wàn)名員工,每天為全球6800萬(wàn)人提供服務(wù)。盡管如此,還是擋不住食客和投資者紛紛投向質(zhì)量更高,也更好玩的Shake Shack、Five Guys Burgers and Fries、In and Out Burger和Smashburger等市場(chǎng)新入者的懷抱。不過(guò),盡管遭受了一些小小的挫折,但麥當(dāng)勞或許已經(jīng)做好了反擊的準(zhǔn)備。

????雖然麥當(dāng)勞的管理層和董事會(huì)犯下了一些戰(zhàn)略和運(yùn)營(yíng)上的錯(cuò)誤,不過(guò)沒(méi)有人否認(rèn)公司需要變革,也沒(méi)有人非難在麥當(dāng)勞備受愛(ài)戴,雖然不怎么成功的領(lǐng)導(dǎo)人唐?湯普森。另外,麥當(dāng)勞的董事會(huì)也不需要外部的維權(quán)投資者來(lái)推動(dòng)公司所需要的變革。

????麥當(dāng)勞的失誤遠(yuǎn)比其苦澀的財(cái)務(wù)結(jié)果更為復(fù)雜。最近的數(shù)據(jù)顯示,麥當(dāng)勞的同店銷售額已經(jīng)出現(xiàn)了12年來(lái)的首次下滑,同時(shí)麥當(dāng)勞的銷售收入也連續(xù)五個(gè)月下跌,利潤(rùn)也大幅縮水。這些財(cái)務(wù)數(shù)據(jù)表明,麥當(dāng)勞的戰(zhàn)略、執(zhí)行、領(lǐng)導(dǎo)等方面都出了問(wèn)題,并不是行業(yè)性的不景氣。不僅僅是它的競(jìng)爭(zhēng)對(duì)手日益火爆,就連原先從麥當(dāng)勞剝離出來(lái)的Boston

????簡(jiǎn)言之,麥當(dāng)勞是被一種品牌認(rèn)知悖論絆住了手腳:質(zhì)量一般的產(chǎn)品,令人迷惑的信息,包括過(guò)于低姿態(tài)的外賣(mài)服務(wù),都加劇了品牌形象的下滑。它目前主要有五大困境:

????(1)食品質(zhì)量。麥當(dāng)勞也嘗試過(guò)健康食譜,但沒(méi)有成功。人們現(xiàn)在經(jīng)常把麥當(dāng)勞和“粉紅肉渣”(含有可用于制造化肥和清潔劑的氫氧化銨)聯(lián)系在一起。直到2011年知名大廚杰米?奧利弗公開(kāi)爆料后,麥當(dāng)勞才停止使用這種材質(zhì)。想想麥當(dāng)勞漢堡還曾被珍?梅爾等營(yíng)養(yǎng)學(xué)家吹捧為健康飲食,真是可笑可悲。2014年6月,《消費(fèi)者報(bào)告》將麥當(dāng)勞列入美國(guó)最差的漢堡供應(yīng)商之列。同樣走低價(jià)路線的Wendy’s餐廳卻做得更好。與此同時(shí),一份Shake Shack雙層漢堡,配上薯?xiàng)l和黑白奶昔,能夠提供2000卡路里的熱量,遠(yuǎn)遠(yuǎn)超過(guò)麥當(dāng)勞的同類產(chǎn)品。

????(2)食品安全。過(guò)去,麥當(dāng)勞的食品安全性在亞洲、中國(guó)和中東等地一直受到追捧,但是在2014年關(guān)掉一家肉品加工廠并不斷爆出食品安全問(wèn)題后,麥當(dāng)勞和百勝餐飲集團(tuán)的信譽(yù)遭受重創(chuàng)。

????(3)定價(jià)政策。麥當(dāng)勞試圖引誘人們放棄廉價(jià)食品,轉(zhuǎn)而選擇它正在推出的高質(zhì)量的快餐,這種做法使得傳統(tǒng)顧客不禁疑惑,價(jià)格到底還是不是麥當(dāng)勞的營(yíng)銷重點(diǎn)?,F(xiàn)在,引領(lǐng)簡(jiǎn)約和低價(jià)風(fēng)的是Sonic Burger,而不再是麥當(dāng)勞。

????(4)標(biāo)準(zhǔn)化VS定制化。麥當(dāng)勞因長(zhǎng)期不允許顧客“提出符合自己口味的制作要求”而飽受詬病。所以,他們轉(zhuǎn)向另一個(gè)極端?,F(xiàn)在提供的多達(dá)130多種產(chǎn)品,讓顧客眼花繚亂。與此同時(shí),作為快餐業(yè)立身之本的服務(wù)速度卻顯著降低。

????(5)供應(yīng)鏈管理。麥當(dāng)勞曾經(jīng)是無(wú)與倫比的供應(yīng)鏈管理大師。但當(dāng)原料在洛杉磯港發(fā)生延誤時(shí),麥當(dāng)勞并沒(méi)有制定沒(méi)有任何有效的應(yīng)急計(jì)劃,最終導(dǎo)致一些關(guān)鍵市場(chǎng)(比如日本)連薯?xiàng)l都供應(yīng)不上。

????為了挽救因品牌形象、產(chǎn)品質(zhì)量和定位及運(yùn)營(yíng)問(wèn)題導(dǎo)致的業(yè)績(jī)損失,麥當(dāng)勞也嘗試過(guò)一些權(quán)宜之計(jì),比如增加汽車(chē)穿梭窗口的數(shù)量(這些窗口貢獻(xiàn)了其營(yíng)業(yè)額的70%),并推出目前這款以“示愛(ài)”為主題的怪異廣告,但所有這些都無(wú)法解決食品質(zhì)量、運(yùn)營(yíng)和形象方面的深層問(wèn)題。它在“超級(jí)碗”上打的“用愛(ài)付款”(Pay it with Lovin)廣告也遭到了無(wú)情的嘲笑,其副作用估計(jì)要延續(xù)到情人節(jié),當(dāng)這輪廣告按照計(jì)劃結(jié)束的時(shí)候。

????另一個(gè)更深層的問(wèn)題是公司領(lǐng)導(dǎo)層的繼任人選。在過(guò)去十幾年,麥當(dāng)勞已經(jīng)更換了五位CEO。廣受尊敬、經(jīng)驗(yàn)豐富的唐?湯普森當(dāng)年并不是董事會(huì)鐘意的人選,事實(shí)上他在候選名單里只排在第三順位。

????前CEO吉姆?斯金納看中的繼任者麥克?羅伯茨于2006年辭職,據(jù)報(bào)道,他曾報(bào)怨過(guò)斯金納對(duì)他的繼任安排不夠確定。另一個(gè)曾一度提上議事日程的人選是拉爾夫?阿爾瓦雷茲,但在2009年的一天,這位55歲的高管突然宣布將于次日“退休”,理由是他突然發(fā)現(xiàn)自己的膝蓋有問(wèn)題,這件事在公司上下引起了不小的震動(dòng),因?yàn)楫?dāng)時(shí)關(guān)于他個(gè)人操守問(wèn)題的議論再度傳開(kāi)。針對(duì)他跟女下屬保持不正當(dāng)性關(guān)系的公開(kāi)指控,迫使阿爾瓦雷茲不得不在CEO杰克?格林伯克將其解雇之前離開(kāi)公司。

????斯金納自己也沒(méi)想到能坐上CEO的寶座。前兩位CEO都是英年早逝,詹姆斯?R?坎塔盧波死于心臟病發(fā)作,他的繼任者查爾斯?H?貝爾因罹患癌癥離職。(貝爾于2005年1月去世。)

????With Monday’s quarterly earnings release, McDonald’s has gone from the frying pan into the fire.

????It reported that global same store sales were down by 4.8%, versus the expected 1.2% dip. Its once high-growth Asian markets were down 12.6% versus the expected 8.4% drop.

????Indeed, it is an ironic time for the $72 billon burger business, where 12 hours after the 65 year-old McDonald’s MCD -1.35% fired its CEO Don Thompson, Danny Meyer, founder of 14 year-old Shake Shack SHAK -1.10% , fired up his burger chain on the New York Stock Exchange with a $1.7 billion value, doubling its IPO price of the day.

????Yes, McDonald’s is the big cheese in this market, with 68 million people served daily in 130 countries, 38,000 outlets, and 2 million employees. Despite that presence, diners and investors alike have flipped over the higher quality, fun entrants such as Shake Shack, Five Guys Burgers and Fries, In and Out Burger, and Smashburger. But despite the company’s stumbles, McDonald’s may now be posed to start firing back.

????Despite strategic and operational missteps shared by the fast food giant’s management and board, there was no sugar coating over the need for change nor was there a vilification of the company’s beloved, albeit unsuccessful, leader. Moreover, the company’s Chicagoland-oriented board did not need outside activist investors to force needed changes.

????McDonalds’ missteps are more complex than its distasteful financial results. Recent results showed the first declining same store sales in 12 years and the fifth straight quarter of declining sales revenues and a plunge in profits. These financial records reveal problems in the company’s strategy, execution, and leadership, not an industry-wide problem. In addition to the soaring prospects of its competitors, even McDonald’s spinoffs—Boston Market (2007) and Chipotle Mexican Grill (2006)—were positioned for success when they were liberated.

????In short, McDonald’s has been caught in a whirlwind of confusing brand identity paradoxes; a situation in which the company’s inadequate products, confusing messaging, and overly humble messengers have aggravated its sinking public image. Consider these five quandaries:

????1. Food quality. The fast-food chain’s tries at healthier menu options did not work. Now people associate McDonald’s with the hamburgers with “pink slime filler” (ammonium hydroxide), which the company only discontinued in 2011 amid an expose by celebrity chef Jamie Oliver. How sad that the company’s burgers were once endorsed by leading nutritionists, such as Jean Mayer, as a healthy, rare treat! In June 2014, Consumer Reports cited McDonald’s as the purveyor of the worst-rated burger in the nation. Wendy’s now fares better on account of its low prices. Meanwhile, a double Shackburger, fries, and black & white shake would ring the bell with 2,000 calories, far more calories than what you’d get from similar items at McDonald’s.

????2. Food safety. Long revered for its food safety in Asia and China in particular, as well as the Middle East, McDonald’s and Yum Brands have lost credibility as they had to close a meat processing facility in 2014 for continuing food safety problems

????3. Pricing policy. In its attempts to woo people away from the cheap dollar menu items and value meal offers toward high quality food, traditional customers were confused if price was the focus or not. Now it is Sonic Burger, not McDonald’s, that leads in simplicity and low prices.

????4. Standardization vs. customization. McDonald’s was long criticized for not allowing customers to “have it your way.” So they swung to the opposite end of the pendulum, offering so many varieties that customers were confused by more than 130 items while service speeds—a key ingredient for fast food—slowed dramatically.

????5. Supplier sourcing.Once a master of sourcing channels to the point that it appeared like a supply chain hegemon, McDonald’s was ambushed by slowdowns at the Port of Los Angeles, without any effective contingency plan. This left the fast-food chain French fry-less in key markets, like Japan.

????McDonald’s attempted to respond to the loss of business over these image, quality, positioning, and operations problems, with band aid solutions. Expanding the number of drive-thru windows, which accounts for 70% of its business, and the current weird campaign about “showing love” do not address the deeper problems in food quality, operations, and image. In fact, McDonalds’ schmaltzy Super Bowl “Pay it with Lovin’” campaign was met with ridicule and continues to backfire all the way to its planned expiration on Valentine’s Day.

????Yet an even deeper problem had to do with the company’s succession drama. Indeed, McDonald’s has had five CEOs in a dozen years. The universally respected and experienced operator Don Thompson was not the board’s intended successor. In fact, he was their third choice candidate.

????CEO Jim Skinner’s presumed successor, Mike Roberts, quit in 2006, reportedly complaining that Skinner was not clear enough about his intended succession schedule. Another initial favorite was Ralph Alvarez, who had to “retire” due to a sudden concern over his knees, at age 55, with a single day’s notice in 2009. The news shocked the company, as he left the company in the aftermath of a second wave of rumors over personal conduct problems. Published allegations of serial sexual misconduct with subordinates forced Alvarez’s exit when he was previously fired by CEO Jack Greenberg.

????Skinner himself was not expected to take the reins as CEO. He came into the job after two McDonald’s CEOs died young. James R. Cantalupo died of a heart attack, and his successor, Charles H. Bell, left with cancer. (Bell died in January 2005.)

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