Mcdonalds

McDonalds industry classification belongs to the retail sector. As to the unions, McDonald’s refer to the quick delivery branch. It specializes in franchising which means that you can virtually buy a license and become an owner of one of its restaurants.

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McDonalds Ansoff Matrix

McDonalds is one of the most popular fast food chains with a worldwide presence. It can be found in 119 countries and has about 31,000 restaurants. It employees about 1. 5 million people. It is one of the largest fast food chains, serving 47 million customers daily (2). Most restaurants offer both counter service and drive through service with indoor seating (and sometimes outdoor seating too! ). McDonalds has become an emblem of globalization. It’s main line of business is hamburgers. It primarily sells cheeseburgers, hamburgers, French fries, chicken products, ice-creams and soft drinks.

Inventory management in McDonalds:

McDonalds follows a Just in Time (JIT) system of inventory management. JIT, as the name suggests, is the system of supplying products to customers as soon as they have ordered for it, with minimal delay between placing the order and getting it in hand. McDonalds doesn’t begin to cook or assemble or preheat their stuff until they receive a customer order.

This was not the case earlier. They had a different approach to inventory management wherein they used to pre-cook a batch of hamburgers and sit under heat lamps. It used to keep them under the lamps for as long as possible and eventually discard whatever they couldn’t sell. Hence customers couldn’t enjoy freshly made food. The only way it could happen was by the customer giving a special order. Hence McDonalds moved to the JIT system of inventory management. This shift was possible because of the new burger making technology that enabled them to make burgers faster and keep the time between placing an order and receiving it as miniscule as possible. This results in the finished product sitting in the inventory for as little as possible. This enables proper inventory management and reduces wastage while giving maximum satisfaction to the customer. The customer is made to wait for a very short period and this is a huge factor while going for such a system of inventory management. Thus, the customer is happy. But it has also lead to a huge decrease in costs for McDonalds and this is what has made JIT system such a success.

Higher customer satisfaction and reduced costs

• Improved quality of food: The burgers are made fresh for the customer and thus provide maximum satisfaction. There is no chance of offering stale food to the customer. Higher customer satisfaction leads to customer retention and increased sales. The customer resists the impulse to try out rival brands till he is deriving maximum satisfaction from the brand in question.
• Better customer service: McDonalds earlier used to make special orders for customers while dishing out precooked burgers from the inventory to most customers. Hence such special orders were dreaded by the staff and used to freak them out. The staff, now after introduction of the JIT system, is more calm and composed and offers better service to the customers. This higher customer service is subject to the ability to produce faster burgers. McDonalds are able to handle the demand a lot better. They don’t have to waste time in calculating the estimated sales hour by hour and maintain an inventory.
• Better costs: The holding costs for the raw material like bread, beef, cheese, chicken is fairly high because of their spoilage costs. Under the old system, McDonalds used to maintain a high inventory leading to faster orders but this resulted in a lot of unsold food because of the low shelf life of beef etc. after being cooked. The food was then forced to be sold at a higher price to cover up for the losses in scrapping unsold food. This resulted in lower costs to McDonalds.
• Better Raw Material handling: With the new system, McDonalds does not need to procure the raw materials in bulk advances. This reduces daily expenses considerably and ensures fresh and high quality raw material all the time. High holding costs and low ordering costs were the factors that drove the Just in Time system to the market. The ability to lower the operating costs makes JIT a highly feasible solution. It has also led them to reduce drastically the safety costs. Safety time exists due to variability in demand and variability in lead times from suppliers.

JIT helps reducing the lead times and hence safety stock. JIT provides for an attractive and cost cutting mechanism but it is very important to weigh the risks and analyze the associated consequences that might happen. A very fast burger making technology makes JIT a viable option for McDonalds but this might not be the case in other organizations and they might face problems in handling bulk orders through JIT system.

The major issues in this case include how hot the coffee should be, when to draw the line on making a case outrageous and how corporations are supposed to please customers without worrying about being sued. I believe that the lawsuit was frivolous because of the amount of money that was being asked for. It is common sense that when you order coffee or any other hot beverage that contents will be hot.

I feel that it was the fault of Liebeck and although this is the case, McDonald’s should have paid the medical bills and settled out of court before it was blown out of proportion. McDonald’s responsibilities are to be honest and fair economically, legally and ethically. Any business should keep the safety of their customers in mind and if an incident does occur, take responsibility. Consumers are responsible for situational awareness. They should pay more attention to what they are doing and if something does occur, consumers should act within reason and not try to get every cent from the company they can. It is impossible to keep everyone happy.

What are the arguments supporting Liebeck’s position? McDonald’s stated that Liebeck had only herself to blame for placing the cup between her legs. It was also stated that Liebeck failed to leap out of the seat allowing the coffee to penetrate her clothing and burning her. A burn expert for Liebeck stated that 170 degree coffee is capable of causing second degree burns within 3. 5 seconds. It was also argued that 700 complaints, equal to one in every 24 million cups sold, is trivial.

This statement was supposed to help McDonald’s but in turn helped Liebeck. 4. If you had been a juror in the Liebeck case, which position would you most likely have supported? Why? What if you had been a juror in the pickle burn case? If I were a juror in this case or the pickle burn case, I would have most likely supported McDonald’s. I feel that people should show a little more common sense when they order food. Most people want to get their food while it is still hot so why don’t people sue when food is too cold?

On the other hand, McDonald’s should make the warning on the cup larger and warn consumers as they order. 5. What are the similarities and differences between the coffee burn case and the pickle burn case? Does one represent a more serious threat to consumer harm? What should McDonald’s, and other fast food restaurants, do about hot food, such as hamburgers, when consumers are injured? Both the coffee case and the pickle burn case have one big thing in common. Both cases are against McDonald’s.

Both cases are based on the same complaint, too hot, but the burns resulted from different sources. As I stated above, fast food restaurants should make labels larger as well as give a verbal warning. Maybe they should make the entire wrapper or cup a warning. I cannot however agree to lower the temperature. I feel that if a customer wishes to have a cooler beverage, ask the server to pour a little cool water in it to cool it off. As far as food is concerned, consumers should have the common sense to wait. 6. What is your assessment of the “Stella Awards?”

Is this making light of a serious problem? I think that the Stella awards are funny. They show us what people are willing to sue over and how outrageous the cases can be. The serious problem that I see is people are losing more and more common sense and businesses are paying for it. Do we now live in a society where businesses are responsible for customers’ accidents or carelessness in using products? We live in a society that is growing older.

Does this fact place a special responsibility on merchants who sell products to senior citizens? I feel that we are living in a world where businesses are responsible for consumer carelessness and accidents. Senior citizens should be warned over and over if a product is hot but should not place a special responsibility on merchants that sell to senior citizens. As far as implications, for the court systems to remain fair, damages should and need to be given to all but it does not have to be millions and millions of dollars.

Globalization: A Give & Take Shortly after my 16th birthday, making me of legal working age in the United States, I reluctantly signed the papers to be an employee of the McDonald’s Corporation. I used the term reluctantly because to work in a McDonald’s holds deeply negative connotations in American society, especially amongst teenagers. For three years I cooked the food, worked the cash register, cleaned the restaurant, and upheld the highest of McDonald’s standards.

Just before my departure to attend college in another city, I quit McDonald’s, with quite a large smile, and did not consume a single product from the restaurant until, three years later, my arrival in Hong Kong. This anecdote is an excellent example of how societal connotations shape the practices of both the business and its customer. Why did I hate my job so intently? Why was I so easily able to avoid the chain in America, its home country, but succumbed to the pressure 8,000 miles away in a foreign land?

Globalization, as represented through the entry of McDonald’s into East Asia, is a series of cultural ‘give and take’, as businesses change to local preferences and consumers adapt to the various new disciplines of foreign enterprises. This combats the idea of American imperialism, as the new product formed from this ‘give and take’ is often vastly different from the original, sometimes even harboring completely adapted missions. Golden Arches East, by James L.

Watson, chronicles how McDonald’s and its customers have been affected by the American firms entry into East Asia. The book includes five main excerpts from anthropologists that observed and reported the cultural changes surrounding McDonald’s in five countries: China, Japan, South Korea, Hong Kong, and Taipei. Each chapter speaks of the effects on the varying countries, but several common themes immerge. Firstly, in all the countries, both the company and the consumer made subtle changes to either tastes or behavior.

Some of the best examples of this are McDonald’s consistent target of children, leading to the popularity of children’s birthday parties, the prolonged eating times, and the consumer belief of the hamburger and French fries as a snack, not a meal. Throughout the market entry, McDonald’s introduced many behaviors that were once unknown or uncommon. The fast food culture is a precise science, calculating every action to the second. This leads to disciplines and practices becoming commonplace, in order to maintain a corporate culture and profits. Queuing n Hong Kong, standing while eating in Japan, and the popularization of children’s birthday parties are prominent examples in the text of how McDonald’s has impressed certain disciplines upon cultures, often reaching beyond the confines of the golden arches. The introduction of the queue in McDonald’s, while often times done forcibly with markers, is often accredited with changing how people order throughout Hong Kong (Watson 93). However, there are exceptions as I find it terribly troublesome to order a pineapple bun on the streets, generally standing with a look of bewilderment until a native comes to my rescue.

Nonetheless, this is an example of how native culture adapts to the disciplines of a foreign firm. Another is in Japan, as people began to accept eating while standing. Here, the author outlines two important facets of table manners: don’t eat while standing and don’t touch the food with your hands. However, with limited space, McDonald’s opted to place standing counters in their restaurants and customers quickly adapted to this practice (Watson 178). A simple idea but it challenged a fundamental mannerism in the country.

This ‘give’ from the McDonald’s company can be seen on a grander scale through the popularization of children’s birthday parties throughout all of the countries studied. One of the major approaches of company was to target children because, as in places such as China, they receive exceptional treatment from the entire family, which lead to the promotion of birthday parties. As the company further targeted children, the kids would then request such parties to be held at McDonald’s. Before long, the idea of having a birthday was now commonplace in the countries of South Korea, China, Hong Kong, and Taiwan (Watson).

Again, this challenged a fundamental cultural tradition; in South Korea, birthday parties went from being held privately with family to publicly with friends (Watson 149). All of these examples illustrate how McDonald’s managed to impress values of their own upon different cultures. Through their global penetration, they transferred cultural beliefs, which required a change in the traditional. However, for every ‘give’ the company gave, there was also a ‘take’. While the company managed to change certain ideals, others held resolute and forced them to adapt the way in which they practice business.

The Japanese still don’t prefer to touch food with their hands. All of the five countries have taken the fast out of fast food. Also, these cultures believe it to be a snack, rather than a meal, and most refuse to clean the table themselves. McDonald’s provides quite a standard menu, typically consisting of a hamburger, French fries, and a drink. This meal essentially requires eating with the hands. As previously mentioned, this goes against one of the traditional Japanese table manners. The author observed people still largely use the wrappings to eat, thus avoid the use of their hands (Watson 178).

This example of a rigid aspect of culture not adapting to foreign disciplines can also be seen in how the food is consistently viewed as a snack. Generally, throughout these Asian countries, eating at McDonald’s is not considered to be a meal. In Japan, it is said that a meal must have rice, and the same is true of Korea (Watson 164, 156). For McDonald’s to build their brand as a popular dinner destination, which is essential for profits, they had to adapt. Thus, they added items to the menu that fit the local flare, such as fried rice (Watson). One of the major changes made was within the bedrock of the company.

As a fast food firm, they placed great value on people obtaining good quickly, and consuming it just as fast. However, in all of the five studied countries, people spend significantly longer amounts of time dining at McDonald’s. For Beijing and Hong Kong, the average dining times are 25 minutes, and can reach 51 minutes during non-peak hours in Beijing (Watson 56, 93). This can be compared to Americans whom only spend on average 11 minutes in the restaurant (Watson 93). People have made eating at McDonald’s a leisure activity, going directly against the nature of the company to be fast.

As the company targeted youth in each country, this gave life to a culture of young people spending many long afternoons at the restaurant. Again, the company had to adapt their typical thought to accommodate this. Lastly, a major change was the company’s policy of having customers bus their own tables. In Hong Kong, people refused to take their trash to the bins themselves, as it was considered to be beneath them (Watson 92). Due to this, the company had to employ extra workers to ensure cleanliness in the lobby.

Upon my original arrival to Hong Kong, I entered a McDonald’s, just to see what different offerings they had. I was shocked to see people leaving their tables with the trash remaining. As I have since learned this is common in the culture here, I still get a slight sensation of taboo when I leave my things on the table at a low-end restaurant. Out of context, these adaptations can seem minimal, but from somebody who has gone through the rigorous training of McDonald’s, every step of the dining experience is exact and calculated. To change any of this is near blasphemy.

However, the company heeded the call and adapted to fit local tastes. As the international attitudes toward globalization are increasingly becoming more negative, McDonald’s became a scapegoat for American imperialism. Watson argues this is due to two things: the importance of food in culture and the idea that everybody has a McDonald’s near them with which stands as a reminder and vent for frustrations (Watson 189). However, when looking back at their original entry into East Asia, one can see how the aspects that make McDonald’s American are often times not found in their Asian counterparts.

As mentioned in the introduction, McDonald’s often comes with a negative connotation. Whereas in Asia, it was known to be of high standards in both cleanliness and quality. Another main tenet of the American McDonald’s experience is the quickness of the meal. One does not spend leisure time there, and beyond that most order food through the drive through and never enter the store at all. However, the Asian countries have made it a home away from home, finding comfort in spending long hours there.

These two examples describe fundamental differences in the restaurants across the globe. In an industry where little change can make a big difference, this shows how what Asians view as the American experience often isn’t that. For one to consider McDonald’s globalization an act of American imperialism, they must first establish that is truly is American culture being transposed. Through the readings and my personal experiences, there is very little American culture to be found in Asian McDonald’s, as even the food is quite different.

The notion of globalization being a cultural ‘give and take’ is a metaphor in lament terms for how globalization, as seen through the case of McDonald’s international expansion, is truly a combining of several cultures, often forming something altogether new. It is not an act of imperialism, as corporations that choose to move into foreign countries make many fundamental changes. At the same time, the customers who purchase from the foreign enterprises make their own mark and shape it to fit their needs.

While globalization can be seen as one country doing business in another, it is really about the two parties doing business with each other. I was so proud of having taken such a long hiatus from the restaurant. However, when I entered it again in Hong Kong, I felt the strange combination of being in a comfortable home environment and belonging in this new, foreign land. Works Cited Watson, James L.. Golden arches east: McDonald’s in East Asia. Stanford, Calif. : Stanford University Press, 1997. Print.

In-N-Out Burger VS McDonald’s Within today’s modern society we like to have everything when we want and have it at any given time. Growing with that trend, modern fast food places like McDonald’s and In-N-Out Burger have giving their consumers that very thing. Even though In and out and McDonald’s have been around for years, both vary their menus and the way they appeal to their consumers with the change of time. On the west coast, In-N-Out is favored more than it is on the east coast.

While McDonald’s is a worldwide company, with restaurants open in France, China, Iraq, and also America. Who is the better franchise; it is time to find out. The American hamburger is an American classic and the most recognizable menu item in the fast food industry. Even though there are many different takes on the types of meats, toppings, and dressings used, the hamburger has been a restaurant regular and historical favorite of both children and adults. The hamburger can even bridge cultural and religious divides.

It can unite the masses, and with that being said many people agree that all burgers are not created equal. While McDonald’s is synonymous with happy childhoods and those long bumpy road trips, In-N-Out caters to the majority of young adults past the age of fourteen desires a more sophisticated burger. McDonald’s Quarter Pounder with cheese is the most popular hamburger at the famous fast food restaurant. Before people try In-N-Out, the Quarter pounder brings as much joy to people as any burger could.

The half pound of beef drenched in cheese, stuffed between a sesame seed bun, garnished with thick cut onions, and a squirt of ketchup are a stunning combination for any occasion. Unfortunately, it is also usually waiting for customers before they even have a chance to order it. On an off day the bread can be stiff, the meat is dry and the cheese is slick. The dehydrated shredded lettuce is poured from plastic bags daily. Customers found a way around this by masterminding a creative way to receive fresh food from McDonald’s, special order.

By requesting a hamburger with extra ketchup, a Filet O’ Fish with extra tartar sauce, and French fries with easy salt, consumers have ultimately forced the king of burgers into making fresh food. While this is a tried and true technique, unfortunately it doesn’t work one hundred percent of the time. The alternative to gambling with pre-cooked burgers is In-N-Out. With an uncomplicated, no frills menu, In-N-Out Burger specializes in burgers, fires, and their famous shakes. Their one and only focus is burgers-not chicken, fish, or salads; it is a carnivore’s dream.

All of the ingredients are made fresh every single burger is made to order. Their signature gristle-free beef is never frozen, the hand leafed lettuce is crisp and fresh, the tomato slices are plentiful, and the buns are always soft and lightly grilled on the inside of the bun. The end result is a multi-ingredient masterpiece called a “Double Double” that contains two juicy beef patties smothered with two pieces of cheese, Thousand Island dressing, crisp lettuce, and plump tomato rings stuffed inside of a fluffy bun.

Although In-N-Out burgers are pure perfection as is, consumers have been prone to order something that is off the menu (but well–known) called “Animal Style” (extra dressing, grilled onions, and pickles). Quite frankly, more than half of their most popular items are off the menu, shrouded in secrecy and urban legend. On occasion customers have ordered another secret item called the “Protein burger”, which is a carb-free “Double Double” wrapped in a full lettuce leaf.

Even more secret burgers can be found by simply asking about the “Three by Three” or “Four by Four” that contains three or four patties and the same amount of cheese on either. The Flying Dutchman is simply two meat patties and two slices of cheese; it includes no bun, vegetable, or spread. Other secret items include: grilled cheese sandwiches, meatless burgers, root beer floats and chilies. Comparing McDonald’s and In-N-Out’s fries, there is one clear victor. In-N-Out fries are peeled and sliced right in the restaurant for your viewing pleasure; they are meatier and fresher than their competitor’s infamous fries.

The signature burger, fries, and real ice cream shakes cause traffic jams to the point where a cashier equipped with a PDA-style device greets you before you even pull into the drive-thru to head off the onslaught of eager customers. Ironically, both restaurants are competitively priced, but the quality of In-N-Out far surpasses McDonald’s famous menus. From a practical standpoint, cleanliness is an important part of the fast food industry, not only in the restaurant image, but also health safety of the customer.

If customers received a dollar every time they ate or entered a McDonald’s, they could probably buy a franchise themselves. Sadly, most McDonald’s restaurants from Los Angeles to New York look the same, somber and bleak. In stark contrast, In-N-Out Burger painted sterile white inside and out, makes their restaurants look refreshingly clean and bright. In-N-Out’s fire engine red sign catches customer’s eyes as they drive along side of the famous restaurant. The employees are super friendly and accommodating at all times during the dining experience.

McDonald’s serves its purpose in the middle of nowhere because of its familiar brand name, but it’s not usually a true hamburger aficionado’s first choice. Customers have driven over ten or fifteen miles, passing several McDonald’s in order to get to that little piece of ecstasy nestled in a piece of wrapping paper and a white envelope. Just the smell of a freshly grilled burger permeates your nose, and drowns your senses. If In-N-Out Burger’s are tried just once, there will be no doubt that the consumer will be a couple of times a week. Lee, R. (2007). McDonalds and In-N-Out. Yahoo Voices. Retrieved from http://www. yahoovoices. com

McDonald’s: On a Customer-Focused Mission More than half a century ago, Ray Kroc, a 52-year-old salesman of milk-shake-mixing machines, set out on a mission to transform the way Americans eat. Kroc bought a chain of seven stores already existing for $2. 7 million. From the start, Kroc preached a motto of QSCV—quality, service, cleanliness, and value. These goals became mainstays in McDonald’s customer-focused mission statement.

Applying these values, the company perfected the fast-food concept—delivering convenient, good-quality food at affordable prices. McDonald’s grew quickly to become the world’s largest fast-feeder. The fast-food giant’s more than 32,000 restaurants worldwide now serve 60 million customers each day, racking up system-wide sales of more than $79 billion annually. In the mid-1990s, however, McDonald’s fortunes began to turn. The company appeared to fall out of touch with both its mission and its customers.

Americans were looking for fresher, better-tasting food and more contemporary atmospheres. They were also seeking healthier eating options. In a new age of health-conscious consumers and $3 muffin and coffee at Starbucks, McDonald’s seemed a bit out of step with the times. McDonald’s was struggling to find its identity among its competitors and changing consumer tastes. The company careened from one failed idea to another. It tried to keep pace. None of these things worked.

However, McDonald’s continued opening new restaurants at a ferocious pace, as many as 2,000per year. The new stores helped sales, but customer service and cleanliness declined because the company couldn’t hire and train good workers fast enough. Meanwhile, McDonald’s increasingly became a target for animal-rights activists, environmentalists, and nutritionists, who accused the chain of contributing to the nation’s obesity epidemic with “super size” French fries and sodas as well as Happy Meals that lure kids with the reward of free toys.

Although McDonald’s remained the world’s most visited fast-food chain, sales growth slumped, and its market share fell by more than 3 percent between 1997 and 2003. In 2002, the company posted its first-ever quarterly loss. In early 2003, a troubled McDonald’s announced a turnaround plan—what it now calls its “Plan to Win. ” At the heart of this plan was a new mission statement that refocused the company on its customers. The company’s mission was changed from “being the world’s best quick-service restaurant” to “being our customers’ favorite place and way to eat.

The new plan centered on five basics of an exceptional customer experience: people, products, place, price, and promotion. Under the Plan to Win, the goal was to get “better, not just bigger. ” The company invested in improving the food, the service, the atmosphere, and marketing at existing outlets. McDonald’s redecorated its restaurants with clean, simple, more-modern interiors and amenities such as live plants, wireless Internet access, and flat-screen TVs showing cable news.

Play areas in some new restaurants now feature video games and even stationary bicycles with video screens. To make the customer experience more convenient, McDonald’s stores now open earlier to extend breakfast hours and stay open longer to serve late-night diners—more than one-third of McDonald’s restaurants are now open 24 hours a day. Moreover, MacDonald added healthier options, such as Chicken McNuggets made with white meat, a line of Snack Wraps, low-fat “milk jugs,” apple slices, Premium Salads.

In 2008, when the stock market lost one-third of its value—the worst loss since the Great Depression— McDonald’s stock gained nearly 6 percent. Through 2010, as the economy and the restaurant industry as a whole continued to struggle, McDonald’s outperformed its competitors by a notable margin. QUESTIONS 1. What are the main environmental factors that affected MacDonald marketing strategy and way of doing business? 2. How MacDonald responded to the changing environment? (How these changes affected its marketing mix? )

McDonald’s Pestel analysis Political- * There is currently legislation being brought in to prevent fast food companies from advertising at certain times of the day, this is due to the large number of obese children currently in our country. It will see a large change in how the companies can advertise as they feel many kids are being targeted from a young age by fast food companies. * All products need to have full nutritional value on them so consumers can be made aware of the health risks of some of these products, for example in McDonald’s they show on their chips the levels of salt, fat , carbohydrates etc. nd how each portion measures in terms of the recommended daily human intake of these products * The government hold to right on the final say of who is approved to open a franchise, this takes this power out of McDonalds hands Economical- * As a business entity, McDonalds need to face a lot of economic variables outside its company or its macro environment. When looking for a supplier internationally for some of their products McDonalds should be aware on the global supply and currencies exchange.

Although McDonalds use larger amounts of Irish beef than previously not all of their products are produced here so any changes in exchange rates may have a massive effect on what they pay on their imports. * McDonalds must face government regulations on tax of profit where it gains from the operation. They also face other costs such as for advertisements and for certain entertainment (such as in store music). Each country may have different scale or types of tax available and McDonalds should follow the regulation if it wants to continue the operation.

As most of their branches are a franchise McDonalds will have to cecum to paying certain percentage of the revenue to the parent company in United States. Social- * There is a great need for McDonalds to cater for the different types of customers in different regions, For example in India people (Hindu) do not take beef, Muslim countries do not take pork, German like beers, Finnish like fish type of food menu, Chinese like to associate food with something good (for example prosperity), Asian like rice and Americans eat in big-sized menu. * Technological- Advances in online ordering and methods of paying that McDonalds have yet to adapt may have a negative effect for them, some fast food restaurants offer home delivery and online ordering this is something that McDonalds currently does not do. * They need to look for the next big thing in terms of technology and see how it can benefit them in remaining a power house in the fast food industry. Smart phones and tablets are becoming massive business and is where a lot of innovation takes place. Microsoft’s Xbox Kinect and smart glass are examples for their ambition to remain top in the gaming market, what will McDonalds do?

Environmental- * Huge emphasis on recycling and proper waste management over the last few years it’s important that McDonalds focus on making themselves more environmentally friendly. * Is there more in store that they can do to improve their eco rating. The body shop offers customers the chance to bring back their old bottles to be refilled and reused, while this may not be possible for McDonalds to do due to health and safety they should still look at ways of improving the stores waste management etc. Legal- * Sales figures in Ireland of McDonalds, Supermacs, KFC and Burger King. 1. McDonalds- 2. Supermacs- 3. KFC- 4. Burger King-