Restaurant

Morningstar® DocumentResearchS Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D. C. 20549 FORM 10-K FOR ANNUAL AND TRANSITION REPORTS PURSUANT TO SECTIONS 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2010 OR ? TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period fromto Commission File Number 1-5231

McDONALD’S CORPORATION (Exact name of registrant as specified in its charter) Delaware (State or other jurisdiction of incorporation or organization) One McDonald’s Plaza Oak Brook, Illinois (Address of principal executive offices) 36-2361282 (I. R. S. Employer Identification No. ) 60523 (Zip code) Name of each exchange on which registered New York Stock Exchange Registrant’s telephone number, including area code: (630) 623-3000 Securities registered pursuant to Section 12(b) of the Act: Title of each class

Common stock, $. 01 par value Securities registered pursuant to Section 12(g) of the Act: None (Title of class) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x No ? Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Act. Yes ?

No x Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yesx No? Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232. 05 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes x No ? Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act. (Check one): Large accelerated filer xAccelerated filer ? Non-accelerated filer ? (do not check if a smaller reporting company)Smaller reporting company ? Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).

Yes ? No x The aggregate market value of common stock held by non-affiliates of the registrant as of June 30, 2010 was $70,073,280,631. The number of shares outstanding of the registrant’s common stock as of January 31, 2011 was 1,043,298,941. DOCUMENTS INCORPORATED BY REFERENCE Part III of this Form 10-K incorporates information by reference from the registrant’s 2011 definitive proxy statement which will be filed no later than 120 days after December 31, 2010.

Source: MCDONALDS CORP, 10-K, February 25, 2011Powered by Morningstar ® Document ResearchSM Table of Contents Part I. Part II. Part III. Part IV. McDONALD’S CORPORATION INDEX Page Reference Item 1Business1 Item 1A Item 1B Item 2Properties6 Risk Factors and Cautionary Statement Regarding Forward-Looking Statements3 Unresolved Staff Comments5 Item 3 Item 5 Item 6 Item 7 Item 7A Item 8 Item 9 Item 9A Item 9B Item 10 Item 11 Item 12 Item 13 Item 14 Item 15 Legal Proceedings6

Market for Registrant’s Common Equity, Related Shareholder Matters and Issuer Purchases of Equity Securities7 Selected Financial Data9 Management’s Discussion and Analysis of Financial Condition and Results of Operations10 Quantitative and Qualitative Disclosures About Market Risk27 Financial Statements and Supplementary Data27 Changes in and Disagreements with Accountants on Accounting and Financial Disclosure48 Controls and Procedures48 Other Information48 Directors, Executive Officers and Corporate Governance48 Executive Compensation48 Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters48 Certain Relationships and Related Transactions, and Director Independence49 Principal Accountant Fees and Services49 Exhibits and Financial Statement Schedules49 52 53 Signatures Exhibits

All trademarks used herein are the property of their respective owners and are used with permission. Source: MCDONALDS CORP, 10-K, February 25, 2011Powered by Morningstar ® Document ResearchSM Table of Contents PART I ITEM 1. Business McDonald’s Corporation, the registrant, together with its subsidiaries, is referred to herein as the “Company. ” a. General development of business During 2010, there have been no material changes to the Company’s corporate structure or in its method of conducting business. In 2010, the Company has continued the process it began in 2005 to realign certain subsidiaries to develop a corporate structure within its geographic segments that better reflects the operation of the McDonald’s worldwide business. . Financial information about segments Segment data for the years ended December 31, 2010, 2009, and 2008 are included in Part II, Item 8, page 40 of this Form 10-K. c. Narrative description of business • General The Company franchises and operates McDonald’s restaurants in the global restaurant industry. These restaurants serve a varied, yet limited, value-priced menu (see Products) in more than 100 countries around the world. All restaurants are operated either by the Company or by franchisees, including conventional franchisees under franchise arrangements, and foreign affiliated markets and developmental licensees under license agreements.

The Company’s operations are designed to assure consistency and high quality at every restaurant. When granting franchises or licenses, the Company is selective and generally is not in the practice of franchising to passive investors. Under the conventional franchise arrangement, franchisees provide a portion of the capital required by initially investing in the equipment, signs, seating and de? cor of their restaurant businesses, and by reinvesting in the business over time. The Company owns the land and building or secures long-term leases for both Company-operated and conventional franchised restaurant sites. In certain circumstances, the Company participates in reinvestment for conventional franchised restaurants.

A discussion regarding site selection is included in Part I, Item 2, page 6 of this Form 10-K. Conventional franchisees contribute to the Company’s revenue stream through the payment of rent and royalties based upon a percent of sales, with specified minimum rent payments, along with initial fees received upon the opening of a new restaurant or the granting of a new franchise term. The conventional franchise arrangement typically lasts 20 years, and franchising practices are generally consistent throughout the world. Over 70% of franchised restaurants operate under conventional franchise arrangements. The Company has an equity investment in a limited number of foreign affiliated markets, referred to as affiliates.

The largest of these affiliates is Japan, where there are more than 3,300 restaurants. The Company receives a royalty based on a percent of sales in these markets. Under a developmental license arrangement, licensees provide capital for the entire business, including the real estate interest. While the Company has no capital invested, it receives a royalty based on a percent of sales, as well as initial fees. The largest of these developmental license arrangements operates more than 1,750 restaurants across 18 countries in Latin America and the Caribbean. The Company and its franchisees purchase food, packaging, equipment and other goods from numerous independent suppliers.

The Company has established and strictly enforces high quality standards and product specifications. The Company has quality assurance labs around the world to ensure that its high standards are consistently met. The quality assurance process not only involves ongoing product reviews, but also on-site inspections of suppliers’ facilities. A quality assurance board, composed of the Company’s technical, safety and supply chain specialists, provides strategic global leadership for all aspects of food quality and safety. In addition, the Company works closely with suppliers to encourage innovation, assure best practices and drive continuous improvement.

Leveraging scale, supply chain infrastructure and risk management strategies, the Company also collaborates with suppliers toward a goal of achieving competitive, predictable food and paper costs over the long term. Independently owned and operated distribution centers, approved by the Company, distribute products and supplies to most McDonald’s restaurants. In addition, restaurant personnel are trained in the proper storage, handling and preparation of products and in the delivery of customer service. McDonald’s global brand is well known. Marketing, promotional and public relations activities are designed to promote McDonald’s brand image and differentiate the Company from competitors. Marketing and promotional efforts focus on value, food taste, menu choice and the customer experience.

The Company continuously endeavors to improve its social responsibility and environmental practices to achieve long-term sustainability, which benefits McDonald’s and the communities it serves. The Company has disposed of non-McDonald’s restaurant businesses to concentrate resources on its core business. In February 2009, the Company sold its minority ownership interest in Redbox Automated Retail, LLC, and in April 2008, the Company sold its minority ownership interest in U. K. -based Pret A Manger. •Products McDonald’s restaurants offer a substantially uniform menu, although there are geographic variations to suit local consumer preferences and tastes. In addition, McDonald’s tests new products on an ongoing basis.

McDonald’s menu includes hamburgers and cheeseburgers, Big Mac, Quarter Pounder with Cheese, Filet-O-Fish, several chicken sandwiches, Chicken McNuggets, Chicken Selects, Snack Wraps, french fries, salads, shakes, McFlurry desserts, sundaes, soft serve cones, pies, cookies, soft drinks, coffee, McCafe? beverages and other beverages. In addition, the restaurants sell a variety of other products during limited-time promotions. McDonald’s restaurants in the U. S. and many international markets offer a full or limited breakfast menu. Breakfast offerings may include Egg McMuffin, Sausage McMuffin with Egg, McGriddles, biscuit and bagel sandwiches and hotcakes. Source: MCDONALDS CORP, 10-K, February 25, 2011Powered by Morningstar ® Document ResearchSM Table of Contents •Intellectual property The Company owns or is licensed to use valuable intellectual property including trademarks, service marks, patents, copyrights, trade secrets and other proprietary information. The Company considers the trademarks “McDonald’s” and “The Golden Arches Logo” to be of material importance to its business. Depending on the jurisdiction, trademarks and service marks generally are valid as long as they are used and/or registered. Patents, copyrights and licenses are of varying remaining durations. •Seasonal operations

The Company does not consider its operations to be seasonal to any material degree. • Working capital practices Information about the Company’s working capital practices is incorporated herein by reference to Management’s discussion and analysis of financial condition and results of operations for the years ended December 31, 2010, 2009, and 2008 in Part II, Item 7, pages 10 through 27, and the Consolidated statement of cash flows for the years ended December 31, 2010, 2009 and 2008 in Part II, Item 8, page 30 of this Form 10-K. • Customers The Company’s business is not dependent upon either a single customer or small group of customers. • Backlog

Company-operated restaurants have no backlog orders. •Government contracts No material portion of the business is subject to renegotiation of profits or termination of contracts or subcontracts at the election of the U. S. government. • Competition McDonald’s restaurants compete with international, national, regional and local retailers of food products. The Company competes on the basis of price, convenience, service, menu variety and product quality in a highly fragmented global restaurant industry. In measuring the Company’s competitive position, management reviews data compiled by Euromonitor International, a leading source of market data with respect to the global restaurant industry.

The Company’s primary competition, which management refers to as the Informal Eating Out (IEO) segment, includes the following restaurant categories defined by Euromonitor International: quick-service eating establishments, casual dining full-service restaurants, 100% home delivery/takeaway providers, street stalls or kiosks, specialist coffee shops and self-service cafeterias. The IEO segment excludes establishments that primarily serve alcohol and full-service restaurants other than casual dining. Based on data from Euromonitor International, the global IEO segment was composed of approximately 6. 3 million outlets and generated $868 billion in annual sales in 2009, the most recent year for which data is available. McDonald’s Systemwide 2009 restaurant business accounted for approximately 0. 5% of those outlets and about 8% of the sales. 2

Management also on occasion benchmarks McDonald’s against the entire restaurant industry, including the IEO segment defined above and all other full-service restaurants. Based on data from Euromonitor International, the restaurant industry was composed of approximately 13. 1 million outlets and generated about $1. 79 trillion in annual sales in 2009. McDonald’s Systemwide restaurant business accounted for approximately 0. 2% of those outlets and about 4% of the sales. •Research and development The Company operates research and development facilities in the U. S. , Europe and Asia. While research and development activities are important to the Company’s business, these expenditures are not material.

Independent suppliers also conduct research activities that benefit the Company, its franchisees and suppliers (collectively referred to as the System). •Environmental matters Increased focus by U. S. and overseas governmental authorities on environmental matters is likely to lead to new governmental initiatives, particularly in the area of climate change. While we cannot predict the precise nature of these initiatives, we expect that they may impact our business both directly and indirectly. Although the impact would likely vary by world region and/or market, we believe that adoption of new regulations may increase costs, including for the Company, its franchisees and suppliers.

Also, there is a possibility that governmental initiatives, or actual or perceived effects of changes in weather patterns or climate, could have a direct impact on the operations of our restaurants or the operations of our suppliers in ways which we cannot predict at this time. The Company monitors developments related to environmental matters and plans to respond to governmental initiatives in a timely and appropriate manner. At this time, the Company has already undertaken its own initiatives relating to preservation of the environment, including the development of means of monitoring and reducing energy use, in many of its markets. •Number of employees The Company’s number of employees worldwide, including Company- operated restaurant employees, was approximately 400,000 as of year-end 2010. d. Financial information about geographic areas

Financial information about geographic areas is incorporated herein by reference to Management’s discussion and analysis of financial condition and results of operations in Part II, Item 7, pages 10 through 27 and Segment and geographic information in Part II, Item 8, page 40 of this Form 10-K. e. Available information The Company is subject to the informational requirements of the Securities Exchange Act of 1934 (Exchange Act). The Company therefore files periodic reports, proxy statements and other information with the Securities and Exchange Commission (SEC). Such reports may be obtained by visiting the Public Reference Room of the SEC at 100 F Street, NE, Washington, D. C. 20549, or by calling the SEC at (800) SEC-0330. In addition, the SEC maintains an internet site (www. sec. gov) that contains reports, proxy and information statements and other information.

Executive Summary This report will show that this industry can greatly benefit from the services our company offers. It will highlight many aspects of the restaurant industry and the changes that the industry is currently facing. With the state of the economy and the pressure on restaurants to offer healthy options to consumers, there have been many changes recently. This report will address those changes and the reasoning behind them. It will also address the importance of the restaurant industry to the economy as well as the history of the restaurant industry and ethical issues surrounding the business.

This report will begin with a discussion of the largest industry trade association for the restaurant industry which is the NRA. It will then discuss the current focus in the restaurant industry on healthy eating and low calorie menu options. Socially, it is extremely important for the restaurants to offer these low calorie menu options to please customers who are watching their weight, or working to maintain a healthy lifestyle. This is also a focus in the legal and ethics categories of this paper, and continues to be one of the main focuses of the industry currently.

The state of the economy will be another main discussion in this report. This is a problem that is affecting everyone, and every industry. It has caused restaurants to start relying on coupons and discounts to bring in consumers. Without these coupons and discounts, customers do not feel they can justify going to restaurants. The industry is expected to financially turn around within the next few years and recover from the great losses it, and many other industries have suffered.

It is very apparent that the restaurant industry is extremely competitive; a consumer is offered many different choices in each category of cuisine, which makes it even more important for restaurants to offer what the customer wants, as well as to run specials and promotions to draw the customer in. Overall, the restaurant industry is currently being affected by all of the social and economic factors that are happening in the world around us, but by staying on top of the competition, offering coupons, deals, and options for every type of consumer, the industry should continue to grow and continue to be successful.

Purpose The purpose of this report is to show the team that this industry could benefit from the services that are offered at the agency and to ensure that each agent has a full understanding of the restaurant industry and the patterns that it follows. It is extremely important that when working to acquire new business, each member of the team has a full understanding of the industry, from its history, to its legal troubles. The purpose of this report is also to show the company that there will be gains for both parties involved if the business is gained.

Due to the downturn in the economy, it may be assumed that now would not be a good time to invest in a new industry; however this report will show that the restaurant industry has a way of maintaining itself, and there are always new opportunities to be considered. This report will use an environmental scan to show the importance of understanding the industry, and understanding the how trends in our society today affect the industry. Trade Association An industry trade association that is affiliated with the restaurant industry is the National Restaurant Association (NRA).

The NRA is located at 1200 17th St. NW Washington DC 20036 (“National Restaurant,” 2011). The phone number is (202)331-5900 (“National Restaurant,” 2011). The NRA can also be found at www. restaurant. org. The NRA represents 380,000 of the 960,000 restaurant, restaurant supply, and nonprofit locations in the country (“National Restaurant,” 2011). They work to provide these locations with the resources necessary to be successful in an extremely fast paced industry. The NRA hosts multiple events each week in efforts to keep the restaurant community together. Environmental Scan This portion of the report will discuss the forces and trends that are currently affecting the industry.

This information will assist with marketing strategies and presentations. Social One of the largest factors currently facing today’s restaurants is the focus on healthy eating and offering low calorie menu options. Fast food restaurants have begun heavily advertising their salads, as well as their other low calorie or natural options. With the current number of obese American’s on the rise, restaurants have certainly felt the pressure from their customers as well as from the government to ensure that their menus include healthy options that are still appetizing and that will sell well.

One of the strategies that has been put in place by many restaurants is adding calorie counts to their menus. This strategy has been approved by many obesity experts, and has been shown to improve %15 of patron’s meal choices (Jessen, 2011). Another social factor that is currently affecting the industry is the need for restaurants to stay open late or twenty four hours to better serve the communities. Denny’s and Ihop have been familiar “24 hour” restaurants for some time now, but back in 2000, Wendy’s began offering late night hours to their consumers.

They realized that they were missing a great part of the market, and by extending their hours, intended to scoop it up. Currently, 80% of fast food drive thru’s offer late night hours, at least until midnight (Robinson, 2005). This market is growing stronger and stronger due to the consumer’s need for a late night snack combined with the laziness of not wanting to hit their own refrigerators. Economic Over the past few years, all American’s have become painfully aware of the distress that our economy is facing, and the restaurant industry was certainly not excluded in this awareness.

The industry has been forced to take matters into their own hands and has begun offering more promotions, deals, and coupons to draw consumers into their businesses. According to USA Today, this is not supposed to be the time of year for coupons, as the holiday season approaches, restaurants are typically getting busier and busier, and the need to offer freebies decreases greatly (Horovitz, 2007). This year, that will not be the case. Consumers are feeling the pressure to save money wherever they can, and going out to eat is one of the first cuts that is going to be made.

Coupons will dictate the dining decisions of many people as long as the economy continues its downward spiral. Many restaurants are offering deals that do not even need a coupon, these deals include promotions like “2 for 20” or “$6. 95 all you can eat soup and salad”. Companies have found that these marketing strategies increase their daily number of patron’s a great deal. Technological As the importance of technology in the daily lives of American’s grows, the importance of technology in the restaurant industry grows as well. The current fastest growing technological trend in the industry is the development of the online ordering system.

It begun as a system that was put in place by a majority of large pizza delivery companies, but has continued to grow into a service that is now being offered by many chain restaurants to accompany their curbside carryout service (“OLO,” 2011) . This is purely a consumer convenience that has worked very well for companies so far. Companies are also utilizing the current social media craze to draw in more customers by offering special coupons and deals on their Facebook pages as well as adding their menu’s which is also a convenience for the consumer. Competitive

It does not take much more than a drive around a well populated city to understand the magnitude of the competition in the restaurant industry. As far as the fast food industry goes, it is easy to see who the biggest competitors are, as they are the ones that we repeatedly see. The casual dining restaurant industry is a little bit harder to decipher. The two biggest companies in the casual dining spectrum are Darden (Olive Garden, Red Lobster, Longhorn, Bahama Breeze, Seasons 52, Capital Grille) and the Outback Corporation (Outback, Carrabba’s, Flemings, Roy’s, and Bonefish Grille) (“Restaurants & Café’s,” n.d).

As big as these two companies are, the top fifty companies in the restaurant industry hold just 20% of the market (“Restaurants & Café’s,” n. d). This figure shows the importance of remaining on top of the competition and of remaining innovative and fresh. With the economy in its current state, restaurants are being forced to come up with crazy promo’s to draw out the customers. Ruth’s Steak House is mailing out $25 gift certificates to members of their rewards program, Cold Stone Creamery is partnering with Rocky Mountain Chocolates to create a shop that offers specialty ice cream and specialty chocolates.

Carrabba’s is offering $10 off any bottle of wine on Wednesdays (“Restaurants dream,” 2008). These are just some examples of the promotions that are being put into place in order to keep restaurants in line with their competition. Legal As previously discussed, obesity is on the rise, which makes the government take more notice of the actions that restaurants are taking to ensure the best options for their patrons.

The FDA is cracking down on the amount of calories in restaurant menu options. They are expected to introduce new national laws by the end of the year that requires any chain with twenty or more locations to include calories on their menu for all of their items (Bernstein, 2011). It is expected that companies that make changes as quickly as possible will fare the best with the FDA. This is not the first time that the food and drug administration has cracked down on calories. A few years ago, they required a few large chain restaurants to remove menu items that were over 1500 calories.

Market Segmentation The restaurant industry can be split into a market segmentation of fast food, buffets, casual dining, and fine dining. It is important to know this information due to the fact that each segment will need to me marketed differently. Each segment sees a different demographic as far as age, financial status, and even gender. Many restaurants have begun marketing to senior citizens with early bird specials and deals because they realize that the baby boom generation is good part of the American stomach (Hayes, 2005).

Demographic and economic statistics help to show the sales potential of the industry which is extremely important to marketers. When a new restaurant is looking to open its doors, there are certain demographic categories that must be looked at. These categories include: population, median age, gender, ethnic groups, household income, marital status, households with children, and education. All of these categories must be analyzed in order for a restaurant to ensure success in the area in which they are opening.

Information on these categories can be found using the most recent census, as well as state data agencies. Industry History Surprisingly, the restaurant is a relatively recent phenomenon. Until the near 1800’s, people dined at taverns, inns, and cabarets, and the idea of a restaurant was still an idea of the future (Dorf, 1992). In America, the restaurant became popular in the nineteenth century during the Industrial revolution. These restaurants were originally created to serve the workers during the industrial revolution (Lundberg, 1994).

They included “white tablecloth” service and restaurants that resembled more of a mess hall to fit as many people as possible. Since then, the idea has very obviously taken off, and remains strong even through our rough economic times. Financial Forecast The light at the end of the tunnel has not yet been spotted as far our economy goes, but it appears that American’s have decided that it is okay to begin venturing out in restaurants again. Total restaurant sales for 2011 have been up 3. 6% over sales in 2010, and this is expected to continue into 2012 (Weisberg, 2010).

This is great news for the industry, however it has been reported that despite the rise in sales, 2 out of every five adults in America are still not using restaurant services as much as they would like in their daily lives (Weisberg, 2010). With The expected rise in sales, the importance of offering coupons and deals is still a big factor. If the industry would like to keep sales on the rise, it is important to continue advertising and drawing consumers into the restaurants. Ethical Issues Currently, the major ethical issue that the restaurant industry is dealing with is the obesity factor.

If the attempts to create a healthy menu and healthier options continue, the industry should stay out of hot water. It is important to realize that the promotion of healthy choices can draw customers as well as keep a specific restaurant in good standing with the American public. Ethically, it should be extremely important for the industry to maintain as healthy a menu as possible. With many Americans struggling with obesity every day, the healthy menu options could really make a difference in their lives. One of the biggest ethical issues that each and every restaurant in the industry faces each day is the issue of safety.

There is a lot of focus on safety not only for the customer, but also for the employees. Food recalls have been a major issue in the past few years, as they have become more and more frequent due to new diseases and viruses that are developing. If food that is recalled is not immediately removed, it could be very dangerous to the customer, which could in turn lead to a potential closing of a restaurant. Discussion The restaurant industry is significant in many ways. It is an industry that will never completely die if they continue to change and offer new and exciting things to their consumers.

It is important that trends are followed and the proper advertising is done to reach specific demographics. The industry is also significant because people pay attention to activity going on in the restaurant industry because a great majority of American’s eat some sort of restaurant food at least once a week. I recommend that our company pursue a potential business opportunity with the restaurant industry because I believe that the company could have a great impact on the industry by using prevalent industry information to create a marketing campaign that will boost sales and bring in more lifelong customers.

Conclusion In conclusion, I recommend that our company make a bid for the business in the restaurant industry because it is an industry that is extremely capable of growth, and I believe that our company could greatly assist in this growth. Together, we could create an excellent advertising campaign that would not only increase sales, but also improve the opinion of the industry in the public eye. I have always said that everyone has to eat, why not make it at a restaurant tonight?

Purpose As requested, this report is an assessment of the suitability of Fiji Island for package holidays. The report summarizes the main attractions as well as the accessibility and accommodation. Location and access The Fiji islands are located in the Pacific Ocean off the eastern coast of Australia, therefore the most convenient way of traveling to the island is by plane or by boat. Once on the island, traveling from the airport is possible by using the public transportation such as busses or taxis. Busses run from the airport or the center of the island to any attraction every 15 minutes during the day and every1 hour during the night.

Accommodation and restaurants The island aims to provide traditional and authentic Fiji accommodation. This is achieved through the use of bungalows instead of hotels with lined ceilings and thatched roofs. The result is stylish, comfortable and caters for all tastes. There are a lot of restaurants on the island and Fiji’s food is a veritable melting pot of cultural influences from all over the world. However, because of the island’s politics, most of the restaurants close before 10 pm and if tourists want a certain type of restaurant, they have to make a reservation in advance.

Tourist attractions Fiji Island offers a wide range of attractions and activities that visitors enjoy such as sailing, scuba-diving, dolphin watching or shopping tours. Also, the island is provided with an open-air fitness where the tourists can relax. However, the prices of this facility are higher in the summer period due to the big number of visitors. Recommendation In conclusion, due to Fiji’s natural beauty as well as the modern facilities, it represents one of the most visited islands and would be able to provide the facilities necessary for a perfect packaged holiday.

Kabab-ji Restaurant Case Study How do customers judge the quality of a restaurant? 1- By friendly and pleasant staff , helpful and knowledgeable people about the products and services they provide. 2- By restaurant hygienic and menu well presented 3- Freshness of the goods used by customers which served in restaurant Customer satisfaction. a. The price, quickness of service, and atmosphere of a restaurant affect restaurant customer satisfaction. In addition of that quality of both food and service are the most important factors satisfy customer. Forecasting. b. estaurant using forecasting for placing purchase orders for food, and supplies. For example restaurateurs often use forecasting to estimate the necessary purchase quantities of various food-related items. Capacity planning c. capacity planning how efficient restaurant use of resources to provide satisfactory service levels to users and attain success. For example number of tables and seating capacity also the number of meals served per day. In addition to that the efficiency on the handling schedule difficulties , product mix and quality factors such as ( facilities, products, service process and human resources ).

Location d. A choice of location is one of main factor impact on the success or failure of the restaurant. There is a surrounding factors could impact such as the demographics. kababji prefer to situate its branches at strategic locations, primarily in high traffic locales on main roads with easy access to major residential areas Inventory management . e. Inventory management is one of responsibilities a good restaurant manager is do . most of managers are doing weekly inventory.

Which are counting every single item that comes in kitchen week after week , in order to find ways to control the costs and finding out which food is being used or waste so that you can order just the right amount next time. Layout f. Physical layout of and architectural design of the restaurant play a role in business success or failure . Design success of restaurants lead to operational efficiencies. However design failure lead to operational inefficiencies. Scheduling g. For a restaurant operation scheduling is essential.

It helps to control and handle thing in a way to be ensure that all part of operation have the help they need to run smoothly. Scheduling is a crucial way to anticipate the daily sales and control of labor and be ensure to meet the most important goal of restaurant which is guest satisfaction. 3- What are some of the ways Kabab-ji links strategy and operations to gain an edge over its competition? kababjis aim is a long term brand building strategy focused on creating a loyal and sustainable customer base. it supports franchises and includes support, operational training and design, launch, and operational manual

Burger King Your Name Your School Restaurant Evaluation Walking into a fast food joint, one expects to be met by a sweet aroma of the delicious foods that are quite appealing. Considering they are supposed to serve customers as fast as they can while at the same time maintaining quality service. Upon entering a fast food restaurant, one would expect to have a view of the whole place in a glance, with counters just around the bend for customers to make their purchase. One would also expect to find people around helping customers make fast purchases as well as clearing tables for people to eat.

Without such quality, a fast food restaurant cannot be up to par. Burger King is the fast food restaurant I visited a few days ago, and fortunately did not disappoint my expectations; rather, I was surprised by their smooth, fast service and tasty foods as well as the restaurant itself. Once I entered the restaurant, I was met by the aroma of grilling hamburgers and other foods, which is not usually the norm in other fast food restaurants, where food is mostly micro waved. The interior of the restaurant is well designed, spacious to allow many people to be served at the counter without much congestion.

Their prices are well marked on the menu, which is well labeled with pictures that are just as alluring as the aroma. Just as their phrase suggests, “Have it your way,” one can ask their hamburger to be made the way they want. This makes it ideal for everybody rather than having to standardize everything to suit all, which is not possible. For instance, when ordering a whopper, you can choose what to be included in it to suit your preference. This makes it a strong point for people who want a hamburger served with what they want.

On the other hand, it serves as a weakness since having to order it the way you want takes a little more time and this requires patience. The tables are well set with enough space between them and decoration is just good for a fast food restaurant. This gives space for people to have their meal easily in less congestion. However, this has its weakness considering the restaurant is frequented by many customers at one time especially during lunch hour. Many people may want sitting space but due to their spaciously arranged tables, they can only provide a few with sitting space, forcing people to carry their orders, even if they may not want to.

Entering at around 2. 00 P. M. , I was already receiving my order the way I wanted it in less than five minutes after direction from one of the workers in the restaurant who offered me help with my order. The restaurant is well set with counters strategically positioned to access from any table in their restaurant with ease. After receiving my order, finding a table was not easy considering it was still a few minutes from 1 o’clock when many people are on lunch break. I ordered a Whiplash Whopper that appealed to me, first from its name. I expected quite nourishment from it.

The sandwich came with a whopper meat stacked in it, with spicy crispy fried onions, mayonnaise, lettuce, tomato, ketchup, pepper and cheese. The ingredients were well balanced with the meat being standard, fresh lettuce, and the crispy onions added to the experience. The meat itself was well grilled and soft though I prefer it a little crunchy and more burnt. The other spices were on a fair balance and I could have loved a little more pepper in it as well as tomato. The hamburger was quite delicious and every single bite was an experience different from other hamburgers I have taken.

Although not everything was according to my taste, most of what I look for in a hamburger was there. Going at $3. 99, it was worth the amount and most definitely, I am sure I will come again to this restaurant to try other foods. Burger King has many competitors such as McDonalds among other fast food restaurants owned by individuals. The location of the Burger King serves as the strategic point of having such a facility considering the many people who want to save as much time as they can. This makes it ideal for people working around there, as it is quite convenient.

This is one of its strong points but also its weak point. During the day, since there are many people working around here, it has many customers, but during the night, there are fewer customers. In conclusion, the restaurant is well above the standards and the food served is delicious and to high standards just as the restaurant itself. In the first criteria of the service delivery, the restaurant was average when it came to the sitting area. Everybody knows that fast foods are not required to have spacious, luxurious sitting spaces.

Burger King can increase their table to accommodate more people. In terms of the food served, it is quality and delicious. Since it is a fast food, one expects the food to be easy to pack or take away since many people may choose to carry their food. Burger King has achieved this by cooking their food through grilling, which ensures food does not break up when heating unlike microwave food. Finally, its locations serves them well during the day and it is at a hot point. They can only accommodate more during the day to compensate during nighttime.

KAHITSAN (Sizzling Tapsihan)

INTRODUCTION

Tapsilog” is an original dish of the Filipinos which became a favorite since it was first created. “Tap” means tapa, “Si” means sinangag or fried rice, and “Log” for itlog or egg. This kind of food is popular for Filipinos due to its tenderness and tastiness with the combination of fried rice and egg. Kahan is a small eatery concept offering high quality yet affordable traditional Filipino food. It was originated from the word “Kahit Saan”, the word we used to hear every time we ask someone where they want to eat. This concept was built to let the people know that Kahit Saan also exists as a small eatery providing a wide variety of Filipino dishes. Kahitsan is located at the eastern end of Claro M. Recto Avenue due to the high density of colleges and universities found in the area. It serves a variety of mouth-watering Sizzling Silog Meals such as TapSiLog, ToSiLog, CornSiLog, SigSiLog, PorkSiLog, BurgerSiLog, HotSiLog, ChixSiLog, and LongSiLog with a combination of Bulalo Soup. The gravy made it even more delicious and serves it on a sizzling plate. We offered a delicious and affordable price that gives satisfaction to our customer that they surely get what they paid off.

THESIS STATEMENT

Nowadays, people tend to eat outside due to busy days. Some students were not able to bring their own “bad” especially colleges. KahitSan provides services to valuable customers. Our main target market is students and other professionals who work near our location. Kahitsan maintains product consistency to provide the customers with the same high quality they received every time they go to our place. Our strategy is to build more customers in order to increase revenue. Unlike another small eatery, Tahitian has a separate take-out counter for those customers who prefer to eat at different places, this will also be an advantage because Tahitian will be able to receive additional income even the place was full of customers. We also provide loyalty cards for an effective way of increasing sales from a specific customer. This card will be shown when they order to us. The effectiveness of this card is due to the provided sense of and it adds value to customers gives the feeling of value.

SALES TECHNIQUES

Kahitsan’s strategy is based on delivering a strong customer value proposition in a niche market. Our location is full of colleges and professionals that do not have endless opportunities for dining out. Our competitive edge is to be the first eatery “tapsilogan” along Claro M. Recto Avenue, in a friendly, non-smoking, customer-oriented dine-in experience and first to have its separate takeout counter. To drive customers to Kahitsan, we will employ several techniques outlined below. Coupon – coupon will be given to people who passed by our store to inform them about our menus. Flyers will be used for the advertisements which bring in customers. Encourage customers to become regular customers, and to tell all their friends and acquaintances about the great experiences and time that they shared with us. Facebook Fan Page is an essential tool to promote my business. Barkada Meals are good for 3 to 5 persons.

SALES OPERATION/SERVICES

Kahitsan will be operating for 14 hours from 7 am in the morning up to 9 pm in the evening. We’ll be planning to open our store ahead from our competitors so early risers will tend to eat breakfast in our place. Our products will be served fast and ready to consume and will be an alternative to the usual fast-food options available in today’s market. Kahitsan will not operate its business on Sundays to give our employees a rest. Checking of inventories on Sundays will be an advantage so we will know the food supplies we need to replenish for the whole 6 days operation. Take-out counter – Kahitsan will be providing a separate takeout counter for that customer who wants to buy our products and serves as “ pasalubong” for their families, friends, and colleague. 15 tables (good for 4 persons) – Kahitsan will be having 15 tables with a minimum of 4 chairs each table to suits those customers who came with their friends. It is better to provide a large no. of tables instead of a few which pushed the others to find another place instead of waiting for others to finish eating. POS (Point of sale) system – All sales data will be logged on our POS system so we can track our sales automatically instead of just writing it on a paper.

CONCLUSION: KahitSan is strategically located at Claro M. Recto Avenue serving not only a large no. of students but professionals as well. Kahan will be providing a hassle-free service to all our valued customers especially for those who find a place to eat and just relax for a little time. Our main goal is to gain more customers and retain those that patronize our service by giving them excellent customer service. Responsible profit will fairly compensate and reward employees for their hard work, loyalty, and commitment. Kahitsan will find different ways that will make our customers satisfied with our service. The market will definitely respond and grow quickly in the next 3 years and establish 2 store locations in different places.

Reference

1. http://www.bplans.com/healthy_restaurant_business_plan
2. http://www.entrepreneur.com.ph/board/index.php?action=search2
3. http://en.wikipedia.org/wiki/University_Belt

1. 1 THE SIZE AND SCOPE OF CONFERENCE AND BANQUETING INDUSTRY IN THE UK Conference and banqueting is normally organizing an event, complete with main courses and desserts. It usually serves a purpose, such as a charitable gathering, a ceremony, or a celebration, small meetings, corporate gatherings, seminars, family occasions or weddings As of now, conferences are considered as one of the most essential and significant aspects in globalization as it bridge the gaps of various industries from one nation to another and it is helping many economies of various nations to be recognized all over the world.

Accordingly, one of the most essential international conferences such as world expos is the World Expo conferences which are regarded as a large scale, non-commercial international expo. Since it is an essential and significant international conference such as world expo, the hosting for this must be applied for by a nation and approved by the international committee. The main goal of this event is to promote transfer and exchange of ideas as well as development of the global economy, science and technology, customs and culture and to allow exhibitors to promote as well as show off their achievements and enhance international relationship.

A banquet (/? b?? k. w? t/; French: [b??. k? ]) is a large meal or feast, complete with main courses and desserts. It usually serves a purpose such as a charitable gathering, a ceremony, or a celebration, and is often preceded or followed by speeches in honour of someone The idea of banqueting in the UK is ancient. In the 16th century, a banquet was very different from our modern perception and stems from the medieval ‘ceremony of the void’. After dinner, the guests would stand and drink sweet wine and spices while the table was cleared, or ‘voided’ (Later in the 17th century ‘void’ would be replaced with the French ‘dessert’).

During the 16th century, guests would no longer stand in the great chamber whilst the table was cleared and the room prepared for entertainment, but would retire to the parlour or banqueting room. 1. 2 FACTORS THAT HAVE INFLUENCED THE DEVELOPMENT OF CONFERENCE AND BANQUETING INDUSTRY IN THE UK As the idea of conferencing and banqueting developed, it could take place at any time during the day and have much more in common with the later practice of taking tea. Banqueting rooms varied greatly from house to house, but were generally on an intimate scale either in a garden oom or inside such as the small banqueting turrets in Longleat House. Modern banqueting has its roots in the traditions of the Greeks and Romans. The Greeks introduced the hors d’oeuvre course, to which the Romans added up to20 courses as they furthered the development of the banquet feast. From this elaborate format evolved the three-course medieval menu, which presented as many as 25 menu items with each course. The menu format revisions of the late-eighteenth and nineteenth centuries transformed the three primary courses with multiple dishes into a series of nine courses, each featuring an individual menu item.

These revisions were incorporate-rated into menus throughout Europe and America in a variety of formats. The history of American banqueting begins with the feasts of the Native Americans. The menu formats of early colonial American banquets were primarily influenced by England. French cuisine and menu formats initially threaded their way to the colonies via English recipes and customs. The emigration of French royalists during the French Revolution accelerated the assimilation of both French cuisine and menus with American banqueting customs.

Thomas Jefferson greatly aided the development of American banqueting during his years in the White House. His simplification of the menu and emphasis on wines were major elements in the development of a style of banqueting that prevailed over the next 165 years of White House functions. During the presidency of John Kennedy, banquets were enhanced by the contributions of Jacqueline Kennedy. Like Jefferson, Mrs Kennedy preferred menus of simple elegance that concentrated on a high quality of food and service.

The records tracing the development of the banquet menu throughout the centuries provide a rich and exciting chronicle of food items, recipes, and traditions. Many of these food items and recipes endure in our contemporary food customs. Today in the UK, banquets serve many purposes from training sessions, to formal business dinners. Business banquets are a popular way to strengthen bonds between businessmen and their partners. It is common that a banquet is organized at the end of an academic conference.

A luau is one variety of banquets originally used in Hawaii. The Nei Mongol provincial government in China levies a tax on banquets. 1. 3 THREE FACTORS THAT HAVE INFLUENCED THE DEVELOPMENT OF CONFRENCE AND BANQUETING IN THE UK The banqueting and conference industry is also subject to many influences and factors The banqueting and conference businesses must take these influences and factors into account when planning their operations and delivering their services. The influences and factors on the industry can be categorised as: •Economy / commerce Technology •Legislation Let’s consider examples of each of these factors. ?Economic / Commerce- factors can influence demand for hospitality services. During a recession or periods of low economic growth, people don’t have as much disposable income as in times of an economic boom. People become more interested in value for money. Pubs and restaurants need to offer money-off vouchers and discounts to encourage people to eat out more. ?Technology- plays a role in how people access hospitality services.

Customers can now book restaurant tables, hotel rooms or spa days 24/7 from their computers or phones. Most hospitality businesses need an online presence. ?Legislation- All industries must be concerned for the health and safety of their employees and customers, and must meet their legal obligations. Hospitality is no exception. Businesses are bound by the law. There is often a cost to the business in meeting its legal requirements, but this can save thousands of pounds in damages that might result from a negligence claim.