Vision

McDonald Steel will be universally regarded as the highest-quality hot-rolled steel component provider in the industry. As a company, we
strive to set the standard for ethics, professionalism, competence, and innovation.

Mission
McDonald Steel is dedicated to providing the Shareholders of the corporation a long term financial return, and to retaining the company's
position as a premier global supplier of innovative products and services, always responsive to existing and future markets.

Core Values
We commit to these values to guide our decisions and our behaviors:

Teamwork
We promote and support a diverse, yet unified, team. We hire experienced, qualified people who work together to meet our common
goals.

Respect
We honor the rights and beliefs of our fellow associates, our customers, our shareowners, our manufacturers and our community. We treat
others with the highest degree of dignity, equality and trust.

Accountability
We accept our individual and team responsibilities and we meet our commitments. We take responsibility for our performance in all of our
decisions and actions.

Integrity
We employ the highest ethical standards, demonstrating honesty and fairness in every action that we take.

Innovation
We are creative in delivering value to our fellow associates, customers, and community. We anticipate change and capitalize on the many
opportunities that arise.

Diversity
We value diversity in our stakeholders.

Employees
The Welfare and Quality of Life of all employees is extremely important, as are their opportunities for Growth, Security, Empowerment, and
Teamwork. Safe Behaviors and Attitudes are crucial.

Stockholders
Our Board of Directors is committed to the long-term prosperity of the company and its stockholders.

Community
We are a good neighbor and citizen. We dont pollute. We pay our taxes. We do business locally, and we are philanthropic.
Stakeholder analysis :
Stakeholder are the groups or individuals who have direct or indirect impact upon the organisation. Each stake holder has different interest upon the organisation depending upon
his status in that particular organisation one of the McDonald stakeholders is the employees because any change occur in the organisation it directly effect the employees
because they want to be the business success full. Other stakeholders are the government ,suppliers, social societies ,NGOs , managers , shareholders , distributer and the
local community. Any occurring change in the McDonald corporation leaves the direct effect upon the stakeholders. Change is necessary for the development of the organisation
as it is playing in a competitive environment and business as well treat each stakeholder in different way because the business want to do anything they can do in order to win
their arguments. Overall we can say most important stakeholder of the McDonald is its valuable customers any change in the corporation in term of menu in term of product ,
price ,place and promotion will directly affect them. Customers are the key elements of the business they bring the money to the company and without them the business will be
unsuccessful and the company will lose their reputation and soon will have to close down. Effective communication is also plays a valuable role between the stakeholders. To
implent the valuable in the organisation effective communication is necessary to understand the proposed changes and to implement it efficiently and effectively. And there
should be the feedback and feed forward system. To bring a change there should be alternative course of action for a valid proposed change in the organisation and they should
use appropriate control mechanism and the established budget system for the organisation and its stakeholders to implement efficient and effective change in the organisation.

Corporate Objective and Goals

It is to the mutual well being of the Corporation, the employees and the community that McDonald Steel be dedicated to profitability and
viability. To this end, the following has been set forth as corporate objectives:

Profitability
There must be sufficient profit for the Corporation to exist. Profit remaining after operating costs must be fairly divided among (1) return
on Shareholder investment, (2) Profit sharing distribution to employees, and (3) reserve to re-invest in new and replacement equipment. A
profitable company is also able to attract developmental capital when necessary.

Customer acceptance and satisfaction is the first key to profitability. High-quality products must be provided at a competitive price
with on-time deliveries.

Employees are the Corporations most important resource. Safety is paramount. Positive attitudes, shared information and on-the-job
training are necessary so that all employees can understand cost-price relationships within the Corporation and how that relates to the
market place.

Productivity improvements must be developed via individual and group encouragement and must be interpreted as contributing toward
job security and company well being.

Pricing of the products is a matter of fine tuning the cost-price relationship along with the blending of market conditions. Customers must
have faith that pricing is fair.

Marketing efforts must be directed at soliciting new customers and new products to replace obsolete products and increase volume. This
includes assisting customers in engineering new products.

A lean efficient organization must be continually maintained and fine-tuned.

Long Range Viability

Constant attention to the many facets that contribute to profitability is necessary to ensure that the company will survive into the next
century. Short- and long-term planning is essential for corporate viability.

Market shifts must be studied, anticipated and appropriate action taken

Employee training and cross-training including management functions must be implemented so that the business does not suffer due to
attrition.

State-of-the-art equipment which can be integrated with the older, established mill equipment must be implemented in order to
improve quality and improve productivity.

Facility improvements are essential. These include changes to facilities which improve productivity and changes which could permit a
different form of raw material purchase, etc.

Marketing Objectives
A marketing strategy must be created in order to determine the means by which a set of clear
objectives may be met. Objectives communicate what marketers want to achieve, guide
marketing actions and are used to measure how well a plan is working. They can be related to
market share, sales, reaching the target audience and creating awareness in the marketplace.
Long-term objectives are broken down into shorter-term measurable targets, which McDonalds
uses as milestones along the way. Results can be analysed regularly to see whether objectives
are being met. This type of feedback allows the company to change plans and allows flexibility.
Once marketing objectives have been established, the next stage is to define how they will be
achieved. The marketing strategy is the statement of how objectives will be delivered. It
explains what marketing actions and resources will be used and how they will work together.

Strategy
McDonalds is a centralized, International Division company composed of franchisees and joint venture
partners. McDonalds utilizes a broad approach and initially grew overseas by relying on transferring new
1

products, processes, and strategies from the United States to less developed markets . The idea has
always been to transfer the American tradition of fast food to other counties using the same real estate
principles, cost advantages, and new technologies that were so successful in the U.S. McDonalds has
always exploited the corporate company knowledge and transported and diffused it to foreign markets.
Starting with the concrete supplier chain, all the way down to the store design and implementation,
differentiation is not encouraged nor is it allowed.
With an Ethnocentric mentality, McDonalds has constantly based the companies international operations
on home-grown ideas and concepts. Corporate first places the focus the domestic market, and then
filters the functions to the overseas operations. Information flows from corporate to the franchisees
based on what is working in the United States markets, with the expectation that it will be implemented in
the foreign markets. When analyzing McDonalds corporate structure (Appendix C), it is evident that the
top down approach is not only used it is enforced. All information starts with corporate and is disbursed
to the foreign markets.

Company Control and Coordination

In order to control the thousands of franchises in the system, McDonalds corporate utilizes a
combination of methods. Both the Rules Approach and the Cultural Approach are applied by
management in order to ensure that the international outlets maximize their potential without disrupting
the overall corporate plan. The reason for the combination of control approaches stems from the nature
of how the McDonalds system was built. By relying and building around franchising, a fine line has to be
drawn between keeping the franchises motivated and accomplishing the company objectives.
The elements of the Rules approach are very evident when magnifying the requirements of the
franchisees. Management requires continuous lines of reports and paperwork to follow every move of
the franchises. The extent of the requirements can be seen in the following example. The McDonalds
operation-and-training manual is a roughly seven hundred and fifty-page document that weighs about
four pounds. It is known throughout the company as the Bible and contains precise instructions on how
various appliances should be used, how each item on the menu should look, and how employees should
greet the customers. An example of the extent of detail that is contained in the manual are hamburgers
are always to be placed on the grill in six neat rows; french fries have to be exactly 0.28 inches thick. The
regimentation and standardization of McDonalds restaurants determines exactly how every task is done
and imposes rules about pace, quality and technique. The McDonalds Corporation insists that its
operators follow directives on food preparation, purchasing, store design and countless other minute
details. Operators who disobey these rules can lose their franchises and this has occurred in the past.
The control from corporate can be extensive at times and franchises are constantly threatened. We
have found outthat we cannot trust some people, who are nonconformists, declared Ray Kroc, one of
the founders of McDonalds, angered by some of his franchisees. We will make conformists out of them
in

hurryThe
4,10

organization

organization

cannot

trust

the

individual;

the

individual

must

trust

the

From the beginning of time, McDonalds management has created and pushed an

operating system of unusual thoroughness and attention to detail. In order to enforce this style of
management, McDonalds has strategically placed local and regional offices throughout the world
(Appendix D).
As mentioned before, the nature of franchising has led to this pattern of control and further discussion on
the topic is warranted to clarify it. The franchising relationship has its built-in tensions. The franchiser
gives up some control by not wholly owning each operation and the franchisee sacrifices a great deal of
independence by obeying the company rules. Everyone is happy when the company is succeeding and
profits are rolling in, but when revenues fall, the arrangement often degenerates into a mismatched battle
for power. The franchiser almost always wins. In the global world of McDonalds, that exact scenario is
currently taking place. The last three years, McDonalds has seen lagging sales in the domestic market
and booming sales in the international markets. As a result, corporate is trying to tighten the reigns on
10

foreign operations even tighter than they have in the past . The key to a successful franchise, according
to many texts on the subject, can be expressed in a single word: uniformity. Franchises must reliably
offer the same product or service at numerous locations. This is the case with McDonalds. They must
continue to provide a high quality core product line at the lowest possible cost available. Customers are
drawn to familiar brands by an instinct to avoid the unknown. A brand offers a feeling of reassurance
when its products are always and everywhere the same. At the same time, a little control must be

sacrificed to keep motivation and creativity among the franchises blossoming. This concept is why
McDonalds management also utilizes some of the Cultural Approach to control the international markets.
Through the years, McDonalds management has realized that in the fast food industry, more freedom is
needed in order to prosper in foreign countries. There are two major business functions that are dictated
by the countrys local influence and symbolize the Cultural Approach freedom; product development and
marketing. These functions are not only locally developed they are operational away from headquarters
and are represented in McDonalds structure chart accordingly (Appendix C). By allowing the foreign
markets the autonomy to develop and market geographical specific menu items, management is not
compromising or deviating from internalized company norms or standards. Instead, they are allowing for
local adaptation that will not only benefit the franchise, but the corporation as well. Both product
development and marketing will be discussed in detail below.

Short,Medium and long term strategies employed:

Strategy is a planning that is used by an organisation
to achieve its goal and objectives.short term strategy
starts from a minute to 6 moths,medium account from
6 month to a year and long term mean 5 years or
more strategy.In short term Mcdonalds is trying to
bring in innovation and make customer satisfy.day to
day issues are planned to satisfy customers.New
products are introduced each month.in medium term
they are trying to maximise its profit and sales.In long
run Mcdonalds is planning to open new branches
across india and indian Mcdonalds sale which
accounts only 0.37 % of overall sale of Mcdonald to
be taken to 0.50 percent and more in the coming
years.

CONCLUSION:
Mcdonalds is considered to be the King of the fast
food.To achieve this greatness Mcdonalds has tried
hard for ages to prove itself in the competitive
environment of Fast food.The key factors in success
of Mcdonalds in my view is
innovation,customisation,good management and
above all best Marketing strategies adopted by
Mcdonalds.Mcdonalds in India has a very bright
future because of the customers bank,customised
approach from Mcdonalds towards its customers and
above all the strong brand Image.