Marketing analytics i
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McDonald's considers introducing healthier menu options in San Francisco. A survey found most respondents prefer fresh, high quality food. A perceptual map showed McDonald's positioned for value but not freshness. When offered 3 new healthy options, less than 60% of respondents would choose McDonald's. Remaining competitive requires improving product quality while maintaining value. Introducing customizable options allows meeting changing tastes while retaining customers.
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- 1. McDonald’s New Menu Marketing Analytics I Perceptual Map Jyoti Swamkar • Mimi Nguyen • Daniela Ulloa • Alessio Zanetto
- 2. Brand Value Total Revenue • US$ 28.1B (2013) Net Income • US$ 5.6 billion (2013) Sales • Ave. US$ 2.5M per store • 18% - 40% from food sales Gross Margin • 38.3% (June 2015) Channels • 36,000 outlets serve 69M customers each day in over 100 countries. Brand Value • US$ 34.7B Consumer Perception Ranking • 85th place (Forbes) McDonald’s still holds the largest market share ~17%, and remains the most successful fast-food chain worldwide.
- 3. https://drive.google.com/file/d/0Bwv0Irjw9YDgOG8wX2g2SGVDWW8/view?usp=sharing http://marketrealist.com/analysis/stock- analysis/consumer/restaurants/charts/? featured_post=35362&featured_chart=35361 82% revenues from real estate; 18% from food sales 60% revenues from real estate; 40% from food sales Europe 2012 U.S. 2012 Business Model
- 4. STRENGTH OPPORTUNITY WEAKNESS Brand. Global brand, industry leader. Largest market share ~17% Biz Model. Shared risks spread worldwide between management, franchisees and suppliers. Maximized & optimized system for training and execution to scale growth. Resources. Real estate portfolio, IP / trademark. Diverse Value. Variety of international dishes, and low-cost menu attract mass market. Personalize Food. Build your burger kiosks. Technology. Mobile order and pay; web order for pickup or delivery. Localism. Regional menu, e.g. organics, healthy. Re-imaging. Modernize restaurants’ look. Social Responsibility. More awareness around charitable programs to look progressive. Market Development in emerging markets. Intense Rivalry. Saturated market. Socio-Cultural Factors. Shifting consumer preferences, and info & reviews via the internet. Economic Factors. Increased costs for commodities, wage dispute, exchange rates, austerity measures. Political. Levies, regulations, conflicts abroad. Environmental Factors. Climate change, packaging Losing Market Share. 30% profit loss 2014 Poor Reputation. Junk food, mistrust, Supersize Me, Fast Food Nation. Low Differentiation. Low-cost & convenience seen as commodity. Quantity for price rather than quality for price. Bloated Menu. increases costs and slow down down service. THREAT INTERNAL E X T E R N A L SWOT
- 5. Buyer Power Potential Entrants Supplier power Competitive Rivalry Threat of Substitute Porter’s 5 Forces Analysis HIGH • intense price-driven • low differentiation • saturated market • diverse players • 8.6% industry growth • capacity increase HIGH • buyer volume • viable substitutes • switching costs • price sensitivity MEDIUM • capital expenditures • economies of scale • cost advantage • brand equity • regulations • retaliation HIGH • variety of choices • perceived differentiation • quality • switching costs MODERATE • viable substitute • effective distribution • differentiation
- 6. Would 60% of the respondents in San Francisco consider McDonald’s if it introduces 3 healthy new menu options? o Minimum of 3 menu options are rated 60% or higher by respondents New Menu • Black Bean Burger • Quinoa Kale Salad • Tofu Lettuce Wrap • Apple Celery Smoothie • Minestrone Soup • Tomato Mozzarella Panini • Mushroom Spinach Omelet
- 7. Solution Process Selection Criteria •Secondary Research to determine healthy/ organic criteria Market Survey •Primary Research •Survey 1: List Top 6 criteria •Survey 2: •Rate McDonalds and its competitors on the criteria •Gauge acceptance rate of new menu options at McDonalds Spreadsheet Graphing •Collecting survey results •Determining Calibration Procedure •Plotting Perceptual Maps Spreadsheet Formatting •Outline the axis and adding data labels to make the perceptual maps readable Results and Interpretation •Should McDonald's grow in Health/ Organic food segment in San Francisco? •Conclusions
- 8. Research Method Sources o American Customer Satisfaction Index o Journals Findings o Fast-Food Customer Perception Benchmark o Customer Satisfaction o Developing Trends Towards Fast-Casual Final Criteria o Freshness o Taste of Products o Quality of Service o Speed of Service o Food Quality Level o Cleanliness o Product Value
- 10. Primary Research -1 First Survey Results Over 50 25 to 50 18 to 25 15 1 Criteria Average Freshness 9.49 Food quality level 9.43 Cleanliness 9.14 Taste of products 9.11 Quality of service 8.65 Product value 8.32 Friendliness of staff 8.30 Speed of service 8.03 Price 7.49 Food quantity level 7.27 Operation hours 7.03 Restaurant location 6.97 Variety of products 6.73 Food presentation/display 6.73 Customized menu 6.70 Brand value 6.68 Nutrition label 6.51 Restaurant layout 6.14 History behind ingredients 5.95 Social/online trend 5.76 Brand history 5.03 Restaurant size 4.27 ❑ 100% of respondents are aware of healthy/ organic food ❑ 87% eat organic food more than once a week ❑ Top 6 criteria according to the respondents are determined ❑ Respondents mostly belong to the age group 25-50 ❑ Next Steps rate McDonald’s vs. competitors on criteria
- 11. Second Survey Questions Survey Results & Perceptual Map Model
- 12. Perceptual Map Low Product Value High Product Value Burger King Super Duper Panera Bread Starbucks In n Out Burgers Chipotle Very CleanNot Clean McDonald's Low Product Value High Product Value Burger King Super Duper Panera Bread Starbucks In n Out BurgersChipotle Very TastyNot Tasty McDonald's McDonald's to be Product Value Taste of Product, Freshness, Food Quality Cleanliness Service Quality McDonald’s moves to the more tasty, higher product value segment ASSUMPTION
- 13. New Menu at McDonald’s ❑ We asked respondents if they would accept at least 3 new ❑ menu items at McDonald’s Possible Reasons for Low Acceptance DemographicsBehavior Pattern
- 14. Market Comparison Location - Category - Channel • 8 stores • Fast food • Franchises and company owned • 11 stores • Fast food • Franchises and company owned • 2 stores • Fast casual • Franchises and company owned • 50 stores • Fast casual • Licenses and company owned • 6 stores • Fast casual • Company owned • 1 store • Fast casual • Company owned • 9 stores • Fast casual • Company owned
- 15. Market Comparison Price - Product Target market - Objective • Target: people looking for fast and affordable meal • Objective: reasonably priced quality food, served quickly, in attractive and clean surroundings • Target: family, business people, blacks and hispanics • Objective: cheap, fast, convenient food with memorable customer experience • Target: urban workers and suburban dwellers • Objective: authentic and fresh artisan bakery in a quick service menu selection • Target: young urban adults and tourists • Objective: not only coffee, but a whole experience around quality treats • Target: professionals, commuters, tourists, students • Objective: superior quality, environmental conscious, great experience • Target: family, young singles, tourists, students • Objective: fresh, made-to-order food prepared and served by friendly, well-trained people • Target: millenials (15-35 years old) • Objective: provide food with integrity
- 16. Perceptual Map What If? Result Burger King releases a new menu line centered around “freshness” e.g. Vegetable & Fruit smoothies, Tofu Burgers, Sweet Potato Fries Burger King & McDonald’s align (look at data) McDonald’s chooses to fully dive into the healthy & organic market based on segmentation McDonald’s will lose core segment that aligns with convenience and favors “unhealthy” as a result of shifting into a different market New competitors come into the market & deliver a fast-casual option for McDonald’s core market Scenarios Threat of New Entrants Market Place Disaster Intensity of Rivalry STORE
- 17. Insights • Customers may not eat at McDonald’s even if it introduces healthier menus • McDonald’s strengths lies in product value & needs to maintain its position. • Burger King is too close to McDonald’s which is a potential threat. • More representation from lower income household in primary research • Food freshness is a growth opportunity in San Francisco Conclusion • McDonald’s should increase focus on product rationalization • Allowing customers to personalize their food, e.g. build your own burgers, is an opportunity to improve its product offerings.
- 18. Thank you for your attention