FINAL PAPER SUBMISSION PERSPECTIVE-2014

Title –McDonald‟s - The Innovation Hub: A Case Study

Author, Institute and Affiliations – Prof. Harish Morwani,

Asst. Prof. (MCA Department),

Shri Chimanbhai Patel Post Graduate Institute of

Computer Applications, Ahmedabad

Affiliated to Gujarat Technological University

(GTU), Ahmedabad

Prof. Mayur Agravat,

Asst. Prof. (BBA Department),

Shri Chimanbhai Patel Institute of

Business Administration, Ahmedabad

Affiliated to Gujarat University (GU),

Ahmedabad

E-mail Id –harishmorwani@gmail.com

mayur.agravat86@gmail.com

Cell No –09924446340, 09879509001

Keywords – Innovations at McDonald‟s, Operational innovations,

McDonald‟s Marketing strategies, McDonald‟s India,

McCafe, etc.

Abstract

Due to incessant competition with global competitors, Industries worldwide had witnessed a

colossal shift in their operations, practices, and processes. Globally companies were being

bludgeoned by intense competition in every sector. Operations Managers were struggling to

shave off costs during the supply chain process. During this tumultuous phase of bleeding

economies, it was very difficult to survive for non-agile and inflexible organisations.

Agile, flexible and inventive companies were not feeling the heat as Innovation was the key

for them. Innovations at operational levels had done wonders for certain organisations and

helped them stand tall from the verge of extinction. Companies believing in the philosophy of

“Customer is the King” were sustaining in long run.

This case study focuses on different innovative practices embraced by a global fast food joint

McDonald‟s and its repercussions on the overall brand image of the company. The case study

highlights how McDonalds maneuvered its global processes and practices to cash on the local

culture and beliefs.

McDonald’s - The Innovation Hub: A Case Study Harish Morwani&Mayur Agravat– Shri Chimanbhai Patel Institutes, Ahmedabad

“Most innovation fails, but companies that do not innovate fail.”

- Jan Eric Sundgren,Sr. CEO Advisor, Volvo group

With the changing phase of globalisation, it was essential for every field to apply cohesive

practices in order to sustain in the booming market. Creativity, productivity and excellence

were the critical success factors for businesses worldwide. Innovation had been the major

panacea for all possible setbacks. But the path to innovation is full of risks and challenges. As

Peter Drucker mentioned that the essential value of innovation is clear and available but how

to achieve is the puzzle. Regardless of sector, industry, or domain; applying or managing

innovations had become a vital phenomenon. Persistence to innovation could lead to

excellent performance.

This case study talks about the efforts of McDonald‟s ineffectuating innovative

practices to achieve sustainability irrespective of culture, economy, or environmental factors.

The company had considered prominent factors like market demand, technological advances,

fulfilling consumers‟ expectations, glancing at competitors‟ strategies, keeping in mind

changing business environment and exercising the company‟s credo for being successful. The

case study will delve into different innovations adopted by McDonald‟s and their pros and

cons. It will also try to dissect the efficacy of these measures in long run. It will also highlight

application of McDonald‟s approach “Think Global, Act Local”. But are innovations always

successful? Can innovations act as roadblocks to the success journey?

An Overview Of Retail Sector

The US$ 518 billion Indian retail sector comprising of organised &unorganised retail is

growing at a rapid pace(Annexure-I). The key players in the Indian retail industry were Food

& beverage, Department stores, Pharmacy, Grocery, Books, music and gifts.

Annexure-I: Growth of Retail Sector and Segment-Wise Revenue Breakup

Source:http://www.ibef.org/industry/indian-retail-industry-analysis-presentation

The Food and grocery segment contributed around 60% of the total revenues of the

retail sector (Annexure-I). The credit behind India‟s substantial growth in the sector was

owed to increased urbanization, favourable demographics, brand consciousness, and

initiatives of Government of India to promote FDI in retail and proposed simplification of tax

structure. According to a report, 570 million Indians were estimated to live in cities by 2030

which would further help the sentiment in the sector.

Food Services Segment

Thefactors like increased income levels, increased number of teenagers etc. also helped in the

surge of the Food service market in India which contributed 2.3% to GDP of India

(Annexure-II). The organised market comprised of Quick Service Restaurants (QSR), Fine

Dining Restaurants (FDR), Casual Dining Restaurants (CDR), Frozen Desserts/Ice Cream

(Fd/Ic), Cafes, and PBCL (Pub, Bar, Club, and Lounge). Sweet Shops, Dhabas, Roadside

vendors etc. comprised the unorganized market. The market was estimated to grow up from

US$ 48 billion in 2013 to US$ 78 billion by 2018 (Annexure-III). QSR and CDR sub-

segments were providing the impetus to organised sector with 70% - 75% contribution.

Annexure-II: Key Drivers for Food Service Industry

Source: http://articles.economictimes.indiatimes.com/2013-02-15/news/37119630_1_nirula-mncs-chains

QSR had driven the growth of Food Services Market with an estimated market size of

US$ 1060 million in 2013. QSR segment was further projected to surge at 25% CAGR to

touch US$ 3230 million by 2018. Despite sales drop in 2013 (Annexure-IV), several

International brands like McDonald‟s, Taco Bell, Burger King, KFC, Krispy Kreme etc. were

lined up for expansion or entry in the 5th

ranked country in the GRDI (Global Retail

Development Index).

Annexure-III (A): Segment-Wise Projections for Licensed Standalone Players

Source: www.technopak.com/files/QSR_Market_in_India.pdf

Annexure-III (B): Segment-Wise Projections for Food Chains in Food Service Industry

Source: www.technopak.com/files/QSR_Market_in_India.pdf

Prasad Koparkar (Senior Director, Industry & Customised Research)opined that “In

tier I cities, we expect the annual QSR spend per middle class household to surge by over 1.5

times to around Rs 6,000 by 2015-16 from about Rs 3,700 in 2012-13. In tier II cities,

currently the QSR spend is around Rs 1,500, which is less than half that in tier I cities.

However, growth is expected to be much higher in tier II cities, at about 2.5 times to Rs 3,700

by 2015-16. This quantum jump in QSR spend in urban areas will be propelled by the

increase in nuclear families and working women, steady growth in incomes, changing

lifestyle and eating patterns and, importantly, greater accessibility of QSR outlets.”

Annexure-IV: Same Store Sales Figure for QSR Chains in 2013

Source: http://articles.economictimes.indiatimes.com/2014-02-06/news/47089669_1_same-store-sales-

yum-restaurants-india-economic-slowdown

Although the projections were bright for the segment, yet there were several

challenges including the global slowdown, demanding customers, increased competition etc.

which were hampering the revenue of QSR‟s. The QSR‟s were continuously adopting

innovative practices to save costs and attract more and more customers.

Organisation Profile

The journey of Mc Donald‟s Corporation started in 1937 when two siblings – Richard Mc

Donald and Maurice Mc Donald tried their luck by investing in a small drive-in restaurant in

California. The restaurant was applauded by Industry experts of that time for its efficiency

and optimum utilisation of employees which went on to introduce “Speedy Service System” –

a new assembly line practice for food processing Industry in 1948.Ray Kroc in 1954 cracked

a deal with McDonald‟s Corporation gaining exclusive franchise rights for McDonald‟s in

US. In 1961, Kroc acquired McDonald‟s in US$ 2.7 million.

McDonald‟s India was established as a joint venture in association with Amit Jatia

(Owner – Hard Castle Restaurants Private Limited) and Vikram Bakshi (Owner – Connaught

Plaza Restaurants Private Limited) in 1996. The first venture of McDonald‟s India was at

New Delhi. It had around 300 restaurants in India in 2014. McDonald‟s Corporation with

around 32,000 restaurants (in over 130 countries around the globe) achieved the feat of

world‟s largest hamburger fast food chain during the same period. Around 70% of its

branches were franchisees handled by entrepreneurs. It was identified as one of the market

leaders in foodservice retailing as it catered to around 58 million customers daily across all its

locations.

McDonald’s: The Innovation Hub

McDonald‟s had been known for its myriad innovations in marketing, operations, customer

servicing, menu designing, product launches etc. McDonald‟s continually innovated with its

process, practices, and strategies. Some innovations at McDonald‟s are highlighted below.

Innovative Marketing Strategies

McDonald‟s did not hasten through their launch in India. Instead, it worked for around 7

years on its supply chain to make it suitable for Indian context. The company could provide

their products at low costs in India due to its efficient supply chain strategies. In 1996, when

Indian annual household income was on the rise, it launched its Indian operations to become

the first western chain of restaurants in India. Although, McDonald‟s was quite successful in

implementing its low risk franchise model in other countries, yet it chose 50:50 joint ventures

with two companies for India to cash onto the first mover‟s advantage.

The pricing strategy of McDonald‟s was one of its critical factors contributing to its

success in the price sensitive Indian market. McDonald‟s focused on “Value for Money”

approach by offering its products at as low as 20 bucks through its “Happy Price Menu”. The

aim was to tap teenagers and low-income group customers. Apart from popularising its low

cost individual products, the company also went for “Market Basket Analysis” and prepared

some combo meal options like French Fries, Coke and Burger. In 2009, when food prices

were soaring, McDonald„s introduced Extra Value Meal (EVM) which reduced its combo

meal prices by around 25%. The target was to enhance the 25% meal sales by 10 – 15%.

The McDonald‟s advertisement campaign in India was handled by Leo Burnettad

agency. The advertisements at different times were aimed to highlight the USP‟s of

McDonald‟s at that time. Its first TV commercial was launched in 2000 where a small child

was able to conquer his stage fear due to the friendly environment of McDonald‟s. The

commercial was able to project McDonald‟s as a family restaurant as it had ample amenities

like quick service, comfortable soft couches, Plasma screens, Wi-Fi zones, clean and relaxed

environment, and above all affordable prices which otherwise were a luxury for middle-class

families. The different punch lines of McDonald‟s; be it “I’m Lovin’ It” or “Aap ke Zamane

mein Baap ka Daam” or “Har Choti Khushi ka Celebration” were extremely helpful in

strengthening its position as a family restaurant.

McDonald‟s marketing strategies were more or less designed keeping kids at its core.

The iconic mascot „Hamburger-Happy Clown‟ of McDonald‟s (launched with 500th

restaurant of McDonald‟s in 1963) kept outside all its outlets was a part of their strategy of

luring kids. McDonald‟s provided separate play areas for kids. It introduced the option of

“Happy Meal” where in kids were handed over a surprise toy along with a meal. McDonald‟s

also had exclusive agreements to deliver merchandise with makers of movies “Smurfs-2”,

“Transformers”, and “Despicable Me-2” etc. during their promotional campaign. The

company continually updated its range of toys and also had a section called “Toy of the Day”

in their outlets.

McDonald‟s also introduced breakfast to their menu in India. It also went in for

special breakfast hours from 7AM – 11 AM. The company offered free breakfast to entire

India on “National Breakfast Day” (18th

March, 2013) as an endeavor to promote its

breakfast menu. The company was also offering exclusive McDonald‟s coffee mug on

purchase of 150 or above during breakfast hours. McDonald‟s provided the home delivery

option to offer convenience to people who cannot leave their place by providing a Single

Number 66-000-666 to entire India. The company charged a flat delivery fee of 10 bucks

irrespective of the order amount. On top of it, the company did not pose any minimum order

requirement constraint on McDelivery.

Launch of McCafe: Brand Extension Initiative

A new venture was kicked off by McDonald‟s in 1993 by launching McCafe, a bar along

with its other varieties like french fries, hamburger, soft-drinks, milk- shakes, cheeseburgers

etc., in Australia.The initiative was basically a brand extension initiative aimed to increase

revenue by optimally utilising the space already available with McDonald‟s outlets. The idea

was quite successful in western countries.

Indian consumers wereaffectionate about café culture regardless of age or gender.

According to a survey, the annual growth rate of coffee consumption had been increasing 1-

2% annually. In addition, the Coffee Board of India, anticipated that the gobbling factor

would rise upto 125,000 tonnes by the end of 2013. In 2013, when US$ 300 million coffee

market in India was rising gradually (It was expected to double fold by 2018), McDonald‟s

planned to start McCafe, despite of speculations about its success.McCafe was planned to be

incorporated in the premise of McDonald‟s itself. Innovative setting was planned like

different seating arrangements, lighting, world-class ambience to make the initiative more

appealing. It was scaled that out of 4000 square feet covered up by McDonald‟s main

premise, McCafe would utilize upto 500 square feet. The company even planned to invest

about US$ 3 million per outlet to refurbish the interiors. McCafe planned to offer 15 different

beverages including shakes, smoothies, and ice-teas apart from coffee at affordable rates.

McDonald‟s India had planned to open 150 outlets of McCafe by the end of 2018.

The Menu Makeover: Right Choice at the Right Time

McDonald‟s continually innovated their menu. In 1940 when McDonald‟s Bar-B-Q in

California was opened, it offered a limited menu comprised of items like hamburger, cheese

burger, soft-drinks, milk, coffee, potato chips, pie etc.After a year, potato chips were replaced

by French Fries and thick milk-shake was introduced in order to serve more variety.

Postinitial success, McDonald‟s faced severe criticism over its usage of beef fat for

cooking its fries and providing unhealthy/junk food. Even the company had to pay US$ 10

million as compensation. McDonald‟s responded by introducing „Happy Meal‟ option where

they served burger with salads, bottled water and a pedometer. Further, bagel was introduced

in breakfast, the first donut type of bread product, along with milk having only 1% fat. The

introduction of salads was a huge success during those days.It was accompanied by inclusion

of fruits, vegetables, yogurt etc. with Happy meals. The initiative was named „Eat Smart, Be

Active‟. McDonald‟s, later on, also published the nutritional content of its products including

Energy (kCal), Protein in grams, Total fat (gm), Trans fat (gm), Total carbohydrate (gm),

Sugar content, Dietary Fiber, Sodium (mg) etc. This transparency gave health conscious

customers the flexibility to choose the food as per their requirements.

It was in 1979 when McDonald‟s launched first of its own “a circus-themed

cardboard box containing already a hamburger, fries and unpretentious toys, such as a

McDoodler stencil, a puzzle book, a McWrist wallet, and ID bracelet and McDonald land

character erasers”along with Happy Meal package.

The franchisees of McDonald‟s also contributed a lot in the process. Some

noteworthy contributions were digitising the menu bar to make it more attractive,launch of a

call-center to receive orders etc. Another issue handled smartly by McDonald‟s, was to

launch Hula Burger - a bun with grilled pineapple,in response to non-consumption of meat on

Fridays by the clergies of Catholic churches owing to religious reasons. Some other additions

by franchisees were of Filet-o-Fish, Big Mac, and Egg McMuffin which were truly a success.

Indianisation: Think Global Act Local

To be a global business, any entity had to look into the cultural norms of different countries

especially if it wanted to start operations there. In India, McDonald‟s was the first western

brand in food segment at that time. The first major hurdle was to alter the perception of

Indians for the western brand. McDonald‟s tried to make it an „Indian‟ brand rather than a

western brand. It tried to inculcatea sense of localness amongst the Indian fraternity. The

management of the company was owned locally and run by Indians only.Local Indian staff

was hired and even the food served was truly Indian.

The world‟s largest burger manufacturer had faced initial brunt with the non-

vegetarian content of the food. There was controversy over the usage of beef which was made

out of holy cows‟ fat. McDonald‟s India made sure that it did not aggravate the ethnic issue

of Indians. Vikram Bakshi (MD - McDonald‟s India) clarified that “We know the Indian

culture, because we were born in it, inherited its richness, and respect it greatly. It is the

respect for this culture and the sentiments of many of our customers’, that we do not serve

any beef and pork items in our restaurants.”

In order to respect certain ethnic communities, pure vegetarian items were made

available. McDonald‟s offered a variety of vegetarian food items like Mc Aloo Tikki, Mc

Veggie, Paneer Salsa Wrap, Veg Pizza McPuff etc. in 2000, which embarked a new chapter

in the history of McDonald‟s India. The research and development team innovated unique

sauces blended with Indian spices without any beef or pork content. This was an additional

cog in the innovation wheel of McDonald‟s. To satisfy the taste buds of non-vegetarian

foodies, McDonald‟s introduced options like Chicken McGrill Burger, Chicken Maharaja

Mac etc. Infact, for every non-vegetarian item launched by McDonald‟s, there was a

vegetarian variant available.

In 2011, McDonald‟s launched their McSpicy range of products in India for spice

foodies. Vikram Bakshi (MD - McDonald„s India) commented that “The McSpicy menu is a

part of our ongoing endeavor to add variety and expand our menu to suit our customers'

preference. These are products from our core global menu, but tailored to the Indian

palate.”All was planned to keep family and cultural values alive and give 100% customer

satisfaction.

Operational Innovations: The Need of the Hour

The franchise model adopted by McDonald‟s was applauded worldwide. Ray Kroc (Founder

Franchise Model, McDonald‟s Corporation) believed in one business philosophy, “the simple

principle of a 3‐legged stool: one leg was McDonald’s, the second, the franchisees, and the

third, McDonald’s suppliers. The stool was only as strong as the 3 legs.” Kroc

emphasisedthat “If I had a brick for every time I’ve repeated the phrase Quality, Service,

Cleanliness and Value, I think I’d probably be able to bridge the Atlantic Ocean with them.”

McDonald‟s research and development laboratory in 1960 realised the need of fast

operations and change in the overall function of production and service. It is thus they

integrated technology to handle all the business operations and assisting people to prepare

food faster and smoother in delivery. The engineers of the research team had developed

equipment where all the ingredients were dispensed in the equal quantity to save time.

McDonald‟s built an integrated supplier system which was efficient, innovative and high in

practice.

Furthermore, to cater to the need of training and development of franchisees and

managers working with McDonald‟s, the Hamburger University was established at Illinois in

1961 in which 80,000 students, restaurant managers, mid-level managers and franchisees

were graduated from the University. As recorded, University also implemented innovation in

cooking, freezing, storing and serving. In Asian countries, McDonald‟s chose the location of

outlets strategically near the high traffic areas like schools/colleges, religious

temples/churches etc. to tap more customers.

Over the review it could be seen that the winning story of McDonald mainly

attributed to their franchising model, their leadership in cost and time efficiency, and their

ability to convey those benefits into the minds of customers. Over a period of time,

McDonald‟s was able to expedite the growth of franchisees because of its brand name,

consumer acceptance and satisfaction. It was due to operational innovations of McDonald‟s

that it was able to grow its operating margin continually in comparison to other global

competitors(Annexure-V).

(Annexure-V): Operating Margin of Global Fast Food Chain in Percent

Source: http://seekingalpha.com/article/1987531‐mcdonalds‐industry‐leader‐faces‐growing‐pains

McDonald‟s was the first of its kind restaurant which elicited a mass response from the

customers worldwide. The golden arch company considered the founding principles of

Quality, Service, Cleanliness and Value (QSCV) as a stepping stone to success. From

customer‟s perspective, the best practice McDonald‟s had implemented was its principle of

„value for money‟ where it provided quick and affordable meal to the customers.

Due to its ingenious practices and for changing the food habits of people across the

globe, McDonald‟s was regarded as world‟s most valuable fast-food brand in 2013(Appendix-

A).

Road Ahead

Despite of adding varieties and innovations in menus, focusing on consumer satisfaction,

adding healthy options to its meals etc., the company was not able to woo more customers.

McDonald‟s faced sales crunches in 2013. The company claimed to start afresh with more

salads, fruits or vegetable in contrast to what they offered. But consumers and other research

bodies‟ claim was contradictory. The Center for science stated that “Ronald McDonald's

slow march toward healthier meals made a major advance today, but a long road lies ahead

for the company.” Howard Penney (Managing Director - an investment research firm),

opined that “McDonald's is never going to be perceived as healthy, so for them to spend too

much time on healthy items doesn't make a lot of sense to me.”

It remained to be seen whether McDonald‟s was able to change the perception of the

consumers towards its healthy variants and was it able to change the sales from negative to

positive through yet another innovation or a series of innovations?

(Appendix-A)

Brand Value of Most Valuable Fast Food Brands Worldwide in 2013

Source:http://www.statista.com/statistics/273057/value-of-the-most-valuable-fast-food-brands-worldwide/

BIBLIOGRAPHY

About mcdonalds. Mcdonald's history. Retrieved from the About McDonald‟s

website:http://www.aboutmcdonalds.com/mcd/our_company/mcdonalds_

history_timeline.html

About mcdonalds. (1961) Hamburger University. Retrieved from the About

McDonald‟s website:http://www.aboutmcdonalds.com/mcd/corporate_careers/

training_and_development/hamburger_university.html

Bagri N. (2014, January).A Growing Taste for U.S. Fast Food in India. Retrieved

from the India Blogsnytimes

website:http://india.blogs.nytimes.com/2014/01/08/agrowing-taste-for-u-s-fast-food-

in-india/

Bagri N. (2014, February). More US fast food giants line up for India

launch.Retrieved from the Business Standard website:http://www.business-

standard.com/article/management/more-us-fast-food-giants-line-up-for-india-launch-

114020200785_1.html

Batra S. (2013, October).McDonald’s which entered India in 1996 and now runs 319 outlets, sacked Vikram Bakshi in July on the grounds that his diverse business interests were diluting his focus on McDonald’s. Retrieved from the Babmoo

Innovator website:http://bambooinnovator.com/2013/10/10/McDonalds-which-

entered-india-in-1996-and-now-runs-319-outlets-sackedvikram-bakshi-in-july-on-the-

grounds-that-his-diverse-business-interests-were-diluting-his-focus-on-McDonalds/

Bhushan R. & Malviya S. (2014, February). Indians go off burgers, fries & pizzas

amid slowdown; same-store sales drop in December quarter. Retrieved from the

Articles Economic times website:http://articles. economictimes.indiatimes.com/2014-

02-06/news/47089669_1_same-store-sales-yum-restaurants-india-economic-

slowdown

Buffalo news. (2013). Mcdonald’s says tough competition led to drop in key u.s. Sales figure. Retrieved from the Buffalo News

website:http://www.buffalonews.com/business/mcdonalds-says-tough-competition-

led-to-drop-in-key-us-sales-figure-20131209

Business Standard. (2009, September). McDonald’s launches Extra Value Meals

(EVMs).Retrieved from the Business Standard website:http://www.business-

standard.com/article/press-releases/mcdonald-s-launches-extra-value-meals-evms-

109092400104_1.html

Computershare Investor Centre, U.S.Retrieved from the Computer Share website:

https://www.us.computershare.com/investor?landing=y&issuerid=scusmcd&showinv

estorcontact=y&AspxAutoDetectCookieSupport=1

Crisil Research. (2013, September). Fast food market to double in India, small cities

to drive demand, MNCs rule as QSR surges: Crisil. Retrieved from the Financial

Express website:http://www.financialexpress.com/news/fast-food-market-to-double-

in-india-small-cities-to-drive-demand-mncs-rule-as-qsr-surges-crisil/1172996

Crisil Research. (2013, September). Organised fast food in the fast lane. Retrieved

from the Crisil Research website:http://www.crisil.com/Ratings/Brochureware/News/

CRISIL%20research_pr_qsr_170913.pdf?cn=null

Deloitte. (2013, January). Indian Retail Market – Opening more doors. Retrieved

from the Deloitte website:https://www.deloitte.com/assets/DcomIndia/Local%

20Assets/Documents/Thoughtware/Indian_Retail_Report_Opening_more_doors.pdf

Doris J. (2014). McDonald’s Menu Makeover-A Move in the Right Direction?Retrieved from the Case Centre website:www.thecasecentre.org

Economic Times. (2013, February). India becomes the new fast food

destination.Retrieved from the Articles Economic times &India Times

website:http://articles. economictimes.indiatimes.com/2013-02-

15/news/37119630_1_nirula-mncs-chains

Euromonitor International. (2013, November). Fast Food in India. Retrieved from the

Euromonitor Internationalwebsite:http://www.euromonitor.com/fast-food-in-

india/report

Hospitality Biz India. (2011, March). McDonald‘s Introduces New Range of McSpicy Products in India.Retrieved from the Hospitality Biz Indiawebsite:www.hospitalitybizindia.com

Globalthen. Indian Fast Food Industry on a Quick and Smart Growth Drive.Retrieved from the Globalthen

website:http://www.globalthen.com/qsr/pdf/Indian

%20Fast%20Food%20Industry.pdf

IBEF. (2014). Indian Food Industry. Retrieved from the IBEF website:http://www.

ibef.org/industry/indian-food-industry.aspx

IBEF. (2014). Market Size. Retrieved from the IBEF website:http://www.ibef.org/

industry/retail-india.aspx

Ilan Alon. (2014, December). Global Franchising and Development in Emerging and Transitioning Markets, Journal of Macromarketing, Vol. 24, No. 2, pp.156-167

Leigh G. (2014, January). Ray Kroc: The man behind the legend of the McDonald’s franchise. Retrieved from the Inside Business

website:http://www.insidebusiness360.com/index.php/ray-kroc-the-man-behind-the-

legend-of-the-McDonalds-franchise-11406/

McDonald‟s India. (2013, February). Retrieved from the McDonald‟s India

website:http://www.mcdonaldsindia.net/PressRelease/McDonalds%20india%20%28N

orth%20%20East%29%20-%20Media%20Fact%20Book_February_2013.pdf

Mcgrath jane, How mcdonald's works. Retrieved from the Money How Stuff Works

website:http://money.howstuffworks.com/mcdonalds1.htm/printable

Paul R. (2011). Marketing McDonald’s in India.Retrieved from the Case Centre

website:http://www.thecasecentre.org

Pinto S. Viveat. (2013, October).McDonald's sees a lot more happening over burger & coffee.Retrieved from the Business Standard website:http://www.business-

standard.com/article/companies/McDonald-s-sees-a-lot-more-happening-over-burger-

coffee-113100900622_1.html, October 10th 2013

Ratna G. & Khadikar A. (2014). McDonald’s Launching McCafe in India. The Next Coffee Shop.Retrieved from the Case Centre website:http://www.thecasecentre.org

Research and Markets. Indian Fast Food Market Analysis.Retrieved from the

Research and Markets website:http://www.researchandmarkets.com/

reports/1246140/indian_fast_food_market_analysis.pdf

Seeking alpha. (2014, february) Mcdonald's: industry leader faces growing pains. Retrieved from the Seeking Alpha website:http://seekingalpha.com/article/1987531 -

mcdonalds-industry-leader-faces-growing-pains, february 3rd2014

Shukla R. & Sharma V. The Rise of the Quick Bite.Retrieved from the

Technopakwebsite:www.technopak.com/files/QSR_Market_in_India.pdf

Siddharth Chauhan. (2012).Success Stories of Food Chains. Retrieved from the

Scribd website:http://www.scribd.com/doc/31412536/Success-Stories-of-Food-Chains-Siddharth-Chauhan

Sinha P. (2012, June). Indian QSR Industry-Opportunities and Strategies to Harness

Them. Retrieved from the IIMAHD website:http://www.iimahd.ernet.in/assets

/snippets/workingpaperpdf/19750668122012-06-07.pdf

Statista. (2013). Most valuable fast food brands worldwide in 2013. Retrieved from

the Statista website:http://www.statista.com/statistics/273057/value-of-the-most-

valuable-fast-food-brands-worldwide/