{"title":"麦当劳公司","authors":"Edward D. Hess, Shizuka Modica","doi":"10.2139/ssrn.1423317","DOIUrl":null,"url":null,"abstract":"In December 2007, McDonald’s had a market capitalization of $69.5 billion, and its stock price was hovering around its all-time high of $58-$60 since the last split, in February 1999. While McDonald’s was enjoying its five-year consecutive sales increases and high stock price, the management team was determined to improve customer experience, foster customer loyalty, and pave an enduring growth path into the future. Its big challenge remained how to increase employee engagement to drive more customer satisfaction.","PeriodicalId":118788,"journal":{"name":"Darden Case: Strategy (Topic)","volume":"107 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2009-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"23","resultStr":"{\"title\":\"Mcdonald's Corporation\",\"authors\":\"Edward D. Hess, Shizuka Modica\",\"doi\":\"10.2139/ssrn.1423317\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"In December 2007, McDonald’s had a market capitalization of $69.5 billion, and its stock price was hovering around its all-time high of $58-$60 since the last split, in February 1999. While McDonald’s was enjoying its five-year consecutive sales increases and high stock price, the management team was determined to improve customer experience, foster customer loyalty, and pave an enduring growth path into the future. Its big challenge remained how to increase employee engagement to drive more customer satisfaction.\",\"PeriodicalId\":118788,\"journal\":{\"name\":\"Darden Case: Strategy (Topic)\",\"volume\":\"107 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2009-06-23\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"23\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Darden Case: Strategy (Topic)\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.2139/ssrn.1423317\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Darden Case: Strategy (Topic)","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.2139/ssrn.1423317","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
In December 2007, McDonald’s had a market capitalization of $69.5 billion, and its stock price was hovering around its all-time high of $58-$60 since the last split, in February 1999. While McDonald’s was enjoying its five-year consecutive sales increases and high stock price, the management team was determined to improve customer experience, foster customer loyalty, and pave an enduring growth path into the future. Its big challenge remained how to increase employee engagement to drive more customer satisfaction.
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