...McDonald’s By Philip Wolfe and Carrie Lettiere Contents Introduction 2 Strategic Focus and Plan 3 Mission Statement 3 Core Competencies 3 Competition/SWOT Analysis 4 Competitors 4 SWOT ANALYSIS 5 Strengths 5 Weaknesses 5 Opportunities 6 Threats 8 Franchise Costs 9 Conclusion 10 Works Cited 12 Introduction McDonald’s was started as a drive-in restaurant in 1940 by Dick and Mac McDonald as McDonald’s Bar-B-Q in San Bernardino, California. After shutting down for three months to make renovations, in the December of 1948, they reopened as McDonald’s. In only a decade after that, they were able to open 100 McDonald’s restaurants and sell over 100 million hamburgers. As the years went on, they opened even more restaurants not only nationwide, but also around the world. They introduced memorable mascots such as Ronald McDonald, provided new options such as the famous Big Mac, and began giving to those needy with the construction of McDonald Houses. Later on they went to acquire other businesses such as The Boston Market, Chipotle Mexican Grill, and Donatos Pizzeria, “in an attempt to diversify its operation” (“McDonald’s Corporation”). Around the world there are currently over 36,000 McDonald’s restaurants in 119 countries. In 2011, McDonald’s was approved of the trademark Mc. From 2012 through 2020, McDonald’s shall be, “the official restaurant on-site at the Olympic Games” (McDonald’s Corporation”). BrandZ ranked McDonald’s as the #5 Most Valuable...
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...their culture. MTV, on the other hand, is more a hip-hop explicit music culture. They like to keep up with the new “it”, change constantly with their different form of entertainments (TV shows, music, etc.), and even provocative at times. It is expected to pose a challenge to MTV because they would want to stick to what they are known for as a company but at the same time, meet and please the people in the Middle East without disrespecting the local culture. There is also pressure on the company to act as a cultural unifying force in a region known for its political tensions. As MTV networks launched MTV Arabia to expand the international music brand into a new region of Arabs, to have market globally, this is a challenge for MTVN as they have to apply their western based TV program into a culture that they have never faced before. To avoid cultural difference MTV Arabia effectively designed a localized version of international programs. The company figured out the way to balance the local programs without letting MTV brand name to be dissolved. MTV expanded their business in 179 countries and succeeded in globalizing their brand with 1.5 billion audiences globally. In U.S alone it reached 87.6 billion homes. The target of MTV was youth and they did survey to obtain information. The launch of 60th channel of MTV is to correct the misconception of the region. It operates 130 channels in over 25 languages. MTVI seek Arab Media Group and Arabian Television Network (ATN) as partners...
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...MTV Networks: The Arabian Challenge 1. Question 1 Experts felt that one of the biggest challenges faced by MTV while launching MTV Arabia was the prevalent culture in the Arab world. Discuss the Arab culture. How is it expected to pose a challenge to MTV? First of all, it is impossible to talk about groups of people without generalizing. At this point it must be emphasized that there is not just “one” Arab culture or society. The Arab world is full of rich and diverse communities, groups and cultures. Each of the Arab countries has different perspectives. That’s why differences exist not only among coun- tries, but within countries as well. With 22 countries formed, the Arab region has in some parts the same religious, politics and ethical views and some are totally different Some people would say that it is known for reacting, and some think over reacting nega- tively to controversial content. For example, within the Arab’s there are three types of religions, Judaism, Islam and Christianity; so these make some things acceptable in some countries and in others not. Furthermore the Middle East offered a huge population of youth with a rich and diverse culture. And exactly these young people can be seen as the target group of MTV. But you also have to be aware in which parts of the Arabian world you are, because religion, for example, is one of the most important aspects on Arabs’ lifestyle, and has something to do in almost every decision Arabs’ take. Not only political...
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...Although being known as a risqué channel since its launch in 1981. MTV developed a reputation for being able to provide localized content wherever it goes. However, 2007 was a great year for a tremendous challenge. As experts affirmed, the launch of MTV Arabia in the Middle East was the biggest challenge MTV had faced since its foundation. It was a big challenge for many reasons. First, the cultural difference between the Middle East and the west is incredibly different. Second, the Arab acceptance of a western brand could be tough. Then comes the ambiguity about the success of the localization strategy. Also, the possibility of MTV Arabia to be altered by the local programming could be expected. There is a considerable number of existing Arab music channels, thus, the competition might be difficult as they have the same focus as MTV Arabia. Although those challenges, MTV Networks invaded the Arabian market and applied a business strategy that enabled it to build a solid infrastructure. This paper analyzes the challenges that MTV faced during this process and the strategy that it applied to move forward highlighting its pros and cons. We will also analyze its success and survival in the market. Launching MTV Arabia in the Arab world is the most challenging process that MTV went through. Dana El Baltalji, a special Projects Manager, Trends magazine in Dubai said: “MTV has a penchant for airing controversial material and making a mockery of convention. And of course, it’s an...
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...remain competitive within its numerous industries because it expands off of a successful television show or movie for instance. A successful television show has the potential to be created into a movie, or could generate a soundtrack, books, amusement park rides, or other merchandise. Having a variety of resources and outlets internally help create and promote Viacom’s productions. Viacom has also responded to the technological advancements in the entertainment industry and has acquired many digital assets. Viacom also has a tendency to advertise for their networks on other company owned networks. Viacom strategically gains company awareness by perpetually advertising its brands internally. Viacom aims to achieve its strategy by having dominant individual brands within its media network segment. Viacom owns MTV Networks, BET, CMT, VH1, Comedy Central, Nickelodeon, and many other large reputable networks. Each of these networks aims to target a specific audience or demographic. Viacom has strategically sought to access different audiences so it doesn’t cannibalize its own...
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...MTV Networks: The Arabian Challenge 1. Question 1 Experts felt that one of the biggest challenges faced by MTV while launching MTV Arabia was the prevalent culture in the Arab world. Discuss the Arab culture. How is it expected to pose a challenge to MTV? First of all, it is impossible to talk about groups of people without generalizing. At this point it must be emphasized that there is not just “one” Arab culture or society. The Arab world is full of rich and diverse communities, groups and cultures. Each of the Arab countries has different perspectives. That’s why differences exist not only among coun- tries, but within countries as well. With 22 countries formed, the Arab region has in some parts the same religious, politics and ethical views and some are totally different Some people would say that it is known for reacting, and some think over reacting nega- tively to controversial content. For example, within the Arab’s there are three types of religions, Judaism, Islam and Christianity; so these make some things acceptable in some countries and in others not. Furthermore the Middle East offered a huge population of youth with a rich and diverse culture. And exactly these young people can be seen as the target group of MTV. But you also have to be aware in which parts of the Arabian world you are, because religion, for example, is one of the most important aspects on Arabs’ lifestyle, and has something to do in almost every decision Arabs’ take. Not only political...
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...BSTR/294 IBS Center for Management Research MTV Networks: The Arabian Challenge This case was written by Debapratim Purkayastha, IBS Center for Management Research. It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. 2008, IBS Center for Management Research. All rights reserved. To order copies, call +91-8417-236667/68 or write to IBS Center for Management Research (ICMR), IFHE Campus, Donthanapally, Sankarapally Road, Hyderabad 501 504, Andhra Pradesh, India or email: info@icmrindia.org www.icmrindia.org BSTR/294 MTV Networks: The Arabian Challenge “[…] MTV has a penchant for airing controversial material and making a mockery of convention. And of course, it’s an American brand… The challenge, therefore, is transforming a notoriously risqué channel into a Middle Eastern-friendly platform for music and creativity without stripping MTV of its edge. It isn’t without some irony that a channel known for angering religious, political, and conservative communities is operating in and catering to a region renowned for reacting (and sometimes overreacting) negatively to controversial content.”1 - Dana El Baltaji, Special Projects Manager, Trends magazine in Dubai, in 2008. “In many ways (MTV Arabia) is the epitome of our localization strategy. It’s a different audience (in the Middle East) but this is what we do --...
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...BSTR/294 ICMR Center for Management Research MTV Networks: The Arabian Challenge This case was written by Debapratim Purkayastha, ICMR Center for Management Research. It was compiled from published sources, and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. For use by students of Icfai Flexible Learning programs. Not to be reproduced or distributed in any form or by any means. 2008, ICMR. All rights reserved. To order copies, call 0091-40-2343-0462/63 or write to ICMR, Plot # 49, Nagarjuna Hills, Hyderabad 500 082, India or email info@icmrindia.org. www.icmrindia.org BSTR/294 MTV Networks: The Arabian Challenge “[…] MTV has a penchant for airing controversial material and making a mockery of convention. And of course, it’s an American brand… The challenge, therefore, is transforming a notoriously risqué channel into a Middle Eastern-friendly platform for music and creativity without stripping MTV of its edge. It isn’t without some irony that a channel known for angering religious, political, and conservative communities is operating in and catering to a region renowned for reacting (and sometimes overreacting) negatively to controversial content.”1 - Dana El Baltaji, Special Projects Manager, Trends magazine in Dubai, in 2008. “In many ways (MTV Arabia) is the epitome of our localization strategy. It’s a different audience (in the Middle East) but this is...
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...G.D.GOENKA WORLD INSTITUTE & LANCASTER UNIVERSITY | MTV: BUILDING BRAND RESONANCE | MARKETING COMMUNICATION & BRAND MANAGEMENT | MODULE CODE: GMSI 585 | 11/19/2010 | | [AN INDIVIDUAL ASSIGNMENT ABOUT MTV’S BRAND EQUITY AND ITS BRAND IMAGE AND DIFFERENT STEPS TAKEN TO BUILD ITS BRAND RESONANCE] | Submitted By: Module Leader: gazal babel Mr. ABHIJIT CHANDStudent Id: 030109061 | PGDBM(Marketing) | | What is the MTV brand image? How valuable are the MTV brand associations? What should its core value be? Since its debut in 1981, MTV has always tried to strengthen and reinvent its own image. It has build a powerful youth oriented brand globally. Started as an all music video channel, MTV focused on the youth and their taste of music. It also acted as a star creating channel making known to the world lesser known artist and their music. It strives to build by having hot, up and coming bands and individual artists to perform on their shows and also showcase them on their website. The effect of this branding of up-and-coming bands attracts the 18 - 24 male and female audiences. MTV’s strength has been its “revolutionary youth pop irreverence”. Also it's branding image for the 25 – 34...
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...firms can increase their profitability by expanding their operations in foreign markets, the different strategies that firms pursue when competing internationally, and the various factors that affect a firm’s choice of strategy. Subsequent chapters build on the framework established here to discuss a variety of topics including the design of organization structures and control systems for international businesses, strategies for entering foreign markets, the use and misuse of strategic alliances, strategies for exporting, and the various manufacturing, marketing, R&D, human resource, accounting, and financial strategies that international businesses pursue. OUTLINE OF CHAPTER 12: THE STRATEGY OF INTERNATIONAL BUSINESS Opening Case: MTV Networks Introduction Strategy and the Firm Value Creation Strategic Positioning Operations: The Firm as a Value Chain Global Expansion, Profitability and Growth Expanding the Market: Leveraging Products and Competencies Location Economies Experience Effects Leveraging Subsidiary Skills Summary Cost Pressures and Pressures for Local Responsiveness. Pressures for Cost Reductions Pressures for Local Responsiveness Choosing a Strategy Global Standardization Strategy...
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...Case Analysis - Taran Swan at Nickelodeon Latin America (A) Organizational Leadership and Decision Making – RMGT110 Taran Swan at Nickelodeon Latin America Introduction This case study has at its center, Taran Swan, who served as launch director and general manager of Nickelodeon Latin America. She was involved with the launch from its inception. She was enthusiastic in the pursuit of her goals and at the beginning when the Nickelodeon Latin America was taking shape, she was relentless in achieving what her managers believed was impossible. Despite her dogged determination, she proved to be very open to new ideas and suggestions. Her enthusiasm and savvy were infectious. She was a good listener and held people accountable for their actions. Her only agenda was ensuring the channel’s success and maintaining the Nickelodeon brand and integrity. She successfully created an environment conducive for people to discuss, question and rationally lay out their ideas and views. Her transformational leadership style shines through, as she rarely applies her authority and at the same time, by adjusting small pieces of the organization that she has created, the company leaps forward. In such a hostile and unfamiliar environment, some leaders would follow a more totalitarian approach but she chose a different path. She allowed freedom of ideas and views. They overcame the competition by thinking big – as she puts it herself to “make a splash”...
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...went over general guidelines for interns at Viacom and then we signed some paperwork. Played some icebreaker games and got a crash course in all the entities that Viacom owns such as MTV, MTV2, VH1, Comedy Central, CMT, BET. After I met with JC, one of the research analysts for MTV and I got a tour of where I was working and met fellow employees and met my supervisor Mitchell. I then attended a meeting with the research, programming and creative insight teams where we discussed millennials (people aged 15-30) and their media consumption. We watched clips about certain shows that were going to be aired and whether or not millennials would watch these shows. We also discussed other areas regarding media consumption. Day 2: I arrived early to work to start learning. The more the better in my opinion. I got acclimated at my desk and started learning the basics. I got a crash course in MTV and ratings since I am in intern in the research and strategic insights department. Then I attended a focus group regarding upcoming MTV events and gave input regarding the specific topics. Got acclimated with startrak, the system in which MTV/MTV 2 pulls ratings. Day 3: got acclimated with startrak even more. Learned some of the more difficult tasks associated with it. I learned how to pull the ratings for MTV and checked ratings that my supervisors JC, Cara, and Mitchell create. Basically its just a page of the time schedule of the week and I am given a sheet of paper and my job is to make...
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...Case 4 MTV NETWORKS: THE ARABIAN CHALLENGE A litmus test for mtv’s localization strategy Launches in 2007 as part of its global expansion strategy Its prescence would provide the region with an international music brand, in return the region promised to offer growth opportunities to MTVN given to its huge youth population. MTV’S success in the middle east was contingent upon a tactical balancing between delivery of international quality music and the culturally sensitive environment in the region Arabic version, (supposed to act as a culturally unifying force by propelling Arabic music to the global forefront, and vice versa. Had a lot of hopes in this project MTV BACKGROUND Launched in 1981 12-24 yrs Heavy metal, and rap music Started airing non-music reality shows In 1987 was launched in Europe which marked its global expansion “Think Globally, act locally” (MTV Australia, MTV Asia, MTV India, MTV China, etc) 179 countries ------------------------------------------------- 130 channels in 25 languages Success was credited to the channel adopting a decentralized structure and gave commercial and creative autonomy to the local staff. Minimal interferences in local operations led to innovation and expansion Chanel depended on the local cultures 3.PREPARING FOR THE LAUNCH Similar channels across the world Only middle and upper classes whho had been exposed to the west MTV Arabia was formed as a result of a liscencing arrangement between MTV and AMG...
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...policies and strategic priorities. Keeping in mind the four parts of the strategy process: situation analysis, strategy formulation, strategy implementation and strategy evaluation, MTV’s analysis showed that the company was looking for ways to continue its success. MTV formulated digital and global strategies. MTV implemented strategies by creating virtual worlds for many of its shows and expanding in key global markets with more MTV brands using a range of technologies. In this case the strategist of MTV’s target on global digital strategy of digitalizing media infrastructure through social networking. MTV’s strategy is to entertain all the audience by providing according to their clients taste content by digital medium exchange. Strategist have to target young and teenagers and do literate about the dilemma of online satellite connectivity like web store and the website available having the direct linkage with the social sites like Facebook twitter etc. so MTV’s management use this practice to retain more in the heart of their audience. This strategic plan is the major key success for MTV. 2. What challenges do you think MTV might face in crafting future digital and global strategies? No, I do not think MTV will face any challenges like having a downtrend or shift towards the negative words of mouth when it...
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...Research Case Study: Vodafone's Youth Market | | INTRODUCTION This case study will explain how the highly competitive telecommunications market lead Vodafone to set up an on-going 'panel' of respondents to give them a greater understanding of the youth market. THE CLIENT Vodafone is probably the biggest success story of the telecommunications market, becoming a household name with a penetration of 29% (TNS Telecoms panel Q3 2001) of the mobile phone market. Vodafone's media and planning agency, OMD UK plays an important strategic role in terms of researching the commercial market. THE CHALLENGE Operating in such a highly competitive industry meant that Vodafone had to look at new ways of researching how it could best profit from the hugely competitive youth market. The youth market is defined as anyone aged between 16-24 years old. Currently 90% of all 16-24 year olds own a mobile phone in the UK, amounting to 6.1m people in the UK. THE SOLUTION OMD UK, along with 2CV Research, recruited a panel of volunteers who receive monthly questionnaires over a long-term period in order to build up a profile of habits, attitudes and opinions of the young Vodafone user. The panel is made up of 200 respondents, all of whom must have an email address and a mobile phone (this is 85% of the youth market), and is maintained by 2CV. Questions sent out every month cover a whole range of areas, not just telecommunications. The idea is to build a very comprehensive picture of...
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