U.S.
4.3 %
10.3 %
International Operated Markets
4.4
12.6
International Developmental Licensed Markets & Corporate
0.7
16.5
Total
3.4 %
12.6 %
KEY FINANCIAL METRICS - CONSOLIDATED Dollars in millions, except per share data
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Revenues | $ 6,406.2 | $ 5,926.5 | 8 | % | 6 | % | $ 25,493.7 | $ 23,182.6 | 10 | % | 10 | % | ||||||||
Operating income | 2,801.9 | 2,582.7 | 8 | 6 | 11,646.7 | 9,371.0 | 24 | 24 | ||||||||||||
Net income | 2,039.0 | 1,903.4 | 7 | 5 | 8,468.8 | 6,177.4 | 37 | 37 | ||||||||||||
Earnings per share-diluted | $ 2.80 | $ 2.59 | 8 | % | 5 | % | $ 11.56 | $ 8.33 | 39 | % | 38 | % |
Results for 2023 included the following:
Results for 2022 included the following:
Excluding the above items, results for both periods reflected strong operating performance driven primarily by higher sales-driven Franchised margins.
NET INCOME AND EARNINGS PER SHARE-DILUTED RECONCILIATION Dollars in millions, except per share data
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GAAP | $ 2,039.0 | $ 1,903.4 | 7 | % | 5 | % | $ 2.80 | $ 2.59 | 8 | % | 5 | % | |||||||
(Gains)/charges | 105.6 | — | 0.15 | — | |||||||||||||||
Tax Settlement | — | — | — | — | |||||||||||||||
Non-GAAP | $ 2,144.6 | $ 1,903.4 | 13 | % | 10 | % | $ 2.95 | $ 2.59 | 14 | % | 11 | % | |||||||
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GAAP | $ 8,468.8 | $ 6,177.4 | 37 | % | 37 | % | $ 11.56 | $ 8.33 | 39 | % | 38 | % | |||||||
(Gains)/charges | 273.7 | 770.7 | 0.38 | 1.04 | |||||||||||||||
Tax Settlement | — | 537.2 | — | 0.73 | |||||||||||||||
Non-GAAP | $ 8,742.5 | $ 7,485.3 | 17 | % | 16 | % | $ 11.94 | $ 10.10 | 18 | % | 18 | % |
THE FOLLOWING DEFINITIONS APPLY TO THESE TERMS AS USED THROUGHOUT THIS RELEASE
Constant currency results exclude the effects of foreign currency translation and are calculated by translating current year results at prior year average exchange rates. Management reviews and analyzes business results excluding the effect of foreign currency translation, impairment and other charges and gains, as well as material regulatory and other income tax impacts, and bases incentive compensation plans on these results because the Company believes this better represents underlying business trends.
Comparable sales and comparable guest counts are compared to the same period in the prior year and represent sales and transactions, respectively, at all restaurants, whether operated by the Company or by franchisees, in operation at least thirteen months including those temporarily closed. Some of the reasons restaurants may be temporarily closed include reimaging or remodeling, rebuilding, road construction, natural disasters, pandemics and acts of war, terrorism or other hostilities. Restaurants in Russia were treated as permanently closed as of April 1, 2022 and therefore excluded from the calculation of comparable sales and comparable guest counts beginning in the second quarter of 2022. Comparable sales exclude the impact of currency translation and the sales of any market considered hyperinflationary (generally identified as those markets whose cumulative inflation rate over a three-year period exceeds 100%), which management believes more accurately reflects the underlying business trends. Beginning in the first quarter of 2023, McDonald's excluded results from Argentina and Lebanon in the calculation of comparable sales due to hyperinflation ( Venezuela continues to be excluded). Comparable sales are driven by changes in guest counts and average check, the latter of which is affected by changes in pricing and product mix.
Systemwide sales include sales at all restaurants, whether operated by the Company or by franchisees. Systemwide sales to loyalty members is comprised of all sales to customers who self-identify as a loyalty member when transacting with both Company-operated and franchised restaurants. Systemwide sales to loyalty members are measured across approximately 50 markets with loyalty programs globally. Full year Systemwide sales to loyalty members represents an annual aggregation of quarterly sales to loyalty members active in the last 90 days. While franchised sales are not recorded as revenues by the Company, management believes the information is important in understanding the Company's financial performance because these sales are the basis on which the Company calculates and records franchised revenues and are indicative of the financial health of the franchisee base. The Company's revenues consist of sales by Company-operated restaurants and fees from franchised restaurants operated by conventional franchisees, developmental licensees and affiliates. Changes in Systemwide sales are primarily driven by comparable sales and net restaurant unit expansion.
Free cash flow , defined as cash provided by operations less capital expenditures, and free cash flow conversion rate, defined as free cash flow divided by net income, are measures reviewed by management in order to evaluate the Company's ability to convert net profits into cash resources, after reinvesting in the core business, that can be used to pursue opportunities to enhance shareholder value.
RELATED COMMUNICATIONS
This press release should be read in conjunction with Exhibit 99.2 to the Company's Form 8-K filing for supplemental information related to the Company's results for the quarter and year ended December 31, 2023.
McDonald's Corporation will broadcast its investor earnings conference call live over the Internet at 7:30 a.m. (Central Time) on February 5, 2024. A link to the live webcast will be available at www.investor.mcdonalds.com . There will also be an archived webcast available for a limited time thereafter.
UPCOMING COMMUNICATIONS
For important news and information regarding McDonald's, including the timing of future investor conferences and earnings calls, visit the Investor Relations section of the Company's Internet home page at www.investor.mcdonalds.com . McDonald's uses this website as a primary channel for disclosing key information to its investors, some of which may contain material and previously non-public information.
ABOUT McDONALD'S
McDonald's is the world's leading global foodservice retailer with over 40,000 locations in over 100 countries. Approximately 95% of McDonald's restaurants worldwide are owned and operated by independent local business owners.
FORWARD-LOOKING STATEMENTS
This release contains certain forward-looking statements, which reflect management's expectations regarding future events and operating performance and speak only as of the date hereof. These forward-looking statements involve a number of risks and uncertainties. Factors that could cause actual results to differ materially from expectations are detailed in the Company's filings with the Securities and Exchange Commission, including the risk factors discussed in Exhibit 99.2 to the Company's Form 8-K filing on February 5, 2024 . The Company undertakes no obligation to update such forward-looking statements, except as may otherwise be required by law.
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Revenues | |||||||
Sales by Company-operated restaurants | $ 2,474.1 | $ 2,208.4 | $ 265.7 | 12 % | |||
Revenues from franchised restaurants | 3,868.6 | 3,645.0 | 223.6 | 6 | |||
Other revenues | 63.5 | 73.1 | (9.6) | (13) | |||
TOTAL REVENUES | 6,406.2 | 5,926.5 | 479.7 | 8 | |||
Operating costs and expenses | |||||||
Company-operated restaurant expenses | 2,074.7 | 1,872.3 | 202.4 | 11 | |||
Franchised restaurants-occupancy expenses | 632.7 | 588.1 | 44.6 | 8 | |||
Other restaurant expenses | 44.6 | 57.2 | (12.6) | (22) | |||
Selling, general & administrative expenses | |||||||
Depreciation and amortization | 90.5 | 91.4 | (0.9) | (1) | |||
Other | 730.9 | 720.3 | 10.6 | 1 | |||
Other operating (income) expense, net | 30.9 | 14.5 | 16.4 | n/m | |||
Total operating costs and expenses | 3,604.3 | 3,343.8 | 260.5 | 8 | |||
OPERATING INCOME | 2,801.9 | 2,582.7 | 219.2 | 8 | |||
Interest expense | 360.2 | 322.9 | 37.3 | 12 | |||
Nonoperating (income) expense, net | (73.3) | (79.1) | 5.8 | (7) | |||
Income before provision for income taxes | 2,515.0 | 2,338.9 | 176.1 | 8 | |||
Provision for income taxes | 476.0 | 435.5 | 40.5 | 9 | |||
NET INCOME | $ 2,039.0 | $ 1,903.4 | $ 135.6 | 7 % | |||
EARNINGS PER SHARE-DILUTED | $ 2.80 | $ 2.59 | $ 0.21 | 8 % | |||
Weighted average shares outstanding-diluted | 727.8 | 736.0 | (8.2) | (1) % |
n/m Not meaningful |
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Revenues | |||||||
Sales by Company-operated restaurants | $ 9,741.6 | $ 8,748.4 | $ 993.2 | 11 % | |||
Revenues from franchised restaurants | 15,436.5 | 14,105.8 | 1,330.7 | 9 | |||
Other revenues | 315.6 | 328.4 | (12.8) | (4) | |||
TOTAL REVENUES | 25,493.7 | 23,182.6 | 2,311.1 | 10 | |||
Operating costs and expenses | |||||||
Company-operated restaurant expenses | 8,224.1 | 7,380.9 | 843.2 | 11 | |||
Franchised restaurants-occupancy expenses | 2,474.6 | 2,349.7 | 124.9 | 5 | |||
Other restaurant expenses | 232.5 | 244.8 | (12.3) | (5) | |||
Selling, general & administrative expenses | |||||||
Depreciation and amortization | 381.7 | 370.4 | 11.3 | 3 | |||
Other | 2,435.2 | 2,492.2 | (57.0) | (2) | |||
Other operating (income) expense, net | 98.9 | 973.6 | (874.7) | (90) | |||
Total operating costs and expenses | 13,847.0 | 13,811.6 | 35.4 | — | |||
OPERATING INCOME | 11,646.7 | 9,371.0 | 2,275.7 | 24 | |||
Interest expense | 1,360.8 | 1,207.0 | 153.8 | 13 | |||
Nonoperating (income) expense, net | (236.3) | 338.6 | (574.9) | n/m | |||
Income before provision for income taxes | 10,522.2 | 7,825.4 | 2,696.8 | 34 | |||
Provision for income taxes | 2,053.4 | 1,648.0 | 405.4 | 25 | |||
NET INCOME | $ 8,468.8 | $ 6,177.4 | $ 2,291.4 | 37 % | |||
EARNINGS PER SHARE-DILUTED | $ 11.56 | $ 8.33 | $ 3.23 | 39 % | |||
Weighted average shares outstanding-diluted | 732.3 | 741.3 | (9.0) | (1) % |
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| December 31, |
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Current assets | ||||
Cash and equivalents | $ 4,579.3 | $ 2,583.8 | ||
Accounts and notes receivable | 2,488.0 | 2,115.0 | ||
Other current assets | 919.1 | 725.4 | ||
TOTAL CURRENT ASSETS | 7,986.4 | 5,424.2 | ||
TOTAL OTHER ASSETS | 9,738.4 | 8,672.1 | ||
LEASE RIGHT-OF-USE ASSET, NET | 13,514.4 | 12,565.7 | ||
NET PROPERTY AND EQUIPMENT | 24,907.6 | 23,773.6 | ||
TOTAL ASSETS | $ 56,146.8 | $ 50,435.6 | ||
TOTAL CURRENT LIABILITIES | $ 6,859.0 | $ 3,802.1 | ||
Long-term debt | 37,152.9 | 35,903.5 | ||
Long-term lease liability | 13,057.7 | 12,134.4 | ||
Other long-term liabilities | 2,103.0 | 2,601.5 | ||
Deferred income taxes | 1,680.9 | 1,997.5 | ||
TOTAL SHAREHOLDERS' EQUITY (DEFICIT) | (4,706.7) | (6,003.4) | ||
TOTAL LIABILITIES AND SHAREHOLDERS' EQUITY (DEFICIT) | $ 56,146.8 | $ 50,435.6 |
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| Years ended December 31, |
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Operating activities | |||
Net income | $ 8,468.8 | $ 6,177.4 | |
Changes in working capital items | (108.0) | (644.6) | |
Other | 1,251.1 | 1,853.9 | |
CASH PROVIDED BY OPERATIONS | 9,611.9 | 7,386.7 | |
Investing activities | |||
Capital expenditures | (2,357.4) | (1,899.2) | |
Sales and purchases of restaurant and other businesses and property sales | (151.0) | (322.2) | |
Other | (676.1) | (456.7) | |
CASH USED FOR INVESTING ACTIVITIES | (3,184.5) | (2,678.1) | |
Financing activities | |||
Net short-term borrowings and long-term financing issuances and payments | 2,992.8 | 1,197.6 | |
Treasury stock purchases | (3,054.3) | (3,896.0) | |
Common stock dividends | (4,532.8) | (4,168.2) | |
Proceeds from stock option exercises and other | 220.2 | 286.4 | |
CASH USED FOR FINANCING ACTIVITIES | (4,374.1) | (6,580.2) | |
EFFECT OF EXCHANGE RATES ON CASH AND EQUIVALENTS | (57.8) | (253.8) | |
CASH AND EQUIVALENTS INCREASE (DECREASE) | 1,995.5 | (2,125.4) | |
Cash and equivalents at beginning of year | 2,583.8 | 4,709.2 | |
CASH AND EQUIVALENTS AT END OF YEAR | $ 4,579.3 | $ 2,583.8 | |
Supplemental cash flow disclosures | |||
Cash provided by operations | $ 9,611.9 | $ 7,386.7 | |
Less: Capital expenditures | (2,357.4) | (1,899.2) | |
FREE CASH FLOW | $ 7,254.5 | $ 5,487.5 |
SOURCE McDonald's Corporation
For further information: Investors: Mike Cieplak, [email protected]; or Media: Lauren Altmin, [email protected]
McDonald’s has been one of the leading food chains for many years in terms of the quick-service segment. They are a company with a broad understanding of the needs of its customers.
Today, McDonald’s is the industry’s leader not only in sales volumes but also in profit rates and market valuation. But how did they manage to gain such a strong position? The answer lies in its well-thought-out strategic marketing moves as well as other internal factors.
That’s why in this case study, we’ll dig deeper into McDonald’s Marketing Strategy in India and globally from a marketing perspective by going through its marketing strategies, marketing mix, marketing campaigns, and SWOT analysis.
So let us start by first learning more about the business model and brand history of McDonald’s.
McDonald’s Corporation, or simply McDonald’s, is the world’s largest chain of fast-food restaurants, serving around 69 million customers per day. Headquartered in the United States, the company began in 1940 as a restaurant operated by Richard and Maurice McDonald.
In 1948, they reorganized their business as a hamburger stand but later in 1955, businessman Ray Kroc joined the company as a franchise agent who subsequently purchased the chain from the McDonald brothers and oversaw its worldwide growth.
The mission of the company is, “To create delicious feel-good moments for everyone” .
McDonald’s offers its customers a wide variety of its menu items, along with drinks and other merchandise. It is known for its employee satisfaction, innovation, and commitment to quality.
The business model of McDonald’s is intensive, but in short, it is a franchise-based model. It shares the rights of the business with its franchise partners who later operate McDonald’s in select regions.
In India, McDonald’s is run by two companies, Hardcastle Restaurants Pvt. Ltd (controls South & West India) and Connaught Plaza Restaurants Private Limited (controls North & East India). It first entered India back in 1996.
Now that we know about McDonald’s Corporation and McDonald’s India. Let us now go through the company in greater detail by going through its marketing mix.
Here’s everything that was buzzing around McDonalds recently:
Sounds like McDonald’s was quite the talk of the town all this year and rightfully so. Let’s now move on and discuss the buyer persona of McDonalds.
A buyer persona generally refers to the detailed information of an ideal customer of a company. When it comes to Mcdonald’s, people from all countries, ages, and genders enjoy their juicy burgers and fries. Hence, we have focused on the attributes of an ideal buyer at Mcdonald’s.
Profession:
Graphic Designer
Marketing mix of mcdonald’s.
A marketing mix is a model that an organization uses to advance its interest in its image or product. The main components of this model are the 4Ps: Product, Price, Place and Promotion. So let us look at McDonald’s marketing mix strategy in the coming section.
We have written a separate blog taking a deeper dive into the marketing mix of McDonald’s if you wish to learn more.
Being a fast-food company, it primarily sells burgers, french fries, breakfast items, soft drinks, milkshakes and desserts.
McDonald’s menus are known around the globe, although there are geographic variations to suit the local preferences & tastes of customers. The company continuously improves its products and services based on the changing needs and tastes of consumers.
The core value of what McDonald’s offers has always been fast service which is a huge value addition. Nowhere else can you get such a range of items at even lower prices with such efficiency, convenience and customer service.
The pricing strategy of McDonald’s has always been to offer food at low prices. This is what has allowed the restaurant to be successful for many years.
This also has primarily helped McDonald’s build its reputation as one of the top fast-food brands in the world. However, with the costs of living continuing to rise, McDonald’s has begun offering combos and specials in an effort to entice customers and churn out profits through economies of scale.
In India, the brand came up with a punchy line – “Aap Ke Zamane Mein, Baap Ke Zamane Ke Daam” . This was done back in 2008 to attract lower and middle-class customers to experience the offerings of McDonald’s India and it worked out very well.
McDonald’s is one of the world’s leading quick-service restaurants (QSR) with over 38,000 restaurants in 100+ countries. It recently opened nearly 1,000 new restaurants globally & also modernized another 900 restaurants in the US.
It has opened different restaurant formats as well as drive-ins, online ordering, and tying with food delivery partners . These new formats allow the customers to get the desired food at a particular time and place which also helps them to have a better experience overall.
The stores themselves are clean unlike others as they always keep their outdoor seating space sanitized while having indoor seating areas for an elegant ambience.
McDonald’s uses a lot of promotional techniques as promotional activities help build brand loyalty and interest. It gives people who may not normally go to McDonald’s a reason to go there.
Just like any other company, McDonald’s also sponsors various promotion campaigns to push their brand. Promotions help in creating a sense of community and association between the company and its customers.
Now that we know about McDonald’s offerings and its promotional tactics, let us now go through the core marketing elements of its marketing strategy in the coming section.
With an innovative approach to marketing and consumption patterns through value-added menu improvements, McDonald’s aims to significantly improve market share in key markets through continually improving customer satisfaction and attracting new customers through cost savings, operational efficiencies and improving brand awareness.
So let us look at some of the marketing strategies implemented by McDonald’s over the past years .
McDonald’s has made such a franchise model that many companies even today replicate this model in their operations.
Why did their model work? Two main factors contributed to the success of the Model: First, McDonald’s made a huge investment to ensure that the quality of services it provided was consistent across all its franchise outlets. The company invested in acquiring its products from local regions and crafted menus that catered to individual regions’ palettes.
The above two factors have worked wonders for McDonald’s and paved the way to enter and expand its reach globally.
Being a fast-food restaurant, MC Donaldss decided to cater to all ages. Since then McDonald’s has scouted ways to market its offering for all age groups of a family.
Mcdonald’s came up with options like Happy Meal to target children and also offered its meals in bigger packages and different portion sizes to ensure that hunger be it small or large can be satisfied at Mcdonald’s.
“I’m Lovin’ It… Para Pap Pap Paa” is a very well-known jingle that has been used by McDonald’s for a very long time now.
This jingle highlights the positive experience one can have while dining at McDonald’s. The jingle is memorable because it speaks about how happy consumers are during their meals there, and how helpful and friendly the employees are.
What is the best McDonald’s brand mascot? A funny clown character that McDonald’s can successfully market to both children and adults. The brand mascot strategy was first implemented by McDonald’s in 1963 and since then this mascot has become an integral part of the company’s legacy.
McDonald’s has a long history of collaboration with various companies and artists. The motive behind these collaborations is to maintain its brand reinforcement in the minds of its customers. This goes beyond simply creating advertising campaigns that promote the value of its products.
It very recently collaborated with BTS – the very popular South Korean Music band where it introduced a special McDonald’s meal called the BTS Meal. Likewise, it has collaborated with artists like Travis Scott, and J Balvin as well as Companies like Coca-Cola .
By adopting digital marketing practices, McDonald’s has been able to increase its brand awareness and create demand for its offerings. The information promoted is similar to the ones used in traditional marketing platforms such as TV, billboards, newspapers, etc., however, the execution of the same content differs.
By encouraging its customers to click pictures of their meals and post them on various social media platforms. This growing food photography trend has helped McDonald’s to lure new customers, in fact, between the period of September 2018 and February 2019, there were 4.9 million McDonald’s logos posted on Twitter globally.
The company also adopted SEO practices, where it found that its “organic” practices perform better than “sponsored” promotions. As per Simplilearn, in December 2019, McDonald’s received 90.7% of the search traffic through organic searches by their customers, while the remainder was received through sponsored activities.
McDonald’s has increased its engagement with its customers by interacting with them on social media platforms like Facebook and Instagram. Also communication of various offers and discounts through social media have also been a factor contributing to the increase in customer traffic on its website and App.
By incorporating digital elements in McDonald’s marketing strategy, the company has been able to maximise its reach.
Are you interested in learning digital marketing strategies that can help your business grow, then I recommend you check this blog on “ IIDE’s PG in Digital Marketing ROI ” so that you can understand how investing in a PG course can help you reap benefits for your business in the long run.
A marketing campaign can have many goals, but at the core, they are all about getting more customers. An effective and well-timed campaign will create a demand which then supports the product or service.
When it comes to McDonald’s, it has a very strong strategy in place. Right from showcasing its delicious burgers along with bringing out the positive “McDonald’s vibe” to ending the commercials with slogans like, “I’m Lovin’ It… Para Pap Pap Paa” .
So let us look at some of the popular campaigns of McDonald’s.
Mcdonald’s India introduced the new Kartik Aaryan Meal including burger, fries, and a pizza puff with a different packaging than unusual. The meal also features a QR Code, which upon scanning, fans can take a selfie with him virtually.
Another Campaign launched by McDonald’s India was “We Get It” revolving around the craziness of life and how McD continues to make you feel special and give the best experience through that.
McDonald’s India came up with this campaign to highlight its beverage range, McCafe and how they are there for all the good, bad and neutral moments of life.
This campaign was released back in 2017, showcasing all the minute elements of life through a catchy theme song.
McDonald’s India came up with this campaign to highlight how meals bring families together.
This campaign which was launched recently showcases some relatable moments people share with families while having a McDonald’s meal.
McDonald’s released a series of advertising commercials showcasing how so many things have changed since the pandemic . The basic idea behind the campaign was to highlight how life has changed but McDonald’s is still there, offering the same positive experience with extra hygiene and safety measures.
McDonald’s introduced an exciting campaign #MatchedByYou. It shows a love triangle between burgers, fries, and cola. This campaign showcased the offering of food combos for a price as low as ₹45.
After reading the McDonald’s Marketing Strategy, I suggest that you take a deeper look into the SWOT Analysis of Mcdonald’s .
Like fast fashion, fast food outlets are also trying to get a share of the monopoly that McDonald’s once enjoyed. Here are a few top competitors of McDonald’s in India as well as internationally:
We looked at the campaigns that brought the essence of McDonald’s to everyone’s screen but now let’s look at some of the failed campaigns that didn’t hit a chord with the audience.
In the late 2010s, McDonald’s introduced a hashtag on Twitter – #McDStories & that encouraged their fans to share their stories revolving around the Happy Meal.
What the brand expected was stories that would inspire people to get together with their friends and family to enjoy a Happy Meal.
Instead, Twitter users started using this hashtag sarcastically and shared their negative experiences with McDonald’s.
Here’s one of the tweets using #McDStories:
In 2023, McDonald’s released a commercial ad where a customer was wooing a female staff member. The ad didn’t go well without the viewers and faced a lot of backlash.
Ans: McDonald’s marketing strategy adopts an emotional approach by marketing Ads that evoke emotions, such as togetherness, joy, and laughter among its target audience. The only aim in evoking such emotions is to show that this brand can deliver an enjoyable experience and make their moments cherishable.
Ans: McDonald’s has heavily focused on its pricing strategy by keeping its price as low as possible with the aim to deliver happiness in the lowest possible price.
Ans: McDonald’s marketing strategies in India adopt 5ps: product, price, place, promotion and people. The primary aim of all these 5 Ps is to deliver value to its products and build a relationship over the long run.
Ans: McDonald’s has been working on creating a strong brand through its marketing efforts involving traditional and digital marketing channels. Such consistent communication has helped the community to build a strong relationship with their customers contributing to the success of their marketing efforts.
Ans: McDonald’s caters to everyone, be it children, elders, working professionals, etc. They have curated meals that can cater to both small and large hunger, making their products a go to meal for their audience.
McDonald’s is one of the world’s most recognized fast-food restaurants. With annual revenues in excess of $19 billion, it is no doubt that McDonald’s has a major influence on society in terms of food choices.
Its reach extends far beyond the borders of its home country and geographically encompasses many nations around the globe. With a strong presence on both offline and online marketing, and cruise control over production and distribution, McDonald’s looks very well placed to take up industry-changing challenges.
Want to learn how you can create such compelling strategies? Head onto our Online Digital Marketing Courses where you will be trained in such aspects.
Let us know your thoughts on this case study in the comment section down below. Thank you for reading, and if you liked our then do share this in your circle.
Liked our work? Interested in learning further? Do check our website for more. Also, if you’re interested in Digital Marketing, you can check out our Free Digital Marketing Masterclass by Karan Shah.
Until then, see you next time!
Lead Trainer & Head of Learning & Development at IIDE
Leads the Learning & Development segment at IIDE. He is a Content Marketing Expert and has trained 6000+ students and working professionals on various topics of Digital Marketing. He has been a guest speaker at prominent colleges in India including IIMs...... [Read full bio]
This is a concise and well written case study of Mc Donald’s. It will be useful for Management students .
One of the best detailed report i have read. Great work, great research.
Very well written blog on mcdonalds marketing strategy which makes us understand how McDonald’s is growing instead of so much competition
McDonald’s leverages nostalgia and innovation, captivating diverse consumer demographics effectively.
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McDonald's is the leading global foodservice player by sales. The company has strong brand recognition globally, with its largest presence in limited-service burger and a smaller presence in cafés. McDonald's continues to innovate through strong delivery and pick-up programmes and a digitally focused loyalty programme. In recent years McDonald's has refocused its growth plan on outlet openings and core menu items of burgers and chicken, along with the expansion of its coffee business.
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Euromonitor International's report on McDonald's Corp delivers a detailed strategic analysis of the company's business, examining its performance in the Consumer Foodservice market and the global economy. Company and market share data provide a detailed look at the financial position of McDonald's Corp, while in-depth qualitative analysis will help you understand the brand strategy and growth prospects of McDonald's Corp.
Euromonitor International's company profile reports are written by our Consumer Foodservice research team, a dedicated group of analysts that knows the industry inside and out. Buy this report to inform your planning, strategy, marketing, sales and competitor intelligence functions.
Top companies at a glance, mcdonald’s global footprint, mcdonald's geographic segmentation and franchising, company overview, growth decomposition, exposure to growth, growth catalysts and mcdonald’s overall strategy (1/2), growth catalysts and mcdonald’s overall strategy (2/2), r elative performance, key categories and markets, limited-service sales by region, new launch in the limited-service space, cafés/bars sales by region, projected cafés/bars sales, executive summary, projected company sales: faqs (1/2), projected company sales: faqs (2/2), consumer foodservice.
Consumer foodservice is composed of cafés/bars, full-service restaurants, limited-service restaurants, self-service cafeterias and street stalls/kiosks.
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McDonald’s marketing strategy is based on the following principles:
1. Think globally, act locally . McDonald’s is a truly global company with 40,031 restaurants in in119 countries. [1] The fast food chain is famous for standardisation of a wide range of business processes. Specifically, the company attempts to adjust its menu, as well as, restaurants settings to the tastes and preferences of local consumers. For example, it serves McSpaghetti in Philippines, Chicken Parm in Australia, Cookie and Cream Pie in Malaysia, Gracoro Burger in Japan and the list goes on.
2. Extensive focus on print and media advertising. The fast food giant focuses on print and media adverting component of marketing mix to a greater extent compared to other components. Specifically, McDonald’s advertising costs totalled USD 82.9 million, USD 329.2 million and USD 81.5 million for 2021, 2020 and 2019 respectively. [2] The marketing message attempts to associate the brand with enjoying tasty food and sharing goods moments with loved ones.
3. Targeting the widest range of customer segment . McDonald’s segmentation, targeting and positioning strategy attempts to appeal to the needs and preferences to the wide range of customers in terms of geographic location, demographic, behavioural, as well as, psychographic traits.
4. Cost leadership strategy . Within the framework of marketing communication mix (also known as 7Ps of marketing) McDonald’s prioritizes price over other elements. In fact, enjoying tasty food served in short duration of time is fast food chain’s unique selling proposition. The tasty food served by the company is often not a healthy one, but this is a separate issue impacting the brand.
McDonald’s Corporation Report contains the above analysis of McDonald’s marketing strategy. The report illustrates the application of the major analytical strategic frameworks in business studies such as SWOT, PESTEL, Porter’s Five Forces, Value Chain analysis, Ansoff Matrix and McKinsey 7S Model on McDonald’s . Moreover, the report contains analyses of McDonald’s leadership, organizational structure and organizational culture. The report also comprises discussions of McDonald’s business strategy, ecosystem and addresses issues of corporate social responsibility.
[1] Annual Report (2021) McDonald’s Corporation
[2] Annual Report (2021) McDonald’s Corporation
Background: Civis began a data technology partnership with McDonald’s North America Marketing and Data Science teams in late 2017, and — after a year and a half of keeping our heads down — we jointly presented some of our key learnings recently at Advertising Week in New York.
David Galinsky, McDonald’s Director of Customer Data Science, and Emma Higgins, McDonald’s Media Sciences Manager, both represented McDonald’s, and I asked them questions about their experience, what we all learned, and what they’ve been able to return for the business. In case you want to nerd out, the full video of our conversation is here , and the short-cut video is here . We encourage it.
So what do we do together? Civis empowers the McDonald’s team with the Civis platform, a cloud-hosted data science stack for customer data science teams, but David and Emma’s teams produced the insights & implementation. The content below outlines our collective key steps in our journey, and lessons for other businesses. McDonald’s is a $100B+ business in the midst of a digital transformation. In response to growing competition and changing consumer needs, McDonald’s has created a new (and now very popular) mobile application , and it’s redesigning many of its stores from the ground-up with digital kiosks. These new digital technologies are now creating a huge amount of rich customer data.
The question for McDonald’s, and every other business in a similar digital transformation, is how should marketers use these new data sources to improve marketing results?
In our Advertising Week conversation, David and Emma described how McDonald’s marketing operation has transformed itself from a traditional market-research led organization into an innovative digital first-party data & data science led organization. Today, McDonald’s leverages it’s 360-degree customer database to design, launch, and measure highly personalized campaigns that drive measurably stronger same-store sales. In a recent market experiment, for example, they found that a personalized marketing campaign’s impact on same-store-sales was 3–5x higher than a traditional marketing campaign’s impact. Those are big numbers.
Below, I’ve done my best to list the six lessons that David and Emma provided in our Advertising Week conversation. Again, dig into the video for the complete story, but these are the toplines:
1. As always, start with the data. Build a light-weight ‘single source of customer truth’ database in the cloud.
The first step is straightforward. The McDonald’s team first consolidated customer data from every relevant silo: in-store data, market research data, location data, their mobile application transaction data, and other sources, into a single database housed in the Civis Platform. Doing this in the cloud improved speed and let the IT team stay focused on core, production tech.
The next step is less straightforward: the McDonald’s team carefully and diligently created a single ‘customer ID,’ onto which they could show a person’s complete interaction with each part of McDonald’s — from market impression to purchase. Instead of data silos, they had a 360-degree view of each customer. This database allows McDonald’s to answer basic questions (who’s buying what?) and more complex cause-and-effect questions (who bought what after a new campaign?). It’s the fundamental anchor of the digital customer business.
2. Set the rules of success. Measure the impact of marketing activity against purchase behavior and deemphasize traditional marketing activity (e.g. ‘impressions’) metrics.
Once you have all of this data in one place, there’s an opportunity to move away from “impressions” and other vanity metrics that don’t accurately measure business value. We agreed early on that our KPIs would correlate with sales and in-store visits, something that was now possible with actual customer data. With the ability to conduct additional research nationally and among McDonald’s customers, we’ll also be able to measure changes in brand perception and attitudes.
3. Empower the marketing implementers with the data. Build web-based tools to empower the marketing & agency teams to cut their own lists based on first-party data. This replaces email back and forth and sleepless nights for the over-stretched data science teams.
McDonald’s wanted to target campaigns based on customers’ past purchases. The data science team had the ability to query the raw purchase data, but it created a bottleneck between who could generate lists and who was actually using them. David and Civis built a simple ‘list-cutting’ application in the Civis platform that enables marketers to pull lists directly from the customer database based on past purchases, and send that directly to their digital partners for activation. Below is an example of what they see (not real data).
This is what the McDonald’s list-cutting app looks like.
4. Dashboards > PowerPoint. Build & deploy dashboards for leadership on key customer metrics and marketing performance that they can read on their phones. Down with slide decks!
It’s crucial to make this information accessible for leadership so that everyone feels comfortable relying on this single source of truth. Data scientists like David can produce Tableau reports through Platform for leadership to view. In fact, the President of McDonald’s US looks at Tableau reports like this on his phone (note: this is dummy data, not real data).
The President of McDonald’s US looks at Tableau reports like this one.
5. Test, learn, and scale as a team. Data science, marketing, and McDonald’s agencies should collectively design experiments to test personalization and scale the results at an enterprise level.
As mentioned above, McDonald’s tested a more personalized media experience based on first-party data-driven product segments. David and Emma set up a control group, who received a rotation of the usual McDonald’s media, and piloted a test where groups of customers received ads more tailored to their product preferences (“chicken people” see chicken ads, etc.). They saw a 3–5x increase in same-store sales among those who received targeted advertisements based on these new product segments. Better sales and customers receiving media that they like is a win-win.
6. Build support with advocates from day one, and drive institutional momentum with results.
One of the top takeaways from our conversation is the importance of having buy-in from cross-functional stakeholders right off the bat. McDonald’s’ “Measurement of the Future” team includes Marketing, Finance and IT, so data can serve as the guiding principle — and these stakeholders as the evangelists — across the organization. Everyone is using the same data, tools and building predictive models, which speeds up adoption and keeps momentum moving.
Interested in discussing the type of work we did with McDonald’s? Reach out: https://www.civisanalytics.com/get-in-touch/
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Mcdonald's consumer profile, mcdonald's advertising strategy , promotion for broadcast, billboard ads, outdoor ambient marketing, mcdonald's digital marketing strategy, become a digital marketer in 2022, mcdonald's marketing strategy - a case study.
In 1940, California was where the first McDonald's opened. It became well-known quickly for its tasty hamburgers and friendly service. Eight years later, it was one of the first places to switch from traditional table service to fast food. It added new kinds of burgers and milkshakes to its menu. The success of the development led the company to sign its first franchise agreement in 1952, which led to rapid growth worldwide. The company runs about 40,031 restaurants worldwide, and sales in other countries brought in about $21.076 billion in 2019.
McDonald's marketing strategy has helped the company achieve the success it commands today. From the start of its growth, the company wanted to build strong brand recognition and market penetration to help promote its growing franchise business. As the company's number of customers grew, they did more research on demographics to help them target easily. McDonald's marketing strategy includes investing in online and offline marketing methods that spread its clear, brand-centered messages to a large audience and using other channels like its dedicated mobile app to reach and keep loyal customers.
McDonald's has a wide range of customers because it uses mass marketing and has low prices at fast-food restaurants. Most of the chain's customers are between 35 and 54. Buyers, both men and women, often have low to average incomes. They are known as brand-loyal casual diners who spend an average of $7.79 each time they eat.
Many of these customers are parents of young children who like that the brand's atmosphere and food are good for families. This market group was first targeted in 1979 when Happy Meal, a set of children's meals with a free-themed toy, was introduced.
McDonald's website wants to create a "pleasant, entertaining environment for everyone to enjoy." This shows how many different kinds of people it wants to attract. The brand does primary market research to determine how to market itself and make sure it fits the demographics of the people it wants to reach. McDonald's uses surveys and questionnaires in stores, on social media, and through its mobile app to find out how happy customers are with the food, service, delivery, and other things. McDonald's Community and other digital channels are always being watched to keep track of what customers say and do.
McDonald's spends a lot of money on billboards and TV ads. In 2018, the company spent nearly $1.5 billion on advertising in the US alone. Outdoor, TV, and radio ads aren't likely to reach many people, so digital marketing strategies are used to send consistent information to people who aren't likely to see or hear the ads.
McDonald's marketing strategy uses TV and radio to get the word out about its brand and promote new menu items, meal discounts, and charitable work. Its broadcast channels and times are chosen so that most people will watch or listen. In November 2018, when the NFL season was at its peak popularity, McDonald's is expected to have spent $52.9 million on TV ads in the United States. This shows the importance of the fast-food chain getting the most prominent broadcast ad positions.
McDonald's has a lot of traditional billboard ads, which have the same marketing goals and content as its TV ads. With billboards that range from static to digitally interactive and are placed in high-visibility, high-traffic areas, the company tries to keep its target demographic and other connected consumer groups thinking positively about its brand.
This is a great example of how multiple ways to promote the same goals can make the campaign more successful compared to campaigns that only use one method.
McDonald's also does creative and interesting outdoor ambient marketing. Ambient advertising is when promotional materials are put in places or on things that are very unusual or unexpected or that aren't usually used for advertising. McDonald's is using this type of guerrilla marketing to make more of an impact on customers. McDonald's campaign shows this for its "Massive McMuffin Breakfast." During the whole year of 2010, the company put up big paper takeout bags with the name of its new breakfast item on major streets in New Zealand. The unexpected and hard-to-miss image got a lot of attention from people walking by, as shown by the many photos of the scene people took and shared on social media. This helped promote the McMuffin breakfast.
The brand's street markings at pedestrian road crossings are another example. They are meant to look like fries sticking out of a McDonald's-branded package of fries.
Online advertising helps the brand reach its goals of building brand awareness and creating demand. The information used online is similar to what you might see in a McDonald's TV ad or on a billboard. However, both the language and the graphics are made to work best on the social media platforms used, such as Twitter, Facebook, and Instagram. By asking customers to post pictures of their meals online, McDonald's takes advantage of the growing food photography trend. In fact, between September 2018 and February 2019, 4,9 million logos of McDonald's were posted on Twitter around the world. This made McDonald's the second most pictured brand.
The company also works on search engine optimization (SEO), but its "organic" SEO method does better than "sponsored" promotion. As of December 2019, 90.7% of the search traffic to mcdonalds.com came from natural search results, while 9.3% came from sponsored keywords.
McDonald's marketing strategy in the digital medium includes customer interactions through social media like Facebook and Instagram. The customers interact with the brand and with each other on social media. Also, the company offers various discounts and coupons through their social media pages and the company app. McDonald's was one of the few companies that performed well during the 2000s recession. The reason for the success was that the company communicated its strategy to the consumers.
McDonald's digital marketing strategy allowed the company to fight back rumours circulating on social media in 2018. The company got a Long Term Excellence Award from the Marketing Society. The company responded directly to the allegations that it faced and was able to get its message out in the open.
McDonald's marketing strategy across the various offline and online methods has allowed the company to maintain its leadership position in the fast-food business. The target audience is families that allow most of the population to feel comfortable at the restaurant. McDonald's marketing strategy across the digital channels helps the company communicate clearly and directly.
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Solid insurance business aid berkshire (brk.b), cat loss ail, lilly (lly) new products hold key to sales growth in 2024, pepsico's (pep) business investments to bolster performance.
Friday, June 14, 2024 The Zacks Research Daily presents the best research output of our analyst team. Today's Research Daily features new research reports on 16 major stocks, including Berkshire Hathaway Inc. (BRK.B), Eli Lilly and Co. (LLY) and PepsiCo, Inc. (PEP), as well as two micro-cap stocks Hovnanian Enterprises, Inc. (HOV) and IDT Corporation (IDT). The Zacks microcap research is unique as our research content on these small and under-the-radar companies is the only research of its type in the country. These research reports have been hand-picked from the roughly 70 reports published by our analyst team today. You can see all of today’s research reports here >>> Berkshire Hathaway’s shares were in line with the Zacks Insurance - Property and Casualty industry over the year-to-date period (+13.8% vs. +13.8%). The company is one of the largest property and casualty insurance companies with numerous diverse business activities. A strong cash position supports earnings-accretive bolt-on buyouts and is indicative of its financial flexibility. Continued insurance business growth fuels increase in float, drive earnings and generates maximum return on equity. The non-insurance businesses have also been doing well in the last few years. The addition of Pilot Travel Centers (PTC) has strengthened its energy business. A sturdy capital level provides further impetus. However, exposure to cat loss induces earnings volatility and also affects the underwriting results. Huge capital expenditure remains a headwind. With the demise of Charles Munger, uncertainty looms over the company's performance. (You can read the full research report on Berkshire Hathaway here >>> ) Shares of Eli Lilly have outperformed the Zacks Large Cap Pharmaceuticals industry over the year-to-date period (+52.0% vs. +21.8%). The company boasts a solid portfolio of core drugs for diabetes, autoimmune diseases and cancer. Its revenue growth is being driven by higher demand for drugs like Mounjaro, Verzenio, Jardiance, Taltz and others. Eli Lilly’s new tirzepatide medicines, diabetes drug Mounjaro and obesity medicine, Zepbound, are seeing exceptionally strong demand trends. Lilly has also launched some other new products like Omvoh and Jaypirca. Mounjaro, Zepbound and other new products are expected to drive Lilly’s top line in 2024. Lilly is also making rapid pipeline progress in areas like obesity, diabetes and Alzheimer’s. However, generic competition for some drugs, rising pricing pressure and challenges in meeting strong demand for incretin products like Zepbound and Mounjaro are some top-line headwinds. (You can read the full research report on Eli Lilly here >>> ) PepsiCo’s shares have underperformed the Zacks Beverages - Soft drinks industry over the year-to-date period (-2.4% vs. +2.2%). The company witnessed soft sales trends in the QFNA segment due to recent product recalls. Adverse currency rates also remain headwinds. Nevertheless, PepsiCo has been benefiting from strength and resilience in core categories, diversified portfolio, modernized supply chain, improved digital capabilities, flexible go-to-market distribution systems and robust consumer demand trends. Additionally, PEP’s international business continues to hallmark its overall performance, delivering significant volume and organic revenue growth in the first quarter. These factors along with robust pricing aided PepsiCo’s earnings and organic revenues first-quarter 2024. The company’s productivity and cost-management initiatives bode well. (You can read the full research report on PepsiCo here >>> ) Shares of Hovnanian have outperformed the Zacks Building Products - Home Builders industry over the past year (+54.5% vs. +34.2%). This microcap company with market capitalization of $920.57 million has substantially improved its financial health, reducing debt from $2.5 billion to under $1 billion as of the second quarter of fiscal 2024. Its aggressive growth in controlled lots, which rose 29% year over year to 36,841 at the end of the second quarter of fiscal 2024, and a planned community count increase of 5-10% by year-end will support revenue growth. The company targets niche markets like active adults and innovates in-home designs, ensuring solid sales potential. However, Hovnanian faces legal risks from litigation and regulatory challenges, especially in environmental issues. The competitive homebuilding market threatens market share and profitability, exacerbated by the dependency on volatile housing market conditions. A declining contract backlog could affect the company’s profitability and growth. (You can read the full research report on Hovnanian here >>> ) IDT’s shares have outperformed the Zacks Diversified Communication Services industry over the past year (+38.6% vs. -9.4%). This microcap company with market capitalization of $929.95 million is innovating its B2B2X financial services and leveraging digital payments, enhancing operational efficiency with a notable rise in NRS EBITDA margin from 1% to 20%. DT's NRS segment reported $82 million in recurring revenues with a 30% year-over-year increase, driven by a suite of merchant services. The POS network grew 28% to 28,700 terminals, tapping into a TAM of 200,000 retailers. BOSS Money's remittance service saw a 42% revenue uptick, boosting the fintech space. Challenges include regulatory risks in fintech, reliance on volatile segments like Traditional Communications for cash flow, and intense competition in POS and remittance markets. Macroeconomic factors and one-time costs may impact profitability. Despite growth, concerns about expense management and the unpredictability of new investments could affect investor sentiment. (You can read the full research report on IDT here >>> ) Other noteworthy reports we are featuring today include Broadcom Inc. (AVGO), McDonald's Corp. (MCD) and Amphenol Corp. (APH). Mark Vickery Senior Editor Note: Sheraz Mian heads the Zacks Equity Research department and is a well-regarded expert of aggregate earnings. He is frequently quoted in the print and electronic media and publishes the weekly Earnings Trends and Earnings Preview reports. If you want an email notification each time Sheraz publishes a new article, please click here>>>
Strong demand for networking products aids broadcom (avgo).
Per the Zacks analyst, Broadcom is riding on robust demand for networking solutions. Strong adoption of AI accelerators among hyperscalers is driving top-line growth.
Per the Zacks analyst, McDonald's is likely to benefit from the loyalty program, menu innovation and Accelerating the Arches strategy. However, commodity and wage inflation pose concerns.
Per the Zacks analyst, GE HealthCare's (GEHC) topline is likely to driven by rising demand for its products as it cater to growing markets. However, choppy macro environment to weigh on the stock.
Per the Zacks analyst Devon's strong production from its high margins assets and efficient cost management will drive performance over the long run.
Per the Zacks Analyst, Essex Property is likely to benefit from the healthy demand for residential units amid high home ownership costs, though new deliveries and high interest rates are woes.
Per the Zacks analyst, Genpact has growth potential in Artificial Intelligence with a strong product portfolio and benefits from acquisitions. A competitive talent market remains a concern.
Per the Zacks analyst, Silgan is gaining from disciplined capital allocation model and strong operational performance. However, lower volumes will continue to hurt its top-line performance.
End-market strength & diversification aids amphenol (aph).
Per the Zacks analyst, Amphenol benefits from commercial air, military, industrial and automotive end-market demand. Diversified business model also lowers volatility of individual geographies.
Per the Zacks analyst, EMCOR is benefiting from increased project flows from high-tech manufacturing and network and communications market sectors. Also, focus on acquisitions bode well.
Per the Zacks analyst, decent loan demand, high rates and focus on fee income will keep on aiding BankUnited's revenues. Solid balance sheet and liquidity positions will support capital distributions.
Macro headwinds and cautious customer spending to dent flex.
Per the Zacks analyst, Flex's performance is likely to be impacted by macro headwinds across multiple end markets coupled with cautious customer spending behaviour and rising global tax rates.
Per the Zacks analyst, Medifast is battling customer acquisition challenges due to the rising popularity of weight loss medications. Consequently, the company expects soft revenues in second quarter.
Per the Zacks analyst, Sunoco's (SUN) high debt-to-capital ratio, surpassing industry peers for the last five years, and consumer shifts to alternative fuels over climate concerns may impact profits.
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Home value growth eases along with competition – price relief may be on the horizon.
The Housing Market Eased off the Accelerator in April as Mortgage Rates Spiked (April 2024 Market Report)
Home value growth and days on market slowed in April, while price cuts jumped
Renters Need to Make $80,000 to Comfortably Afford the Typical U.S. Rental (April 2024 Rental Market Report)
The Expensive Get More Expensive: Home Value Growth Tops in Highest-Price Markets (March 2024 Market Report)
Monthly appreciation spikes in expensive West Coast metros with meager options, stays cooler in areas where inventory has returned.
The Rental Market’s National Stability Hides Local Eccentricities (March 2024 Rental Market Report)
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New listings rise 21% annually as homeowners join a competitive market
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Home shopping early may pay off as price cuts abound (January 2024 Market Report)
Expensive, coastal and Western markets are already heating up as spring season approaches
The Money blog brings you personal finance and consumer news, plus all the latest on the economy. Let us know your thoughts on any of the stories we're covering in the comments box below.
Friday 21 June 2024 07:07, UK
Three popular sunscreen products have failed an annual safety test by Which?.
Asda Protect Moisturising Sun Lotion SPF30 High, Calypso Press & Protect Sun Lotion SPF30 and Bondi Sands SPF 50+ Fragrance Free Face Sunscreen Lotion all failed the consumer champion's tests to assess their SPF and UVA protection.
Asda said it did not recognise the results, while Calypso said its product passed EU standards and regulations in independent testing.
Which? said the Calypso's Press & Protect lotion "barely mustered" two-thirds of its claimed SPF30 across the two tests.
Asda's Protect Moisturising lotion failed both rounds of testing, it added.
Bondi Sands SPF50+ "did not come close" to the claimed SPF and did not reach the minimum required UVA protection.
Asda said: "We recently had our Asda Protect Moisturising Sun Lotion SPF 30 High re-tested by a leading external provider using internationally recognised testing methods.
"These test results confirmed that this product has a sun protection factor of 31.5, and therefore we do not recognise the test results Which? has published.
"When Which? reviewed this same product in 2022, they awarded it 'Great Value' at that time and it passed their SPF test."
Calypso Sun said: "All products are carefully and independently tested and have passed EU standards and regulations."
Bondi Sands did not respond to a Which? request for comment.
It can be hard to balance the demands of eating well without spending a lot.
In this series, we try to find the healthiest options in the supermarket for the best value - and have enlisted the help of Sunna Van Kampen , founder of Tonic Health, who went viral on social media for reviewing food in the search of healthier choices.
In this series we don't try to find the outright healthiest option, but help you get better nutritional value for as little money as possible.
This time, we're looking at whether frozen fruit and vegetables, often a lot cheaper and more convenient, are just as good for you as fresh.
Frozen products often get bad press, but is that fair?
Sunna argues they can be better for you nutritionally than fresh - and that's good news for your wallet.
Fresh produce challenges
Before we get to why frozen fruit and veg is so great, let's look at some of the downsides of fresh produce.
"Fresh fruit and vegetables are some of the healthiest foods you can eat, but they often have been picked before peak ripeness to allow them to ripen during the long distances to reach your local supermarket," he says.
This gives them less time to develop their full range of vitamins, minerals and natural antioxidants and during the journey, they might also spend days or even weeks in transit and storage.
Because of that, vitamins like C and B and other antioxidants start to degrade - beginning the moment they are picked.
"By the time it reaches your plate, your fruits and veggies might not be as nutrient-dense as they once were," he says.
The average UK household also wastes about £470 of food each year - and a big portion of that is fresh fruit and vegetables that have gone bad before being eaten.
Why frozen may be a better option
"Frozen veg could be your best ally in maintaining a nutritious diet while keeping costs low," Sunna says.
Frozen produce is picked at peak ripeness, when it's most nutrient-dense, then flash-frozen within hours of picking.
"This process effectively pauses the degradation of the vitamins, minerals and antioxidants, preserving the nutritional value until you're ready to eat," Sunna says.
"Freezing produce also locks in nutrients that might otherwise be lost during the transportation and storage of fresh fruits and vegetables."
The good news doesn't stop there - as your wallet can also win here.
Here are a few examples of the price difference between fresh and frozen produce:
Blueberries - more than 40% saving
Broccoli - more than 45% saving
Spinach - more than 65% saving
So switching from fresh to frozen blueberries (assuming one punnet a week) would save you £33.80 a year - do the same with broccoli and spinach and you're looking at more than £100 in savings.
Look in your cupboards and in your fridge for easy substitutes to maximise savings - these are just three examples.
There is one obvious drawback here...
"Frozen doesn't always taste as good as fresh," Sunna says, "but there are simple ways to make these changes more palatable for your taste buds too."
Sticking with our examples above - using fruit in smoothies means you'll barely notice a difference, while you can steam or roast broccoli instead of boiling it to avoid it going mushy.
Spinach tastes virtually the same.
"Don't let the allure of fresh produce blind you to the benefits of their frozen counterparts," Sunna says.
"By switching to frozen, you can enjoy better nutrient retention, amazing cost savings, and reduce food waste - a win-win-win."
Read more from this series...
Every Friday we get an overview of the mortgage market with the help of industry experts. This week we have spoken to David Hollingworth, associate director at L&C Mortgages , and Rachel Springall, finance expert at Moneyfactscompare.co.uk .
Although it was widely expected to happen, the Bank of England's decision to hold interest rates at the 16-year high of 5.25% for the seventh time in a row dealt a blow to borrowers.
There had been better news the day before, when inflation fell to the Bank of England's target of 2%, ending a long three-year wait for borrowers.
Markets now expect the Bank to cut interest rates in August or September, which would be a major moment.
As Rachel Springall, finance expert at Moneyfactscompare.co.uk, says, with inflation reaching the target "there will be more pressure on the committee to vote in favour to cut the bank base rate at its next meeting in August".
"Regardless of any potential base rate changes to come, fixed mortgage rates can rise or fall depending on how markets anticipate rates to fluctuate, so it's essential borrowers keep a close eye on the latest deals to hit the market," she adds.
"Week on week, the overall average two-year fixed rate fell to 5.96% and the average five-year fixed rate remained at 5.53%."
These are the lowest rates on offer…
Moneyfacts advises people looking to avoid upfront costs and legal fees to look at Best Buys as well as the deals with the lowest rates...
Will a cut change anything?
The last time inflation was this low was July 2021. Back then, as David Hollingworth, associate director at L&C Mortgages, points out, the lowest fixed rates were around 1%.
They're now around 4.5%, which shows how quickly rates have changed.
Mortgage rates have moved around a bit in recent months as markets questioned when the interest rate cut would come and how big the cuts would be, David says.
"That pushed some fixed rates up a little, but we've seen funding costs ease back a little, and now lender price changes are often a mixed bag of cuts and hikes.
"Overall mortgage rates are tending to hold steady and the decision to hold the base rate will not come as a surprise to anyone, so it's unlikely that there will be much reaction in mortgage rates."
He has some advice for anyone delaying taking out a mortgage in the hopes of a rate cut: "Those that have been holding off in the hope that fixed rates will drop soon may want to reconsider their approach.
"Even if we do see a cut in August or September that will already have been priced into fixed rates and may not result in a major shift in rates.
"In many ways the safer approach may be to get a rate in place to protect against any increases and then keep rates under review up until the end of the existing deal.
"If rates do improve, you will generally still be able to move across to the newer product."
By Daniel Binns, business reporter
Sainsbury's is to sell its banking business to NatWest.
The agreement could see NatWest take on around one million customer accounts, as well as £1.4bn of unsecured personal loans, £1.1bn of credit card balances and £2.6bn of customer deposits.
The deal is expected to be completed in the first half of 2025.
Sainsbury's said customers would "not need to take any action" and said there would be no immediate changes to their terms and conditions.
It comes after the supermarket giant announced in January it was winding down its banking division to focus on the retail side of its business.
Simon Roberts, the chief executive of Sainsbury's, said: "Today's news means we will focus all our time and resources going forward on growing our core retail business, delivering great quality and value, week in week out."
NatWest boss Paul Thwaite added: "This transaction is a great opportunity to accelerate the growth of our retail banking business at attractive returns, in line with our strategic priorities."
The sale does not include Sainsbury's Bank's commission income businesses, such as insurance, cash points and travel money.
Argos Financial Services is also not included.
An English rosé has been celebrated as one of the 50 best wines in the world.
Chapel Down's Rosé Brut won one of the 50 best in show medals at the Decanter World Wine Awards - the first time a UK sparkling rosé has done so.
The rosé, made in Kent, is a blend of chardonnay, pinot noir, pinot meunier, pinot blanc and early pinot noir.
Josh Donaghay-Spire, head winemaker at Chapel Down, said: "We are over the moon.
"It is recognition of the attention to detail and quality that we put into every bottle."
He put the success down to the cooler maritime climate and chalk soils of Kent, which offered the wine the "freshness and crisp character that can't be made anywhere else".
You can get a bottle for around £37.
If you want to a list of the most affordable rosés out there, check out Money reporter Emily Mee 's report here ...
More than 30% of UK shoppers have seen a theft take place in a shop in the past year, data from Retail Insight suggests.
A poll of more than 1,000 consumers also found the average shopper had witnessed four instances of theft in stores in London.
According to the Association of Convenience Stores, there was a 409% increase in shoplifting last year, to 5.6 million incidents.
"There's little doubt that shoplifting poses a challenging and costly issue for retailers, many of whom are already giving away margin to keep the cost of everyday foods as low as possible for customers amidst cost of living pressures," Paul Boyle, chief executive of Retail Insight, said.
A ballot is under way that could see Amazon recognise a trade union in the UK for the first time.
Workers will eventually vote on whether they want the union, GMB, to represent them.
GMB needs 40% of them to vote in its favour for Amazon to recognise it.
If the union succeeds, it would mean Amazon would negotiate with GMB leadership over on terms, pay and conditions for workers.
Ballot papers will be sent out on 3 July, with workplace voting starting on 8 July, lasting for six days.
The result of the ballot is expected on 15 July.
Almost one in five workers have had no change in their pay since the start of the cost of living crisis, new research claims.
Jobs site Indeed said its survey of 2,000 people also found that two in five revealed they were struggling to make ends meet.
One in five said their salary had not changed since 2021, while almost one in seven said their pay had fallen since then.
Jack Kennedy, senior economist at Indeed, said: "After grappling with the cost of living crisis for over two years, it's no surprise that wages are front of mind for voters.
"There's a clear call from the British people for the elected government to further ease financial pressures, and we'd expect this to remain front of mind for the public long after the winning party is decided."
Taylor Swift's shows in London will boost the economy by £300m, officials have claimed.
The US star will perform three gigs at London's Wembley Stadium this Friday, Saturday and Sunday - before returning to the venue in August for a further five dates.
The sold-out shows will be attended by a total of nearly 640,000 people.
The Greater London Authority estimates fans will spend an average of £471 a show, with many travelling from around the world or other parts of the country to watch.
The capital's mayor Sadiq Khan said he was "delighted" the 34-year-old was playing more shows in the city than anywhere else in the world during her Eras Tour.
The Bank of England's Monetary Policy Committee was never going to cut interest rates today. Not two weeks before a general election.
Cutting the cost of borrowing would have been perceived as highly political, potentially offering support to the government, even though some Conservative politicians, such as the former business secretary Jacob Rees-Mogg, sought to argue ahead of today's decision that not cutting Bank rate could equally be perceived as "a political decision against the government".
So it was no surprise to see the MPC maintain Bank rate at 5.25% or, indeed, for the composition of the vote, at 7-2, to remain unchanged from last time around, with uber-dove Swati Dhingra and Sir Dave Ramsden, again, outnumbered in voting for Bank rate to be cut to 5%.
The MPC also went out of its way to show how it is finely attuned to criticisms of bias one way or the other.
The minutes note: "The committee noted that the timing of the general election on 4 July was not relevant to its decision at this meeting, which would as usual be made on the basis of what was judged necessary to achieve the 2% inflation target sustainably in the medium term."
Why did the MPC vote to hold?
Leaving aside the politics, there were very good reasons why most of the MPC voted for no change today.
Chief among these was the fact that, although the headline rate of Consumer Prices Inflation in May returned to the Bank's target rate of 2% for the first time since July 2021, services inflation remains uncomfortably high at 5.7%.
That will have raised alarm bells on the MPC about the risk of so-called "second round effects", whereby firms and workers respond to higher prices by themselves seeking to raise their prices or their wages and not least because services make up four-fifths of the UK economy.
The MPC minutes noted today that services inflation was "somewhat higher than projected" when the Bank published its most recent inflation report only last month.
The minutes added: "This strength in part reflected prices that are index-linked or regulated, which are typically changed only annually, and volatile components."
Inflation likely to rise again
The MPC is also very wary of the possibility that inflation is likely to begin creeping higher again later in the year.
That is due to so-called "base effects" - the year-on-year comparison - and the fact that, in the second half of last year, the price of some goods in the inflation basket were falling or, at least, not rising as rapidly as they are expected to in the second half of last year.
A good example of that, which stood out in the inflation figures published on Wednesday, is unleaded petrol - a litre of which cost 144.4p in May last year but which cost 148.8p in May this year.
More broadly, the economy is growing more strongly than the Bank has been expecting, as are several indicators of economic activity, among them spending by households on repair and maintenance of their homes and consumer confidence.
Wage inflation
The other major concern for the MPC is that wage inflation, at 5.9% during the three months to the end of April, remains too high for its liking.
The latest report from the Bank's network of regional agents - whose briefings are closely studied by the MPC's members - suggest that recruitment difficulties are "near to their pre-COVID levels" which represents "a historically high level".
Other survey data has also persuaded the MPC to conclude the labour market remains "a little tighter than official data" suggests.
The minutes highlight concerns that near-term pay growth may moderate by less than the Bank was expecting in its May report.
Consumer-facing businesses, which are most exposed to the National Living Wage, in particular are having to pay more to employees.
That said, a reduction in Bank rate is coming, with the MPC noting: "The restrictive stance of monetary policy is weighing on activity in the real economy, is leading to a looser labour market and is bearing down on inflationary pressures.
"Key indicators of inflation persistence have continued to moderate, although they remain elevated."
When will interest rates be cut?
The timing of that reduction is now going to be more fiercely debated than ever. Yesterday's inflation data, with that unexpectedly strong reading for services inflation, pushed market expectations for the timing of that first cut out from August to September.
Today's minutes, though, have persuaded some market participants to conclude that an August reduction in Bank rate may be back on.
The key line in the minutes that have raised that prospect was that, among some MPC members who voted for no change this month, "the policy decision at this meeting was finely balanced".
So the big takeaway from today's meeting is that the door remains open to an August reduction in Bank rate.
The market was putting the probability of an August rate cut at 30% before the meeting. It is now placing a 60% probability on that.
But an August rate cut is not nailed on - and politics may yet rear its head - and the MPC will be watching closely to how markets react to the election result.
As Julian Howard, chief multi-asset investment strategist at GAM Investments, put it: "A potential Labour landslide could unsettle markets, in particular the currency.
"Sir Keir Starmer has come under pressure in recent days on the issue of tax and spending. Sterling will appreciate neither unfunded spending, nor a heavier tax burden."
Some more reaction to bring you now, with experts at Capital Economics suggesting the "pieces of the puzzle are almost in place" for a rate cut.
It said "several developments implied a rate cut is getting closer", citing the two members who voted to cut rates by 25 percentage points to 5.00% and, interestingly, a lack of "hawkish" rhetoric in the minutes released alongside the decision.
"Despite the recent run of stronger inflation and activity data, the language in today's minutes was not much more hawkish than in May," Capital said.
"The minutes continued to suggest 'indicators of inflation persistence had continued to moderate' and that a range of indicators suggest pay growth had continued to ease.
"As a result, we still think there is a good chance of a rate cut in August and that rates will fall to 3.00% in 2025, rather than to 4.00% as investors expect."
We've been reading over the minutes from today's Monetary Policy Committee meeting - and here's what the governor had to say on the decision...
"It's good news that inflation has returned to our 2% target," Andrew Bailey said, referring to the data released yesterday.
"We need to be sure that inflation will stay low and that's why we've decided to hold rates at 5.25% for now."
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p r o m o t i o n t h r o u g h t e l e v i s i o n, hoa r d i n g s a n d bus s h e l t e r s. Some of the most famous marketing campaigns of McDonald's are: Marketing Strategies at McDonald ...
McDonald's Corporation 2020 Annual Report 11. NET INCOME AND DILUTED EARNINGS PER COMMON SHARE. In 2020, net income decreased 21% (22% in constant currencies) to $4.7 billion and diluted earnings per common share decreased 20% (20% in constant currencies) to $6.31.
According to market research firm Statista, McDonald's spent approximately $493.65 million on advertising in the United States alone in 2020, demonstrating the brand's commitment to reaching and engaging with potential customers. One of McDonald's successful marketing initiatives has been the introduction of limited-time offers (LTOs ...
McDonald's developed further strategies to perfect its marketing segmentation plan. In fact, McDonald's menus differ all over the world. As a result of different preferences on the meat kind, McDonald's adjusts its menu accordingly in different countries. Table 1. Geographical approach to McDonald's marketing segmentation.
This strategy has 5Ps that consist of price, promotion, product, place, and people. The company relies on strong strategic thrust and competitive advantage that mainly focus on its resources for implementing its marketing objectives. McDonald's is also one of the largest spenders on advertising.
McDonald's was the first global fast-food chain, but is it still the leader in today's competitive market? ... Industry & Market reports. ... Customized Research & Analysis projects:
underrepresented groups, in McDonald's U.S. and all McDonald's International Operated Markets. This includes a $250 million commitment in the U.S. over five years to provide alternatives to traditional financing to help candidates join the McDonald's System. During a period of record performance, we
The target market of McDonald's is located globally and covers a broad age group, from kids to senior citizens. According to 2020 data, the average customer is a married woman, aged 41 to 56, who particularly enjoys the McDonald's breakfast. Most of McDonald's audience is lower to middle income families in both urban and rural areas.
corporate.mcdonalds.com
CHICAGO, Feb. 5, 2024 / PRNewswire / -- McDonald's Corporation today announced results for the fourth quarter and year ended December 31, 2023. "Our global comparable sales growth of 9% for the year is a testament to the tremendous dedication of the entire McDonald's System," said McDonald's President and CEO Chris Kempczinski.
Increasing reputation for operations 250 700 eateries, each warehouse, transportation, and. cares only requires (Vitasek, 2016). Introduces McDonald's burger, a burger along with its. experts are ...
Ans: McDonald's marketing strategy adopts an emotional approach by marketing Ads that evoke emotions, such as togetherness, joy, and laughter among its target audience. The only aim in evoking such emotions is to show that this brand can deliver an enjoyable experience and make their moments cherishable. Q2.
Buy this report to inform your planning, strategy, marketing, sales and competitor intelligence functions. Purchase the McDonald's Corp in Consumer Foodservice Global Company Profile as part of our Consumer Foodservice research for August 2023. Euromonitor International is the leading provider of strategic market research reports.
June 21, 2022. McDonald's marketing strategy is based on the following principles: 1. Think globally, act locally. McDonald's is a truly global company with 40,031 restaurants in in119 countries. [1] The fast food chain is famous for standardisation of a wide range of business processes. Specifically, the company attempts to adjust its menu ...
occupied the top two positions in the market, benefiting from the growth of the fast-food industry. According to Fig. 3: Euromonitor data, in 2020, the share of KFC China in the fast food market ...
wanting to market products to consumers. In this study, the content of the McDonald's OFYQ video campaign was ana-lyzed to identify how information regarding food production processes and practices was displayed to meet consumers' demands for information. Further, the frames were analyzed to better understand how the company encouraged consum-
International Journal for Multidisciplinary Research (IJFMR) E-ISSN: 2582-2160 Website: www.ijfmr.com Email: [email protected] IJFMR23033094 Volume 5, Issue 3, May-June 2023 1 Global Marketing Strategies of McDonald's Saurav Kumar1, Isha Srivastava2 1Student, Galgotias University 2Assistant Professor, Galgotias University Abstract
In our Advertising Week conversation, David and Emma described how McDonald's marketing operation has transformed itself from a traditional market-research led organization into an innovative digital first-party data & data science led organization.Today, McDonald's leverages it's 360-degree customer database to design, launch, and measure highly personalized campaigns that drive ...
Conclusion. McDonald's marketing strategy across the various offline and online methods has allowed the company to maintain its leadership position in the fast-food business. The target audience is families that allow most of the population to feel comfortable at the restaurant. McDonald's marketing strategy across the digital channels helps ...
Mainland China has become one of the most important markets for international fast-food chains over the past decade. To study the regional spread of KFC and McDonald's outlets in Chinese cities, the correlation of their distributions and degree of market expansion were explored and compared to analyze both the local and the global spatial autocorrelations. A geographically weighted Poisson ...
Its revenue for the quarter was up 4.6% on a year-over-year basis. McDonald's has generated $11.78 earnings per share over the last year ($11.78 diluted earnings per share) and currently has a price-to-earnings ratio of 21.3. Earnings for McDonald's are expected to grow by 8.22% in the coming year, from $12.17 to $13.17 per share.
McDonald's Corporation. 2022-2023. Summary. . Our purpose is to feed and foster communities. As the leading global foodservice retailer, we believe it's our responsibility to make a positive impact on the world. We're driving that impact by living our purpose. The actions we continue to take today across our food, people, communities ...
McDonald's (NYSE:MCD) is in the news today as the fast-food company is preparing to launch a new $5 meal deal to bring customers back amid high prices. Lets' get into that with all of the news ...
Today's Research Daily features new research reports on 16 major stocks, including Berkshire Hathaway Inc. (BRK.B), Eli Lilly and Company (LLY) and PepsiCo, Inc. (PEP), as well as two micro-cap ...
JPMorgan Chase & Co. upped their target price on shares of McDonald's from $290.00 to $300.00 and gave the stock an "overweight" rating in a research report on Monday, June 3rd. KeyCorp lowered their price objective on McDonald's from $315.00 to $310.00 and set an "overweight" rating for the company in a research note on Wednesday, May 1st.
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The purpose of this study is to examine the effective marketing strategies of McDonald's in Malaysia and Indonesia. The research method used online survey and analyzed by using SPSS version 24.
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