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Smart Strategy Disciplined Execution = Growth

We will work with you at the organizational level, or within a unit, in a proprietary process designed to efficiently drive your growth.
Where are we trying to go? How do you define success? What are your specific growth targets - qualitatively and Are your goals appropriately time phased? Are your growth drivers identified?

Phase 1: Targeting

quantitatively?

Phase 2: Assessing

Are your growth strategies and goals aligned? Have you identified the real metrics that will help you measure the Are your metrics universally communicated to your team? Are you measuring the metrics that will help you drive growth? Are you realistically assessing your organizational effectiveness

Where are you today?

effectiveness of your execution tactics?

against the success drivers you are measuring?

Phase 3: Leading

Have you clearly and specifically articulated the vision and mission of Is your team working toward a clear set of objectives that they Is each member of your team clear about how they will be measured Are you consistently investing time in your key people? your business to your team? understand and can articulate? and managed?

Are you prepared to lead a your team toward successful implementation?

Phase 4: Executing Set up a tactical execution plan that will focus your time on your real growthprocess: Measurement tools, including technology infrastructure
Management structures and processes Marketing planning and execution High impact constituent communication Ongoing assessment of your growth trajectory relative to goals

The Plan to Win


Brand management is not a marketing concept; it is a business management concept. The McDonalds Plan to Win was built on this mindset. It could not be a regional initiative. It had to be global: consistent across geography, across time. The Plan to Win is a business construct that is built on three pillars: Brand directionWhere do we want to be? Freedom within a frameworkHow do we plan to get there and what actions will we take? Measurable milestonesHow will we measure performance?

THREE PILLARS OF THE PLAN TO WIN


Brand direction Freedom within a framework Measurable milestones The Plan to Win is designed to guide brand thinking, the setting of priorities, and the development of a viable and feasible action plan. It is a business concept, crossing functions and geographies and organizational boundaries. It is the most powerful tool in a managers toolbox. It affects every aspect of the business. The Plan to Win has four goals at its base: Attract more customers. Convince customers to purchase more often. Increase brand loyalty. Become more profitable. In other words, more customers, more often, more brand loyalty, more profitable; these are the bottomline goals for brand revitalization.

FOUR GOALS OF THE PLAN TO WIN


More customers

More often More brand loyalty More profitable The Plan to Win is based on a disciplined thought process we call the Eight Ps. The Eight Ps of the Plan to Win represent eight critical areas for brand and business success: Purpose, Promise, People, Product, Place, Price, Promotion, and Performance.

EIGHT PS OF THE PLAN TO WIN


Purpose Promise People Product Place Price Promotion Performance Purpose and Promise define the brand direction. The brand purpose defines the overarching mission of the brand, and the brand promise is the contract with our customers. It is a promise that if you buy this brand, you will get this experience. A brand promise answers the question what kind of brand experience do we wish to promise and deliver to every customer every time? The final P in the Plan to Win is Performance. Performance is the definition of the measurable milestones to assess our progress in brand revitalization.

The Five Action Ps


What are the actions we will take to achieve the measurable milestones? This brings us to the five action Ps: People, Product, Place, Price, and Promotion.

Delivering the brand promise is not determined by good intentions. It is accomplished by the actions we take. The five action Ps define how we plan to achieve the bottom-line goals of more customers, more often, more brand loyalty, and more profit. How we expect to deliver our promise across each of the five action Ps (people, product, place, price, and promotion) is articulated in the Plan to Win. The details of the Plan to Win are discussed in Chapter 9, Realizing Global Alignment: Creating a Plan to Win. The Plan to Win is a brand action blueprint. Adhering to the Plan to Win is critical for building brand revitalization.

McDonalds & Strategy


by d e v y n secured payday loans on m a y 2 , 2 0 1 1 l e a v e a c o m m e n t secured payday loans

I wanted to take a little bit of time to share some things that McDonalds is doing right with the world. In my business policy course we have been heavily exploring McDonalds as a model, something which has helped me with effective business strategy. This is going to be a bit of a read, but I would like to share it in hopes that everyone might gleam some key points from it. According to Zacks Equity Research, McDonalds has seen recent success through a careful implementation of its Plan to Win strategy, which focuses on several key aspects of the business, namely increasing traffic to restaurants, providing everyday value to customers, innovating the company through the creation of new menu items, re-imaging the companys look, as well as its marketing campaigns. McDonalds Plan to Win is based on a core set of four main goals:

Acquire more customers Get these customers to eat at McDonalds more often Develop more brand loyalty for the McDonalds brand

Ultimately become more profitable

These goals are supported by the plans three pillars, including the development of freedom within a specified framework, a controlled approach to brand direction, made possible by the use of measurable milestones (Light & Kiddon, 2009, p. 8). Increasing restaurant visits Current market conditions help the appearance of McDonalds as a low cost alternative to eating at more expensive restaurants in the minds of customers, which has consequently led to an increase in foot traffic at McDonalds franchises. McDonalds has addressed these conditions through an increase in advertising, specifically displaying the companys attention towards a diversified menu of low cost items. Such advertising serves to satisfy all four of goals of the Plan to Win program, drawing customer interest through a short display of the plethora of new menu options recently added, while also helping to change the look and feel of McDonalds in the minds of customers. Providing everyday value In order to create an overall feeling of value for customers to experience, McDonalds has released a modular value menu, where customers have the benefit of both low prices coupled with increased freedom when deciding on a meal. While traditional menu options emphasize a trade-off between ordering freedom and price, the McDonalds value menu provides customers with both all at once, helping customers associate the brand with good value. Innovating new menu items At the same time as their menu choices have become modular and less expensive, McDonalds is also creating value for customers by providing a diverse menu with many more ordering options. Customers can now expect an increase in health-conscious options such as an extended selection of fruit parfaits and salads, as well as healthier breakfast alternatives like oatmeal. Again, in consideration of Americas current economy, McDonalds is making a strong effort to define the company as simply the best value for the consumers

money, attracting old and new customers alike with a combination of great deals and a superior meal selection. Re-imaging the restaurant Directly benefiting the companys goals of brand development for the company, McDonalds is reenergizing their brand through an understanding of brand power, which is built on the cultivation of four key areas of the brand, brand identity, familiarity, specialness, and authority. Brand identity is defined as the set of characteristics that customers recognize your brand by; in McDonalds case these are speed, consistency, value, and variety. Brand identity works with brand familiarity, helping to expand the message that symbols of the company, or even the overall impact of advertisements themselves in reinforcing the identity of the brand in the minds of customers. If carefully managed, McDonalds can use their brand identity to make their investments in advertising go much further. Beyond this, brand specialness and authority continue the process, representing the perceptions of McDonalds as the company appears to customers. Ideally, McDonalds should leverage brand specialness and authority to clearly stand out as a distinct and trustworthy source of value, allowing customers to increase the value of the McDonalds brand through their positive interactions with the company. Marketing campaigns As well as considering the important of keeping customers informed of the continuing changes to the company through advertising media and social media dialogues, McDonalds also recognizes the value of maintaining an ongoing support system and training structure for each of its franchise operators. As mentioned above, McDonalds uses well defined, and measurable milestones to help their constituents meet company goals with as few inconsistencies as possible. McDonalds training programs have been continuously recognized for their excellence, and with the continuing changes being carried out throughout

the company, this attention to the value of training is a terrific asset to the company.