The Fast Food Restaurant Market

Competitive environments are defined by the identity, track record, financial strength and market share of key competitors. Harvard Professor Michael Porter 's Five Forces model can be used to evaluate a company 's competitive position. These five forces are barriers to entry (the ability of new players to enter the market), buyer power (the ability of customers to influence price),

Wake up look at what the fast food industry is causing and how it is affecting many people and especially teens and kids. The fast food industry has become very clever throughout the years, making us eat more with their special deals and bigger serving sizes. These companies are getting worse and worse and it will keep happening if nothing against this process is done. Various factors have changed since the 70s to the present day such as changes in serving size and proportions causing excessive consumptions of these foods. Thanks to the so ever convenient and cheap prices of these foods compared to the prices of healthy foods like fresh produce used to make homemade food that are healthier than fast food junk. Ever since

Fast food restaurants have been enjoyed by billions worldwide for more than half of a century. Fundamentally, the Baby Boomer generation, born between 1946 and 1964 (Halls), was raised on these establishments. It was a simultaneous phenomenon; while multinational fast food giants such as McDonald’s saw their rise to prominence in the 1950s, the babies of this generation were just being born, and as they grew up, they were highly exposed to these corporations. Whether it was through watching the commercials marketed to children featuring the iconic Ronald McDonald, or by seeing the road signs of fast food establishments which were large enough to be seen from many blocks away, the ‘Boomers’ were a generation heavily influenced by marketing

Porter’s five forces model is a tool that simple but powerful that help business people understand the relative attractiveness of an industry and the industry’s competitive pressures. Porter alluded to these forces as the micro environment, to balance it with the more broad term macro environment. They comprise of those strengths near an organization that influence its capacity to serve its clients and make a benefit. An adjustment in any of the forces ordinarily require a business unit to re-evaluate the market place given the general change in industry information. The general business engaging quality does not mean that each firm in the business will give back the same benefit. Buyer powers, supplier power, threat of substitute product and

Porter’s Five Forces Model is one of the best-known analysis tool to see the level of competition a company has with its competitors. Chick-fil-A is a strong company and has been around for a long time. Chick-fil-A still has a huge competition in the fast food market. This being the case the company has to analyze the whole market. The threat of entrants is always

More than an exposé of the fast-food industry, Chew on This is explicit about why kids need to be informed. The authors profile real teens whose lives have been affected by fast food. They talk to an eighteen-year-old boy who decides to have gastric bypass surgery; a twelve-year-old girl in Alaska who launched a "Stop the Pop" campaign to remove soda machines from her school; a teenage boy who helped unionize the McDonald's franchise where he worked — the first to do so — only to see the restaurant close shortly after; and two sisters living on a traditional ranch.

Due to globalization and increased competition in the fast food industry, a very complex environment is created for McDonald’s. There are various internal and external environmental factors affecting the functions of McDonald’s corporation and demands for new innovations. The factors are as follows:

When examining market structure, one must look at several factors including the quantity of firms, type of products offered, barriers to entry, pricing power and non-price competition. In order to define the fast food market, all of these factors must be considered. Due to competition, price wars, and barriers to entry in the fast food market, market structure becomes slightly muddled and

Allio and Fahey (2012) in their interview with Joan Magretta reveals a deeper understanding of the success of corporates and the way Porter’s principles work together to make the corporates a success. Further analysis of the achievements of big organisations like FedEx, Coca Cola reveals their core strategies. Though there are some inherent differences in each organisations, some common traits narrate the reason behind their success. These common traits can be further exemplified by Porter’s Five Force model.

both the U.S. and international markets. China represents one of the fastest growing countries for

Within the United States, 12.7% of households had been food insecure at some point within 2015, meaning that not enough money was had to spend on food. ("United States Department of Agriculture Economic Research Service", par. 3) With this in mind, one of the largest problems when it comes to nutrition in the developed countries of the world is the availability of nutritious food to the lower classes because lower quality processed food is easier to obtain than nutritious food. This only seems to be a trend within developed countries so this argument will only focus on the developed countries such as the United States and France. Underdeveloped countries are left outside of these studies as they do not have widespread statistical values for any of their nutrition at any of the levels of

Porter's Five Forces can be applied to particular companies, market segments and industries with the step-by-step analysis of market structure and competitive situation. First of all, when implementing this module in organizations, it is necessary to determine the scope of the market to be analyzed. Following, all relevant forces for this market analyzed and key forces are identified (Gerry and Kevan, P.117). Actually some organizational strategy and the longer-term goals are mainly based on or consistent with the key forces. Hence, it is not necessary to analyze all elements of all competitive forces with the same depth. Moreover, the key forces in the competitive environment will vary in different industry. Different forces take on prominence in shaping competition in each industry (Porter,

It is summer in Ghana and I’m walking down a block in my neighborhood. The air is hazy and dense and the smell of food fills every corner. A city that never used to have any of foreign foods, now filled with the aroma and signs of fast food restaurants. As I walked, I realize that there was only one whole food market. Meanwhile, a McDonald’s and Kentucky Fried Chicken were seen on multiple corners. Another thing I noticed: the majority of people entering the fast food market are from places that were once filled with only traditionalists. A region where its former citizens used to invest their time in cooking local traditional food and sold them to the public and families. These same communities have now become so westernized that they neglect the traditional side of diet. Instead, everyone now focus on the new fast food market. People are flocking with their families into the fast food restaurants. Watching the differences between those who entered the supermarket and those who entered the McDonalds’s, I couldn’t help but think about complications minorities in the United States face from the fast food market.

Now in the industry of western fast food restaurants, there are several strong competitors against Yum! Brands such as The McDonald 's Corporation, Papa John 's International, Inc., Domino’s Pizza Inc., Subway Inc, Wendy’s Company, Burger King Inc, and so on. These companies are competing with Yum! Brands both in the U.S. and internationally. As a result of the high level of competition within the industry, profit margins are low for most companies, forcing them to lower cost and to take quality controls to maintain efficiency and minimize wastage to attract customers. Companies also face strong competition based on quality. Good quality ingredients and well-presented meals are highly

However, as Stern and Hammond (2004) notes, as the firm begins to expand the geographic scope of its operations, it enters a wide range of markets, and the degree of cultural and economic diversity between these markets increases sharply. Costs of coordination and information acquisition increase sharply, resulting in diseconomies, which have a negative impact on profit. In the past, the primary focus of FMCG’ international marketing strategy has been affluent developed countries, notably those in the industrial triad and particularly those engaged in marketing consumer goods. These markets have fueled growth and been a key source of profits (Alden