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McDonalds and Burger King are the two most competitive fast food restaurant chains. Both companies provide assistance and gives back to the community. They are two powerful food giants that are recognized around the world, and also have many franchises across the globe. While McDonalds is known for there French fries and Big Mac, Burger king is known for their Whopper. As they try to outdo each other and come up with creative marketing approaches to make more consumers come to them they will always and forever continue to be each other’s competition.


In 154, James McLamore and David Edgerton opened their first BURGER KING® restaurant in Miami, Florida. These visionaries had extensive experience in restaurant business and a shared belief in the guiding principle of offering reasonably priced quality food, served quickly, in attractive, clean surroundings. Their Customer Promise today honors their original vision. When America was introduced to the signature flavor of the WHOPPER® sandwich in 157 it was selling for only 7 cents. It was an instant sensation and immediately became their flagship product. Today the WHOPPER® is world renowned for its flame-broiled taste and the many ways customers can order it to their liking.


The great success of the early restaurants made the BURGER KING® concept a natural for selling franchises. The concept spread rapidly throughout the 160s and in 16 the first international franchise restaurants opened in Puerto Rico. While the vision for the BURGER KING® brand hasnt changed over time, our restaurants have. The early BURGER KING® restaurants distinguished themselves from others by their self-serve ordering and outdoor patio seating. Burger King Corporation pioneered dining rooms in the fast food industry when it began to enclose its patio seating in 157. For the first time, fast-food customers could comfortably eat their food at a table inside a restaurant. Burger King Corporation demonstrated its innovation again in 175 when it began to offer drive-thru service at its restaurants, appealing to increasingly mobile and time-conscious consumers. Drive-thru service has since become a huge factor in the entire fast-food industry and now generates approximately 60% of a typical BURGER KING® restaurants business.


When it comes to marketing the brand, a winner takes all attitude has fueled some of the most creative campaigns that were ever launched on a hungry consumer. Burger King Corporation began airing advertising on television back in 158 and their first major promotion, The Bigger the Burger the Better the Burger, debuted in 168. In 174 the memorable HAVE IT YOUR WAY® campaign was created. Advertising industry innovations for the BURGER KING® brand include the first use of comparative advertising in 18 and the first Video Coupon the following year. In the late 10s, the tremendously popular Food and Music television campaign set a new standard for advertising worldwide.


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Restaurant Services, Inc. (RSI) www.rsiweb.com is the exclusive purchasing agent for the vast majority of products and services used by BURGER KING® restaurant owners in the United States and is manager of the systems supply chain. Founded in 11 as an independent, member-owned cooperative, RSI leverages the buying power of BURGER KING ® restaurants to achieve favorable contracts for food, packaging, premiums, promotion products, supplies, equipment, distribution, and related services on behalf of its members.


RSI works closely with restaurant owners, Burger King Corporation, food and packaging suppliers, marketing agencies, equipment vendors, distributors, and information systems providers to streamline and improve the supply-chain efficiency of the system, ensuring a continuous and reliable supply of products and services to restaurants at the best cost and at established performance standards. RSI is proud of the role it plays in support of its members, contributing to the growth and success of the BURGER KING ® brand.


Burger King Corporation has a solid track record as a responsible corporate citizen. From their active investment in the Empowerment Zone/Enterprise Community Program to their ongoing partnership with the USDA and HUD to develop small business initiatives in rural America, they have continuously demonstrated their eagerness to take on the challenges of creating opportunities for disadvantaged Americans.


In January of 17, Burger King Corporation was named by President Clinton during his State of the Union Address as one of five companies who are leaders in welfare reform working with the United States Government, to ensure the success of welfare reform. Since 18, Burger King Corporation has been helping children from disadvantaged families to stay in school, an important step toward breaking the cycle of welfare dependency. In addition, they continue to offer at-risk students a chance to succeed in school through their Burger King academies in affiliation with Communities in Schools, the largest drop-out prevention program in the country. Since the inception of the Burger King academies, more than ,000 children � nearly 6% from families receiving public assistance � have benefited from these programs.


Burger King Corporation is aware of the many obstacles facing former welfare recipients, including lack of job opportunities, childcare, job preparedness and transportation. They are currently exploring ways to meet these challenges and to help those who so desire to become productive members of the workforce and therefore our society.


While the initial challenge is to successfully transition former welfare recipients into the workplace, they recognize the capacity of those workers to move beyond entry-level positions. By continuing to work in partnership with the public and private sectors, they are confident that they can positively affect welfare reform.


Burger King Corporation was one of five founding members of the Welfare to Work Partnership, a national, nonpartisan effort by the business community to help move people off public assistance and into jobs in the private sector. The Partnerships mission energized and mobilized the business community to hire and retain former welfare recipients without displacing existing workers.


As of March 00, the BURGER KING® system has hired more than 5,000 clients from government assistance programs, including the Welfare to Work Program. Burger King Corporation owns 8% of the total BURGER KING restaurants; the remaining are owned by independent franchisees.


Three hundred franchisees have signed on as partners employing in excess of 10,000 former public assistance and welfare recipients. A Welfare to Work how to manual has been developed and distributed to all BURGER KING franchisees.


Burger King Corporation has committed to hiring 10,000 welfare recipients annually in the United States in franchised and company-owned restaurants and they are well on their way toward reaching this goal.


The industry employee turnover rate for quick service restaurants is approximately 00%. Burger King Corporation employees hired off public assistance have a 45% higher retention rate than the retention rate for all other employees in the industry. This higher retention rate assists these employees in achieving career progression within the BURGER KING system. Burger King Corporation is providing more one-on-one training and supervision at the restaurant level to help welfare recipients transition to the workplace and has hired an independent consultant to help track the companys progress in hiring welfare recipients.


Burger King Corporation is an active participant in the programs established by The Welfare to Work Partnership to help hundreds of businesses in five target cities � Chicago, New York, Los Angeles, Miami and New Orleans � find retain and promote workers.


Burger King Corporation Diversity Mission Statement


At Burger King Corporation,


we believe that diversity


is part of our foundation.


We value,


honor and respect


differences in our employees,


customers, franchisees


and suppliers.


By sharing a common vision,


we will create a premier company


with a harmonious working environment


that achieves its business


and diversity objectives.


The U.S. Department of Agriculture, Burger King Corporation and Restaurant Services, Inc. (RSI), the exclusive purchasing agent for the BURGER KING® system in the U.S., signed a Memorandum of Understanding (MOU) to work toward promoting opportunities for qualifying businesses in rural communities to join the BURGER KING® system as approved suppliers and franchisees. Burger King Corporation and RSI also agreed to work with the USDAs food rescue efforts by identifying products to be donated to Second Harvest, Americas food bank network. To date, the BURGER KING® system has donated hundreds of thousands of pounds of food products as well as paper goods and cups.


As its spring 18 project, BK Cares completed the final phase of the Wetlands Restoration Project of Bill Baggs State Park at Cape Florida on Key Biscayne, Florida. The volunteers planted thousands of Mangrove seedlings and weeded and cleaned the grounds that were destroyed as a result of Hurricane Andrew. BK Cares fall 18 project is Hands On Miamis Serve-A-Thon where 75 employees and their families painted murals, landscaped, and provided community clean-up at one of Miami-Dade Countys eligible schools. In 17, BK Cares spring project had 150 BURGER KING® employee volunteers and their families renovating the Childrens Home Societys Hands in Action facility, which had been vacant for five years.


BK Cares other ongoing projects include KAPOW (Kids and the Power of Work); providing volunteers to feed the homeless at Community Partnership for Homeless; Community In Schools (CIS) BURGER KING® Academys partner for which Burger King Corporation provides space at their headquarters; Back to School Backpack Drives; a holiday angel gift tree for the Childrens Home Society; and mentoring.


Individual employees also commit numerous hours to more personal, one-on-one issues, like ensuring that low-income youngsters have school supplies and clothing. Burger King Corporation employees commitment to volunteering ranges from coaching athletics and serving as Girl Scout leaders to serving on the Board of Directors for the United Way of Miami-Dade County.


BURGER KING® employee gets a helping hand from family members, picking air potatoes at Kendall Indian Hammocks Park, where acres of hardwood hammock have been invaded by this exotic pest plant. This BK Cares event was the largest single volunteer activity for the Miami-Dade Park system ever.


Whilst McDonald’s international operations still display a healthy growth and profitability, the vital US market is flat, and they have, for the first time ever, lost market share to archrival Burger King. Franchisees are worried, also because for some time now no new product has thrilled the market. Shares have not grown in value for two years; in fact, they are kept just stable by the good performance of foreign markets. Amid all these signs of malaise, the top managers seem to have lost their way they appear unable to devise a strategy to tackle the stalemate. Attempts to restructure operations, review marketing, revise the structure seem only able to nibble at the edges of the problem they fail to provide a stable strategy and a willingness to make it work. These are essential if McDonalds is to avoid such serious errors as upsetting franchisees with half-baked growth policies, and damaging promotion campaigns like Campaign-55. C-55 (a 55-cent Big Mac promotion) has managed to upset customers, investors and restaurant owners. The campaign was abandoned, but only after the price-cutting move had called into question, in many quarters, top managers ability to get moving again.


On Friday January , 00 Burger King staged a promotional coup they gave a free bag of chips to anyone who walked or drove into one of their US restaurants. The occasion was the launch of a better chip potato than McDonalds , and not to leave anyone in any doubt, they accompanied the promotion with the slogan The taste that beats McDonalds fries. This promotion comes shortly after the launch of Big King the slogan then was Get ready for the taste that beats the Big Mac. Clearly a head-on attack to the market leader.


On the other hand, McDonalds burger, with its sweet taste, seems to appeal especially to children; they also tried to attract more mature customers with products geared to them, but they were largely unsuccessful. Burger King seems to have an edge on McDonalds in product innovation, but McDonalds is more widespread and very successful internationally, thus remaining the number one spot. Burger King says they focus on revenue per store, as opposed to number of restaurants.


A satisfactory customer isnt enough (Fortune, July 1, 17) Pioneering research carried out at Xerox in the early 0s about the relationship between customer satisfaction and repeat purchase points to some surprising conclusions. When customers are faced with realistic choices loyalty is only substantial if satisfaction is at or near the maximum possible level. In 15 T. Jones and E. Sassier Jr wrote in Harvard Business Review One Xerox datum is startling if satisfaction is ranked on a 1-to-5 scale, from completely dissatisfied to completely satisfied, the 4s, though satisfied, are six times more likely to defect than the 5s.


So, how does one achieve competitive advantage in very competitive situations? In two main ways, either reducing competition by erecting barriers to entry (patents, legal regulations, standards, switching cost for customers), or satisfying customers completely, which is expensive but more effective, certainly in the long run.


Moreover, when products are very similar - Hertz vs. Avis, McDonalds vs. Burger King - achieving total customer satisfaction is unlikely to be obtained through one single element, important though that may be. It is more likely that your customers decision to be loyal to you depends on the sum many small encounters with your company. Their impact can be huge. Lexus cars buyers are an example of successful loyalty building they keep the thrill of ownership alive through service. This is what Forum Corp. Consultants call branded customer experience, which consist of building into the brand every possible positive experience the customer encounters. South Western Airlines for example, promises cheap and hassle-free flight, and makes a virtue of the money-saving no-frills operations the airline is remarkably successful. Are there lessons that the fast food industry can learn from the likes of Lexus and South Western Airlines?


As youll see, McDonalds commitment to social responsibility is an important part of their heritage and has become increasingly more important as their business has grown to span 11 countries. More than ever, they are focused on and committed to doing the right thing for the local communities in which they operate and for the customers they serve. This philosophy of doing good and giving back has always been at the heart and soul of the McDonalds business -like french fries and hamburgers - and started with the founder in 155, Ray Kroc. Before there was even a name for social responsibility, McDonalds was setting the standard, and they have been a leader ever since.


A strong mind. A strong body. And a safe, supportive place to grow. These are things that every child needs - and deserves - to have. Helping to provide these things is what we do. That Is McDonalds missions statement and program. By creating, finding and supporting programs that directly improve the health and well being of children, Ronald McDonald House Charities is working to better the lives of children and their families around the world. Suicide is the third leading cause of death among children and youth between the ages of 10 and 4, according to the Center for Disease Control.


To date, McDonalds has awarded more than $0 million dollars in grants worldwide towards their mission to make an immediate and positive impact on as many children as possible. And with support from a global network of 171 independent local Chapters in 44 countries - as well as hundreds of thousands of passionate and caring people they have had plenty of success. In an effort to create awareness of this national health problem, create life-saving support for children at risk, and provide intervention tools for the people close to them, Ronald McDonald House Charities supports a number of suicide prevention initiatives.


In July, 1, RMHC was recognized by past U.S. Surgeon General David Satcher and Tipper Gore, wife of past United States Vice President Al Gore, at a Washington, D.C. event declaring suicide a national health problem. At the event, dubbed the Surgeon General’s Call to Action to Prevent Suicide, Gore thanked RMHC for its commitment and support of various suicide prevention programs across the United States.


RMHC awarded $160,000 to the American School Counselor Association to help fund “On the Edge,” a video kit produced by “In the Mix.” “On the Edge” was distributed to over 5,000 high schools across the country. RMHC awarded $ million to the University of Chicago for the development of TEAM UP TO SAVE LIVES, a CD-ROM that encompasses three years of extensive research and training with school personnel on suicide prevention practices. TEAM UP TO SAVE LIVES has already been distributed to more than 0,000 junior and senior high schools and 50 crisis clinics across the United States.


A $5,000 grant to the Suicide Prevention Association Network (SPAN) allowed educators from forty U.S. states to attend the SPAN conference to learn more about suicide prevention. Attendees also pledged their commitment to rolling out the national program in their states. RMHC joined the University of Michigan and Dr. Cheryl King, past president of the American Association of Suicidology to create Connect Five. This million-dollar initiative empowers troubled youth to seek recommended treatment programs and support services. The Rush Youth Suicide Prevention Program is a three-year, $1 million partnership program with Dr. David Clark at Rush-Presbyterian-St. Luke’s Medical Center in Chicago, Illinois.


McDonalds in the community means local development, support for local schools, youth sports, and other community programs, help in times of need. Through their support for Ronald McDonald House Charities, they help improve the health and well-being of children and families around the world. McDonalds has a long-standing commitment to environmental protection. Their restaurants around the world have innovative programs for recycling, resource conservation, and waste reduction. They are working with expert advisors and our suppliers to make further changes so that resources used to meet todays needs will remain available for the needs of future generations.


McDonalds has a People Vision � to be the best employer in each community around the world. Their People Promise and People Principles express our commitment to respect, recognition, openness, and employee development. Diversity is integrated into their business operations and planning around the world.


To guide their social responsibility efforts, McDonalds seeks the advice of independent experts. They have been recognized for their leadership in corporate social responsibility by numerous organizations and publications.


McDonalds works with their suppliers and expert advisors to improve animal handling practices, help preserve the effectiveness of life-saving antibiotics, ensure the quality and safety of their products and restaurant environments, and promote the protection of workers health, safety, and human rights. Since they issued our Social Responsibility Report, in April 00, McDonalds has continued to launch new initiatives and make other changes to their business.


McDonalds has always been a franchising Company and has relied on its franchisees to play a major role in its success. McDonalds remains committed to franchising as a predominant way of doing business. Approximately 70% of McDonalds worldwide restaurant businesses are owned and operated by independent businessmen and women, their franchisees.


McDonalds continues to be recognized as a premier franchising company around the world. Perhaps the fact that McDonalds management listens so carefully to its franchisees has something to do with McDonalds being perennially named as Entrepreneur Magazines number one franchise.


Their franchising system is built on the premise that the Corporation can be successful only if their franchisees are successful first. They believe in a partnering relationship with their owner/ operators, suppliers and employees. Success for McDonalds Corporation flows from the success of its business partners.


Their selection of prospective candidates is based on an assessment of overall business experience and personal qualifications. They look for individuals with good common business sense, a demonstrated ability to effectively lead and develop people, and a history of previous success in business and life endeavors. A restaurant background is not necessary. They franchise only to individuals, not to corporations, partnerships, or passive investors.


McDonalds is, by choice, an equal opportunity franchiser, with a proven track record of franchising to all segments of society. In the U.S., minorities and women currently represent over 4% of our franchisees and 70% of all applicants in training.


McDonalds is currently seeking highly qualified individuals to join the McDonalds family as new franchisees in both U.S. and International markets.


McDonald’s vs. Burger King Organizational Diagnosis; diagnosing the McDonalds organization, the first issue we will examine is their company goals. McDonalds has a goal of one hundred percent total customer satisfaction. However, they do realize that this goal is not always attainable. Therefore, if for any reason they do not meet that goal, they will do whatever it takes to correct their mistake. McDonalds has a second company goal that sets them apart from most of their competitors. McDonalds was founded on the principle of giving back to the community, and that remains one of their primary goals today. Through their charities, Ronald McDonald’s House and Ronald McDonald’s Childrens Charities, McDonalds has pumped millions of dollars back into the community over the years. McDonalds customer service policy is laid out in the McDonalds Guarantee. The McDonalds Guarantee states “Your food will be hot. Your service will be fast and friendly. And your drive-thru orders will be double-checked right. If you are not satisfied, we will make it right. Or your next meal is on us. Guaranteed.” The customer service procedures of McDonalds are centered on focusing on one customer at a time. They are more concerned with the quality of the service than the speed of the service. Employees usually take only one order at a time. They then prepare that order while the customers wait. After the present customer is satisfied, they move on to the next customer. This procedure allows great accuracy and quality, but lacks speed.


McDonalds climate was not very appealing. Everything appeared to be focused around the business instead of the customers. Employees were working at a rapid pace, but it seemed like they had no time for customers. They acted as if it was a burden for them to stop and answer a simple question or refill a drink. The atmosphere was also very noisy. There was constant beeping, banging, and yelling coming from the service area. They did not provide a pleasant ambiance for customers to dine in. McDonalds communication and leadership were also lacking. The only communication between employees and customers was the placement of orders. The employees provided no feedback in terms of double-checking orders or communicating any delays that might occur. Communication between employees consisted of loud yelling throughout the kitchen. In terms of leadership, we did not see a manager present during our entire visit. Diagnosing Burger King was a little more difficult because they do not provide customers with literature (pamphlets) communicating goals and policies, as McDonalds does. However, Burger Kings goals seemed quite clear. They want to individualize each customers order and provide the fastest service possible. Burger Kings policy is to give the customer many choices and to accurately and quickly provide whatever the customer chooses. This policy is reflected in their slogan, “Your way, right away.” Operating under this policy makes it very easy to achieve their goals. Through the many choices they provide it is easy to customize each order. Burger Kings procedures are also consistent with their goals. In order to individualize each order they provide customers with many options when ordering. Some options include fries or onion rings, cheese, bacon, mustard, ketchup, mayonnaise, lettuce, tomato, pickles, and onion. The customer can pick any combination of these options that they desire. To facilitate fast service Burger King takes customer orders on a continual basis. One employee takes the customers order, the customer then moves down the line where another employee is preparing the order. Meanwhile, the original employee is taking another customers order. Customers also get their own drinks while they are waiting for their meal. This makes service much faster in that employees do not have to prepare drinks or provide refills. The climate at Burger King was very pleasant. The employees conveyed the attitude that they were there to assist the customers in any way possible. The restaurant was very clean and there were no loud noises from the service area. They also provided relaxing music for customers to listen to while dining. Burger King possessed more than adequate communication and leadership. Employees gave the customers feedback on their orders. Customers received a receipt, which enabled them to double-check their order. The employees also read the order back to the customer before handing them the order. In terms of leadership, there was a manager in plain sight throughout my visit. The manager showed involvement by taking orders and coaching employees.


I compared and contrasted McDonald’s and Burger King as follows Comparison between McDonalds and Burger King Analysis I. Organizational Goals Both McDonalds and Burger King share the same basic organizational goals of profitability, sales volume, fast and courteous service, and cleanliness. There are minor variations to these goals by both companies. II. Organizational Structure When observing McDonalds and Burger king, the organizational structures of the two restaurants were very similar. There appeared to be a crew leader who was a non-managerial employee and, there was a manager who was present behind the counter. The managers of the restaurants seemed to be in control of every aspect of the entire food service process. He had keys to the store, and registers, and also was the only one to take phone calls. One might assume that because both restaurants are chains, there is a hierarchy of command. There is perhaps a regional manager, then a district manager, all the way up to a CEO of McDonalds and Burger King. The distinction between the management and the staff was very clear and apparent by looking at their uniforms. III. Technology Both McDonalds and Burger King are on the cutting edge of technology. They both employ state of the art cash registers and both have electric timers built into their cooking machines. Although the cooking styles vary between Burger King and McDonalds, the method of production is the same. Large batches of food are cooked at once then placed under heat lamps or put in the microwave when an order is placed. Both stores have the same drive through technology with a speaker and a well-lit menu to relay the message to the cooks. Usually whoever takes the order is also the same person to collect the money; however, a different person usually puts the order together for the customer. IV. Employee Motivation The motivation of both stores for employees to perform well is hard to ascertain from just observing, but it appears somewhat obvious.


The people working in these establishments appear to have a lower social economic status, and the fact that a paycheck is coming at the end of the week may be the only motivation they have. The stores do have an employee of the month plaque on the wall, but it is doubtful that this is motivation to strive day in and day out for. There is also the fear of potentially losing their jobs if they perform sub standard. V. Communication both stores employed a very open communication policy. Employees were talking, sometimes shouting at one another to be heard. The management was openly involved in the employees routines and the employees felt no barriers to prevent their communication with the manager. Sometimes in both stores, there would be a break down in communication somewhere along the line and that would result in extended waiting times for customers and sometimes, screwed up orders. VI. Environment The environment at McDonalds and Burger King seems to be a simple, yet unstable one. It is apparent that the majority of people who work there, are not choosing their employment as a career option. Therefore, the workforce is constantly changing and adapting to new employees and new situations. VII. Job Design The design of the job in both McDonalds and Burger King ran smoothly at times. There was autonomy between the different positions. For example, the fry person would just make fries. If he ran into a problem, he could use his knowledge of the fry machine to fix the problem without having to go to management. There was a visual barrier between the different positions, however no position seemed more glorified than another one. VIII. Leadership Style There was similar leadership style employed by the management at both stores. Task orientation was essential to meeting the goal of fast food. Each person had to be focused on the task at hand, because during certain hours of the day, both stores were very busy. There seemed to be little flexibility from management if it meant compromising their goals. IX.Policies/Procedures/Rules/Standards Standardization seemed to be the key at both stores. One can walk into any McDonalds in the country and find that a Big Mac is the same everywhere. Similarly, a Whopper will taste the same at every location. Therefore, the ingredients, and cooking methods must remain constant throughout. There can be no variation. Rules and procedures were posted on clear signs and made directly available to the employee. X. Organization Climate There seemed to be individual autonomy for the most part at both stores. However, the reward system was not easy to identify. They seemed expected to do their job consistently and accurately, perhaps in fear of punishment. They received cooperation from management as long as they were working diligently. Contrast between McDonald’s and Burger King Analysis I. Organizational Goals At first glance there are no posters on the wall that state the goals that McDonald’s are trying to each. A customer can find a list of the McDonald’s goals in what look to be children’s flyers round the restaurant. The flyers stated that McDonald’s goal is “100% total customer satisfaction.” Also if you weren’t completely happy with your meal that the restaurant would do whatever it took to make it right. This is not a very realistic goal for a fast food restaurant because with the amount of food that is served everyday there is no way that every customer will be satisfied. When I got to Burger King there were no pamphlets for the customer to read. There was nothing to let the consumer know what the company was all about. There was a large sign, which read the slogan “Workin for You.” This was what appeared to be the organization goal and it was interesting to see that the slogan was in improper English. Although this goal is much more realistic than the McDonald’s counterpart. II. Organizational Structure Although the structure of the two organizations are basically the same there were two differences that I noticed. One difference is in the specific tasks of the employees working the front. In McDonald’s there is one person who takes your order and gets your food. Only one person is helped at a time because the cashier has to wait for the food and then serve you. In Burger King there are two separate stations to order and then pick up your food. At the beginning of the line the customer orders and pays in exchange for a number. Then you move down the line to where the customer picks up the food in accordance with the number. This greatly speeds up the lines and reduces the waiting time. The other difference is in the management. At both restaurants there is one manager that handles all the employees working at the time. In McDonald’s the manager was no where to be found but in Burger King the manager was at the front letting himself be seen and talking with the customers. He also wore a different colored uniform to signify his position in the organization. III. Technology The production level of the two restaurants is the main difference in their technology. McDonald’s makes their food in mass production. The burgers are already made and waiting under a heat lamp for you when you order. They are separated into rows depending on what type of burger you order. In Burger King, the burgers are not already put together. The burger is cooking in the back but the toppings are not added until the individual orders come. This gives the customer a better chance of getting a fresh meal. IV. Communication, there was not much communication going on in McDonald’s when I were there. The cashiers did not smile and were not that polite when taking my order. The communication between the cashiers and the cooks consisted of the cashiers screaming into the kitchen. The manager was not around so I was not able to see the manager’s interactions with the staff. At Burger King, I was welcomed by a smile. The cashiers were nice and even held a conversation with me. The manager was out in front conversing with the staff and the employees. The staff appeared to treat the manager as a friend instead of a superior. V. Environment McDonald’s environment was neither customer nor employee friendly. Everything in the restaurant is colored brown, which just is not inviting to customers. The staff has pinstriped uniforms that resemble prison uniforms. The restaurant was also badly lighted which did not help the color. In Burger King, there were windows everywhere and the restaurant was extremely bright. The staff wore bright colored uniforms and there was music playing which was enjoyable for the customers as well as the staff. After I observed the interactions between management, employees, and customers at both operations, we discovered a few areas where Burger King and McDonald’s both needed improvement.


To begin with, my McDonald’s experience was overall enjoyable, yet a few small, but important, details should be considered. Most of the employees’ uniforms were worn properly and neatly, but the rest were just plain sloppy. Shirts should be tucked in and clean, and hats should be worn the way hats were meant to be worn. This would show that employees value their jobs, and take them seriously. While we were dining, we could not help but notice the loud, high pitched, constant beeping noises coming from the kitchen area. These extremely irritating noises did not stop the entire time. This prevents the guests from enjoying their meals in a soft, relaxing atmosphere. Quiet background music at McDonald’s would probably help the ambiance a bit and offset some of the noises coming from the kitchen. We also noticed that even though it was not busy, there was not a manager in sight. In fact, I cannot be sure that one was on duty at the time of our visit. At Burger King, it was nice to see the manager working along with the employees by taking orders and preparing food. The major problem that we found with Burger King was the lack of menu consistency. The location that I visited did not offer salads, while most other Burger King’s do. I feel that if a salad is available at one location, then a customer should expect to be able to enjoy the same salad at any Burger King. It is comforting to a customer to know that the food will be the same (in preparation and availability) at whichever store he or she chooses to visit. I did enjoy how they were willing to accommodate my personalized orders, but it is not appropriate to charge for one slice of tomato or lettuce. McDonald’s did advertise quite a bit of community involvement and service. At Burger King I did not see signs of any type of contribution to the community. People may think that the company is greedy and only cares about profit. A charity would show that Burger King cares about the community. In addition, both of these restaurants desperately need to incorporate the fundamentals of great service into their game plans. It would make a tremendous difference if a cashier would very simply smile and say “thank you” after returning your change. From the expressions on the faces of some of the employees we felt as if I ruined their entire day just by walking through the door! Personality and attitude should be major considerations when hiring employees. Hire only those who will take pride in their jobs, be professional, and treat the guests very well. Our final recommendation for both operations is to adopt a “Total Quality Management” philosophy. Food should come out with the right ingredients and at the correct temperature. It is a waste of time and money to make an order over again if it is not perfect the first time. With better training and communication there should be no reason for orders to be less than perfect. The proper attention could be directed to the next customer waiting in line. If things are done correctly the first time, it will save aggravation for the guest, who, by the way, will remember that his order came out exactly how he wanted it. Basically, just take care of the customer. Give employees the power to do whatever it takes to make them happy. Exceed their expectations and, in return, you will have a life long patron. He will be back again, and again, increasing long run profitability. This concept should be applied to McDonald’s as well as Burger King, to help attain their corporate goals.





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