MISSION AND VISION

INTRODUCTION
A mission statement is a statement of the purpose of a company,
organization or person, its reason for existing.
The mission statement should guide the actions of the organization, spell
out its overall goal, provide a path, and guide decision-making. It provides
"the framework or context within which the companys strategies are
formulated." Its like a goal for what the company wants to do for the world.
A written declaration of an organization's core purpose and focus that
normally remains unchanged over time.
!roperly crafted mission statements
"#$ %erve as filters to separate what is important from what is not,
"&$ 'learly state which markets will (e served and how, and
")$ 'ommunicate a sense of intended direction to the entire organization.
A mission is different from a vision in that the former is the cause and
the latter is the effect* a mission is something to
(e accomplished whereas a vision is something to (e pursued for
that accomplishment. Also called company mission, corporate
mission, or corporate purpose.
An aspirational description of what an organization would like to
achieve or accomplish in the mid-term or long-term future.It is
intended to serves as a clear guide for choosing current and future
courses of action. %ee also mission statement.
[1]
MISSION AND VISION
Samsung istory !
+nlike other electronic companies %amsung origins were not involving
electronics (ut other products.
In #,)- the %amsungs founder .yung- 'hull /ee set up a trade export
company in 0orea, selling fish, vegeta(les, and fruit to 'hina. 1ithin a
decade %amsung had flour mills and confectionary machines and (ecame
a co-operation in #,2#
3rom #,2- onwards %amsung (egan to expand into other industries such
as financial, media, chemicals and ship (uilding throughout the #,45s. In
#,6,, %amsung 7lectronics was esta(lished producing what %amsung is
most famous for, Televisions, 8o(ile !hones "throughout ,5s$, 9adios,
'omputer components and other electronics devices.
#,-4 founder and chairman, .yung-'hull /ee passed away and 0un-:ee
/ee took over as chairman. In the #,,5s %amsung (egan to expand
glo(ally (uilding factories in the +%, .ritain, ;ermany, Thailand, 8exico,
%pain and 'hina until #,,4.
In #,,4 nearly all 0orean (usinesses shrunk in size and %amsung was no
exception. They sold (usinesses to relieve de(t and cut employees down
lowering personnel (y 25,555. .ut thanks to the electronic industry they
managed to cur( this and continue to grow.
The history of %amsung and mo(ile phones stretches (ack to over #5
years. In #,,) %amsung developed the lightest mo(ile phone of its era.
The %':--55 and it was availa(le on '<8A networks.
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MISSION AND VISION
Then they developed smart phones and a phone com(ined mp) player
towards the end of the &5th century. To this date %amsung are dedicated to
the ); industry. 8aking video, camera phones at a speed to keep up with
consumer demand. %amsung has made steady growth in the mo(ile
industry and are currently second (ut competitor =okia is ahead with more
than #55> increase in shares.
Introduction o" Samsung #
%amsung is known glo(ally for its electronic products and it is one of the
successful (rands in the electronic industry. It is an esta(lished company
almost all around the world.
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MISSION AND VISION
%amsung 7lectronics is a %outh 0orean multinational electronics and
information technology company head?uartered in %amsung Town, %eoul.
It is the flagship su(sidiary of the %amsung ;roup. 1ith assem(ly plants
and sales networks in 6# countries across the world, %amsung has
approximately #65,555 employees.
In &55,, the company took the position of the world@s (iggest IT maker (y
surpassing the previous leader :ewlett-!ackard. Its sales revenue in the
areas of /'< and /7< displays and memory chips is num(er one in the
world.
In the TA segment, %amsung@s market position is dominant. 3or the five
years since &556, the company has (een in the top spot in terms of the
num(er of TAs sold, which is expected to continue in &5#5 and (eyond. In
the glo(al /'< panel market, the company has kept the leading position for
eight years in a row.
1ith the ;alaxy % model mo(ile phone, %amsung@s %martphone line-up
has retained the second-(est slot in the world market for some time.

In
competition to Apples ipad ta(let, %amsung released the Android powered
%amsung ;alaxy Ta(let.
$ISSION
1e (elieve that living (y strong values is the key to good (usiness. At
%amsung, a rigorous code of conduct and these core values are at the
heart of every decision we make.
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MISSION AND VISION
%eople
Buite simply, a company is its people. At %amsung, we@re dedicated to
giving our people a wealth of opportunities to reach their full potential.
&'cellence
7verything we do at %amsung is driven (y an unyielding passion for
excellenceCand an unfaltering commitment to develop the (est products
and services on the market.
Change
In today@s fast-paced glo(al economy, change is constant and innovation is
critical to a company@s survival. As we have done for 45 years, we set our
sights on the future, anticipating market needs and demands so we can
steer our company toward long-term success.
Integrity
Dperating in an ethical way is the foundation of our (usiness. 7verything
we do is guided (y a moral compass that ensures fairness, respect for all
stakeholders and complete transparency.
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MISSION AND VISION
Co!prosperity
A (usiness cannot (e successful unless it creates prosperity and
opportunity for others. %amsung is dedicated to (eing a socially and
environmentally responsi(le corporate citizen in every community where
we operate around the glo(e.
(ision )!
As stated in its new motto, %amsung 7lectronics vision for the new decade
is, "Inspire the 1orld, 'reate the 3uture."This new vision reflects %amsung
7lectronics@ commitment to inspiring its communities (y leveraging
%amsungs three key strengthsE F=ew Technology,G FInnovative !roducts,G
and F'reative %olutions.G -- and to promoting new value for %amsungs core
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MISSION AND VISION
networks -- Industry, !artners, and 7mployees. Through these efforts,
%amsung hopes to contri(ute to a (etter world and a richer experience for
all.
As part of this vision, %amsung has mapped out a specific plan of reaching
HI55 (illion in revenue and (ecoming one of the world@s top five (rands (y
&5&5. To this end, %amsung has also esta(lished three strategic
approaches in its managementE F'reativity,G F!artnership,G and
FTalent.G%amsung is excited a(out the future. As we (uild on our previous
accomplishments, we look forward to exploring new territories, including
health, medicine, and (iotechnology. %amsung is committed to (eing a
creative leader in new markets and (ecoming a truly =o. # (usiness going
forward.

S*OT +nalysis o" Samsung !
Strengths)
J =ew (ogus appurtenances a(straction to rollout in 2 months.
J 'ommunica(le the (eating of the (uyer, present accepta(le designs K
accepting emotions.
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MISSION AND VISION
J :eavy asset in technology, artifacts architecture and staff.
*eaknesses)
J /ack in artifact separation.
J <ifferent models at assorted amount points.
J 'entermost on accumulation (azaar instead of alcove markets.
J =ot actual user affa(le design.
Opportunities)
J differentiate its account from competitors.
J Dffer artifact variation
J crave for corpuscle phones apprenticed (y the account provider or
carriers.
J Afforda(ility (y I)>.
Threats)
J 8otorolas (a(y minding in the +.% market, =okias acceptance in the
!akistani market, artful added than (isected of the apple market.
J Agitated competitor, including %ony 7ricsson and %iemens (istro into its
share.
J =ot (efitting clue of the new trend in the market.
J =ot an appearance accent and appearance statement
,unctional Strategies o" Samsung !
%roduct Innovation !
%amsungs product range in India included 'TAs, audio and video
products, information technology products, mo(ile phones and home appliances.
Its product range covered all the categories in the consumer electronics
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MISSION AND VISION
and home appliances. Analysts felt that the wide product range of %amsung was
one of main reasons for its success in the Indian market. %amsung positioned itself
on the technology platform.
%ricing !
!ricing also seemed to have played a significant role in %amsungs success.
Distri-ution !
Along with the launch of new products, %amsung also consolidated its distri(ution
system. %amsung had #- state-level distri(ution offices and a direct dealer interface.
The direct dealer interface helped the company get ?uick feed(ack from dealers,
and ena(led it to launch products according to consumer needs.

+dvertising and Sales %romotion !
In #,,2, when %amsung entered India, it realized that Indian consumers
were not familiar with the company. %o, in order to esta(lish itself in the
Indian consumers Lmind, %amsung launched corporate advertisements
highlighting its technologically superior goods.
The $aking o" a .lo-al /rand !
In #,,), as a first step in its glo(alization drive, %amsung ac?uired a new
corporate identity. It changed its logo and that of the group. In the new logo, the
words %amsung 7lectronics were written in white color on (lue color (ackground to
represent sta(ility, relia(ility and warmth. The words %amsung 7lectronics were
written in 7nglish so that they would (e easy to read and remem(er worldwide.
The logo was shaped elliptical representing a moving world - sym(olizing
advancement and change.
+dvertising and %romotional Strategies !
In #,,4, %amsung launched its first corporate advertising campaign - =o(el
!rize %eries. This ad was aired in nine languages across 7urope, the
8iddle 7ast, %outh America and 'I% countries. The advertisement showed
a man "representing a =o(el !rize /aureate$ passing from one scene to
another. As the man passes through different scenes, %amsung products
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MISSION AND VISION
transform into more advanced models. According to company sources, the
idea was to convey the message that %amsung uses =o(el !rize /aureates
ideas for making its products.
Samsung &lectronics) Innovation and Design Strategy !
In Manuary &55-, %amsung 7lectronics won )& innovation and design
engineering awards at the 'onsumer 7lectronics %how. This is a
management strategy case that explores product design, innovation
strategies and strategic planning in a changing competitive landscape.
1hile investment in 9K< and product design has rewarded %amsung
7lectronics with its dominant market position and premium (rand
perception, such dominance may not (e sustaina(le in the long run,
especially now that competitors are achieving higher profita(ility with lower
investments in 9K< per product. The case also discusses such issues as
product design philosophies, innovation strategies, localization of products,
product design outsourcing for consumer electronics products.
Design strategy #
<esign strategy is a discipline which helps firms determine what to make
and do, why do it and how to innovate contextually, (oth immediately and
over the long term. This process involves the interplay (etween design and
(usiness strategy, forming a systematic approach integrating holistic-
thinking, research methods used to inform (usiness strategy and strategic
planning which provides a context for design. 1hile not always re?uired,
design strategy often uses social research methods to help ground the
results and mitigate the risk of any course of action. The approach has
proved useful for companies in a variety of strategic scenarios.
Samsung's %lan to Strengthen Its *eaknesses !
The glo(al cell phone (usiness has (een in a funk lately, with handset
sales off ##> this yearCa serious downshift from the dou(le-digit
expansion of recent times. %amsung 7lectronics, though, has (ucked the
trend, (oosting sales 4> in &55, without denting its #5> profit margins.
That has helped the 0orean giant increase its worldwide market share to
#,> and cement its position as the =o. & player glo(ally, (ehind =okia,
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MISSION AND VISION
with )->. %amsungs reaction to the good newsN "1e have a long way to
go," says M.0. %hin, the companys new handset (usiness chief.
%ure, theres a (ig dose of traditional 0orean modesty in %hins fretting. .ut
while %amsung is the top (rand in the +.%., %hin is worried that the
company remains a laggard in two key segmentsE high-end smart phones
and ultra cheap models for developing countries. In smart phones,
%amsung has Oust ).2> of a world market thats likely to grow )#> this
year, according to researcher %trategy Analytics. At the low end, %amsung
still trails =okia (adly. In India, its share is less than #5>, vs. =okias 2->.
And of the #25 or so new models %amsung will introduce this year, only a
half-dozen cost less than H#55.
Samsung's $arketing Strategy in India !
Samsung entered Inda n De!em"er 1995 as a 51#49 $%nt &enture 't( )eas%na"*e
+%m,uter S%*ut%ns -&t .td /)+S-.01 %'ned "2 Venug%,a* D(%%t %3 t(e Vde%!%n
gr%u,4 In 19981 )+S-. d*uted ts sta5e n Samsung t% 266 and n N%&em"er 20021
t(e 7I-8 !*eared Samsung9s ,r%,%sa* t% "u2 )+S-.9s remanng /2360 sta5e4
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MISSION AND VISION
In &55&, %amsung esta(lished manufacturing facilities for colour
televisions, microwave ovens, washing machines and air conditioners at
=oida, +ttar !radesh. It also had a presence in consumer electronics,
information technology products, mo(ile phones and home appliances.
%amsungs flagship (usinesses were consumer electronics and home
appliances, which contri(uted more than 65> of its revenues.
In &55&, %amsung reported sales of 9s.#45 million with &6> growth over
the previous year. Its consumer electronics (usiness grew (y &,> and
contri(uted 65> to the total sales, and its home appliances division grew
(y &#>, contri(uting I5 > of the total sales.
ISTOR0 O, $cDonald's
The 8c<onalds migrated from 8anchester, =ew :ampshire to :ollywood
in the late #,&5s, where (rothers 9ichard and 8aurice 8c<onald (egan
working as set movers and handymen at motion-picture studios In #,)4,
their father !atrick 8c<onald opened "The Airdrome", a food stand, on
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MISSION AND VISION
:untington <rive near the 8onrovia Airport in 8onrovia
'alifornia. :am(urgers were ten cents, and all-you-can-drink

orange Ouice
was five cents. In #,I5, 8aurice and 9ichard ""8ac" and "<ick"$ moved the
entire (uilding I5 miles "6I km$ east, to 1est #Ith and #),- =orth 7
%treets in %an .ernardino, 'alifornia. The restaurant was renamed
"8c<onalds .ar-.-B" and had twenty-five menu items, mostly (ar(ecue.
In Dcto(er #,I-, after the 8c<onald (rothers realized that most of their
profits came from selling ham(urgers, they closed down their successful
carhop drive-in to esta(lish a streamlined system with a simple menu of
Oust ham(urgers, cheese(urgers, 3rench fries, shakes, soft drinks, and
apple pie. The carhops were eliminated to make 8c<onalds a self-service
operation. The (rothers took great care in setting up their kitchen like an
assem(ly line to ensure maximum efficiency.
The restaurants name was changed again, this time to simply
"8c<onalds," and reopened on <ecem(er #&, #,22
In #,2& the (rothers decided they needed an entirely new (uilding in order
to achieve two goalsE further efficiency improvements, and a more eye-
catching appearance. They collected recommendations for an architect and
interviewed at least four altogether, finally choosing %tanley 'lark 8eston,
an architect practicing in near(y 3ontana, in the fall. The (rothers and
8eston worked together closely. They achieved the extra efficiencies they
needed (y, among other things, drawing the actual measurements of every
piece of e?uipment in chalk on a tennis court (ehind the 8c<onald house
"with 8estons assistant 'harles 3ish$.The design achieved a high level of
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MISSION AND VISION
noticea(ility thanks to gleaming surfaces of red and white ceramic tile,
stainless steel, (rightly colored sheet metal, and glass* pulsing red, white,
yellow, and green neon* and last (ut not least, two &2-foot yellow sheet-
metal arches trimmed in neon, called "golden arches" even at the design
stage. A third, smaller arch sign at the roadside hosted a pudgy character in
a chefs hat, known as %peedee, striding across the top, trimmed in
animated neon.
In late #,2&, with only a rendering of 8estons design in hand, the (rothers
(egan seeking franchisees. Their first franchisee was =eil 3ox, a distri(utor
for ;eneral !etroleum 'orporation. 3oxs stand, the first with 8estons
golden arches design, opened in 8ay #,2) at I525 =orth 'entral Avenue
at Indian %chool 9oad in !hoenix, Arizona. Their second franchisee was
the team of 3oxs (rother-in-law 9oger 1illiams and .urdette ".ud"
/andon, (oth of whom also worked for ;eneral !etroleum. 1illiams and
/andon opened their stand on #- August #,2) at #5&54 /akewood
.oulevard in <owney, 'alifornia. Today the <owney stand has the
distinction of (eing the oldest surviving 8c<onalds restaurant.The <owney
stand was never re?uired to comply with the 8c<onalds 'orporations
remodeling and updating re?uests over the years (ecause it was
franchised not (y the 8c<onalds 'orporation, (ut (y the 8c<onald
(rothers themselves to 1illiams and /andon. "9ecognizing its historic and
nostalgic value, in #,,5 the 8c<onalds 'orporation ac?uired the stand
and reha(ilitated it to a modern (ut nearly original condition, and then (uilt
an adOacent museum and gift shop to commemorate the site.$
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MISSION AND VISION
In #,2I, 9ay 0roc, a seller of 8ultimixer milkshake machines, learned that
the 8c<onald (rothers were using eight of his machines in their %an
.ernardino restaurant. :is curiosity was pi?ued, and he went to %an
.ernardino to take a look at the 8c<onalds restaurant. :e was Ooined (y
good friend 'harles /ewis who had suggested to 0roc several
improvements to the 8c<onalds (urger recipe.
.elieving the 8c<onalds formula was a ticket to success, 0roc suggested
they franchise their restaurants throughout the country. The (rothers were
skeptical, however, that the self-service approach could succeed in colder,
rainier climates* furthermore, their thriving (usiness in %an .ernardino, and
franchises already operating or planned, made them reluctant to risk a
national venture. 0roc offered to take the maOor responsi(ility for setting up
the new franchises elsewhere. :e returned to his home outside of 'hicago
with rights to set up 8c<onalds restaurants throughout the country, except
in a handful of territories in 'alifornia and Arizona already licensed (y the
8c<onald (rothers. The (rothers were to receive one-half of one percent of
gross sales. 0rocs first 8c<onalds restaurant opened on April #2, #,22, at
I55 =orth /ee Avenue in <es !laines, Illinois, near 'hicago. "It was
demolished in #,-I after many remodels.$ 0roc incorporated his company
as 8c<onalds %ystems, Inc., which he would later rename 8c<onalds
'orporation.
Dnce the <es !laines restaurant had (ecome operational, 0roc sought
franchisees for his 8c<onalds chain. The first snag came ?uickly. In #,26
he discovered that the 8c<onald (rothers had licensed the franchise rights
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MISSION AND VISION
for 'ook 'ounty, Illinois to the 3reOlack Ice 'ream 'ompany. 0roc was
incensed that the 8c<onalds had not informed him of this arrangement. :e
purchased the rights (ack for H&2,555, five times what the 3reOlacks had
originally paid, and pressed forward. 8c<onalds grew slowly for its first
three years. .y #,2-, there were )I restaurants. In #,2,, however, 0roc
opened 6- new restaurants, (ringing the total to #5& locations.
$cDonald's vision
8c<onalds vision is to (e the worlds (est ?uick service restaurant
experience. .eing the (est means providing outstanding ?uality, service,
cleanliness, and value, so that we make every customer in every restaurant
smile

+nalyzing the vision statement)
The vision statement of 8c<onald is clear, concise, desira(le, focused,
feasi(le and achievement oriented (ut to certain extent it is (road and have
used certain superlatives like (est ?uick service restaurant.
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MISSION AND VISION
.y seeing the vision statement of 8c<onalds, we can say that the
company@s vision is very well defined and is depicting their future aims
in clear and (rief way. It paints a picture of the company that management
is trying to create
i.e. world@s (est ?uick service restaurant giving ?uality and value food
to customer. This we can say from their ?uick delivery of orders and
takeawayP<rive thru zones. The vision is forward looking or futuristic and
focused. This can (e said (ecause, they have clearly stated a(out (eing
the (est means to provide outstanding ?uality, service, cleanliness, and
value to customer. The statement is feasi(le as their main aim of making
every customer smile i.e. making them happy (y giving great experience
through their services
The vision statement is desira(le as main aim of (usiness is customer
satisfaction and they states this very clearly in their vision. This vision
statement is long-term, in (road sense, and is not sounding generic 1e
can say the vision statement is having distinctive feature as they have
written a(out their ?uick service along with ?uality food and value to the
customer which creates differentiation with its competitors.
8oreover, there is use of certain superlatives like Q(est: (ut through their
actions and positioning in the market it can (e achieved and they can (e
the (est in such market.
Dne thing I like less a(out 8c<onald@s vision is that it is not much crisp and
short (ut all other features are splendid and marvelous.
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MISSION AND VISION
$cDonald1s $ission statement)
8c<onalds (rand mission is to (e our customers favorite place and way to eat and
drink. Dur worldwide operations are aligned around a glo(al strategy called the !lan
to 1in, which center on an exceptional customer experience !eople, !roducts, !lace,
!rice and !romotion. 1e are committed to continuously improving our operations and
enhancing our customers experience.

In careers, they have written following mission statementE
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MISSION AND VISION
8cdonalds mission is to (e our customers favorite place and way to eat with inspired
people who delight each customer with unmatched ?uality, service, cleanliness and
value every time. 1e invite you to (e the part of this winning team and give yourself an
opportunity to grow with the family of people striving to create smiles on the faces of
millions
of people everyday.
+nalyzing the mission statement)
The mission statement of a firm focuses on its present (usiness purpose -
Fwho we are and what we doG.
A well-conceived mission statement distinguishes
a company@s (usiness makeup from that of other profit-seeking enterprises in language
specific enough to give the company its own identity. The mission statement of
8c<onald includes customers, market, their concern for survival, philosophy and self
conceptualization.
The mission statement of 8c<onald lacks following componentsE products and
services, technology, concern for pu(lic image and concern for employees. 8c<onald@s
actions and decisions are such that they place the customer experience at the core of
all they do, they are committed to their people and they continually strive to improve. It
gives the main focus of the company which is to give customer the great experience (y
providing each customer with unmatched ?uality, service, cleanliness and value every
time. The mission statement also includes a(out operational excellence i.e. giving the
?uick service and cost effective service and it also mentions a(out continuous
improvement which is necessary for sustaina(le growth. The statement is very much
customer-oriented, which means that the company is focused on satisfying customer
needs, which is exactly what 8c<onalds stress in its action
=onetheless, 8c<onalds statement poorly communicates primary (usiness information
to its stakeholders I like the mission statement of 8cdonalds as it is very customer
oriented and its action is in same direction i.e making their restaurant customers
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MISSION AND VISION
favourite place to eat and drink (y giving them such awesome experience. 8oreover,
they are also focusing on giving ?uality and nutritious food (y providing all the nutrition
values of their each product to the customers.The companys strategies and actions are
in same directions of their vision and mission statement.
The $cDonald1s &'perience
[20]
MISSION AND VISION
8arketing in a service industry is (ecoming an increasingly complex challenge. The
paradigms of service marketing demands a passionate understanding of customer
expectations and perceptions and linking them to product design K delivery as well as
operational planning. This is where 8c<onald@s has excelled due to its a(ility to
successfully integrate the customer@s perspective in its products and operations in a
comprehensive manner. The revamped menu in India is an example of its strategy of
integrating the the customer@s perspective in its products. And the operational
integration is evident from 8c<onald@s emphasis on its suppliers as its customers as
well as its treatment of its customers as co-producers of service. The ultimate aim of
service 8arketing is not Oust to (ecome a %ervice /eader (ut to create a %ervice (rand.
:e %ervice delivery process is the key to achieving this aim of service marketing.
$cDonald1) /ehind The .olden +rches
<uri ng t he %ervi ce <el i very !rocess, each moment of i nt eract i on
(et ween t he f i rm and t he cust omer, cal l ed F
8oments of Truth hel ps underst and t he opport uni t i es t hat a f i rm has t o win or
lose the customer. 3or example, these Fmoments of truthG are created for 8c<onald@s
every t i me t he guard at t he 8c<onal d@ s out l et meet s t he cust omer, every
t i me an at t endant takes down the order from the customer waiting in the ?ueue,
every time the cashier interacts wi t h t he cust omer, every t i me t he at t endant
hel ps t he cust omer gui ded t he cust omer t owards the ta(le, every time the
attendant cleans the ta(le, etc.
2 $oments O" Truth3 # The Service &ncounter
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MISSION AND VISION
8anagi ng t hese Fmoment s of t rut hG i s a great chal l enge i n %ervi ce
8arket i ng especi al l y dueto customer@s involvement as a co-producer of services
"e.g. 8c<onald@s self-service concept wherei n t he cust omer not onl y col l ect s
t he order (ut al so cl eans t he t a(l e af t er consumi ng t he f ood$. :owever,
8c<onal d s has (een a(l e t o creat e a great experi ence f or i t s cust omers
(y underst andi ng t he nat ure of t he ent i re %ervi ce <el i very !rocess and
t he vari ous st ages i n t he p r o c e s s t h a t a r e e x p o s e d t o t h e
c u s t o me r s . Tr a n s p a r e n c y i n t h e p r o c e s s e s a t i t s o u t l e t h a s
hel ped 8c<onal d@ s (ri ng t he (ack of fi ce i n i t s out l et at t he f ront so t hat
t he cust omer i s a(l e to know the operations and provide feed(ack on service
design improvements. I nt ernal 'ust omer 3ocus i s e?ual l y i mport ant as
7xt ernal 'ust omer Dri ent at i on i n order t o wi n t hese Fmoment s of
t rut hG. 8c<onal d@ s f ocus on i t s !eopl e and t hei r servi ce del i very
met hods t heref ore pl ays a ver y i mport ant rol e i n creat i ng a successf ul
%ervi ce .rand. The ? u a l i t y a n d t h e c o n s i s t e n c y o f t h e s e r v i c e
d e l i v e r e d ( y 8c <o n a l d @ s h a v e ( e e n g r e a t l y enhanced (y t he
com(i nat i on of t he f act ors ment i oned a(ove. Thi s has hel ped
8c<onal d@ s ( e c o me %e r v i c e / e a d e r a n d a s u c c e s s f u l %e r v i c e
.r a n d . Th i s i s e v i d e n t f r o m t h e f a c t t h a t very f ew of i t s
cust omers opt f or t ake-home parcel s or home del i veri es whi l e most of
t hem prefer to eat at the outlet and enOoy the 8c<onald@s experience.
[22]