Improving Customer Satisfaction at McDonald's - Performance Management - Assignment Help

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Improving Customer Satisfaction at McDonald's

McDonald's performed well throughout most of the economic downturn by sticking to its strategy of rolling out a steady stream of new menu items at a range of prices—from inexpensive snack wraps to more costly fruit smoothies—intended to appeal to more consumers. It also remodeled and tidied up many of its 14,000 US restaurants. However, satisfying customers with speedy and friendly service was a persistent challenge. The bad news about customer satisfaction became a companywide focus in March 2013 during a webcast with franchise owners. (Approximately 90% of McDonald's restaurants are owned by franchisees.) McDonald's executives noted that 1 in 5 customer complaints was related to friendliness issues and that the problem was “increasing.”
A slide from Steve Levigne, vice president of business research for McDonald's USA, stated ominously: “Service is broken.” The top complaint was “rude or unprofessional employees”; complaints and speed of service had “increased significantly over the past six months”; and some customers even found the service “chaotic.” The news was soon picked up in the business press.

McDonald's First Response. In the webcast, McDonald's asked franchisees to hire more employees and provide better training to deal with complaints. McDonald's, for its part, began to roll out a new system for taking orders, new software to better manage the workload and number of employees on the line, and a structure that provides managers more direct responsibility for specific areas of operation (e.g., the kitchen or customer service).69

Admitting Its Mistakes. McDonald's has acknowledged its role in creating service challenges due to its aggressive expansion of the menu. “Jeff Stratton, president of McDonald's USA, said the chain introduced several new products and limited-time offers this year to give customers more variety,” reported The Wall Street Journal. It quoted Stratton as admitting, “The pace of product introduction in my opinion: too fast.”70

The PR Battle. McDonald's made its effort to deal with such problems part of its PR strategy. “The company's response could serve as a case study in using customer criticism as a basis for a brand-building PR campaign,” writes Richard Brownwell, a content manager for the PRNews website.71 Brownwell praises the company for listening to its customers, then further improving communications with a new feedback system, and being openm and candid about its troubles.

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