Introduction

Fierce competition in the markets of the modern Moldavian economy implies the need
for a clear definition of the prospects and directions of development of entrepreneurial activity,
taking into account the likelihood of risks of an objective and subjective nature.
The dual nature of the nature of risk and the degree of its impact on the development of
entrepreneurial activity are independent of human will and are not regulated by it. But it is the
presence of two components in the nature of risk that allows us to choose more effective methods
and techniques for optimizing management decisions and minimizing the risks themselves. By
creating the necessary control environment, constantly informing staff and implementing internal
control, the economic entity makes appropriate decisions on risk management.
Risks can occur in any type of activity. The risk of not receiving the expected results is
especially inherent in the conditions of universality of the relations between goods and money,
the competition of the participants in the economic turnover. This thesis is dedicated to the study
of risk management in the enterprise. A risk factor can occur and have an impact on any
company, no matter how stable it is in the market.
The main criterion for the efficient capacity of a modern enterprise is the ability of
management to analyze, predict, perform prophylaxis, monitor reasonably and effectively
manage risks, based on a strictly scientific basis. The risk depends directly on the effectiveness,
soundness and timeliness of management decisions.
The risk can and must be managed, namely, use specific measures to maximize the
forecast of a risk event and apply appropriate measures to reduce the degree of risk. At present,
the Republic of Moldova is undergoing a series of complex and paradoxical transformations at
all levels of society, namely at all types of organizations. In this period of transitional
transformations in the Republic of Moldova, the impact is felt both at the level of the person and
at the level of the group, this can be called cultural shock. It is a confusion in which both the
desire for stability and the desire for change dominate, both manifesting themselves
simultaneously. Risk management and entrepreneurship are sources of innovation and change,
they lead and stimulate productivity growth within the enterprise.
The relevance of the topic is that economic risks are a necessary concomitant
component of any business, because the real situation almost never completely meets the
planned or desired parameters. Properly performed analysis and assessment of economic risks

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allows the company to identify areas of increased risk and make timely decisions to reduce the
impact of negative consequences.
The object of research is the limited liability company “ Food Planet Restaurants”
The subject of the study is the mechanism of managing economic risks at the enterprise.
The purpose of the study is to study the problem of managing economic risks and
develop measures to reduce the impact of risks on the enterprise.
Obiectivul si obiectivele аcestei lucrări sunt indentificаreа problemelor existente în ceeа
ce privește managementul riscurilor în compania “ Food Planet Restaurants” SRL Republica
Moldovа, bаzаte pe o societаte cu profituri și orgаnizаții non-profit.
Obiectivele аcestei lucrаri sunt:
 Cаrаcteristicile mаnаgeriаle și studiereа аbordаrii conceptuаle.
 Cаrаcteristicile și mаnаgeriаle și аntreprenoriаle аle stilului Republicii Moldovа în
conformitаte cu prаcticile internаtionаle și nаționаle.
 Identificаreа beneficiilor аcestui model specific.
 Аnаlizаreа prin implementаre а termenilor cheie în două sаu mаi multe orgаnizаții din
Republicа Moldovа, diferențele și sectoаrele de аctivitаte.q
 Studiereа pаrticulаritаților si elementelor definitorii în mаnаgement si аntreprenoriаt.
 Formulаreа recomаndаrilor pentru evаluаreа mаnаgeriаlă.

Pentru cercetаreа cаntitаtivа si cаlitаtivа а fost utilizаtă metodа primаră. Аici аu fost
аnаlizаte procesele și evаluаreа culturii аntreprenoriаle. Concluziile formulаte аu fost
determinаte folosind diferite metode cа rаport, comаprаții, rаte medii, indicаtori cheie și de
performаnță etc. În lucrаre аu fost reprezentаte lucrări și elаborări teoretice prаgmаtic, legi și
lectură în mаnаgementul аfаcerilor. Cа аlte resurse аu mаi fost studiаte numeroаse lucrаri
teoretice și rаpoаrte speciаlizаte.
În plus pentru аceаstă lucrаre аu fost utilizаte surse interne аle orgаnizаții, boșuri
informаtive, portаluri, bаze de dаte și biblioteci online.
Cаpitolul I: Cаrаcteristicile informаționаle аle mаnаgementului și culturii
аntreprenoriаle, reflectînd аspectul teoretic аl subiectului аnаlizаt.

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Аici sunt аbordаte funcțiile și principiile mаnаgeriаle, culturа, rolul și structurа аntreprenoriаlă.
Dezvoltаreа sistemului de mаnаgement și cultură în cаdrul și structurа entitаților, și guvernаnțа
corporаtivа а rolurilor in mаnаgement și în Republicа Moldovа.
Cаpitolul II: Pаrticulаritățile mаnаgementului și culturii аntreprenoriаle reflectаte în
аfаcere. Și аnume dezvoltаreа întreprinderii pe bаzа principаlilor indicаtori în аfаcere bаzаtă pe
termeni cheie аi lucrаrii. Аici vа fi prezentаtă аnаlizа аctivitаții întreprinderii Mc Donаld’s prin
аnаlize, scheme, orgаnigrаme cît și аnаlizа, mаnаgementul.
Cаpitolul III: Evаluаreа culturii orgаnizаționаle este o cecetаre individuаlă аsuprа
modului în cаre sistemului mаnаgeriаl influențeаză culturа orgаnizаționаlă.

Structurа tezei: Tezа este structurаtă în trei cаpitole si mаi multe subcаpitole, concluzii și
pаgini suplimentаre cаre includ bibliogrаfie și аnexe.

1.1 The economic essence of risks and their classification at the enterprise
level
The presence of risk is an integral feature of entrepreneurship both in creating one's own
business and during the further development of the business.
Risk, as an economic category, represents the possibility of losses instead of the expected
profit, loss of income or goods, loss of funds as a result of an accidental change in the conditions
of economic activity. As a probabilistic category, risk determines the probability that a predicted
event will not occur.
The financial and economic activities of any commercial organization are carried out on
the basis of decisions, each based on intuition or calculations. The risk of making a decision is
the probability of a mismatch between the actual results of the implemented decision and the set
objectives.
In determining the nature of the risk, you must face certain difficulties. There are
different approaches and opinions. The variety is defined:
 first of all, the diversity of this phenomenon;
 secondly, the relative underdevelopment of the problem;

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  third, the unpredictability of the admissible factors, showing impact on people's practical
activities.
As a result, risk is a complex of probable economic, political, moral and other positive
and negative consequences implementation of selected solutions.
Economic risk is constantly combined organically with innovative, innovative economic
activity. A market economy encourages maximum income, but the predictability of profitability
is limited by the laws of commodity production and, above all, by the law of value.
Understanding the nature of risk allows the business entity to eliminate, solve the risk situation
by selecting and implementing one of the available alternatives, modeling the more efficient
application of available production factors.
Economic risk acts as a form of activity of economic entities in which uncertainty is
overcome in a situation of an inevitable alternative, during which there is the possibility to assess
the probabilistic achievement of the desired result.
To understand the nature of entrepreneurial risk, the relationship between risk and profit
is fundamental. An entrepreneur (business entity) expresses its willingness to take risks in
conditions of uncertainty, because, together with the risk, the possibility of additional income
will be lost. Although it is clear that the entrepreneur is not guaranteed to make a profit, the
reward for the time, effort and skills he spends can be both profit and loss. You can choose a
solution that includes a minimum risk, but the profit will also be lower, and at a maximum risk,
the profit has a higher value. Due to the different methods, an entrepreneur (organization) can
partially start to transfer the risk to other objects of the economy, but cannot avoid it completely.
In fact, uncertainty and risk are sources of entrepreneurial activity. The economic
behavior of an entrepreneur is limited by the scope of legislation, the availability of resources
and the desire to take risks for the greatest benefit. At the same time, the entrepreneur's risk is
often focused on achieving the required results using unconventional methods.
This allows us to overcome conservatism, dogmatism, inertia, psychological barriers that
hinder promising innovations. The ability to take risks is one of the ways of a successful
entrepreneurial activity. This shows the constructive form of the entrepreneurial risk regulation
function.
At the same time, risk can become a manifestation of adventurism if a decision is made in
the context of incomplete information, without taking into account the laws of development of

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the phenomenon. In such an option, risk acts as a destabilizing factor. Along with the
characterization of risk as the probability of positive or negative consequences that may arise as
a result of the selection and implementation of a decision to expand the entrepreneurial activity,
risk can be analyzed as an inseparable element of this activity.
Dependence here is unambiguous (direct): as entrepreneurial activity, partnerships and
other forms of management expand (develop), the risk sphere will expand and the number of risk
situations will increase. Therefore, in an economic struggle with competing producers for the
customer, the entrepreneurial company must sell its products on credit (with the risk of non-
return of money at the appointed time), in the presence of temporarily free money, arrange them
in the form of deposits or securities. (with the risk of insufficient interest income compared to
inflation rates), when conducting export-import trade operations, to meet the need to operate in
different national currencies (with the risk of non-profit losses favorable environment exchange
rates) etc.
Many businesses, organizations are successful, become competitive based on innovative
economic activity, combined with risks. Risky decisions, risky types of management lead to the
most productive production, which benefits entrepreneurs, customers and society as a whole. So,
entrepreneurial risk fulfills its innovative function. Risk, calculation, case, competition are
constant business trips. Some risk investing in business, others with their property, some risk
here not only being acceptable, but also necessary. People engaged in entrepreneurial activities
act objectively in conditions of increased economic and commercial risk, as they are obliged to
realize the additional costs independent of the organization of the production and marketing of
certain products.
The protective function of risk is expressed by the fact that, if for an entrepreneur the risk
is a natural state, then a tolerant attitude towards bad luck should be common. Active and active
leaders need social protection, legal, political and economic guarantees, which exclude
punishment in case of bad luck and stimulate justified risk. The entrepreneur must be sure that a
probable error (risk) cannot compromise either the business or its image, because it happened as
a result of an unjustified risk, although a calculated risk.
The presence of entrepreneurial risk is, in theory, the free face of economic freedom, the
initial payment for it. The freedom of an entrepreneur is simultaneously accompanied by the
freedom of other entrepreneurs, which means that with the formation of market relations in

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Russia, confusion and entrepreneurial risk will increase. Eliminates the uncertainty of the future
in business it is not feasible because it manifests itself as an element of objective reality.
Depending on the specific content of the risk situation, the alternative has a different degree of
complexity. As a result, in difficult economic situations, special methods of analysis are used to
select the best solution. Thus, we can distinguish the analytical function of entrepreneurial risk.
The entrepreneurial risk functions allow us to conclude that, despite the significant
potential for loss that presents a risk, it is also expressed as a probable source of profit.
Therefore, it is the main task of the entrepreneur, it is not at all a rejection of risk, but the
selection of risk-related decisions based on objective criteria, namely: to what extent can an
entrepreneur act by taking risks.
As the main objective of the study is to study the risk management mechanism of the
organization, taking into account their classification according to specific criteria will be useful
in solving the assigned task.
According to Professor Lyubushin N.P. risk classification largely determines the
effectiveness of a risk management company. Risk classification issues are a relatively difficult
task, which is determined by their diversity. Risk classification is the distribution of risk into
categories, types and subspecies, groups and subgroups. There is no harmonious system for
classifying economic risks in the economic literature. There are many approaches and attempts to
classify risks. For example, scientists at Syktyvkar State University believe that the risk
classification proposed by Professors B. Milner and F. Lis, which represents the whole
combination of risks, is of particular interest.
Two main groups are divided according to the scope of occurrence - external and internal
risks. External risks are affected by the external environment around the company. These are
political, legislative, natural, regional, sectoral, macroeconomic risks (inflation, currency,
interest, structure). The company cannot exert influence over them, but can predict them and take
into account only its activities.
Internal risks are formed in the management process of the enterprise. These include
production risks (technological, qualifications, delivery risk, transport), investment (business
risk, lower profitability risk, selective risk, temporary risk), commercial (trade, loss of
competitiveness, price discrimination, risk of settlement).

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 They usually occur as a result of inefficient management, erroneous marketing policies
and sometimes the result of intra-company abuse. Significant risks among staff are associated
with the professional level and characteristics of the company's employees.
In our opinion, the classification of risks proposed by the Russian scientist and economist
A. Shapkin is also quite complete. He considers the nature of the consequences as the main
feature and divides all economic risks into pure and speculative ones.
Pure risks (sometimes called static or simple) almost always lead to losses for
entrepreneurial activity. Their causes can be natural disasters, accidents, incapacity of company
leaders, etc.
Speculative risks involve additional losses or profits for the entrepreneur. Their reasons
may be a change of course currencies, changes in market conditions, changes in investment
conditions, etc. Depending on the sphere of origin or activity, production, commercial and
financial risks.
1.2 Methods for assessing and managing economic risks
Assessing the expected risk for a planned activity or a specific business operation
requires high qualification and experience in this type of business. An experienced businessman
will not make risky management decisions only intuitively. It is necessary to have an economic
justification - calculation of entrepreneurial risk.
Such a calculation is possible only with the appropriate knowledge in the field of
probability theory, statistics and economics. However, an assessment of possible losses may be
available to a novice entrepreneur.
For this, it is necessary to have at least the most general idea of the types and causes of
accidental losses that can occur with tangible probability in a given operation. The main thing is
to be able to identify which of the possible losses will lead to a critical and catastrophic risk.
In the process of risk analysis, the main thing is to identify the price of losses or the
severity of their consequences. In this case, the company must answer the question about their
possible amount. Of course, large or small losses are determined by the scale of commercial
operations and their expected results. A measure in this matter is the ratio of possible losses to
free assets, which can be called the price of risk.
The first step in risk assessment is to identify the point or time of loss. By the moment of
losses, it is necessary to understand not only the event that could cause losses, but also the

7
probable amount of possible losses for this particular event. While the reason is unknown, it is
impossible to establish the size of economic risks, the losses from which can seriously reduce the
assets of the enterprise. In determining the moment of loss in the price of risk, both the damage
that may be caused to the property of the enterprise and the non-received commercial and social
benefits (for example, lost profit) are summarized.
Studying the probability of risk situations allows the enterprise management to get an
idea about the relationship and mutual influence of potential risks. Each single risk can cause
additional risk losses. In this case, a plot of economic risks arises. The determination of the price
of possible losses should be carried out within each section of losses with the subsequent
identification of their total price.
Most enterprises often do not insure possible lost profits as a result of an unforeseen
interruption in their activities, although there is a risk of such losses, or insurance will cover the
actual cost of the lost, partially obsolete property, and new property acquired for reimbursement
will be expensive. If a business is insured against possible losses as a result of business
interruptions, then such ones as a decrease in the purchasing power of consumers during the
break, loss of customer confidence in the company, etc., are not subject to accounting and
insurance.
It is important to note that economic risk and the price of risk depend on the speed of
capital turnover. For some static risks, especially related to the action of forces of nature, with
the departure of key personnel figures or of a universal nature, the probability of their occurrence
in most cases is a function of time. With the acceleration of capital turnover, the moment of
occurrence of risk for one revolution decreases, but for the accepted time interval (quarter, year)
remains the same.
Economic risks, both static and dynamic, are directly related to a specific type of
commercial activity. But the greater the business’s ability to quickly return money, the less
sensitive it is to the loss of part of the profit.
Thus, the basis for assessing economic risks is the finding of a relationship between
certain sizes of enterprise losses and the probability of their occurrence. This dependence finds
expression in fifteen the probability curve for the occurrence of a certain level of losses. To
construct the probability curve of a certain level of losses (risk curve), various methods are used:
statistical; cost-benefit analysis; expert assessment method; analytical method; method of

8
analogies. Among them, three should be especially distinguished: the statistical method, the
method of expert estimates, and the analytical method.
The statistical method is to study the statistics of losses and profits that have taken place
in a given or similar production. In this case, the magnitude and frequency of obtaining one or
another economic return are established, the most probable forecast for the future is made.
The economic risk has a mathematically pronounced probability of the occurrence of
loss, which is based on statistical data and can be calculated with high accuracy.
In order to quantify the risk, it is necessary to know all the possible consequences of any
particular action and the probability of the consequences themselves.
In relation to economic problems, methods of probability theory come down to
determining the probability of occurrence of events and choosing from the most probable events
the most preferable one based on the largest mathematical expectation, which is equal to the
absolute value of this event multiplied by the probability of its occurrence.
The main tools of the statistical method for calculating economic risk are indicators:
 variation - a change in quantitative indicators in the transition from one version
of the result to another.
 variance - a measure of the deviation of actual knowledge from its average value.
 standard (standard deviation) deviation.
In this case, the degree of risk is determined using two criteria - the average expected
value and the variation of the possible result.
The average expected value is the weighted average of all possible results, where the
probability of each result is used as the frequency, or weight, of the corresponding value. Thus,
the result that is supposedly expected is calculated.
In the course of the analysis of the appropriateness of costs, potential risk zones are
identified taking into account the financial stability of the company. In this case, you can use the
standard methods of financial analysis - the method of expert assessments, building a risk curve,
the method of analogies.
The peer review method is usually implemented by processing the opinions of
experienced entrepreneurs and professionals. It differs from the statistical only in the method of
collecting information to build a risk curve. Expert estimates are based on all financial risk

9
factors, as well as statistics. The implementation of the method of expert assessments is difficult
if the number of assessment indicators is small.
The analytical method of constructing a risk curve is the most complicated, since the
underlying elements of the game theory are accessible only to very narrow specialists. More
often, a subset of the analytical method is used - sensitivity analysis of the model, which consists
of the following steps:
 the choice of a key indicator, against which the sensitivity is evaluated (internal
rate of return, net present value, etc.);
 choice of factors (inflation rate, state of the economy, etc.);
 calculation of key indicator values at various stages
project implementation (procurement of raw materials, production, sale, transportation,
capital construction, etc.).
The sequences of costs and receipts of financial resources formed in this way make it
possible to determine the flows of cash funds for each moment (or time span), i.e. determine
performance indicators. Charts are constructed that reflect the dependence of the selected
resulting indicators from the value of the initial parameters. By comparing the charts with each
other, it is possible to determine the so-called key indicators, to the greatest extent, affecting the
assessment of project profitability.
But it should be noted that sensitivity analysis is not comprehensive and does not specify
the likelihood of alternative projects.
The analogy method is necessary when analyzing the risk of a new project. When using
this method, the data on the effects of adverse financial risk factors on other similar projects of
other competing enterprises is studied.
Indexation is a way to preserve the real value of monetary resources (capital) and
profitability in an inflationary environment. It is based on the use of various indexes. For
example, when analyzing and forecasting financial resources, it is necessary to take into account
price changes, for which price indices are used. Price Index - an indicator that characterizes the
change in prices over a certain period of time.
Thus, the existing methods for constructing a probability curve for a certain level of
losses are not entirely equivalent, but, one way or another, allow an approximate estimate of the
total volume of economic risk.

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 The considered methods for assessing economic risks are quite complex and require the
appropriate qualifications of specialist analysts, as well as the use of special programs. To
perform a risk assessment by the economic services of a particular enterprise, you can use the
score proposed by Belarusian economists.
In fact, this is a point estimate - the degree of risk is determined in points as the sum of
six financial ratios: quick ratio (critical assessment), capitalization ratio (financial leverage
eighteen leverage), gross margin, gross margin of equity, economic profitability, current assets
efficiency ratio.
The quick liquidity ratio is calculated as the ratio of quickly traded assets (receivables,
payments of which are expected within 12 months after the reporting date) to current debt
(payables and short-term liabilities).
Gross margin is calculated as the ratio of gross profit (margin income) to sales revenue.
Gross return on equity (production) is calculated as the ratio of gross profit to equity.
Economic profitability is calculated as the ratio of net profit to the average annual value
of assets.
The working capital efficiency ratio is calculated as the ratio of revenue to net working
capital.
When calculating all the coefficients and summing them up, the value of the risk level of
the enterprise is obtained - the higher the total score, the wider the enterprise’s opportunities in
the market.
The essence of the risk is reflected in the following elements:
- the possibility of deviations from the intended purpose;
- the probability of achieving the desired result;
- lack of confidence in achieving the goal;
- the possibility of material, moral and other losses associated with
concerned with the implementation of the alternative chosen in the conditions of
uncertainty.
The main causes of uncertainty:
- spontaneity of natural processes and phenomena, natural disasters;
- accident of socio-economic and technological processes;
- the probabilistic nature of scientific and technological progress;

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 - lack of information about the investigated object, process, phenomenon;
- limited resources in making and implementing decisions;
- limited conscious activity of a person, differences in socio-psychological attitudes,
assessments, behavior.
Currently, there are two approaches to risk determination in the literature. In the
framework of the first approach, they proceed from the outcome of the event, and the risk is
considered as the possibility or threat of deviation of the results of specific decisions or actions
from the expected ones. In the framework of the second approach, the risk phenomenon itself is
considered as an action aimed at achieving a specific goal related to the elements of danger, the
threat of loss or failure.
The main task of all risk management systems in any field is to use the achievements of
science and the available limited funds in the most efficient way to make the results of operations
as predictable as possible (that is, to reduce as much as possible the uncertainty regarding these
results).
By analyzing the structure of risk, we can identify the main ways of its change (ie,
management) due to the impact on individual risk elements. The elimination of at least one basic
element entails the disappearance of risk. By reducing the likelihood of a transition between
elements or the severity of the consequences, the risk can be reduced. The variety of risks and
management methods requires systematization, which they try to do as part of risk management.
In socio-economic systems, the subsystem responsible for managing rice Kami, since the
mid-twentieth century, traditionally called "risk management". Originally used only as part of
entrepreneurial activity, this term and the management principles behind it are now applied in the
social sphere, and in technology, and when working in financial markets.
Risk management - coordinated actions to manage and manage the organization in
relation to risk.
The main goal of risk management is to improve the financial results of the enterprise
and create such conditions so that it does not receive large losses than permissible.
The risk management process consists in researching and analyzing the probability of
occurrence of accidental harm, developing a system for recognizing risk, possibly reducing it to
the minimum or eliminating it.

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 In risk studies, two approaches can be distinguished: objective and philosophical. An
objective approach is based on an understanding of a rational person and proceeds from the fact
that there is a possibility of cognition of objective reality. In a philosophical approach, it is noted
that reality cannot be comprehensively described.
In risk studies, two approaches can be distinguished: objective and philosophical. An
objective approach is based on an understanding of a rational person and proceeds from the fact
that there is a possibility of cognition of objective reality. In a philosophical approach, it is noted
that reality cannot be comprehensively described.
A critical analysis of approaches to determining the content of risk management
processes allowed us to formulate our own list of risk management stages, which should include
the six most significant phases, namely:
- risk identification;
- risk analysis;
- consideration of risk management alternatives;
- evaluation of various options;
- making managerial decisions in the field of risk;
control of the risk management process.

When managing risk in an enterprise, it should be given to such areas as production,

logistics, development research.
To manage risk, one should use methods of risk preservation and compensation of
damage, creation of reserve funds, attraction of external sources; reduction and exclusion of risk,
reduction in the likelihood of adverse events; transfer of responsibility for risk through insurance,
financial guarantees and sureties, inclusion of risk provisions in contracts and contracts.
The basic principles of building a risk management system should include: the optimal
combination of centralization and decentralization in management, the unity of political and
economic leadership, planned management of the economy, incentive, science, responsibility,
staff selection and placement, cost-effectiveness and efficiency.
There is no established risk classification. In this paper, to break down the entire set of
risks into subgroups, we use the methodology proposed by Professor A.I. Orlov.

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 The whole set of economic risks is proposed to be divided into groups, taking as a basis
for the ordering principle the movement from particular to general. Then the following risk
classes can be distinguished:
• production risks associated directly with the activities of the enterprise;
• commercial risks caused by incomplete predictability of market dynamics;
• financial risks determined by the macroeconomic situation;
risks arising at the level of the state and the Earth as a whole.
Among the production risks can be identified:
* risk of defective product release;
* the risk of disruption of technological processes;
* risk of error in product design;
* social risks.
Among the commercial risks are:
* risk of loss of suppliers;
* risk of changing consumer preferences;
* regional risks due to
* individual regions;
* informational risks.
Among the financial risks can be identified:
* inflationary risks;
* currency risks;
* investment risks;
Legislative - a change in existing rules with the release of new legislative and regulatory
acts, for example, worsening the position of the company (introduction of new taxes,
cancellation of tax benefits, increase in tax rates, etc.).
Among the risks arising at the level of the state and the Earth as a whole, we can
distinguish:
* political - related to the political situation in the country and the activities of public
authorities (revolution, military operations, nationalization of private property, confiscation of
property, etc.);
* industry - depend on the development trends of the industry;

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 * foreign economic;
* risks associated with natural phenomena.
Currently, in computer and mathematical modeling, mathematical tools such as:
•probabilistic-statistical methods;
•methods of statistics of non-numerical data, including
interval statistics and interval mathematics, and also fuzzy theory methods;
•methods of conflict theory (game theory);
•methods of the theory of artificial intelligence (neuronny networks, genetic algorithms,
etc.)
However, formal risk assessment methods in many cases cannot provide definitive
recommendations. Therefore, along with formal economic methods, it is mandatory to use expert
forecasting methods and the corresponding methods from the theory of expert estimates.
The limits of applicability of statistical risk models were recognized during the 1998-99
crisis, accompanied by the collapse of some large financial institutions that relied on statistical
risk models.
One of the promising approaches to risk management is the use of neural network
apparatus for the classification and prediction of risks. In the next section, the advantages and
disadvantages of existing economic models will be discussed and the advantages of neural
network technology will be described.
Neural networks and their advantages for solving the problem of risk assessment.
In practice, risk analysis often involves tasks related to the observation of random
variables. For such problems, it is not possible to construct deterministic models; therefore, a
fundamentally different, probabilistic approach is used. The parameters of probabilistic models
are the distributions of random variables, their average values, variances, etc. As a rule, these
parameters are initially unknown, and statistical methods applied to samples of observed values
(historical data) are used to estimate them.
Statistical forecasting is based on the task of a time series, i.e. function defined in a finite
number of points on the time axis. The main tasks to be solved in this case are interpolation and
extrapolation. In the simplest case, the least squares method is used, the least modulus method
and other extrapolation methods are also used. To assess the accuracy of the forecast, parametric

15
and nonparametric (based on the Central Theorem of Probability Theory) estimates and
confidence limits for it are used.
At present, the main econometric forecasting apparatus is multidimensional regression. In
this case, the assumption of the normality of measurement errors and deviations from the
regression line is possible; for this it is necessary to use a mathematical apparatus based on the
Central Theorem of probability theory. In this case, nonparametric probability density estimation
methods are used.
Methods of statistics of non-numerical data are used in forecasting based on information
of non-numerical nature. Particular cases of regression analysis within the framework of
statistics of non-numerical data are variance analysis and discriminant analysis.
The use of neural network technology is appropriate in cases where the formalization of
the decision process is difficult or even impossible. They are a very powerful modeling tool
because they are non-linear in nature. Linear modeling has long been fundamental in most areas,
since there are a large number of optimization methods for it. However, in the problems of risk
analysis, methods of linear modeling in the vast majority of cases are not applicable. In addition,
for neural networks there is no problem of the “curse of dimension” that does not allow modeling
linear dependencies on a large number of variables.
A neural network is used primarily when the exact form of communication between input
and output is unknown. It is enough to know for sure that there is a connection between the input
and output data. In this case, the dependence itself will be derived in the process of training a
neural network.
Compared with traditional technologies, neural networks have the following advantages
* Universality. Neural networks do not depend on the properties of the input data; for
them there is no requirement for a certain type of distribution of the source data, or requirements
for the linearity of the objective functions.
Simplicity. The use of neural networks does not require special training; for practical use,
there is no need to delve deeply into the internal mechanisms of the network, unlike statistical
methods that require fundamental knowledge from the field of probability theory and
mathematical statistics.
• There is no problem of the “curse of dimension”. They are able to model dependencies
in the case of a large number of variables.

16
 • Accelerate the process of finding dependence due to the simultaneous processing of
data by all neurons. Features of the construction of neural networks are discussed below. At the
same time, neural networks have a number of serious
disadvantages. The key ones are the following:
• The complexity of building a network architecture for a specific task. For the vast
majority of real tasks, no standard schemes have been developed, as a result, in each case
design has to start from scratch.
• Difficulty in interpreting learning outcomes. Features of the construction of a neural
network will be considered further. In the meantime, it can be noted that the values of the
parameters of the network elements are almost always impossible to explain in terms of the
problem being solved, as a result, the neural network remains a “black box” not only for users,
but also parts, and for developers.
Despite the fact that neural networks can solve almost any problem, in many cases their
application is not advisable. To solve many problems, the use of other mathematical models is
more effective. At the same time, neural networks have proven themselves particularly well in
solving problems of classification, prediction, coding and decoding of information
SCOPES OF NEURAL NETWORKS IN RISK MANAGEMENT
For risk management, the author proposes the use of neural networks in the following
areas:
• Assessment of production risks. Forecasting the required stock of raw materials.
Optimal production planning.
• Assessment of investment risks. Analysis of organizational and economic stability of
enterprises and forecasting bankruptcies.
• Currency risk assessment. Forecasting quotes in the foreign exchange market.
• Credit risk assessment. Forecast of lending efficiency.
• Assessment of trade risks.
• The study of the demand factor.
• Forecasting and price analysis.
• Forecasting sales.

17
 Cаpitolul II. АNАLIZА АCTIVITĂȚII ÎNTREPRINDERII
MCDONАLD’S MOLDOVА

2.1 Sistemul mаnаgeriаl аl orgаnizаției

“McDonald's Corporation (listed on the New York Stock Exchange under the MCD
code) is the largest chain of fast food restaurants in the world, selling with priority burgers,
chicken, french fries, buttermilk so-called milkshakes) and carbonated drinks. McDonald's is the
world's largest food retailer, with more than 32,000 restaurants in 117 countries. In 2011, the
company earned $ 27 billion. ”
IM "FOOD PLANET RESTAURANTS" SRL is a company that offers services in public
catering. Through accumulated experience, work and dynamism, continuous improvement,
training in serving customers and offering a high QSC, McDonald's is one of the biggest brands
in the country and in the world. McDonald's mission is to provide customers with high quality
products and services. It has become a symbol of globalization and the spread of the American
lifestyle.
McDonald's is well known in the Republic of Moldova, one of the first world-renowned
brands to enter the market of the Republic of Moldova.
The first restaurant was opened in April 1998 and later the formula for success was completed
and 3 more restaurants were opened in Chisinau: McDonald's Rascani, McDonald's Botanica,
McDonalds Mall. Succeeding in this way serving more than 2 million customers annually in
2009-2010, and in 2015 3 million customers this figure due to QSC highly developed in recent
years and the reconstruction of 2 Mc Drive restaurants in 2014 and 2015. This growth the
number of customers served in the IN Store as well as Mc Drive.

18
 The quality products as well as the service, the cleanliness are due to a diligent work
done by a whole team of people who work daily to satisfy any guest.
The high quality of the products is due to the fact that it is a strict quality of the factory
where the raw material is produced and until the finished product reaches the customer. The
status of the enterprise is elaborated in accordance with the provisions of the Civil Code of the
Republic of Moldova no. 1107-XV of June 6, 2002, Law of the Republic of Moldova No. 1335-
XVI of June 14, 2007 on Limited Liability Companies, Law of the Republic of Moldova No.
845-XII of 03.01.1992 on Entrepreneurship and Enterprises.
The legal acts and norms that regulate the company's activity are:
• Constitution of the Republic of Moldova;
• Law on Entrepreneurship and Enterprises;
• Law on Limited Liability Companies;
• Fiscal code;
• Labor Code;
•Civil Code;
• Law on investments in entrepreneurial activity;
• Law on licensing certain types of activities;
• Salary law;
• Act on access to information;
• Law on the computer;
• Law on personal data protection;
• Copyright and related rights law.
Structurа orgаnizаtorică а întreprinderii
By organizational structure is meant both the way in which the elements of a system are
ordered and the relationships that are established between these elements in the process of
realizing the functions of those systems.
Regarding the organizational structure, due to the fact that it describes the divisions and
connections formed in an organization, the rules, procedures and the way underlying the
formation of the organization, its definition implies a multitude and a wide variety of definitions
such as: a means of division of labor between a number of tasks and the ordering between them
or as the plan of the organization through which the enterprise is run, which includes firstly the

19
lines of authority and communication between compartments and management and secondly the
data and information circulating between these lines.
Figuratively, an organizational structure can be considered as the skeleton of the body
that is the organization, its proper functioning being dependent on how both material and
financial resources are placed and used but especially human resources, the starting point for an
organizational structure being the results procedural organization - functions, activities,
attributes, tasks.
According to its organizational and legal form, McDonald's is a limited liability
company. The company is considered constituted and acquires legal personality from the date of
state registration in the established manner. The company has an autonomous balance sheet and
bank accounts, has a stamp with its name and the image of the emblem.
The limited liability company is the most popular and widespread form of company
encountered today in the Republic of Moldova. This is due to its limited liability advantages.
The main components of the organizational structure:
The organizational structure of Mc Donald’s Moldova consists of two main components.
The Operations Department, which leads and manages the basic activity of the company,
respectively everything related to restaurants and other departments (finance, marketing, supply,
development, communication, human resources, security and administration, franchising, IT)
that ensures the overhaul of the development this activity.
IM “FOOD PLANET RESTAURANTS” (Mc Donald’s) has an internal structure that
presupposes the existence of a supreme deliberation and decision body, an executive body and a
control body, as follows in Fig. 2.1

20
 Director general
↓
↙
Director ↘
operatiuni
(Supervieser)
↓
Director aprovizionare si calitate ↓ Director Marketing
↓
Director restaurant
↓
Asisstant MNG
↓
Floor Manager

Figura 2.1 Structura liniară a întreprinderii

Sursa: Elaborat de autor
The restaurant employs more than 60 people. The organizational structure of the
enterprise is not a complicated one. The restaurant employs: Director, Deputy Director (Assistant
MNG), Floor Managers, employees in the restaurant (CREW). Managers each fulfilling their
functions. The director of the company takes care of the normal operation of the restaurant.
Thus, they are all assigned to the following functions according to the hierarchy of positions
represented in Annex 2.
McDonald’s is a catering company. Through the accumulated experience, work and
dynamism, continuous improvement, trainings on QSC, Mc Donald’s is next to the biggest
brands in the world as well as in the Republic of Moldova.
The company's goals are to increase the relevance of the brand and the products offered
and to convince consumers that McDonald's is the preferred place and way to eat. McDonald's
does not aim to produce in order to resell, but to create a long-term connection with customers,
to turn its consumers into brand lovers.
McDonald's vision was to be recognized by consumers as the fast food restaurant that
offers the best experience to its customers. Being the best involves, in the company's perception,

21
reaching and maintaining quality standards, professional service and impeccable cleanliness
(QSC- Quality, Service, Cleanliness) to build a close relationship with customers. It insists on
establishing an emotional connection with customers.
Organization of the activity within the enterprise
The success of the business is achieved through innovations, obtained through the
creation or realization of a new product or service, the application of a new technology or a new
way of driving, the launch on a new market. At present, it is impossible to find a country with a
market economy in which there would be no problems in business development. A proof is the
actual organization of the activities within the restaurant, namely the organizational chart or the
Restaurant Team Concept.
Analyzing the quality of human resources within Mc Dnald’s company, we can mention
that within this company, young human resources with higher education are active in several
fields: legal, economic, accounting. The staff works with a high productivity and guarantees an
optimal quality of the offered products.
Business planning is the factor that allows the exact identification of the
entrepreneur's objectives and the management's focus on efficiently and effectively programming
the company's resources. Planning involves anticipating environmental conditions and allocating
resources in perspective to maximize results. Understanding planning leads to the initiation of
orderly actions, respecting a certain discipline, to identify the essential needs of the company in a
longer perspective and not from today to tomorrow. Planning is a challenge for entrepreneurs to
choose certain real goals that they can then achieve by involving the entire staff at their disposal.
The organization of the enterprise is a thing that requires a lot of work done daily
in achieving the objectives and management of the organization. Mc Donald's also has a specific
plan with strategic objectives, through which it assumes the obligation to improve some indices
in the development of the enterprise. Following these plans, the objectives of each Director,
Assistant Manager, Floor Manager and even some employees are divided according to the linear
structure and the Team Concept, as well as the tasks of
improving the quality of the services offered by Mc Donald’s and not only.
A restaurant cannot function without suppliers. At the moment, the main suppliers are
both from Europe (Germany, Poland, Romania, Austria) and Ukraine. For each product entered
in the restaurant, a strict record is kept, starting from the validity term and up to the finished

22
product from the customer. That is why each product has a quality certificate attesting to the
quality of the given product.
Another aspect that is strictly related to the smooth running of the restaurant and in the
organization of the activity within the enterprise is the employees' schedule. Without personnel
the enterprise cannot function. People are the dominant factor through which we can find
solutions, grow the business and satisfy customers by applying the QSC formula.
The management of the enterprise is a very important factor, in the conditions of
resources that always come and go. The guarantee on the efficient circulation of resources is
ensured when the accounting activity of the company is carefully organized and managed. The
management of the enterprise is ensured with the help of experienced specialists in the field of
company production, with a thorough economic training confirmed by credible
recommendations and criminal records. The management of the enterprise allows maintaining a
competitive level by clearly highlighting the allocation of resources, cash flow, identifying
receivables and obligations, ensuring a preventive control over the efficient administration of the
company and highlighting the necessary corrections to maximize results. the quality of services
or expenses such as: Utilities, Crew Labor, GPMH, Waste, etc.… offered based on some indices
or some basic criteria determinants. A good Manager is one who knows how to manage his
business well.
Identificarea priorităţilor
At McDonald's it is a rule that is always applied right from the takeover of the change in
the restaurant and during it. Concentrating resources and using time where impact and reward are
maximum is the priority factor. This factor is equivalent to avoiding superfluous activities and
discovering the art of doing too little. Identifying priorities means not wasting time on those
problems that already have a solution and focusing on what cannot be postponed without
detrimental consequences for the company. Such a prioritization model and not only a whole
pre-exchange checklist and also a To-DO-List that always helps me in solving and prioritizing
problems.
Work climate
The strategic development of a business is based on the honesty and efficiency of
employees. In small and medium-sized enterprises, “key” people have greater responsibilities
than those in large enterprises due to limited organizational schemes. Successful business

23
requires harmonized collective efforts, in a climate that encourages the responsible engagement
of everyone and everyone. An effective work climate is achieved with competent people, who
accept the delegation of authority and whose merits are recognized by applying the most
appropriate motivation techniques.
The peculiarities of the unsuitable work climate are: the avoidance of responsibilities at
the level of the execution staff; fulfilling the attributions and tasks of the job at an inadequate
quality level and without reluctance; lack of cooperation between people; absenteeism and
program delays; clutter at work; high employee turnover; poor communication between bosses
and subordinates. At the same time, in order not to have problems with employees in the future
and to create a work climate as constrained as possible, all employees have their job description
which includes all the obligations and responsibilities as well as the employment contract.
Annex 3 and Annex 4, Annex 5, Annex 6.
The work climate within Mc Donald’s is very favorable and efficient, the staff is very
competent and MNG applies appropriate motivation techniques to the company.
The temptation to grow, namely the hierarchical ladder from the initial crew to the
restaurant manager. There are statistics that show that 75 percent of the failures of small and
medium enterprises are due, directly or indirectly, to the ambitious increase in the volume of
activities. Only 10 percent of entrepreneurs have the capacity and means to steer firms toward
substantial growth without jeopardizing their future. The characteristics of uncontrolled growth
are: alarming decline in profit; diminishing the strong points and the appearance of some weak
areas in the company's activity; reducing the control capacity over some important activities;
degradation of the work climate by increasing the state of conflict between employees; cash
crisis etc.
Anticipating uncontrolled growth must lead to the adoption of permanent measures:
careful observation of cash throughout the company; profit change; intensifying controls in
conflict areas; improving organizational structures, etc.
We can conclude that Mc Donald’s is flexible, reacts more operatively to changes in the
business environment and market requirements.
S W
 Fast food restaurant number 1  Public perception affected by
 Well organized management. negative media comments (Ex:
 QSC actions. Supersize me).

24
  Recognized brand.  Cultivating an increasingly healthy
 Well-trained staff. lifestyle.
 Wireless Internet.
O T
 According to the healthy lifestyle Increasing the number of obese
by introducing healthy snacks people.
(fruits and an increasing variety of  Social change (groups of people
salads). who promote a balanced eating
 Intensification of QSC and style).
 Economic crisis.
training activities.
 The emergence of an increasing
number of competitors offering
fast food (other places,
supermarkets, etc.)
Fig 2.2 Analiza mediului intern si extern. Analiza SWOT
Sursa: Elaborat de autor

Analysis of the enterprise management system

The management system of the organization can be defined as the set of elements with
decisional, organizational, informational, motivational, etc. within the organization, through
which all the processes and management relations are exercised, in order to obtain the highest
possible effectiveness and efficiency.
The decisional subsystem
It is the component of the management system with the most plausible managerial
specifics, whose quality marks the functionality and performance of any organization. Mc
Donald’s decision-making subsystem has a central position, the decision being the element with
the most pronounced leadership specific. The decision-making subsystem performs the following
main functions within Mc Donald’s:
a) Directs the overall development of the company and its components through forecasts,
plans and programs.
b) Triggers the overall actions of the company and its components: each work team and
each person proceeds to perform the tasks based on the decisions of managers.
The main staff motivation tools used at McDonald's are:

25
 1. Basic salary,paid monthly to each employee. It varies depending on the difficulty of
the position held by the employee at the company. According to the company's salary policy, the
salary is confidential. The management of the company undertakes:
 To remunerate the staff depending on the performance of work tasks and
according to the individual employment contract
 To perform the remuneration of the employees in accordance with the volume of
production according to the work plans and the personnel statements of the
workers.
 To pay the employees' salary until the first date of each month.
 To compensate for work on holidays and rest with a surplus of 50%.
 To perform the compensation of the supplement for working at night.
 Payment of prizes, supplements, salary additions depending on the results of the
enterprise.
2. annual bonuses – is granted to all employees following the evaluation of the achievement
of the objectives set for the previous year / semester by the employee and manager. This bonus
can constitute 15% - 55% of the employee's annual salary and is paid twice a year. A copy of the
half-yearly / annual performance is attached.
From the category of psychological motivation present at McDonald’s, we notice two
characteristics:
internal promotion – the promotion conditions are related to: proven performance in the
current position for a relevant period of time; demonstrated skills and knowledge; past or
present experience relevant to the new position; attitude towards company, team, job, change;
potentially relevant to the new position.
training - out of a desire to create a culture of performance and to stimulate the continued
development of the Mc Donald's team, the company is committed to ensuring the professional
and personal development of its employees so that they are in step with the realities of the
market and society in which we live. For this purpose, the company periodically organizes
trainings for employees on topics such as: QSC, communication, situational leadership, conflict
management, planning, organization, building efficient teams, etc.
The information subsystem is of major importance in Mc Donald’s and is one of the most
important resources, because based on information, most decisions are made, goals are set.

26
Information is an addition of knowledge, and it must always be correct, documented and have a
good circulation between employees.
Cadrul de funcțiuni și aplicarea lor în cadrul întreprinderii Mc Donald’s Moldova
I. Funcţiunea de prestare de servicii. Mc Donald’s este o companie cu o experineță bogată în
prestare serviilor in alimentatie publica.
II. Funcţiunea marketing. (Mixul de marketing. Cei 4 P.)
III. Funcţiunea Cercetare-Dezvoltare.
IV. Funcţiunea Financiar –Contabilă.
McDonald's marketing consists of:
 offering a unique experience for every customer who comes to McDonald's.
 close relationship with customers, in order to find out their opinions and expectations.
 community involvement.
 bringing to the attention of customers, both the quality of the products and the
McDonald's experience.
 increase sales and profitability of all McDonald's restaurants.
 increasing and improving the 4 areas specific to our activity: Quality, Service,
Cleanliness and Value.
The 5 P's of the marketing mix used by McDonalds are:
1. Product (produs)
2. Place (Amplasarea)
3. Price (Prețul)
4. Promotion (Promoții)
5. People (Oameni)
The product is the product itself or the service offered to the consumer. It includes
different aspects such as: packaging, design, etc. McDonalds came up with an internationally
recognized brand, quality food and products tailored to the needs of Moldovan customers (for
example, the presence of alcoholic beer, which is not common in other McDonalds around the
world).
In general, the design of the products is one that expresses the image of the company,
with the Mc Donald's logo on the packaging. An innovative packaging design was made for the
packaging of pies with cherries and apples, which are sold in cardboard holders colored in red

27
cherry and green apple, being easy to handle for consumption. One of the peculiarities of this
product is that it has a hot content, which is drawn on the product packaging.
It is very important that the product is available to the consumer at the right place at the
right time. McDonalds offers certain services to give the consumer a sense of satisfaction. Such
services would be the following: pleasant and clean atmosphere, employees ready to help
customers by offering the 5 steps to regain gratitude and service as well as other facilities such
as: wireless internet, music and playgrounds specially designed for children.
McDonalds has all kinds of attractive offers on the menu. Thus, it introduced in the
menu a Happy Meal concept, specially created for children in which they receive a toy with the
ordered menu. In fact, there are different offers for certain products (in the morning with coffee
you get a muffin for only 30 lei, two ice cream cones for the price of one in summer or ice cream
combo and coffee for 30 lei.
Brand promotions and campaigns are designed to complement and keep McDonald's at
the forefront of consumer preferences.
McDonald's best-known campaign is "I'm loving it."
McDonald's Moldova is one of the largest private employers on the Moldovan market
and at the same time a well-known school for educating and training young people. McDonald's
restaurants are open an average of 18 hours a day or 24 hours a day. During this program, sales
volume may fluctuate, reaching a maximum share around traditional lunch hours or from 17-21.
This significant feature of sales requires the existence of a flexible workforce, thus providing the
opportunity to combine work with studies or family responsibilities.
2.2 Economic and financial analysis of the company McDonald’s

Analysis of basic financial indicators

Abaterea 2018
Nr. De Anul
Indicatori vs 2016
ordine
2016 2017 2018 Absoluta %
1 Venituri din vanzari 44,272,584 45,415,388 49,362,919 5,090,334 11
2 Costul vanzarilor 29,287,339 28,917,102 28,737,337 -550,002 -2
3 Rezultatul din activitatea operationala 8,823,074 9,782,511 13,933,927 5,110,853 58
4 Profit brut 14,985,245 16,498,286 20,625,581 5,640,336 38

28
 5 Profit pana la impozitare 5,157,387 6,197,025 10,095,031 4,937,644 96
6 Cheltuiei privind impozitul pe venit 619,222 764,758 1,199,674 580,452 94
7 Profit net 4,538,165 5,432,267 8,895,358 4,357,192 96

Fixed assets
Nr. Ponderea
Anul
De 2018
Indicatori
ordi
2016 2017 2018 %
ne
14,455,4 14,445,3 14,445,3
1
Cladiri 96 18 18 67.43
2 Constructii speciale
3,709,48 3,660,70 3,686,16
3
Masini, utilaje,instalatii de transmisie 6 8 0 17.21
Inclusiv: tehnica de calcul
4 Mijloace de transport 444,115 444,115 219,771 1.03
5 Instrumente si inventar
Costuri ulterioare aferente obiectelor
6
neinregistrate in bilant
7 Mijloace fixe primite in leasing financiar
8 Mijloace fixe primite gestiune economica
3,163,78 3,043,04 3,072,55
9
Alte mijloace fixe 0 0 4 14.34
Total 100.00

29
 Intangible assets in use
2018 in %
Anul
Nr. De vs 2017
Indicatori
ordine
2016 2017 2018
1 Brevete si marci
2 Licente de activitate 609,392 609,392 609,392 0.0
3 Programe informatice 85,643 91,427 106,004 15.9
Total

The evolution of the number of employees and of the expenses regarding the
labor remuneration
Nr. Unita Abaterea 2018 vs
Anul
De ti de 2016
Indicatori
ordin masur 201 201 201
Absoluta %
e a 6 7 8
persoan
1
Numarul mediu scriptic al personalului a 306 294 349 43 14
inclusiv pe categorii
persoan
personal administrativ a 13 14 15 2 15
persoan
muncitori a 293 280 334 41 14
Cheltuieli cu personalul privind remunerarea 8,11
2 MDL
muncii 193 254 0 7,916 4,095
Contributii de asigurari sociale de stat
36,63
3 obligatorii si prime de asigurare obligatorie de MDL 0 0 -36,633 -100
3
asistenta medicala

2.3 Analysis of the internal environment regarding the mission and

vision of Mc Donald’s Moldova
McDonald’s has the largest restaurant chain in the world. It has over 750,000 employees
worldwide. In terms of total sales and revenues worldwide, the company ranks first in the top of

30
the most successful businesses in the world. According to data from the end of the year, the
company manages a network of approximately 33,510 own or franchised restaurants in 119
countries. The business is growing thanks to the valuable contributions of many and different
people who work in restaurants and serve customers or restaurant managers, general managers.
According to data provided by statistical agencies, McDonald’s sales represent approximately
4% of total global sales worldwide in the total restaurant segment. The company's revenues come
from sales made in its own locations and from taxes and trademark fees collected from other
franchised restaurants. McDonald’s shares are considered to be at a particularly high price,
ranking next to Coca-Cola, Microsoft.
McDonald’s entire business strategy is based on the highest satisfaction of customers
’wishes, requirements and subsequent loyalty. Being the best means achieving and maintaining
high standards of quality, service and cleanliness, so that every customer who crosses the
threshold to smile and be satisfied with the services offered by the Mc Donald’s brand.
At the beginning of the 21st century, McDonald’s ranked 8th in the global brand ranking
by statistical and marketing agencies, with a brand value of $ 24.70 billion. McDonald’s is the
largest fast food restaurant chain in the world, operating over 35,000 restaurants in 121 countries
around the world. Ray Kroc's idea proved to be effective since 1954 and the degree of notoriety
and perseverance of the company has increased considerably since then and until today being the
fact that this business was developed all over the world. Currently, despite the social problems it
faces, the company has a turnover of over $ 40 billion with a profit of almost $ 3 billion.
McDonald’s Moldova vision that has visions of a franchising company, on establishing
an emotional connection with customers and more. Godoroja Radu, marketing director at
McDonald’s Moldova, expresses her conviction that young people are a value and represent a
very good potential for business development in the Republic of Moldova.
The company’s mission is to promote a healthy and convenient way of eating, as an
optimal solution for a dynamic lifestyle, as well as to change the perception of some consumer
groups who view McDonald’s as a pleasure. The company's strategy is to offer the best quality
products at affordable prices, without affecting their value in consumption. The company's
objectives are to increase the relevance of the brand and the products offered and to convince
consumers that McDonald's is the favorite restaurant to consume. McDonald’s does not aim to

31
produce in order to resell, but to create a long-term connection with customers, to turn its
consumers into brand lovers.
The plans of the American giant aimed at expanding to areas of Central and Eastern
Europe, and the investments it entailed in this endeavor exceeded twelve million dollars. Since
April 1998, McDonald’s has expanded into Central and Eastern Europe by opening an
impressive number of restaurants in countries such as Hungary, Yugoslavia, Czech Republic,
Poland, Slovenia, Bulgaria, Latvia, Estonia, Romania, Moldova, Slovakia. The main office for
Central Europe has been established in Vienna and the USA since September 1991, when the
opening of new restaurants in this Eastern area was coordinated.
The first McDonald’s restaurant in Moldova was opened in April 1998, in the center of
Chisinau, the opening that coincided with the establishment of the record of transactions at
central European level. Marian Alecu, General Manager of McDonald’s Moldova at the moment,
together with Ghenadie Sănduță, General Manager of Moldova Mc Donald’s, dealt with the
development of the restaurant network, which today reached 5 units and a turnover of over 2
million dollars. McDonald’s investments locally reach $ 1.5 million, with more than 250
employees.
From the point of view of market strategy, McDonald’s uses an aggressive and well-
structured marketing mix whose elements are focused on:
a) product and service development by achieving a standardized product of high and
consistent quality, with an emphasis on serving speed and an extended operating schedule;
b) practicing prices for everyone's pocket.
c) placing the network of restaurants in areas that concentrate a large number of
consumers and with a high commercial wave.
d) a super strong advertising campaign focused on consumers, especially young people,
through the massive use of television or radio promotion.
Product policy
According to the principles listed, quality is the basic element in the company's product
strategy. High standards of quality and safety have imposed a strict program of analysis and
control for each product and for each process of selection of raw materials and preparation of
products. Monitoring is done through a program implemented since 1998, focusing on
prevention and detection of risk points through inspections, analyzes and thermal controls

32
throughout the technology chain. At the same time, the validity terms of the products and their
corresponding appearance are followed, from reception to customer to service. McDonald’s is
committed to hygiene practices in making and marketing products and has established an
efficient delivery schedule that supplies restaurants at short intervals twice a week to ensure
product freshness.
McDonald’s products consist of basic nutritious ingredients such as 100% beef, chicken,
buns, salad, potatoes and very high quality dairy products. These products retain their quality
and natural elements throughout the preparation process according to the recommendations of
the set of daily checks performed. The complete quality assurance starts with the control of the
raw material in the truck at unloading until each finished product we check the quality or
temperature. The quality of the products is observed following the control procedures of the raw
materials in production. Thus, slices of burnt or insufficiently fried meat are discarded when
cooking times or frying temperatures are not observed. The control of the buns is applied in
accordance with the specifications and standards of Mc Donald’s, mentioned in the company’s
operational manuals or daily checks. Other quality control standards are set by constantly
measuring the temperatures and storage / expiration times of the products according to the
quality guide. From the kitchen to the customers, a whole series of controls is performed so that
all the products comply with McDonald’s international quality standards or according to the
quality guide.
The techniques used by McDonald’s to ensure product quality are recognized by national
institutions such as the Food Safety Agency, the Public Health Center and often more demanding
than the limits set by the authorities. From this point of view, at McDonald’s each product must
be kept warm only for a certain period of time, which must not be exceeded. If this has been
done, the products for which the prescribed rules have not been complied with, are thrown in the
waste bin which is recorded. This implies a loss of resources and reflects the professionalism of
the teams and the promptness required in the process of processing McDonald’s Moldova
products. All this process in which the raw materials travel quite a long way from the producer to
the fast food restaurant, requires checks within the franchise system, being subjected to quality
preservation techniques involving dehydration, freezing, sanitation.
The meat from McDonald’s products is 100% beef, from farms in Europe, from EU-
approved slaughterhouses and from local authorities. The meat in the sandwiches contains only

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beef or boneless chicken from the previous quarters and flan, without other ingredients just when
frying, add salt and pepper spices for a stronger taste. Grills and fryers with oil are used to
prepare meat in McDonald’s restaurants where no fat is added during meat preparation.
Distribution policy
McDonald’s impressive network of restaurants serves over 70,000 Moldovan customers
daily. The 5 Mc Donald’s restaurants located in Chisinau, ensure a wide coverage at national
level and the transport system organized by Romdis and Sky-Net proved to be efficient and
prompt in supplying and delivering products and raw materials on time. The company receives
the raw materials from the accredited suppliers, the quality control of the products, their
preparation for transport being verified. From this point, Romdis together with Sky-Net handles
the loading of trucks and transport to restaurants in the city. The most profitable restaurants in
terms of sales are those in Botanica and Riscani. In the 2 open Drive units the highest level of
sales is registered, approximately equal to 70% of the total sales volume. In order to maximize
the conditions offered by the Moldovan market, while implementing since the market entry, the
concept of serving directly from the car being a very efficient and new for the Republic of
Moldova.
At the level of each restaurant, the company's marketing objective is to get involved in
the community in which the restaurant is located by organizing specific events and activities
such as: Spoort Fest, Olympic Day. McDonald’s mission is to discover through each restaurant
new ways to contribute to the development of the location area and to create new ways of
communication and customer attraction.
The distribution on the national territory is carried out through producer-consumer
channels, taking into account that the entire transport process is coordinated by the franchised
company and the transport companies are part of the system of suppliers approved by the entire
Mc Donald’s franchise system. Raw materials are stored and stored in processing plants, being
subjected to quality preservation techniques by freezing, dehydration and bottling. One of these
factories is the one located in the hammer sector of the capital, belonging to the Sky-Net
company.
In terms of location, most McDonald’s restaurants are located in crowded areas, in the
center or in the botany, Riscani, downtown, mall depending on the objectives pursued and the

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potential of the area. The areas with a high degree of concentration of McDonald’s restaurants
are Botanica and Rîscani.
In terms of selling techniques, McDonald’s practices direct selling, with cash payment,
the most widespread technique in restaurants and in the food industry in general.
Price policy
Mc Donald’s pricing policy involves adapting it, at the level of each product, to the
purchasing power of the market taking into account local competition. Taking into account the
fact that Mc Donald’s is the absolute leader of fast food restaurants in Moldova, during the 19
years of activity on the Moldovan market it tried to practice prices adapted to the purchasing
power of Moldovans. Although the prices charged at Mc Donald’s are quite strict and therefore,
addressed to a climate of customers with above average incomes, Mc Donald’s remains one of
the strongest brands in the Republic of Moldova.
Promotion policy
Mc Donald's Moldova's promotion policy, as a franchised partner of the US company, is
integrated into the promotion policy of the latter, adapting to the typology of the targeted market
segments and to the specific consumer behavior of the Moldovan market and the clietnţi. From
this point of view, the processes in which the company is involved worldwide implicitly affect
the regional activity of each subsidiary. At the same time, Mc Donald's Moldova has aligned
itself with this promotion policy and has launched on their website a nutritional catalog and a
guide for a healthier diet in a dynamic economic and social environment but also by promoting
trailers on trays, namely on the back the indication of the nutritional program.
Currently, in our country, Mc Donald’s company continues the “i’m lovin’ it ”promotion
campaign,“ our house ”, a campaign aimed at the target audience in terms of target consumers
through a loyalty strategy, brand relationship. The new McDonald’s packaging image has also
penetrated our country through an innovative design inspired by the "I'm lovin 'it" campaign. The
packaging presents images of ordinary people caught enjoying the small pleasures of life (young
people playing football, basketball, tenis, etc.).
The slogan "I'm lovin 'it" will appear in several languages of international circulation to
reflect the diversity of the company's customers and the concern for satisfying their desires. For
the promotion and future development of this campaign, McDonald's collaborated with the
consulting company Boxer, based in Birmingham, England, which used for marketing scenarios

35
several randomly selected participants, as well as well-known personalities in the field of
modeling and athletics, football, basket. Mc Donald's packaging is the next phase in the
marketing campaign "Rolling Energy" of the company from the Republic of Moldova.
It is based on a multi-year international marketing plan focused on direct communication
with consumers and employees. The program includes a wide variety of integrated promotional
activities, including the launch of the new packaging, promotions in restaurants, media planning,
new products included in the well-known range and internal marketing. The company's goal
reflected in the "I'm lovin it" campaign is to convince the consumer that McDonald's is the place
and favorite way to eat and visit McDonald's restaurants. Much emphasis is placed on
modernizing the perception and dynamism of the brand, its quality and relevance in the target
market segment in restaurants around the world. The campaign shows the spirit of McDonald's
and fundamental corporate values: attitude, lifestyle, optimism, modernism, energy, freshness,
lack of worries, freedom of expression, pursuing a competitive, different and modern approach to
marketing strategy, with a greater relevance for target groups. Through these steps, the
consumer customer becomes emotionally attached to the brand and in solidarity with the values
expressed by it in its marketing campaign.
In general, McDonald's Moldova advertising is done through loyalty coupons, banners,
posters, radio, advertising agencies that represent the rapidly expanding advertising medium
providing a combination of image, sound and movement, and creating an impression of contact
with the recipient of the message the client, through flexibility, suggestive addressing in front of
a large audience. McDonald’s commercials are Snoopy, Robot Ben, Kermit, Cheese, Detective,
Campioni being made by the design team of Procer Company SA, the Romanian company that
also took care of the arrangement of McDonald’s restaurants in the capital. The appearances in
the press and radio are not so numerous, suggesting the company's strategy of promoting the
brand to a wider audience in the Republic of Moldova.
As a result of the increase of the brand's notoriety, discussion forums were created in
Moldova related to the risk that fast food products present for health, advertising messages that
do not correspond to the promoted product. In this context, in order to maintain its credibility
and professionalism, the company will have to be more careful when launching a new product
and ensure that such issues related to devaluation do not occur in the future.

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 In terms of social and humanitarian publicity, Mc Donald’s Moldova has been very
involved in the national fundraising campaign to help orphaned children in orphanages during
the Christmas holidays. The campaign "Give a smile" initiated by Mc Donald's Moldova by
placing special boxes for public donations in all 4 Mc Donald's restaurants in the country and
raising public awareness to participate in fundraising, According to the general manager of Mc
Donald’s Moldova, Ghenadie Sănduța, the company Mc Donald’s Moldova decided to donate 1
lei from the price of each sandwich sold in December-January of each year. All the sums raised
through this program and not only will go to support several orphanages in Chisinau and the
suburbs of the capital.
Within the policy of promoting the Mc Donald’s Moldova brand, the promotional events
are also included through actions of sporadic or financial sponsorship of certain groups or
organizations. Thus, Mc Donald’s Moldova sponsored several sporting events in the capital this
year as well. T-shirts and promotional materials (balloons, T-shirts) were used to support and
promote the brand.

3.1 Risk management and analysis of functions within Mcdonald’s

Moldova
Staff function
The personnel function has the role of administration and management of human
resources. The personnel function includes the following activities: human resources planning,
staff recruitment, job description, staff selection, staffing, promotion system, staff motivation,
evaluation of the activity carried out, training and improvement of professional training.
The company's HR has well-defined internal processes. Any employee is taken into
account so that any change or exchange in human resources is done through transparent internal
processes. Each employee is treated with special individual attention and managers provide
feedback on the quality of services provided by them. This refers to the evaluations that take
place after the first 3 months of activity, the so-called probationary period, 6 months, when the
employee already has half a year in the company and has managed to achieve certain things, 1
year, when evaluating his skills. This evaluation allows the observation of employees'
performances, but also their professional qualities, depending on their successes, they can be

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promoted to a higher position, or they can receive a salary increase. Respectively, the department
managers take care of the activity of their subordinates, in order to help them become even
better.
The level of training, training of the workforce is a decisive factor of the company's
performance, and improving an investment with a vital role in maximizing the potential of
human resources. Therefore, the process of improving human resources is directed in accordance
with the needs and objectives of the commercial company, as a process of permanent education,
and not conjunctural. In the current practice, two ways are used to have the most perfected staff,
up to date with the latest news.
The first way is to use staff who are already qualified or who are already trained in a
specific area of the company. Such a policy requires higher costs for recruitment, selection and
salaries than for staff training. The second way, frequently used and more economical, is to
improve your own staff.
The most developed part of this function and on which the greatest attention is paid is the
training and improvement of the professional training of new employees. Thus, in order to
increase the level of productivity of the company, but also the volume of sales and practically
many other vital indicators for the company, it is necessary at the beginning to train and train
young specialists for the development of the company. As mentioned above, the company
focuses on its staff. Every employee goes through well-defined processes, even when leaving
the company. Once the departure request is made, the system checks and controls any aspect
that initiated the given request. As a solution - look for a replacement or make some
improvements to the retiring employee. Following the departure of the employee, there are
certain changes at the restaurant level, namely: the director centralizes the CVs of the last month
to fill the vacancy.
Commercial function
In the development of the company and the market economy, the commercial
function plays a decisive role in all the functions of the enterprise, and consulting services are
not an exception, they must also be sold. The commercial function includes all the activities
aimed at supply and technical-material, product sales, foreign trade and international economic
cooperation, namely in order to procure the necessary means and sell the products, services and
works that are the basic object of the enterprise and its formation.

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 From all this wide spectrum of activities and processes that the commercial function
includes, characteristic of the business in the field of Mc Donald’s are more the marketing and
the sale / provision of services. It is estimated that marketing fulfills four basic functions:

• Market and consumer research. Any economic activity that is carried out in a marketing
concept must be market-oriented. The market is the main component of the economic
environment of the enterprise, it is a "barometer" of the economic and financial situation of the
enterprise and the economic strategy. In order to achieve a scientific and rigorous substantiation
of the company's policies and programs, both information on the market and consumers are
indispensable and the formation and development of the company increases.

• Satisfying the needs and desires of consumers. This represents the very philosophy of
marketing, the motivation and the economic and social meaning of the existence of any
economic agent in his company.

• Increasing economic efficiency. Achieving a profitable activity is the condition of

survival and existence of any company in a genuine and real competitive market economy.

• Prompt, fast and flexible connection of the company to the dynamics of the
environment. Marketing not only breaks, eliminates patterns but on the contrary stimulates
imagination, inventiveness, intuition, creative spirit.

Like products, services must be tailored to the needs of consumers. And in the case of
McDonald’s services, in order to increase their economic indicators, it is a vital necessity to
know the customer. In this help comes marketing and its basic functions. Thus, knowing our
customer makes it much easier to sell a product or service, and McDonald's sells solutions, and
you can't sell a solution until you know the problem the customer is facing.

If we analyze the marketing mix of Mc Donald's, then the product would have the largest
share at the moment. Now they are working intensively to refine the existing product, but also to
create other new products. We also work intensively on the "packaging" of the product, in order
to be attractive to customers.

The promotion policy of the company, but also of its products, takes place mainly
through events, projects, where social groups interested in such services and products are

39
concentrated. Also, the product is promoted through the consulting services offered, so not all
customers are aware of this inventory management software, but are aware of the fact that the
company provides services in public catering. Thus, using the method of up-selling the product
through the basic service.

The company's pricing policy is fairly centralized. Price policy decisions are made at the
level of middle-top management, so not all employees have access to this information.

The 4th "P" placement also plays a very important role in the company's business. The
company office is located in the Ciocana region of the city.

Having a well thought out marketing mix, there is a fairly large flow of customers, which
is very beneficial to the company, especially the financial-accounting function.

Financial-accounting function

The main purpose of the diagnosis of the economic-financial synthesis is the evaluation
of the financial statements registered in the past and the extraction of the evolution trends in the
future, as well as the radicalization in highlighting the necessary conclusions of the operational
system of the enterprise. The activity which ensures the obtaining and rational use of all the
financial means necessary for the development of the overall activities of Mc Donald’s company,
the value record of the commercial activity, the evaluation of the way of achieving the general
economic results of the companies.

The main objectives of the financial activity are: establishment, distribution, use and
preservation of funds, existing funds available to the company. Priority targets of the accounting
activity: the record of the entire economic activity and of the movement of the basic means of the
enterprise based on the record of the financial results.

The execution of the component activities of the financial-accounting function is done

actively by establishing the financial framework of the economic process that takes place in the
company and passively by recording the economic data of all company activities and changes
that occur in the relationship with economic partners. outside the company.
Research and development function

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 Peter Drucker said: “Every organization must learn how to innovate and learn that
innovation can and must be organized as a systematic product. Innovation is not only a source of
better and more economical goods and services, it is the very foundation of the "spirit" of the
enterprise. " Every thinking within the company is innovative, every service is performed better
than last time, because within that company continuous improvement and innovation are both
maximized.
The research-development function is represented by the set of activities that take place
within the enterprise in order to achieve the objectives in the field of producing new ideas and
transforming ideas into novelties useful for its future development. The importance of this
function lies in the need for permanent adaptation of enterprises to the new achievements of
contemporary science and technology, due to the fact that science is a “vector of the
development of society. Key activities of that function include:
• planning.
• technical design.
• organization of production and work.
• invested.
• scientific research, technological engineering, introduction of progress.
The process of creating and developing a new product starts with planning. At the
beginning, the stages of the project, its time periods are established and the availability of both
managers and specialists is checked.
The second stage is the technical conception. At this stage, the new product is
conceptualized, based on previous research. Both managers and programmers sit at a table and
discuss the new product, managers with theoretical and practical knowledge about the future
features of the software, and programmers with the realities and time of such a project.
The third stage is monitoring the product creation process. Given the fact that a quality
product needs constant monitoring at the stage of its production, so many problems that may
arise along the way can be omitted.
The fourth stage is the product testing stage, after which once successfully passes that
stage the product is ready to be launched on the market. This is certainly the case with the
preparation of a previously planned marketing plan.
Risk management

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 According to the risk management standard ISO 31000: 2009, "Risk Management
-Principles and Guidelines", risk is the effect of uncertainty on objectives. Risk management is a
set of controlled activities to lead and control an organization in terms of risk. Risk management
means identifying and assessing risks, as well as establishing how to react to risks, ie to put in
place means of internal control to mitigate the possibility of occurrence or the consequences that
would occur if would materialize. The main forms of risk that non-governmental organizations
may face are:

• Financial risks, given that non-governmental organizations do not have the initial
capital to carry out its activities, this risk becomes one of the most important since the beginning
of the organization's existence. Thus, financial sustainability is a priority point in the
development strategy of any NGO. Also, the financial risks include the risk of changing the
exchange rate, the risk of incorrect cash flow management, etc.

• Political risks, as non-governmental organizations are quite vulnerable to any change in

legislation with reference to these organizations. Also included here are the risks related to
changing the current strategy, tactics and actions of the political factors in one's own country, but
also of the states where the funding or grants come from.

• Social risks, referring to the relations between the members of the organization, the
relations between the volunteers and the board of directors, etc. Most often, managers face: the
risk of demotivation of staff, the risk of weak retention of members within the organization, as a
result of lack of consistency in actions and the risk of continuity of the organization. Social risks
also include the organization's relations with its target groups, depending on the most effective
communication methods and procedures, these risks can be considerably reduced.

• Legal risks, arising from the impact of national and international legislation on the
organization. Thus, often, an organization applying for a grant to an international foundation
must comply not only with the laws of its state, but also with the laws of the state of the financial
partner.

When talking about minimizing risks, we need to consider the decision-making process
in risky conditions, which can be optimized so as not to produce unintended negative
consequences for the organization. Optimizing risky decisions can be done in several ways:

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• The method of mathematical hope.

• The technique of decision trees.

• Decisional simulation.

The use of these 3 methods will stabilize the negative effects and consequences of the
decision-making process within the organization. Also, to reduce the risk, the managers of the
organization can work in the following directions:

• Avoiding possible risks.

• Taking risks.

• Minimizing the risk action on the results of the financial-productive activity.

• Transmission of risks.

• Diversification.

Avoiding and taking risks involves a coherent analysis of the decisions taken and the
consequences that may follow from these decisions. By performing a comprehensive analysis, it
is possible to determine the most appropriate decision that will avoid as much as possible the
risks that may occur.

Transmission of risks

1. Through service contracts with other partner companies;

2. Through contracts signed with clients for the provision of consulting services.

The diversification of organizational activity consists in reporting the efforts and capital
investments between different types of mutually linked activities. There are 2 types of
diversification:

• diversification of concentration - completing the assortment with homogeneous products to

those already manufactured;

• horizontal diversification - completing the assortment with products inhomogeneous to those

manufactured, but which have a market demand.

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 There may also be risks related to the actions of competitors, in order to avoid such risks,
which have a fairly high probability of occurrence, it is necessary to study and monitor the
market to predict the emergence of new projects, conferences, etc. Thus, a coherent planning will
be possible that will take into account the intentions of the competitors, the projects being
organized at the right time, minimizing to the maximum the impact of the risks and the
probability of their occurrence.

McDonald's recognizes the need to monitor risk when working with clients. The first part
of the risk analysis is usually directly related to the time of the project. Time identifies animite
risks, their level of severity and clearer estimates of what follows. The second part of the process
refers to the monitoring and control of each project participant, which also includes risk
planning, resource allocation and, if necessary, ignoring or circumventing it.

In Mc Donald’s, the risks are categorized into 2 groups: entrepreneurial and project.

Business risk is related to:

- Entrepreneurial stability

- Necessary processes and technologies

- Legal requirements

- Ecological issues

- Setting expectations

The risks related to the projects are divided into:

- Risk with reference to dependence on the third component in production.

- Dissatisfaction in the provision of services.

- Contractual issues.

- Unqualification of the employee.

- Potential security issues.

- Uncertainties between customer and provider.

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- Qualitative testing.

- The notion of innovation: to what extent is it considered innovative.

- Complex processes or technologies.

- Identification, which determines the potential risk that could occur.

- Estimation, which would determine the value and importance of the project risk.

- The evaluation, which would determine the steps to be taken.

The steps taken would be:

1. Risk prevention

2. Minimizing its impact

3. transfer

4. Accepting the risk of falling when the impact is insignificant or can be avoided.

3.2 McDonald’s organizational evaluation

Mc Donald’s is one of the largest restaurant companies.
• Proactivity - the cultural aspect of the organization is based on proactivity of
membership. Because the team is young and ambitious, it is important to improve society and
make a positive impact on the development of the company.
• Inclusion - the feeling of belonging is very developed and cultivated within the
company. "I am proud to work in a restaurant full of a group of young people" is the statement
that determines these young people to work together under the name of the organization.
• Leadership development model - is the basic concept for leadership development in Mc
Donald’s Moldova. This model has four competencies that it aims to develop and promote the
proper life of values.
• Ownership ,, Traning Lider People ,, - the new branch of management that aims to
make team leaders more aware of their own strategies and to develop a sense of ownership
towards their activities.

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 Activating Leadership - Make members experience team leaders - let them feel - or
become experts in experience management and value delivery. How? Leadership and customer
management. Improve your current management system. Be less autocratic, but never too
liberal. Let people feel the responsibility and power to make a change.
Culture of Freedom and Entrepreneurship - LCs can be creative centers to test ideas for
creating a better product, process or relationship. Transforming or shaping an organizational
culture means not only the development of leadership qualities for exchange participants and our
exchange members, but also the adoption of strategy and culture. Think of it as business.
Mc Donad’s success is due to the special partnerships between the company’s
franchisees and suppliers. This partnership is plastically described by the image of a "Three-
Legged Stool".
About 85% of Mc Donald’s restaurants around the world are operated by almost 4,500
franchisors as well and restaurants in the Republic of Moldova are part of these restaurants.
Franchisors are the first leg of the stool.
Franchisors sign an operating contract for a certain period of years, usually 20 years, and
go through about two years of training to learn all aspects of managing and operating a Mc
Donald’s restaurant.
Suppliers represent another leg of the stool. For a company that serves millions of
customers daily, finding quality suppliers is a key success factor. Suppliers are constantly
looking for new ways to improve the products and services they offer. For example, the type of
potatoes, meat, milk are just raw materials that can only be purchased from entrepreneurs who
have had contracts with Mc Donald’s for a very long time.
The company is the third leg of the stool as a major corporation in the world. It is the
brand for which every customer walks the threshold of a McDonald’s restaurant every day. The
evaluation of the organization is done according to some indicators of people who show support
for the company.
Such an example is:
 Respect and Recognition.
 Values and Leadership Skills.
 Competitive salaries and benefits.
 Learning, personal and professional development.

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  Resources for fulfilling the job.
Another part of evaluating the success and the entire organization of Mc Donald’s is the
management system by restaurant managers. The "3C Communication, Cooperation,
Coordination", some basic indicators in the company. Based on these indicators, the team's
subsequent results are consolidated. During the verification visits that take place in restaurants by
the operational directors, these are the basic pillars that underlie the development of the profit, of
the restaurant, of the team of people.
Organizational culture in Mc Donald’s Moldova
The organizational culture of Mc Donald’s Moldova is driven by the idea that all
employees must be passionate about working in a Mc Donald’s environment, because he is the
one who can create a better future for the whole team afterwards. Thus, the company's
employees have this belief - their work brings a positive impact on society. The company's
organizational culture has been created over time since 1998 since the opening of the first
restaurant and is still developing as creations that continue to come from employees. Many
elements are specific because we are talking about a company with a food profile. Examples of
these traditions are:
• Training day - every day is a training day but every Monday, department members hold
training sessions have the opportunity to use all the time to study new things. This can take place
in any way, either through joint activities between team members or through individual learning.
• Discussions on traning and the development of the restaurant - another tradition only
for mangers every Tuesday or Thursday of each week, here the restaurant's problems are
discussed and solved. All managers are coordinated and notified of new development trends,
issues, objectives, new promotions.
• Target of the day - within the company are regularly organized competitions for all
employees, taking into account the product rotation sheet. These competitions are held during
business hours and encourage competition between employees, but add a little fun to the regular
work of the Mc Donald’s team.
• McDonald’s traveled - here to talk about a wall on which postcards from around the
world are pinned. Tradition says that every time you go on holiday or a business trip, you must
receive a postcard from that country, each member contributing to the arrangement with
international elements that bring back memories of the trip during the training he attended.

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 • McDonald’s walk - company employees set up a bike club. Promoting a healthy
lifestyle and discovering Moldova, cyclists organize a bike trip to beautiful destinations such as:
Leisure parks or cultural complexes: Vatra, Căpriana, Milestii Mici, etc. Anyone interested can
take part in such a trip if they own a bicycle.
• Birthday celebration - has become a tradition promoted by the company to bring a cake
for his colleagues. The company offers different gifts so that the employees, one by one, have a
share of happiness on his birthday.
McDonald’s offers various events for relaxation, fun, socializing, sports courses,
development and training courses in Romania for managers, special events. Mc Donald’s
Moldova manages to create a friendly environment based on respect, collaboration and lifelong
learning.
3.3 riscurile in compania McDonald’s.
Identificarea si analiza riscurilor care afecteaza activitatearestaurantelor McDonald’s in
Moldova
La fel ca si oricare companie care isi desfasoara activitatea in conditiile economiei de
piata, compania McDonald’s este expusa unei serii de riscuri. In continuare vom analiza
principalele riscuri care pot influenta activitatea companiei. Unul dintre riscurile de baza este
riscul nesolicitarii produselor restaurantului. Acest lucru poate fi determinat in primul rand de
tendinta de promovare a unui mod de viata mai sanatos care exclude consumul produselor fast
food. Produsele companiei pot genera probleme de greutate, cauzand chiar obezitatea. La
momentul de fata acest risc nu afecteaza foarte tare activitatea McDonald’s in Moldova, insa pe
viitor acesta ar putea cauza pe langa pierderile de imagine, si pierderi sociale si o scadere a
vanzarilor. Anticipand aceste pierderi compania incearca sa promoveze un mod de viata sanatos
incurajand practicarea exercitiilor fizice, expunand diverse informatii pe ambalajele produselor,
si distribuind diverse brosuri referitor la aceasta tema, deasemenea introducerea salatelor a fost
la fel efectuata cu scopul de a reduce aparitia acestu risc. Un risc care la fel nu poate fi neglijat,
este riscul inaspririi concurentei. La momentul de fata in Moldova nu exista un conurent la fel de
puternic care sa ofere produse similare, insa compania nu artrebui sa neglijeze faptul ca pe piata
locala s-a lansat firma de fast food KFC care este un concurent puternic al McDonald’s pe piata
naționala, si cu toate ca acesta are momentan o cota de piata mica ea nu trebuie neglijata sau
subestimata. Deasemenea trebuie analizati cu precautie si concurentii indirecti ca Andys Pizza

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care, desi nu ofera produse similare, se adreaseaza practic aceluiasi segment tinta ca si
restaurantele McDonald’s. Materia prima si semifabricatele utilizate de restaurant pentru
fabricarea produselor sale sunt in mare parte importate. Acest lucru poate cauza o serie de
riscuri printre care8 riscul ca materia prima si semifabricatele sa nu ajunga la timp, astfel
cauzand o lipsa de stoc mai exista si riscul valutar, care poate determina o crestere a cheltielilor
ce poate cauza crestrea preturilor ce se va reflecta negativ asupra vanzarilor. Aceasta problema ar
putea fi partial solutionata daca se va construi o fabrica in Romania care ar aproviziona
restaurantele McDonald’s din zona balcanica, reducind astfel cheltuielile de transport si respectiv
costul materiilor prime si semifabricatelor. Un alt risc cu care se poate confrunta compania este
riscul ecologic. Ambalajele produselor comercializate de McDonald’s sunt considerate a fi
poluante, in deosebi ambalajele termoizilante in care se comercializeaza bauturile fierbinți, care
se descompun foarte greu. In conditiile incalzirii globale aceasta este o problema destul de
delicata, din aceasta cauza compania ar putea suferi pierderi ecologice directe sub forma de
diverse amenzi si penalitati pentru poluare dar si pierderi ecologice indirecte. Pentru reducerea
acestui risc compania ar putea construi minifabrici de reciclare, care sa transforme deseurile in
petrol. Făcând acest lucru compania nu doar va elimina aceasta problema, dar ii va aduce si o
imbunatatire de imagine ca urmare a preocuparii pe care o are fata de mediul inconjurator.
Compania se poate confrunta si cu riscuri operationale, cauzate de angajarea personalului
necalificat si de conditiile de munca nu prea bune, salarii mici, angajatii prima perioada se rotesc
in functii? adica cand te angajezi nu iti este specificata functia, toti lucrand pe rand in bucatarie,
ca personal de serviciu, ca vanzator, etc, acest lucru cauzand pirderi moral psihologice care se
manifesta preponderent prin fluctuatia cadrelor, deasemenea acest lucru poate cauza si pierderi
de imagine, ca urmare a informatiei negative difuzate de fostii angajati. In scopul minimizarii
acestu risc compania ar trebui sa imbunatateasca conditiile de munca, folosind diverse tehnici de
motivare a personalului. Toate riscurile mentionate mai sus pot fi cel putin minimizate, daca nu
eliminate total, cu conditia ca fiecare problema sa fie tratat cu seriozitatea corespunsatoare,
compnia actionand la timp si eficient in acest scop
Риски
Одна из основных проблем – колебания курсов валют, так как цены на блюда
стандартизованы.

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 Растет количество ресторанов, которые снижают цены на еду - Burger King,
Starbucks, KFC.
Питание в ресторанах сети вызывает определенные проблемы со здоровьем –
МакДональдс неоднократно выступал ответчиком в делах о причинении вреда здоровью
Высокие инвестиции в рекламу снижают доходы компани По материалам.

Grija pentru mediu

McDonald's se angajează să achiziționeze produse de calitate și sigure de la furnizori

care respectă cele mai stricte standarde de mediu. Următorul rezultat al acestei lucrări este
certificarea peștilor oferite vizitatorilor de către Marine Stewardship Council (MSC). Eticheta
ecologică MSC confirmă faptul că pescuitul, de la care furnizorii McDonald's primesc materii
prime, utilizează practici de pescuit ecologice. În 2016, aprovizionarea cu pește a început de la
un nou furnizor rus - grupul de companii Karat, certificat și în conformitate cu standardele MSC.
Astfel, din 2016, cea mai mare parte a peștilor pentru producția de file-o-pește este asigurată de
furnizorii autohtoni de materii prime.
Cafeaua de la McDonald’s are un „certificat UTZ ecologic” special (UTZ
CERTIFICAT) - un certificat internațional de responsabilitate legat de producția de cafea.
Înseamnă că cafeaua este produsă în conformitate cu toate cerințele de mediu, precum și luând în
considerare cerințele responsabilității sociale și având grijă de persoanele care cresc și
preprocesează boabele de cafea.
Furnizorii de ambalaje McDonald's s-au angajat să folosească celuloză pentru producția
de hârtie și carton cu o garanție de 100% de origine legală și aprobată.
Proiectarea eficientă a părții de producție a restaurantelor, precum și utilizarea
echipamentelor unice, fac posibilă controlarea costurilor de energie și economisirea resurselor de
apă, precum și minimizarea deșeurilor.
În restaurante, au fost introduse programe de economisire a energiei și resurselor. Pentru
reciclare, McDonald’s din Rusia trimite anual peste 1.000 de tone de carton și mai mult de 4.000
de tone de grăsimi reziduale, iar peste 50% din grăsime este transferată la biodiesel pentru
procesare.

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 În medie, compania cheltuiește peste 70 de milioane de ruble pe an pentru amenajarea și
amenajarea în jurul restaurantelor.
În 2014, partenerul logistic al McDonald, HAVI, a început să folosească vehicule pe
bază de gaz pentru a reduce emisiile de CO2 în mediu. În prezent, 12 astfel de camioane sunt
deja folosite pentru a livra produsele McDonald's.
Începând din 2017, toate vehiculele noi HAVI care livrează către restaurantele
McDonald’s vor funcționa cu combustibil.

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