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MULTINATIONAL CORPORATION REPORT

MCDONALD’S

International Business- IB4 Group 5 Members

Professor: Adam Briffett Nguyễn Lê Bảo

Lê Ngọc Minh Thư

Hồ Gia Mẫn

Phạm Minh Thư

Nguyễn Hữu Minh Tuấn

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Table of Contents
I. EXECUTIVE SUMMARY 3
II. INTRODUCTION 4
II.1/MCDONALD’S BRIEF BACKGROUND 4
II.2/ FAST FOOD GLOBAL MARKET 4
II.3/ MCDONALDIZATION 4
III. INTERNATIONAL BUSINESS STRATEGY OF MCDONALD’S 5
III.1/ COST LEADERSHIP AND GROWTH PILLARS 5
III.2/ TRANSNATIONAL STRATEGY 6
III.3/ ENTRY STRATEGY OF MC DONALD’S IN VN 7
III.4/ BUSINESS MODEL OF MCDONALD’S 8
IV. MCDONALD’S SWOT ANALYSIS 8
IV.1/ STRENGTHS 8
IV.2/ WEAKNESSES 9
III.3/ OPPORTUNITIES 10
III.4/ THREATS 10
V. ISSUES FACING THE COMPANY 11
V.1/ MACRO ENVIRONMENT 11
1. Economic factors 11
2. Social and demographic changes 11
3. The waste of technological devices 12
V.2/ MICROENVIRONMENT 12
1. Late-Night Workplace Violence 12
2. Intensive competition of the industry 13
3. Price 14
4. Changing in consumer taste 14
5. Preference changing 15
VI. RECOMMENDATIONS: 16
VI.1/ BOOST LOW-COST STRATEGY 16
VI. 2/ DEVELOP A MORE MOBILE DISTRIBUTION SYSTEM 16
VI. 3/ DEALING WITH THE HEALTH-CONCERNS 17
REFERENCES 18
APPENDIX 25
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I. Executive Summary

This report discusses the case of Mcdonald’s, possibly the most well-known fast-food chain
today, for better comprehending the notion of international business strategy by evaluating
current McDonald's strategy, the concerning matters, and proposing recommendations. The
scope of issues and recommendations will take place in the Vietnam market.
To comprehend the context of Mcdonald’s, we will first determine its use of corporate-level
strategy through its M-C-D growth pillars and cost leadership strategy. The transnational
strategy of the firm will also be covered along with the franchising entry mode.
Once we decide which corporate strategies were implemented and how they affected the
company's overall success, we will look at internal and external factors to analyze strategy,
assess the risk and orientation of Mcdonald’s.
After having processed the information on cur, it is possible to evaluate the current issues that
Mcdonald’s is facing from a macro and microenvironment, and finally, introduce the feasible
recommendation.
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II. Introduction

II.1/McDonald’s brief background

Founded in May 1940 in California by Richard and Maurice McDonald, McDonald’s
Corporation became one of the most successful franchises in the fast-food industry.
According to Forbes, McDonald ranked 10th in Most Valuable Brand in 2020 with a brand
value of $46.2 B. McDonald's has dominated the restaurant sector, particularly in the US
market, by acquiring significant competitors such as Starbucks and Coca-Cola.
McDonald’s is known for its burgers. Yet, the company expands its product lines of food and
beverage products, such as chicken, fish, salads, snacks, beverages, McCafé, etc.
According to McDonald’s, they emphasize:
 Their mission is “To be our customer’s favorite place and way to eat.”
(mcdonalds.com, n.d.)
 Their core values include service, inclusion, integrity, community, and family
(McDonald's Corporations, 2020)
II.2/ Fast food global market
The fast-food market was worth $647.7 billion in 2019 and is expected to increase to $931.7
billion by 2027, with a CAGR of 4.6 percent during that period. (Kale & Deshmukh, 2020)
The pie chart demonstrates the international market share of the fast-food industry by brand
in 2019. As can be seen, McDonald’s was the leading brand in the fast-food industry with
21.4%, more than a quarter of the market, followed by Starbucks with 7.5%, KFC with 2.8%.

II.3/ McDonaldization
Owing to the expansion to more than 100 countries around the world, McDonald's has become
a symbol of globalization. The evidence is the term "McDonaldization” describing the situation
when a society adopts the fast-food restaurant, according to George Ritzer, 1993. This shows
that McDonald’s is not only a thriving restaurant chain but also one of the companies leading
the trend of globalization.
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III. International business strategy of McDonald’s

III.1/ Cost leadership and growth pillars

With the head office in Illinois, United States, McDonald’s seeks to install the transnational
strategy. The firm ensures the identical experience of all the customers in the world. This is
done through maintaining infrastructure designs, company name, and core dishes but also
giving differentiation through changing prices and localized menus. With the goal of "think
global, act local", McDonald's has implemented cost leadership to aim at offering meals at a
low price (Wells, 2020). This part will examine the implementation of the low-cost strategy of
McDonald's leading to the high efficiency of the firm.
Low-cost strategy:
The firm recruits and trains freshers rather than trained cooks so that it can lower the wages.
Another act of the firm is slimming down its corporate structure and laying off workers. Then
replace them with the greater implementation-high technology. Indeed, this helped it reduce
expenses by $500 million by the end of 2019 (Whitten, 2018). In addition, the firm has built
long-term relationships with suppliers that can reduce costs and maintain the quality of the
materials.
Based on the current announcement, McDonald’s operation relies on three growth pillars:
Maximizing Marketing, Commit to the Core, Double down on the Three Ds. Each of these
growth pillars is a driving force for McDonald’s to operate its business.
Maximizing marketing:
The brand makes a great investment in marketing. One evidence is its creative behaviors
deepening customer connection worldwide. Precisely, Mc Donald’s tries to reach the parents
with small children while including Mc Toys in their Happy Meal. Another approach of
McDonald's to reach more customers is allocating and acquiring prime locations. To illustrate,
in Ho Chi Minh City, McDonald’s is positioned in the crowded streets like Dien Bien Phu
street, and Nguyen Hue street.
Commit to the core:
Besides localizing the menu, the fast-food chain also commits to advancing the core menu
involving “Big Mac®, Chicken McNuggets®, and of course, World Famous Fries®” (Ozan,
K, 2020). This is a great way to add more value to this fast-food chain.
Double down on 3Ds:
For creating customer convenience, McDonald’s focuses on enhancing “digital, delivery, drive
through”. These strategies open more growth opportunities as McDonald’s has long been
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known as a quick-service restaurant chain (QSR). Self-service kiosks in the restaurants assist
customers to have their orders checked quickly. To adapt the digitalization, McDonald’s
develops an app called MyMcDonald’s with features like rewards or promotions. Aiming to
door-to-door service, McDonald’s is present in several food delivery platforms such as
GrabFood or ShopeeFood. The last D is “Drive-thru” that is system placed outside the
restaurants to ease the process of order without having to step out of the vehicles and find a
place to park. Hence, these growth pillars of McDonald's helped this company adapt to the
changes by the COVID-19 pandemic.
Besides maintaining customers' loyalty, McDonald's also shoots for entering new markets. As
in the annual report 2020, revenues come mostly from internationally operated markets. This
explains McDonald's choice to expand globally by transnational strategy.

III.2/ Transnational strategy

Since food is one of the factors that make up the national culture, the tastes and preferences of
each country are assumed to be diverse . According to Scharf (2014), McDonald's attempted
to pursue the differentiation of its products to appeal to local taste. One evidence is that
McDonald's offers franchisees great deals of freedom in order to apply local cuisine into the
menu (Scharf, 2014). Therefore, the transnational strategy helps them to achieve global
expansion. In reality, the menu of McDonald’s is highly dependent on local tastes. That is to
say that McDonald’s strives for localizing the menu in the international market. For instance,
McDonald's adds rice with fried chicken and fries as the main course on the menu. Likewise,
in Japan, they add Teriyaki chicken to the McBurger.
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Besides the taste, different serving sizes also add some modification. Because the appetite of
the Japanese differs from that of Americans, the serving sizes of burgers, fries, and drinks in
Japan are smaller.

III.3/ Entry Strategy of Mc Donald’s in VN

Over 80 percent of the ownership structure is franchised restaurants. This data explains
McDonald’s well-known as a franchising company. McDonald’s operates its franchise
restaurants through 3 main structures (conventional, developmental license and affiliate).
Those are categorized based mostly on the party responsible for contributing the capital to
operate a location.

● Under a conventional franchise arrangement, which accounts for the majority of

franchised locations, McDonald's owns the land and building or long-term lease for
the restaurant location whereas the franchisee pays for equipment and operation costs.
● Under a developmental license arrangement, the second most popular ownership
structure, licensees provide capital for the entire business, including real estate.
McDonald's does not own any capital under this type of license.
● Under the affiliate model, the least popular, McDonald's holds only an equity interest
in the restaurants.

It can be assumed that expanding internationally by franchising is a beneficial method. One big
advantage is that the fast-food firm gains the majority of the income and revenue from the
monthly fees of 5% and rent paid by its franchisees. Margins coming from company-operated
restaurants accounted for only about one-seventh of what comes from franchising restaurants.
Another benefit is that, McDonald’s have the opportunity to spread worldwide leading it to be
one of the best global brands (Interbrand, 2021)
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Concerning the Vietnam market, McDonald's entered Vietnam by developing a developmental

license for Good Day Hospitality company. (Nguyen et al., 2020). It may be concluded that
this approach will be advantageous for the brand because the franchisee will bear all costs and
risks. Although Vietnam is a promising market, being a latecomer in a market leads the
company to many threats. This entry mode will assist McDonald's in easing the strain while
rapidly expanding its foreign presence.

III.4/ Business Model of McDonald’s

The company's concept, along with its suppliers, is built on a three-legged stool: suppliers,
franchisees, and McDonald's. Franchisees of McDonald's are the company's major strategic
partners. Its presence has been steady from west to east, with more than 39,000 local eateries
in over 119 markets worldwide. According to their Annual Report 2019, franchisees own
around 93 percent of McDonald's total number of restaurants, and their revenue accounts for
82 percent of McDonald's revenue.

McDonald's prioritizes servicing families, children, and business people in order to remain its
customers' “favorite place and way to eat.”. The major activities of this fast-food corporation
are the marketing and sale of food and beverages. McDonald’s has adhered to each one of the
qualities with a value proposition: consistent high-quality food supplied fast and consistently
worldwide (mcdonalds.com, n.d).

For McDonald's, the connection improves resource management; it can cut expenses by having
platforms for exchanging critical information with consumers (Harker & Egan 2006). Raw
materials or acquisition, and labors are the most expensive component of McDonald's cost
structure. Rent and utilities, depreciation, and marketing are the next components in this cost
structure while employees and restaurants on a-locations are the company's two most important
resources.

IV. McDonald’s SWOT analysis

IV.1/ Strengths

● Brand Awareness

McDonald’s has already been a highly-recognizable Food & Beverage brand worldwide. The
secret is its integration and adaptation to any culture throughout the world. Moreover, an
organization with an excellent service attitude, ample cleaning space, delectable cuisine, and
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good service enhance this brand's value. McDonald’s also has a varied menu and plenty of
activities such as contests, minigames, or functions.

● Strict Health Protocol

McDonald's maintains a high-quality level by using food safety and quality protocols. Before
generating the final product, McDonald’s will scrutinize the entire food process. The company
also launched the Food Safety Advisory Council to review the products and visit the supplier
site. There is a quality center in each country, helping them to maintain the local quality
standards.

● Real Estate Company

McDonald's owns more than half of the land and 80% of the structures in its restaurants across
the entire chain. During 2018, the brand was supposed to run 37,855 restaurants in about 120
countries, with about 35,085 franchises and the remainder company-owner. Rents, royalties,
and launch fees of the franchised restaurants were $11.01 billion, accounting for more than half
of McDonald's revenue in 2017.

IV.2/ Weaknesses

● The Franchise business model

McDonald's operated a total of 39,198 outlets across the world. However, the brand is taking
some risks due to the complex network of franchised and company-operated restaurants.
According to a Forbes.com article from March 2017, McDonald's has lost half a billion
consumers. Many McDonald’s customers complain about some initiatives such as drive-thru
menus that scroll too fast and are too confusing. Customers have not been drawn in by the
costly execution of "Experience of the Future" (Forbes, 2021).

● Expensive price

According to the United States Census Bureau, the average monthly income for Americans is
2,998 U.S dollars (2019). Whereas, the figure for Vietnamese citizens is 184.57 U.S dollars.
Precisely, a cheese beef burger- the cheapest burger from McDonald’s costs 2.15 U.S dollars,
which means that it makes up 1.17% of the average monthly income of a Vietnamese while in
the U.S, the same dish accounts for only 0.13% of the average monthly income of its residents.
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Thus, McDonald's is quite expensive to Vietnamese consumers. On the contrary, other street
food with whole ingredients is cheaper which costs from 0.66 to 1.32 USD dollars.

III.3/ Opportunities

In early 2014, McDonald’s came to Vietnam, later than many other fast-food brands.
However, there were still some potential chances for McDonald’s in Vietnam

● The growth rate of the fast-food industry

As a manager from Lotteria describes, Lotteria appeared in Vietnam in 1998, at that time, the
growth rate of Lotte was just a minor of 10%. This figure, from 2005 to 2010, had grown up
to 20% (Thanh Nhan, 2013). Besides that, as Hoang (2014) mentioned, the Vietnam market
has always been a potential market. Indeed, in the last two decades, Vietnam has developed
significantly. In addition, the Ministry of Industry and Trade in 2013 also indicated that in the
past 2 years, the growth rate of big fast-food brands in Vietnam has always been over 30%.

● Existing market

As can be seen, Jollibee, KFC, Lotteria are among the first movers of junk food in Vietnam. In
the 1990s, fast food was probably strange to Vietnamese people. It took KFC 7 years of loss
just to shape the fast-food style in Vietnam, even though they also had to change a lot to fit the
local eating culture. However, in 2011, the growth of the junk food industry was 26%. Thus,
McDonald’s would take a number of advantages, although it is a “latecomer”.
III.4/ Threats

● Substitute street food:

There is a variety of cheap street food in Vietnam, which could be the barrier that prevents the
integration of McDonald’s in the pool of eating-out food. The dish directly served from the
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bamboo rattan such as bun rieu, xoi can be easily found on many streets of the cities. The core
values of fast food are fast-convenient-cheap.

Another competitor to McDonald’s could be the convenience stores, which are popular among
teenagers and young adults. These food stores are places for gatherings with friends or
colleagues as their leisure activities. The fast-food meals from these stores are diverse and
inexpensive. Furthermore, these foods are also adjusted to fit the local and served at reasonable
prices. Consequently, it can threaten McDonald’s success in the Vietnam market.

● The rise in health-conscious consumers

When consumers now shift to healthier food options. Consumers now care more about calories,
ingredients as there is a rise in health awareness among consumers. Indeed, a report by Nielsen
showed that 41% of Generation Z and 32% of Millennials would “pay a premium for
sustainably sourced ingredients”. As a result, many restaurants add organic and nutritious
dishes to meet the needs of this trend. The propensity will intimidate a fast-food chain like
McDonald’s.

V. Issues facing the company

V.1/ Macro environment

1. Economic factors
The strong impact of the pandemic is undoubtedly an economic factor that McDonald's is
dealing with. Indeed, according to a Reuters article, the corporation has witnessed a sharp
reduction in revenue with global same-store sales down 23.9 percent in the second quarter, as
a result of the pandemic's lockdown and store closures, (Balu, 2020). Furthermore,
unemployment rate is another economic issue for this fast-food company during the epidemic
because of its high turnover rate, (Pathmanathan et al., 2019).

2. Social and demographic changes

Vietnamese people tend to eat out, especially on special days such as birthdays,
ceremonies, etc.(Baoquocte, 2016). In addition, the article also pointed out that 7% of
the outside meals are Western-style foods including McDonald's, KFC. But, in general,
Vietnamese seem to be more attracted to Vietnamese meals. Moreover, according to
Bao The Gioi newspaper, a reason why Vietnamese often go out to have a meal is the
curiosity for a new type of restaurant. Indeed, in 2014, when McDonald’s first appeared
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in Vietnam, thousands of people lined up for a long time just to please their curiosity
about the famous fast food brand (Le, 2014).
In addition, the fact that people in large cities become busier is also a significant issue
of McDonald’s. This is reflected in the e-news khoahocdoisong.vn: “many people even
do not have time for a meal, especially breakfast” (Ha, 2018). Therefore, dining-out has
become a waste of time. In point of fact, to buy a famous Big Mac burger, people have
to go to a McDonald's restaurant, park the car and then order. The process is time
consuming. , especially when the restaurant is crowded, as cited from an article of
Vietnambiz, “it can take 10 to 15 minutes to buy a burger from McDonald’s” (Quan,
2020). It can be said that, on the daily basis, street vending carts are more popular than
McDonald's restaurants due to the convenience advantage

3. The waste of technological devices

The technology revolution in Vietnam is quite tough in changing consumption habits. Whereas,
in several countries, payment counters are utterly replaced by automatic sales kiosks and drones
for McDelivery service (McDonalds.com, n.d). In Vietnam, as Mr.Thinh, manager of
McDonald' Vietnam said, the cardboard rate of payment is only about 12-13 %. Likewise, many
POS machines do not meet the monthly minimum card group action target of the bank. As a
consequence, those problems inflict investment waste. The firm has also carried out QR Code
payment services for over 2 years however there is a limitation in the quantity of transactions.

V.2/ Microenvironment
1. Late-Night Workplace Violence

McDonald's has carried out extended hours of operation policies. This still happens even when
among its national competitors, the company has the longest work time. In its 2003 Plan to
Win, McDonald's aimed to increase shop convenience by extending work hours. This leads to
the controversy of late-night workplace violence. For more information, statistics show that
more than 90% of McDonald's stores extended their hours between 2003 and 2007, in which
approximately 40% of McDonald's stores operated 24 hours a day by 2007. As a result, fast-
food restaurants workers were the victims of late-night crime. Violent incidents that take place
between 10 p.m. and 4 a.m. account for 40% of the total incidents at hundreds of McDonald’s
locations with robberies, sexual assaults, battering, and other forms of harassment and abuse
among the instances. In recent years, McDonald's has been criticized by its employees.
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Hundreds of workers demonstrated and went on strike in 2019 to demand higher pay and to
condemn unsafe workplaces (Haddon, H., 2019).

2. Intensive competition of the industry

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In the global market, besides the fact that McDonald's is leading in the industry, there are
multiple competitors within the ground. According to Investopedia (2021), in the fast-food
industry McDonald’s has to compete directly with Burger King who has more than 18,000
locations in more than 100 countries and $20 billion in revenue. In addition, YUM brands and
Wendy’s are also contributing to creating a competitive market with a large amount of capital.
Likewise, in Vietnam, McDonald's competes against plenty of massive global competitors such
as KFC or Lotteria. As was pointed out in the threat analysis section, street vending carts are
indirect rivals of the company.
3. Price
Moreover, indeed, the standard of living of Vietnamese people increased gradually, GDP per
capita was still a minor number ($2,030). Overall, the price of McDonald’s has been a little
higher in comparison with its direct rivals. Thus, it has been difficult for McDonald’s to
compete for market share in Vietnam. When its competitors such as Jollibee or KFC sell a food
combo at 2-2.5 USD, McDonald's offers above 3 USD/ each dish. Hence, in comparison with
other rivals, its price is assumed too expensive for the majority of Vietnamese.

4. Changing in consumer taste

Despite McDonald's has been successful in introducing vegetarian food in India or altering the
menu to accommodate children and families in many countries, this MNC failed to transform
Vietnamese cuisine into a burger. This American fast-food firm has succeeded in other Asian
nations with many positive responses. For example, they introduce the Teriyaki burger in
Japan, the Bulgogi burger in Korea, and the Nasi Lemak burger in Indonesia. In 2020,
McDonald's debuted a pho burger inspired by their favorite Vietnamese cuisine for 69,000
VND as a bid to win the hearts of local consumers. However, the pho burger has sparked a
storm of criticism due to its unsuitable flavor and exorbitant price. Following that, McDonald's
introduced "NuiZ", a meal inspired by a popular Vietnamese breakfast meal. But, all efforts
from the fast-food chain still not well received (Viettimes, 2020).
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5. Preference changing
As the market becomes more commercialized, more foods from all over the world are imported
into Vietnam, prompting a shift in customer behavior. Since delicacies from other nations have
been substituted, Vietnamese consumers are less likely to spend money on fast food (Aggregate
Foodservice Monitor, 2018).
According to Statista, the change in packaged food and beverage consumption expenditure will
be -4 percent in 2020. Customers will not have enough money to pay for fast food because they
have many other things to pay for. In addition, the price of McDonald's is higher than other
food chains as well as street foods in Vietnam.

Healthy food demand is increasing as many individuals are concerned about how to eat to
safeguard their health. As what the essay has mentioned in the SWOT analysis, McDonald's
have to face the negative perspective of selling junk food . As a solution, McDonald's has
created a menu with nutritional dishes such as salads in the Australian and American markets
(McDonald's menu, n.d). In the Vietnam market, however, McDonald's has not yet
concentrated on adding healthy meals to the menu, instead of sticking to the original fast-food
menu with fried chicken, burgers, and french fries. While KFC, Lotteria both have salad or
fruit on their menus, McDonald's has yet to put in place. Hence, this leads McDonald's to be
inferior to its competitors in Vietnam.
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VI. Recommendations

VI.1/ Boost low-cost strategy

Nowadays, in the Vietnam market McDonald's can apply cloud kitchens for serving customers.
According to the article by Thành N. (2019), organizing a restaurant in cloud kitchens is easier
and more cost-saving for retailers. As can be seen clearly in COVID-19 lockdown, customers
would like to order food for delivery. So, a cloud kitchen is a potential method for restaurants
because it can save the cost from staff and spaces. Through that, the company can more easily
release promotions to satisfy customers.

To lower the price of the products in Vietnam, McDonald’s might consider offering discounts
and coupons on its app or other delivery apps. Through its MyMcDonald’s app, the firm can
enhance customer integration and loyalty via rewards and redemption. This will also help
McDonald's gain a foothold in the fast food industry in the Vietnamese market. Customers love
discounts. Therefore, with the application of these digital coupons, McDonald’s can increase
the sales and reach more target customers when customers tend to look for special offerings
conveniently on the app.

Continuing implementing self-serve ordering kiosks is also a great method to reduce cost. As
a result, McDonald’s cost of labor deficit will be lower as customers will now be able to make
orders on their own. Although those kiosks still have a lot of complaints (as mentioned in the
Issues section), they may help reduce the cost of in-line waiting. McDonald's should upgrade
its self-serve kiosks and the drive-thru system. Therefore, the enjoyable experience of
consumers will help increase the efficiency of the restaurants.

VI. 2/ Develop a more mobile distribution system

In Vietnam, hawkers are very popular because of the convenience, and low cost of a location.
Mcdonald's should take advantage of the potential benefits of a "street food cart" , which are
mentioned above. Mcdonald's can utilize the existing labor resources to develop more mobile
channels like the street vendors. It is a fact that McDonald’s has applied this distribution
system in front of its store at Hoang Dieu Street - District 4 (Anh, 2021). However, it should
be expanded to other branches to create more convenience for consumers.
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VI. 3/ Dealing with the health-concerns

People are becoming increasingly concerned about health issues and desire a healthier diet. As
a result, one of a fast-food company's major issues is health and safety. To address this issue,
it becomes appropriate to add goods to create healthier menu options. This can be accomplished
by adding new products to their menu, such as fresh burgers or nutritious desserts. Furthermore,
McDonald's can create a menu with lower-fat, lower-salt, and lower-sugar options.

With the aim of reaching health-conscious customers, McDonald's should focus on marketing
strategy. This can be done through promoting the healthy menu via menu boards, store promos,
and advertising campaigns . These campaigns emphasize the mission of Mcdonald's, which is
to enhance the food quality and offer nutrition options for its customers. By doing this,
Mcdonald's will be able to convey a "healthier" image, thus gaining the trust of customers,
boost the customer awareness, and shifting their brand recognition.
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india/#:%7E:text=McDonald's%20using%20the%20pricing%20approach,inexperienc

ed%20%20 instead%20of%20trained%20%20 cooks

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Appendix

Appendix 1: McDonald margins by type (in millions)

Appendix 2. Entries of several top fast-food brands to Vietnam

Jollibee KFC Lotteria Burger McDonald’s
King

Entered VN 1996 1997 1998 2012 2014

market in
(1)

Location 30 135 155 20 1

(2)

Awareness 45.7% 98.2% 92.5% n/a n/a

(3)

Average 45,000 vnd 62,000 vnd 61,000 vnd 77,000 vnd 75,000 vnd
price/ combo
(4)

Featured Burger - Fried chicken Fried Burger Burger (Big

Product Fried chicken chicken (Cheesebur mac, etc.)
- Spaghetti ger king) Fried chicken
Burger (McNuggets,
etc.)

Quality F.S.C - Unique RVA “Family High quality

standard/ Food - flavors, HACCP friendly food
value Service- - Friendly ISO 14001 meals”
provided Cleaness service, ISO 9001 Superior
& Profession- service
ISO wholeheartedly - Quality al services
 26

22000:2018. for customers Clean and

- Warm, cozy - Good Comfortabl welcoming
atmosphere at Service e places environment
restaurants
- Fresh & Great value
Environme hot meal for money
nt
protection Clean HACCP
GPFH
- Timing GMP
SQMS
https://vnexpress.net/4-doi-thu-lon-cua-mcdonald-s-tai-viet-nam-2951337.html (1,2,4)
https://nld.com.vn/kinh-te/thuc-an-nhanh-cuoc-dua-khoc-liet-20130808090145820.htm (3)