Principles of Marketing

MKT101- 201702-Ghailen & IBRAHM

1

MKT 101 Assignments

201702

Strategic cases & Role-play Team cases

 Deadlines: Tuesday 17-04-2018 / Wednesday 18-04-2018



Students Name

UOH ID Section

Marks (out of 15)

3.0

Interpersonal Skills & Responsibility

3.1

Analyze customer expectations and the

importance of a customer orientation and

customer service to all organizations.

5

Study cases: Case 3 5

4.0 Communication, Information Technology, Numerical

4.1 Interpret marketing metrics in market

evaluations.

10

Study cases: cases1& 2 10

MKT101- 201702-Ghailen & IBRAHM

2

Attempt all cases given below

1- Identify the major strengths, weaknesses,

opportunities,and threats (SW/OT) associated witheach

case

2- Identify the Target market, marketing objectives,

marketing strategies(Marketing-Mix) associated with

each case

3- Respond to the given questions in each case

Monsanto: Linking Core Competencies to Market Opportuniry The Monsanto Co. is the world's largest seed cornpany, with annual sales of $11.7 billion. It specializes in biotechnology, or the genetic manipulation of organisms. Monsanto scientists have spent the last few decades modi- fying crops, often by inserting new genes or adapting exist- ing genes within plant seeds, to better meet certain arms like higher crop yields or insect resisrance. Monsanto's genetically modified (GM) seeds have increased the quan- tity and availability of crops, helping farmers worldlr,,ide increase food production and revenues.

History: From Chemicals to Food Monsanto was started by John F. Queeny in 1901 in St. Louis. The company started off by selling food additives, food extracts, and artificial sweeteners to companies like Coca-Cola. However, ar the start of \(/orld \Var I com- pany leaders realized the growth opportunities in the industrial chemi- cals industry. The company began specializing in plastics, agricul- tural chemicals, and synthetic rub- bers.

During the 1.970s, Monsanro marketed its first Roundup herbi- cide, a product that would pro- pel the company even more into the public's conscious- ness. However, a few years later, Monsanto hit a legal snare regarding a chemical it had produced called Agent Orange. Used during the Vietnam \Var to deforest jun- gles, Agent Orange contained the carcinogenic chemicai diorin. In 1.979, a lawsuit was filed against Monsanto by hundreds of veterans claiming they were harmed by the chemical. Monsanto and other manufacturers agreed to sertle for $180 million.

In 1981, Monsanto leaders determined that biotech- nology would be the company's new strategic focus, a dynamic change for the company. The quest for biotech- nology was on. Soon the company was selling soybean, cotton, and canola seeds that could tolerate Monsanto's Roundup Ready herbicide. Roundup Ready seeds allowed farmers ro use rhe herbicide to eliminate weeds while sparing the crop.

lfhen CEO Hugh Grant took over in 2003, the price of Monsanto's stock had fallen by almost 50 percent. The company had lost $1.7 biilion the previous year. By assessing organizational resources and opportunities, a new corporate strategy was developed for the com- pany's core competencies. Under Grant,s leadership and through a strategic focus on GM seeds, the company has recovered and is now prospering. Today, Monsanto is a global leader in the seed industry and employs nearly 20,000 people in I 60 counrries.

The Seeds of Change: A Strategic Emphasis on Biotechnology !7hi1e the original Monsanto made a name for itself through the manufacturing of chemicals, the new Monsanto switched its emphasis from chemicals to food. Today's Monsanro owes its $11.7 billion in sales to bio-

technology, specifically to sales of genetically modified plant seeds and from licensing them to other companies. These seeds have revo- lutionized the general and task environments of Monsanto.

Monsanto prides itself on its quest for technological innova- tions in biotechnology. Its first major success in this field was its herbicide. Throughout history, weeds and

insects have been the bane of the farmer,s existence. Herbicides and pesticides were invented to ward of{ pests, but applying these chemicals to crops was costly and time-consuming. Then Monsanto scientists, through biotechnoiogy, were able to create seeds containing the herbicide Roundup Ready, which kills weeds but spares crops. They also implanted seeds with genes that allow the plants themselves to kill bugs.

Monsanto continLles to expend great effort in techno- logical innovation. It spends about $1 billion on research and development per year and uses its technology to gain the support of stakeholders. For example, Monsanto has a laboratory in St. Louis that gives tours to farmers. One of the technologies that farmers are shown is a technol- ogy known as the corn chipper, a machine that picks up seeds and takes generic material from them. That

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material is then analyzed to see how well the seed will do if planted. The "best" seeds are the ones Monsanto sells for planting. Impressing farmers with its technology and the promise of better yields is one way that Monsanto attracts potential customers.

Monsanto also transplants genetic material into seeds to make them better able to withstand natural conditions. In Monsanto's latest projects, it is working on such innovative products as an omega-3 soybean (omega-3 is a nutritional fatty acid commonly found in fish) and drought-tolerant technology. If successful, this latter technology will be helpful in dry areas like Africa.

Monsanto has developed sound strategies for each functional area of its organization, including marketing. The company has svnchronized its corporate strategy and marketing strategy with the organization's mission and goals. For marketing strategies all elements of the marketing mix have been developed based on the respec- tive target market. The company serves both business and consumer markets. This requires careful analysis to provide products at the right price and through the right marketing channel. For example, some products such as Roundup are sold in retail stores such as Home Depot and Lowes. Other products are sold directly to large agri- cultural corporations and even governrnents.

Stakeholder Perspectives and Monsanto's Environment Critics believe that influencing the gene pool of plants could result in negative health consequences. CEO Hugh Grant decided to curtail criticism by focusing biotechnol- ogy on products that would be used to produce goods like animal feed and corn syrup. Today, the company invests largely in four crops: cornl cotton, soybeans, and canola.

Monsanto owes about 60 percent of its revenue ro its work in GM seeds, and more than half of U.S. crops are genetically modified. Approximately 282 million acres worldwide are devoted to biotech crops, with the fast- est growth in developing countries. On a global dimen- sion, Monsanto sells more GM cotton to India than in the United States.

Farmers who purchase GM seeds (primary stake- holders) can now grow more crops on less land and with less left to chance. For example, in 1970 the average corn harvest yielded about 70 bushels an acre. \)7ith the introduction of biotech crops, the average corn harvest has increased to roughly 150 bushels an acre. Monsanto predicts even higher yields in the furure, possibly up to 300 bushels an acre by 2030.

According to company statistics, rhe cotron yield of Indian farmers rose by 50 percent, doubling their income in one year. Monsanto also claims that its insect-protected corn has raised the income level in the Philippines to above poverty level. However, critics argue that these numbers are inflated; they say rhe cosr of GM seeds is dramatically higher than that of traditional seeds, and therefore they actually reduce farmers' take-home profits.

Monsanto's GM seeds have not been accepted every- where. Attempts to introduce them into Europe have met with consumer backlash. It appears that every rime Monsanto tries to test GM seeds in Britain, for instance, protestors destroy the experiments. Greenpeace, a sec- ondary stakeholder, has fought Monsanto for years, espe- cially in the company's efforts to promore GM crops in developing countries. This animosity toward Monsanto's products is generated by two main concern5: \\ orrie. about the safety of GM food and concerns about enli- ronmental effects.

Of great concern for many stakeholders are rh. moral and safety implications of GII iood. \lanv skep- tics see biotech crops as unnatural, rvith ^\Ionsanro .on- trolling what goes into seeds. Also, because GM crops are relatively new, critics maintain that the health implica- tions of biotech food may not be known for years. Some geneticists believe the splicing of genes into seeds could create small changes that might negatively impact the health of the humans and animals that eat them.

Social Responsibility at Monsanto It is a common expectation today for companies to take actions to advance the well-being of the people in the countries in which they do business. No less is expected of Monsanto. The company has given millions of dollars to programs to help improve the communities in develop- ing countries. Corporate Responsibility Magazine ranked Monsanto number 20 on its 100 Best Corporate Citizens list of 2009.

As an agricultural company, Monsanto must address the grim reality facing the world: The popularion is increasing at a fast rate, and available land and water for agriculture is decreasing. Some feel the planet will have to produce more food in the next 50 years to feed the world's population than it has grown in the past 10,000 years.

To address these problems, Monsanto has developed a three-tiered commitment policy: (1) produce more crop yields, (2) conserve more resources, and (3) improve farmers' lives. It hopes to meet these goals with sustain- able agriculture initiatives.

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Monsanto stiil has many challenges to face that go beyond legal or technological factors. These challenges involve the problem of feeding a growing population. Monsanto points out that its biotech products added more than 100 million tons to worldwide agriculture production between 1.996 and 2006.It has also created partnerships to enrich the lives of farmers in developing countries, including India and Africa.

Biotech crops have helped to improve the size of yields in India, and Monsanto estimates that Indian cot- ton farmers using biotech crops earn about $176 more in revenues per acre than their non-biotech contemporaries. In 2009, Monsanto stated that it would launch project SHARE, a sustainable yield initiative done in conjunc- tion with a nonprofit organization to improve the lives of 10,000 cotton farmers in 1,100 villages.

In Africa, Monsanto has helped farmers survive through difficult periods. For insrance, Monsanto has participated in Project Malawi, a program to improve food security and health care to thousands of Malawians. Monsanto has provided the program with hybrid maize seed and has sent experts from the company to provide training for farmers in how to use the seed. Monsanto has also agreed to donate 240 tons of hybrid corn seed to villages in Malawi, Tanzania, and Kenya. Monsanto,s goal is to improve farmers' lives in a way that will help them become self-sufficient.

Not all view Monsanto's presence in Africa as socially responsible. Critics see Monsanto as rrying ro control African agriculture and destroy thousand-year- old agricultural practices. Others agree, but take a more utilitarian view: the benefits (combating starvarion in Africa) outweigh these disadvantages. There is no deny- ing that Monsanto has positively affected African farm- ers' lives, along with increasing the company,s profits for shareholders. As CEO Hugh Grant writes, ,.This initia- tive isn't simply altruistic; we see it as a unique business proposition that rewards farmers and shareowners.,, These emerging industries are a major opportunity for company growth.

The Future Challenges Facing Monsanto Monsanto faces challenges that it needs to address, including lingering concerns over the safety and the environmental impact of its products. This requires a SWOT analysis that examines the company,s strengths, weaknesses, opportunities and threats. Monsanto is also facing the threat of increased comperition. The seed

company Pioneer Hi-Bred International Inc. uses pricing strategies and seed sampling to attract price,conscious customers. Additionally, lower grain prices may con- vince farmers to switch from Monsanto to less expensive brands.

Monsanto most recently faces generic weed killer competition and a farmer backlash against high-priced, geneticaliy modified seeds. Monsanto is slashing its prices of Roundup, which is based on the active ingredi- ent glyphosate, ro cope with a flood of cheap glyphosate from factories in China that have the capacity to make twice as rnuch of the herbicide as the world needs. The company is also planning to lower prices for two recently introduced lines of generically modified seeds to spur broader adoption by U.S. farmers, who bought far fewer of the seeds in 2010. The decrease in sales of Monsanto may relate to environmental concerns and the fear that these products may inflict harm on the environment, such as killing harmless insects, butterflies, and other forms of life.

Despite these challenges, Monsanto has numerous opportunities to rhrive. The company is currently work- ing on new innovations that could increase its competitive edge and provide enormous benefits to farmers world- wide. In a further act of social responsibiliry, Monsanto is donating intellectual property and seeds to aid in devel- oping drought-tolerant white corn seeds for Africa.

Although Monsanto has made mistakes in the past, it is trying to portray itself as a responsibie company that is helping society with sustainable agriculture. It is using its technology and market share to meet challenges, including the global and political-legal factors facing the company. With the growing popularity of organic food and staunch criticism from opponents, Monsanto has to continue working with stakeholders to promote its tech- nological innovations and eliminate challenges concern- ing its industry.a3

QUESTTONS FOR DISCUSSION

l. lfhat are the major strengths, weaknesses, oppor- tunities, and threars (Sv/OT) associated with Monsanto?

2, Explain how Monsanto has utilized the marketing concept and developed a market orientation.

3. Vhat is the importance of gaining the support of Monsanto's stakeholders in achieving long-term success ?

Marriott: Getting Down to Business with Business Travelers Imagine marketing more than 3,000 hotels and resorts under 16 brands in 68 countries. That's the challenge facing Marriott, a multinational marketer that provides lodging services to millions of customers every day. The company, founded by J. \Tillard Marriott in 1927, started with a single root-beer stand and the "spirit to serve." Today it rings up $11 billion in global sales from guest room revenue, meals, meeting and special-event revenue, and other services.

Each of Marriott's brands has its own positioning. The flagship Marriott brand, for example, stands for full service. Its properties have restaurants, meeting rooms, fitness centers, and other facilities. The JY/ Marriott brand is more upscale, and the Ritz-Carlton brand is known for top-quality service. Marriott's newest hotel brand is Edition, a chain of stylish, lurury hotels. TownePlace Suites are mid-priced suite hotels for customers who plan an extended stay away from hon're. Fairfield Inn & Suites are for businesspeople and vaca- tioners seeking value-priced accommodations.

Sluggish economic conditions have only intensified rivalry within the hyper-competitive hotel industry. Malor hotel companies such as Hilton, Hyatt, InterContinental, and Starwood all offer a wide range of hotel and resort brar.rds for different customers' needs and tastes. In addi- tion, local hotels and regional chains compete on the basis of location, ambience, price, amenities, and other elements. To compete effectively in this pressured envi- ronment, Marriott is relying on extensive marketing research, expert segmentation, and carefr-r1 targeting.

Focus on the Customer IX/hat exactly do hotel customers want? Marriott uses a variety of research techniques to find out about customer needs and behavior, including focus groups, online sur- veys, and in-room questionnaires. For example, when it conducted focus groups with customers who had stayed at its Marriott and Renaissance properties, it discovered some interesting differences. Renaissance customers said they like to open the curtains and look out the wilrdow when they first enter their rooms. In contrast, Marriott

guests said they get unpacked quickly and get right to work in their rooms. "That's when we started making connections about the individual personalities that gravi- tate toward the Marriott brand," says the vice president of marketing strategy.

\7ith this research in hand, marketers for the Marriott hotel brand targeted a segment they call "achiev- ers," business travelers who feel driven to get a 1ot done in a short time. They created an advertising campaign to communicate that "Marriott is about productivity and performance," according to one marketing executive. The print and online ads featured interviews with six real

customers, who discussed their drive to accomplish personal and professionaL goals.

\\ hen -\1:r-;..:: \r - lr ti.iror' u h.r f rci;l SpringHill Suire'. one oi ir. suite hotel brands, it found a slightly different profile. These are businesspeopie who travel often and see a suite hotel as a place to spread out, feel refreshed, and take a break from the stress of being on the road.

These customers are also heavy users of technology, especially mobile communication devices such as smart- phones. In reaching out to rhis target market, Marriott uses mobile marketing as weil as traditional media to get its message across. It invites business travelers to down- load its iPhone app, for example, and runs ads designed especially for viewing on smartphone screens. Customers can click on the mobile ad to check availability online or to speak with the reservations department.

More Business from Businesses Customers Marriott also targets companies that need hotel space to hold meetings and seminars. In most cases, these compa- nies bring in attendees from outside the immediate area, which means Marriott can fill more guest rooms during meetings. Meetings usually involve additional purchases, such as snacks or meals, another profitable reason to tar- get businesses. Sales reps at major Marriott properties are ready to help companies plan employee workshops, supplier and distributor events, and other meetings for a handful to a ballroom full of people.

Studying the needs and buying patterns of compa- nies that hold business meetings, Marriott's marketers

have found that a grou'ing number are interested in videoconferencing and other high-tech extras. To appeal to this segment, Marriott has equipped many of its meet- ing rooms with the latest in recording and communi- cations technology. It has also partnered with AT&T and Cisco to offer "virtual meeting" capabilities in rrs Marriott, J\7 Marriott, and Renaissance Hotels. This teleconferencing technology allows a group gathered in one of Marriott's hotel meeting rooms to collaborate rvith coworkers, clients, or others anywhere in the world.

Because planning and managing a business meeting of any size can be a complicated process, Marriott offers online special tools for one-stop assistance. Meeting plan- ners can log on to view photos and floor plans of differ- ent meeting rooms, reserve space, and book hotel rooms for individual attendees. They can also use Marriott's web-based calculators to determine how large a meeting space they'll need and estimate costs. Downloadable checklists guide companies through every step, from selecting a site to promoting their meetings to attendees. Marriott understands that when a business meeting goes smoothly, the company is more 1ike1y to pick a Marriott meeting place next time around.

Targeting Green Travelers The segment of consumers and business travelers who care about the environment is sizable these days, and Marriott wants its share of this growing market. The company has developed prototype green hotels for sev- eral of its brands, designing the public space and guest rooms with an eye toward conserving both water and energy. Marriott will build hundreds of these green hotels during the next decade. Thanks to the company's empha- sis on saving power, 27 5 of its hotels already qualify for the U.S. Environmental Protection Agency's Energy Star designation.

Marriott is also going green by working with sup- pliers that operate in environmentally friendly ways. It provides pads made from recycled paper for attendees of business meetings held at its properties, for example,

and buys key cards made from recycled plastic. Even the pillows in guest rooms are made from recycled plastic bottles.

Getting the Database Details Right Marriott set up a central database to capture details such as how long customers stay and what they purchase when they stay at any of its hotels or resorts. It also stores demographic data and tracks individual preferences so it can better serve customers. By analyzing the information in this huge database, Marriott discovered that many of its customers visit more than one of its brands.

Therefore, the company created sophisticated statistical models to target customers for future market- ing offers based on their history with Marriott. In one campaign, for instance, Marriott sent out 3 rnillion e-mail messages customized according to each recipient's unique history with the hotel chain. Because of its database capa- bilities, Marriott was able to track whether recipienrs returned to one of its properties after this campaign-and actual sales results exceeded corporate expectations. This database technology has paid for itself many times over with improved targeting efficiency and higher response rates.

Watclr for Marriotr to continue its exparrsion into new markets and new brands with marketing initiatives targeting vacationers, business travelers, and meeting planners.26

QUESTIONS FOR DISCUSSTON

l. How is Marriott segmenting the market for hotel services ?

\X/hich of the three targeting strategies is Marriott using? Explain your answer. As Marriott builds more green hotels, should it reposition its hotel brands as being environmentally friendiy? lfhy or why not? \X/hat specific types of data should Marriott have in its customer database for segmentation purposes?

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4.

McDonald's Marketing Serves Up Global and Local Profits Serving 52 million people in 32,000 locations world- wide may be a ta1l order, but it's just an ordinary day for McDonald's. McDonald's l-ras increased annual revenues to more than $22 billion by smart marketing and under- standing what, u,hen, where, why, and how customers want to eat. Facing intense competition from traditional fast-food rivals like Burger King and KFC, and casual din-

ing chains like Panera, McDonald's never stops looking for new ways to reinforce customer loyalty and build profits.

What's in Storel One key to McDonald's success is its menu of core items that are inextricably linked to the McDonald's brand and other items that are adapted to regional tastes. In Moscow, consumers have made Fresh McMuffin sausage sandwiches a top-selling morning item. In Argentina, the Ranchero hamburger sandwich, with a special salsa sauce, is a particular customer favorite. In France, the Croque McDo is McDonald's version of the popular croque monsieur hot ham-and-cheese sandwich.

Although McDonald's built its reputation on burg- ers and fries, its marketers recognize that many consum- ers have become more health conscious. That's why McDonald's has developed lighter fast-food fare for adults and children alike, including new salads, wrap sandwiches, and apple slices. The company now posts nutrition information online for consumers and changed its cooking oi1 so that all fried items have 0 grams of trans

fats per serving.

Ready for Customers Early, Late, and on the Go Another way McDonald's has increased sales and profits is by opening stores early to serve the breakfast crowd and

keeping selected stores open until midnight or later. Some of its units operate drive-through service 24 hours a day. In China, where McDonald's has more than 1,100 outlets, late-night hours are popular and have helped the com- pany significantly increase revenues. A1so, McDonald's sees drive-through lanes os an important competitive element in China, where car ownership is growing fast and competitors like KFC have few drive-through loca- tions. Now half of the new stores McDonald's opens in China are equipped for drive-through operations. Under an agreement with state-owned Sinopec, McDonald's is adding drive-through outlets at Sinopec gas stations all around China.

Dealing with the Dollar Menu To appeal to its customers who have very tight budgets, McDonald's offers a Dollar Menu. The idea is to "bring

in consumers who are looking for ways to stretch their wa1lets," explains the company's president. In fact, the Dollar Menu items account for more than 10 percent of overail sales in U.S. restaurants.

However, with food prices rising and other costs inching upward, some McDonald's franchisees complain that they are earning low profit margins on Dollar Menu items. Under the terms of their franchise agreements with McDonald's, franchisees are free to charge more (or less) than the corporation's official Dollar Menu price. Therefore, some stores in high-cost markets charge $1.29 or $1.39 for the Double Cheeseburger that in other areas sell for $1.

Rising costs are a problem for McDonald's interna- tional stores as well. In countries like Russia, for example, McDonald's boosts menu prices multiple times in a year to cope with inflation that drives up the costs of food. The company increases the price of less-expensive menu items by about half the inflation rate but increases the price of premium menu items by more than the inflation rate because, according to one executive, "'We still have a huge amount of people who are price sensitive." Despite the price hikes, the McDonald's in Moscow's Pushkin Square remains the busiest McDonald's on the planet, with 26 cash registers and seating for 900.

Social Responsibility on the Menu Ronald McDonald is one of the world's most recognizable brand mascots. Not only does he appear in McDonald's marketing communications, but he also headlines the company's Ronald McDonald House Charities, which provide accommodations for families while their cnti- cally i11 children are treated in hospitals far from home. The nonprofit group, now more than three decades old, operates houses in 52 nations. Local McDonald's outlets support neighborhood charities and community causes as weli.

Prodded in part by animal activists, the company has established animal-handling standards for its meat sup- pliers. It's also going green by using paper and cardboard packaging made from recycled materials. To showcase its charitable and environmental activities, the company issues a yearly corporate responsibility report and publi- cizes achievements such as raising millions of dollars on \)7or1d Children's Day.

However, not all of McDonald's community activi- ties are well received. For instance, McDonald's restau- rants in Seminole County, Florida, arranged to give Happy Meals to local elementan' school students as rewards for good grades and attendance. But some parents and child

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advocates raised concerns when stuclents brought honre report card jackets rvith a picture of Ronard McDonald on them. "It's a terribly troubling t..nd b..rrr. it really, clearly links doing u,ell in schoJ *i,t g"*i,rg a Happy Meal," the head of the Campaign for a Cnn,.n-.r.irl_Fr.e Childhood toid the Neu, york Times.

Blogging about Beef McDonald's has a strong presence on the Internet, with a corporate rvebsite, product and nutrition r,vebsites, and individual websites geared to each counrry whereit does business. To generate grassroots word_of-mouth communications about food and service quality, it has enlisted six Mom,s eualitv Correspondents'to go behincl the scenes at heaclquarters, suppliers, facilities, and indi_ vidual McDonald,s stores. The morns are free to look 11ound,

ask questions, videotape lvhat they see, and then blog about their exper.iences, including video snippets.

These bloggers can say u.hatever the,v like because, says a McDonald,s marketing official, ..if moms were out there speaking ro rheir communiries rna onlln. Iomn)unr_ ties unedited, it would get us far more credrbilrrf inrr,, ;rr,posting an artlcle or doing vr.ebsire .op1..,. Fo, example, after the moms rraveled to a McDo";ra,, fr..ir"orl,", in Oklahoma City, one wrore on the blog, ,.Hey, moms across America-it is really IOOT, beef! ,,

McDonald,s also maintains a corporate social respon_ sibility blog where irs managers posr informai notes about issues such as environmentrl p.og.r_r, t .riJfli..rrt.., and responsible purchasing. nfhen consumers'post com- ments in response to these blogs, the .err-ritirrg dialogue

helps McDonald,s to bemer understand public senrtnent surrounding such issues and to plan ,pj.op.int. actions and communications.

Selling the Arch Card Aithough McDonald's has sord gift certificates for many years, it now has a corporate sales division that targets businesses that want to give small incentives to employees or customers. The incentive program that McDonald,s ofJers is its Arch Card, a prepaid gift card issued in thearrounr c,f $5, $l 0, $25, or $50. Businesses can buy upto 25 Arch Cards through local X4cDonald,s outlets. The corporare sales division handles bulk purchases and gives business clrsromers a discount if they tuy $10,000 worthof Arch Cards. After recipienrs .p.,rj th. initial gift :mounr,

they can pay ro reloac.l ,p ,o $tlO on each card. The next time rhey visit a McDonald,s restaurant, they,ll be ready to grab and go with just a swipe

"ini"r,,..r, QUEST|oNS FOR DtscusstoN l. Xfhat role do opinion leaders plav in l,IcDonald.s

marketing? 2. Horv is McDonald,s r-rsing marketing ro spark learn-

ing and positive attitudes toward i,. i,,rnj o,ra ,rfi.._ ingr?

3. \fhy would McDonald,s select businesses as a rarger marker for its Arch Cards?

4. \7hat environmental forces have created challenges for McDonald,s in global markets? Wh"r fur.., t,"u. created opportunities in global markets?