Mcdonald's Triple Bottom Line Analysis

McDonald’s Corporation and the Triple Bottom Line

In 2018, the costs of doing business extend beyond profit and loss accounts. To supplement the corporate bottom line account, businesses must consider a ‘people’ account and a ‘planet’ account. This triple bottom line, defined by John Elkington in 1994, argues that the true cost of doing business includes all three factors (as cited by The Economist, 2009). Established companies that are fixtures of American business are measuring triple bottom line factors because leadership pays attention to what is measurable (The Economist, 2009). One such business is American fast food giant McDonald’s Corporation, who uses corporate influence to create a genuine triple bottom line amidst rapidly changing customer preferences and expectations.

Healthy Profits for McDonald’s Corporation

McDonald's Corporation (incorporated on December 21, 1964) operates and franchises restaurants that serve a locally relevant menu of food and drinks in over 100 countries. High growth markets include operations in China, India, Italy, Korea, Poland, Russia, Spain, Switzerland, and the Netherlands. McDonald’s’ hope is to create customer excitement through menu items, sale promotions, and implementation of digital strategies to maximize customer convenience (Reuters, 2018).

Over time,

By providing accommodations to all members of a family, RMHs have the potential to increase geographic access to high-quality care for children who do not live near a hospital that provides the specialty or sub-specialty care needed (Lantz, 2015). Also, by providing comfortable and secure lodging, transportation to and from the hospital, laundry services, and food (all at no cost or a small donation), RMHs significantly reduce the economic burdens that many families experience when a child is hospitalized (Lantz,