| Industries |
|---|
| Restaurants |
| Health Care Distribution and Services |
| Advertising |
| Application Software |
| Technology Hardware Storage and Peripherals |
| Information Technology |
| Technology Hardware and Equipment |
| Exposures |
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| Military |
| Regime |
| Judicial |
| Ease |
| Intelligence |
| Event Codes |
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| Host meeting |
| Demand |
| Solicit support |
| Force |
| Acknowledge responsibility |
| Warn |
| Yield to order |
| Threaten |
| Agree |
| Sports contest |
| Yield |
| Human death |
| Request |
| Wiki | Wiki Summary |
|---|---|
| Adaptive expectations | In economics, adaptive expectations is a hypothesized process by which people form their expectations about what will happen in the future based on what has happened in the past. For example, if people want to create an expectation of the inflation rate in the future, they can refer to past inflation rates to infer some consistencies and could derive a more accurate expectation the more years they consider. |
| Raising Expectations | Raising Expectations (formerly known as The Wonderful Wayneys) is a Canadian series, that premiered on May 8, 2016 on Family Channel.The series stars Jason Priestley and Molly Ringwald as Wayne and Paige Wayney, the perfectionist parents of five teenage children of whom four are perennial overachievers, and Simon Cadel as Emmett, the one son who is constantly falling short of his parents' demanding expectations. The cast also includes Luke Bilyk, Katie Douglas, Jake Sim and Matthew Tissi. |
| Jacobs (coffee) | Jacobs (German pronunciation: [ˈjaːkɔps]) is a brand of coffee that traces its beginnings to 1895 in Germany by Johann Jacobs (1869 in Borgfeld, Bremen – 1958 in Bremen) and is today marketed in Europe by JDE Peet's.\n\n\n== Major markets ==\nMajor markets are Austria, the Baltic countries, North Macedonia, Finland, Bulgaria, Croatia, Bosnia and Herzegovina, Serbia, the Czech Republic, Germany, Greece, Israel, Hungary, Poland, the Netherlands,\nRomania, Russia, Slovakia, Azerbaijan, Switzerland, Iran, Turkey, Tajikistan, Georgia, Ukraine, Namibia, South Africa, Tunisia, Morocco, México, The Bahamas, Ireland, Botswana and Zimbabwe. |
| Black Monday (1987) | Black Monday is the name commonly given to the global, sudden, severe, and largely unexpected stock market crash on October 19, 1987. In Australia and New Zealand, the day is also referred to as Black Tuesday because of the time zone difference from other English-speaking countries. |
| International Hockey League (1945–2001) | The International Hockey League (IHL) was a minor professional ice hockey league in the United States and Canada that operated from 1945 to 2001. The IHL served as the National Hockey League's alternate farm system to the American Hockey League (AHL). |
| Extended-hours trading | Extended-hours trading (or electronic trading hours, ETH) is stock trading that happens either before or after the trading day of a stock exchange, i.e., pre-market trading or after-hours trading.After-hours trading is the name for buying and selling of securities when the major markets are closed. Since 1985, the regular trading hours for major exchanges in the United States, such as the New York Stock Exchange and the Nasdaq stock market, have been from 9:30a.m. |
| Competition | Competition is a rivalry where two or more parties strive for a common goal which cannot be shared: where one's gain is the other's loss (an example of which is a zero-sum game). Competition can arise between entities such as organisms, individuals, economic and social groups, etc. |
| Baking mix | A baking mix is a mixed formulation of ingredients used for the cooking of baked goods. Baking mixes may be commercially manufactured or homemade. |
| Sony Mix | Sony MIX was an Indian pay television music channel owned by Sony Pictures Networks that broadcast Hindi-language music videos. It was launched on 1 September 2011. |
| Regulatory capture | In politics, regulatory capture (also agency capture and client politics) is a form of corruption of authority that occurs when a political entity, policymaker, or regulator is co-opted to serve the commercial, ideological, or political interests of a minor constituency, such as a particular geographic area, industry, profession, or ideological group.When regulatory capture occurs, a special interest is prioritized over the general interests of the public, leading to a net loss for society. The theory of client politics is related to that of rent-seeking and political failure; client politics "occurs when most or all of the benefits of a program go to some single, reasonably small interest (e.g., industry, profession, or locality) but most or all of the costs will be borne by a large number of people (for example, all taxpayers)". |
| PROMDI | The Progressive Movement for the Devolution of Initiatives or Probinsya Muna Development Initiative (lit. 'Province First\nDevelopment Initiative'; IPA: [prɔbɪnʃa muna]), abbreviated as PROMDI or Abag-Promdi, is a political party in the Philippines based in Cebu.\nThe party was founded in 1997 by Lito Osmeña, a former governor of Cebu, for his 1998 presidential campaign. |
| Breakthrough Initiatives | Breakthrough Initiatives is a science-based program founded in 2015 and funded by Julia and Yuri Milner, also of Breakthrough Prize, to search for extraterrestrial intelligence over a span of at least 10 years. The program is divided into multiple projects. |
| List of McDonald's products | McDonald's is one of the world's largest fast food chains, founded in 1940 in San Bernardino, California, and incorporated in Des Plaines, Illinois, in 1955. Since then, McDonald's has become a household name in America, known for selling a variety of convenience food items at thousands of locations worldwide. |
| Misophonia | Misophonia is a disorder of decreased tolerance to specific sounds or their associated stimuli that has been characterized using different language and methodologies. Reactions to trigger sounds range from anger and annoyance to activating a fight-or-flight response. |
| Impact event | An impact event is a collision between astronomical objects causing measurable effects. Impact events have physical consequences and have been found to regularly occur in planetary systems, though the most frequent involve asteroids, comets or meteoroids and have minimal effect. |
| Special Activities Center | The Special Activities Center (SAC) is a division of the Central Intelligence Agency responsible for covert operations and paramilitary operations. The unit was named Special Activities Division (SAD) prior to 2015. |
| Operations research | Operations research (British English: operational research), often shortened to the initialism OR, is a discipline that deals with the development and application of advanced analytical methods to improve decision-making. It is sometimes considered to be a subfield of mathematical sciences. |
| Special operations | Special operations (S.O.) are military activities conducted, according to NATO, by "specially designated, organized, selected, trained, and equipped forces using unconventional techniques and modes of employment". Special operations may include reconnaissance, unconventional warfare, and counter-terrorism actions, and are typically conducted by small groups of highly-trained personnel, emphasizing sufficiency, stealth, speed, and tactical coordination, commonly known as "special forces". |
| Human resources | Human resources is the set of people who make up the workforce of an organization, business sector, industry, or economy. A narrower concept is human capital, the knowledge and skills which the individuals command. |
| Market structure | Market structure, in economics, depicts how firms are differentiated and categorised based on the types of goods they sell (homogeneous/heterogeneous) and how their operations are affected by external factors and elements. Market structure makes it easier to understand the characteristics of diverse markets. |
| Tiebout model | The Tiebout model, also known as Tiebout sorting, Tiebout migration, or Tiebout hypothesis, is a positive political theory model first described by economist Charles Tiebout in his article "A Pure Theory of Local Expenditures" (1956). The essence of the model is that there is in fact a non-political solution to the free rider problem in local governance. |
| Commodity | In economics, a commodity is an economic good, usually a resource, that has full or substantial fungibility: that is, the market treats instances of the good as equivalent or nearly so with no regard to who produced them.The price of a commodity good is typically determined as a function of its market as a whole: well-established physical commodities have actively traded spot and derivative markets. The wide availability of commodities typically leads to smaller profit margins and diminishes the importance of factors (such as brand name) other than price. |
| Commodity fetishism | In Marxist philosophy, the term commodity fetishism describes the relationships of production and exchange as social relationships among things (money and merchandise) and not as relationships among people. As a form of reification, commodity fetishism presents value as inherent to the commodities, and not arising from the interpersonal relations that produced the commodity. |
| Internet | In finance and economics, interest is payment from a borrower or deposit-taking financial institution to a lender or depositor of an amount above repayment of the principal sum (that is, the amount borrowed), at a particular rate. It is distinct from a fee which the borrower may pay the lender or some third party. |
| Natural disaster | A natural disaster is "the negative impact following an actual occurrence of natural hazard in the event that it significantly harms a community". A natural disaster can cause loss of life or damage property, and typically leaves some economic damage in its wake. |
| List of natural disasters in Pakistan | The following is a list of natural disasters that have affected Pakistan. |
| List of natural disasters in Australia | This is a list all major of natural disasters in Australian European history. The natural disasters included here are all the events which resulted in significant loss of life or property due to natural, non-biological processes of the Earth within Australian territory. |
| List of natural disasters in the United States | This list of United States natural disasters is a list of notable natural disasters that occurred in the United States after 1816. Due to inflation, the monetary damage estimates are not comparable. |
| Lists of disasters | The following are lists of disasters.\n\n\n== Natural disasters ==\nA natural disaster is a major adverse event resulting from natural processes of the earth. |
| Financial ratio | A financial ratio or accounting ratio is a relative magnitude of two selected numerical values taken from an enterprise's financial statements. Often used in accounting, there are many standard ratios used to try to evaluate the overall financial condition of a corporation or other organization. |
| Mix 107 | Mix 107 was a radio station, based in High Wycombe, England . It developed from an AM licence known as Elevenseventy and its successor operation Swan FM. The brand was a result of ownership by The Local Radio Company, owners of Mix 96 in neighbouring Aylesbury. |
| Yoda conditions | In programming jargon, Yoda conditions (also called Yoda notation) is a programming style where the two parts of an expression are reversed from the typical order in a conditional statement. A Yoda condition places the constant portion of the expression on the left side of the conditional statement. |
| Recession | In economics, a recession is a business cycle contraction when there is a general decline in economic activity. Recessions generally occur when there is a widespread drop in spending (an adverse demand shock). |
| Conditions (album) | Conditions is the debut studio album by Australian rock band The Temper Trap, released in Australia through Liberation Music on 19 June 2009. It was later released in the United Kingdom on 10 August 2009. |
| Market (economics) | A market is a composition of systems, institutions, procedures, social relations or infrastructures whereby parties engage in exchange. While parties may exchange goods and services by barter, most markets rely on sellers offering their goods or services (including labour power) to buyers in exchange for money. |
| Emerging market | An emerging market (or an emerging country or an emerging economy) is a market that has some characteristics of a developed market, but does not fully meet its standards. This includes markets that may become developed markets in the future or were in the past. |
| Risk Factors |
|---|
| MCDONALDS CORP Item 1A RISK FACTORS This report includes forward-looking statements about our plans and future performance, including those under Outlook for 2006 in Management’s discussion and analysis |
| These statements use such words as “may,” “will,” “expect,” “believe” and “plan |
| ” They reflect our expectations about the future and speak only as of the date of this report |
| We do not undertake to update or revise them |
| Our expectations (or the underlying assumptions) may change or not be realized, and you should not place undue reliance on forward-looking statements |
| Our business and execution of our strategic plan, the Plan to Win, are subject to risks |
| By far the most important of these is our ability to remain relevant to our customers and a brand they trust |
| Meeting customer expectations is complicated by the risks inherent in our operating environment |
| The informal eating out segment of the restaurant industry, although largely mature in our major markets, is also highly fragmented and competitive |
| We have the added challenge of the cultural, economic and regulatory differences that exist among the more than 100 countries where we operate |
| We also face risk in adapting our business model in particular markets |
| The decision to own restaurants or to operate under conventional franchise, license or joint venture agreements is driven by many factors whose interrelationship is complex and changing |
| Our plan, as described below, to reduce our ownership of restaurants may be difficult to achieve for many reasons, and the change in ownership mix may not affect our results as we now expect |
| Regulatory and similar initiatives around the world have also become more wide-ranging and prescriptive and affect how we operate, as well as our results |
| In particular, the increasing focus on nutrition presents challenges for our menu development and marketing plans and may adversely affect our sales and costs of doing business |
| These risks can have an impact both in the near- and long-term and are reflected in the following considerations and factors that we believe are most likely to affect our performance |
| Our ability to remain a relevant and trusted brand and to increase sales depends largely on how well we have designed and execute against the Plan to Win |
| We developed the Plan to Win to address the key drivers of our business and results—people, products, place, price and promotion |
| The quality of our execution depends mainly on the following: • Our ability to anticipate and respond to trends or other factors that affect the informal eating out market and our competitive position in the various markets we serve, such as spending patterns, demographic changes, consumer food preferences, publicity about our products or operations that can drive consumer perceptions, as well as our success in planning and executing initiatives to address these trends and factors or other competitive pressures; • The success of our initiatives to support menu choice, physical activity and nutritional awareness and to address these and other matters of social responsibility in a way that communicates our values effectively and inspires the trust and confidence of our customers; • Our ability to respond effectively to adverse consumer perceptions about the quick-service segment of the informal eating out market, our products or the reliability of our supply chain and the safety of the commodities we use, particularly beef and chicken; • The success of our plans for 2006 and beyond to improve existing products and to roll-out new products and product line extensions, as well as the impact of our competitors’ actions in response to our product improvements and introductions and our ability to continue robust product development and manage the complexity of our restaurant operations; • Our ability to achieve an overall product mix that differentiates the McDonald’s experience and balances consumer value with margin expansion, including in markets where cost or pricing pressures may be significant; • The impact of pricing, marketing and promotional plans on product sales and margins and on our ability to target these efforts effectively to maintain or expand market share; McDonald’s Corporation 5 ______________________________________________________________________ • The impact of events such as public boycotts, labor strikes, price increases or other actions involving our vendors or distribution centers, natural disasters or other calamities that can adversely affect our supply chain and margins as well as the ability of our vendors or distribution centers to perform |
| • Our ability to drive improvements in our restaurants, recruit qualified restaurant personnel and motivate employees to achieve sustained high service levels so as to improve consumer perceptions of our ability to meet their expectations for quality food served in clean and friendly environments; • Whether our restaurant remodeling and rebuilding efforts will foster sustained increases in comparable sales for the affected restaurants and yield our desired return on our capital investment; and • Our ability to leverage promotional or operating successes in individual markets into other markets in a timely and cost-effective way |
| Our results and financial condition are affected by our ownership mix and whether we can achieve a mix that optimizes margins and returns, while meeting our business needs and customer expectations |
| Our plans call for a reduction in Company-operated restaurants in the UK by re-franchising them to third parties, as well as the pursuit of a developmental license model in between 15 to 20 additional markets and organizational changes to improve the performance of Company-operated restaurants in other markets, notably Canada |
| Whether and when we can achieve these plans, as well as their success, is uncertain and depends mainly on the following: • Our ability to identify prospective franchisees and licensees with the experience and financial resources to be effective operators of McDonald’s restaurants; • Whether there are regulatory or other constraints that restrict or prevent our ability to implement our plans or increase our costs; • How quickly we re-franchise or enter into developmental licenses, which we expect will vary by market and could also vary significantly from period to period; • Whether the three-year period during which we plan to make these changes will be sufficient to achieve them; and • Changes in the operating or legal environment and other circumstances that cause us to delay or revise our plans to alter our ownership mix |
| Our results and financial condition are affected by global and local market conditions, which can adversely affect our sales, margins and net income |
| Our results of operations are substantially affected not only by global economic conditions, but also by local operating and economic conditions, which can vary substantially by market |
| Unfavorable conditions can depress sales in a given market and may prompt promotional or other actions that adversely affect our margins, constrain our operating flexibility or result in charges, restaurant closings or sales of Company-operated restaurants |
| Whether we can manage this risk effectively depends mainly on the following: • Our ability to manage fluctuations in commodity prices, interest and foreign exchange rates and the effects of local governmental initiatives to manage national economic conditions such as consumer spending and inflation rates; • The impact of labor costs on our margins, given our labor-intensive business model and the long-term trend toward higher wages in both mature and developing markets; • The effects of local governmental initiatives to manage national economic conditions such as consumer spending or wage and inflation rates; • Our ability to develop effective initiatives in underperforming markets, such as the UK, which is experiencing a highly competitive informal eating out market and low consumer confidence levels, Japan, which is experiencing slow economic growth and a challenging informal eating out market and South Korea, which is experiencing improving, yet still low consumer confidence levels; • The nature and timing of management decisions about underperforming markets or assets, including decisions that can result in material impairment charges that reduce our earnings; and • The success of our strategy in China, where we are planning significant growth, including our ability to identify and secure appropriate real estate sites and to manage the costs and profitability of our growth in light of competitive pressures and other operating conditions that may limit pricing flexibility |
| Increasing regulatory complexity will continue to affect our operations and results in material ways |
| Our legal and regulatory environment worldwide exposes us to complex compliance, litigation and similar risks that affect our operations and results in material ways |
| In many of our markets, including the United States and Europe, we are subject to increasing regulation, which has significantly increased our cost of doing business |
| In developing markets, we face the risks associated with new and untested laws and judicial systems |
| Among the more important regulatory and litigation risks we face are the following: • The difficulty of achieving compliance with often conflicting regulations in multiple state or national markets and the potential impact of new or changing regulation 6 McDonald’s Corporation ______________________________________________________________________ that affects or restricts elements of our business, such as possible changes in regulations relating to advertising to children or nutritional labeling; • Adverse results of pending or future litigation, including litigation challenging the composition of our products or the appropriateness or accuracy of our advertising or other communications; • The impact of nutritional, health and other scientific inquiries and conclusions, which are constantly evolving and often contradictory in their implications, but nonetheless drive consumer perceptions, litigation and regulation in ways that are material to our business; • The impact of litigation trends, particularly in our major markets, including class actions involving consumers and shareholders, labor and employment matters or landlord liability and the relative level of our defense costs, which vary from period to period depending on the number, nature and procedural status of pending proceedings and the possibility of settlements or judgments; • Disruptions in our operations or price volatility in a market that can result from government actions, including price controls, limitations on the import or export of commodities we use or government-mandated closure of our or our vendors’ operations; • The risks of operating in markets, such as Brazil and China, in which there are significant uncertainties, including with respect to the application of legal requirements and the enforceability of laws and contractual obligations; • The risks associated with information security and the use of cashless payments, such as increased investment in technology, the costs of compliance with privacy, consumer protection and other laws, costs resulting from consumer fraud and the impact on our margins as the use of cashless payments increases; and • The impact of changes in accounting principles or practices (or related legal or regulatory interpretations or our critical accounting estimates), including changes in tax accounting or tax laws (or interpretations thereof), which will depend on their timing, nature and scope |
| Our results can be adversely affected by market disruptions or events, such as the impact of weather conditions and natural disasters |
| Market disruptions due to severe weather conditions, terrorist activities, health epidemics or pandemics or the prospect of these events (such as recent reports about the potential spread of avian flu) can affect consumer spending and confidence levels and adversely affect our results or prospects in affected markets |
| Our receipt of proceeds under any insurance we maintain for these purposes may be delayed or the proceeds may be insufficient to offset our losses fully |