A McDonald's restaurant executive was asked if he thought McDonald's has suffered because of itsslow adaptation to changing consumer tastes. He responded, "It's been such a successful businessmodel that you're always bouncing between 'let's do it because it works' and 'if it's not broken, don'tfix it.'" This dichotomy of how its management thinks about change would be part of McDonald's:

A McDonald's restaurant executive was asked if he thought McDonald's has suffered because of itsslow adaptation to changing consumer tastes. He responded, "It's been such a successful businessmodel that you're always bouncing between 'let's do it because it works' and 'if it's not broken, don'tfix it.'" This dichotomy of how its management thinks about change would be part of McDonald's:

A McDonald's restaurant executive was asked if he thought McDonald's has suffered because of itsslow adaptation to changing consumer tastes. He responded, "It's been such a successful businessmodel that you're always bouncing between 'let's do it because it works' and 'if it's not broken, don'tfix it.'" This dichotomy of how its management thinks about change would be part of McDonald's:



a.internal environment

b.consumer environment

c.sociocultural environment

d.general environment

e.environmental differentiation



Answer: A


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