Skip to Main Content

Article navigation

Volume 101, Issue 5-6

1 June 1999

British Food Journal Cover Image for Volume 101, Issue 5-6

Editors

Robert Hamlin;

Robert Hamlin

Search for other works by this author on:

PubMed

Google Scholar

Stefano Bresciani;

Stefano Bresciani

Search for other works by this author on:

PubMed

Google Scholar

Louise Manning;

Louise Manning

Search for other works by this author on:

PubMed

Google Scholar

Michael Carolan;

Michael Carolan

Search for other works by this author on:

PubMed

Google Scholar

Alberto Ferraris

Alberto Ferraris

Search for other works by this author on:

PubMed

Google Scholar

Case Report| June 01 1999

McDonald’s Co. (Japan) Ltd

Leo Paul Dana

Leo Paul Dana

Nanyang Technological University, Singapore

Search for other works by this author on:

PubMed

Google Scholar

Author & Article Information

Publisher: Emerald Publishing

Online ISSN: 1758-4108

Print ISSN: 0007-070X

© MCB UP Limited

1999

British Food Journal (1999) 101 (5-6): 496–499.

https://doi.org/10.1108/00070709910278514

During the post‐bubble bust of the 1990s, many eating establishments closed down. Yet McDonald’s was determined to stay. However, management recognised the importance of slashing prices. This case is an opportunity to learn about price elasticity of demand.

© MCB UP Limited

1999

You do not currently have access to this content.

Don't already have an account? Register