The loyalty of young people towards multinational fast foods: case of

international McDonald's in Morocco

Abstract:
This study explores the loyalty of young people towards multinational fast food chains, with a
focus on the case of international McDonald's in Morocco. The objective is to understand the
factors that influence the loyalty of young people towards McDonald's and to identify the
strategies that McDonald's uses to maintain their loyalty. The study employs a mixed-method
approach, combining both qualitative and quantitative data collection methods. Qualitative
data is gathered through focus group discussions and in-depth interviews with young people,
while quantitative data is obtained through a survey. The results show that brand image, taste,
convenience, and social influence are the main factors that influence the loyalty of young
people towards McDonald's in Morocco. The study also finds that McDonald's uses various
marketing and advertising strategies, such as offering promotions and sponsoring events, to
maintain the loyalty of its customers. The findings have important implications for marketers
and managers of multinational fast food chains who are interested in expanding their market in
Morocco and other developing countries.

1-Introduction
At the beginning of the nineties, Morocco had known a policy of openness to world
competition. The objectives of this openness were to attract foreign investment that created
jobs and to improve the competitiveness of local businesses. At that time, Morocco
experienced the entry of several global groups operating in different fields of activity, including
those operating in the field of fast food (Mc Donald's, KFC, Pizza Hut, Quick...). These global
giants have succeeded over the years in introducing a new consumer culture foreign to that of
Moroccans (often focused on traditional cuisine).
The Moroccan consumer was attracted by the products and services offered by fast food
companies. These companies have become a scourge over the past ten years. However, for a
few years these multinationals began to have very big problems and marketing diffculties.
Indeed, these companies are mostly franchises of American origin, which negatively influenced
their image following the poor diplomatic reputation of their country of origin, something from
which they could not break away (War in Iraq, Afghanistan and Palestine). Customers therefore
began to boycott the restaurants of these companies which were accused of contributing in
some way to the financing of these wars. Faced with this situation, everyone believed that it
would be the end of their existence on the Moroccan market, but despite everything, we found
the opposite. We have therefore witnessed the expansion of their commercial networks and
the increase in the number of customers who visit their points of sale regularly. This would only
be thanks to a well-developed marketing strategy and the communication potential employed
in order to get out of the crisis situation in which they found themselves.
In our research, we investigate the influence of loyalty antecedents such as perceived service
quality, trust, satisfaction and commitment on the loyalty behavior of Moroccan customers
from a purely relational perspective towards fast food companies.
In our research, we will try to answer the following questions:
- Among the antecedents of loyalty, which ones matter most to the Moroccan customer and
encourage him to become loyal to a Fast-Food company?
- In what order does each variable act to lead the customer to develop loyalty behavior?
In order to answer these questions, our approach is as follows: First, we will present a review of
the literature concerning the construct of loyalty and its antecedents. Then, we will present our
conceptual model and the hypotheses that follow from it. The methodology will then be
presented in detail, followed by the results. Finally, research directions and a conclusion will be
proposed.

1.1 Background
Fast food has become a popular and pervasive part of the global food industry, and multinational
fast food chains such as McDonald's have been at the forefront of this trend. These chains have
expanded rapidly across the world, including in developing countries such as Morocco, where
they have become a significant presence in the food industry.
Young people are a key demographic for fast food chains, as they are often early adopters of new
trends and have significant purchasing power. In Morocco, young people represent a growing
market for multinational fast food chains, as the country's population is predominantly young,
with over 60% of the population under the age of 30.
Loyalty is a crucial factor for the success of fast food chains, as it can lead to repeat business and
positive word-of-mouth advertising. However, loyalty is not always easy to maintain, especially
in a highly competitive market. Multinational fast food chains such as McDonald's must
therefore employ effective strategies to attract and retain their customers, particularly young
people, who may be more likely to experiment with different brands and food options.
This background sets the stage for exploring the loyalty of young people towards multinational
fast food chains, with a focus on the case of McDonald's in Morocco. Understanding the factors
that influence loyalty and the strategies used by fast food chains to maintain it can provide
insights into the broader dynamics of the global food industry and the role of multinational
corporations in shaping food culture and consumption patterns.

1.2 research significance

The research significance of the loyalty of young people towards multinational fast food chains,
with a focus on the case of international McDonald's in Morocco, lies in its potential to provide
insights into the factors that influence customer loyalty in the fast food industry. This study is
particularly relevant in the context of Morocco, where multinational fast food chains are
becoming increasingly popular among young people.
The study's findings can contribute to the development of more effective marketing and
advertising strategies that cater to the needs and preferences of young people. Additionally, the
study's identification of the strategies used by McDonald's to maintain customer loyalty can
provide insights into best practices for customer retention in the fast food industry.
From a theoretical perspective, the study can advance our understanding of consumer behavior
and loyalty in the context of multinational fast food chains. The study's mixed-method approach,
combining qualitative and quantitative data collection methods, can contribute to the
development of more comprehensive and nuanced models of customer behavior and loyalty in
the fast food industry.
Overall, the research significance of this study lies in its potential to provide insights into the
factors that influence customer loyalty in the fast food industry, and to inform the development
of effective marketing and advertising strategies that cater to the needs and preferences of young
people.

1.3 research objectives

This study aims to investigate the loyalty of young people towards multinational fast food
chains, with a focus on the case of international McDonald's in Morocco. The research objectives
include identifying the factors that influence customer loyalty, determining the effectiveness of
McDonald's marketing and advertising strategies, assessing the impact of demographic variables
on loyalty, comparing loyalty towards McDonald's with other fast food chains, exploring
differences in loyalty among young people from different regions of Morocco, investigating the
relationship between customer satisfaction and loyalty, and providing recommendations for
improving customer loyalty. These research objectives can guide the data collection and analysis
methods, and contribute to a more comprehensive understanding of the factors that influence
customer loyalty in the fast food industry. The study's findings can inform the development of
effective marketing and advertising strategies that cater to the needs and preferences of young
people in Morocco and other developing countries.

1.4 research questions

 1. What are the factors that influence the loyalty of young consumers towards multinational
fast food chains, particularly McDonald's, in Morocco?
2. How do the marketing strategies of McDonald's in Morocco impact the loyalty of young
consumers towards the brand?
3. To what extent do cultural differences and local preferences affect the loyalty of young
consumers towards multinational fast food chains, specifically McDonald's, in Morocco?
4. How does the quality of food, service, and overall customer experience at McDonald's in
Morocco affect the loyalty of young consumers towards the brand?
5. What role do social media and digital marketing play in shaping the loyalty of young
consumers towards multinational fast food chains, particularly McDonald's, in Morocco?

1.5 Expected research outcomes

Through this research project, we expect to gain a deeper understanding of the factors that
influence the loyalty of young consumers towards multinational fast-food chains, with a specific
focus on McDonald's in Morocco. By analyzing the marketing strategies employed by
McDonald's in the country, we hope to identify which tactics are most effective in building and
maintaining customer loyalty. Additionally, we aim to explore the impact of cultural differences
and local preferences on the loyalty of young consumers towards multinational fast-food chains,
as well as the role of social media and digital marketing in shaping their perceptions and
behavior. Overall, this research is expected to provide valuable insights into how fast-food
companies can improve their marketing strategies and customer engagement to foster greater
loyalty among young consumers in Morocco and other similar markets.

2 Literature review and The conceptual model and research

hypotheses
This literature review explores the topic of customer loyalty among young people towards
multinational fast-food chains, using the case of McDonald's in Morocco as a specific example.
By examining existing research on the subject, we aim to identify the key factors that influence
customer loyalty and the most effective marketing strategies for building and maintaining it in
this context.

2.1 The concept of loyalty

Most of the research work aimed at defining loyalty was carried out before the end of the 1970s
by Jacoby and Chesnut in 1978 and then by Laban in 1979. Historically, three approaches to
loyalty have appeared over time: the behavioral approach, the attitudinal approach and the mixed
approach.
The behavioral approach explains loyalty as repeated purchase behavior. According to this
approach, loyalty is the result of repeated buying behavior that is highly correlated with highly
social behavior associated with intense verbal communication and a particular receptivity to
word of mouth (CARMAN, 1970). Or, it reflects repeated buying actions that depend on a high
number of random variables (BASS, 1974). More precisely, CHESNUT and JAVOBY (1978)
explain that repeated purchase behavior is composed of a random part and a deterministic part
that they call loyalty. For them, the random part depends on certain elements that cannot be
controlled by the managers, while the deterministic part (loyalty) comes from psychology
according to needs, attitudes and purchase intentions.
The attitudinal approach appeared and was developed following the limitations of the behavioral
approach. Indeed, FISLER (1994) explains that past behavior is not the best predictor of future
behavior. While FOURNIER and YAO (1997) say that the behavioral approach appears to be too
descriptive and does not make it possible to highlight the richness and complexity of the
relationships between the consumer and the brands.
The attitudinal approach approaches loyalty according to attitude. Indeed, KATZ (1960) defines
attitude as "a predisposition of the individual to evaluate in a certain way an object or a symbol
of this object". In another way, KRECH and CRUTCHFIELD (1948) consider the attitude as
being "a durable organization of motivational, emotional, perceptive and cognitive processes
with regard to an aspect of the individual's world". This approach has been used, like the
behavioral one, to give definitions to loyalty based on the concept of attitude. Thus, ASSAEL
(1987) defines loyalty as being a commitment following a set of constant attitudes from previous
purchases. MASSARO (1975) explains that loyalty, according to the attitudinal approach, is an
intermediate variable in the decision-making process of a consumer placed between the stimulus
and the response that follows.
Finally, the most recent approach is the so-called mixed approach. This approach attempts to
define loyalty by combining the last two approaches (behavioral and attitudinal). Under this
approach, DICK and BASU (1994) consider loyalty to be the strength of the relationship
between the individual's attitude and the behavioral pattern of repurchase of that brand.
However, the most popular definition is that of JACOBY and KEYNER (1973), who define it as
a behavioral response that is discounted (because it is not random) over time by a decision unit
concerning one or more brands taken as a whole, according to the decision process. The
contribution of the mixed approach makes it possible to distinguish between three types of
loyalty, namely true loyalty, latent loyalty and false loyalty. In fact, true loyalty is observed
when a customer develops a strong attitude towards a brand with a large number of visits to the
point of sale. On the other hand, false loyalty arises when the customer develops a weak attitude
towards the brand despite his or her high frequentation of the outlet. According to KUMAR
(1988), this false loyalty will be the consequence of a behavior called inertia and which defines it
as a strong attraction to sequential choice brands and/or addictive or coercive behavior.
Regarding latent loyalty, it is observed when the customer develops a strong attitude and a low
frequentation of the point of sale. This type of loyalty is the consequence of certain obstacles to
frequentation, such as high prices or difficulties in accessing the sales outlet.
For our research, we will adopt the mixed approach to define customer loyalty. This loyalty will
be approached as a multidimensional concept (behavioral and attitudinal), which will allow us to
distinguish between true loyalty and other repeat purchase behaviors (inertia and retention).

2.2 The relational approach through the marketing literature

The term relationship marketing was first used by BERY in 1983. Through his work, he defined
relationship marketing as consisting in attracting, maintaining and strengthening the relationship
with the customer. MORGAN and HUNT (1994) suggest that relationship marketing should
refer to all marketing activities oriented towards the establishment, development and
maintenance of successful relational exchanges with the customer. Relationship marketing is
opposed to transactional marketing. Today, there is a tendency to identify the significant
variables that enable the development of the customer-brand relationship according to the
relationship marketing approach. Indeed, loyalty according to CRISTAN (2001) is considered
according to the relational approach as being a real psychological and emotional relationship that
is intense, dynamic, long-lasting and evolving, reconciling cognitive and affective approaches
while recognizing the brand as an active partner. The relational approach is very important and
even primordial to properly study brand loyalty. The relational approach assumes that loyalty has
as antecedents' satisfaction, perceived quality per service, trust and commitment (EVRARD,
2001).

2.3 The conceptual model and research hypotheses

Before presenting our research model as well as the hypotheses, it was necessary to present the
component variables of the model, which are considered according to the relational approach as
being the antecedents of the behavior of loyalty.

2.3.1 Perceived quality by the service:

The concept of service quality began to interest researchers in the early 1980s. Most of these
researchers focused on the measurement of this concept and its relationship or consequences on
other relational variables (trust, commitment, satisfaction and loyalty). The best-known works on
service quality are those of PARASURMAN, ZEITHAML and BERY (1988). Perceived service
quality is a global evaluation, and it is recommended to conceptualize it as an attitude
(PARASURMAN et al, 1988; CORIWA and TAYLOR, 1992). Or as an overall judgment about
the superiority of a service (PARASURMAN et al, 1985).
In fact, this perceived quality results from a global and cognitive evaluation and does not depend
on a transaction in a direct way. Researchers have tried to distinguish between perceived quality
and expected quality, explaining that expected quality depends on customer expectations
(OLIVER, 1980), while perceived quality depends on the way the service is perceived
(PARASURMAN et al, 1985, 1988).
In order to measure the quality perceived by the service, PARASURMAN et al, (1988) designed
a model in the form of a measurement scale called "SERVQUAL". This scale is composed of 44
items, 22 of which measure expectations and 22 others to evaluate perception. Thus, this scale
makes it possible to evaluate 22 service attributes. These 22 items are classified into five
dimensions:
- Tangibility: Relates to physical facilities and equipment.
- Reliability: Relates to the ability to deliver the promised service.
- Serviceability: Refers to the willingness and interest of staff to serve customers.
- Assurance: Refers to the competence, mastery and confidence inspired by the staff.
- Empathy: The understanding of needs. The care and attention given to the customer by the staff
and the company.
This "SERVQUAL" measurement scale has been revised several times. Some items have been
eliminated and others added. SERVQUAL" remains the most widely used scale for measuring
perceived service quality and its items will be used to measure perceived service quality among
customers in our research.
Recent research (DWIGHT et al, 2003; SARIVASTAV, 2009) has shown that perceived service
quality influences customer satisfaction, commitment and trust. Hence the importance of this
concept in explaining customer loyalty.
We will therefore adopt the following hypotheses:

H1: The perceived quality of the service is positively related to customer satisfaction.
H2: Perceived service quality is positively related to customer engagement.
H3: The quality perceived by the service is positively linked to the customer's confidence.

2.3.2- The Satisfaction:

For some researchers, customer satisfaction is a strong determinant of customer loyalty
(KUNINGHAM, 1995; FORNELL and LEHMAN, 1994; BOLTON and DREW, 1994;
SULIVAN, 1993; WILTON, 1998; OLIVER, 1980). On the other hand, other researchers adopt
the idea that only customers who have reached a very high level of satisfaction can be qualified
as loyal (HALLOWEL, 1996; BOULDING et al, 1993). For others, the link between satisfaction
and loyalty is not linear. Some have even shown that there is no significant relationship between
délité and satisfaction (BlOEMER and KASPER, 1993). Other researchers have indicated that
the level of consumer loyalty is higher for very satisfied customers than for satisfied customers
(JONES and SASSER, 1995).
Satisfaction has been the subject of several studies and is considered a central concept in
marketing. Satisfaction is a complex term and a difficult concept (CZEPIEL and ROSENBERG,
1973). Satisfaction is considered to be an affective state resulting from an affective and cognitive
evaluation process that occurs during a specific transaction (PHICHON, 1998). Indeed, the
cognitive process was introduced by OLIVER (1980) through his disconfirmation model. This
model explains satisfaction as a gap between expectations and perceived performance. If the
individual's expectations are identical to his or her perceived performance, there is a
confirmation of expectations and consequently moderate satisfaction. On the other hand, if
expectations are higher than the service received, the client will be dissatisfied as a result of a
non-confirmation of expectations and vice versa.

Figure 1 : disconfirmation model (OLIVIER 1980)

For our research, we will adopt the definition of WESTBROOK and REILLY who define
satisfaction as an emotional reaction, it is the pleasant state of mind that results from the
realization that a product, a service, a point of sale or an action that leads to the realization of
personal values. For our research, we assume that satisfaction is positively related to customer
loyalty hence hypothesis H4.
H4: Satisfaction is positively related to customer loyalty.
However, satisfaction from the past experience with the brand influences the consumer's
confidence in the brand (SERIEX and DUBOIS, 1998). Indeed, if the customer is satisfied by a
consumption experience, this satisfaction reinforces the global satisfaction and indirectly the
customers' trust in the brand. This allows us to adopt the following hypothesis:
H5: Satisfaction is positively related to customer confidence.

2.3.3 Trust:
Satisfaction is not the only psychological variable that influences customer loyalty. The
customer's trust in the service provider will also have an influence on the customer's loyalty.
Trust is a key concept in relationship marketing. It has been defined by MORGAN and HUNT
(1994) as the set of activities whose objective is to establish, develop and maintain effective
relational exchanges. While for MOORMAN et al, (1993) trust is the willingness to rely on the
provider in whom one believes. Other authors define trust as the willingness of one party to be in
a vulnerable position with respect to the actions of another party, a willingness based on the hope
that the other will take a particular action that is important to him or her and that the other will
not seek to take advantage of his or her position of superiority" (MEYER, DAVIS,
SCHOORMAN, 1995).
For our research, we will adopt the definition of GURVIEZ and KORCHIA, (2002) who
consider trust as a psychological variable that reflects a set of accumulated presumptions
regarding the competence, integrity and benevolence of the exchange partner. According to
GURVIEZ and KORCHIA, (2002) trust has three dimensions: honesty, benevolence and
competence.
Honesty means that the service provider is sincere, reliable and keeps its promises and word.
Competence is the belief on the part of the customer that the service provider really does have
the expertise to meet the customer's needs in his or her field of activity.
For our model, we will adopt the following assumptions:
H6: Trust is positively related to customer loyalty
H7: Trust leads to customer engagement
For hypothesis H7, researchers such as SHEWWELL et al, (1994) and GEYSKENS and
STEENKAMP, (1995) have shown that trust leads to commitment, which in turn leads to the
intention of repeated purchase behavior. This proves that there is a certain positive relationship
between trust and commitment that remains to be tested in our context.

2.3.4 Engagement (commitment):

Engagement or Commitment is a central concept in the formation of customer loyalty. Work on
this concept began in 1971 with the theory of commitment by its creator KIESLER (1971). He
defines engagement as the link between the individual and his actions. For our research, we will
approach the concept of engagementt according to the attitudinal approach and which considers
it as a psychological state which binds the individual to the brand. For this purpose, we will
adopt the definition formulated by RYLANDER et al, (1997) and which considers engagement
as a lasting desire to develop and maintain relationships characterized by promises and sacrifices
for the benefit of all actors involved. This definition highlights three types of engagement.
First, a so-called calculated commitment, which corresponds to a commitment based on a
calculation on the part of the client of the difference between what is expected and what is spent
in the relationship. Then, the second type of commitment is called affective commitment. In this
type of commitment, the client engages in the relationship out of love for the provider
(emotions). Finally, the last type of commitment is called normative commitment. This type of
commitment refers to the intention of a future commitment from the client to the provider
(GURVIEZ et al., 2004; GUREN et al., 2000)
In relationship marketing, commitment is a predictor of customer loyalty behavior, hence our last
hypothesis H8 :
H8: Engagement is positively related to customer loyalty.
After presenting our theoretical framework, we will try to empirically validate our model as
follows:

Figure 2: Conceptual research model:

2.4.Supply chain of Mcdonald’s in Morocco

McDonald's in Morocco has a well-structured and efficient supply chain that ensures the
delivery of fresh and high-quality ingredients to its restaurants across the country. The supply
chain of McDonald's in Morocco includes several stakeholders, such as suppliers, distributors,
and logistics partners, who work together to ensure a smooth and timely delivery of goods.
One of the key aspects of McDonald's supply chain in Morocco is its emphasis on local sourcing.
The company sources a significant portion of its ingredients, such as beef, poultry, and
vegetables, from local suppliers. This not only helps to support local farmers and suppliers but
also ensures that the ingredients are fresh and in season.
To maintain the quality of its ingredients, McDonald's in Morocco has established strict quality
control measures for its suppliers. The company conducts regular audits and inspections to
ensure that its suppliers comply with the required standards and adhere to food safety
regulations. Additionally, McDonald's in Morocco provides training and support to its suppliers
to help them improve their production processes and enhance the quality of their products.
Once the ingredients are sourced, they are transported to McDonald's restaurants across Morocco
by a network of distributors and logistics partners. McDonald's uses a centralized distribution
system that allows it to manage inventory and streamline its supply chain operations. This
system ensures that each restaurant receives the right amount of ingredients at the right time,
minimizing waste and reducing costs.
Finally, McDonald's in Morocco also places a strong emphasis on sustainability in its supply
chain. The company works with its suppliers to promote sustainable farming practices and
reduce the environmental impact of its operations. For instance, McDonald's in Morocco sources
its coffee beans from Rainforest Alliance Certified farms, which ensures that the coffee is
produced in an environmentally and socially responsible manner.
In conclusion, the supply chain of McDonald's in Morocco is well-structured, efficient, and
emphasizes local sourcing, quality control, and sustainability. These strategies help to ensure
the delivery of fresh and high-quality ingredients to McDonald's restaurants across Morocco,
enabling the company to maintain its reputation as a provider of high-quality and consistent
fast food.

2.5- Mcdonald's Marketing and advertising strategy in Morocco

McDonald's in Morocco has a strong and effective marketing strategy that is aimed at creating
awareness, building brand equity, and increasing sales. The company employs various marketing
tactics, such as advertising, promotions, and sponsorships, to engage with its target audience and
maintain a strong market position.
One of the key elements of McDonald's marketing strategy in Morocco is its focus on brand
localization. The company understands the importance of catering to the local tastes and
preferences of its customers, and as such, it has adapted its menu to include items that are
popular among Moroccans, such as the McArabia sandwich. McDonald's also promotes its
products through culturally relevant marketing campaigns that resonate with Moroccan
consumers.
Advertising is another critical aspect of McDonald's marketing strategy in Morocco. The
company uses various channels, such as television, radio, and digital media, to reach its target
audience. McDonald's advertising campaigns in Morocco are known for their creativity and
humor, which helps to grab the attention of consumers and create a lasting impression.
Moreover, McDonald's in Morocco uses promotional campaigns to drive sales and increase foot
traffic to its restaurants. The company frequently offers discounts, coupons, and other incentives
to its customers, which not only encourages them to visit the restaurants more frequently but also
helps to build customer loyalty.
In addition to advertising and promotions, McDonald's in Morocco also engages in sponsorships
and community outreach programs. The company has sponsored several cultural and sporting
events in Morocco, such as the Marrakech International Film Festival and the Casablanca
International Marathon. These sponsorships not only help to increase brand visibility but also
show McDonald's commitment to supporting the local community.
In summary, McDonald's marketing strategy in Morocco revolves around brand localization,
creative advertising, promotions, sponsorships, and community outreach programs. These
strategies help the company to maintain a strong market position, increase sales, and build brand
equity in Morocco's fast food industry.
2.6- The relationship of young Moroccan customers and Mcdonalds
McDonald's in Morocco has a strong relationship with young customers, who make up a
significant portion of the company's customer base. The fast food chain has tailored its marketing
efforts to appeal to the tastes and preferences of Moroccan youth, and as such, has become a
popular hangout spot for young people.
One of the reasons why McDonald's is popular among young Moroccans is because it offers a
comfortable and modern environment for socializing and hanging out with friends. The
restaurants are equipped with amenities such as free Wi-Fi, comfortable seating, and charging
stations, making it an attractive place for young people to meet, socialize, and even work.
In addition, McDonald's in Morocco has adapted its menu to include items that appeal to young
people. For example, the McChicken sandwich and the McWrap are popular among young
customers who prefer lighter and healthier options. The company has also introduced special
menus and promotions targeted at young customers, such as student discounts and Happy Meals.
Moreover, McDonald's in Morocco has leveraged social media platforms such as Facebook,
Twitter, and Instagram to engage with its young customers. The company uses these platforms to
share updates on new menu items, promotions, and events, as well as to create a community
around the brand. This has helped to build brand loyalty among young customers who feel a
sense of connection and belonging to the McDonald's brand.
Furthermore, McDonald's in Morocco has also been involved in various social and
environmental initiatives that resonate with young people. For instance, the company has
sponsored several sports and cultural events in Morocco, such as the Marrakech International
Film Festival and the Casablanca International Marathon. McDonald's has also launched
initiatives aimed at promoting sustainability and reducing food waste, which align with the
values and concerns of many young people.
In conclusion, McDonald's in Morocco has a strong relationship with young customers, who are
attracted to the company's modern and comfortable restaurants, tailored menu options, special
promotions, and engagement on social media. By focusing on the needs and preferences of
young Moroccans, McDonald's has become a popular hangout spot for the youth, and an integral
part of the fast food industry in the country.

2.7 Mcdonald’s competition in Morocco

In Morocco, McDonald's faces competition from several fast-food chains that cater specifically
to young customers. Here are some of the main competitors:
1. KFC - Kentucky Fried Chicken is a popular fast-food chain in Morocco that offers a
variety of chicken dishes, including fried chicken, chicken sandwiches, and chicken
strips. KFC is known for its bold flavors and unique sauces, which appeal to young
people who crave bold, spicy food.
 2. Pizza Hut - Pizza Hut is another popular fast-food chain in Morocco that appeals to
young customers. Pizza Hut offers a variety of pizza flavors and toppings, as well as side
dishes like wings and breadsticks. The chain also offers delivery and takeout options,
which are popular with young people who prefer to eat at home.
3. Burger King - Burger King is a well-known fast-food chain that offers a variety of burgers,
fries, and shakes. Burger King is popular with young customers who prefer flame-grilled
burgers and crispy fries.
4. Quick - Quick is a fast-food chain that offers burgers, fries, and other classic fast-food
dishes. Quick is known for its affordable prices and fast service, which are popular with
young customers who are on a budget and short on time.
5. Domino's Pizza - Domino's Pizza is a popular pizza chain in Morocco that offers a wide
range of pizza flavors and toppings. Domino's Pizza is known for its speedy delivery
service, which is popular with young customers who want to enjoy a hot pizza at home
with friends.
Overall, these fast-food chains are popular with young customers in Morocco due to their
affordable prices, fast service, and bold flavors. While McDonald's is a well-known brand in
Morocco, these competitors offer unique menu items and marketing strategies that appeal
specifically to young people.

the impact of covid 19 on mcdonald in morocco

Conclusion
In conclusion, McDonald's is a significant player in the fast-food industry in Morocco. The
company has been able to capitalize on the country's changing consumer habits and the growth
of the middle class to expand its presence and attract a wide range of customers. However, the
company also faces competition from other fast-food chains that offer similar menu items and
pricing.
From an economic standpoint, McDonald's presence in Morocco has had both positive and
negative effects. On the positive side, the company has created job opportunities for thousands
of Moroccans and has contributed to the growth of the country's service sector. McDonald's
has also brought in foreign investment and has helped to modernize the fast-food industry in
Morocco.
However, there are also concerns about the impact of fast food on public health and the
environment. Some studies have linked the consumption of fast food to increased rates of
obesity and other health problems, and there are concerns about the amount of waste
generated by fast-food packaging and food production.
Overall, McDonald's presence in Morocco reflects the complex interplay between economic
development, consumer demand, and public health concerns. While the company has
contributed to the growth of the service sector and created job opportunities, there is a need
for ongoing monitoring and regulation to ensure that the industry operates in a sustainable and
responsible manner.

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