Mcdonald Fast Food Marketing Essay

Mcdonald Fast Food Marketing Essay McDonald Corporation is among the largest chain of fast food restaurants in the United Kingdom. It primarily sells French fires, chicken, hamburgers, soft drinks and breakfast. This paper draws on the view that McDonalds fast food continue to remain competitive in the fast food market niche by virtue of strategic management which sees it improving the taste of sandwiches as well as introducing a menu lost that is new for its customers. To understand the success of McDonald over the years, it is important to note the strategic management of the fast food corporation in the UK. Part of the strategic drive of McDonalds to increase its competitive edge has been to overhaul the system of food preparation and as evidenced in its recent food preparation system dubbed Made For You, McDonald developed a mutual relationship with its customers since fresher as well as hotter food are delivered to customers; an aspect that leads to more consumption of McDonalds food (Stuart et al, 2007). The ove rall point in the strategic thinking and management of McDonalds rests on the enhanced flexibility on its customer service, business model, reaching and analyzing the strategic edge in light of competitive advantage and business level strategies. This paper seeks to analyze the wider environment in which McDonalds operates competition within the fast food industry, strategic focus, and how to address challenges that occur within the industry. Introduction McDonalds Fast Food Company is among the largest food service retail corporation. Known for its hot and fresh fries, hamburgers, burgers and soft drinks, McDonalds operates about 30,000 restaurants in over 199 countries. In the UK, a majority of the McDonalds operates on the franchise basis. The strategic focus and organizational management has positioned McDonalds to compete effectively in an already competitive industry and thus edge a competitive base in the industrial environment and enjoy a market niche for its business. Customers visit its outlet on the daily basis because of the ability of McDonalds to create a companys image that enhances people to get accustomed to the culture of fats food (McDonalds Corporation, 2010). As such, there is an apt customer base which McDonalds uses as a market entry strategy. Together with advertising companies that leaves the brand image in the consumers mind, McDonalds continue not only to penetrate the market but also expand their market siz e. As a result, there are a number of strategies that McDonald builds on to remain competitive in the industry and achieve t business and organizational objective. McDonalds Company Overview As one of the largest fast food corporation in the UK that concentrates on burgers, French fries, soft foods and breakfast, McDonalds has in the most recent introduced salads, snack wraps, fruits and carrot sticks. McDonald is a business that dates back in 1940. It was an idea that grew and became operational as the two brothers Mac McDonald and Dick opened a restaurant in the United States (Walsh, 2009) .The first McDonalds operated on the principle of modern fast food restaurant which later spread across Europe. The present McDonald is as a result of the successful expansion of the McDonald into a host of fast food markets. The company has become the symbol of globalization and it prominence in the UK is based on the concept of consumer responsibility as well as corporate ethics (McDonalds Corporation, 2010). Essentially, McDonald serves approximately one million customers every day. Business Environment and Analysis of McDonalds The environment in which McDonalds operates is very competitive that managers have been forced to adopt a strategic framework upon which they exercise their ability to identify, cultivate as well as exploit the core competencies that ensures that there is business and market growth. Thompson (2005) asserts that in order to arrive at this strategic threshold, McDonalds as a corporation has been the focus of the strategic policy formulation. In addition, Brown (2002) points out that there is no way in which the organization can exist in the vacuum. In this sense, McDonalds operate within a competitive environment and the foundation of its strategic management rests on its ability to analyze its competitor in the fast food industry. As a result, this not only enables McDonalds to realize its strengths and weakness but also help it to formulate a position on which it identifies the opportunities that are present for the organizations well as the threats it can face from its wider industr ial environment. This strategic analysis best positions McDonalds in its market niche and is thus a strategy that reflects the best march for McDonalds strategic management. The competencies exhibited by McDonalds form yet another aspect of its overall strategic management. Parsa (2002) contends that as one of the largest food chain companies in the UK, it defines its success from its strengths and opportunities. This is the distinctive competitive strategy that enhances the corporations competitive advantage in the market. A case in point is the financial opportunities, market leadership, image of the company to the market as well as the relationship between the company and its customer forms the strengths as well as opportunities than McDonald has achieved on its wider strategic management plan. To achieve an enhanced and more profitable market niche, McDonalds creates a successful image in the customers minds and draws from it mission and vision statement to introduce to widespread customers a culture of fast food. This is evidenced by the fundamental concept that it serves over one million customers in UK per day and continues to add on its menu a new list of fast food items prepared. Furthermore, customer care relations, delivery speed as well as high hygienic conditions make the basic strengths on which McDonalds expands on. Cole (2003) articulates that McDonald has created a corporate symbol that is reinforced by the advertisement campaigns in the UK. Accordingly, it builds on this pedestal to foundationally establish a brand image that has remained in the minds of millions of people living in the UK. As such, the brand image positions McDonalds an edge higher than its major competitor in the food chain industries and its marketing strategies successfully addresses impo rtant business operations factors such as internal resources and the core competencies in relation to the external environment in which it operates (Kendrick, 2008). Moreover, business analysts have maintained that the product value of McDonalds has contributed to the strategic focus of its operations. With regard to this, customers are aware of what to expect from the McDonalds restaurants whenever they visit the McDonalds. This gives emphasis on the fact that human resource draws their satisfaction from satisfying their customers and keeps the employees ready to adopt the innovative strategy of the company where they introduce newer products in the market in a bid to remain on edge with the newer tastes and trends of its customers and market size. The diversity of McDonalds into other related business forms the framework on which economists regard the McDonalds as the successful corporate group within the fast food industry (Enz, 2009). Competitive Environment within the Operations of McDonalds Every fast food restaurant operating whether as an organization or individual business is aimed at creating a new wave in the performance; all aimed towards implementing and sustaining the brand quality and the innovation of the business plan. Many fast food restaurants in the UK continue to analyze the external as well as internal business opportunities and therefore develop marketing plans that see them with a major market shares. These make food chain industry a very competitive industry in the UK. According to Hetrick et al (2006), McDonalds appreciates that competition for market place is stiff and has tasked its management to constantly communicate, compare their services with those of other fast food restaurants and finally improve on their service delivery and incorporate the developments of technology such as the internet to basically motivate their clients and improve on the overall center performance. In addition, many fast food organizations undoubtedly enhance their food production which makes it futile to use the product quality alone as the marketing strategy. As this may create a scenario where you are rated average, McDonalds has gone a notch higher in edging its competitive advantage by modifying every marketing and business strategy to suit its vision statement. As such, Heath and Palacher (2008) argues that bearing in mind the already available resources is one point towards success but making use of all the primary competencies has enabled McDonalds to sustain its place in the competitive market. Accordingly, as the chief executive officer of McDonalds said, the world has extensively changed and so have the customers. This calls for a dire need for any business organization to change in light with the customers change (Walsh, 2009). McDonalds Competitive Position within the Food Chain Industry McDonalds has achieved the title of the leading and largest fast food restaurant in the UK from its overall strategic management concept of sustainable competitive market. With emphasis, this strategic policy has been behind the McDonalds ability to make it difficult for other food chain industries to penetrate its stronghold marketplace. Hill and Jones (2007) explain that McDonalds competitive position is attributed to its dynamic customer care relations, brand imaging, cost structure as well as its patent. With regard to this, the organizational as well as the managerial process has centered on sharing coordination and integration to formulate policies that drives the McDonalds on the pedestal of success. Believing in the customer and product value, McDonalds has created a situation where every employee strives to work for the common goal. Similarly, McDonald, through its strategic management has demonstrated its strength in being able to learn and execute changes according to the needs of the markets. From this conceptualization, it has commanded a competitive position by being flexible to change within the milieu of technological developments and customer trends (Stuart et al, 2007). As such, Kendrick (2008) further postulates that a case in point for McDonalds success and market position falls on the paradigm of its long time organizational culture of concentrating on its advantage such as organizational behaviors as well as expertise to achieve success in every aspect of its objective. In the past, McDonald paid little attention on the concept of competitive advantage and thus even though it opened many outlets across Britain, its revenue did not change to the better. The structural, technological and financial assets are the excellent market position of McDonalds. It therefore follows that McDonalds not only identifies but also implements these assets in the right direction in a bid to improve the services of the company in the market. Bordering the advantage on the vision which guides the company, McDonalds draws its strengths to achieve the competitive position by being committed to the sustainability of its vision. For example, bearing in mind that a brand or product revolves around the companys vision, McDonalds works in lieu with this concept and thus attributes its competitive advantage on its faithfulness to the mission, vision and goals as well as objectives of the organization (Thompson, 2005).In light of this, McDonalds operates on the guideline of serving those people who have little or no time to cook an therefore provides a solution of a proper restaurant. In this case, the vision provides not only quality products but also quick ser vice and desirable satisfaction among its customers. The sustainable competitive advantage has undoubtedly meant well for the McDonalds and implementing these strategies is based on incorporating the best value strategies which make McDonalds unique and hard to be emulated by its competitors. It is evident that competitive advantages has helped and continue to help McDonalds to realize a great investment through an integrated, intelligent and dynamic human resources as well as strategic management (brown, 2003). As a result, McDonald caters for the situation where risk attitudes change and entirely vary the environmental uncertainty and volatility. This based on the product, price, promotion and place has provided a good starting point for the competitive position of McDonalds. Towards implementing the marketing function, the management of McDonalds constantly employs elements of marketing mix to appropriate plan on how to achieve the popularity in the market place (Enz, 2009). McDonalds Marketing Strategy McDonalds is known for its market entry on which it introduces people to the culture of fast food through the employment of emotive and highly persuasive advertisement campaigns. As Hetrick et al (2006) point out, McDonalds uses well structured advertisement campaigns to create a corporate system that penetrates the market as well as expands it. With regard to this, Parsa (2002) notes that McDonalds have put in place strategies that deal with the growing number of fast food customers in the UK. Towards achieving this, McDonalds emphasizes on customer care, speed in the delivery and high hygienic conditions around the McDonald premises. Connected with the concept of market entry strategy, McDonalds equally builds on its brand image; a factor that identifies it as an independent company. Accordingly, the company has taken into account business environment to achieve a competitive edge based on the service delivery, product and price. In addition, McDonalds have used the diversity strategy in its operations. Hill and Jones (2007) contends that McDonalds uses this strategy to venture into other business; a factor that has helped the company to keep in touch with the market trends a mid the rising completion in the food chain industry. Towards this, McDonalds emphasis on health food, introduction of new items such as salads on the menu, changed the overall appearance of the stores among adopting newer strategies. In light of this, McDonalds is able to achieve a competitive position in the marketing environment that is getting more competitive by day s a result of entry of new players in the industry. Heath and Palacher (2008) further assert that a lot of innovations where McDonalds produces new products demonstrate another strategy in use for the McDonalds to catch up with the latest market development. As a result, it is able to respond to the ever changing tastes and concerns of customers. For instance, McDonalds continues to develop new recipes as part of it strategic formulation to cater for the health issues and concerns of the customers in UK. McDonalds continue with the franchising model and employs over 60000 employees in approximately 1200 restaurants. The success behind all theses is typical of the effective marketing strategies that lead to the creation of high demand for fast food (Cole, 2003). The aim of successful marketing rests on making superfluous sales. Understanding the customer as well as the product that fits them has definitely formed the foundation of McDonalds marketing strategy. As opposed to other fast food restaurant whose entry in the market somehow takes the customer for granted and ends at providing quick service, McDonalds exploits the underlying concept of marketing which draws on the notion that customer satisfaction is the primary business priority. Comparatively, many fast food restaurants in the UK are motivated in making profit and although they provide quality services, they miss out on putting their customers satisfaction on the fist priority. McDonalds has created business strategies that aim at fulfilling the creation of customer satisfaction. Fundamentally, McDonalds has invested in understanding the needs of a group or groups of customers in what is called market segmentation (Brown, 2002).As such, McDonalds defines these band of customers in terms of demography such as their age, region and gender such that each band of customers have a successfully and specifically tailored products as well as a marketing mix. Future Developments in the Fast Industry It is important to note that following the market trends of fats food industry, outsourcing of employees may not be effective. It is clear that everything in the present business community outsources but McDonalds should be ready to take care when outsourcing because in future, outsourcing is going to cease in its value following the whole sale idea of outsourcing competencies of the fast food chain store (Hetrick et al, 2006). Towards cushioning the effect of this, McDonald can outsource other business operations but not its core competencies. As such, it will keep abreast with the fact that the benefits of outsourcing which includes knowledge of market offshore, supplier relations and expansion of business operation. In so doing McDonalds will have put in place an order facility to cushion itself against competition, business failure and reduced profit margin. In addition, the question of increased competition will be a future development due to the extensive entry in the fast food industry. As such, McDonalds will have to face an array of market risks as well as other business setbacks. However, what will make it strong and continue to enjoy the status of a leading fast food company is the constant formulation and implementation of strategic policies based on its knowledge of the customer needs. In other words, the taste, preferences and satisfactions of the customer should be their constant priority to face this challenging scenario (Parsa, 2002).With the future market function taking a consumer oriented approach, the marketing decisions are care going to be affected by the careful identification of the needs of the customers. As such McDonalds will need to devise marketing strategies that meet the customers needs as well as a business distribution system that bring the brands closer to the needs of the customer. Recommendation for McDonalds Future Strategy McDonalds should in future design a business plan that addresses the social changes spearheaded by the government and consumer groups which border encouraging a balanced diet and thus prepare types of foods that on the nutrition of the customer as well as their healthy lifestyles. Essentially, it can also develop a joint venture with other organizations such as the supermarkets in that some of its food is sold in the supermarkets. This comes with the marketing database which will help it to more accurately reach out to specific target groups of consumers. The customer identification could be on the basis of modeling and shoppers profiles; a factor which will enhance the prevention of band switching. In addition, McDonalds should focus on the corporate social responsibility and edge closer to those organizations with a value impact on the society (Enz, 2009). Similarly, McDonalds should realize that promotion of its products is not merely an advertising function. It should come up with both advertising campaigns and promotional strategy that is defined by the nature of the market, the size of the market and the tastes as well as preferences of the customers. In so doing, McDonalds should design on the promotional mix that address the element of price, product and market in the way the customer will feel obliged to consume the product. Conclusion From the above discussion, it is evident that the strategic management plan of McDonalds has positioned it as the largest fast food corporation in the UK. This means that its business model is evidently different form other fast food chains. . Part of the strategic drive of McDonalds to increase its competitive edge has been to overhaul the system of food preparation and as evidenced in its recent food preparation system dubbed Made For You McDonalds developed a mutual relationship with its customers since fresher as well as hotter food was delivered to customers; an aspect that led to more consumption of McDonalds food. The overall point in the strategic thinking and management of McDonalds rests on the enhanced flexibility on its customer service, business model and analyzing the strategic edge in light of competitive advantage, business level strategies among others.

How to Assess Employee’s Needs for Training

COMENIUS UNIVERSITY IN BRATISLAVA, FACULTY OF MANAGEMENT HOW TO ASSESS EMPLOYEE’S NEEDS FOR TRAINING INTRODUCTION A  subject of my seminar assessment from Human resource management is Training needs assessment, or how to assess employee’s needs for training. The training needs assessment is a very effective way, how to identify employees’ needs for training. An object of my assessment is to acquaint readers with this topic, explain them, how the training needs of employees are identified, what the process of identification consists of and how to manage the training needs assessment.HOW TO ASSESS EMPLOYEE’S NEEDS FOR TRAINING Every company has goals which the company is trying to achieve. The main role plays employees who are the ones that actively participate in achieving the goals. That is the reason why the company should pay attention to them and evaluate if the employees have all qualifications, skills and knowledge that are the most efficient in ach ieving the goals. This evaluation can be provided through a very efficient method called training needs assessment, that discovers the training need of employees. Training needs assessment Staff training needs are assessed through a process called a training needs analysis. The exact form that this takes will depend on the nature of the organization, the technology available, and the nature of the staff. However, the fundamental elements of a training needs analysis are the same. It is a three-step process: * Identify the training needs * Deliver training that meets the needs * Assess the effectiveness of the training. These three steps are repeated over and over during the life-cycle of an organization. Continual assessment is required because the needs keep changing.Employees do not remain static they take on new roles and responsibilities. Their environment is also not static — technology keeps changing, as do the demands of their organization. † (Knowles, 2009) Iden tifying the Training Needs The best way how to identify training needs is with a three-step approach consisting of organizational analysis, analysis of employees and task analysis. 1. Organizational Analysis -Organizational analysis identifies abilities, knowledge and skills needed for employees in the future, when their job and the company will change.The analysis collects data through looking at few aspects like lost workdays, customer complaints, grievances, absenteeism, turnover rates, safety incidents, different performance problems, etc. Afterwards these data are assessed to detect where performance could be improved through training. The organizational analysis should be also prepared for future changes and it should also plan for changes in the workplace like worker demographics, laws and regulations and future skill needs. * Workforce.Workers growing old and women or other minorities becoming more prominent make the workforce change. Operating cost modifications and economi c changes also may need workplace changes, when competing internationally. If the company understands these possible changes, then it has a good advantage, because that may help it to adapt to employees’ needs while the company’s needs are still met. * Laws and regulations. An organization might be forced to arrange training in specific areas because of new laws and changes in current safety and environmental regulations.Also other policies which include employees need to be communicated to them. * Future skills. Future skill needs can be recognised if an organization understands, how it might change in the future. For instance, will new equipment be installed or new processes applied? Will standards or regulations be changed? Is technology going to change? Will there be interpersonal or communication skills needed from employees because they will have to work with others or in teams? Will cultural changes be taking place in the organization? 2.Analysis of employees- A nalysis of employees looks at individual employees and assesses their performance in their jobs. Their individual level of skills or knowledge can be determined through interviews, questionnaires or tests. Their performance reviews can contain useful data as well. Furthermore, problems with performance can be recognised by assessing aspects such as output, non-attendance, lateness, equipment repairs needed, accidents, complaints, client complaints and product quality. When shortages are recognised, an individual employee’s needs can be met through initiating training.All three stages of the training needs analysis are interconnected and information has to be gathered at all stages. Based on the data collected, training needs can be recognised, and the company can form learning objectives and develop a training program so the needs can be met, both company’s and employee’s. 3. Task Analysis- Task analysis examines requirements of knowledge and skills that are nee ded for each job and compares them to actual employee’s knowledge and skills. Any absence reveals a need for training.Analysis of job safety, standard operating methods, job description, performance standards, examination and questioning on-site, literature review and best practices are all sources for information collection. An efficient task analysis detects: * tasks that need to be accomplished * terms under which tasks can be accomplished * when and how often tasks are achieved * quantity and quality of work required * skills and knowledge needed to achieve tasks * where and how these skills are best gained Figure 1- Training needs assessment process (Bajzikova, a ini, 2011)Delivering Training That Meets the Needs Training can be provided through many different ways. It can be formal, classroom like, in the organization’s building, together with colleagues or it could be delivered through an external training company, also in class, but with people from other organ izations. Other option is to provide the training on-line. The training might be short or long-lasting. Short lasting, such as classes lasting a day or even longer, that provide quiet big amount of information, or long-lasting trainings, that are delivered in small parts, maybe an hour a day or less.The trainings can be on a one-to-one basis, or they can take place in a group with one teacher. But the one-to-one basis trainings could become more like mentoring than formal teaching. What is important is that the teaching method and content matches the needs of the learners. Assessing the Effectiveness of Training In order to know whether the training has achieved the goals that were set for it, the organization needs to set up some sort of assessment. â€Å"Happy sheet† is the most basic form of assessment, especially for training I classes.The sheet is about one page long and it asks those who were trained if they enjoyed themselves during the training, whether they felt like they learned anything and what could have been better. There are also more complex and sophisticated forms how to evaluate training and these, after the training, measure the employees’ performance and compare it with their performance before. This cycle needs to be repeated even several times, because it is improbable that just one cycle of training needs analysis and following education will solve all problems. Models for Training Needs AssessmentsMcClelland’s open-systems model McClelland (1993) presents an open-systems model for managing training needs assessments. This model contains of eleven steps which help to manage the assessment. 1. â€Å"Define assessment goals. 2. Determine assessment group. 3. Determine availability of qualified resources to conduct and oversee the project. 4. Gain senior management support for and commitment to the process. 5. Review and select assessment methods and instruments. 6. Determine critical time frames. 7. Schedule and imple ment. 8. Gather feedback. 9. Analyse feedback. 10. Draw conclusions. 1. Present findings and recommendations. † (Cekada, 2010) Barbazette’s model Barbazette says that training needs assessment should answer 4 questions: what, who, when, how and why. * What- â€Å"What is the best way to do a specific job? This helps to achieve the desired results. Standard operating methods may indicate how to manage a task or which government regulations need to be considered when completing a task. Other important thing is to ask what jobs are involved in the shortage. This recognises critical tasks that have the possibility to cause a personal or property damage. Who- â€Å"Who is involved in the shortage of performance? † This will identify those employees that are involved and guarantee that the training is customized for them. It is also essential to consider the target audience for the training; what information does the organization have about them to design and customiz e the training; and who else may profit from the training. * When- â€Å"When can be training best delivered? This helps to minimize the impact on the business. It is also crucial to determine other things that are needed to make sure that the training is provided and delivered effectively.These models help guide development of a training needs assessment. * How- â€Å"How the shortage of performance can be fixed? † This helps to determine whether training will resolve the issue. That reveals if a skill or knowledge shortage led to the issue. * Why- â€Å"Why? † This helps to connect the performance shortage to a business need and asks whether the profit of the training is greater than the cost of the current shortage. CONCLUSION The training needs assessment is used to identify an organization’s and its employees’ training needs and determine the type and range of resources that are needed to support a training program.It helps the organization to desig n or choose the right type of training and afterwards it helps to assess if the goals were achieved. The training needs assessment is a very good, not complicated and effective way how to deal with educational needs within a company. And even though the cycle might have to be repeated several times, it is a helpful huma resource management tool. BIBLIOGRAPHY * Bajzikova, Lubica, et al. 2011. Manazment ludskych zdrojov. Bratislava  : Comenius University Bratislava, 2011. pp. 92-96. 978-80-223-2989-7. Cekada, Tracey L. 2010. www. asse. org. [Online] 3 2010. http://www. asse. org/professionalsafety/docs/F1Cekada_0310. pdf. * Knowles, Andrew. 2009. suite101. com. How to assess staff training needs. [Online] 9 7, 2009. http://suite101. com/article/how-to-assess-staff-training-needs-a146161. * Miller, Janice A. , Osinski, Diana M. and SPHR. 1996. www. ispi. org. [Online] 2 1996. http://www. ispi. org/pdf/suggestedReading/Miller_Osinski. pdf. * Unknown. www. opm. gov. [Online] http://www . opm. gov/hrd/lead/TrainingNeedsAssessment. asp.

Iwc1 Literature, Arts and Humanities Essay - 10028 Words

IWC1 Test 1.02 Module Pre-Test Question 1: Multiple Choice The historical revival of Classical culture began during the: a) Middle Ages b) Renaissance c) Baroque Era d) Romantic Era Feedback: The correct answer is b. The historical revival of Classical culture began during the Renaissance. Question 2: Multiple Choice Which of the following was a key feature of ancient Chinese humanism? a) An emphasis on theoretical philosophy. b) A subordination of intellectual life to religious faith. c) An elevation of intellectual life over religious faith. d) An establishment of a monastic upper class. Feedback: The correct answer is c. Chinese humanism elevated intellectual life over religious faith. Question 3: Multiple†¦show more content†¦Question 3: Multiple Choice Which of the following American poets helped establish jazz poetry? a) Robert Frost b) Rita Dove c) Maya Angelou d) Langston Hughes Feedback: The correct answer is d. Langston Hughes helped establish jazz poetry. Question 4: Multiple Choice Which of the following is a primary color? a) yellow b) green c) orange d) purple Feedback: The correct answer is a. Yellow is a primary color. Question 5: Multiple Choice A watercolor painting to which an opaque white has been added is called a ________________. a) fresco b) tempera c) gouache d) acrylic Feedback: The correct answer is c. A gouache is a watercolor painting to which an opaque white has been added. Question 6: Multiple Choice Which of the following artistic disciplines fostered Pictorialism? a) Painting b) Printmaking c) Photography d) Landscape Feedback: The correct answer is c. Photography fostered Pictoralism, a movement which used soft focus, special filters and other effects to attempt to match painting and printmaking. Question 7: Multiple Choice What is the exact duplication of elements (shapes, forms, etc) on either side of a central axis? a) Balance b) Symmetry c) Asymmetry d) Focal area Feedback: The correct answer is b. Symmetry is the exact duplication of elements (shapes, forms, etc) on either side of a (usually imaginary) straight-lined central axis. Question 8: Multiple Choice What is a type of kinetic

The Rosenberg Espionage Case

The execution of New York City couple Ethel and Julius Rosenberg after their conviction for being Soviet spies was a major news event of the early 1950s. The case was intensely controversial, touching nerves throughout American society, and debates about the Rosenbergs continue to the present day. The basic premise  of the Rosenberg case was that Julius, a committed communist, passed secrets of the atomic bomb to the Soviet Union, which helped the USSR develop its own nuclear program. His wife Ethel was accused of conspiring with him, and her brother, David Greenglass, was a conspirator who turned against them and cooperated with the government. The Rosenbergs, who were arrested in the summer of 1950, had come under suspicion when a Soviet spy, Klaus Fuchs, confessed to British authorities months earlier. Revelations from Fuchs led the FBI to the Rosenbergs, Greenglass, and a courier for the Russians, Harry Gold. Others were implicated and convicted for participating in the spy ring, but the Rosenbergs drew the most attention. The Manhattan couple had two young sons. And the idea that they could be spies putting the national security of the United States at risk fascinated the public. On the night the Rosenbergs were executed, June 19, 1953, vigils were held in American cities protesting what was widely seen as a great injustice. Yet many Americans, including President Dwight Eisenhower, who had taken office six months earlier, remained convinced of their guilt. Over the following decades controversy over the Rosenberg case never entirely faded. Their sons, who had been adopted after their parents died in the electric chair, persistently campaigned to clear their names. In the 1990s declassified material established that American authorities had been solidly convinced that Julius Rosenberg had been passing secret national defense material to the Soviets during World War II. Yet a suspicion that first arose during the Rosenbergs trial in the spring of 1951, that Julius could not have known any valuable atomic secrets, remains. And the role of Ethel Rosenberg and her degree of culpability remains a subject for debate. Background of the Rosenbergs Julius Rosenberg was born in New York City in 1918 to a family of immigrants and grew up on Manhattans Lower East Side. He attended Seward Park High School in the neighborhood and later attended City College of New York, where he received a degree in electrical engineering. Ethel Rosenberg had been born Ethel Greenglass in  New York City in 1915. She had aspired to a career as an actress but became a secretary. After becoming active in labor disputes she became a communist, and met Julius in 1936 through events organized by the Young Communist League. Julius and Ethel married in 1939. In 1940 Julius Rosenberg joined the U.S. Army and was assigned to the Signal Corps. He worked as an electrical inspector and began passing military secrets to Soviets agents during World War II. He was able to obtain documents, including plans for advanced weaponry, which he forwarded to a Soviet spy whose cover was working as a diplomat at the Soviet consulate in New York City. Julius Rosenbergs apparent motivation was his sympathy for the Soviet Union. And he believed that as the Soviets were allies of the United States during the war, they should have access to Americas defense secrets. In 1944, Ethels brother David Greenglass, who was serving in the U.S. Army as a machinist, was assigned to the top-secret Manhattan Project. Julius Rosenberg mentioned that to his Soviet handler, who urged him to recruit Greenglass as a spy. In early 1945 Julius  Rosenberg was discharged from the Army when his membership in the American Communist Party was discovered. His spying for the Soviets  had apparently gone unnoticed. And his espionage activity continued with his recruitment of his brother-in-law, David Greenglass. After being recruited by Julius Rosenberg, Greenglass, with the cooperation of his wife Ruth Greenglass, began passing  notes on the Manhattan Project to the Soviets. Among the secrets Greenglass passed along were sketches of parts for the type of bomb which was dropped on Nagasaki, Japan. In early 1946 Greenglass was honorably discharged from the Army. In civilian life he went into business with Julius Rosenberg, and the two men struggled to operate a small machine shop in lower Manhattan. Discovery and Arrest In the late 1940s, as the threat of communism gripped America, Julius Rosenberg and David Greenglass seemed to have ended their espionage careers. Rosenberg was apparently still sympathetic to the Soviet Union and a committed communist, but his access to secrets to pass along to Russian agents had dried up. Their career as spies might have remained undiscovered if not for the arrest of Klaus Fuchs, a German physicist who had fled the Nazis in the early 1930s and continued his advanced research in Britain. Fuchs worked on secret British projects during the early years of World War II, and then was brought to the United States, where he was assigned to the Manhattan Project. Fuchs returned to Britain after the war, where he eventually came under suspicion because of family ties to the communist regime in East Germany. Suspected of spying, was interrogated by the British and in early 1950 he confessed to passing atomic secrets to the Soviets. And he implicated an American, Harry Gold, a communist who had worked as a courier delivering material to Russian agents. Harry Gold was located and questioned by the FBI, and he confessed to having passed atomic secrets to his Soviet handlers. And he implicated David Greenglass, the brother-in-law of Julius Rosenberg. David Greenglass was arrested on June 16, 1950. The next day, a front-page headline in the New York Times read, Ex-G.I. Seized Here On Charge He Gave Bomb Data to Gold. Greenglass was interrogated by the FBI, and told how he had been drawn into an espionage ring by his sisters husband. A month later, on July 17, 1950, Julius Rosenberg was arrested at his home on Monroe Street in lower Manhattan. He maintained his innocence, but with Greenglass agreeing to testify against him, the government appeared to have a solid case. At some point Greenglass offered information to the FBI implicating his sister, Ethel Rosenberg. Greenglass claimed he had made notes at Manhattan Project labs at Los Alamos and Ethel had typed them up before the information was passed to the Soviets. The Rosenberg Trial The trial of the Rosenbergs was held at the federal courthouse in lower Manhattan in March 1951. The government argued that both Julius and Ethel had conspired to pass atomic secrets to Russian agents. As the Soviet Union had detonated its own atomic bomb in 1949, the public perception was that the Rosenbergs had given away the knowledge that enabled the Russians to build their own bomb. During the trial, there was some skepticism expressed by the defense team that a lowly machinist, David Greenglass, could have supplied any useful information to the Rosenbergs. But even if the information passed along by the spy ring wasnt very useful, the government made a convincing case that the Rosenbergs intended to help the Soviet Union. And while the Soviet Union had been a wartime ally, in the spring of 1951 it was clearly seen as an adversary of the United States. The Rosenberg, along with another suspect in the spy ring, electrical technician Morton Sobell, were found guilty on March 28, 1951. According to an article in the New York Times the following day, the jury had deliberated for seven hours and 42 minutes. The Rosenbergs were sentenced to death by Judge Irving R. Kaufman on April 5, 1951. For the next two years they made various attempts to appeal their conviction and sentence, all of which were thwarted in the courts. Execution and Controversy Public doubt about the Rosenbergs trial and the severity of their sentence prompted demonstrations, including large rallies held in New York City. There were serious questions about whether their defense attorney during the  trial had made damaging mistakes that led to their conviction. And, given the questions about the value of any  material they would have passed to the Soviets, the death penalty seemed excessive. The Rosenbergs were executed in the electric chair at Sing Sing Prison in Ossining, New York, on June 19, 1953. Their final appeal, to the United States Supreme Court, had been denied seven hours before they were executed. Julius Rosenberg was placed in the electric chair first, and received the first jolt of 2,000 volts at 8:04 p.m. After two subsequent shocks he was declared dead at 8:06 p.m. Ethel Rosenberg followed him to the electric chair immediately after her husbands body had been removed, according to a newspaper story published the next day. She received the first electric shocks at 8:11 p.m, and after repeated shocks a doctor declared that she was still alive. She was shocked again, and was finally declared dead at 8:16 p.m. Legacy of the Rosenberg Case David Greenglass, who had testified against his sister and brother-in-law, was sentenced to federal prison and was eventually paroled in 1960. When he walked out of federal custody, near the docks of lower Manhattan, on November 16, 1960, he was heckled by longshoreman, who yelled out that he was a lousy communist and a dirty rat. In the late 1990s, Greenglass, who had changed his name and lived with his family out of public view, spoke to a New York Times reporter. He said the government forced him to testify against his sister by threatening to prosecute his own wife (Ruth Greenglass had never been prosecuted). Morton Sobel, who had been convicted along with the Rosenbergs, was sentenced to federal prison and was paroled in January 1969. The two young sons of the Rosenbergs, orphaned by the execution of their parents, were adopted by family friends and grew up as Michael and Robert Meeropol. They have campaigned for decades to clear their parents names. In 2016, the final year of the Obama administration, the sons of Ethel and Julius Rosenberg contacted the White House to seek a statement of exoneration for their mother. According to a December 2016 news report, White House officials said they would consider the request. However, no action was taken on the case.