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Mcdonald's 2008 Annual Report
Jim Skinner, Chief Executive Officer (left) Ralph Alvarez, President and Chief Operating Officer (right) To Our Valued Shareholders: I’ve been thinking a lot lately about a quote from Thomas Alva Edison, one of America’s greatest inventors. “Opportunity is missed by most people,” he observed, “because it is dressed in overalls and looks like work.” I believe Mr. Edison was reminding us that lightning It was hard work and determination that built really doesn’t come in a bottle — and that overnight McDonald’s — and today, those same qualities successes are very much the exception to the rule, drive our success. not the norm. As this Annual Report indicates, 2008 was a banner At McDonald’s, success has always involved a year for McDonald’s. Revenues increased to a record not-so-profound formula involving one-part inspiration $23.5 billion … global comparable sales increased and four-parts perspiration. 6.9 percent and we marked our 68th consecutive monthly increase … operating income and earnings Our founder, Ray Kroc, coined the phrase “grinding per share rose 17 and 15 percent, respectively it out” to characterize the determination and attention (excluding the 2007 Latin America transaction) … to detail that is required to be successful in our and we returned $5.8 billion to shareholders through industry. “Grinding it out” was his way of saying share repurchases and dividends paid. the restaurant business is, and always will be, a labor-intensive operation. REVENUES 06 $20.9 07 $22.8 08 $23.5 In billions. These financial results are among the best in our This process began nearly six years ago, when Company’s history. -
Beef Movement Spurs $85-Plus Feds Ing the Senate the Right to Vote Ing the Effectiveness of Food Safe- on a Judicial Nominee
The National Livestock Weekly July 26, 2004 • Vol. 83, No. 41 “The Industry’s Largest Weekly Circulation” www.wlj.net • E-mail: [email protected] • [email protected] • [email protected] A Crow Publication BSE testing exemption foreseen, but... — Japan to require U.S. compliance with that exemp- mouthing cattle, also known as wise, but it has been a very hard tion later this year. Several USDA age-verification tion may take a little bit longer dentition, is being used to age cat- sell, and no breakthrough is fore- sources are hopeful to have some than originally expected. tle as they start through the slaugh- seen.” semblance of individual animal ID system first. “We are definitely optimistic that ter process, however, that is an in- USDA officials are hopeful they in place by the end of August or ear- By Steven D. Vetter Japan is going to drop the require- exact science that the Japanese can come up with some sort of phys- ly September. WLJ Editor ment that all U.S. cattle be tested are unwilling to accept as an appro- ical age-verification process that Last week’s meeting was the Final results of last week’s two- prior to having beef shipped over priate age verification process. Japanese officials will agree to, but third of three scheduled discus- day meeting between Japanese and there,” said one high-level USDA USDA officials said they have until then the focus will be on get- sions specifically on the BSE, beef U.S. scientists and agriculture of- trade source. “However, the Japan- tried to propose to the Japanese ting the U.S.’ national animal ID trade issue. -
Mcdonald's Corporation
building a better business global through effective environmental best of green practices around the world 2009 jim skinner ralph alvarez Vice chairman and chief executiVe Officer President and chief OPerating Officer McDonald’s has been thinking and acting green for over thirty years. McDonald’s is relentless about continuous improvement. This includes Not just because it’s the right thing to do, but because it’s the right finding ways to be more efficient in our business operations and thing to do for our business. Put simply, continuously improving our reducing our overall costs and operating expenses. At the same time, we environmental performance makes us a stronger brand and a more have environmental responsibilities. These Best of Green case studies sustainable company. show that these are not mutually exclusive efforts. Reducing energy and waste and improving supplier efficiencies is, quite simply, good Like any global organization, we utilize our share of resources, and we business. understand that this doesn’t come free. Being a good global citizen means helping to sustain the earth and the bounty it provides. For We recognize that the environment is a rising concern among McDonald’s, this is a multi-faceted effort that stretches from our consumers. We also know we have to make the right changes for our supply chain to our restaurants. business. Finding out what improvements work at restaurant and It requires the efforts of all three legs of our three-legged stool – our market levels helps us identify solutions that positively impact the franchisees, our suppliers and our employees – to seek and develop consumers we serve and our bottom line. -
Marca De Sucesso: Mc Donald´S
Marca de Sucesso: A história A história da transformação do MCDONALD’S na maior rede de alimentação rápida do mundo começou em 1937 quando os irmãos Richard (Dick) e Maurice McDonald abriram um restaurante no sistema Drive-In na cidade de Arcádia, na Califórnia. Pouco depois, em 1940, mudaram-se para a cidade de San Bernardino, também na Califórnia, onde abriram um restaurante MCDONALD’S na famosa Rota 66 com cerca de 20 carhops, garçons que em cima de patins entregavam o pedido do cliente no carro. Isso se tornou popular e muito lucrativo. O cardápio continha 25 itens, a maioria deles churrascos. Em 1948, depois de notar que a maioria do dinheiro que ganhavam provinha da venda de hambúrguer, que na época custava US$ 0.15, os irmãos renovaram totalmente o restaurante. Dentre as inovações empreendidas estavam: substituição de todos os utensílios – talheres, copos, pratos – por embalagens descartáveis; visitação pública de sua cozinha, onde os clientes podiam ver a impecável higiene e limpeza; eliminação do serviço de garçonetes, a partir de então os clientes teriam que sair dos seus carros e irem fazer o pedido no balcão; e uma nova forma de produção dos sanduíches com a reformulação do cardápio, que passou a ser bastante enxuto, e dos alimentos preparados com base em uma linha de montagem. Quando o restaurante é reaberto passa a vender somente hambúrguer, milk-shake, e batata frita, se tornando um grande sucesso, cuja fama era espalhada de boca a boca. - - Em 1953, os irmãos McDonald começaram a criar franquias de seu restaurante, com Neil Fox abrindo a primeira unidade franqueada. -
Mcdonald's 2008 Annual Report
McDonald’s Corporation One McDonald’s Plaza Oak Brook, IL 60523 www.mcdonalds.com 2008 Annual Report McDonald’s Corporation 2008 Highlights: % $ $ 6.9 23.5 Billion 5.8 Billion Global comparable Total revenues Cash returned sales increase to shareholders via dividends and share repurchases Ronald McDonald House Charities has grown from a single Ronald McDonald House program in Philadelphia, PA, in 1974 into a global organization. Founded in recognition of McDonald’s founder Ray Kroc, who believed in an individual’s obligation to give back to communities in a relevant and meaningful way, RMHC and its network of local chapters support core programs that help bridge access to health care. More than 3.7 million children and families are served each year in 285 Ronald McDonald Houses in 30 countries and regions, 35 Ronald McDonald Care Mobiles in six countries and 137 Ronald McDonald Family Rooms in 15 countries and regions. RMHC is actively supported by McDonald’s Corporation, its owner/operators, suppliers, customers, other companies and the general public. To learn more about RMHC, call 1.630.623.7048 or visit our website at www.rmhc.org. © 2009 McDonald’s Corporation Jim Skinner, Chief Executive Officer (left) Ralph Alvarez, President and Chief Operating Officer (right) To Our Valued Shareholders: I’ve been thinking a lot lately about a quote from Thomas Alva Edison, one of America’s greatest inventors. “Opportunity is missed by most people,” he observed, “because it is dressed in overalls and looks like work.” I believe Mr. Edison was reminding us that lightning It was hard work and determination that built really doesn’t come in a bottle — and that overnight McDonald’s — and today, those same qualities successes are very much the exception to the rule, drive our success. -
None of Us Is As Good As All of Us
(continued from front flap) HARRIS $24.95 USA/$29.95 CAN PRAISE FOR For business owners, it’s a perfect tem- NONE OF US IS AS GOOD AS ALL OF US plate for encouraging diversity in an or- ganization and turning that diversity into NONE OF US IS AS GOOD ALL HOW McDONALD’S TURNS a long-term competitive advantage. “McDonald’s has long been recognized as a leader in inner-city com- munity development and providing opportunities to African-American DIVERSITY INTO SUCCESS entrepreneurs. Pat Harris tells the fascinating story behind how they do it, But McDonald’s isn’t just about diversity and who some of the surprising heroes are.” for the sake of diversity; it’s also about cDonald’s—with its iconic Gold- —Rev. Jesse L. Jackson, Sr., founder and President, team unity and family. If you want to en Arches, unforgettable jingles, RainbowPUSH Coalition, Inc. build an organization and a business cul- Mand famous french fries—is one ture that unites individuals in a quest for of the globe’s most recognized brand “The rise of women within the ranks of McDonald’s is an inspiring story in excellent service and long-term success, names. One of the biggest employers in itself, but this book also details the lessons learned along the way and how None of Us Is as Good as All of Us offers all the world, McDonald’s staff is among the they can be applied to tap women’s potential in any organization.” the inspiration and guidance you need. most racially, culturally, and religiously —Ilene H. -
Mcdonald's Case History, 2006–2015
McDonald’s Case History, 2006–2015 Larry Light and Joan Kiddon As a companion to the book, we include this online case history of McDonald’s using only published information. The original Six Rules book described the 2002–2005 McDonald’s turnaround and our role in that business success. In this case, we detail the years 2006–2015 to show how the brand surfed the turnaround momentum and eventually found itself in need of another revitalization. The new McDonald’s turnaround is still in its infancy as this case comes online with our new book on the revised Six Rules. Hopefully, the initial success of the third‐quarter 2015 performance is the beginning of another new era at McDonald’s. At the end of this case, there are some questions for you to think about. In answering these questions, you will need to synthesize the information over the 10‐year period discussed, 2006–2015. As you read the book and learn about the ways brands fall into trouble, get out of trouble, and can stay out of trouble, you will see these brought to life in this McDonald’s case. McDonald’s Case History Year 2006 THE STATE OF THE BRAND The Situation By the end of December 2005, Russ Smythe, head of Europe, Claire Babrowski, head of operations, and Marvin Whaley, president Asia operations, had resigned. Larry Light had ended his three‐year contract and was slated to leave January 1, 2006. By August, Mike Roberts, chief operating officer (COO), would be gone as well. And soon after that, Bill Lamar, head of marketing for North America, would retire. -
Marketing Mistakes and Successes, 11Th Edition
ELEVENTH EDITION MARKETING M ISTAKES AND SUCCESSES 30TH ANNIVERSARY Robert F. Hartley Cleveland State University JOHN WILEY & SONS, INC. VICE PRESIDENT & PUBLISHER George Hoffman EXECUTIVE EDITOR Lise Johnson ASSISTANT EDITOR Carissa Doshi PRODUCTION MANAGER Dorothy Sinclair PRODUCTION ASSISTANT Matt Winslow EXECUTIVE MARKETING MANAGER Amy Scholz ASSISTANT MARKETING MANAGER Carly DeCandia MARKETING ASSISTANT Alana Filipovich DESIGN DIRECTOR Jeof Vita SENIOR DESIGNER Arthur Medina SENIOR MEDIA EDITOR Allison Morris This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Copyright © 2009, 2006, 2004, 2001, 1998, 1995, 1992, 1989, 1986, 1981, 1976 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALL WILEY (225-5945). Library of Congress Cataloging in Publication Data Hartley, Robert F., 1927- Marketing mistakes and successes/Robert F. -
Mcd Ar Version 01
McDonald’s is a trusted friend among kids . and grown-ups, too. TM Originally developed McTreat Spot kiosks Designed to capture This concept brings in Australia, McCafés sell indulgent sweet treats McDonald’s meal occasions two great restaurant generally are attached in high-traffic, in locations where experiences together under to existing McDonald’s high-volume locations. the sales potential would not one roof with classic, restaurants and have BOTTOM LEFT support a large, traditional cooked-to-order diner fare a cosmopolitan HOT FUDGE BROWNIE SUNDAE restaurant, McSnack Spot and traditional atmosphere with offers a limited selection McDonald’s favorites. distinct adult appeal. of McDonald’s BOTTOM RIGHT TOP LEFT menu items, as well as TRIPLE DECKER CAPPUCCINO AND snack favorites. TURKEY AND BACON CLUB BANANA CAKE TOP RIGHT STRAWBERRY BANANA FRUIT ‘N YOGURT PARFAIT WHAT DO YOU HAVE A TASTE FOR? we’re extending our reach here is more innovation than ever under sundaes, rich McFlurry desserts, refreshing Fruit ’N The Golden Arches, as we explore Yogurt Parfaits and delicious triple-thick shakes. Initial opportunities to extend the ways in results indicate that McTreat Spot kiosks are attracting which we serve our customers. customers who would have gone somewhere else to Take, for example, our McCafé satisfy their cravings. coffee concept. Originally developed We also have a small test of a concept called Tin Australia, McCafés generally are attached to existing McSnack Spot underway in Texas. It is designed to McDonald’s restaurants and have a cosmopolitan capture McDonald’s meal occasions in locations, such atmosphere with distinct adult appeal. -
2007 Annual Report
McDonald’s Corporation 2007 Annual Report ® ® Getting better … Our Plan to Win, with its strategic focus on “being better, not just bigger,” has delivered even better restaurant experiences to customers and superior value to shareholders. Cover photo: Taken at Sauchiehall Street restaurant, Glasgow, U.K. 1 2007 Highlights 6.8% global comparable sales increase 2005 $4.3 billion 2006 $4.3 billion 2007 $4.9 billion $23 billion Cash generated by operations in total revenues – a record high 25% three-year compounded annual return to shareholders more than double the three-year returns of the S&P 500 and the Dow Jones Industrial Average 2005 $2.1 billion 2006 $4.9 billion 2007 $5.7 billion 3 Cash returned to shareholders through dividends and share repurchases consecutive years McDonald’s has been included in the Dow Jones Sustainability Index reflecting our ongoing social responsibility efforts 2 … the story behind the numbers Our momentum continues because of our global alignment and ongoing focus on the Plan to Win. We have the world’s best owner/operators, suppliers, and employees united in our commitment to customers. We are leveraging greater consumer insight to deliver sustainable business results for the long-term benefit of our shareholders. 3 Fellow Shareholders: I am pleased to report that 2007 was another year of strong In the world of business, most CEOs talk about teamwork. In the financial performance and growth. world of McDonald’s, I talk about “Systemwork” – a strategically aligned effort, by a remarkably diverse group of people, which Comparable sales increased 6.8 percent, marking our fifth in 2007 resulted in exceptional operating performance. -
Strategic Management CONCEPTS and CASES
THIRTEENTH EDITION Strategic Management CONCEPTS AND CASES Fred R. David Francis Marion University Florence, South Carolina Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Strategic Management CONCEPTS AND CASES Editorial Director: Sally Yagan Manager, Visual Research: Beth Brenzel Editor in Chief: Eric Svendsen Manager, Rights and Permissions: Zina Arabia Acquisitions Editor: Kim Norbuta Image Permission Coordinator: Cynthia Vincenti Product Development Manager: Ashley Santora Manager, Cover Visual Research & Permissions: Editorial Project Manager: Claudia Fernandes Karen Sanatar Editorial Assistant: Meg O’Rourke Cover Art: Vetta TM Collection Dollar Bin: Director of Marketing: Patrice Lumumba Jones istockphoto Marketing Manager: Nikki Ayana Jones Editorial Media Project Manager: Ashley Lulling Marketing Assistant: Ian Gold Production Media Project Manager: Lisa Rinaldi Senior Managing Editor: Judy Leale Full-Service Project Management: Thistle Hill Associate Production Project Manager: Publishing Services, LLC Ana Jankowski Composition: Integra Software Services, Ltd. Operations Specialist: Ilene Kahn Printer/Binder: Courier/Kendallville Art Director: Steve Frim Cover Printer: Lehigh-Phoenix Color/Hagerstown Text and Cover Designer: Judy Allan Text Font: 10/12 Times Credits and acknowledgments borrowed from other sources and reproduced, with permission, -
Mcdonald's Corporation
BASE PROSPECTUS McDonald’s Corporation (Incorporated in the State of Delaware, United States of America) as Issuer U.S.$6,500,000,000 PROGRAM FOR THE ISSUANCE OF EURO MEDIUM-TERM NOTES Application has been made to the Luxembourg Stock Exchange for Notes (the “Notes”) issued under the Program for the Issuance of Euro Medium-Term Notes (the “Program”) described in this Base Prospectus (the “Base Prospectus”) to be admitted to trading on the Luxembourg Stock Exchange’s regulated market and to be listed on the Official List of the Luxembourg Stock Exchange. However, Notes may also be issued under the Program which are not listed on any exchange. Further, Notes that are initially listed on an exchange may subsequently be de-listed, as described in the section “European Union Transparency Directive,” contained herein. This Base Prospectus will be updated on an annual basis. Notes have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”). Notes may not be offered, sold or delivered within the United States of America (the “United States” or the “U.S.”) or to, or for the account or benefit of, U.S. persons (as such terms are defined in Regulation S under the Securities Act), unless the Notes are registered under the Securities Act or an exemption therefrom is available. An investment in Notes issued under the Program involves certain risks. For a discussion of these risks, see the “Risk Factors” section contained in this Base Prospectus. Arranger for the Program MORGAN STANLEY Dealers ABN AMRO BANC OF AMERICA SECURITIES LIMITED BARCLAYS CAPITAL BNP PARIBAS CITIGROUP FORTIS BANK GOLDMAN SACHS INTERNATIONAL HSBC ING WHOLESALE BANKING JPMORGAN MERRILL LYNCH INTERNATIONAL MIZUHO INTERNATIONAL PLC MORGAN STANLEY RABOBANK INTERNATIONAL SCOTIA CAPITAL INC.