DOCSLIB.ORG

GUAMAN RIVADENEIRA KARINA FERNANDA.Pdf

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
GUAMAN RIVADENEIRA KARINA FERNANDA.Pdf i UNIVERSIDAD INTERNACIONAL “SEK” FACULTAD DE CIENCIAS ECONÓMICAS Y ADMINISTRATIVAS Trabajo de fin de carrera titulado: “ESTUDIO DE FACTIBILIDAD PARA LA IMPLEMENTACIÓN DE LA FRANQUICIA DE MC DONALD`S EN EL VALLE DE LOS CHILLOS” Realizado por: KARINA FERNANDA GUAMÁN RIVADENEIRA Como requisito para la obtención del título de: INGENIERA FINANCIERA QUITO, SEPTIEMBRE DEL 2010 DECLARACIÓN JURAMENTADA Yo, Karina Fernanda Guamán Rivadeneira, declaro bajo juramento que el trabajo aquí descrito es de mi autoría; que no ha sido previamente presentado para ningún grado o calificación profesional; y, que he consultado las referencias bibliográficas que se incluyen en este documento. A través de la presente declaración cedo mis derechos de propiedad intelectual correspondientes a este trabajo a la UNIVERSIDAD INTERNACIONAL SEK, según lo establecido por la Ley de Propiedad Intelectual, por su Reglamento y por la normatividad institucional vigente. __________________________ Karina Guamán ii DECLARATORIA El presente trabajo de investigación de fin de carrera, titulado ESTUDIO DE FACTIBILIDAD PARA LA IMPLEMENTACIÓN DE LA FRANQUICIA DE MC DONALD´S EN EL VALLE DE LOS CHILLOS Realizado por la alumna KARINA FERNANDA GUAMÁN RIVADENEIRA como requisito para la obtención del título de INGENIERA FINANCIERA ha sido dirigido por el profesor ECONOMISTA GARY FLOR GARCÍA quien considera que constituye un trabajo original de su autora. ________________________________ Econ. GARY FLOR GARCÍA Director iii LOS PROFESORES INFORMANTES Los profesores informantes Econ. JUAN RODRIGO SÁENZ FLORES, e Ing. BOLÍVAR HERNÁN JARRÍN RUIZ después de revisar el trabajo escrito presentado, lo han calificado como apto para su defensa oral ante el tribunal examinador. ____________________________ ________________________________ Econ. RODRIGO SÁENZ FLORES Ing. BOLÍVAR JARRÍN RUIZ Quito, 15 de septiembre del 2010 iv DEDICATORIA Y AGRADECIMIENTOS El presente proyecto de investigación es la culminación de cinco años de esfuerzo para lograr el cumplimiento de una meta, tiempo en el cual he vivido un sinnúmero de experiencias que han complementado la formación académica recibida en la universidad. De igual manera he compartido con muchas personas a quienes les debo mis agradecimientos y admiración, con quienes quiero compartir este momento y dedicarles este éxito: A Dios en primer lugar por regalarme la vida y permitirme gozar de salud para cumplir mis objetivos, culminar la carrera y llegar a ser una profesional. A mis padres, Yolanda y Fernando que me han brindado su apoyo incondicional, comprensión, confianza y ejemplo día tras día, les agradezco y dedico este trabajo con mucho amor porque sé que el término de esta etapa les llenará de gran orgullo. A mis hermanos, Nathalia y Bryan que desde cerca o lejos siempre han estado conmigo brindándome su cariño, ayuda y momentos inolvidables. A mi familia en general que de una u otra manera han estado al pendiente de mí demostrándome su preocupación y soporte desinteresado. A los amigos verdaderos que he conocido a lo largo de mi vida quienes han hecho que tanto la etapa universitaria como la del colegio y niñez sean inolvidables por las innumerables anécdotas y momentos que compartimos y que los recordaré por siempre. A todos quienes colaboraron en la elaboración del presente documento y me ayudaron con información, correcciones, sugerencias; en especial a Marcelo Chacón. Por último quiero agradecer a la UISEK por permitirme conocer a profesores que más que académicos han sido buenos amigos y a quienes me ayudaron en la elaboración de la presente tesis: Economista Gary Flor en calidad de director, Economista Rodrigo Sáenz e Ingeniero Bolívar Jarrín en calidad de lectores por todo su tiempo, dedicación, conocimientos y experiencia compartida. v RESUMEN EJECUTIVO En el presente proyecto de investigación se describe el estudio de factibilidad realizado para la implementación de un local de la franquicia estadounidense Mc Donald´s en el sector del Valle de los Chillos en su etapa de pre-inversión que puede ser presentado a los dueños de la franquicia maestra en Latinoamérica para su ejecución. Fueron planteadas dos hipótesis para su comprobación con el fin de demostrar que en el sector del Valle de los Chillos existe una demanda potencial insatisfecha favorable para la marca, las cuales fueron positivamente demostradas y explicadas a lo largo de la investigación. Se inició el estudio con una investigación exploratoria para conocer generalidades acerca de las franquicias, la marca Mc Donald´s y el mercado de franquicias en el Ecuador, con lo cual se determinó que este formato de negocios se ha difundido a nivel mundial debido a la globalización y que el país ha tenido un proceso de expansión de franquicias extranjeras y últimamente de marcas nacionales exitoso, ya que la cultura de la gente se ha adaptado a las ideas de negocio que vienen del exterior y las han hecho rentables, en especial el sector de la comida y de servicios. Las franquicias generan beneficios sociales; alrededor de 11.000 empleos, pago de impuestos, importación de tecnología, capacitación, obras sociales y más. Una vez analizados los factores anteriores se pudo direccionar de mejor manera el estudio de factibilidad, el cual se inició con la investigación de mercados cuyos resultados fueron favorables para el proyecto, ya que del total de encuestados el 92% consideró la opción de acudir al restaurante propuesto con una frecuencia de visita de 1,38 veces al mes y un gasto promedio individual de $4,82; variables que demostraron la aceptación y el agrado de la población objetivo hacia la marca. La infraestructura física del local estará ubicada en los alrededores del Centro Comercial San Luis Shopping, por ser considerada como la localización óptima que se ajusta a las necesidades del proyecto y a la preferencia de los encuestados. La planta de 2.091 m2 tendrá capacidad para 120 personas, será de dos pisos e incluirá los servicios de Mc café, automac, juegos y fiestas infantiles y 42 parqueaderos para comodidad del vi cliente. Además se ajustará a los estándares de la franquicia en cuanto a tecnología, procesos y calidad de los productos y servicio ofrecido, los mismos que se detallan en el capítulo V del documento para que el consumidor tenga la oportunidad de visitar un local en el Ecuador, con las mismas características que si visitaría un local en Estados Unidos. El restaurante contará con 51 empleados totalmente capacitados que trabajarán en tres diferentes turnos con funciones específicas; en cuanto al tema legal la sucursal Los Chillos pertenecerá a Arcgold del Ecuador, quien a su vez es propiedad de Arcos Dorados S.A; empresa que maneja la franquicia en América Latina con gran éxito. El país por su parte no tiene barreras de entrada para las franquicias, y dado que carece de legislación específica las condiciones se rigen al contrato firmado. Mediante el estudio financiero se pudo establecer que la inversión inicial necesaria para llevar a cabo el proyecto es de US$1.094.635,55, la misma que será recuperada en 3años y 8 meses; y demostrando cifras favorables en los indicadores financieros estudiados bajo un criterio conservador tomando en cuenta el riesgo de invertir en el país. Después de analizar todas estas variables en cada estudio detallado en los capítulos posteriores se concluye que el proyecto es factible y se recomienda llevarlo a cabo ya que los inversores generarán valor, tanto económico, como social. vii SUMMARY The following research plan describes the feasibility study made for implementing a restaurant from the U.S. Mc Donald´s franchise in Valle de los Chillos area for its pre- investment stage, so that it can be submitted to the master franchise owners in Latin America for its execution. Two hypotheses were set up for its verification to demonstrate that there is a favorable potential unsatisfied demand for the brand in the mentioned zone. Actually, both were positively demonstrated and explained along the investigation. The study started with an exploratory research to obtain general information about franchising, Mc Donald’s brand and the Ecuadorian franchises market; this helped to determine that the franchising business format has spread worldwide out due to globalization and also to highlight the expansive process of foreign and recently national franchises that successfully our country has had since people’s culture has adapted to business ideas that come from abroad, especially food and services industries becoming them profitable. Franchises generate social benefits: approximately 11.000 jobs, taxes payment, technology importation, training, social work and more. Once the factors above were analyzed, the feasibility study could be better directed, which began with the market research that produced favorable results for the project. Of the total survey’s respondents, a 92% consider the option of visiting the proposed restaurant. The visit frequency is in average 1,38 times per month with an individual average expense of $4,82. All these variables demonstrated the acceptance and liking that target population feels toward the brand. The restaurant’s physical infrastructure will be located around San Luis Shopping Mall because it has been considered as the optimal location that meets the needs of the project and the respondent’s preferences. This 2.091square meters building will have capacity for 120 people in its two floors; and includes Mc Café service, automac, playground, children parties’ area and 42 parking lots for customer’s comfort. In addition the restaurant will 100% comply the franchise standards as for technology, processes and quality of products and services as it is explained in the chapter V. In this viii way the customer will have the opportunity to visit an Ecuadorian Mc Donald’s with the same conditions and experience as visiting a U.S. Mc Donald’s. The restaurant will have 51 fully trained employees working in three different shifts, each with specific tasks. According the legal facts, Mc Donald’s Los Chillos will belong to Arcgold del Ecuador S.A., which in turn is owned by Arcos Dorados S.A., the company that manages Mc Donald’s franchise with great success in Latin America.
Load more

Recommended publications
  • 1 UNITED STATES DISTRICT COURT for the NORTHERN DISTRICT of ILLINOIS EASTERN DIVISION VICTORIA GUSTER-HINES and DOMINECA NEAL, P
    Case: 1:20-cv-00117 Document #: 1 Filed: 01/07/20 Page 1 of 103 PageID #:1 UNITED STATES DISTRICT COURT FOR THE NORTHERN DISTRICT OF ILLINOIS EASTERN DIVISION VICTORIA GUSTER-HINES and DOMINECA NEAL, Plaintiffs, vs. Case No. McDONALD’S USA, LLC, a Delaware limited liability company, Jury Trial Demanded McDONALD’S CORPORATION, a Delaware corporation, STEVEN EASTERBROOK, CHRISTOPHER KEMPCZINSKI, and CHARLES STRONG Defendants. COMPLAINT FOR DEPRIVATIONS OF CIVIL RIGHTS Plaintiffs, Victoria Guster-Hines and Domineca Neal, by attorneys Carmen D. Caruso and Linda C. Chatman, bring suit under the Civil Rights Act of 1870 (42 U.S.C. §1981) against Defendants McDonald’s USA, LLC, McDonald’s Corporation, Steven Easterbrook, Christopher Kempczinski, and Charles Strong to redress intentional race discrimination, disparate treatment, hostile work environment and unlawful retaliation. INTRODUCTION 1. Plaintiffs Vicki Guster-Hines and Domineca Neal are African American senior executives at McDonald’s USA, LLC, the franchisor of the McDonald’s 1 Case: 1:20-cv-00117 Document #: 1 Filed: 01/07/20 Page 2 of 103 PageID #:1 restaurant system in the United States. They bring suit to redress McDonald’s continuing pattern and practice of intentional race discrimination that should outrage everyone, especially those who grew up going to McDonald’s and believing the “Golden Arches” were swell. 2. Vicki joined McDonald’s in 1987 and Domineca joined McDonald’s in 2012. They are highly qualified, high-achieving franchising executives, but McDonald’s subjected them to continuing racial discrimination and hostile work environment impeding their career progress, even though they both did great work for McDonald’s, which the Company consistently acknowledged in their performance reviews.
    [Show full text]
  • Mcdonald's Corporation
    MH0037 1259420477 REV: SEPTEMBER 14, 2015 FRANK T. ROTHAERMEL MARNE L. ARTHAUD-DAY McDonald’s Corporation SEPTEMBER 1, 2015. Steve Easterbrook walked into his office in McDonald’s corporate headquar- ters. He had finally achieved his dream of becoming chief financial officer (CEO) at a major Fortune 500 company, but somehow he had expected it to feel better than this. Don Thompson, the former CEO who had recently “retired” had not been just his boss, but his friend. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. He had not taken personal joy in seeing either his friend or his company fail. Rather, Easterbrook had fantasized about inheriting the company at its peak and taking it to new heights—not finding the corporate giant on its knees in desperate need of a way to get back up. The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in 12 brief months (see Exhibits 1 and 2). In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent).3 Sales continued to decline over the next two years.
    [Show full text]
  • June, 2014 What Ails Mcdonald's?
    June, 2014 What Ails McDonald’s? How Can It Be Fixed? A Three-Part Analysis This inaugural issue of IAP’s Commentary and Insight collects three columns recently published by Milo Jones, one of our Managing Directors, on the investment website Seeking Alpha. They addressed the strategic problems facing one of the nation’s most respected QSR chains, McDonalds (MCD). While aimed at MCD investors, these pieces summarize IAP’s views on several of the trends and challenges facing QSR restaurants today: increasing menu complexity versus clarity of offering; changing perceptions of food integrity; and the delicate balance between franchisees and franchisors. Naturally, some of the discussion is unique to McDonald’s, but we believe that some of these dilemmas are worth considering by other restaurant firms and restaurant investors. Insight Advisory Partners is a trusted adviser for food and beverage companies seeking to raise between $5 – $100 million of capital for growth, acquisitions and other value enhancing initiatives. We also advise our clients on many aspects of corporate and financial strategy including strategic growth initiatives, capital raising strategies, acquisitions and divestitures. We also perform retained search, due diligence, pre-and post-merger integration, turnarounds and financial restructuring activities. Our partners bring both domestic and international experience. For more information please visit us at www.insightadvisorypartners.com or call 312.399.3627. Certain member of Insight Advisory Partners are registered representative of, and securities are offered through, StillPoint Capital, Member FINRA/SIPC, Tampa, FL. StillPoint Capital is not affiliated with Insight Advisory Partners. Please see the end of this document for a disclosure statement.
    [Show full text]
  • 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.
    [Show full text]
  • SECURITIES MCDONALDS DERIVATIVE SUIT Complaint.Pdf
    EFiled: Jul 28 2021 03:09PM EDT Transaction ID 66805577 Case No. 2021-0642-JTL IN THE COURT OF CHANCERY OF THE STATE OF DELAWARE PHYLLIS GIANOTTI, Derivatively on Behalf C.A. No. 2021-0642-JTL of the Nominal Defendant, MCDONALD’S CORPORATION, Plaintiff, PUBLIC VERSION v. FILED 7/28/21 LLOYD H. DEAN, ROBERT A. ECKERT, MARGARET H. GEORGIADIS, ENRIQUE HERNANDEZ, JR., JOHN J. MULLIGAN, SHEILA PENROSE, JOHN W. ROGERS, JR., MILES D. WHITE, CATHERINE ENGELBERT, STEPHEN JAMES EASTERBROOK, CHRISTOPHER KEMPCZINSKI, DAVID FAIRHURST, CHARLES STRONG, and MORGAN LEWIS & BOCKIUS LLP, Defendants, v. MCDONALD’S CORPORATION, Nominal Defendant. VERIFIED STOCKHOLDER DERIVATIVE COMPLAINT Plaintiff Phyllis Gianotti (“Plaintiff,” “Gianotti,” or “Stockholder”), by her attorneys, respectfully submits this Verified Stockholder Derivative Complaint for the benefit of Nominal Defendant McDonald’s Corporation (“McDonald’s” or the “Company”) against certain members of its Board of Directors (the “Board”) and officers (together, “Individual Defendants”) to remedy Individual Defendants’ breaches of fiduciary duties (or the aiding and abetting of such breaches) concerning their oversight duties into enterprise risks concerning racial discrimination and sexual harassment and misconduct, as well as for committing corporate waste, and against Morgan Lewis & Bockius LLP (“Morgan Lewis”) for aiding and abetting such breaches of fiduciary duties. Plaintiff makes these allegations upon personal knowledge as to those allegations concerning Plaintiff and, as to all other matters,
    [Show full text]
  • 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.
    [Show full text]
  • Mcdonald's Corporation | 2012 Annual Report
    2012 Annual Report 2012 Highlights Global Comparable Earnings Per Average Number of Sales Growth Share Growth Customers Served Every Day % %* 3.1 5 69 million * in constant currencies McWraps | Europe McCafé Strawberry Banana Smoothie | USA Now more than ever, customers truly care about good food. The Golden Arches have always stood for quality, consistency and value. But today they also promise unique tastes, modern choices and real ingredients. Our World Famous Fries and our iconic Big Mac sandwich share the menu with tempting specialty coffees and creative new selections that put the fun in real fruits and vegetables. Wholesome ingredients like 100% beef, whole grains and freshly cracked eggs make it easy to enjoy quality food, every time, all at the speed of McDonald’s. Le M Burger | France Green Salad | Argentina McDonald’s Corporation 2012 Annual Report | 1 Sydney | Australia To Our Valued Shareholders: Our founder, Ray Kroc, made a statement about how we operate our business that is as relevant today as it was 60 years ago: “Take calculated risks. Act boldly and thoughtfully. Be an agile company.” 2012 was a testament to our resilient business model, the talented and aligned System of McDonald’s franchisees, supplier partners and company employees, and our broad experience in every type of operating environment. We grew global comparable sales 3.1% and Systemwide sales 5%*. We increased operating income 4%* and diluted earnings per share 5%*. And, we returned $5.5 billion to shareholders through dividends and share repurchases. We grew market share despite the flat to declining trend in the informal eating-out industry.
    [Show full text]
  • Bad Reputation, Customer Attrition and Marketing of the Future: Can the Management of a Company Save It from a Scandal?
    Dipartimento di Impresa e Management Cattedra di Marketing Bad reputation, Customer attrition and Marketing of the future: Can the management of a company save it from a scandal? RELATORE CANDIDATO PROF. De Angelis Matteo Nicolai Franco Gabriele Matr. 186081 ANNO ACCADEMICO 2015-2016 1 CONTENTS Introduction 4 Chapter I: The global theory behind crisis management………………………………………..5 1.1 Crisis Management: what is it?.......……………………………………………………………..5 1.2 When and why a crisis occurs: All the types of crises…………………………………………..8 1.3 Bad Reputation & Re-branding: another way of getting into a crisis…………………………..10 1.4 Reputation Building…………………………………………………………………………….15 1.5 A link between reputation and management…………………………………………………....20 1.6 Customer Attrition……………………………………………………………………………....23 1.7 What is a ‘Corporate Scandal’?....................................................................................................25 CHAPTER II: Beyond theory into practise: All the cases & the reasons behind the customer attrition and the Ethical scandal…………………………………………………..27 2.1 The Parmalat Scandal…………………………………………………………………………...27 2.1.1 Parmalat’s history before the crisis: a short introduction………………………………...27 2.1.2 Parmalat’s Bankruptcy Timeline………………………………………………………....28 2.1.3 Parmalat: nowadays in brief……………………………………………………………...30 2.1.4 Records&Statistics about Parmalat: before and after the crisis………………………….30 2.1.5 The Sales of Parmalat over time………………………………………………………....33 2.1.6 Parmalat born again……………………………………………………………………...35 2.2 Volkswagen’s
    [Show full text]
  • THE BATTLE to DO GOOD: Inside Mcdonald's Sustainability Journey
    THE BATTLE TO DO GOOD Praise for The Battle To Do Good: Bob Langert is a pioneer of the sustainability field and an artful storyteller. The Battle To Do Good is a compelling narra- tive about an iconic company’s journey to be the best it can be for society and its shareowners. It is a new type of business book for leaders in the twenty-first century marketplace. The book is overflowing with great stories from the frontlines in sustainability and activism, as well as the back rooms of one of the most influential companies on the planet. A fun and informative read! Dave Stangis, VP, Corporate Responsibility and Chief Sustainability Officer, Campbell Soup Company The collaboration between McDonald’s and EDF 30 years ago changed the corporate sustainability landscape. Bob was there, and he stayed with the company for another quarter century, leading them through many sustainability initiatives. In The Battle To Do Good, he provides a first-hand account of the most interesting and impactful of those episodes in what amounts to a series of well-told stories interspersed with pithy take- aways and principles. Bob’s insights into the complex interac- tions with internal and external stakeholders are especially compelling. Anyone curious about the messy reality of leading meaningful change in corporations will find this fascinating, and because the stories amount to a series of real-world case studies, it is also ideal for college classes in sustainability. Jonathan Johnson, Walton College Professor of Sustainability, Sam M. Walton College of Business, University of Arkansas; Founder and Chairman of the Board, The Sustainability Consortium Transforming the world’s largest fast-food chain into a sus- tainability leader is not for the faint of heart, but Bob Langert embraced it wholeheartedly.
    [Show full text]
  • 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.
    [Show full text]
  • Byrd V. Mcdonald's USA
    Case: 1:20-cv-06447 Document #: 1 Filed: 10/29/20 Page 1 of 63 PageID #:1 UNITED STATES DISTRICT COURT NORTHERN DISTRICT OF ILLINOIS EASTERN DIVISION JAMES BYRD, JR. and DARRELL BYRD, for themselves and on behalf of all others similarly situated, Case No.: _________________1:20-cv-6447 Plaintiffs, JURY TRIAL DEMANDED v. MCDONALD’S USA, LLC, a Delaware limited liability company, and MCDONALD’S CORPORATION, a Delaware corporation, Defendants. CLASS ACTION COMPLAINT Case: 1:20-cv-06447 Document #: 1 Filed: 10/29/20 Page 2 of 63 PageID #:2 TABLE OF CONTENTS INTRODUCTION..........................................................................................................................1 THE PARTIES .............................................................................................................................11 JURISDICTION AND VENUE ..................................................................................................16 FACTUAL ALLEGATIONS COMMON TO ALL COUNTS ................................................17 A. The McDonald’s Franchise Model: Unequal Bargaining, Captive Tenants, Discriminatory Franchise Agreements, and Misleading Financial Disclosures ....17 (i) The Franchise Agreement ..............................................................19 (ii) Entry into the McDonald’s Franchise System ...............................22 (iii) The Cost to Own and Operate a McDonald’s Franchise ...............23 (iv) The Cost to Own and Operate a Black McDonald’s Franchise: A Financial Suicide Mission ..........................................................25
    [Show full text]
  • Mcdonalds' Standards of Business Conduct
    McDonalds’ Standards of Business Conduct (U.S. Version) The Promise of the Golden Arches “The basis for our entire business is that we are ethical, truthful and dependable. It takes time to build a reputation. We are not promoters. We are business people with a solid, permanent, constructive ethical program that will be in style…years from now even more than it is today.” Ray Kroc, 1958 Dear Fellow McDonald’s Employee, For more than 50 years McDonald’s has been a company guided by core values. Our founder, Ray Kroc, built this great company on the seven basic principles that continue to guide our behavior, actions and decisions every day: We place the customer experience at the core of all we do We are committed to our people We believe in the McDonald’s System We operate our business ethically We give back to our communities We grow our business profitably We strive continually to improve Inherent in each value is our commitment to be ethical, truthful and dependable. This commitment is articulated through our Standards of Business Conduct. In today’s environment of complex laws and regulations, the Standards provide direction for many of the complicated areas we face. In addition to abiding by the Standards, we must continue to openly communicate by asking questions and raising issues, even when doing so might be difficult. The McDonald’s name is trusted and respected around the world. Each of us, from the crew room to the boardroom, is an ambassador for McDonald’s in all that we say and do.
    [Show full text]