DOCSLIB.ORG

Mcdonalds' Standards of Business Conduct

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read 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. Your commitment to doing what’s right keeps the shine on the Arches worldwide. Thank you. Don Thompson President and CEO McDonald’s Values We place the customer experience at the core of all we do Our customers are the reason for our existence. We demonstrate our appreciation by providing them with high quality food and superior service, in a clean, welcoming environment, at a great value. Our goal is QSC&V for each and every customer, each and every time. We are committed to our people We provide opportunity, nurture talent, develop leaders and reward achievement. We believe that a team of well-trained individuals with diverse backgrounds and experiences, working together in an environment that fosters respect and drives high levels of engagement, is essential to our continued success. We believe in the McDonald’s System McDonald’s business model, depicted by the “three-legged stool” of owner/operators, suppliers, and company employees, is our foundation, and the balance of interests among the three groups is key. We operate our business ethically Sound ethics is good business. At McDonald’s we hold ourselves and conduct our business to high standards of fairness, honesty, and integrity. We are individually accountable and collectively responsible. We give back to our communities We take seriously the responsibilities that come with being a leader. We help our customers build better communities, support RMHC, and leverage our size, scope and resources to help make the world a better place. We grow our business profitably McDonald’s is a publicly-traded company. As such, we work to provide sustained profitable growth for our shareholders. This requires a continuing focus on our customers and the health of our system. We strive continually to improve We are a learning organization that aims to anticipate and respond to changing customer, employee and system needs through constant evolution and innovation. We aspire to be our customers’ favorite place and way to eat. To achieve this mission, our actions as individuals and as a system must reflect our Values. Standards of Business Conduct – U.S. Version 2 TABLE OF CONTENTS Introduction………………………....4 Owner/Operator Community and Giving Back…23 Relationships……………………….13 The Standards of Business Political Activities…………………23 Conduct…………………………….….4 Supplier Relationships … … … … 13 Corporate Social Responsibility Applicability of Standards…….4 Ethics … … … … … … … … … … … … … . 15 & Sustainability …………………….24 Publication, Amendments and Protecting Company Assets…15 Profitable Growth … … … … … … … 25 Waivers………………………………..4 Fraud……………………………………15 Fair Competition and Management Commitment….5 Antitrust ……………………………….25 Conflicts of Interest……………..15 Additional Responsibilities of Trade Practices…………………….25 Supervisory Employees………..5 Disclosing Conflicts of Interest……………………………….16 Inside Information and Personal Accountability……….5 Securities Trading…………………26 Related Persons………………….16 Open Communication/Business Communicating with the Integrity Line………………………..5 Conflict of Interest Public……………………………………26 Guidelines…………………………..16 Our Customers……………………..7 Subpoenas and Government Doing Business with Relatives Inquiries……………………………….26 Product Quality and Safety…..7 and Friends … … … … … … … … … … 17 Continuous Improvement…….27 Confidential Information………7 Nepotism … … … … … … … … … … … . 17 Corporate Governance and Marketing……………………………..8 Outside Employment and Other Internal Controls………………….27 Business Arrangements………17 Data Privacy and Protection…8 Internal Gifts, Favors & Business Investigations……………………….27 Our People………………………….10 Entertainment……………………..18 Reporting Concerns……………..27 Employment Experience…….10 Outside Investments … … … … … 18 Additional Resources……………28 Protection Against Electronic Communications Retaliation…………………………..10 Usage … … … … … … … … … … … … … ..19 People/Your Extended Team…………………………………….28 Human Rights……………………...11 Busines s Records and Communications………………….19 Policies/Your Extended Respect and Dignity…………….11 Information Network……………28 The Letter and Spirit of the Dating………………………………….11 Law………………………………………20 Reporting Suspected Violations of the Standards…………………..28 Inclusion and Diversity………..12 Financial Crime, Money Laundering and Anti-Terrorism Keeping the Shine on our Safe Workplace…………………..12 Laws and Regulations………….20 Arches…………………………………29 Alcohol and Drugs……………….12 Export/Import Controls………..21 McDonald’s System…………….13 Anti-Corruption…………………….21 Acting in the Best Interest of the Our Communities…………………23 System……………….………………..13 Standards of Business Conduct – U.S. Version 3 INTRODUCTION THE STANDARDS OF BUSINESS CONDUCT These Standards of Business Conduct are a guide to the ethical and legal responsibilities that we share as members of the McDonald’s family. This is not a complete rulebook that addresses every ethical issue that might arise, and is not a summary of all laws and policies that apply to McDonald’s business. It is not a contract, and it does not replace good judgment. Rather, the Standards give us guidance and direct us to resources to help us make the right decisions. APPLICABILITY OF STANDARDS These Standards of Business Conduct apply to employees of McDonald’s Corporation and its majority- owned subsidiaries worldwide (referred to in these Standards as “McDonald’s” or “the Company”).1 Non-employee members of McDonald’s Board of Directors must abide by the Code of Conduct for the Board of Directors of McDonald’s Corporation, which is posted and maintained at the McDonald’s website at www.mcdonalds.com. The Standards do not apply to our owner/operators, suppliers, non- controlled affiliates, or any of their directors or employees. However, as members of the McDonald’s system, they are expected to be aware of the Standards. We encourage them to develop their own policies, procedures, training programs and certifications that are consistent with the spirit of the Standards, and to fully support our employees in complying with the Standards. This shared commitment will help ensure that we maintain our reputation as a company that conducts business with integrity. PUBLICATION, AMENDMENTS AND WAIVERS The current version of the Standards of Business Conduct will be posted and maintained on the McDonald’s website at www.mcdonalds.com. Amendments will also be posted on the website, as required by applicable law. Waivers of the Standards for executive officers must be approved by the Audit Committee of the Board of Directors and disclosed promptly as required by law. Because the Standards are revised periodically, please check the website for the most recent version. 1 The relationship between McDonald’s and each of its employees is known as “employment at will.” This means that either party to the employment relationship may terminate the relationship at any time for any reason, with or without cause or prior notice. Nothing in the Standards of Business Conduct creates any contractual rights between McDonald’s, its employees or any third party. McDonald’s reserves the right to determine how the Standards apply to any particular situation, and to amend or modify the Standards as appropriate without prior notice or agreement. The applicability of any amendments or modifications to an individual employee will depend on the circumstances and applicable law. Nothing in the Standards is intended to prohibit employees from discussing wages, terms or other conditions of employment, or to affect employees’ rights to report matters to governmental authorities in accordance with applicable law. Standards of Business Conduct – U.S. Version 4 MANAGEMENT COMMITMENT McDonald’s management is committed to living up to high standards of ethical behavior. The McDonald’s Board of Directors oversees the Company’s commitment to ethics and compliance with legal standards. To help our employees live up to our Standards of Business Conduct, McDonald’s has established the Global Compliance Office. This office is responsible for overseeing the Company’s compliance
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 and the Rise of a Children's Consumer Culture, 1955-1985
    Loyola University Chicago Loyola eCommons Dissertations Theses and Dissertations 1994 Small Fry, Big Spender: McDonald's and the Rise of a Children's Consumer Culture, 1955-1985 Kathleen D. Toerpe Loyola University Chicago Follow this and additional works at: https://ecommons.luc.edu/luc_diss Part of the History Commons Recommended Citation Toerpe, Kathleen D., "Small Fry, Big Spender: McDonald's and the Rise of a Children's Consumer Culture, 1955-1985" (1994). Dissertations. 3457. https://ecommons.luc.edu/luc_diss/3457 This Dissertation is brought to you for free and open access by the Theses and Dissertations at Loyola eCommons. It has been accepted for inclusion in Dissertations by an authorized administrator of Loyola eCommons. For more information, please contact [email protected]. This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 License. Copyright © 1994 Kathleen D. Toerpe LOYOLA UNIVERSITY OF CHICAGO SMALL FRY, BIG SPENDER: MCDONALD'S AND THE RISE OF A CHILDREN'S CONSUMER CULTURE, 1955-1985 A DISSERTATION SUBMITTED IN CANDIDACY FOR THE DEGREE OF DOCTOR OF PHILOSOPHY DEPARTMENT OF HISTORY BY KATHLEEN D. TOERPE CHICAGO, ILLINOIS MAY, 1994 Copyright by Kathleen D. Toerpe, 1994 All rights reserved ) ACKNOWLEDGEMENTS I would like to thank McDonald's Corporation for permitting me research access to their archives, to an extent wider than originally anticipated. Particularly, I thank McDonald's Archivist, Helen Farrell, not only for sorting through the material with me, but also for her candid insight in discussing McDonald's past. My Director, Lew Erenberg, and my Committee members, Susan Hirsch and Pat Mooney-Melvin, have helped to shape the project from its inception and, throughout, have challenged me to hone my interpretation of McDonald's role in American culture.
    [Show full text]
  • Regiocentric Orientation Strategy in Fast Food Chain
    IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 8.Ver. I (Aug. 2015), PP 01-04 www.iosrjournals.org Regiocentric orientation strategy in fast food chain Prof. Kunal Bhanubhai Upadhyay BBA Faculty, SRK Institute of Management & Computer Education, Sapeda-Anjar (Gujarat). India. Abstract: Fast food restaurants usually have a seating area in which customers can eat the food on the premises, orders are designed to be taken away, and traditional table service is rare. Orders are generally taken and paid for at a wide counter, with the customer waiting by the counter for a tray or container for their food. A "drive-through" service can allow customers to order and pick up food from their cars. Nearly from its inception, fast food has been designed to be eaten "on the go" and often does not require traditional tableware and is eaten as a finger food. Common menu items at fast food outlets include fish and chips, sandwiches, pitas, hamburgers, fried chicken, french fries, chicken nuggets, tacos, pizza, and ice cream, although many fast food restaurants offer "slower" foods like chili, mashed potatoes, and salads. McDonald's in the United States will have the same experience as someone visiting a McDonald's in Japan. The interior design, the menu, the speed of service, and the taste of the food will all be very similar. However, some differences do exist to modify to particular cultural differences. I. Introduction Mcdonald’s & Its Global Strategies The purpose of this document is to analyze the existence of McDonald’s Corporation and its Global Strategies.
    [Show full text]
  • Antero Maximiliano Dias Dos Reis Mcdonald's
    ANTERO MAXIMILIANO DIAS DOS REIS MCDONALD’S: A DURA FACE DO TRABALHO FLEXÍVEL NO MUNDO JUVENIL (FLORIANÓPOLIS, 2000-2007) FLORIANÓPOLIS – SC 2009 Livros Grátis http://www.livrosgratis.com.br Milhares de livros grátis para download. UNIVERSIDADE DO ESTADO DE SANTA CATARINA - UDESC CENTRO DE CIÊNCIAS HUMANAS E DA EDUCAÇÃO – CCE/FAED PROGRAMA DE PÓS-GRADUAÇÃO EM HISTÓRIA ANTERO MAXIMILIANO DIAS DOS REIS MCDONALD’S: A DURA FACE DO TRABALHO FLEXÍVEL NO MUNDO JUVENIL (FLORIANÓPOLIS, 2000-2007) Dissertação de Mestrado apresentada ao Programa de Pós-Graduação em História da Universidade do Estado de Santa Catarina, como requisito para obtenção de título de Mestre em História. Orientadora: Dra. Sílvia Maria Fávero Arend FLORIANÓPOLIS – SC 2009 2 ANTERO MAXIMILIANO DIAS DOS REIS MCDONALD’S: A DURA FACE DO TRABALHO FLEXÍVEL NO MUNDO JUVENIL (FLORIANÓPOLIS, 2000-2007) Dissertação aprovada como requisito parcial para obtenção do grau de Mestre, no curso de Pós-Graduação em História na Universidade do Estado de Santa Catarina. Banca Examinadora: Orientadora:_______________________________________________________ Dra. Sílvia Maria Fávero Arend Universidade do Estado de Santa Catarina Membro: _________________________________________________________ Dra. Cristiani Bereta da Silva Universidade do Estado de Santa Catarina Membro: _________________________________________________________ Dra. Esmeralda Blanco Bolsonaro de Moura Universidade de São Paulo FLORIANÓPOLIS, fevereiro de 2009. 3 Dedico à Sônia, Patrícia e Jade. 4 AGRADECIMENTOS: Gratidão, esta palavra-tudo. Agradeço, primeiramente, a minha estimada orientadora: Professora Doutora Sílvia Maria Fávero Arend, por ter acreditado e confiado na possibilidade da realização desta pesquisa, por tê-la tornado realmente possível. Agradeço- lhe por esta difícil tarefa que é orientar, por sua ajuda, dedicação e interesse. Agradeço à Professora Doutora Cristiani Bereta da Silva, que tem me oportunizado ideias valorosas com seu conhecimento e sensibilidade.
    [Show full text]
  • Diplomova Prace
    VYSOKÉ U ČENÍ TECHNICKÉ V BRN Ě BRNO UNIVERSITY OF TECHNOLOGY FAKULTA PODNIKATELSKÁ ÚSTAV EKONOMIKY FACULTY OF BUSINESS AND MANAGEMENT INSTITUTE OF ECONOMICS ŘÍZENÍ LIDSKÝCH ZDROJ Ů U MCDONALD‘S MCDONALD'S HUMAN RESOURCE MANAGEMENT DIPLOMOVÁ PRÁCE MASTER’S THESIS AUTOR PRÁCE JAN POPELÁ Ř AUTHOR VEDOUCÍ PRÁCE PHDR. ING. JI ŘÍ POKORNÝ, CSC. SUPERVISOR BRNO 2008 Anotace Diplomová práce se zabývá problematikou řízení lidských zdroj ů v restauraci McDonald‘s. Práce je rozd ělena na dv ě části. První část je teoretická a vymezuje všechny základní pojmy. Praktická část se dále d ělí na analytickou, v níž najdeme informace o spole čnosti Baierová spol. s r.o. a návrhovou, která se zabývá dalšími možnostmi motivace a implementaci nové motiva ční metody. V záv ěru potom najdeme odhad p řínosu pro firmu a zhodnocení. Annotation Master’s thesis solves the question of human resource management in the McDonald’s restaurant. My thesis has two main parts. The first is desk study with fundamental terms. Practical part forks on first analysis part, where you can find information about the company, and second concept part, which considers about next motivation possibilities and implementation of new motivation method. In the end of the thesis you can find income estimation and complete evaluation. Klí čová slova: řízení lidských zdroj ů, motivace, franšízing, vedení lidí, systém odm ěn. human resource management, motivation, franchising, human leadership, bonus system. Bibliografická citace mé práce: POPELÁ Ř, J. Řízení lidských zdroj ů u McDonald‘s. Brno: Vysoké u čení technické v Brn ě, Fakulta podnikatelská, 2008. 93 s. Vedoucí diplomové práce PhDr.
    [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]
  • 2020 Annual Report 3 Franchisees Are Also Responsible for Reinvesting Capital in Their Businesses Over Time
    cover Annual Report 2020 Annual Letter to Shareholders Emerging from 2020 in a position of strength Dear Shareholders, While conditions were challenging in most markets, we still achieved nearly $20 billion in full year revenue and over $90 the Global McFamily billion in full year Systemwide sales. We were well-positioned to effectively navigate such challenging circumstances and our Customers, because of our operating model, our focus on running great restaurants and our many competitive strengths, including our formidable Drive Thru presence. We also were well- At McDonald’s, we are privileged to be active positioned due to the significant investments we’ve made in participants in the local communities where we live, recent years to develop our digital and delivery capabilities, work and serve. That means we reflect the values and which proved to be a boon throughout the pandemic. understand the needs of the customers and people we The US delivered its sixth consecutive year of positive strive to put first every day. This was especially prudent comparable sales, and average US franchisee restaurant as we navigated the COVID-19 pandemic and societal operating cash flow reached an all-time high in 2020, after challenges within this past year. Through it all, and with a previous all-time high in 2019. Elsewhere, Japan and the strength of our McFamily and a values-led mindset, Australia posted five and seven consecutive years of positive we did the right thing from the start. We prioritized comparable sales growth, respectively. Markets that had the safety of restaurant crew and customers; we took to significantly reduce operations or face closures due important steps to preserve our financial flexibility; we to government restrictions did so with remarkable agility leveraged the power of our supply chain; and we stood and care.
    [Show full text]
  • Mcdonald's Acronym Dictionary
    McDonald’s Acronym Dictionary A AA: Affirmative Action AACM: African American Consumer Market ABC: Activity-Based Costing ABR: Automated Business Review ABS: Automatic Beverage System AC or A/C: Average Check ACD: Automated Call Distribution ACH: Automated Clearinghouse ACL: Access Control List ACM: Accountability Model ACM: Area Construction Manager ACM: Asian Consumer Market ACS: Affiliated Computer Services ACT: ACTivated AD: Active Directory ADB: All Day breakfast ADA: Americans with Disabilities Act ADCS: Active Directory Certificate Services ADDS: Active Directory Domain Services ADFS: Active Directory File System ADID: Active Directory IDentification ADM: Application Development and Maintenance ADM: Azure Data Movement ADP: Accelerated Development Program ADPL: Accelerated Deployment Plan Lead (person) ADP.Net: ActiveX Data Objects for .NET ADRMS: Active Directory Rights Management Services ADS: Average Daily Shipments ADT: Average Daily Traffic ADU: Average Daily Units ADUC: Active Directory Users and Computers (window) AEC: Architecture/Engineering/Construction/Computer Systems AEN: Asian Employee Network AES: Advanced Encryption Standard AET: Agency EID Tool (eID Management) AFIT: APMEA Food Improvement Team AGT: Assessment Grading Tool AHU: Average Hourly Unit AI: Assembly Item AJCC: All Japan Crew Contest ALC: APMEA Logistics Council ALDP: APMEA Leadership Development Program AMA: American Marketing Association AMCD: AccessMCD AMD: Area Managing Director AMD: Area Market Developer AMO: Another Most Often AMO: Application Management
    [Show full text]
  • THE MARKET Dining out Has Always Been a Popular
    br4_078-079 6/22/05 6:47 PM Page 78 THE MARKET 100 million hamburgers within its first Dining out has always been a popular three years, and the 100th McDonald’s social activity. These days, eating away restaurant opened in 1959. In 1961, from home is a part of everyday life Kroc paid $2.7 million to buy out the that many people take for granted. McDonald brothers’ interest, and in However, meals in restaurants were 1963 the billionth McDonald’s ham- once only an occasional indulgence burger was served live on prime-time enjoyed by a privileged few. The pop- TV. The brand proved equally popular ular food service revolution of the last outside the United States. McDonald’s 50 years changed all that. quickly established successful inter- Today, dining out is a social activ- national markets in Canada, Japan, ity enjoyed every day throughout the Australia, and Germany. Today, more world by people of all ages and back- than 1.5 million people work for grounds. For McDonald's, this little bit McDonald’s around the globe. of sociology translates into tens of millions of customers daily. THE PRODUCT From its early roots as a small, family- ACHIEVEMENTS run hamburger restaurant, McDonald's McDonald’s is the leading restaurant has evolved into an American icon. brand, with over 30,000 local restau- While McDonald’s core menu of ham- rants serving nearly 50 million cus- burgers, cheeseburg- tomers daily in more than 119 ers, and World Famous countries and more than 13,500 com- Fries remain the main- munities across the United States.
    [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]
  • Your Path to Becoming a Mcdonald's Franchisee
    Your Future. Made at McDonald’s. Your path to becoming a McDonald’s franchisee. 1 Prospective McDonald’s Franchisee, Thank you for your interest in McDonald’s. Under the arches, there is immense opportunity to grow and prosper with one of the world’s strongest brands. We stand tall on the shoulders of our founders. Ray Kroc and Fred Turner grew McDonald’s on bold ambition and four core principles that we still carry with us: Quality, Service, Cleanliness and Value. Fast forward to today and we are changing the face of our brand. Through our growth plan, customers are seeing a more modern McDonald’s, and we are evolving by improving our food, experience, people and value. McDonald’s is 95% franchised in the U.S., and we are outperforming our competition due to the hard work and commitment of our franchisees. As you will see throughout this brochure, franchisees are the key ingredient to our brand. As a franchisee, you have the unmatched resources of our system. This includes experts who provide support and consultation in areas such as marketing, operations, HR and finance. There is also extensive training to give you a strong foundation to drive sales, guest counts and cash flow. We find the franchisees who have the best success are willing to be involved in every aspect of the business, have great interpersonal skills, and are heavily involved in their community. While there is great responsibility that comes with owning a franchise and upholding a brand like ours, we believe our franchise model is the best in the world, and can reap many rewards for those who are willing to put in the work.
    [Show 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.
    [Show full text]