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Tag: McDonalds

  • The enormous cost of McDonald’s Russian exit

    The enormous cost of McDonald’s Russian exit

    McDonald’s became the symbol of glasnost in action 30 years ago when it opened its first restaurant in Moscow. But after temporarily shutting down more than 800 restaurants following the invasion of Ukraine, McDonald’s has decided to leave Russia altogether.

    The burger chain will sell its Russia business, saying the “humanitarian crisis caused by the war in Ukraine, and the precipitating unpredictable operating environment, have led McDonald’s to conclude that continued ownership of the business in Russia is no longer tenable, nor is it consistent with McDonald’s values.”
    In March, shortly after the war began, McDonald’s followed other Western companies and temporarily shut down its restaurants in Russia.
    Once the sale is finalized, the Russian restaurants will be “de-Arched,” meaning the locations will no longer be allowed to use the McDonald’s name, logo or menu. McDonald’s said its employees will still be paid until the transaction closes and that “employees have future employment with any potential buyer.”
    CEO Chris Kempczinski said he’s proud of the more than 60,000 workers employed in Russia and said the decision was “extremely difficult.”
    “However, we have a commitment to our global community and must remain steadfast in our values. And our commitment to our values means that we can no longer keep the Arches shining there,” he said.
    The decision brings to a remarkable end McDonald’s three-decade relationship with Russia. McDonald’s opened the doors of its first restaurant in Moscow on January 31, 1990. More than 30,000 were served and the Pushkin Square location had to stay open hours later than planned because of the crowds.
    Its arrival in Moscow was about more than just Big Macs and fries, noted Darra Goldstein, a Russia expert at Williams College. It was the most prominent example of Soviet Union President Mikhail Gorbechev’s attempt to open up his crumbling country to the outside world.
    “There was a really visible crack in the Iron Curtain,” she previously said. “It was very symbolic about the changes that were taking place.” About two years later, the Soviet Union would collapse.
    McDonald’s exit “represents a new isolationism in Russia, which must now look inward for investment and consumer brand development,” said Neil Saunders, managing director of GlobalData said in a note Monday. He added that other Western brands take “principled stance on the concepts of freedom and democracy” and revisit their businesses in Russia.
    McDonald’s will take a significant write-off from exiting Russia — between $1.2 billion to $1.4 billion. Shares were barely changed in early trading.
    “The fact that McDonald’s owns most of its restaurants in Russia means there is an asset rich business to sell,” said Saunders. “However, given the circumstances of the sale, the financial challenges faced by potential Russian buyers, and the fact that McDonald’s will not license its brand name or identity, it is unlikely the sale price will be anywhere near the pre-invasion book value of the business.”
    In its most recent earnings report, McDonald’s said closing its restaurants in Russia had cost it $127 million last quarter. Nearly $27 million came from staff costs, payments for leases and supplies. The other $100 million was from food and other items it will have to dump.
    McDonald’s had 847 restaurants in Russia at the close of last year, according to an investor document. Together with another 108 in Ukraine, they accounted for 9% of the company’s revenue in 2021.
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  • McDonald’s faces massive court claim over ‘shameful’ worker treatment

    McDonald’s faces massive court claim over ‘shameful’ worker treatment

    Trade union SDA has lodged a multimillion claim in the Federal Court against McDonald’s Australia seeking compensation for about 900 current and former employees the union alleges have been denied paid rest breaks and misled about their rights.

    The action covers more than 110 restaurants across Australia directly owned and operated by the fast-food company and follows eight previous Federal Court claims lodged by the SDA against McDonald’s franchise operators.

    The claim, lodged in South Australia, is currently on behalf of 338 current and former McDonald’s staff employed across 92 restaurants, but the union is actively talking to others and has opened a website to recruit people who have worked for the company during the past six years, to join the action.

    SDA national secretary, Gerard Dwyer describes the case as the biggest of its kind in Australian history, and “a groundbreaking moment for some of the most vulnerable workers across the country”.

    “The fact that one of the largest employers of young Australians (on junior rates of pay) has been deliberately and systematically denying teenagers their breaks is astonishing. It takes a lot of courage to openly stand up and speak out against their employer and the SDA is proud to stand with them in ensuring these workers get what they’re owed.”

    He said the action has the potential to impact thousands of workers Australia-wide and lead to millions of dollars of compensation payments if successful.

    The union wants affected workers to be paid compensation for working through their breaks and for the company to be penalised by the court for breaching the Fair Work Act.

    It alleges that along with concealing employees’ meal break entitlements, many store managers told workers they could have a free soft drink in lieu of a paid rest break and that they didn’t receive the breaks as they could go to the toilet or have a drink whenever they needed to. The SDA says the law provides for a 10-minute break for any staff member who works a shift of four hours or more.

    “McDonald’s have been feeding crew members a cock and bull story about their break entitlements for too long,” said SDA South Australian branch secretary, Josh Peak.

    “Fast food restaurants are busy, hot and the work is exhausting – it’s shameful to think young workers have been denied their rightful breaks and told they don’t exist. Paid rest and drink breaks aren’t optional, they’re a right for all fast-food workers,” he said.

    “It shouldn’t have to take nine Federal Court claims for McDonald’s to clean up their act.”

  • McDonald’s Yagoona store reopens, 50 years since first restaurant unveiled

    McDonald’s Yagoona store reopens, 50 years since first restaurant unveiled

    McDonald’s is stepping back in time and reopening Australia’s first restaurant in Yagoona. Celebrating 50 years since the very first Macca’s opened its doors in December 1971, the new McDonald’s Yagoona will open on Friday and adopt its original 1970s prices. From 11 am to 1 pm on opening day the humble hamburger will be just 20 cents each, with a limit of four per customer, so you’ll need to get in quick to take advantage of the deal.

    Celebrating 50 years since the very first Macca’s opened its doors in December 1971, the new McDonald’s Yagoona will open on Friday and adopt its original 1970s prices

    The interior of the restaurant will reflect the original décor from half a century ago with a historic timeline on the wall, images of the 1971 restaurant, and a Happy Meal display with iconic toys from across the years.

    ‘We are incredibly proud to reopen McDonald’s Yagoona and recognize its important part of our history,’ Chief Executive Officer for McDonald’s Australia Andrew Gregory said.

    ‘Everything our customers know and love about McDonald’s Australia started at Yagoona from Happy Meals and birthday parties to first jobs and community contribution.

    The interior of the restaurant will reflect the original décor from half a century ago with a historic timeline on the wall, images of the 1971 restaurant, and a Happy Meal display with iconic toys from across the years

    ‘The reopening celebrates 50 years of supporting our customers, people, and communities in Australia. We look forward to once again serving the local community and welcoming back customers from the 70s, 80s, and 90s.’

    The new restaurant will operate 24 hours a day and feature a McCafé, dual-lane drive-thru, dedicated delivery partner room, and PlayPlace.

    In addition to the 20 cent hamburger, McDonald’s Yagoona will also sell $1 cheeseburgers and $2 coffee from December 17 to January 7 as part of a special promotion for customers.

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  • McDonald’s implements global inclusive workplace initiative

    McDonald’s implements global inclusive workplace initiative

    McDonald’s has unveiled an initiative to foster safe and inclusive workplace it calls Global Brand Standards.

    The policy will focus on four main areas: harassment, discrimination, and retaliation prevention; workplace violence prevention; restaurant employee feedback; and health and safety. The company says the standards have been set to further ensure physical and psychological safety for its employees and customers.

    “There are no shortcuts to ensuring that people feel safe, respected, and included at a McDonald’s restaurant,” said Chris Kempczinski, president and CEO of McDonald’s. “Our new Global Brand Standards reinforce our commitment to living our values such that at every interaction, everyone is welcome, comfortable and safe.”

    These standards will be implemented across 39,000 McDonald’s restaurants in more than 100 countries. From January, restaurants will be assessed and held accountable in accordance with the applicable McDonald’s market’s business evaluation processes. Training and reporting mechanisms will be established.

    McDonald’s said it will work closely with independent and third-party experts to support the implementation of the standards for franchisees.

    “McDonald’s has a responsibility and an opportunity to use our tremendous scale to drive change globally,” said Reto Egger, speaker group chair of the European Franchisee Leadership Group (EFLG) and franchise owner.

    “These refreshed standards and heightened measures of accountability are central to our culture, our business goals and the need in our society to foster more respect, safety, and inclusion.”

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  • McDonald’s logo temporary changed to promote social distancing

    McDonald’s logo temporary changed to promote social distancing

    International fast-food chain McDonald’s logo has been altered in some global markets to emphasize the importance of social distancing during the coronavirus crisis.

    The popular restaurant chain is largely closed for dine-in business in certain hard-hit areas globally but remains open for delivery or takeout. Venues have been closed completely in the UK and Ireland, while only 5 percent of outlets in the US are now closing dining spaces.

    The new McDonald’s logo campaign was unveiled in Brazil, with the golden arches represented in the brand logo separated to remind patrons of the need to keep a distance from each other during the course of the pandemic. The campaign was soon taken up in India.

    “Our customers, employees and communities are counting on us now more than ever to provide them the meaningful support, delicious food and good-paying jobs,” said McDonald’s US president Joe Erlinger.

    A statement from the firm read: “Guidelines have been shared with franchisees and restaurant general managers to support crew in adhering to social distancing best practices while on the job. This includes, among other items, updating configuration of crew on shift and following contactless operations procedures, etc”.

    https://youtu.be/BFgW4S6zOQU

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  • McDonald’s UK to scrap plastic Happy Meal toys

    McDonald’s UK to scrap plastic Happy Meal toys

    McDonald’s UK is ditching its plastic Happy Meal toys in favor of more sustainably produced alternatives in its stores.

    In a move to reduce the firm’s plastic waste by more than 3000 tons, from May onwards the firm will phase out the playthings it provides with its children’s meals and instead offer books, stuffed items or paper-based toys.

    Simultaneously, the restaurant chain will be collecting plastic toys back in its UK and Ireland restaurants to be recycled into play equipment for its children’s charities.

    McDonald’s UK has already been providing books as an option with its Happy Meals for several years under its Happy Reader program.

    “We care passionately about the environment and are committed to reducing plastic across our business,” said McDonald’s UK marketing chief Gareth Helm.

    “Families have high expectations of us and we’re working as hard as we can to give them the confidence that their Happy Meal is as sustainable as possible.”

  • McDonald’s to buy AI voice-technology company Apprente

    McDonald’s to buy AI voice-technology company Apprente

    Fast-food restaurant giant McDonald’s is underscoring its increasing focus on technology by acquiring AI voice-technology company Apprente.

    The company says the investment will expand its presence in the Bay Area technology sector and allow the company to integrate new teams with advanced technology skillsets into its business.

    Apprente is described as an “early-stage leader” in voice-based conversational technology.

    “The agreement marks another bold step in advancing employee and customer-facing innovations while further strengthening McDonald’s technology capabilities,” the company said in a statement.

    The Apprente team will be the founding member of a new, integrated, internal group within McDonald’s Global Technology team called McD Tech Labs. McDonald’s says it expects to grow its presence in Silicon Valley with the hiring of additional engineers, data scientists and other advanced technology experts to join McD Tech Labs to meet future business needs and support deployment.

    Before signing the deal, McDonald’s extensively trialled Apprente’s solutions in test restaurants, along with evaluating products from other companies in the voice-technology space.

    Apprente was founded in 2017 in Mountain View, California, to create voice-based platforms for complex, multilingual, multi-accent and multi-item conversational ordering.

    “In McDonald’s restaurants, this technology is expected to allow for faster, simpler and more accurate order taking at the Drive Thru with future potential to incorporate into mobile ordering and kiosks,” the company said.

    “Building our technology infrastructure and digital capabilities are fundamental to our Velocity Growth Plan and enable us to meet rising expectations from our customers, while making it simpler and even more enjoyable for crew members to serve guests,” said Steve Easterbrook, president and CEO at McDonald’s Corporation.

    “Apprente’s gifted team, and the technology they have developed, will form McD Tech Labs, a new group integrated in our global technology team that will take our culture of innovation one step further.”

    Dr Itamar Arel, co-founder of Apprente and VP of McD Tech Labs, said it was quite clear from various engagements that McDonald’s is leading the industry with technology.

    “Apprente was borne out of an opportunity to use technology to solve challenging real-world problems and we’re thrilled to now apply this to creating personalised experiences for customers and crew.”

    Previously, McDonald’s acquired Dynamic Yield, a leader in personalisation and decision-logic technology, which is now deployed in more than 8000 US restaurants and will be integrated into nearly all drive-thru restaurants in the US and Australia by the end of this year. McDonald’s will use the decision technology to provide a more personalised customer experience by varying outdoor digital Drive Thru menu displays to show food based on time of day, weather, current restaurant traffic and trending menu items. The decision technology can also instantly suggest and display additional items to a customer’s order based on their current selections.

    Earlier this year, McDonald’s also invested in Plexure, a mobile app vendor, to further advance the development of McDonald’s Global Mobile App.

  • Supermodel Gigi Hadid Named for McDonald’s role

    Supermodel Gigi Hadid Named for McDonald’s role

    Supermodel Gigi Hadid is facing criticism over her recent promotional Instagram post for McDonald’s.

    A photo of Hadid eating McDonald’s French fries at the Coachella music festival provoked a considerable backlash in the comments feed, with many observers taking issue with her partnership with a fast-food chain considered by many to be synonymous with obesity and poor health, considering her Instagram account is followed by 47 million people.

    Hadid’s photo caption, captioned “Pre festival with @mcdonalds yesterday fed & hydrated, thanks friends!” caused many to question her wisdom in choosing sponsors.

    One popular comment liked by more than 3600 people read “I really do not understand why you would promote McDonalds. In fact, it utterly baffles me why an intelligent, well informed and influential person like yourself would what to be affiliated with such a company. Surely it can’t be for the money? There are so many other ways to be ‘fed and hydrated.’”

    The comments have been said to reveal McDonald’s still has significant PR hurdles to overcome regarding the nutritional content of its offering, despite recent moves to become seen as a “modern, progressive” burger chain.

    As one comment put it, “Awful partnership Gigi. McDonald’s is poison.”

  • McDonald’s challenging US market mitigated by international sales

    McDonald’s challenging US market mitigated by international sales

    Strong international sales ensured respectable McDonald’s results in the latest quarter as the fast-food giant encountered challenges in its core US market. Global sales slipped 3 per cent in the three months to December, to US$5.16 billion, although this was largely due to currency translations, without which sales would have been flat. While the company did not break out Asian performance, it said international same-store revenue rose 5.2 per cent.

    Same-store sales in the US rose 2.3 per cent, primarily due to increased prices, given foot traffic in stores fell by 2.2 per cent. Global visitor numbers crept up by a mere 0.2 per cent.

    Breakfast remains its most challenging category, with the chain struggling to attract diners in the mornings. While that mealtime accounts for about a quarter of its total sales, the breakfast market is experiencing fierce competition among rival chains.

    “We’re doing well with average check growth but we really want the customer to come back and more often,” CEO Steve Easterbrook said in an investor presentation about the McDonald’s results.

    He said McDonald’s is trying to recover breakfast customers by trialling different price promotions, launching localised advertising campaigns and improving the drive-through service.

    More stores, more kiosks

    Globally, McDonald’s plans to open a net 750 new stores this year. It will also speed up the rollout of its digital touchscreen ordering systems. Easterbrook says stores with self-ordering kiosks were achieving higher sales than those without.

    Commenting on the McDonald’s results, Neil Saunders, MD of GlobalData Retail, said the kiosks and order-by-app services need to be rolled out faster.

    “This isn’t just a case of installing and implementing the technology, it is about getting customers to actually use it. Consumers need to be given more incentives to use the new ways of ordering, especially mobile, as many still shun the technology,” said Saunders.

    “Longer term, more automation in the kitchen is also critical – something that will be particularly beneficial now McDonald’s menu options are more varied and complex.”

    Saunders described the latest McDonald’s results as “reasonable”. But he said a 6.7 per cent decline in operating income suggests that McDonald’s is having to work harder for much slimmer rewards.

    “In our view, this does not sit well with the increasing complexity and higher levels of capital expenditure the company is introducing into the business.”

    Saunders believes McDonald’s is on the right track. “However, this year will be a more challenging year than last and it will be a balancing act between keeping both customers and franchisees happy.”

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  • Vietnam’s startup potential lures international students, overseas Vietnamese

    Vietnam’s startup potential lures international students, overseas Vietnamese

    Founders of Wisepass, Base.vn and WeFit are educated overseas, drawn back to Vietnam by its startup potential. Lam Tran, 34, is a French overseas Vietnamese with over 10 years’ experience in marketing at Google Europe. He returned to Vietnam and founded Wisepass, a lifestyle app that connects users to a wide range of dining, leisure and entertainment services through paid membership packages.

    In 2018, Lam made WisePass available in Thailand and the Phillipines. “I believe to succeed businesses must lead their home market first, before thinking of expanding overseas,” said Lam.

    Having set up the business in HCMC and then expanded to Hanoi, Lam regularly flew to the capital city to attend events and promote his products. After selling 10 memberships in a day, Lam was able to show employees the direction and potential of WisePass.

    “Global expansion may sound intimidating, but after all, founders must start from the smallest things: talk to customers, selling products,” Lam said. There is no need to wait for big events, he added, “all you need to do is show up and market your product at appropriate places.”

    WisePass currently operates in three countries, with 300 partners and over 1,000 monthly active users.

    The founder of Base.vn, Pham Kim Hung, is well-known  in Vietnamese math circles. He won Gold and Silver medals at the International Mathematical Olympiad and is the author of a math textbook published in four languages. Graduating in computer science from Stanford University, Hung did not stay on to work in Silicon Valley but decided to return to Vietnam.

    In 2016, he launched Base.vn, a business management software under the Software-as-a-Service (SaaS) model, where software is leased under a subscription instead of installed. The app is built to unify corporate governance processes, from administration to human resources, task management, financial management to sales marketing.

    Base.vn currently serves over 500 enterprises, including many large organisations like VIB, VPBank, ACB, The Coffee House, McDonald’s and VinCommerce.

    Base.vn currently has the highest investment in all business-to-business startups in Vietnam.

    “After Indonesia, Singapore and Malaysia, we believe that Vietnam can become the next major technology powerhouse in the region,” Chandra Tjan, co-founder and partner of Indonesian fund Alpha JWC Venture said.

    In addition to Base.vn and WisePass, in the past few years, the Vietnamese startup community has received many other innovations: WeFit (fitness), Elsa (language learning), Logivan (van hiring), GotIt (gift delivery), and Uiza (video streaming). Most of these entrepreneurial efforts have been successful at carving their own niche in the Vietnamese startup ecosystem.

    Experts have said that with over 100 million people, Vietnam has great potential for socio-economic development, and with a rapidly growing middle class combined with quick adaption of digital developments, the ground is fertile for new ventures, especially startups.

    Apart from the economic potential, young people returning to Vietnam also have a sense of duty and obligation to their homeland, as also a realization that their efforts here can have greater positive impact on society as a whole, according to experts.

    Investment in Vietnamese startups rose to $889 million in 2018, three times that of 2017, according to a report recently released by Topica Founder Institute (TFI), a startup accelerator program in Vietnam and Thailand run by Hanoi-headquartered multinational educational technology company Topica.

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  • Richemont joins Alibaba’s IP alliance on brand protection

    Richemont joins Alibaba’s IP alliance on brand protection

    Global luxury group Richemont has joined the Alibaba Anti-Counterfeiting Alliance, a partnership between the e-commerce giant and brands that works to protect intellectual property rights on Alibaba’s platforms. Geneva, Switzerland-based Richemont is now among the 115 members from 16 countries and regions that are a part of the IP alliance, as well as the latest from the luxury sector to partner with the e-commerce giant on brand protection. Richemont said it would share its technology, expertise and other information to support the Alliance’s efforts.

    Richemont owns 17 luxury brands, including Cartier, Montblanc, Piaget, Van Cleef & Arpels, Watchfinder & Co and Chloe, in addition to Yoox Net-A-Porter Group, the online retail platform. YNAP runs four different websites — Net-A-Porter, Mr Porter, lifestyle-goods destination YOOX and affordable-fashion seller The Outnet — as well as online flagship stores for leading fashion brands, such as Armani, Moncler and Valentino.

    The announcement comes a month after Alibaba and YNAP partnered to bring the site’s high-end goods to Chinese consumers. A joint venture between Alibaba and YNAP will launch a mobile app for the Net-A-Porter platform and menswear site Mr Porter, in addition to opening flagship stores for Net-A-Porter and Mr Porter on Tmall Luxury Pavilion, a channel that connects premier brands with China’s digital-first consumers.

    Richemont, along with New Balance, General Motors and McDonald’s, were the latest global brands to join the AACA. The alliance’s membership has more than tripled from the original 30 founding brands at its launch last year, and now includes  names, such as Bose, Canada Goose, Honda, Samsung, Mars, Adobe, Danone, Hasbro and L’Oreal, in 12 industry categories. They work with Alibaba in six key areas — proactive online monitoring and protection, a product test-buy program, offline investigations and enforcement actions, industry-law enforcement workshops, litigation tactics and public awareness campaigns — in the fight against IP infringement.

    In September last year, the AACA established an advisory board so that brands could provide feedback to Alibaba in areas related to IP enforcement. Alibaba has since upgraded its Intellectual Property Protection Portal as well, delivering faster navigation and a better user experience on the site, where rights holders report suspected infringing listing and share information with Alibaba. In addition, Alibaba’s Good Faith program, which is open to brands with a track record of accurate notice and takedown filings, has streamlined the reporting process.

    The IP alliance does not restrict its brand-protection efforts to the online space. Alibaba and its brand partners also work to find and eliminate fakes at their source. In the luxury sector, Alibaba and Louis Vuitton – one of the first members of AACA – conducted an offline investigation that resulted in the seizure in May of approximately RMB 100 million ($14.4 million) worth of counterfeit goods.

    “The protection of intellectual property rights requires all stakeholders to work closely together and share their expertise. The AACA will continue its efforts to establish industry best practices for IP protection by creating effective collaboration among brands, platforms and law enforcement,” said Michael Yao, Alibaba’s senior VP and head of Brand Protection and Cooperation.

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  • McDonald’s makes big change in store face

    McDonald’s makes big change in store face

    McDonald’s newest restaurant is making a bold statement about the future of the chain.

    McDonald’s has just opened a new flagship restaurant in Chicago. It is a glassy, 19,000-square-foot building that looks more like an Apple Store than a fast-food restaurant — and that is exactly what the company intended.

    “We are proud to open the doors to this flagship restaurant, which symbolizes how we are building a better McDonald’s for our customers and the communities where they live,” McDonald’s President and CEO Steve Easterbrook said in a statement.

    While the structure may be different, the Golden Arches are still present at the restaurant, which will be open 24 hours a day, seven days a week.

    The restaurant features self-order kiosks, table service, mobile order and pay, and delivery — services that are becoming increasingly mainstream at McDonald’s locations across the US. Table service and increased digital ordering options are part of McDonald’s “Experience of the Future” revamp.

    Currently, roughly 5,000 restaurants fit the qualifications, and McDonald’s plans to transform almost all restaurants by 2020. The restaurant also highlights something else McDonald’s is pushing in an effort to remake its image: sustainability. It has more than 70 trees at the ground level, as well as on-site solar panels.

    The restaurant was designed by the Chicago-based firm Ross Barney Architects. While not every McDonald’s is going to look quite so classy and glassy, the combination of more tech, table service, and an emphasis on sustainability provides a blueprint of what the fast-food giant wants to roll out across America.

  • McDonald’s China opens its 300th store

    McDonald’s China opens its 300th store

    McDonald’s China has opened 300 new stores during the last year, pressing ahead with an expansion strategy tied to deals with property developers.

    The company has signed contracts with Country Garden and Evergrande Group, giving it access to more locations in new retail centres.

    And the company has also invested in digital technology with more than 75 per cent of its stores now offering kiosk ordering and payment facilities for customers. Using touchscreens, customers can select their purchases and pay by electronic means before collecting their food from a counter.

    McDonald’s China is also eyeing further expansion into tier 3 and 4 cities. By 2020, about 45 per cent of its anticipated 4500 outlets will be lower-tier locations.

  • 50th Anniversary Of Big Mac Marked With Coin Currency

    50th Anniversary Of Big Mac Marked With Coin Currency

    McDonald’s has minted a coin in more than 50 countries to mark the 50th birthday of the Big Mac.

    Called the MacCoin, it will be released tomorrow, August 2, and while it has no real value, it can be exchanged at restaurants for a Big Mac until the end of this year. Many are likely to be retained by collectors.

    The fast-food company has had 6.2 million MacCoins pressed, in five designs each reflecting a decade in the life of the Big Mac:

    • The 1970s, showcasing the decade’s flower power.
    • The 1980s alluding to pop art.
    • The 1990s defined with bold, abstract shapes.
    • The early 2000s specifically focusing on the technology that was at the forefront of the turn of the century.
    • The 2010s MacCoin calling attention to the evolution of communication.

    The seven languages featured on the front-side of the MacCoin – Arabic, English, Indonesian, Mandarin, Portuguese, French and Spanish – represent many of the countries participating.

    Coins can be earned by entering contests via social media channel Twitter and other means depending on the market – they’re not being distributed from restaurants or used as change in stores.

    The MacCoin was inspired by The Economist’s Big Mac Index, which is the publishing house’s measure of global spending power (comparing, each year, the price of a Big Mac in many international markets, converting them to a common base currency).

    “As one of the most well-known and iconic McDonald’s menu items – and business driver – around the globe, the Big Mac deserves the celebration that the coin evokes,” says Jeff McLean, CFO at McDonald’s Canada. “The fact that in 50 years, the Big Mac has become so universally recognised it’s used to measure the purchasing power of international currencies is pretty remarkable.”

    Nick Delligatti, fourth-generation McDonald’s owner-operator and great-grandson of Jim Delligatti, the inventor of the Big Mac, said, “When my great-grandfather Jim Delligatti invented the Big Mac at his grill in Uniontown, Pennsylvania, he just wanted to make his local customers happy. August 2 would have been my great-grandfather’s 100th birthday, and I believe he would be very proud knowing his humble sandwich has made such a lasting impression that people all around the world can enjoy it wherever they find a McDonald’s.”

    Originally sold for just 45 cents, the Big Mac is now available in more than 100 countries.

  • McDonald’s growth in second quarter is not “satisfying”

    McDonald’s growth in second quarter is not “satisfying”

    McDonald’s Corporation has announced results for its second quarter, seeing consolidated revenues decrease by 12 per cent, pinned on the impact of the company’s strategic refranchising initiative.

    Little mention was made of McDonald’s Asian performance for the quarter, other than an acknowledgement of undefined “continued challenges” in South Korea.

    The fast-food giant found system wide sales increased by 5 per cent, while global comparable sales increased by 4 per cent, reflecting positive comparable sales in all segments.

    “We’re seeing good performance across our business as our customers tell us that they value and appreciate the moves we’re making to elevate the McDonald’s experience,” said McDonald’s president and CEO Steve Easterbrook.

    “We’ve now marked 12 consecutive quarters of positive comparable sales, and we are confident that we’re executing the right strategy to achieve long-term, profitable growth.”

    Comparable sales for the International Lead segment segment increased 4.9 per cent for the quarter, while operating income increased 15 per cent, primarily driven by progress in the UK and France, while comparable sales in the US increased 2.6 per cent.

    Neil Saunders, managing director of GlobalData Retail, notes that although revenue growth has softened over the past year this quarters results represent a positive outcome for the restaurant company; suggesting growth in the US and beyond.

    “Part of McDonald’s success comes from the fact it is attracting a wider mix of customers into its restaurants,” said Saunders.

    “This is, in large part, a consequence of the modernization program the company has been undertaking. With around 1,000 restaurants refurbished each quarter, there has been a positive step change in customer perception, especially among older consumer segments.

    According to Saunders, these changes have been cemented by initiatives to improve quality, such as the use of fresh rather than frozen beef; leading McDonald’s to become a destination more diners are prepared to visit and linger in.

    “McDonald’s will come up against some tough prior year comparatives,” notes Saunders, “[which] means growth continues to soften. However, so long as menu innovation continues, we believe the chain will continue to be a winner in the fast food space.”

    Not all is well at the restaurant chain, however, with a pair of McDonald’s workers taking it upon themselves to restrain, and attack, a customer who attempted to fill a water cup with soda, and then provoked the employees when they turned off the machine to prevent it.

    A video of the altercation was posted to social media, with many fearing for the employee’s jobs after the way they reacted to the customer’s provocations.

    The company has yet to release a statement regarding the incident.