Page 192 - Everything I Know About Business I Learned
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Everything I Know About Business I Learned at McDonald’s



            with an ever-evolving timeline featuring all the past and present
            board members in the history of McDonald’s. It is mounted on
            the wall outside the boardroom at the campus office. “In the early
            years, Fred said, ‘I want to see something different. I want to see
            something that no one has ever done before,’” Don said. “And
            you look at that plaque, which shows the history of the company
            in the form of the board of directors, and you see something that
            you would not see at any other corporate headquarters, which is
            interesting. It is something that grows, and was designed so that
            it is never obsolete, it’s always changing.” This artwork commu-
            nicates the heritage and culture of the organization.



            The Pitch
            Licensing new restaurants to operators has been without doubt
            one of the toughest kinds of decisions a regional manager makes,
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            one that dramatically impacts a franchisee’s profits. Not taking
            these decisions lightly, we based decisions on three essentials:
            factual data and research, input from staff and other stake-
            holders, and our own experience and gut instincts. In order to
            more fully allow for good communications on these serious deci-
            sions, we developed a process, called a “pitch,” for getting all
            the pertinent information on the table prior to a decision. Oper-
            ators were invited to pitch their case; we provided them an
            opportunity to express to us the rationale as to why they were
            best suited for growth. These were great sessions, with many of
            us gaining great insights to what was happening in the field and
            what was on the operators’ minds. Some became real “dog-and-
            pony” shows, so we had to balance the style and presentation
            with the facts. This process forced them to deeply examine the
            various aspects of their operation with the factual data that we
            both shared. It gave greater credence to the importance of our
            reviews of their operations and reaffirmed the five criteria that
            we established in order for them to be considered expandable.
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