Page 59 - Everything I Know About Business I Learned
P. 59

Relationships



            came down on the side of the operators,” Irv told me. Ray and
            Fred “did the right thing by the operators. They needed an oper-
            ator community to have a healthy company. I’ve always believed
            that’s the key, that’s the secret.” Owner/operator Sam Samaha
            agreed. “I always felt comfortable with McDonald’s, even
            though we may have had differences, if you will, as it is in any
            organization. But a handshake in McDonald’s from the time I
            was there was as good as any legal document,” he told me. “I
            never had a lawyer; never retained a lawyer because I would
            always use McDonald’s legal department. And I think that was
            the basis for a lot of what we were accomplishing at McDon-
            ald’s overall,” Sam added, referring to the support and confi-
            dence he felt was ever present.
               Tom Peters explains the franchise relationship in his book,
            Thriving on Chaos: “McDonald’s continues to soar. The dealer
            or franchisee is a cherished member of the family; it’s as simple
                                                                           29
            as that. Yet again, few seem to get it.”
               Fred Turner understood from the very beginning how these solid
            relationships foster trust, loyalty, and commitment. These quali-
            ties permeate throughout the organization, at the lowest levels and
            up, at times an unspoken ingredient, but still ever present. If you
            need something, there is that sense that people have your back.
            Need more buns? Holler, and someone from the crew delivers.
            Need someone in real estate to conduct a breakeven analysis so
            you can see if a certain property will work? Call and say, “I need
            your help right now,” and you’ll be taken care of, and quickly. Oth-
            erwise everyone’s productivity will suffer. This teamwork is auto-
            matic, at a level of intense support not unlike the kind you see in
            the military and among emergency workers. Loyalty, support,
            trust—these are givens. As Paul Schrage, retired senior executive
            vice president and chief marketing officer, has told me: “Relation-
            ships were a part of our business. We became friends. And when
            the going gets tough, who but your friends would be true?”
   54   55   56   57   58   59   60   61   62   63   64