Quotes of All Topics . Occasions . Authors
No one likes uncertainty.
The counter is a barrier.
We need to execute fewer things better.
Many people have strong views on McDonald's.
When you get things right, good things happen.
Ordering food has not changed for 30 or 40 years.
We have to hire, retain, and develop the best staff.
Whenever you want a radical shift, it rarely happens.
I'm honest and fair, but I don't dispense false kindness.
Long-term sustaining growth is a minimum expectation for us.
Everyone likes a burger now and then, and that's absolutely fine.
It makes me sad there is still some intellectual snobbery out there.
The McJob tag is misleading, and demeaning to our staff and franchisees.
I think the greatest demand actually comes from within, not from outside.
China and Hong Kong represent an enormous growth opportunity for McDonald's.
Bringing out service staff on to the dining floor does change the atmosphere.
As a parent, I know how difficult it can be to encourage your kids to eat well.
When you're in a turnaround situation, you cannot incrementalize your way out of it.
Ultimately, we're in the service business. We will always have an important human element.
Chicago is a wonderful, vibrant city with wonderful food cultures to it, wonderful talent downtown.
I take it personally when people belittle our employees and misrepresent our record as an employer.
The business cannot ignore what customers are saying when the message is clear: We're not on our game.
We're allowing technology to take out the non-value-added manual elements of the McDonald's experience.
We're guided by consumer data, and it helps give us the confidence to invest where the consumer is going.
Fear of decision-making is one thing I personally resist, and I'm trying to encourage others to resist as well.
Whether that's in communications or marketing or strategy, you need people to come in with a fresh perspective.
If the pace of change outside is moving more quickly than the pace of change inside, you get a bit left behind.
Consumers, when they've only got a couple of quid left in their pockets, are choosy about how they want to spend it.
When you expand a business as fast as McDonald's did, part of the strength you have is the process and the efficiency.
People come into McDonald's two to three times a month - to extrapolate that to the cause of obesity is a real stretch.
Ordering should be the most enjoyable experience, but at McDonald's, it can be one of the most stressful points in time.
My motivation at the moment is around knowing how it feels to turn a business around, and I can't wait to have that feeling again.
There's absolutely no doubt consumers have more choice than ever, and the standards of all that provide food have improved over time.
Ultimately, the bread and butter of McDonald's is delivering great service, great quality food, at affordable prices day in and day out.
Businesses increasingly have to differentiate themselves around their people, as much as their product, because thing are so replicable now.
The parents that we speak to, and the parents that are our customers, are very comfortable with the way that McDonald's fits into their lives.
There's a lot of businesses that are working hard, who are at the top of their games. Therefore, it's always going to be a market share fight.
I've never met him, but I love the simplicity with which Warren Buffett describes good and bad businesses and how he makes his investment decisions.
We can see what works in one part of the world and one market, and we can share that knowledge and expertise with markets that are facing challenges.
Our customers, system, and shareholders are best served when we direct our focus and energy towards executing against these critical customer expectations.
The average customer comes into McDonald's three to four times a month, and I'm absolutely convinced that can fit in very comfortably into a balanced diet.
If you don't want fries with your Happy Meal, you can switch it for a fruit bag or a portion of carrot sticks. I think that is the sign of a progressive business.
The consumer is going through a period around the world of uncertainty - whether geopolitical uncertainty, economic uncertainty - and that makes them a little nervous as well.
The progress we have made in a short amount of time gives me confidence we're making the right moves to turn around our business and reposition McDonald's as a modern, progressive burger company.
We are putting the customer at the center of everything we do and are directing our resources towards those innovations and investments that will strengthen our ability to deliver a better McDonald's experience over time.
What I've looked to do is try and become a change agent for good, to create the behavioral changes, the cultural changes to really embrace urgency, adopt a higher tolerance to risk, and just encourage people to make decisions.
As you get little pockets of success, then suddenly the light bulbs go on in everyone's head, and more leaders get more confident and make more, bigger decisions, and customers respond well, and it becomes a bit of a flywheel.
Part of how we decide how we allocate our media is we have fairly sophisticated ways of measuring our return on marketing spend, which helps us best analyze the most effective way and medium in which to spend our marketing dollars.
When you get an invitation to come back and be part of the team that will be the architect of the next generation of growth, when you get an opportunity in a business of the size and scope of McDonald's, that's incredibly attractive.
Moving our headquarters to Chicago is another significant step in our journey to build a better McDonald's. This world-class environment will continue to drive business momentum by getting us even closer to customers, encouraging innovation and ensuring great talent is excited about where they work.