Mcdonald Stategy
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- Date Submitted: 11/20/2015 07:54 PM
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2014 Annual Report
March 2015
To Our Valued Shareholders:
It is an honour to assume the role of CEO for this iconic global
brand that serves approximately 69 million customers in more
than 100 countries every day. I’m privileged to lead this network
of outstanding franchisees, supplier partners and company
employees, all committed to delivering the very best customer
experience.
By our standards, McDonald’s 2014 financial performance was
disappointing. While we grew systemwide sales by 1%*, global
comparable sales decreased 1% and operating income declined
8%*.
We faced significant challenges – some of which were
anticipated, while others were not. Our 2015 plans address
those challenges as we reset the business: how we think, how
we make decisions and how we organise to put consumers at
the forefront of everything we do. We will hold ourselves more
accountable for tangible results and judge performance by our
ability to drive growth.
Our approach is multi-dimensional, acknowledging the
uniqueness of our individual markets through both near- and
longer-term actions as we strive to become a more contemporary
brand. We will improve the Quality, Service, Cleanliness and
Value that are hallmarks of the McDonald’s brand as we strive to
run better restaurants. At the same time, we are taking bigger,
bolder actions to connect more deeply with consumers and
improve critical aspects of our business – including our menu,
the customer experience and brand trust.
We are strengthening our menu pipeline and localising menu
and marketing efforts to be more locally relevant to consumers
in individual countries and regions. For example, we are giving
customers even greater flexibility to customise their orders as we
roll out platforms like Create Your Taste across Australia and in
parts of the U.S.
We are also building on the investment we’ve made in technology
to further modernise the restaurant experience and make
it more convenient...
March 2015
To Our Valued Shareholders:
It is an honour to assume the role of CEO for this iconic global
brand that serves approximately 69 million customers in more
than 100 countries every day. I’m privileged to lead this network
of outstanding franchisees, supplier partners and company
employees, all committed to delivering the very best customer
experience.
By our standards, McDonald’s 2014 financial performance was
disappointing. While we grew systemwide sales by 1%*, global
comparable sales decreased 1% and operating income declined
8%*.
We faced significant challenges – some of which were
anticipated, while others were not. Our 2015 plans address
those challenges as we reset the business: how we think, how
we make decisions and how we organise to put consumers at
the forefront of everything we do. We will hold ourselves more
accountable for tangible results and judge performance by our
ability to drive growth.
Our approach is multi-dimensional, acknowledging the
uniqueness of our individual markets through both near- and
longer-term actions as we strive to become a more contemporary
brand. We will improve the Quality, Service, Cleanliness and
Value that are hallmarks of the McDonald’s brand as we strive to
run better restaurants. At the same time, we are taking bigger,
bolder actions to connect more deeply with consumers and
improve critical aspects of our business – including our menu,
the customer experience and brand trust.
We are strengthening our menu pipeline and localising menu
and marketing efforts to be more locally relevant to consumers
in individual countries and regions. For example, we are giving
customers even greater flexibility to customise their orders as we
roll out platforms like Create Your Taste across Australia and in
parts of the U.S.
We are also building on the investment we’ve made in technology
to further modernise the restaurant experience and make
it more convenient...