McDonalds 2002 Annual Report Download - page 4

2WE HAVE DEVELOPED A PLAN to attract new customers and encourage existing
customers to visit us more often.
We will upgrade our service. We are improving our training in order to recreate the
winning McDonald’s hospitality culture.
We will enhance the taste and relevance of our food. We will offer more products that
provide the wholesome choices and variety people are seeking.
We will build brand loyalty by promoting Brand McDonald’s through relevant market-
ing and by continuing to build bonds of trust with consumers. We will concentrate our
efforts on attracting young adults, kids and moms. We will focus our advertising on the
McDonald’s experience. We will remind people that McDonald’s has a range of price
options. We will leverage our equity in Ronald McDonald among kids and adults. We
will continue to be involved in our local communities.
We will make McDonald’s our customers’ favorite place. A place that’s comfortable
whether they are alone, with family or with friends. A place that’s clean, welcoming and
contemporary.
In the end, our plan is all about achieving enduring profitable growth. Attracting more
customers, more often and creating more brand loyalty is not enough. We intend to do so
efficiently and profitably. Together with our franchisees and suppliers, we will pursue
opportunities to improve productivity and identify cost savings. In addition, we will put
our financial resources to optimal use to maximize our financial strength.
WE ARE TAKING A FRESH APPROACH to growth and innovation with our meal
occasion strategy. We will grow sales over the long term by driving innovations that lead
to further—possibly even breakthrough—growth, like the kind of growth we saw from
innovations such as drive-thru and breakfast at McDonald’s.
WE HAVE CREATED AN ORGANIZATIONAL STRUCTURE to support these
changes.
In fact, one of the first things I did when I became CEO was to put the most excep-
tional talent in key positions.
Charlie Bell, our President and Chief Operating Officer, is responsible for driving
superior restaurant operations and world-class marketing. Charlie’s record of success in
establishing McDonald’s as a benchmark for operating superiority in his native Australia,
coupled with his marketing leadership experience, makes him the ideal choice for this
position.
Jim Skinner, our Vice Chairman, oversees the development of growth opportunities
through innovation. He also is responsible for aligning staff and line functions in order
to leverage our strengths, economies of scale and capabilities. Jim’s worldwide restaurant
operations experience serves us well in this role.
Charlie, Jim and other key members of McDonald’s leadership team are pictured
throughout this report. We are committed to restoring this Company to greatness, and
I am confident that over the next 12 to 18 months we will ignite a positive change in the
momentum of our business.