McDonalds 2003 Annual Report Download - page 16

We conduct field visits
to gauge performance
from an internal
perspective and use
mystery shops to get a customer per-
spective. In fact, more than 500,000
mystery shops were conducted at our
restaurants around the world in 2003.
We use this information to improve
our customers’ experiences.
Field trip, anyone?
We take field trips all the time.
In fact, we have approximately
950 field consultants around
the world. They visit and evalu-
ate our restaurants and consult
with our owner/operators to
help improve operations, build
sales and increase profits. Their
job is one of partner, teacher,
advisor and collaborator.
Beate Stein is a field consultant
who oversees the operations of
23 franchised restaurants in the
Hannover area of Germany. During the
course of the year, she
typically makes about
240 “official” restau-
rant visits. Some last
only 45 minutes,
sufficient time to
assess performance from a customer
perspective and share her observa-
tions with the shift manager. Others
are full-day visits.
For each restaurant she oversees,
Beate conducts two full-day opera-
tions reviews a year—one announced,
one unannounced. During these
extensive reviews, the restaurant’s
owner/operator works alongside Beate
as she evaluates operations and man-
agement systems using a checklist of
more than 500 performance measures.
Beate also spends two full days
each year conducting targeted audits
for each restaurant. During these vis-
its, her consulting and collaborative
skills shine. Often the operator will
ask for an audit based on the restau-
rant’s specific needs. For example,
when conducting sales-building
McDonald’s 2003 page 14
We are more customer
driven than ever before.
That’s why we’re
measuring results on a
restaurant-by-restaurant
basis.
Measuring performance for a better customer experience
Full operations reviews are invaluable in
measuring performance—identifying
a restaurant’s strengths and opportunities.
Are the grills properly calibrated?
Are sandwiches properly assembled?
Are the restrooms clean, in good repair
and fully stocked?
Are crew training needs regularly evaluated
and training plans developed?
Are current promotional materials
properly displayed?
These are just a few of the more than
500 performance measures
that a field consultant checks during
the day-long review.
Measuring performance
Beate Stein