McDonalds 2004 Annual Report Download - page 11

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9MCD 2004
LETTER FROM THE CHIEF EXECUTIVE OFFICER continued
Our System showed a lot of heart last year. Like a family, we pulled together
during the difficult times. We drew strength from one another, and we used that
strength to stay focused on our highest priority . . .improving our customer
experience.
As shareholders, you can expect McDonald’s to demonstrate this same commit-
ment ...this same heart .. . in 2005 and beyond.
Going forward, our Plan to Win remains our roadmap, financial discipline remains
our hallmark, and the customer is still our boss. Despite our impressive 2004
financial performance, we did not always meet our customers’ expectations, and
that will always be the ultimate yardstick by which we measure our success.
We know that we must consistently create a relevant and satisfying customer
experience—every customer, every visit.
This means we must sharpen our focus on the Plan to Win, and execute with
renewed energy and passion. As shareholders, you should know I have a life-long
belief in the power of continuous improvement, and my expectation as CEO
will be measurable gains in the five Ps that comprise our overall Plan.
Personally, this translates
into three leadership
priorities:
First ...drive long-term,
sustainable, profitable
growth and increase
shareholder value. This
priority trumps all others.
If we do not grow the
business profitably for the
benefit of our shareholders,
then frankly no other priori-
ties will matter.
Second ...talent develop-
ment and succession
planning. This is critical to a
business as large and wide-
ranging as McDonald’s.
From the restaurant staff
to the office of the chief
executive, we must have the right people in the right places with the right skills—
and we must continuously develop our people to execute our strategy over the
long term. As a result, we will be even more diligent about identifying and develop-
ing talent that represents diversity of thought and diversity of the populations we
serve.
Achieving measurable gains in the
five Ps translates into three priorities:
ⓦgrowing the business profitably for
the benefit of our shareholders
ⓦidentifying and developing talent
that represents diversity of thought
and diversity of the populations
we serve
ⓦplaying an active role in promo-
ting balanced, active lifestyles by
addressing three critical areas:
adding more menu choice and
variety, providing nutrition educa-
tion and supporting physical
activity