McDonalds 2007 Annual Report Download - page 6

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In 2008, I see this playing out across the universal Plan to Win
growth drivers of our business:
• Better restaurant operations
• Branded affordability
• Menu variety and beverage choice
• Convenience and daypart expansion
• Ongoing restaurant reinvestment.
Each of these drivers represents an opportunity to grow by
increasing capacity at our restaurants, further enhancing our
relevance and providing consumers with more reasons to visit
McDonald’s more often.
My confidence in McDonald’s is also reinforced by the priorities
we set when we committed to our growth strategy of being better,
not just bigger.
First, we are more customer-focused with a goal of being
more relevant to our customers in their daily lives. Next, our
commitment to be more fiscally responsible has shifted our
resource allocations to efforts that directly impact customer
relevance. Finally, we’ve made development of our people –
from recruitment and training to talent management and
leadership development – one of our highest priorities.
Today, after continuous improvement against each of these
imperatives, I am proud to report that McDonald’s is a better
company … by every important measure.
Our customer satisfaction scores are on the rise. Stated simply,
we are running better restaurants. As a result, customers are
visiting us more often – with a double-digit growth in guest
counts versus 2004.
Average annual sales at our restaurants have grown dramatically.
In the United States, for example, average annual restaurant
sales increased 15% to $2.2 million during the same period.
And, our owner/operators are sharing in this success, recognizing
a higher average cash flow that enables them to re-invest in their
restaurants, enhancing our overall customer experience.
The Big Mac – a favorite of
customers worldwide
$0.67
$0.55
2004
2005
$1.00
2006
$1.502007
Dividends have increased
every year since we paid our
first in 1976