Raymond Crocker's Personality Achievement

From this, Crocker can finally put down his work, and he has brought his own set of practices to the extreme. The applicants for McDonald's are all enthusiastic. They have to pass a rigorous examination, most of them are eliminated, and only those with the greatest potential for success will be hired. The average age of McDonald's branch managers is 35, and most of them have done well in other industries, and the figures in the bank accounts are also considerable. The guiding ideology of Crocker's recruitment is that in order to prevent those incompetent or mediocre talents from entering, the company highly values the initial cash investment.

It costs 1 10000 to 125000 dollars to obtain the distribution right of a McDonald's branch, of which half of the cash must be brought by yourself and the other half can apply for a loan from the bank. After the funds were in place, Crocker sent someone to choose a place and build a restaurant. When the new branch opens, the branch manager will pay 1 1.5% of the monthly turnover to the company, of which 3% is management fee and 8.5% is rent. On the surface, these conditions seem harsh, but in fact, branch managers can still make a lot of money. A well-run restaurant can earn back its original investment within three to five years-the average annual turnover of McDonald's branches is 430,000 to 500,000 dollars, and the manager of an intermediate branch can earn 50,000 to 75,000 dollars a year. Crocker's greatest reward for excellent branch managers is to let them buy as many distribution rights as possible. Some managers own four, six or even eight restaurants, and their income is considerable. In McDonald's, many branch managers have become millionaires.

From 65438 to 0970, Crocker decided to develop into overseas markets. At that time, there were not many precedents for American service industry to invest overseas, and the scope was limited to the United States. There are no fast food restaurants in the country where Crocker wants to develop his career. The middle class in these countries think eating out is a big deal. What they need are gorgeous and neat clothes, white cloth tables and big plates. Therefore, it is extremely difficult for McDonald's to export not only hamburgers, but also a kind of food culture.

McDonald's failed in its initial attempt to develop chain stores in the Caribbean, Canada, the Netherlands and other countries, but it was a great success in Japan.

Fujita, president of McDonald's in Japan, has taken corresponding countermeasures against Japan's national conditions. He believes that Japanese people have both inferiority complex and xenophobia. Everything in Japan comes from foreign countries: words come from China, Buddhism comes from Korea, Coca-Cola and IBM come from the United States. But Japan is basically exclusive, and it doesn't like China and Koreans, and it doesn't like Americans. From this, he concluded that McDonald's in Japan, from the boss to the employees, must be 100% Japanese, so that customers can't see that McDonald's products are imported from the United States. If you insist that it is American, customers will not buy this kind of food because they don't like America.

197 1 year, Crocker agreed to Fujita's plan and signed a cooperation agreement with him, with the United States and Japan each contributing half. Fujita launched a propaganda offensive with dramatic marketing methods, making McDonald's famous all over Japan overnight. At that time, the McDonald's restaurant in Ginza District of Tokyo opened as scheduled, and the turnover on the first day reached 6,000 US dollars, breaking the world record of McDonald's single-day turnover. Then, the second and third McDonald's restaurants opened one after another. In just 18 months, Fujita quickly opened 19 McDonald's restaurants in Japan. McDonald's has become the largest chain restaurant in Japan with an annual turnover of $600 million.

After carefully summing up the successful experience of Japan, Crocker used the same model as Japan to explore the market in the world: find a partner, give him considerable shares and autonomy, and let him play freely-in this way, McDonald's restaurants magically took root in the world. They use different promotion methods in different countries and different market cultures, but they use the same standard operating system.