British - Businessman | 1967 -
People come into McDonald's two to three times a month - to extrapolate that to the cause of obesity is a real stretch.
Steve Easterbrook
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Businesses increasingly have to differentiate themselves around their people, as much as their product, because thing are so replicable now.
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We have to hire, retain, and develop the best staff.
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Me and my mate used to go across the park, jump on the Met line to get the Tube into Harrow. There was a sports shop we always used to go into, and there was a McDonald's. We used to go off with three or four quid in our pocket. That would cover our train fare, mooching around Harrow, and going to McDonald's.
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Consumers, when they've only got a couple of quid left in their pockets, are choosy about how they want to spend it.
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When you expand a business as fast as McDonald's did, part of the strength you have is the process and the efficiency.
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Whenever you want a radical shift, it rarely happens.
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The parents that we speak to, and the parents that are our customers, are very comfortable with the way that McDonald's fits into their lives.
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China and Hong Kong represent an enormous growth opportunity for McDonald's.
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Our customers, system, and shareholders are best served when we direct our focus and energy towards executing against these critical customer expectations.
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Moving our headquarters to Chicago is another significant step in our journey to build a better McDonald's. This world-class environment will continue to drive business momentum by getting us even closer to customers, encouraging innovation and ensuring great talent is excited about where they work.
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The progress we have made in a short amount of time gives me confidence we're making the right moves to turn around our business and reposition McDonald's as a modern, progressive burger company.
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