Such “foo-foo coffee,” as he calls espresso and its variants, is partly why he bailed: He loves the taste, but the complexities of making it came to epitomize his disillusionment with McD’s. “The service times went up because of the expansion of the menu,” he says. “I think they went a little overboard. It was difficult in the kitchen. When I would come down Apple Street behind the restaurant and see cars backed up at the drive-thru, my stomach would just knot up. The people were different, the company was different. It became very frustrating.” ... There are 5,000 McDonald’s franchisees around the world. They run 82 percent of the chain’s 36,000-plus restaurants and generate a third of its $27.4 billion in annual revenue. ... it’s not like people are tired of burgers. Smashburger, In-N-Out Burger, BurgerFi, and Five Guys Burgers & Fries are all expanding. ... McDonald’s is also trying to compete with Starbucks, Chick-fil-A, and Jamba Juice. Rare is the food trend that the company won’t try to prefix with Mc.
Steve Easterbrook doesn’t seem like the sloganeering type. He’s cool, a rational technocrat rather than a fiery head coach. Yet Easterbrook has two slogans he regularly employs. The phrases—“Act first, talk later” and “Progress over perfection”—hint that beneath his reserved exterior he’s aiming for real change. ... In a year and a half at the helm he has begun paring costs and decided to move McDonald’s MCD -1.81% headquarters from the suburbs back to Chicago. More important, in the U.S. market he launched McDonald’s successful All Day Breakfast, removed high-fructose corn syrup from the company’s buns, ended the use of key antibiotics in the company’s chickens, and embarked on a 10-year plan to liberate the birds that lay its eggs from the cages in which they have long been confined. The latter two changes are potentially transformative not only for McDonald’s—where chickens and eggs now account for 50% of the items on the menu—but for the entire American food industry. ... The Golden Arches are touting purity and provenance rather than solely relying on product launches—Shamrock shakes! the McRib!—to generate buzz as the company did in the past. The new approach allows McDonald’s to tap into the nation’s health zeitgeist in a way that it never has before. ... McDonald’s isn’t waiting for the supply—it’s creating it. But the seemingly simple change to cage-free eggs involves complex and expensive logistics, as we’ll see, and there’s a long, long way to go: Right now only 13 million of the company’s 2 billion U.S. eggs are cage-free.