Café Coffee Day

Background

Café Coffee Day currently owns and operates 151 cafes in all major cities
in India. It is a part of India's largest coffee conglomerate named Coffee
Day, Rs. 200 crore ISO 9002 certified company. Coffee Day's most unique
aspect is that it grows the coffee it serves in its cafes.

Key Features

• Pioneers of the Café Concept in India with the its first Café at Brigade
Road, Bangalore in 1996. This Café was opened as a Cyber Café (first
of its kind) but later, with the burst of cyber cafes it reverted to its core
competency….Coffee
• Each café, depending upon its size attracts between 400 and 800
customers daily
• At present it operates 151 cafes across 38 cities
• Plans to operate 200 cafes by March 2004
• It is a place where customers come to rejuvenate themselves and be
themselves.
• USP of the Brand
• Affordable Price
• Best Coffee – Winner of Platinum, Gold, Silver and Bronze medals at
the India Barista Championship 2002
• World Class Coffee Experience

The legacy of Pizza Hut® began in 1958; when two college students from
Wichita; Kansas; Frank and Dan Carney; were approached by a family
friend with the idea of opening a pizza parlor. Although the concept was
relatively new to many Americans at that time; the brothers quickly saw the
potential of this new enterprise.

After borrowing $600(US)from their mother; they purchased some second-

hand equipment and rented a small building on a busy intersection in their
home town. The result of their entrepreneurial efforts was the first Pizza
Hut® restaurant; and the foundation for what would become the largest and
most successful pizza restaurant in the world.
Did you realise that the SUBWAY® chain is the world’s largest sandwich
franchise, with over 23,000 independently owned and operated outlets
spanning the globe? The story begins in Bridgeport,Connecticut, USA during
the summer of 1965. Fred DeLuca, an ambitious 17-year-old high school
graduate, was looking for a way to make enough money to pay for his
university tuition. The solution came at a backyard barbecue during a
conversation with a family friend, Dr. Peter Buck. Dr. Buck suggested to
Fred that he open a submarine sandwich shop - having seen a sandwich shop
in his hometown experience huge success.
With a $1,000 loan from Dr. Buck, the partnership
was formed and Pete’s Super Submarines opened in
August 1965. The first year was a challenge and a
learning experience for the new entrepreneurs. They
opened their second location a year later and quickly
realised that marketing and visibility were going to
be key factors in the success of the business - the
third outlet was in a highly visible location and it’s
still serving sandwiches today. The name was
changed from Pete’s Super Submarines to
SUBWAY® and the familiar bright yellow logo was
introduced.
The next step was to formulate a business plan that outlined the SUBWAY®
chain's goals. In an effort to reach those goals, SUBWAY® outlets began
franchising, giving others the opportunity to succeed in their own business
venture. The first SUBWAY® franchise opened in Connecticut in 1974. In
August 1995, the SUBWAY® chain celebrated thirty years of success and
witnessed the opening of its 11,000th outlet.
As for Fred DeLuca ... he did complete his journey - he received a
Bachelor’s Degree in Psychology in 1971 and became a successful
businessman. Fred firmly believes in valuing the experience of the journey
rather than only visualising the end, and he shares the journey and success
with thousands of SUBWAY® franchisees around the globe.
Pizza Hut® is a division of YUM! Brands Inc. and has more than 7,200 units
in the U.S. and 3,000 units in more than 86 other countries.

One day in 1958, two enterprising college students, Frank and Dan Carney,
borrowed $600 from their mom and opened a small pizza restaurant in their
hometown in Wichita, Kansas.

Frank and Dan Carney's secret of success was using only the freshest
meat and vegetable toppings, with each pizza baked fresh to order. By
December of the same year, they opened their second restaurant. By 1968,
just 10 years later, they had opened over 300 restaurants.

Today, Pizza Hut serves over a million pizzas a day in more than 12,689
restaurants in 88 countries making it the No.1 pizza brand in the world.

In the Philippines, Pizza Hut began in 1984. It is now the country's most
popular pizza chain serving Metro Manila and surrounding provinces, as
well as Visayas and Mindanao with its Dine-In Restaurants, Delivery Units
and Express Counters.

The Home of Pan Pizza has indeed come a long way. It is still delighting
millions of customers with pizza that is like no other - no wonder it's the
world's favorite. So why don't you take home to your loved ones one of our
world-famous pizzas today?
Pizza Hut's Secret of Success

The reason behind Pizza Hut's success all over the world is its steadfast
belief and uncompromising drive in providing customers the best in terms of
product quality, service, cleanliness and value.

Pizza Hut pizzas are made with fresh dough baked daily and smothered
with our very own Pizza Hut special tomato sauce, tender meat toppings,
crunchy vegetables and a double layer of 100% pure imported Mozzarella
cheese.

Service is an attitude in Pizza Hut. Crew members are trained to make

customers feel appreciated. Customers are treated with courtesy,
attentiveness, respect, and enthusiasm.

Cleanliness is a must in Pizza Hut as much as giving customers the best

value for their money.

Pizza Hut Delivery: The country's pioneer and leader

The equation of Pizza Hut's secret for success sums up to customer's total
satisfaction. In 1989, Pizza Hut started its delivery service through its
Restaurant Based Delivery (RBD) units located in Quad Parksquare,
Greenbelt (Makati City) and Delta, Quezon Ave. cor. West Ave. (Quezon
City). The growing demand for delivery prompted the opening of the first
Delivery and Carryout (DELCO) unit in Greenhills, San Juan in 1990.

A DELCO unit is a special Pizza Hut store catering mainly to delivery and
carryout patrons. It provides facilities for carryout customers who may want
to eat in the store.
Slice Counters : Another Pizza Hut Innovationa

Today, Pizza Hut has a total of 22 DELCO, 39 RBD, 61 Restaurants, 1

Bistro and 1 Express.

Another creation of Pizza Hut is the slice unit which caters to customers
who want to avail of quick food service. This was conceptualized precisely
for people on the go, individuals who want to eat pizza without the usual
waiting time.

Pizza Hut is known for quality, innovation and category leadership. Having
recorded numerous 'firsts' on Earth, we also wanted to make history by
becoming the first company in the world to deliver pizza to space," said
Randy Gier, chief marketing officer, Pizza Hut, Inc. "From this day forward,
Pizza Hut pizza will go down in history as the world's first pizza to be
delivered to and eaten in space."

Pizza Hut, a division of Tricon Global Restaurants, Inc., is the world's

largest pizza restaurant company with more than 8,000 units in the United
States and nearly 4,000 units in 90 countries. The company is the recognized
leader in the $25 billion pizza category. Those hungry for more information
can go to the Pizza Hut web site at www.pizzahut.com.
Over the years, Pizza Hut® has delighted customers with a variety of
innovative pizzas. You can count on Pizza Hut to bring your family
traditional and not-so-traditional Italian pizza recipes that your family will
love. Here are a just a few of the Pizza Hut® remarkable food innovations
worthy to be listed at the Pizza Hutseum.

The Thin 'N Crispy® The Pan Pizza is

pizza is based on the America's #1 favorite,
The Hand-Tossed Style
first pizza that we ever golden-brown on the
pizza was Pizza Hut's
served back in 1958. outside, soft and chewy
first step into the
And it's been so popular on the inside. Pan Pizza
traditional crust
that Pizza Hut has been was launched nationally
segment. The crust is
offering Thin 'N in 1980. More than
not-too-thin and not-
Crispy® pizza ever twenty years later, our
too-thick - it's a crust
since! The crust is customers love it so
that everyone in the
rolled thin to be much that nearly every
family can agree on.
perfectly crispy and other pizza we sell is a
adds just the right Pan Pizza.
amount of crunch.
It's the pizza everyone The pizza so big it All the taste of the Pan
eats backwards! The covers three zip codes! Pizza packed into a
pizza has a ring of It's the New York-Style pizza for one!
cheese baked into the pizza at an un-New The Personal Pan
crust for more cheese in York price introduced in Pizza®
every slice. One of the 1999. It's an extra large revolutionized lunch
most successful new pizza 30% larger than and became the perfect
products ever at Pizza our large pizza. solution to satisfy pizza
Hut, Stuffed Crust Pizza Launched with an cravings in a hurry. We
was launched in 1995 advertising campaign introduced America to
with commercials featuring big New the perfect pizza for on-
including Donald and Yorkers such as Donald the-go back in 1983.
Ivana Trump, Dennis Trump, Fran Drescher Today, you can find
Rodman, David and Spike Lee, this Personal Pan Pizzas® in
Robinson, Rush product is the most airports, college
Limbaugh and more. successful new product cafeterias and even
in the history of Pizza sports arenas.
Hut.

This product was The Sicilian Pizza is the

designed especially for most powerful pizza
the Echo Boomer from Pizza Hut. It was
generation. The introduced in 1994 and
Ultimate Cheese Pizza it keeps coming back!
is as much cheese as This is the mother of all
you can fit on the Hand pizzas with garlic, basil
Tossed-Style Pizza and oregano baked into
crust, which made it not the crust. No wonder we
just another cheese asked, "Can you handle
pizza, but the ultimate it?" when we re-
pizza experience. introduced the Sicilian
Pizza in 1998.
The EDGE™ Pizza has
toppings all the way up
to the edge. Get it? This
pizza, overflowing with
toppings and no outer
crust, was originally
introduced in 1977.
Everywhere they
turned, Americans were
challenged with, "Have
you been to the edge?"
A schoolkid standing on
a desk, a football coach,
Elvis Presley and
Mikhail Gorbachev
were among the many
to ask this provocative
question.

We've been called a lot of names.

For ten of the last twelve years, Pizza Hut® was named Best Pizza Chain in
America in the "Choice in Chains" national consumer survey published
annually by Restaurants & Institutions Magazine. In 1997 Consumer Reports
named Pizza Hut the best pizza chain in America and in 2000 and 2003, The
Dallas Business Journal named Pizza Hut "The Best Company to Work For"
in Dallas/Fort Worth.

Restaurants & Institutions' "2001 Choice in Chains" survey called Pizza Hut
the number one national pizza chain in America. Our products have been
voted number one in countless consumer surveys nationwide. Restaurant
Business, Fortune, USA Today and The Wall Street Journal have cited our
accomplishments as innovative business leaders.

Pizza Hut is the family pizza place.

As a matter of fact, we are rooted in family -- literally. Two brothers, mom
and $600 turned into the recipe for the world's largest pizza company in
1958, when a family friend with the idea of opening a pizza parlor
approached the two college-age brothers in Kansas. The concept was
relatively new at the time and the brothers quickly saw the potential of this
new enterprise. Borrowing $600 from their mother, they purchased second-
hand equipment and rented a small building on a busy intersection in
Wichita, Kansas. The result of their efforts was the first Pizza Hut and the
foundation for what would become the largest and most successful pizza
restaurant in the world.

Look how far we’ve come.

Pizza Hut franchisees exemplify the
entrepreneurial spirit which
launched our system back in 1958.
Through interest and initiative, the
Pizza Hut system was able to
develop new territories both in the
United States and overseas.
Today, franchisees and joint venture partnerships account for more than half
of the Pizza Hut system's total units. Our development on the international
front is a good indication of the growth that has characterized our system.
Following the opening of the first international restaurant in Canada in 1968,
Pizza Hut restaurants quickly appeared in Mexico, South America, Australia,
Europe, the Far East and Africa. Today, Pizza Hut operates in 84 countries
and territories throughout the world.

How to be the best

Family ties. Another important step in our growth came in 1977 when Pizza
Hut was acquired by one of the true giants of international business:
PepsiCo, Inc. As part of the PepsiCo corporate family, Pizza Hut shared its
leadership position with such fine products as Pepsi-Cola® brand soft drinks
and Frito-Lay® brand snack foods.

In October 1997, PepsiCo spun off the restaurant businesses (Pizza Hut,
KFC and Taco Bell) and Tricon was founded. May 16, 2002 Tricon officially
became YUM! Brands with the addition of two new brands, Long John
Silver's and A&W. YUM! Brands is now the parent company Pizza Hut,
Taco Bell, KFC, A&W and Long John Silver's. When combined these
organizations now make up the world's largest restaurant group.

We make pizza easy.

The food service industry today is one of the fastest growing industries in the
United States, with the pizza segment a $25 billion business leading the way.
Beginning with the original thin crust pizza first served in 1958, Pizza Hut
continues to refine our product and develop new products to suit our
customer's tastes.

Today, millions around the world love our four core pizzas: Pan Pizza, Thin
'N Crispy, Hand-Tossed Style and Stuffed Crust.

We also strive to present the products when and where the customer wants.
To achieve this goal, we've developed a number of services through the
years. With our Personal Pan Pizza, we made quick, affordable pizza a lunch
alternative for millions of Americans. Spurred by the increasingly rapid pace
of living and the subsequent demand by consumers for convenience, Pizza
Hut has taken aggressive steps to provide quality products at off-site
locations.

In recent years, we've streamlined and refined our carryout procedures to

provide faster, more efficient service and rapidly expanded our delivery
operations throughout the country. By implementing combination operations
with our sister companies Taco Bell and KFC, we're reaching thousands of
new customers while providing unprecedented speed and fast food pricing.
Thanks to these innovative new concepts, Pizza Hut pizza is now being
enjoyed in school cafeterias, sports arenas, major airports, shopping malls
and office settings. As a result, Pizza Hut is greatly expanding its share of the
off-premise, fast-food market, one of the fastest-growing segments in our
industry.

Integrity is our core value.

At Pizza Hut, our culture reflects our values. This includes a shared vision of
who we are and where we're headed. And it encompasses everything from
the way we treat our customers to how we deal with our competitors.

One of the most important values within the Pizza Hut culture is integrity.
Our people are committed to providing uncompromising quality and to
providing service that is personal. In fact, our people strive each day to
provide what we call "customer mania." We want to give the kind of service
that will make our customers tell stories to their family and friends about
Pizza Hut.

Our commitment to integrity extends to the role we play in the communities

we serve. Wanting to instill a life-long love of reading in children, we
created the BOOK IT!® National Reading Incentive Program in 1984. This
unique program, awards a complimentary Personal Pan Pizza® and special
recognition to elementary school children who achieve set reading goals.
Former U.S. Secretary of Education Richard W. Riley cited BOOK IT!® as
the model for corporate/education partnership. Today, more than 50,000
public, private and parochial schools use BOOK IT!® in over 900,000
classrooms. As of fall 2004-2005, more than 22 million children in the U.S.
were enrolled in the BOOK IT!®.

Our integrity is also exemplified by how we treat our employees. We invest

heavily in our people through skills training and management development.
We encourage them to think unconventionally, to take prudent risks to
achieve results. And we provide an informal environment with open
communications to give them the freedom to make contributions on their
own initiative. This is a part of our culture we value highly. We call it
"ownership." It's the feeling that comes from knowing you can affect the
company's direction through your expertise, innovative ideas and hard work.
And because we give our employees a stake in the company's success, they
take on the kinds of challenges people in other businesses only dream of.

We've earned our reputation.

During the past four decades we've built a reputation for excellence that has
earned us the respect of consumers and industry experts alike. Building a
leading pizza company has required relentless innovation, commitment to
quality and dedication to customer service and value. The qualities of
entrepreneurship, growth and leadership have characterized our business
through more than four decades of success. Through the strength of our
heritage, our culture and our people and franchisees, we look forward to
even more success in the decades ahead.
corporate history

1983
The first Australian Domino's Pizza store opened in
Springwood, Queensland, on 27 December 1983.
Domino's Pizza quickly expanded throughout
Brisbane, Sydney and Perth.

1993
The Australian and New Zealand Master Franchise
was purchased by Silvio's Dial-a-Pizza.
 From 1993 to 1995 Domino's Pizza and Slivio's Dial-a-Pizza brands
were operated separately.

1995
The decision was made to combine both operations and convert Silvio's
Dial-a-Pizza stores to Domino's Pizza stores. At this time Silvio's Dial-a-
Pizza operated 70 pizza stores across suburban and regional
Australia. Starting in 1995 Silvio's Dial-a-Pizza stores were progressively
re-branded as Domino's Pizza stores.

2001 - 2003
The foundations of the current Senior Management Team came
together when Don Meij and Grant Bourke, the two largest Domino's
Pizza franchisees in Australia, merged their 25 franchised stores into
the corporate store network. As consideration for their stores, Don
Meij, Grant Bourke and their related parties received 20% of Domino's
Pizza, and subsequently acquired a further 2.8% in 2002.
Following the merger in July 2001, Domino's Pizza operated 50 corporate
and 128 franchised stores.

2004
In 2004 a key franchisee, Andrew Rennie, merged his nine franchised stores
into the corporate store network in return for a 3.5% interest in the
Company. As a result of these mergers, Don Meij, Grant Bourke and Andrew
Rennie have a relevant interest in shares in the Company as at 13 April 05
equating to 25.5% 300th Australian store opened in Melbourne in August
2004. Don Meij named 2004 Ernst and Young Australian Young
Entrepreneur of the Year.

2005
Domino's Pizza boosted its store numbers with the acquisition of 16 Big
Daddy pizza stores in Melbourne and 30 Pizza Haven stores in New
Zealand. Domino's Pizza opened its 400th store in Aspley, Queensland on
25 August 2005. Established Domino's Pizza College centres to train staff in
all capital cities across Australia. Opened the Domino's Pizza Luv Lub, the
national Domino's Pizza product development kitchen. Opened Domino's
Direct, the Company owned direct mail centre.

Domino's Pizza is now the largest quick service pizza franchise in Australia
with more Network Stores and Network Sales than any competitor.
 Company Background
Year began: 1960 Franchising since: 1967

In 1960, brothers Tom and James Monaghan borrowed $500

to purchase DomiNick’s, a pizza store in Ypsilanti, Michigan.
The next year, James traded his half of the business to Tom for
a Volkswagen Beetle. In 1965, Tom Monaghan renamed the
company Domino’s Pizza LLC. The first Domino’s Pizza
franchise store opened in Ypsilanti, Michigan, in 1967. Tom
Monaghan retired in 1998, selling 93 percent of the company
to Bain Capital.
In addition to regular, pan and thin-crust pizza, Domino’s
products include bread sticks and buffalo wings. Domino’s
operates more than 6,000 stores in the United States, Canada,
Europe and Africa.

Barista traces its roots back to the old coffee houses in Italy - the hotbeds of
poetry, love, music, writing, revolution and of course, fine coffee. Drawing
inspiration from them, we have single-handedly taken on the challenge to
open people's eyes to the simple pleasures of coffee and revolutionize the
coffee drinking experience in every city that we invade.

To live up to this promise, we have employed skilled Italian roastmasters at

our roastery in Venice. Sourced only the finest quality Arabicas. And have
had our espresso bars designed to reflect a warm, friendly and inviting
atmosphere. Add to this, a menu you can ponder over for hours and you have
everything you need to escape the pressures of daily life.

At last count, the aroma of fine Barista coffee permeated in over 100
espresso bars across India, Sri Lanka and the Middle East. If you have any
trouble finding one, we suggest you simply follow your nose.
Enjoy a Barista experience.One cup at a time.

Barista is a comfortable place to spend time with friends, family, strangers,

the girl next door, her neighbour's aunt, well, just about anyone. And even if
you drop by alone, we have some of the finest beverages to keep you
company.

To begin with, there's the Barista House Blend - our signature blend of
coffee and select international coffees from some of the most noted coffee
growing regions of the world. Followed by an extensive list of steaming hot
espressos, cappuccinos and lattes made from the finest Arabica beans.

To cool things down, we have fruit smoothies and chilled granitas in tropical
flavours. And finally, a refreshing range of cold and frozen coffees that will
make anyone who tries them return for more.

HotCoffee Large
International Cold Coffees
Coffees
Cold Coffees Add Ons
Combos
Ice Cream Hot Non Coffees
Cold Non Coffees Ice Cream Sundae
There are two methods of gathering: picking and stripping. Picking
consists of handpicking only the ripe fruit. As this process requires
pickers to repick the plant several times, it can take several months.
On the other hand, speed is the only advantage of the stripping
method. Now wipe that childish grin off your face. It's not like it
sounds. Pickers slide their fists along a coffee branch to strip ripe,
unripe, and overripe fruits - not to mention leaves and flowers on to
a tarp. The result: lower-quality coffee.

The wet method. Dry method.

And other weather forecasts for processing beans

Extracting the bean from all that surrounds it: that's what processing
is. Two very different methods can be used: the wet method, which
yields washed coffees or the dry method, which yields natural
coffees.

The Wet Method: In this method, a machine separates the seed

from the pulp using friction and a jet stream. This is known as
pulping. After which, the beans are put into large concrete tanks
filled with water to ferment for periods ranging from 12 hours to a
couple days. The beans are then passed against a water current to rid
them of any impurities. They are now ready for drying. During this
stage, the coffee is covered by a parchment and kept in the sun for
one to three weeks. After which, the bean turns golden yellow.
Finally, friction is used to tear the hull from the bean, which gives
the coffee its green olive colour. To rid a batch of any last impurities,
coffee growers first sort the coffee using a sieve. The beans are then
put through a screening device perforated with different-sized holes.
The human eye will see to the final selection and determine the
grade of each bean. Yaaaaawn!

Before we get into the dry method, you might want to get yourself a
cup of coffee.

The Dry Method: This is much faster than the wet method. After a
quick wash, the cherries are immediately dried in the sun. The pulp
and hull fuse together into a solitary shell, which is then removed by
a process called shelling. Though the final result of coffee is not as
superior as the wet method. Which is why at Barista, we only use
the wet method to process our beans.
 A brief history of McDonald's

PHOTO: The first McDonald's was built in

1940 by the McDonald brothers (Dick and Mac).

1954

Ray Kroc became the first franchisee appointed by Mac and Dick
McDonald in San Bernardino, California.

1955

Ray Kroc opened his first restaurant in Des Plaines, Illinois (near
Chicago), and the McDonald's Corporation was created.

1957

Quality, Service, Cleanliness and Value (Q.S.C. & V.) became the
company motto.

1959
 The 100th McDonald's opened in Chicago.
PHOTO: The McDonald brothers (Dick right and Mac center)
discussing plans with an executive.

1961

Ray Kroc bought all rights to the McDonald's concept from the
McDonald's brothers for $2.7 million.
Hamburger University opened in Elk Grove, near Chicago.

1963

One billion hamburgers sold.

The 500th restaurant opened.
The 500th student graduates from Hamburger University.
Ronald McDonald made his debut.
McDonald's net income exceeded $1 million.

1964

Filet-o-Fish sandwich introduced.

1965

McDonald's Corporation went public. Per earning ratio varies from 10

to 22 during year; stock price range, 15 - 33.5.

1966

McDonald's listed on the New York stock exchange on the 7th May.

1967

The first restaurants outside of the USA opened in Canada and Puerto
Rico.

1968

The Big Mac was introduced.

The 1,000th restaurant opened in Des Plaines, Illinois.

1970
 McDonald's restaurant in every US state.
Ray Cesca (Director of Global Purchasing of the McDonald's
Corporation) has admitted that when McDonald's opened stores in Costa
Rica in 1970, they were using beef from cattle raised on ex-rainforest land,
deforested in the 1950's and 1960's.
New countries - Virgin Islands, Costa
Rica.
PHOTO: The first Japanese McDonald's
in Tokyo.

1971

The Egg McMuffin sandwich was test

marketed in the US as McDonald's first
breakfast menu item.
McDonald's Japanese President, Den Fujita, stated "the reason Japanese
people are so short and have yellow skins is because they have eaten nothing
but fish and rice for two thousand years"; "if we eat McDonald's hamburgers
and potatoes for a thousand years we will become taller, our skin become
white and our hair blonde".
New countries - Japan, Holland, Australia, Germany, Panama, Guam.

1972

Assets exceeded $500 million and sales surpassed $1 billion.

A new McDonald's restaurant opening every day.
New countries - France, El Salvador.
The 2,000th restaurant opened in Des Plaines, Illinois.
The Quarter Pounder was introduced.
Ray Kroc made a $250,000 donation to the controversial 1972
presidential campaign of Richard Nixon, a donation which was perhaps a
subject of investigation during the Watergate corruption scandal. Passages in
the 'Behind The Arches' book (written with McDonald's backing and
assistance) state that the donation came around the very time that
McDonald's franchisees were lobbying to prevent an increase in the
minimum wage, and to get legislation (dubbed 'The McDonald's Bill')
passed to be able to pay a sub- minimum wage to some young workers.

1973
 McDonald's Golden Arches Restaurants Limited founded in UK as a
joint venture partnership between the McDonald's Corporation and two
businessmen; one British, one American.
New country - Sweden.
Egg McMuffin introduced.

1974

The 3,000th McDonald's restaurant was opened in Woolwich (south

east London) in October, the first in the UK. The company admitted that
NOBODY went in and later decided to target children with TV ads.
The UK Head Office was sited in Hampstead, North London.
Up to 1974, McDonald's employees in Puerto Rico were unionised, but
the company was sold to a new franchisee. A dispute followed, closing all
the stores and McDonald's pulled out of Puerto Rico. They reopened in 1980
with non-union labour.
New countries - England, Netherlands, Antilles, Guatemala.
The first Ronald McDonald House opened in Philadelphia.
At a San Francisco Labor Board hearing, McDonald's workers testified
that lie-detectors had been used to ask about union sympathies, following
which the company was threatened with legal
action.
PHOTO: McDonald's buildings have
undergone dramatic changes from the first
one opened by Kroc in 1955 (top) which is
now preserved as a museum, to this ultra
modern restaurant opened in 1983 in New
Orleans (bottom).

1975

The company's first Drive-Thru opened in

Sierra Vista, Arizona.
New countries - Hong Kong, Bahamas,
Nicaragua.
Fred Turner becomes Chairman, Ray Kroc Senior Chairman, and Ed
Schmitt becomes President.
Broadcast advertising appeared in UK cinemas.

1976

McDonald's first UK TV advertisement was broadcast.

 4,000th store opened in Canada.
New countries - Switzerland, New Zealand.
Largest restaurant opens - with 334 seats.

1977

New countries - Ireland, Austria.

Breakfast menu introduced, nationally in America.

1978

The 5,000th restaurant opened in Kanagawa, Japan and it made US $1

million in its first year.
Sundaes introduced in USA.
In one store in Chicago (USA), a majority of McDonald's workers
joined a union. The company then took legal action to stop recognition for
the union unless they could get a majority in the 8 stores run by the
franchisee.
New country - Belgium.

1979

A 7 month strike in Dublin (Ireland) lead to recognition of the ITGWU

union. In 1985, two union activists won a victory at a labour court after
claiming victimisation and unfair dismissal.
New countries - Brazil and Singapore.

1980

The 6,000th restaurant opened in Munich.

After workers in a store in Detroit (USA) joined a union, the company
organised a visit by a top baseball star, staff disco, and 'McBingo' prior to
elections for union representation.
First floating restaurant on a steamer in Missouri.
1,000th international restaurant opened.

1981

New countries - Spain, Denmark and Malaysia.

 1982

Geoffrey Guiliano, a main Ronald McDonald actor, quit

and publicly apologised, stating "I brainwashed youngsters into doing
wrong. I want to say sorry to children everywhere for selling out to concerns
who make millions by murdering animals".
7,000th restaurant opened in Washington DC.
McDonald's were responsible for food poisoning outbreak caused by E.
Coli bacteria, which affected 47 people in Oregon and Michigan, USA.
Egon Ronay calls McDonald's burgers 'uninspiring'.
Breakfast was introduced to the British menu.

1983

The McDonald's Corporation became sole owners of McDonald's in the

UK. The Company is named McDonald's Hamburgers Limited.
Five consignments of Brazilian beef are secretly imported for
McDonald's UK stores.
The 100th UK restaurant opened in Market Street, Manchester.
New country - Norway.
Introduction of Chicken McNuggets in USA.
New Hamburger University campus opens in Oak Brook, Illinois. Set
in 80 wooded acres. Training is provided for every level of McDonald's
management worldwide. A lodge with 154 rooms in also on the same site.
In Arkansas (USA), the UFCW union, which was interested in
recruiting McDonald's workers, was involved in a union dispute at a chicken
processing plant supplying McDonald's. The union launched a boycott of
McDonald's 'McNuggets' and picketed many of its stores. Stan Stein
(McDonald's Head of Personnel and Labour Relations) spent up to '80%' of
a whole year fighting the union's campaign.

1984

Founder Ray Kroc dies.

James Huberty shoots 22 people dead at a McDonald's in San Diego
(USA).
50 billionth hamburger sold.
Ronald McDonald Children's Charities is founded in his memory to
raise funds in support of child welfare.
A McDonald's pamphlet which is distributed to health professionals in
the UK states:
 "There is a considerable amount of evidence to suggest that
many of the diseases which are more common in the
western, affluent world - diseases such as obesity, diabetes,
high blood pressure, heart disease, stroke, and some forms of cancer -
are related to diet. The typical western diet is relatively low in dietary
fibre (roughage) and high in fat, salt and sugar."
McDonald's now serves 17 million customers a day - equivalent to
serving lunch to the entire population of Australia and New Zealand. If
McDonald's lined up all the hamburgers sold since 1955, they would:-

• Circle the equator 103.75 times;

• Reach to the moon and back 5 times.

PHOTO: Ray Kroc demonstrating his fetish for cleanliness.

1985

London Greenpeace (a radical group of civil rights and environmental

campaigners, independent of Greenpeace International) launches a campaign
intended to expose the reality behind the advertising mask of the fast food
chains, including McDonald's.
Sergio Quintana, the sales director of Coop Montecillos (the sole
supplier of beef to McDonald's stores in Costa Rica since 1970), stated on
camera that his company's beef was being supplied to McDonald's in the
USA.

1986

Drive-Thru restaurants opened in UK at Fallowfield, Dudley, Neasden

and Coventry.
Four workers in Madrid who had called for union elections were sacked
by McDonald's. The company was forced to reinstate the workers after the
labour court ruled that the dismissals were illegal.
The 200th UK restaurant opened in lpswich.
PICTURE: Cover of the "What's wrong with McDonald's?" factsheet
produced by London Greenpeace.
McDonald's became the first UK restaurant group to introduce
nutritional information, throughout the country, for the benefit of customers.
London Greenpeace published a 6-sided factsheet entitled "What's
Wrong With McDonald's? - Everything They Don't Want You To Know".
The first UK franchisee-operated restaurant opened in Hayes,
Middlesex.
 The first World Day of Action Against McDonald's was held on
16th October (UN 'World Food Day').

1987

The Attorneys General of Texas, California and New York

threatened to sue McDonald's under the consumer protection laws over
an advertising campaign claiming that McDonald's food is nutritious. The
Attorneys General concluded that the campaign was deceptive because
"McDonald's food is, as a whole, not nutritious."
McDonald's is serving 20 million people a day in nearly 10,000
restaurants in 47 countries.
The UK Midlands regional training centre opened in Sutton Coldfield.
McDonald's started legal proceedings against the Transnationals
Information Centre (an independent research and action group based in
London) over a booklet they produced called "Working for Big Mac" which
was highly critical of the company's employment practices. The TIC backed
down lacking resources to fight the case to trial, discontinued publication
and distribution of the booklet (which was pulped), and the organisation
itself went bust.

1988

McDonald's sponsored the Child of Achievement Awards.

CFCs ceased to be used for most of McDonald's styrofoam packaging.
300th UK restaurant opened in Dagenham, Essex.
PHOTO:An ad in a German newspaper which aims to counter criticism
that McDonald's is changing German restaurant traditions for the
worse.

1989

Italian designer Valentino attempts in a Rome court to stop McDonald's

opening near the Piazza di Spagna, complaining of "noise and disgusting
odours".
McDonald's is listed on the Frankfurt, Munich, Paris and Tokyo stock
exchanges.
The Bournemouth Advertiser (UK) is threatened with a libel action by
McDonald's over an article which discussed the captive-bolt method of
slaughter for cattle. The newspaper backed down and published an apology.
Michael Quinlan is appointed Chairman and Chief Executive Officer.
 The UK company's name was changed to McDonald's Restaurants
Limited.
McDonald's send undercover private investigators to infiltrate London
Greenpeace over a period of 20 months.
McDonald's charity for child welfare fundraising, Ronald McDonald
Children's Charities, was registered.
McDonald's Child of Achievement Awards were presented by UK
Prime Minister Mrs Margaret Thatcher.
The UK Manchester regional training centre was opened.
McDonald's stores in Philadelphia (USA) were independently surveyed
and accused of having racist differential wage rates between the inner-city
stores (mostly black workers) and the suburbs (mostly white workers).

1990

September - libel writs were served on five supporters of London

Greenpeace, three of whom feel unable to fight the case. The McLibel
Support Campaign is set up to generate solidarity and financial backing for
the McLibel Defendants.
McDonald's opened in Pushkin Square and Gorky Street, Moscow.
McDonald's opened at a UK airport at North Terminal, Gatwick.
The first Ronald McDonald House opened at Guy's Hospital, London.
McDonald's Child of Achievement Awards attended by HRH The
Princess of Wales.

1991

McDonald's were responsible for a serious food poisoning outbreak in

Preston (UK), when several customers were hospitalised as a result of eating
undercooked burgers contaminated by potentially deadly E.Coli 0157H
bacteria.
The 150th Ronald McDonald House opened in Paris.
McDonald's opened in Beijing, China.
The 400th UK restaurant (and first in Northern Ireland) is opened in
Belfast.
McDonald's opens in Hampstead (North London) despite strong
opposition from local residents.
 PHOTO: A 1950's newspaper advert.

1992

Mark Hopkins, a McDonald's worker in Manchester (UK),

was fatally electrocuted on touching a 'fat filtering unit' in the
'wash-up' area of the store.
The manager of a Newcastle store (UK) was jailed for 6
months for inducing a crew member to phone through a hoax bomb threat to
nearby Burger King in order to boost sales at McDonald's.
McDonald's Child of Achievement Awards attended by UK Prime
Minister John Major.
McDonald's opened in a railway station at Liverpool Street, London.
A UK Health & Safety Executive report made 23 recommendations for
improvements in the safety of employees. One of its conclusions was "The
application of McDonald's hustle policy [ie. getting staff to work at speed] in
many restaurants was, in effect, putting the service of the customer before
the safety of employees."
Visitors to Salisbury Cathedral (UK) are offered two burgers for the
price of one if they buy a commemorative parchment scroll. The idea is
dropped when the bishop gets back from holiday.
First restaurant in a European hospital opened at Guy's Hospital,
London.

1993

The first McDonald's at sea opened aboard the Silja Europa, the world's
largest ferry sailing between Stockholm and Helsinki.
The Paris planning authorities refuse permission for a McDonald's
under the Eiffel Tower.
The second Ronald McDonald House opened at Alder Hey Children's
Hospital, Liverpool.
500th UK restaurant opened in Notting Hill Gate, London.
First UK operated restaurant on a ship opened on the Stena Sealink
ferry "Fantasia" sailing between Dover and Calais.
McDonald's sponsored athletics in the UK through the McDonald's
Young Athletes' League and the International invitational meeting the
McDonald's Games.

1994

McLibel Trial starts on 28th June.

 Restaurants opened in Bahrain, Bulgaria, Egypt, Kuwait, Latvia, Oman,
New Caledonia, Trinidad and United Arab Emirates, bringing the total to
over 15,000 in 79 countries on 6 continents.
McDonald's celebrated twenty years of operating in the UK.
McDonald's environmental image was revealed to be a sham, and
customers being conned when it was discovered that rubbish which
customers were asked to put into separated recycling bins throughout New
Zealand stores was sent to the tip.
McDonald's achieved the highest ever grade under the Royal Society
for the Prevention of Accidents (RoSPA)Quality Safety Audit scheme.
McDonald's was voted the 'Most Parent Friendly' restaurant in the UK
for the second successive year by the Tommy's Parent Friendly Campaign,
supported by the Daily Telegraph.
Workers in an Ontario store (Canada) joined a union, but the company
managed to avoid recognition by ensuring victory in Labour Board
sponsored elections.
The McLibel Defendants issue a countersuit for libel against
McDonald's over the company's accusation in a leaflet that they are telling
lies.
Five McDonald's managers are arrested in Lyon, France for trying to
rig union elections.
On 1st October, McDonald's UK executives held a celebration along
with a jazz band and clown at their Woolwich store to mark 20 years since
this first store opened in the UK. Twenty five London Greenpeace and
McLibel supporters gathered with a banner reading "20 Years of
McGarbage" and handed out 4000 "What's Wrong With McDonald's?"
leaflets to passers-by.
In October, there is an demonstration at McDonald's European
headquarters in London where sackfuls of the company's litter picked up off
the streets are returned. 500 people attend the National March Against
McDonald's through central London to protest against the company's
exploitation of people, animals and the environment.
The company threatens legal action against a topless restaurant in
Australia called "McTits".

1995

McLibel Trial becomes the longest libel trial in British history on Day
102 in March.
 On 15th April, there were international protests to mark the 40th
anniversary of the opening of the world's first store of the McDonald's
Corporation, and to celebrate 10 years of co-ordinated international
resistance to McDonald's.
On the first anniversary of the McLibel Trial (28th June), it becomes
known that McDonald's had initiated secret settlement negotiations and had
twice flown members of their US Board of Directors to London to meet with
the McLibel Defendants in an attempt to bring the case to an end.
12th October, the third anniversary of the death of Mark Hopkins, was
a Day of Solidarity With McDonald's Workers in the UK.
On 16th October, the 11th annual Worldwide Day of Action Against
McDonald's, there were protests in at least 20 countries. In the UK, at least
250 of the company's 600 stores were leafletted.
On 11th December (Day 199 of the trial), the McLibel Trial becomes
the longest civil case in English history.
Following widespread opposition by local residents, McDonald's were
refused permission to open an outlet at their European headquarters in north
London.

1996

February 16th 10am, the McSpotlight website was launched.

In March, the public's intense concern over the links between the cattle
disease BSE and its human equivalent CJD forced McDonald's UK to ban
British beef. The company did not sell any beef products for a week while
supposedly waiting for beef supplies to arrive from other EU countries.
The "Vegetable Deluxe" was launched in the UK.
McDonald's opened stores in India.
McDonald's and Disney announced a deal giving McDonald's exclusive
rights to use characters from Disney films in its promotions around the
world for 10 years. Commentators called it the biggest global marketing
alliance yet devised.
McDonald's opened a store in Belarus, its 100th country.
The movie star Robin Williams turned down a million-pound offer to
advertise McDonald's.
McDonald's threatened the owner of a UK sandwich bar called
"McMunchies" with legal action for breach of trademark. A retired Scottish
school-teacher called Ronald McDonald, and the chief of the McDonald clan
in Scotland were both outraged at this further attempt by McDonald's to
claim global dominion over the prefix "Mc" and the name "McDonald"
which has been an Irish and Scottish family name for centuries.
 The Supreme Court of Denmark ruled against McDonald's claim that a
sausage stand called "McAllan's" was in breach of its trademark.
Following widespread opposition by local residents in Winchmore Hill
(north London) which put a lot of pressure on the local MP (Michael
Portillo, the Defence Secretary), McDonald's were refused permission to
convert the local Conservative Association HQ into a Drive-Thru.
McDonald's sued for breach of trademark a Jamaican fast-food
company (called the McDonald's Corporation Limited) which had been
operating in Jamaica since the early 1970's. The Jamaican company
succeeded in getting information from the McLibel Trial taken from the
Internet ruled admissible in the case, and in getting an order barring
McDonald's from opening stores in the country until the courtcase was
completed.
McDonald's succeeded in its trademark battle in South Africa, when an
appeal court prohibited competitors from using its name and the golden
arches symbol.
McDonald's began spending $200 million on a promotional blitz in the
USA & Canada to lure adults to visit their outlets. This included the launch
of the new adult burger, the "Arch Deluxe" in May. Despite this blitz, US
sales continued to fall.
The parents of a child, who died from E.Coli 0157 food poisoning after
eating McDonald's burgers in Spain and England, began legal proceedings
for compensation in the USA. Meanwhile, three children who suffered
E.Coli 0157 food poisoning in England also from McDonald's burgers were
granted legal aid to sue McDonald's and their supplier McKey's.
McDonald's opened the world's first fast-food ski-through in the
Lindvallen resort (Sweden).
The McLibel Trial became the longest trial of any kind in English legal
history in November. The evidence was completed in July, and the closing
speeches in December, but the Judge reserved his Judgment until the
following year.
McDonald's - A Global Phenomenon
McDonald's opened its doors in India in October 1996. Ever since then, our
family restaurants in Mumbai, Delhi, Pune, Ahmedabad, Vadodara,
Ludhiana, Jaipur, Noida Faridabad, Doraha, Manesar and Gurgaon have
proceeded to demonstrate, much to the delight of all our customers, what the
McDonald's experience is all about.

Our first restaurant opened on 15th April 1955 in Des Plaines, Illinois,
U.S.A. Almost 50 years down the line, we are the world's largest food
service system with more than 30,000 restaurants in 100 countries, serving
more than 46 million customers every day. Click here for more information
on the history of McDonald’s.

Locally Owned
McDonald’s in India is a 50-50 joint venture partnership between
McDonald’s Corporation [USA] and two Indian businessmen. Amit Jatia’s
company Hardcastle Restaurants Pvt. Ltd. owns and operates McDonald's
restaurants in Western India. While Connaught Plaza Restaurants Pvt. Ltd
headed by Vikram Bakshi owns and operates the Northern operations.

Amit Jatia and Vikram Bakshi are like-minded visionaries who share
McDonald's complete commitment to Quality, Service, Cleanliness and
Value (QSC&V). Having signed their joint-venture agreements with
McDonald's in April 1995, they trained extensively, along with their Indian
management team, in McDonald's restaurants in Indonesia and the U.S.A.
before opening the first McDonald’s restaurant in India.

Respect for local culture

McDonald's India has developed a special menu with vegetarian selections
to suit Indian tastes and preferences. McDonald's does not offer any beef or
pork items in India. Only the freshest chicken, fish and vegetable products
find their way into our Indian restaurants.

In addition, we've re-formulated some of our products using spices favoured

by Indians. Among these are McVeggie™ burger, McAloo Tikki™ burger,
Veg. Pizza McPuff™ and Chicken McGrill™ burger. We've also created
eggless sandwich sauces for our vegetarian customers. Even our soft serves
and McShakes™ are egg-less, offering a larger variety to our vegetarian
consumers.

International Standards
McDonald's India's local suppliers provide us with the highest quality,
freshest ingredients. Complete adherence to the Indian Government
regulations on food, health and hygiene is ensured, while maintaining our
own recognized international standards. Fast, friendly service - the hallmark
of McDonald's restaurants the world over is the mantra we abide by.

Stringent cleaning standards ensure that all tables, chairs, highchairs and
trays are sanitised several times each hour. Such meticulous attention to
cleanliness extends beyond the lobby and kitchen to even the pavement and
immediate areas outside the restaurant.

Our Philosophy
"We take the burger business more seriously than anyone else." When
McDonald's founder, Ray Kroc made that memorable statement, he was
letting the world in on the philosophy and secret behind McDonald's
phenomenal success.

Our vision to be India’s "best" quick service restaurant experience is

supported by a set of principles and core values [McDonald’s Way]

The principles that guide us …

 • Quality, Service, Cleanliness & Value - It is an unflinching
McDonald's ideology that our customers must always get quality
products, served quickly and with a smile, in a clean and pleasant
environment; and all at a fair price

• We are committed to exceeding our customers' expectations in every

restaurant every time.

• We have a passion and a responsibility for enhancing and protecting

the McDonald's brand.

• We believe in a collaborative management approach, employing a

mutually respectful business philosophy,

• We will seize every opportunity to innovate and lead the industry on

behalf of our customers.

Locally Owned Company

McDonald's India, a locally owned company is managed by two Joint

Ventures, one in the North, Connaught Plaza Restaurants Pvt. Ltd. run by the
Joint Venture Partner Mr. Vikram Bakshi the other in the Western Region,
Hard Castle Restaurant Pvt. Ltd. managed by the Joint Venture Partner Mr.
Amit Jatia. Mr. Sharanan Laxaman is a Development Licensee for the one
and only Bangalore property so far under the flagship of Golden Kitchen
Pvt. Ltd. which was unveiled in October 2004.

McDonald's India … Culturally Sensitive

McDonald's worldwide is well known for the high degree of respect for the
local customs and culture. McDonald's has developed a menu especially for
India with vegetarian selections to suit Indian tastes and preferences.
Keeping in line with this, McDonald's does not offer any beef or pork items
in India. In the last two years, it has introduced some vegetarian and non-
vegetarian products with local flavors that have appealed to the Indian
palate. Efforts are on to enhance variety in the menu by developing more
such products.
McDonald's has also re-engineered its operations to address the special
requirements of a vegetarian menu. Vegetable products are 100%
vegetarian.

A Quality Food Story

McDonald's Quality Management instills the culture of quality through

such principles as being customer driven, managing with facts, valuing
people and continually improving every aspect of our business.

Service that is fast and friendly and has always been a foundation for success
at McDonald's.

Cleanliness for us means having the cleanest and freshest facilities from the
kitchen to the rest rooms and parking lots.

Value at McDonald's means the total experience ……… great food, friendly
folks, a clean environment, quick and accurate service - and fun!

LOCAL SOURCING ………. A key to success

For a company, which feeds 50 million customers every day of the year -
internationally, and over 1.5 lakh customers per day in India, finding reliable
quality supplies is a major factor for success. McDonald's suppliers include
Amrit Foods, Ghaziabad, Vista Processed Foods, Maharastra, Dynamix
Dairies, Baramati, Mrs. Bectors Speciality Foods, Trikaya lettuce suppliers
from Ooty and Nainital to name a few. While our suppliers typically have a
contract that consists of a handshake, the company has been loyal to those
suppliers who have committed capital and time to improving the McDonald's
products they deliver. The transfer of state-of-the-art food processing
technology has also enabled Indian business to grow by improving this
ability to compete in today's international market.
A Quality Food Story

A Locally Owned Company

McDonald's India, a locally owned company is managed by two Joint

Ventures, one in the North, Connaught Plaza Restaurants Pvt. Ltd. run by
the Joint Venture Partner Mr. Vikram Bakshi the other in the Western
Region, Hard Castle Restaurant Pvt. Ltd. managed by the Joint Venture
Partner Mr. Amit Jatia. Mr. Sharanan Laxaman is a Development
Licensee for the one and only Bangalore property so far under the
flagship of Golden Kitchen Pvt. Ltd. which was unveiled in October
2004.

McDonald's has 75 restaurants - 26 in Delhi, 3 in Gurgaon, 4 in Noida,

3 in Faridabad, 3 in Ghaziabad & 2 in Jaipur, 1 each in Chandigarh,
Meerut, Lucknow, Kanpur, Mathura and Manesar on the Delhi-Jaipur
Highway, the National highway No 1 in Karnal, Doraha and in Jalandhar.
In addition to this, there are 18 restaurants in Mumbai, 3 in Pune, 1 in
Vadodara and 1 in Ahmedabad. McDonald's also opened its doors to
South India with its first restaurant in Bangalore in Oct. 2004.

QSC & V...The Foundation that built McDonald's success

At McDonald's we have one agenda - providing 100% total customer

satisfaction and the formula for achieving this goal in our restaurant
operation is the long-standing commitment to Q.S.C&V - Quality,
Service, Cleanliness and Value.

Our food products are the result of the best ingredients, strict standards,
and proven procedures so that they are safe, healthy & great tasting.
Menu development is an ongoing process at McDonald's as we seek to
satisfy the tastes of our customers. Experimenting with menu additions to
meet local needs and enhancing the taste of existing products is our forte.

Local Sourcing | Making the McVeggie

Respect for Local Culture
A taste of freshness from all over India

Did you know that every year, Rs. 50,000 crore worth of food produce is
wasted in India? This is mainly because of the lack of proper
infrastructure for storage and transportation under controlled conditions.

McDonald's is committed to providing quality products while supporting

other Indian businesses. And so, McDonald's spent a few years setting up
a unique Cold Chain.

The Cold Chain is necessary to maintain the integrity of food products

and retain their freshness and nutritional value. It refers to the
procurement, warehousing, transportation and retailing of food products
under controlled temperatures.

Setting up the Cold Chain has involved the transfer of state-of-the-art

food processing technology by McDonald's and its international suppliers
to pioneering Indian entrepreneurs, who have now become an integral
part of the Cold Chain.

Local Sourcing | Making the McVeggie

Respect for Local Culture

Vital Links in our Cold Chain

All suppliers adhere to Indian government regulations on food, health and

hygiene while continuously maintaining McDonald's recognised
standards. As the ingredients move from farms to processing plants to the
restaurant, McDonald's Quality Inspection Programme (QIP) carries out
quality checks at over 20 different points in the Cold Chain system.
Setting up of the Cold Chain has also enabled us to cut down on
operational wastage

Hazard Analysis Critical Control Point (HACCP) is a systematic approach

to food safety that emphasizes prevention within our suppliers' facility
and restaurants rather than detection through inspection of illness or
presence of microbiological data. Based on HACCP guidelines, control
points and critical control points for all McDonald's major food
processing plands and restaurants in India have ben identified. The limits
have been established for those followed by monitoring, recording and
correcting any deviations. The HACCP verification is done at least twice
in a year and certified.

The relationship between McDonald's and its Indian suppliers is mutually

beneficial. As McDonald's expands in India, the supplier gets the
opportunity to expand his business, have access to the latest in food
technology, exposure to advanced agricultural practices and the ability
to grow or to export. There are many cases of local suppliers operating
out of small towns who have benefited from their association with
McDonald's India.

Trikaya Agriculture

Suppier of Iceberg Lettuce

Implementation of advancved agricultural practices has enabled Trikaya
to successfully grow speciality crops like iceberg lettuce, special herbs
and many oriental vegetables. Farm infrastructure features:

• A specialised nursery with a team of agricultural experts.

• Drip and sprinkler irrigation in raised farm beds with fertiliser
mixing plant.
• Pre-cooling room and a large cold room for post harvest handling.
• Refrigerated truck for transportation.

Vista Processed Foods Pvt. Ltd.

Supplier of Chicken and Vegetable range of products (including Fruit

Pies)
A joint venture with OSI Industries Inc., USA, McDonald's India Pvt. Ltd.
and Vista Processed Foods Pvt. Ltd., produces a range of frozen chicken
and vegetable foods. A world class infrastructure at their plant at Taloja,
Maharashtra, has :

• Separate processing lines for chicken and vegetable foods.

• Capability to produce frozen foods at temperature as low as -35
Degree Cel. to retain total freshness.
• International stardards, procedures and support services.

Dynamix Diary
Supplier of Cheese
Dynamix has brought immense benefits to farmers in Baramati,
Maharashtra by setting up a network of milk collection centres equipped
with bulk coolers. Easy accessibility has enabled farmers augment their
income by finding a new market for surplus milk. The factory has:

• Fully automatic international stardard processing facility.

• Capability to convert milk into cheese, butter/ghee, skimmed milk
powder, lactose, casein & whey protein and humanised baby food.
• Stringent quality control measures and continuous Research &
Development

Amrit Food

Supplier of long life UHT Milk and Milk Products for Frozen
Desserts
Amrit Food, an ISO 9000 company, manufactures widely popular brands -
Gagan Milk and Nandan Ghee at its factory at Ghaziabad, Uttar Pradesh.
The factory has:

• State-of-the-art fully automatic machinery requiring no human

contact with product, for total hygiene.
• Installed capacity of 6000 ltrs/hr for producing homegenised UHT
(Ultra High Temperature) processed milk and milk products.
• Strict quality control supported by a fully equipped quality control
laboratory.

Radhakrishna Foodland
Distribution Centres for Delhi and Mumbai
An integral part of the Radhakrishna Group, Foodland specialises in
handling large volumes, providing the entire range of services including
procurement, quality inspection, storage, inventory management,
deliveries, data collection, recording and reporting. Salient strenghts are :

• A one-stop shop for all distribution management services.

• Dry and cold storage facility to store and transport perishable
products at temperatures upto -22 Degree Cel.

• Effective process control for minimum distribution cost.

Hardcastle Restaurants Pvt. Ltd. Ashiana, 69-C, B. Desai Road, Mumbai
400 026
Tel: 91-22-5664 8888 Fax: 91-22-5657 54

Everyday Value At McDonald’s

Value as the corner stone of McDonald’s strategy

McDonald's worldwide stands for QSC&V, where “V” stands for value and
therefore the value proposition assumes special significance. Explaining this,
Mr. Amit Jatia, Managing Director, McDonald's Western India says,
“McDonald's success has been built on commitment to the delivery of
QSC&V (Quality, Service, Cleanliness and Value) to customers, the
expansion of restaurant numbers to improve convenience and large scale
investment in supplier development, training and people. Getting QS&C
consistently, and overwhelming appreciation of Value keeps our customers
satisfied and maintains our competitive edge.” The value initiative at
McDonald's is all-pervasive. Our strategy is to achieve best value by
enhancing experience (offering best quality), while keeping prices
reasonable. This applies to products we serve our customers and to every
other aspect of the way we do business. At McDonald's, costs are kept low
by increasing efficiency and cutting wastage at all levels. This is possible by
advanced operations, management and human behaviour skills tested over
time in around 120 countries across the world. It is important to understand
that delivering highest quality doesn’t come easily. Customers who walk into
a McDonald's restaurant, expect to be served food that is hot and fresh, made
from the highest quality ingredients, served within minutes of placing
their order and at a price, which is affordable. Such is the strength of the
brand that they rely on McDonald's to do all this, without thinking about
how it is actually achieved. This is achieved through to the minutest details
and doing things the right way, whether it is the McDonald's unique cold
chain network which ensures that food products move from farms to
restaurants absolutely fresh, at the lowest possible cost, or, the reverse
osmosis water treatment plant at every restaurant to provide water which is
the ultimate in purity, McDonald's in India has invested heavily in achieving
quality.

McDonald’s Value offers

• Though all McDonald's food products offer tremendous value, we

continually review and improve our menu offerings to make sure that we not
only meet our customers’ expectations, but also exceed them. As a result, we
have introduced a series of ongoing value options to enable our customers to
appreciate this aspect of the brand even more strongly.
Background on Pizza Hut & Existing Marketing Mix of Comp
Uploaded by badbreaks on Jun 26, 2005
for a successful product will cover the costs and bring in substantial profit.

The advertising campaign is going to be budgeted to use 8% of projected

sales. We are forecasting that the introduction of the Extreme Pizza will
increase sales by 7%. This forecast is based upon other new products that
Pizza Hut has introduced and the impact that they have had on Pizza Huts
revenues. A 7% increase in sales for Pizza Hut will bring a total of $547
million dollars in revenue, making the advertising budget $43.76 million.
This kind of advertising budget will allow for a mass media blitz of
promotions featuring our new "Extreme Pizza". Our target market spends
many hours a day in front of the TV and computer, so the constant
messages being played will allow our product to generate a high level of
awareness.

The advertising of the product is very important but the promotion of this
product along side Mountain Dew will help to put our product in a more
specific category. Mountain Dew has targeted our target market for several
years and is by far one of the leaders in this market. With this in mind
promotions with Mountain Dew will be crucial to the success of the
"Extreme Pizza". With competition being so strong in this industry the
threat of imitation products will surely be a problem to be dealt with.
Pizza Hut will however have the first mover advantage with this product.
With the entry of imitation products into the market, Pizza Hut will have
to adjust its mixes to accommodate change. The promotions may have to
be bigger and better than the competition, or the product may need to be
altered to give it that little bit of an edge over the competition. For
example stuffing the crust with cheese or giving a free topping with the
purchase would help give Pizza Hut an edge over the competition.
Basically, Pizza Hut will need to remain flexible in the maturity stages of
the product life cycle in an attempt to continue to be the market leader.
Overall, this is a product that is not much unlike any of the other new
pizza's that Pizza Hut has introduced. What makes this new product so
exciting is the marketing plan that is directing the product at a new
segment. We are taking a large pizza with a lot of toppings and marketing
it as an "Extreme Pizza" to a generation of younger adults that are
consumed by this marketing tool. This is what will make this a success.
The mix of promotion and advertising we will be using will target a very
profitable, sometimes overlooked market segment known as generations X
and Y.
1. Are your vegetarian products 100%
vegetarian?

Yes. All our vegetarian products are 100%

vegetarian. Even our mayonnaise was specially
developed for Indian consumers and hence does
not contain any egg. Additionally, our soft
serves too do not contain any egg and are 100%
vegetarian.

We take great efforts to ensure that our

vegetarian products are kept distinctly from our
non-vegetarian products right from our
supplier’s end till they are served to our
customers.

2. How does McDonald's ensure that food is

prepared properly?

Serving our customers great tasting, high

quality food is our top priority. All menu items
at McDonald's are prepared for our customers
under a carefully monitored process using
specialised equipment.

For example, we conduct a series of tests and

restaurant audits every day to ensure that our
procedures are being followed and our high
standards are being met.

We train our crew members extensively on all

food safety and food handling processes.
Trainees work shoulder-to-shoulder with crew
trainers while they learn the operational skills
necessary for running each of the 25 positions
in our restaurant – from front counter to the grill
area.

We follow strict procedures not only at the

restaurant level but also at the supplier end. All
suppliers adhere to Indian government
regulations on food, health and hygiene while
continuously maintaining McDonald's
recognised standards. As the ingredients move
from farms to processing plants to the
restaurant, McDonald's Quality Inspection
Programme (QIP) carries out quality checks at
over 20 different points in the Cold Chain
system. Setting up of the Cold Chain has also
enabled us to cut down on operational wastage
Radhakrishna Foodland (P) Ltd.

McDonald’s Distribution Partner

Radhakrishna Foodland (P) Ltd. [“Foodland”] is a part of the Radhakrishna

Group, which is engaged in food and related service businesses.
From July 1993, much before McDonald’s started its operations in India,
sincere efforts were made by Foodland to carefully understand McDonald’s
operations and requirements for the Indian market. Better facilities and
infrastructures were created and new systems were adopted to satisfy
McDonald’s demands. Finally, all those efforts put in by Foodland
culminated into a handshake agreement with McDonald’s India, to serve as
Distribution Centres for their restaurants in Mumbai. So began the mutually
beneficial business association between the two companies.
The division has focused all its resources to meet McDonald’s expectation of
‘Cold, Clean, On-time delivery’. From this evolved the mission statement,
‘To ensure that all McDonald’s restaurants are supplied without
interruption,
products conforming to acceptable standards at lowest local costs to the
system.’

The Distribution Centre (DC) is responsible for procurement, quality

inspection programme, storage, inventory management, deliveries to the
restaurants and data collection, recording and reporting. Value added
services like repacking of promotional items are also carried out at the DC.
The DC plays a very vital role in maintaining the integrity of the products
throughout the entire ‘cold chain’ – the distribution system that ensures the
products, which arrive at McDonald’s restaurants from suppliers all over
India, are absolutely fresh and as per McDonald’s Quality Standards. All
these operations need to be managed in the most cost- effective manner. The
operations and accountings are totally transparent and are subject to regular
audit.
McDonald’s introduced Foodland to F. J. Walkers of Australia, which
resulted in an affiliation between the two companies to develop the
distribution set-up in India. The association has helped Foodland to refine its
operations to achieve the following:

• Designing and establishing the distribution system to handle large

volumes.

• Engineering the storage and delivery network to service the unique

requirements at each of the customer’s locations.

• Devising delivery schedules to minimise business interruption and

maximise efficiency so that store managers know exactly what to expect and
when.

• Maintaining open communication lines with customers, suppliers and all

business associates.

• Emerging as a key system player after realising the inter-dependence of all

the
associates in the McDonald’s business system.
• Transferring some of the good distribution practices to other divisions of
the group.

The company has also invested in ERP Software to bring in efficiency, speed
and accuracy into the system. Foodland is the first Indian company engaged
in such business to have customized software for smoother operations. As a
sign of increasing confidence in Foodland’s operations, McDonald’s agreed
to terminate the technical support till then provided to Foodland by F. J.
Walkers of Australia.
Foodland is a member of McDonald’s Asia Pacific Logistics and
Distribution Team, which helps them to sharpen their skills and benchmark
its efficiency measures with elsewhere in McDonald’s Asia Pacific Zone.
The beginning has been made and Foodland is highly optimistic that with
the active support from McDonald’s and its business associates, it can reach
even greater heights in the future and become a pioneer in the organised
food distribution system. Foodland’s association with McDonald’s India is a
typical example of McDonald’s support and commitment to its local
partners, who are now growing as McDonald’s grows.
Hardcastle Restaurants Pvt. Ltd. Ashiana, 69-C, B. Desai Road, Mumbai
400 026
Tel: 91-22-5664 8888 Fax: 91-22-5657 54

Vista Processed Foods Pvt. Ltd.

McDonald’s Supplier Of Chicken And Vegetable Products

Vista Processed Foods Pvt. Ltd., McDonald's suppliers for the chicken and
vegetable range of products, is another important player in this cold chain.
Technical and financial support extended by OSI Industries Inc., USA and
McDonald’s India Private Limited have enabled Vista to set up world-class
infrastructure and support services. This infrastructure includes hi-tech
refrigeration plants for manufacture of frozen food at temperatures as low as
- 35° C. This is vital to ensure that the frozen food retains it freshness for a
long time and the 'cold chain' is maintained. The frozen product is
immediately moved to cold storage rooms. With continued assistance from
its international partners, Vista has installed hi-tech equipment for both the
chicken and vegetable processing lines, which reflect the latest food
processing technology (de-boning, blending, forming, coating, frying and
freezing).
For the vegetable range, the latest vegetable mixers and blenders are in
operation. Also, keeping cultural sensitivities in mind, both processing lines
are absolutely segregated and utmost care is taken to ensure that the
vegetable products do not mix with the non-vegetarian products.
Now, at Vista, a very wide range of frozen and nutritious chicken and
vegetable products is available. Ongoing R&D, both locally and in the
parent companies, work towards innovation in taste, nutritional value and
convenience. These products, besides being supplied to McDonald's, are also
offered to institutions like star-rated hotels, hospitals, project sites, caterers,
corporate canteens, schools and colleges, restaurants, food service
establishments and coffee shops. Today, production of high quality frozen
foods that are both nutritious and fresh have made
Dynamix Dairy

McDonald’s Supplier of Cheese

Towards fulfilling its commitment to sourcing almost all of its products from
local suppliers, McDonald’s has identified local Indian businesses which
share its level of commitment and dedication in satisfying customers by
supplying them the highest quality products. The relationship between
McDonald’s and its Indian suppliers benefits both parties. For McDonald’s –
world-class products of the highest quality are readily available from
local sources. For the suppliers – the opportunity to expand their business,
have access to the latest technology and exposure to advanced practices – as
well as the ability to grow as McDonald’s expands in India. Through
McDonald’s, the suppliers also get access to overseas markets to export their
products. One of the best example of this supplier relationship is evident in
the case of the multi crore Dynamix Group, McDonald’s supplier of cheese
in India. McDonald’s India has approved Dynamix Dairy, Baramati
(Maharashtra) for the supply of cheese to its restaurants, which has 100%
computer control, high tech automation equipment. Baramati is small
district, which has a large number of milch cattle. However, average land
holding per farmer is very low and the farms are scattered across the
countryside. Due to this scattering of farms, a long period of time elapses
between the milking of the refrigeration can impact the quality of milk – and
the farmer does not get a good price for his product. Owing to the lack of
infrastructure in Baramati, milk producers were not able to channel the
surplus milk to places outside Baramati. Within the region, the market was
not large enough. Consequently, milk producers were throwing away the
excess milk and increasingly opting out of the milk business.
Recognising the need for quality milk to make quality cheese, Dynamix set
up a dedicated quality program for milk procurement and invested
significantly in setting up bulk coolers at all milk collection centres in the
Baramati area. Efforts were made to see that the bulk cooling centres were
located at an accessible location so that the farmer had to travel only a
distance of 1-2 km from his farm to the collection centre, drastically
reducing the time from milking to refrigeration. On receipt, the milk is
immediately stored in the bulk coolers installed in Dynamix’s 45 milk
collection centres, to prevent further growth of bacteria in the milk and
preserving its freshness – thus, maintaining the ‘cold chain.’
The company also provided these centres with electronic testing and
measuring instruments so that the milk producer could be given an exact
value for his milk. This helped the farmer to improve yield and quality as
well as obtain a better price for his milk. To support this, a passbook system
was also introduced so that the farmer could keep a record of his milk
production and its quality. A model demonstration dairy farm with a
dedicated R&D centre was established to educate milk producers with the
latest concepts in modern dairy – animal management – hygiene and
cleanliness, regulated feeding, disease control and the genetic improvement
of milch cattle to increase the yield and ensure consistent high quality.
Moreover, modern equipment involving utilisation of natural resources like
the use of solar energy to heat water for cleaning and sanitizing the milk
containers have also been installed subsequently. To encourage these
improvements in quality standards and world class manufacturing
capabilities at Dynamix, McDonald’s introduced Dynamix to two of its
global suppliers – Schreiber Foods, USA and Erie Foods, USA. This resulted
in a joint venture with one company and an export order worth $12 million
per year from the other company. It also helped Dynamix in acquiring
technology to market a large number of high quality, value-added milk
products. Dynamix Dairy’s association with McDonald’s India is a typical
example of McDonald’s commitment to its local suppliers, especially at the
grass root level, who not only gain by the technology transfers, but also by
obtaining a better price for their products. McDonald’s and Dynamix Dairy’s
efforts not only helped milk-producing farmers to find a market for their
produce, but has also helped them to increase their surplus produce.
Hardcastle Restaurants Pvt. Ltd. Ashiana, 69-C, B. Desai Road, Mumbai
400 026
Tel: 91-22-5664 8888 Fax: 91-22-5657 54
Trikaya Agriculture

McDonald’s Supplier Of Fresh Iceberg Lettuce

McDonald’s India benefits other Indian businesses through local sourcing.

Worldwide, too, McDonald’s has brought benefits consistently to the
community by working with local businesses, which could grow as
McDonald’s grew. By forming partnerships with the local suppliers, based
on trust and the mutual desire to grow, McDonald’s has set the stage for
enormous success for a large number of companies from which it
purchases supplies and services. Working with these local suppliers,
McDonald's and its international supplier network has helped transfer to
them advanced technology and state-of-the-art procedures in the areas of
agriculture, food processing, warehousing and distribution, restaurant
equipment manufacturing, restaurant operations and other disciplines related
to the food service industry. For example, McDonald's partnership with local
produce suppliers has stimulated the introduction of new farming techniques
and widened geographic areas of production. Agricultural suppliers to the
company are now employing the most current farming practices – resulting
in better cropping patterns, greater yields, higher farm income and increased
jobs within the rural farming sector. One of the best examples of this
supplier development is Trikaya Agriculture, McDonald's supplier of fresh
iceberg lettuce. Initially lettuce could only be grown during the winter
months but with McDonald's expertise in the area of agriculture, Trikaya
Farms in Talegaon, Maharashtra, is now able to grow this crop all the year
round. McDonald's has provided assistance in the selection of high quality
seeds, exposed the farms to advanced drip – irrigation technology and
helped develop a refrigerated transportation system allowing a small agro–
business in Maharashtra to provide fresh, high quality lettuce to McDonald's
urban restaurant locations thousands of kilometers away. Today, Trikaya
Agriculture is a major supplier of iceberg lettuce to McDonald's
India for their Indian operations.

Exposure to better agricultural management practices and sharing of

advanced agricultural technology with McDonald’s has made Trikaya
Agriculture extremely conscious of delivering its products with utmost care
and quality. Its post harvest facilities include a cold chain consisting of a
vacuum pre cooling room to remove field heat, a large cold room and a
refrigerated van for transportation where the temperature and the relative
humidity of this crop is maintained between 1° C and 4° C and 95%
respectively. Vegetables are in the pre cooling room within half an hour of
harvesting. The pre – cooling room ensures rapid cooling to 2° C within 90
minutes. The pack house, pre cooling and cold room are located at the farms
itself, ensuring no delay between harvesting, pre cooling, packaging, and
cold storage. Thus 0% spoilage and freshness are maintained. Besides
supplying to McDonald's, Trikaya Agriculture has also a plan to export this
high value product to other international markets, especially to McDonald's
Middle East operations. McDonald's expertise in packaging, handling and
long distance transportation has helped Trikaya to do trial shipments to the
Gulf successfully and a large amount of snow peas to Austrian markets.
In addition to export, McDonald's assistance has enabled Trikaya Agriculture
to supply this crop to a number of star-rated hotels, clubs, flight kitchens and
offshore catering companies all over India. Trikaya Agriculture’s association
with McDonald's India is typical of McDonald's
commitment to local sourcing and the opportunity this provides to the
suppliers to expand their business, have access to the latest in food
processing technology and acquire exposure to advanced agricultural
practices.

Potato Farming In Gujarat

McDonald's India, even prior to its entry into India, was committed to
working with local suppliers and farmers to source all its requirements. The
company therefore spent 6 years and around Rs. 450 crore to set up the food
supply chain even before opening its first restaurant in the country.
India, despite being the world’s second largest producer of food, loses nearly
Rs.50,000 crore worth of food produce due to wastage at various levels,
especially due to lack of proper infrastructure for storage and transportation.
McDonald's India has pioneered the cold chain management system wherein
the freshness, crispness and nutritional value of vegetables and processed
products are retained. In 1991, McDonald's was looking for a particular
variety of potato for manufacturing its world famous French fries. One of
McDonald’s suppliers – Lamb Weston – invested heavily in setting
up production lines to process these potatoes and make the fries. However,
production was discontinued, as the right quality of potatoes could not be
sourced.
The right quality potato in India was unavailable as farmers used seeds from
the preceding crop, which in turn resulted in a single variety and poor
quality potatoes. McDonald’s needed the process-grade variety of potato for
its products, which are as per McDonald's international quality standards.
The variety of potato required by McDonald’s had to have a certain length,
high solids content and low moisture content while the ones that were
available were of the table-grade variety. Nonetheless, as per its initial
commitment to local sourcing, McDonald's and its supplier partner, McCain
Foods Pvt. Ltd., began to work closely with farmers in Gujarat and
Maharashtra to develop process-grade potato varieties. McCain Foods Pvt.
Ltd. is the world’s largest French Fry Company in the world. Established in
1957, today it is a brand that is known and respected in more than 100
countries, generating worldwide sales of more than $5.5 billion. It has more
than 55 processing plants on 4 continents (29 of which are French fry and
potato specialty facilities) and exports to more than 80 countries worldwide.
Leaders in agronomy, technology and innovation, McCain Foods Pvt. Ltd.
partnered with McDonald’s to work with farmers in Gujarat (specifically the
towns of Deesa and Kheda) to interact with agronomists and field assistants
to demonstrate the best practices – right from better agronomy techniques
like irrigation system, sowing seed treatments, planting methods,
fertilizer application programmes and better storage methods for the
produce. In addition to this, the farmers also benefit through incremental
monetary gains as they sell directly to McCain Foods Pvt. Ltd. instead of
commission agents. The result of these efforts has been that now the Gujarat
potato crop has been utilised to make McDonald’s ‘Chatpatey’ Potato
Wedges.

Hardcastle Restaurants Pvt. Ltd. Ashiana, 69-C, B. Desai Road, Mumbai

400 026
Tel: 91-22-5664 8888 Fax: 91-22-5657 54

Everyday Value At McDonald’s

Value as the corner stone of McDonald’s strategy

McDonald's worldwide stands for QSC&V, where “V” stands for value and
therefore the value proposition assumes special significance. Explaining this,
Mr. Amit Jatia, Managing Director, McDonald's Western India says,
“McDonald's success has been built on commitment to the delivery of
QSC&V (Quality, Service, Cleanliness and Value) to customers, the
expansion of restaurant numbers to improve convenience and large scale
investment in supplier development, training and people. Getting QS&C
consistently, and overwhelming appreciation of Value keeps our customers
satisfied and maintains our competitive edge.” The value initiative at
McDonald's is all-pervasive. Our strategy is to achieve best value by
enhancing experience (offering best quality), while keeping prices
reasonable. This applies to products we serve our customers and to every
other aspect of the way we do business. At McDonald's, costs are kept low
by increasing efficiency and cutting wastage at all levels. This is possible by
advanced operations, management and human behaviour skills tested over
time in around 120 countries across the world. It is important to understand
that delivering highest quality doesn’t come easily. Customers who walk into
a McDonald's restaurant, expect to be served food that is hot and fresh, made
from the highest quality ingredients, served within minutes of placing
their order and at a price, which is affordable. Such is the strength of the
brand that they rely on McDonald's to do all this, without thinking about
how it is actually achieved. This is achieved through to the minutest details
and doing things the right way, whether it is the McDonald's unique cold
chain network which ensures that food products move from farms to
restaurants absolutely fresh, at the lowest possible cost, or, the reverse
osmosis water treatment plant at every restaurant to provide water which is
the ultimate in purity, McDonald's in India has invested heavily in achieving
quality.

McDonald’s Value offers

• Though all McDonald's food products offer tremendous value, we

continually review and improve our menu offerings to make sure that we not
only meet our customers’ expectations, but also exceed them. As a result, we
have introduced a series of ongoing value options to enable our customers to
appreciate this aspect of the brand even more strongly.
Hardcastle Restaurants Pvt. Ltd. Ashiana, 69-C, B. Desai Road, Mumbai
400 026
Tel: 91-22-5664 8888 Fax: 91-22-5657 54

McDonald’s India’s Cold Chain

Spreading The Spirit Of Enterprise All Over India

A unique sense of dedication and commitment characterizes McDonald's

India. Commitment to be driven by the leadership of local owners.
Commitment to provide quality products and fast friendly service at a real
value to support other Indian businesses through local sourcing and
imparting new skills and to generate local employment by being a part of the
local culture. This commitment has translated into enduring benefits to the
businesses at the grass root level, in the areas of introduction of new crops,
new agricultural practices and food processing methods and procedures.
McDonald's unique 'cold chain', on which the fast food major has spent more
than six years setting up in India, has brought about a veritable revolution,
immensely benefiting the farmers at one end and enabling customers at retail
counters get the highest quality food products, absolutely fresh and at great
value. Explaining the concept, Mr. Amit Jatia, Managing Director,
McDonald’s Western India, said, "Every year, Rs. 50,000 crore worth of
food produce is wasted in India because of lack of proper infrastructure for
storage and transportation under controlled conditions. These range from
physical damage and vermin infestation to improper temperature,
humidity and air-flow." "McDonald's, through its unique cold chain, has
been able to both cut down on its operational wastage, as well as maintain
the freshness and nutritional value of raw and processed food products. This
has involved procurement, warehousing, transportation and retailing of
perishable food products, all under controlled temperatures." Setting up this
extensive cold chain distribution system has involved the transfer of state-of-
the-art food processing technology by McDonald's and its international
suppliers to pioneering Indian enterprises, who are today an integral part of
the McDonald’s cold chain.
From Field To 2º C In 90 Minutes

Trikaya Agriculture, a major supplier of iceberg lettuce to McDonald's India,

is one such enterprise that is an intrinsic part of the cold chain. Exposure to
better agricultural management practices and sharing of advanced
agricultural technology by McDonald's has made Trikaya Agriculture
extremely conscious of delivering its products with utmost care and quality.
Initially lettuce could only be grown during the winter months but with
McDonald's expertise in the area of agriculture, Trikaya Farms in Talegaon,
Maharashtra, is now able to grow this crop all the year round. McDonald's
has provided assistance in the selection of high quality seeds, exposed the
farms to advanced drip-irrigation technology, and helped develop a
refrigerated transportation system allowing a small agri-business in
Maharashtra to provide fresh, high-quality lettuce to McDonald's urban
restaurant locations thousands of kilometers away. Post harvest facilities at
Trikaya include a cold chain consisting of a pre-cooling room to remove
field heat, a large cold room and a refrigerated van for transportation where
the temperature and the relative humidity of the crop is maintained between
1º C and 4º C and 95% respectively. Vegetables are moved into the pre-
cooling room within half an hour of harvesting. The pre-cooling room
ensures rapid vacuum cooling to 2º C within 90 minutes. The pack house,
pre-cooling and cold room are located at the farms itself, ensuring no delay
between harvesting, pre-cooling, packaging and cold storage. With this cold
chain infrastructure in place, Trikaya Agriculture has also a plan to export
this high value product to other international markets, especially to
McDonald's Middle East and Asia Pacific operations. McDonald's expertise
in packaging, handling and long-distance transportation has helped Trikaya
to do trial shipments to the Gulf successfully. In addition to export,
McDonald's assistance has enabled Trikaya Agriculture to supply
this crop to a number of star-rated hotels, clubs, flight kitchens and offshore
catering companies all over India.

Flavour And Freshness Locked In At - 35° C

Vista Processed Foods Pvt. Ltd., McDonald's suppliers for the chicken and
vegetable range of products, is another important player in this cold chain.
Technical and financial support extended by OSI Industries Inc., USA and
McDonald’s India Private Limited have enabled Vista to set up world-class
infrastructure and support services. This includes hi-tech refrigeration plants
for manufacture of frozen food at temperatures as low as - 35° C. This is
vital to ensure that the frozen food retains it freshness for a long time and the
'cold chain' is maintained. The frozen product is immediately moved to cold
storage rooms. With continued assistance from its international partners,
Vista has installed hi-tech equipment for both the chicken and vegetable
processing lines, which reflect the latest food processing technology (de-
boning, blending, forming, coating, frying and freezing). For the vegetable
range, the latest vegetable mixers and blenders are in operation. Also,
keeping cultural sensitivities in mind, both processing lines are absolutely
segregated and utmost care is taken to ensure that the vegetable products do
not mix with the non-vegetarian products. Now, at Vista, a very wide range
of frozen and nutritious chicken and vegetable products is available.
Ongoing R&D, both locally and in the parent companies, work towards
innovation in taste, nutritional value and convenience. These products,
besides being supplied to McDonald's, are also offered to institutions like
star-rated hotels, hospitals, project sites, caterers, corporate canteens, schools
and colleges, restaurants, food service establishments and coffee shops.
Today, production of better quality frozen foods that are both nutritious and
fresh has made Vista Processed Foods Pvt. Ltd. a name to reckon within the
industry.

From Farm To Bulk Cooler In Less Than 90 Minutes

McDonald's suppliers of cheese, Dynamix Dairy, too, recognising the need

for quality milk to make quality cheese, has set up a dedicated quality
program for milk procurement. They have made significant investments in
setting up bulk coolers at all milk collection centres in the Baramati area,
where they are based. Efforts have been made to see that the bulk cooling
centres are located in a way that farmers do not have to travel more than an
hour from their farms to reach the collection centre. This has drastically
reduced the time from milking to refrigeration, which is critical, especially
since the lack of proper refrigeration can greatly impact the quality of milk.
On receipt, the milk is immediately stored in the bulk coolers at the
collection centres, to prevent growth of bacteria in the milk and preserve its
freshness - thus, maintaining the 'cold chain'.
And In The End Bringing It To The Consumer
McDonald's local supply networks through Radhakrishna Foodland, which
operates distribution centres (DCs) for McDonald's restaurants in Mumbai
and Delhi. The DCs have focused all their resources to meet McDonald's
expectation of 'Cold, Clean, and On-Time Delivery' and plays a very vital
role in maintaining the integrity of the products throughout the entire 'cold
chain'. Ranging from liquid products coming from Punjab to lettuce from
Pune, the DC receives items from different parts of the country. These items
are stored in rooms with different temperature zones and are finally
dispatched to the McDonald's restaurants on the basis of their requirements.
The company has both cold and dry storage facilities with capability to store
products up to -22º C as well as delivery trucks to transport products at
temperatures ranging from room temperature to frozen state. All these
suppliers share McDonald's commitment and dedication to satisfying
customers by supplying them the highest quality products. They are working
cohesively to ensure that the final product reaches the customer consistently
each time and every time. At their level, every care is taken to guard against
any interruptions in the cold chain which can break the link and have a
detrimental effect on the quality of the product. And more products reaching
the market fresher and quicker not only benefit the economy but also help
the farmer earn more.

Hardcastle Restaurants Pvt. Ltd. Ashiana, 69-C, B. Desai Road, Mumbai

400 026
Tel: 91-22-5664 8888 Fax: 91-22-5657 54

Respect For The Customers We Serve

Vegetarian and Non-Vegetarian Options for Indian Customers

Consistency and uniformity – the trademark of McDonald’s anywhere in the

world – be it in areas like the quality of the food or the attention to service.
Yet, a McDonald’s in China would be distinct from its counterpart in
Germany or Canada or India. In India, McDonald’s opened with a beef-less
and pork-less menu and special product formulations to accommodate
Indian culture and palate. Amit Jatia, the jointventure partner for
McDonald's India (western region), says, “McDonald's has spent
considerable amount of time to understand Indian culture. Out of respect
for many of our customers' beliefs, we are not serving any beef and pork
items.” The menu consists of chicken, fish and vegetarian products that
include milkshakes, soft serves and the world-famous French fries.
McDonald's has also added Chatpatey (spicy) Potato Wedges™ and the
Wrap to their menu in 2002. McDonald's commitment to its Indian
customers is also shown in its development of special sauces that use local
spices. McDonald's has also changed its operations to address the special
requirements of a vegetarian menu. Vegetable products are prepared
separately, using dedicated equipment and utensils. Also In India
McDonald's uses only vegetable oil as a medium for cooking. The French
fries are prepared using spices and fried in 100% vegetable oil (Palmolein
oil). Not only that, but the mayonnaise used in its vegetarian burgers is also
egg-less. This dedication to local cultures is not new for McDonald's. For the
past 49 years, McDonald's has opened restaurants in about 120 distinctly
different countries and cultures. With guidance from its local partners,
McDonald's is able to adapt – where necessary - its menu and restaurant
operations to complement existing eating-out options. McDonald's local
owners understand what their customers want and perhaps more importantly,
what is acceptable within local customs and values.

Hardcastle Restaurants Pvt. Ltd. Ashiana, 69-C, B. Desai Road, Mumbai

400 026
Tel: 91-22-5664 8888 Fax: 91-22-5657 54

Quality, Service, Cleanliness & Value

McDonald’s Philosophy

When asked to explain McDonald’s success, founder Ray Kroc used to say,
“We take the hamburger business more seriously than anyone else.”
Kroc was a perfectionist. From the day he opened the first restaurant, he
vowed to give his customers high quality products, served quickly –and a
smile, in a clean and pleasant environment, and all at a fair price. Quality,
Service, Cleanliness and Value (QSC&V) became the philosophy that drove
McDonald's business – from one restaurant in 1955 to around 30,000
restaurants in about 120 countries. This philosophy also guides McDonald’s
India.
Quality

McDonald’s India serves only the highest quality products. The attention to
food quality started long before the first restaurant opened. McDonald’s
India has established close relationships with local suppliers who provide
McDonald’s with the highest quality, freshest ingredients to make its
products. All suppliers adhere to Indian government regulations to food,
health and hygiene while continuously maintaining McDonald’s own
recognized standards. McDonald’s has established an extensive “cold chain”
distribution system in India to ensure that the products that arrive at the
restaurant from suppliers all over India are absolutely fresh. In the
restaurants, products and suppliers are used on a “first-in, first-out” basis to
ensure freshness. All McDonald’s products are prepared using the most
current stateof- the-art cooking equipment to ensure quality and safety. On
an average 20 different quality checks are carried out before any product is
served to our customers.

Service

McDonald’s India provides fast, friendly service – the hallmark of

McDonald’s, which sets its restaurants apart from others. At McDonald’s,
the customer comes first. Every employee strives to provide 100 percent
customer satisfaction – for every customer – every visit. This includes fast,
friendly and attentive service, accuracy in order taking and filling, and
anticipation of customer’s needs.

Cleanliness

McDonald’s restaurants provide a clean, comfortable environment especially

suited for families. McDonald’s stringent cleaning standards ensure that all
tables, seating, highchairs and trays are sanitized several times each hour.
The attention to cleanliness extends from the lobby to the kitchen to the
sidewalk and even immediate areas outside the restaurant. In addition to
urging customers to dispose of their litter properly and offering a number
of litter bins (both inside and outside the restaurants) for their convenience,
McDonald’s “Litter Patrols” walk one block around the restaurants several
times each day picking up McDonald’s litter. Restaurant managers walk
through the dining areas each hour, to ensure that it is clean and well
stocked. All restaurants provide warm and inviting environment and a
variety of comfortable seating arrangements to accommodate anyone – from
a single individual to a large family.

Value

McDonald’s prices its products in such a way that a very large cross section
of the Indian population can afford it. McDonald’s does not sacrifice quality
for value – rather McDonald’s leverages economies of scale to minimize
costs while maximising value to customers. McDonald’s definition of value
is broader than most restaurants of its kind – it is more than even the price.
Value at McDonald’s is the sum of the total McDonald’s experience: quality
food; fast, friendly service; a clean and pleasant environment and products
priced for the largest segment of Indian consumers possible. That is value at
McDonald’s.

Hardcastle Restaurants Pvt. Ltd. Ashiana, 69-C, B. Desai Road, Mumbai

400 026
Tel: 91-22-5664 8888 Fax: 91-22-5657 54

McDonald’s India

A Locally Owned Company

McDonald's India is a joint-venture company managed by Indians. In

Western India, Amit Jatia’s company, Hardcastle Restaurants Private Limited
owns and manages McDonald's restaurants. In Northern India, McDonald's
Restaurants are owned and managed by Vikram Bakshi’s Connaught Plaza
Restaurants Private Limited. Amit Jatia and Vikram Bakshi are responsible
for running McDonald's in India.

Local Sourcing Is Key For Truly Indian Products

Around the world, McDonald's traditionally operates with local partners or

local management. In India too, McDonald's purchases form local suppliers.
McDonald's constructs its restaurants using local architects, contractors,
labour and – where possible – local materials. McDonald's hires local
personnel for all positions within the restaurants and contributes a portion of
its success to communities in the form of municipal taxes and reinvestment.
McDonald's sources food products form local companies. Fresh Lettuce
comes from Pune, Delhi, Nainital and Ooty; Cheese form Dynamix Dairies,
Baramati, Maharashtra; fresh Buns from Cremica, Phillaur, Punjab and Mrs.
Bector and Sons, Khopoli, Maharashtra; Sauce from Bector Foods, Phillaur,
Punjab and Hindustan Lever Limited- Best Foods Division, Thane, Chicken
Patties, Vegetable Patties, Pies and Pizza McPuff™ from Vista Processed
Foods, Taloja, Maharashtra. Dairy Products from Amrit Food, Ghaziabad,
UP.

Setting Up Of An Extensive Food Chain

Six years prior to the opening of the first McDonald's restaurant in India,
McDonald's and its international supplier partners worked together with
local Indian Companies to develop products that meet McDonald's rigorous
quality standards. These standards also strictly adhere to Indian Government
regulations on food, health and hygiene. Part of this development involves
the transfer of state-of-the-art food processing technology, which has
enabled Indian businesses to grow by improving their ability to compete in
today’s international markets. For instance, Cremica Industries worked with
one of McDonald's suppliers from Europe to develop technology and
expertise, which allowed Cremica to expand its businesses from baking to
also provide breading and batters to McDonald's India and other companies.
Another benefit of expertise in the areas of agriculture allows McDonald's
and its suppliers to work with farmers in Ooty, Pune and Delhi and other
regions to cultivate high quality lettuce. This includes sharing advanced
agricultural technology and expertise like utilisation of drip irrigation
systems that reduce overall water consumption and agricultural management
practices, which result in greater yields. In some cases, the Indian suppliers
had the technology - but no market for the products they produced. For
example, Dynamix Dairies – through its relationship with McDonald's – was
introduced to a large consumer to supply milk casein and other milk
derivatives. The two companies entered into a business relationship resulting
in an initial export order of approximately US $12 million per year – with
the potential to increase. McDonald's local supply networks through
Radhakrishna Foodland to get products from various suppliers to restaurants
in Delhi, Mumbai and other parts of India.
Respect For The Indian Customs And Culture

McDonald's worldwide is well known for the high degree of respect to the
local culture. McDonald's has developed a menu especially for India with
vegetarian selections to suit Indian tasted and culture. Keeping in line with
this McDonald's does not offer any beef and pork items in India.
McDonald's has also re-engineered its operations to address the special
requirements of a vegetarian menu. The cheese and cold sauces used in India
are 100% vegetarian. Vegetable products are prepared separately, using
dedicated equipment and utensils. Also in India, only vegetable oil is used
as a cooking medium. This separation of vegetarian and non-vegetarian
food products is maintained throughout the various stages of procurement,
cooking and serving.

An Employer Of Opportunity

McDonald's India is an employer of opportunity, providing quality

employment and long-term careers to the Indian people. The average
McDonald's restaurant employs, on an average, 60-80 people from crew to
restaurant manager. McDonald's world class-training inputs to its employees
can be seen in the present close to 2000 employees currently in Mumbai and
Delhi.