Stephen J. Easterbrook
President and CEO, McDonald's
Excerpt from remarks to Boston College Chief Executives Club
February 2, 2017
TAKEAWAY: Home Delivery
We’re looking to how else can we disrupt, what’s going to come and disrupt us, how else can we disrupt? So, I don’t know if this is going to be the answer, but we’re just trying something, which I think is interesting, just the last two or three weeks. It is in the public domain, so this is no secret, but it’s maybe the pace at which we’re embracing an opportunity and we’ll learn and we’ll learn to a level where it will be a go or a no-go, is that we want to play a more meaningful part in the home delivery, home food delivery, which is already a pretty established, but rapidly growing, as convenience only becomes a greater expectation in people’s lives, and consumers' lives. So, we’re working with UberEATS down in Florida. First week of January we had 10 restaurants on the test, which was really just an operational test. Because one of the questions asked—why are we testing whether people want food delivered to them at home? I think we know the answer to that. Smarter people than me came back and—well, we need to make sure that you can collect the order, you can go into the kitchen, they can produce it, and then the driver turns up. So, there was an operational test.
Last week, we extend that to 100. This week, we extend it to 200 restaurants. I use that as an example of just, again, size and scale for us has often been an excuse for moving slowly. I’m really, really keen and energized to try and demonstrate both within our business, and certainly to customers, that we can be as nimble and as agile if we put our mind to it. I think that’s really important in this current business climate.