McDonald's: Getting Britain lovin' it once again

Tom Roach and Alistair Macrow

Institute of Practitioners in Advertising
Gold, IPA Effectiveness Awards, 2012
 Title: McDonald's: Getting Britain lovin' it once again
Author(s): Tom Roach and Alistair Macrow
Source: Institute of Practitioners in Advertising
Issue: Gold, IPA Effectiveness Awards, 2012

McDonald's: Getting Britain lovin' it once again

Principal authors: Tom Roach, Leo Burnett; Alistair Macrow, McDonald's Restaurants
Contributing authors: Beate Lettmann, Mindshare ATG; Mike Treharne, Leo Burnett

Introduction

Turning McDonald's around in 2007 after four years of stagnation has been widely celebrated as a remarkable business
achievement.

This is about what happened next: how advertising helped accelerate McDonald's growth in the next four years, helping take
the business from recovery to resurgence.

In 2007 customers had begun to return in sufficient numbers for the business to register positive growth. But for millions of
customers McDonald's had yet to regain its shine – we'd lost their trust, and their love for the brand was a distant memory.

By 2011 McDonald's had achieved five successive record-breaking sales years1.

We will prove and quantify the considerable contribution that brand advertising made to this success, showing how two distinct
brand campaigns worked simultaneously to regain people's trust and love for the brand. We will quantify the contribution
advertising made to improving brand image and show that this drove millions of new customer visits. We will show the
considerable and increasing sales impact these campaigns have had and the near four-fold increase in ROI they delivered.

But before we tell the resurgence story, here's a reminder of the recovery story.

Background: 2002-6, the wilderness years

From 2002-2006 McDonald's suffered at the hands of a perfect storm of issues which took a considerable toll on the brand
and the business

These issues included the McLibel trial, the obesity debate, the residue of health scares such as foot-and-mouth, the book
'Fast Food Nation' and the movie 'Supersize Me'. The brand was fashionable to attack and appeared out of step with the mood
of Britain, with media commentators, celebrity chefs and politicians all taking turns to score easy points.

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Figure 1

Unsurprisingly, people's trust in the brand suffered at the hands of this criticism2 (figure 2).

Figure 2

Alongside this brand image decline came a decline in visitor traffic3 and sales (figure 3).

Figure 3

Since the brand's arrival in the UK in 1974, McDonald's had only ever known sales growth. So to see stagnation from 2002-6
understandably caused anxiety within the business.

2006-7: re-building the business

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The seeds of McDonald's UK's now famous business recovery were sown in 2006, with the appointment of a new CEO, Steve
Easterbrook. A period of soul-searching ensued, resulting in a new business vision, an understanding that change would be
needed across the entire business and an acceptance of a home truth: many customers no longer felt so good about coming
to McDonald's so were coming a little less.

The new business vision was to be a 'modern progressive burger company': all the changes that were made from this point on
sprang from this.

First the business sought to fix the fundamentals: introducing more balanced choices to the menu, improving the nutritional
profile of the food, increasing investment in crew training and redesigning the restaurants.

Only once these changes were in place did we adopt a new approach to managing external brand perceptions. Our principle
was 'act first, talk later'.

Changes to the food

New premium products were introduced including Rainforest Alliance certified coffee, and porridge and bagels were added to
the breakfast range. Product reformulations included reducing levels of fat, salt and sugar and improving the quality of
ingredients such as only using 100% chicken breast from approved poultry farms, free range eggs and organic milk.

Changes to Happy meals included adding fibre to buns, serving unsalted fries, organic milk and fresh orange juice, and the
nutritional content was managed to ensure that 79% of the Happy Meal is classified as not high in fat, salt and sugar.

Changes to the restaurants

The restaurant re-designs that began in 2006 completely changed their look and feel. Out went the bright red and yellow
plastic and in came softer greens, purples, wood and contemporary furniture.

Communications

We adopted a transparent approach to managing external relationships, firstly with stakeholders and later the public. After
years of being more defensive, the company now regularly met Government bodies and NGOs and became a willing
participant in public debates. The change programme was also openly shared with the media.

The only customer-facing communications at this time were the launch of a website, makeupyourownmind.co.uk, inviting
people to ask us any questions they wanted, and a small burst of magazine advertising announcing improvements to
ingredients in Happy Meals to parents.

Apart from this, the vast majority of our media spend continued to focus on driving footfall from frequent customers by
promoting our Saver menu and promotional food.

With a wide range of business issues addressed, customers began to return in sufficient numbers to make 2007 the year of
the first upturn in footfall since 20024 (figure 4).

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Figure 4

These changes combined to make the turnaround possible. We can't reveal the contributions of all the changes, but restaurant
refurbishments accounted for around a 6% sales increase per store5.

McDonald's had achieved its turnaround. But for millions of customers McDonald's had yet to regain its shine – what follows is
the story of how communications helped achieve this.

2008: re-building our marketing strategy

The decline in trust in the brand was by now well-known to us as a key factor in the poor sales performance6, and we already
believed driving trust would unlock future growth.

But in exploring this problem more deeply, we uncovered another one: McDonald's also had a brand 'affinity' problem.

We undertook a range of research initiatives to help us understand how to re-build the brand – co-creation weekends with
groups of customers, employees and franchisees, a bespoke 4000 sample 'Usage & Attitude' study and mining the data from
our tracking tools7.

Our U&A study, conducted in early 2008, shed new light on the problems, highlighting a need to rekindle the emotional bond
with our customers.

It revealed that a significant proportion of customers had fallen into a functional relationship with the brand, visiting McDonald's
purely for its convenience and value: a surprising 44% of visits came from customers critical of or neutral towards
McDonald's8. And it revealed that increasing these customers' brand advocacy would increase their frequency.

The data also showed that McDonald's brand performance was weak on the most important drivers of brand advocacy in the
'Informal Eating Out' (IEO) category. McDonald's worst performing brand attributes were the most important category drivers –
perceptions of our food quality and integrity, and customers' affinity for the brand (figure 5).

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Figure 5

To bring the brand back to health we would not only need to increase people's trust in it (via the quality of our food and our
integrity as a business), but we would also need to get people to feel a close affinity or love for it once again.

Relationships between people are built on trust. And whilst trust is a pre-condition of a loving relationship, on its own it is not
enough. Trust means you can love someone, but is not the reason you do. And the same is of course true of brands.

We would need two complementary brand campaigns working in harmony: one to regain customers' trust in the brand, another
to re-ignite their once strong love for it. And doing both together would get customers coming back a little more often.

Two new roles for brand communication

Alongside our two existing promotional communication strands that drive sales by 1) communicating our great value menu
items and promotions and 2) launching new products and temporary food events, we now needed to commit significant spend
to brand communication to drive both trust and affinity.

Our two existing roles for promotional communications were defined as follows:

1. Reward customers with affordable prices and generous promotions

2. Stimulate them with exciting new products

To these we added two new roles for brand communications:

3. Enlighten them about our food and behaviour as a company

4. Remind them why they once fell in love with McDonald's

With a growing array of communications tasks we needed a simple marketing framework. So we brought everything together
into a model we call our 'marketing pillars', each pillar defining the details of the communications strategy to achieve one of our
key objectives. The 'Trust' pillar aims to drive brand trust, the 'Favourites'9 pillar aims to drive brand affinity. Figure 6 is a
simplified version of our marketing pillars.

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Figure 6

All of our marketing since 2008 has been driven by these pillars. They structure and simplify a complex marketing program,
help deliver long-term creative consistency with creative freedom and balance our promotional and our brand activities.

Persuading the business that we needed to fundamentally change how we used advertising was a major challenge. Previously
McDonald's advertising had been a promotional not a brand-building tool, a series of ad hoc and unconnected campaigns,
each one expected to deliver strong year-on-year comparative sales. Brand campaigns played a minimal role, the belief being
that they weren't able to drive sufficient short-term sales.

Persuading internal stakeholders was hard. Finally they agreed, but on one condition: our new brand advertising had to match
the short-term sales performance of promotional campaigns.

Re-balancing our communications spend

The new marketing strategy required us to balance our predominantly promotional spend more evenly across our four pillars.
Trust spend was introduced from June 2008 and Favourites from October 2009 (table 1).

Table 1

Over the period total media spend increased10, driven by additional spend on brand campaigns and reflecting the growing
confidence of the business in the results we were seeing.

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'Value' pillar promotional activity

This encompasses communications for the Saver menu, our free Coke Glass promotion, Monopoly promotion and targeted
vouchering activity. Outdoor and TV are the primary Value media, with digital and mobile playing an increasingly strong role.

Value pillar outdoor examples

'Variety' pillar promotional activity

This encompasses limited time food promotions (such as the Festive menu and 1955 burger) and permanent product launches
such as 2010's launch of a new wraps range. TV and Outdoor are the primary media, with social media playing supporting
roles.

Variety outdoor examples

'Trust' pillar brand activity

Trust advertising aims to enlighten people with surprising stories about the quality, nutrition and sourcing of our food, our
positive impact on communities, our pride in developing our people and how we limit our impact on the planet.

A combination of quantitative11 and qualitative12 research helped us understand the most powerful stories to communicate, for
example that our burgers are made only from whole cuts of 100% British and Irish beef and our chicken products are made
only with breast meat from approved farms.

Television is Trust's primary medium, with press, in-store and digital display used in support. Media is bought against parents,
who research identified as the most in need of reassurance about food quality given their role as both customers and
gatekeepers to children's visits13.

Our first three Trust campaigns (2008-9's 'Planting', 2009-10's 'Big Nothing' and 2010's 'Weather') aimed to enlighten parents
about our sourcing of great quality, British ingredients.

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TV stills from 'Planting'

TV stills from 'Big Nothing'

TV stills from 'Weather'

2011-12's Trust campaign, 'the A-Z of M', broadened the campaign out to encompass the full range of stories, including facts
such as our use of the oil from our fryers as bio-diesel in our trucks, our litter patrols and the educational qualifications crew
members can earn.

TV stills from 'A-Z'

'A-Z' press examples

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Creatively we convey the facts with charm and humility, never being worthy or chest-beating. Trust campaigns all feature the
endline 'That's what makes McDonald's'.

'Favourites' pillar brand activity

This aims to remind people why they once fell in love with McDonald's.

Qualitative research14 uncovered a range of brand truths to help us create resonant advertising that could re-ignite people's
latent love of the brand: it's welcoming, inclusive, consistent, always there for you, part of the fabric of British life, everyone
has their favourite products and their own quirky ways of eating them.

These truths inform all our Favourites creative briefs. For the initial campaigns we brought them together into one proposition,
celebrating the brand's role in modern British life:

McDonald's is the People's Restaurant

So far we've created six Favourites campaigns. The first four (2009's 'Just Passing By', 2010's 'World Cup', 2010's 'Golden
Arches Beacon' and 2011's 'Symphony' campaign) highlighted that McDonald's is welcoming, inclusive and always there for
you, all featuring the endline 'There's a McDonald's for everyone'.

Television is the lead medium for Favourites, supported by outdoor focussing on people's relationships with their favourite
food.

TV stills from 'Just Passing By'

The most recent campaigns (2011's 'He's Happy' and 2012's 'First Day') focus on the fact that McDonald's is a welcoming,
familiar haven for people.

TV stills from 'He's Happy'

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TV stills from 'First Day'

Favourites outdoor shows glorious close-ups of our food alongside insightful headlines about what makes these iconic
products so special.

Favourites outdoor examples

2007-11: market context

Before sharing the results, the tough market conditions we faced in achieving our objectives are worth outlining.

Once 2007's turnaround had been achieved, the economy worsened. Retail footfall, which correlates strongly to traffic in our
market, fell dramatically15 and traffic in the informal eating out market was mostly negative or flat16 (figure 7).

Figure 7

Figure 8 shows that sales growth in the IEO market was correspondingly flat 2008-1117: it is a misperception that our market
benefits from recession. To grow in this period, McDonald's needed to either grow the market or increase share.

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Figure 8

The impact of our new brand communications approach

1. The impact on advertising tracking measures

Our two new brand advertising strands delivered a step-change in key ad tracking metrics. Our brand advertising was more
enjoyable, more motivating and much more likely to make people feel good about McDonald's than our previous campaigns.

We saw remarkable 74% and 84% uplifts for 2009-11's brand campaigns on the measures 'talking to people like me' and
'makes me feel good about McDonald's'. These scores are especially worth noting as these statements are close to the brand
image measures in our separate brand tracker for affinity and trust ('a place for someone like me' and 'a company I trust').
Figures 9 and 10 show the dramatic increases in key tracking measures from 2009-11 vs 2006-8 caused by our new brand
campaigns18.

Figure 9

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Figure 10

Also worth noting is the 40% uplift in motivation to visit for 2009-11's brand campaigns vs. 2006-8's promotional advertising,
given McDonald's fears about the sales-driving ability of brand advertising.

And it wasn't just customers who noticed a step-change in the quality of our advertising: our brand campaigns impressed
awards juries too, with 31 major creative awards from 2009 onwards19, including a Cannes Creative Effectiveness Lion20.

2. The impact on brand image

Since the introduction of our brand advertising, we have seen dramatic shifts in all our key brand image measures, but most
importantly from the two key brand image measures our two brand advertising strands were designed to influence.

We've seen remarkable shifts in our Trust and Affinity image statements, the Trust measure appearing to improve from around
2007, the time of the initial recovery, with the rate of increase in both measures accelerating from 2008-10 when we embarked
on our new communications approach21.

Figure 11

Importantly, the measures we sought to drive experienced disproportionate increases. On average these two statements

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increased +51% and +50% from 2007 whilst the other 24 image measures we track rose on average +33% over the period
(figure 12).

Figure 12

A consequence of the brand image problem was our high number of 'critics'22 and 'neutrals'23, even amongst frequent
customers24. Since 2007 we have seen declines in the number of neutral customers and strong increases in numbers of brand
advocates25 (figure 13). Hardened critics are a tougher nut to crack and we still have work to do here.

We now know that 'frequent advocates' visit around 50% more frequently than frequent 'neutrals' or 'critics'26 so there is a
tangible business benefit in creating more advocates even before any word-of-mouth benefits of brand advocacy are factored
in.

Figure 13

Proving the advertising impact on brand image

Of course it is not enough to observe improvements in brand measures and suggest advertising was responsible. So in
addition to our rigorous econometrics analysis evaluating the sales impact of our campaigns, we have gone further and used
econometric modelling to prove the contribution made by media in driving our brand image measures and then linking these
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improvements in brand image to sales.

To do this we built a range of new regression models to investigate whether the factors driving sales (such as restaurant
refurbishments, PR and media investment) also drive brand metrics, establish which campaigns do this, and to what extent.
We then explored the sales impact of improving brand metrics by evaluating the impact on customer visits.

The results show our brand media investment has a strong impact on key brand metrics, and that without it, agreement with
key brand measures would have been much lower. So without brand media, 'company I trust' would have grown much more
gradually. As soon as Trust media was introduced, improvements in this statement are evident (figure 14).

Figure 14

Similarly, without brand media, agreement with 'place for someone like me' would have been much lower and we see strong
improvements as soon as our Favourites campaign began in October 2009 (figure 15), with a smaller impact evident before
this when our Trust campaign began in June 2008.

Figure 15

This analysis is a remarkable validation of our dual brand campaign approach: both Trust and Favourites drive their primary

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brand measures, whilst also having a secondary impact on the other key brand measure (figure 16). Our two brand campaigns
work in a highly complementary way, together being responsible for 16.8% of the total agreement with 'company I trust' and
17.9% of agreement with 'place for someone like me' (average from 2009-11).

Figure 16

Our models show that whilst Trust media is the strongest advertising factor driving 'company I trust', positive PR also has a
strong impact on this measure. And they show that whilst Favourites media spend is the strongest driver of 'a place for
someone like me', accounting for 11.6% of total agreement with this image statement on average from 2009-11, our three
other communications strands (Variety, Value and Trust) have a lesser, but still important, impact.

Figure 17

It is also worth noting the greater increase in 'company I trust' amongst parents vs non-parents, given Trust media is bought
against the former (figure 18).

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Figure 18

3. The impact of 'free' communications channels on brand image

Using econometrics to evaluate the factors driving brand measures has given us useful learnings not only about how our paid-
for channels work but also how they work in combination with 'free' channels – in this case PR and refurbished restaurants.

Positive PR, as we have seen, is the strongest driver of 'company I trust'. And we also found that refurbished restaurants are
not a driver of our Trust or Affinity measures, but are the strongest driver of 'my favourite informal eating out place to visit'.

The impact of PR on brand image increased over time, with positive PR more than doubling from 2006-11 and negative PR
declining (figure 19): positive PR grew because of all the positive changes that were made in the business which were shared
openly with the media.

Figure 19

So from our analysis of 'free' channels we see that changes to our food and restaurants helped improve brand image. And
importantly for this paper, we see that these improvements in image are distinct from the improvements driven by the paid-for
communications that, from 2008, communicated many of these changes.

4. The impact on customer frequency of improving brand image

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We have seen that media investment drives key brand measures and that specific campaigns drive the measures they were
intended to drive.

In addition, our new econometric models also demonstrate how improving key brand measures increases the frequency of visit
to our restaurants.

Driving agreement with 'company I trust' or 'place for someone like me' delivers an additional 0.81 and 0.95 visits a month
respectively amongst McDonald's customers, a 36% or 40% increase in average frequency27.

Our models show that purely due to our brand campaigns, 1.8m additional McDonald's customers now agree that McDonald's
is 'a company I trust' and 2.3m additional customers now agree it's 'a place for someone like me' 28. We know they are now
visiting nearly once a month more often as a result, so are worth millions of incremental sales each month.

So we see a significant but indirect benefit for the business in driving these brand metrics, in addition to any direct sales
impact measurable via our standard econometrics (figure 20).

Figure 20

5. The impact on sales and ROI

When we began investing in brand advertising from 2008 we were challenged not only with driving brand image, but also with
driving short-term sales. The consequence of our campaigns not achieving both was that this kind of advertising would cease:
an outcome we self-evidently avoided.

Mindshare ATG's econometric modelling proves that our brand campaigns drive both brand image and sales, and also deliver
much stronger ROIs than our promotional campaigns29.

We have seen a stronger total sales impact every year, with brand campaigns responsible for an incredible £349m in
incremental sales over and above the £460m sales driven by existing promotional campaigns since 2007. Brand campaigns
account for a growing and now dominant share of the sales impact of our media (figure 21), despite promotional advertising
still receiving 72% the total spend (see table 1).

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Figure 21

The ROI from both our total media investment and from brand media has seen strong increases every year since 2007, the
short term sales ROI30 of our brand advertising spend in 2011 being, at £9.79, nearly four times 2007's total ROI (figure 22).

Figure 22

Trust campaigns deliver our strongest returns. 2011's Trust campaigns delivered a short-term ROI of £12.40, or £24.80 over
the long-term31. And our best performing individual Trust campaign, 'Big Nothing', achieved a short-term ROI of £15.41 in
2010, or a phenomenal £30.82 in the long-term.

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Table 2

6. The impact of advertising on the success of the business 2007-2011

Recent business success has been remarkable. Each of the five successive years from 2007 onwards was a record-breaking
sales year and McDonald's growth far exceeded that of the market, which was mostly flat over this period32 (figure 23). We
have now experienced 24 consecutive quarters of growth, in stark relief to the stagnation of 2002-2006. And 2011 capped it all
with an incredible 48m more customers served vs 2010. Remarkably, this was all achieved without increasing store numbers
(figure 24)33.

Figure 23

This success came as a result of a wide range of business and communications factors all working together in harmony.

We saw the initial turnaround in 2007 before any significant paid-for media intervention. This was fuelled by a renewed clarity
of vision and a range of changes to the business.

Our two new brand campaigns built on this change, working cleverly together to regain trust and re-ignite love for the brand.
They accelerated improvements in brand image which we have shown improves customer frequency, so have an indirect
sales impact in addition to their remarkable direct sales impact which has been growing stronger every year.
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Brand advertising has made a significant and growing contribution to the dramatic growth in the business34, helping to
accelerate growth in the UK (figure 24).

Figure 24

The lessons we have learnt

The journey from recovery to resurgence has taught us invaluable lessons: about when to act and when to talk; about
balancing complex marketing programmes; about television's enduring ability to simultaneously drive sales and brand image
better than any other channel ever invented; about using complementary brand campaigns to solve different problems; and, an
IPA Effectiveness case first, about using econometrics to evaluate the brand image impact on sales of not one, but two
campaigns, each driving different image measures.

In summary

2007-11 saw the UK business enter a new phase. A phase in which it has seen stronger, faster growth than at any other time
in its 37 year history. And brand advertising had a huge part to play: because of it, millions of people trust and love McDonald's
more, are coming back a little more often and feeling good about it.

Footnotes

1. McDonald's Corporation does not publish total sales or profits, % sales or profit growth, profit margins or customer
numbers for individual markets so it is not possible to disclose this data anywhere in this paper. Where possible we have
indexed or hidden data to disguise it.
2. Source: TNS Fast Track brand tracker, data indexed for confidentiality, IEO = 'Informal eating out' market
3. Source: McDonald's UK, data indexed for confidentiality.
4. Source: McDonald's UK, data indexed for confidentiality.
5. Source: McDonald's UK
6. TNS Fast Track brand image tracking, McDonald's UK sales data.
7. HPI Advertising tracking, TNS Fast Track brand image tracking, NPD Group's Crest customer share data, Mindshare
ATG econometric modelling, McDonald's sales data.

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 8. Leo Burnett Usage and Attitude Study, April 2008
9. 'Favourites' was so called because it focussed on people's favourite aspects of the brand such as their favourite food.
10. Nielsen media spend data
11. PSB Research
12. Davies + McKerr Research
13. Davies + McKerr Research
14. Davies + McKerr Research
15. Source: Experian; 'retail footfall' = visitor traffic to UK retail outlets (monthly, change vs last year).
16. Source: NPD Group; 'IEO traffic'= visits to informal eating out places (quarterly, change vs last year). YOY data only
available from Q1 2009 onwards
17. Source: NPD Group, IEO market growth, data indexed to disguise confidential McDonald's data shown later.
18. HPI advertising tracking data. 2006-8 all campaign average includes 36 campaigns; 2009-11 brand campaign average
includes 6 waves of Favourites activity and 9 waves of Trust activity; 2009-11 all campaigns average includes 42
campaigns including both our new brand campaigns and our promotional campaigns.
19. Including Creative Circle, Kinsale, British Television Awards, D&AD, One Show, Cannes Lions, Campaign Big Awards.
20. 'Just Passing By' was awarded one of the first ever Cannes Creative Effectiveness Lions in 2011, the first year this
category was introduced, to add to its two silver Lions from 2010.
21. All brand image data in this paper is indexed against 2007 levels for confidentiality reasons
22. Source: TNS Fast Track; critics agree that 'I would be critical of them if someone asked/without being asked'
23. Source: TNS Fast Track; neutrals agree that 'I would be neutral about them if someone asked'
24. 'Frequent' customers are those visiting McDonald's once a week or more
25. Source: TNS Fast Track; advocates agree 'I think so much of them that I would speak highly of them without being
asked/if someone asked'
26. Leo Burnett/McDonald's U&A Study 2010 (a re-run of 2008's U&A study)
27. TNS Fast Track brand image tracker and Mindshare ATG econometrics
28. The number of additional McDonald's customers agreeing with each brand image statement as a result of media was
calculated by taking an average agreement score for 2011 with and without the impact of media. The difference between
the two scores was multiplied by 43.5m (the number of UK adults who visit IEO at least monthly) and then multiplied by
0.64 to reflect McDonald's monthly penetration.
29. Mindshare ATG tested hundreds of variables and the model includes nearly a hundred variables from over 30 categories
of drivers of the McDonalds business.
30. McDonald's UK does not publish profit margins so all ROIs quoted are calculated using £ sales revenue rather than £
profit. We have calculated our ROIs by taking the sales impact of our media spend and dividing it by the total media
spend on that activity (see table 1 for the % of media spent on Trust and Favourites activity each year). McDonald's
Corporation's 2011 financial statement published profit margins for the global business of 31.6%
31. Mindshare ATG calculate McDonald's long term ROI using a multiple of 2-2.5 times the short term ROI. For the purposes
of this paper we have taken the conservative view and used a multiple of 2.
32. Source: NPD Group, IEO market growth vs McDonald's growth, actual data disguised for confidentiality purposes.
33. Total store numbers actually saw slight declines from 2006-11 to around 1200
34. McDonald's Corporation does not publish total sales or £ sales growth for individual markets so it is not possible to reveal
the proportion of total UK sales or the contribution to UK sales growth driven by advertising.

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© Copyright IPA, Institute of Practitioners in Advertising, London 2012
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