[Asia Exclusive] Anthony Martinez, McDonald's CEO... A Brilliant Comeback, Committed to Sharing with the Community

Successful Introduction of Best Burger as a 'Success Story'
Leading Community Co-Growth... Various Contributions

Anthony Martinez, CEO of McDonald's Korea, is explaining various social contribution activities.

[Asia Economy Reporter Lee Seon-ae] Last year, McDonald's, famous as a 'hamburger specialty restaurant,' made a spectacular comeback. It received various accolades from domestic consumers such as 'delicious hamburgers,' 'changed McDonald's,' and 're-evaluation of the Big Mac.' Despite the overall downturn in the dining industry due to the impact of the novel coronavirus (COVID-19), sales from January to November last year increased by 7.5% compared to the same period the previous year. The person who led this successful transformation is CEO Anthony Martinez, who took office in March last year. Approaching his first anniversary in March this year, he is spending even busier days during the year-end and New Year holidays. Having changed the prejudice against McDonald's hamburgers, he is fully committed to realizing the goal of 'growing together with the local community through delicious menus of good quality.' Recently, CEO Martinez, who has attracted attention by carrying out various social contribution activities, said, "Efforts for the local community and environment are investments for a better society," adding, "We carry out these activities to give back the love received from the communities where McDonald's belongs and to contribute to the development of local communities."

- You have brought many changes in less than a year since your appointment. How do you evaluate your achievements?

▲ From a business perspective, I am pleased that our efforts to become a better McDonald's through 'customer-centric decision-making,' 'more delicious burgers,' and 'better customer experience' have received a positive response. Although somewhat affected by the prolonged COVID-19 pandemic, sales have maintained a steady growth trend. The successful introduction of the 'Best Burger' and continuous investment in platforms that enhance customer convenience, such as drive-thru and delivery, have allowed us to maintain stable growth without major fluctuations. In fact, shortly after I was appointed CEO, we faced the unprecedented situation of the COVID-19 pandemic outbreak. However, I focused on maximizing communication by trying various activities such as online town hall meetings, video messages, and letters, and whenever possible, I visited stores to meet directly with employees and franchisees. As a QSR (Quick Service Restaurant) brand, McDonald's strives not only as a restaurant but also as a member and neighbor of the local communities where our customers belong, working to solve various social and environmental issues.

- Last year's global initiative, the introduction of the 'Best Burger,' was one of the major changes driving McDonald's growth. What was the background of the effort to find the 'essence of taste' in the rapidly changing dining industry?

▲ Since entering Korea in 1988, McDonald's has introduced globally popular burger menus domestically and developed local menus tailored to Korean consumers' tastes to provide to customers. In particular, we have continuously sought to change the taste to satisfy customers by composing and upgrading menus according to changing customer preferences. The Best Burger is actually the result of reflecting customers' opinions; it was designed to incorporate the taste changes desired by Korean customers based on customer surveys about 'delicious burgers.' McDonald's examined every small detail that makes up a burger and made changes to ingredients such as buns, patties, cheese, and lettuce to achieve the best harmony. We also improved the overall burger-making process, including cooking methods, tools, and equipment. Moreover, to ensure that internal staff, including the crew who actually make the burgers, did not struggle with the changes, we conducted special training called the 'Mindset Change Session.' This was to motivate everyone from executives to crew members by communicating why the introduction of the Best Burger was necessary and what customers wanted, helping them adapt to and actively participate in the change. As a result of these efforts, many customers noticed the changes before the official announcement of the Best Burger and sent positive feedback through social media and customer voices, which was very grateful and touching. The challenge to provide tastier and higher-quality menus tailored to customers' tastes will continue this year as well.

- Recently, you released a YouTube video titled 'Anthony Goes' on the company's official social media channel, delivering a tree to children at the Ronald McDonald House. What kind of program is this, and will it continue?

▲ 'Anthony Goes' is a program planned to communicate more familiarly and entertainingly the various efforts and activities McDonald's pursues to provide delicious menus of good quality and highly convenient services and to contribute to the growth of the local communities we belong to. The first episode captured the process of decorating a Christmas tree, writing cards, and preparing gifts to give a heartwarming Christmas to children and parents staying at the Ronald McDonald House during the McHappy Day event held on the 7th of last month. We prepared this first story hoping to widely promote the good cause of the Ronald McDonald House and to encourage many people to show warm interest in sick children and their families. Going forward, we plan to continuously communicate by sharing lively stories from the field, such as customer meeting events, new menu reviews, and community-linked activities, to establish McDonald's as always being with customers.

- You recently held the McHappy Day charity fundraising event and donated to the RMHC Foundation, achieving the largest scale ever despite strengthened social distancing measures. How was this possible?

▲ McHappy Day is an event involving employees, franchisees, restaurant managers and crew, and partners, raising donations through charity auctions and limited-edition goods sales. It also includes a donation ceremony where funds collected from a portion of the year's Happy Meal and Lucky Burger sales, donation boxes at stores nationwide, and regular donations are donated to the Korea RMHC Foundation. Last year, due to COVID-19, the event was held online in a non-face-to-face manner. Only the minimum operating staff and presenters attended the venue, while other employees participated in real-time online. The auction was also held online. Auction items were introduced on-site, and employees connected online participated by entering bids in the chat window. Contrary to expectations, every item was sold after fierce bidding wars, sometimes at prices higher than the market retail price. I believe the heated competition in the on-site auction was possible because of employees' sincere desire to add warmth. Although employees could not physically gather to share the year's end, during this difficult time of social distancing, the spirit of sharing warm kindness with neighbors going through tougher times than ever united us as one. The donated 500 million KRW will be used to support housing and welfare improvements for children fighting illness and their families at the Ronald McDonald House.

- As a QSR company, what is the background of your activities for the local community, and what are the areas of focus?

▲ We recognize the seriousness of local community and environmental issues and want to address these as a responsible corporate citizen. With this in mind, last October, under the slogan 'Small but Big Changes for a Better World,' we set key focus areas for implementation. We aim to give back to the many Korean customers who have shown continuous love and interest in McDonald's over more than 30 years since entering the Korean market by contributing to the local communities we belong to. We have established and are implementing specific action plans focusing on four areas: Our Planet, Ingredient Quality and Supply, Community Engagement, and Job Inclusion and Employee Development. 'Our Planet' focuses on expanding environmentally friendly store operations; for example, since last October, we have introduced plastic straw-free drink lids nationwide. In the 'Ingredient Quality and Supply' area, to provide tastier and higher-quality menus, we aim to use fresh and sustainable ingredients and expand the supply of domestic ingredients. Last October, we became the first in the QSR industry to introduce 100% high-oleic premium sunflower oil in all stores. 'Community Engagement' includes supporting the Ronald McDonald House, operating the free soccer program 'Ronald McDonald Children's Soccer School,' and the Happiness Burger campaign. 'Job Inclusion and Employee Development' focuses on investing in open recruitment and work environments without discrimination based on gender, age, or education.

- It seems challenging to encourage customer participation in reducing plastic straw use. How do you approach this?

▲ Customers of McDonald's include people of all ages and backgrounds, from young children to seniors, men and women. Therefore, along with introducing straw-free lids nationwide, McDonald's developed a cute character called 'Dduddeongi,' shaped like the new drink lid, and promoted it through various channels such as animation, posters, and social media so that anyone can easily recognize and participate in a fun way. The reduction of straws will proceed in stages. For now, straws are still provided alongside the new lids, but we plan to remove straw containers in stores and provide straws only to those who need them.

This content was produced with the assistance of AI translation services.