Europe Says: "Mon Ami McDonald's...!!!"
Aug 25th 2007, 8:41 am
#1
Guest
Posts: n/a
Europe Says: "Mon Ami McDonald's...!!!"
http://www.nytimes.com/2007/08/25/business/worldbusiness/25restaurant.html
August 25, 2007
To Woo Europeans, McDonald's Takes an Upscale Turn
By JULIA WERDIGIER
"LONDON - Taking a respite from an afternoon of shopping, Ita Clift sips a
cappuccino at a McDonald's. Though she rarely sets foot in the fast-food
restaurant, Ms. Clift says she dropped in to this one in the Edgware Road
section of Northwest London for a quick boost of energy and because the
restaurant "looked so nice and sophisticated."
Sophisticated? McDonald's?
The Golden Arches are going upscale. Aiming to create a more relaxed
experience in a sophisticated atmosphere, McDonald's is replacing
bolted-down plastic yellow-and-white furniture with lime-green designer
chairs and dark leather upholstery. It is the restaurant chain's biggest
overhaul in more than 20 years and, with its franchisees, it plans to spend
more than 600 million euros ($828 million), remodeling 1,280 European
restaurants by the end of this year.
The changes are more than cosmetic. McDonald's is introducing healthier
foods and items that cater to regional tastes, like caffÚ lattes. Hoping to
attract more young adults and professionals, in addition to its core
customer base of children, the chain is also adding amenities like Internet
access and rental iPods.
The changes are paying off. In the first half of this year, combined sales
at Europe's 6,400 restaurants rose 15 percent, to $4.1 billion, compared
with a 6 percent increase in the United States, where McDonald's has 13,800
restaurants and sales totaled $3.9 billion.
The strength of European currencies helped, but even without the lagging
American dollar, European revenue is rising faster in real terms than
revenue in the United States.
"McDonald's is doing a great job in Europe, which has become an enormously
important market for them," said Larry Miller, an analyst at RBC Capital
Markets.
The chain now serves over 10 million customers a day in Europe, which
contributes 36 percent to the company's operating income, making it the most
profitable region, after the United States.
The original impetus for the makeover was a European sales slump in the late
1990s, brought on by concerns about obesity and annoyance at unappealing
décor and grumpy employees. But the ideas for how to change came from Denis
Hennequin, president of McDonald's Europe, the first non-American in that
role.
As head of McDonald's restaurants in his native France in the late 1990s,
Mr. Hennequin had searched for ways to make fast food more appealing to a
nation that prefers slow-simmered cassoulets and likes to savor a meal.
"To make McDonald's and a Big Mac work in the country of slow food, we felt
we had to pay more attention to space and showcasing," said Mr. Hennequin,
seated in front of zebra print wallpaper in one of the remodeled London
restaurants.
He was right. After refurbishment, on average, sales increased 4.5 percent
at the upgraded restaurants in France. The new outlets were so successful
that two years ago Mr. Hennequin was asked to do the same for the rest of
Europe.
But now the success of his makeovers comes with a challenge of its own: How
much can you upgrade the image before McDonald's isn't McDonald's anymore?
"If you stretch the brand too much it can snap," said Dean Crutchfield,
director of marketing at the brand consultancy Wolff Olins in New York.
Mr. Hennequin said he did not have a choice. "Reimaging is essential in the
competitive world of retail," he said. "We need to avoid aging faster than
our customers."
To do that he instructed the design studio he had set up in Paris to come up
with nine different designs. Franchised restaurants, which account for about
64 percent of all European outlets, can then choose the design most
appropriate for their location and clientele.
The designs range from "purely simple," with minimalist décor in neutral
colors, to "Qualité," featuring large pictures of lettuces and tomatoes and
gleaming stainless steel kitchen utensils, like meat grinders.
"The new ones are much more comfortable, less crammed and we love those
chairs," said 16-year-old Shane Bogela, referring to the redesigned stores
and the "egg" chairs, designed by the Danish architect Arne Jacobsen, at a
McDonald's in London.
A separate food factory in Munich is trying to come up with new menus for
the different tastes in the 41 European countries, including Russia, where
McDonald's operates.
In Britain, McDonald's restaurants started to serve porridge for breakfast.
In Portugal, they offer soup and in France, cheese saga - burgers with
French cheeses.
McDonald's first adapted its menu to local tastes in the 1980s when it
started to offer beer in some of its German restaurants.
Paying attention to local European tastes has also helped McDonald's
overcome some of the cultural hurdles it faced as a large American fast-food
chain. "The problem in Europe was the perception that any large U.S. brand
has, which is bringing the American way of eating and marketing and invading
the local culture," said David Kolpak, who helps manage $62 billion,
including McDonald's shares, at Victory Capital Management in Cleveland.
While head of McDonald's restaurants in France, Mr. Hennequin experienced
opposition to American corporations firsthand in 1999 when Jose Bové, the
firebrand leader of a French farmers union, organized a bulldozing of a
McDonald's restaurant to protest the spread of American "hegemony."
Mr. Hennequin reacted with a large advertising campaign promoting the
American chain's use of local produce and its creation of local jobs.
McDonald's not only organized open-door days for customers to come see its
kitchens, but also invited customers to make a trip to its suppliers.
While palates differ from country to country, design is more universal, Mr.
Hennequin said. He admires strong brands that reinvent themselves to become
more fashionable and appealing, as the trendy car line Mini Cooper did. In
France, he hired the same advertising agency as Apple Computer, another
brand Mr. Hennequin said he admired for its adaptability.
"We would like to stay true to our roots while moving forward," Mr.
Hennequin said.
This means that McDonald's kept its trademark golden arches logo in Europe
but got rid of the red accompanying it. Instead, restaurants feature a warm
burgundy color. The pointy roofs are being phased out and replaced by simple
olive green facades, and the bright neon lights in the restaurants were
dimmed.
French fries and cheeseburgers remain the best sellers on the menu.
Remodeling is also catching on in the United States, where McDonald's has
renovated about 6,000 of its 13,800 restaurants in the last two years,
though less extensively than in Europe. Some analysts say the new design
works better in Europe than in the United States, where most McDonald's
customers prefer to eat in their cars or take their food home.
"And they won't change their habits," Mr. Kolpak said."
</>
August 25, 2007
To Woo Europeans, McDonald's Takes an Upscale Turn
By JULIA WERDIGIER
"LONDON - Taking a respite from an afternoon of shopping, Ita Clift sips a
cappuccino at a McDonald's. Though she rarely sets foot in the fast-food
restaurant, Ms. Clift says she dropped in to this one in the Edgware Road
section of Northwest London for a quick boost of energy and because the
restaurant "looked so nice and sophisticated."
Sophisticated? McDonald's?
The Golden Arches are going upscale. Aiming to create a more relaxed
experience in a sophisticated atmosphere, McDonald's is replacing
bolted-down plastic yellow-and-white furniture with lime-green designer
chairs and dark leather upholstery. It is the restaurant chain's biggest
overhaul in more than 20 years and, with its franchisees, it plans to spend
more than 600 million euros ($828 million), remodeling 1,280 European
restaurants by the end of this year.
The changes are more than cosmetic. McDonald's is introducing healthier
foods and items that cater to regional tastes, like caffÚ lattes. Hoping to
attract more young adults and professionals, in addition to its core
customer base of children, the chain is also adding amenities like Internet
access and rental iPods.
The changes are paying off. In the first half of this year, combined sales
at Europe's 6,400 restaurants rose 15 percent, to $4.1 billion, compared
with a 6 percent increase in the United States, where McDonald's has 13,800
restaurants and sales totaled $3.9 billion.
The strength of European currencies helped, but even without the lagging
American dollar, European revenue is rising faster in real terms than
revenue in the United States.
"McDonald's is doing a great job in Europe, which has become an enormously
important market for them," said Larry Miller, an analyst at RBC Capital
Markets.
The chain now serves over 10 million customers a day in Europe, which
contributes 36 percent to the company's operating income, making it the most
profitable region, after the United States.
The original impetus for the makeover was a European sales slump in the late
1990s, brought on by concerns about obesity and annoyance at unappealing
décor and grumpy employees. But the ideas for how to change came from Denis
Hennequin, president of McDonald's Europe, the first non-American in that
role.
As head of McDonald's restaurants in his native France in the late 1990s,
Mr. Hennequin had searched for ways to make fast food more appealing to a
nation that prefers slow-simmered cassoulets and likes to savor a meal.
"To make McDonald's and a Big Mac work in the country of slow food, we felt
we had to pay more attention to space and showcasing," said Mr. Hennequin,
seated in front of zebra print wallpaper in one of the remodeled London
restaurants.
He was right. After refurbishment, on average, sales increased 4.5 percent
at the upgraded restaurants in France. The new outlets were so successful
that two years ago Mr. Hennequin was asked to do the same for the rest of
Europe.
But now the success of his makeovers comes with a challenge of its own: How
much can you upgrade the image before McDonald's isn't McDonald's anymore?
"If you stretch the brand too much it can snap," said Dean Crutchfield,
director of marketing at the brand consultancy Wolff Olins in New York.
Mr. Hennequin said he did not have a choice. "Reimaging is essential in the
competitive world of retail," he said. "We need to avoid aging faster than
our customers."
To do that he instructed the design studio he had set up in Paris to come up
with nine different designs. Franchised restaurants, which account for about
64 percent of all European outlets, can then choose the design most
appropriate for their location and clientele.
The designs range from "purely simple," with minimalist décor in neutral
colors, to "Qualité," featuring large pictures of lettuces and tomatoes and
gleaming stainless steel kitchen utensils, like meat grinders.
"The new ones are much more comfortable, less crammed and we love those
chairs," said 16-year-old Shane Bogela, referring to the redesigned stores
and the "egg" chairs, designed by the Danish architect Arne Jacobsen, at a
McDonald's in London.
A separate food factory in Munich is trying to come up with new menus for
the different tastes in the 41 European countries, including Russia, where
McDonald's operates.
In Britain, McDonald's restaurants started to serve porridge for breakfast.
In Portugal, they offer soup and in France, cheese saga - burgers with
French cheeses.
McDonald's first adapted its menu to local tastes in the 1980s when it
started to offer beer in some of its German restaurants.
Paying attention to local European tastes has also helped McDonald's
overcome some of the cultural hurdles it faced as a large American fast-food
chain. "The problem in Europe was the perception that any large U.S. brand
has, which is bringing the American way of eating and marketing and invading
the local culture," said David Kolpak, who helps manage $62 billion,
including McDonald's shares, at Victory Capital Management in Cleveland.
While head of McDonald's restaurants in France, Mr. Hennequin experienced
opposition to American corporations firsthand in 1999 when Jose Bové, the
firebrand leader of a French farmers union, organized a bulldozing of a
McDonald's restaurant to protest the spread of American "hegemony."
Mr. Hennequin reacted with a large advertising campaign promoting the
American chain's use of local produce and its creation of local jobs.
McDonald's not only organized open-door days for customers to come see its
kitchens, but also invited customers to make a trip to its suppliers.
While palates differ from country to country, design is more universal, Mr.
Hennequin said. He admires strong brands that reinvent themselves to become
more fashionable and appealing, as the trendy car line Mini Cooper did. In
France, he hired the same advertising agency as Apple Computer, another
brand Mr. Hennequin said he admired for its adaptability.
"We would like to stay true to our roots while moving forward," Mr.
Hennequin said.
This means that McDonald's kept its trademark golden arches logo in Europe
but got rid of the red accompanying it. Instead, restaurants feature a warm
burgundy color. The pointy roofs are being phased out and replaced by simple
olive green facades, and the bright neon lights in the restaurants were
dimmed.
French fries and cheeseburgers remain the best sellers on the menu.
Remodeling is also catching on in the United States, where McDonald's has
renovated about 6,000 of its 13,800 restaurants in the last two years,
though less extensively than in Europe. Some analysts say the new design
works better in Europe than in the United States, where most McDonald's
customers prefer to eat in their cars or take their food home.
"And they won't change their habits," Mr. Kolpak said."
</>
Aug 25th 2007, 9:43 am
#2
Guest
Posts: n/a
Re: Europe Says: more useless crappy copy and paste
"Cheese Burger Cheese Burger" <[email protected]> a �crit dans le
message de news:[email protected]...
>
> http://www.nytimes.com/2007/08/25/bu...estaurant.html
>
> August 25, 2007
>
> To Woo Europeans, McDonald's Takes an Upscale Turn
> By JULIA WERDIGIER
>
> "LONDON - Taking a respite from an afternoon of shopping, Ita Clift sips a
> cappuccino at a McDonald's. Though she rarely sets foot in the fast-food
> restaurant, Ms. Clift says she dropped in to this one in the Edgware Road
> section of Northwest London for a quick boost of energy and because the
> restaurant "looked so nice and sophisticated."
>
> Sophisticated? McDonald's?
>
> The Golden Arches are going upscale. Aiming to create a more relaxed
> experience in a sophisticated atmosphere, McDonald's is replacing
> bolted-down plastic yellow-and-white furniture with lime-green designer
> chairs and dark leather upholstery. It is the restaurant chain's biggest
> overhaul in more than 20 years and, with its franchisees, it plans to
> spend
> more than 600 million euros ($828 million), remodeling 1,280 European
> restaurants by the end of this year.
>
> The changes are more than cosmetic. McDonald's is introducing healthier
> foods and items that cater to regional tastes, like caff� lattes. Hoping
> to
> attract more young adults and professionals, in addition to its core
> customer base of children, the chain is also adding amenities like
> Internet
> access and rental iPods.
>
> The changes are paying off. In the first half of this year, combined sales
> at Europe's 6,400 restaurants rose 15 percent, to $4.1 billion, compared
> with a 6 percent increase in the United States, where McDonald's has
> 13,800
> restaurants and sales totaled $3.9 billion.
>
> The strength of European currencies helped, but even without the lagging
> American dollar, European revenue is rising faster in real terms than
> revenue in the United States.
>
> "McDonald's is doing a great job in Europe, which has become an enormously
> important market for them," said Larry Miller, an analyst at RBC Capital
> Markets.
>
> The chain now serves over 10 million customers a day in Europe, which
> contributes 36 percent to the company's operating income, making it the
> most
> profitable region, after the United States.
>
> The original impetus for the makeover was a European sales slump in the
> late
> 1990s, brought on by concerns about obesity and annoyance at unappealing
> d�cor and grumpy employees. But the ideas for how to change came from
> Denis
> Hennequin, president of McDonald's Europe, the first non-American in that
> role.
>
> As head of McDonald's restaurants in his native France in the late 1990s,
> Mr. Hennequin had searched for ways to make fast food more appealing to a
> nation that prefers slow-simmered cassoulets and likes to savor a meal.
>
> "To make McDonald's and a Big Mac work in the country of slow food, we
> felt
> we had to pay more attention to space and showcasing," said Mr. Hennequin,
> seated in front of zebra print wallpaper in one of the remodeled London
> restaurants.
>
> He was right. After refurbishment, on average, sales increased 4.5 percent
> at the upgraded restaurants in France. The new outlets were so successful
> that two years ago Mr. Hennequin was asked to do the same for the rest of
> Europe.
>
> But now the success of his makeovers comes with a challenge of its own:
> How
> much can you upgrade the image before McDonald's isn't McDonald's anymore?
> "If you stretch the brand too much it can snap," said Dean Crutchfield,
> director of marketing at the brand consultancy Wolff Olins in New York.
>
> Mr. Hennequin said he did not have a choice. "Reimaging is essential in
> the
> competitive world of retail," he said. "We need to avoid aging faster than
> our customers."
>
> To do that he instructed the design studio he had set up in Paris to come
> up
> with nine different designs. Franchised restaurants, which account for
> about
> 64 percent of all European outlets, can then choose the design most
> appropriate for their location and clientele.
>
> The designs range from "purely simple," with minimalist d�cor in neutral
> colors, to "Qualit�," featuring large pictures of lettuces and tomatoes
> and
> gleaming stainless steel kitchen utensils, like meat grinders.
>
> "The new ones are much more comfortable, less crammed and we love those
> chairs," said 16-year-old Shane Bogela, referring to the redesigned stores
> and the "egg" chairs, designed by the Danish architect Arne Jacobsen, at a
> McDonald's in London.
>
> A separate food factory in Munich is trying to come up with new menus for
> the different tastes in the 41 European countries, including Russia, where
> McDonald's operates.
>
> In Britain, McDonald's restaurants started to serve porridge for
> breakfast.
> In Portugal, they offer soup and in France, cheese saga - burgers with
> French cheeses.
>
> McDonald's first adapted its menu to local tastes in the 1980s when it
> started to offer beer in some of its German restaurants.
>
> Paying attention to local European tastes has also helped McDonald's
> overcome some of the cultural hurdles it faced as a large American
> fast-food
> chain. "The problem in Europe was the perception that any large U.S. brand
> has, which is bringing the American way of eating and marketing and
> invading
> the local culture," said David Kolpak, who helps manage $62 billion,
> including McDonald's shares, at Victory Capital Management in Cleveland.
>
> While head of McDonald's restaurants in France, Mr. Hennequin experienced
> opposition to American corporations firsthand in 1999 when Jose Bov�, the
> firebrand leader of a French farmers union, organized a bulldozing of a
> McDonald's restaurant to protest the spread of American "hegemony."
>
> Mr. Hennequin reacted with a large advertising campaign promoting the
> American chain's use of local produce and its creation of local jobs.
> McDonald's not only organized open-door days for customers to come see its
> kitchens, but also invited customers to make a trip to its suppliers.
>
> While palates differ from country to country, design is more universal,
> Mr.
> Hennequin said. He admires strong brands that reinvent themselves to
> become
> more fashionable and appealing, as the trendy car line Mini Cooper did. In
> France, he hired the same advertising agency as Apple Computer, another
> brand Mr. Hennequin said he admired for its adaptability.
>
> "We would like to stay true to our roots while moving forward," Mr.
> Hennequin said.
>
> This means that McDonald's kept its trademark golden arches logo in Europe
> but got rid of the red accompanying it. Instead, restaurants feature a
> warm
> burgundy color. The pointy roofs are being phased out and replaced by
> simple
> olive green facades, and the bright neon lights in the restaurants were
> dimmed.
>
> French fries and cheeseburgers remain the best sellers on the menu.
>
> Remodeling is also catching on in the United States, where McDonald's has
> renovated about 6,000 of its 13,800 restaurants in the last two years,
> though less extensively than in Europe. Some analysts say the new design
> works better in Europe than in the United States, where most McDonald's
> customers prefer to eat in their cars or take their food home.
>
> "And they won't change their habits," Mr. Kolpak said."
>
> </>
>
>
>
>
>
>
>
>
message de news:[email protected]...
>
> http://www.nytimes.com/2007/08/25/bu...estaurant.html
>
> August 25, 2007
>
> To Woo Europeans, McDonald's Takes an Upscale Turn
> By JULIA WERDIGIER
>
> "LONDON - Taking a respite from an afternoon of shopping, Ita Clift sips a
> cappuccino at a McDonald's. Though she rarely sets foot in the fast-food
> restaurant, Ms. Clift says she dropped in to this one in the Edgware Road
> section of Northwest London for a quick boost of energy and because the
> restaurant "looked so nice and sophisticated."
>
> Sophisticated? McDonald's?
>
> The Golden Arches are going upscale. Aiming to create a more relaxed
> experience in a sophisticated atmosphere, McDonald's is replacing
> bolted-down plastic yellow-and-white furniture with lime-green designer
> chairs and dark leather upholstery. It is the restaurant chain's biggest
> overhaul in more than 20 years and, with its franchisees, it plans to
> spend
> more than 600 million euros ($828 million), remodeling 1,280 European
> restaurants by the end of this year.
>
> The changes are more than cosmetic. McDonald's is introducing healthier
> foods and items that cater to regional tastes, like caff� lattes. Hoping
> to
> attract more young adults and professionals, in addition to its core
> customer base of children, the chain is also adding amenities like
> Internet
> access and rental iPods.
>
> The changes are paying off. In the first half of this year, combined sales
> at Europe's 6,400 restaurants rose 15 percent, to $4.1 billion, compared
> with a 6 percent increase in the United States, where McDonald's has
> 13,800
> restaurants and sales totaled $3.9 billion.
>
> The strength of European currencies helped, but even without the lagging
> American dollar, European revenue is rising faster in real terms than
> revenue in the United States.
>
> "McDonald's is doing a great job in Europe, which has become an enormously
> important market for them," said Larry Miller, an analyst at RBC Capital
> Markets.
>
> The chain now serves over 10 million customers a day in Europe, which
> contributes 36 percent to the company's operating income, making it the
> most
> profitable region, after the United States.
>
> The original impetus for the makeover was a European sales slump in the
> late
> 1990s, brought on by concerns about obesity and annoyance at unappealing
> d�cor and grumpy employees. But the ideas for how to change came from
> Denis
> Hennequin, president of McDonald's Europe, the first non-American in that
> role.
>
> As head of McDonald's restaurants in his native France in the late 1990s,
> Mr. Hennequin had searched for ways to make fast food more appealing to a
> nation that prefers slow-simmered cassoulets and likes to savor a meal.
>
> "To make McDonald's and a Big Mac work in the country of slow food, we
> felt
> we had to pay more attention to space and showcasing," said Mr. Hennequin,
> seated in front of zebra print wallpaper in one of the remodeled London
> restaurants.
>
> He was right. After refurbishment, on average, sales increased 4.5 percent
> at the upgraded restaurants in France. The new outlets were so successful
> that two years ago Mr. Hennequin was asked to do the same for the rest of
> Europe.
>
> But now the success of his makeovers comes with a challenge of its own:
> How
> much can you upgrade the image before McDonald's isn't McDonald's anymore?
> "If you stretch the brand too much it can snap," said Dean Crutchfield,
> director of marketing at the brand consultancy Wolff Olins in New York.
>
> Mr. Hennequin said he did not have a choice. "Reimaging is essential in
> the
> competitive world of retail," he said. "We need to avoid aging faster than
> our customers."
>
> To do that he instructed the design studio he had set up in Paris to come
> up
> with nine different designs. Franchised restaurants, which account for
> about
> 64 percent of all European outlets, can then choose the design most
> appropriate for their location and clientele.
>
> The designs range from "purely simple," with minimalist d�cor in neutral
> colors, to "Qualit�," featuring large pictures of lettuces and tomatoes
> and
> gleaming stainless steel kitchen utensils, like meat grinders.
>
> "The new ones are much more comfortable, less crammed and we love those
> chairs," said 16-year-old Shane Bogela, referring to the redesigned stores
> and the "egg" chairs, designed by the Danish architect Arne Jacobsen, at a
> McDonald's in London.
>
> A separate food factory in Munich is trying to come up with new menus for
> the different tastes in the 41 European countries, including Russia, where
> McDonald's operates.
>
> In Britain, McDonald's restaurants started to serve porridge for
> breakfast.
> In Portugal, they offer soup and in France, cheese saga - burgers with
> French cheeses.
>
> McDonald's first adapted its menu to local tastes in the 1980s when it
> started to offer beer in some of its German restaurants.
>
> Paying attention to local European tastes has also helped McDonald's
> overcome some of the cultural hurdles it faced as a large American
> fast-food
> chain. "The problem in Europe was the perception that any large U.S. brand
> has, which is bringing the American way of eating and marketing and
> invading
> the local culture," said David Kolpak, who helps manage $62 billion,
> including McDonald's shares, at Victory Capital Management in Cleveland.
>
> While head of McDonald's restaurants in France, Mr. Hennequin experienced
> opposition to American corporations firsthand in 1999 when Jose Bov�, the
> firebrand leader of a French farmers union, organized a bulldozing of a
> McDonald's restaurant to protest the spread of American "hegemony."
>
> Mr. Hennequin reacted with a large advertising campaign promoting the
> American chain's use of local produce and its creation of local jobs.
> McDonald's not only organized open-door days for customers to come see its
> kitchens, but also invited customers to make a trip to its suppliers.
>
> While palates differ from country to country, design is more universal,
> Mr.
> Hennequin said. He admires strong brands that reinvent themselves to
> become
> more fashionable and appealing, as the trendy car line Mini Cooper did. In
> France, he hired the same advertising agency as Apple Computer, another
> brand Mr. Hennequin said he admired for its adaptability.
>
> "We would like to stay true to our roots while moving forward," Mr.
> Hennequin said.
>
> This means that McDonald's kept its trademark golden arches logo in Europe
> but got rid of the red accompanying it. Instead, restaurants feature a
> warm
> burgundy color. The pointy roofs are being phased out and replaced by
> simple
> olive green facades, and the bright neon lights in the restaurants were
> dimmed.
>
> French fries and cheeseburgers remain the best sellers on the menu.
>
> Remodeling is also catching on in the United States, where McDonald's has
> renovated about 6,000 of its 13,800 restaurants in the last two years,
> though less extensively than in Europe. Some analysts say the new design
> works better in Europe than in the United States, where most McDonald's
> customers prefer to eat in their cars or take their food home.
>
> "And they won't change their habits," Mr. Kolpak said."
>
> </>
>
>
>
>
>
>
>
>
Aug 25th 2007, 5:13 pm
#3
Guest
Posts: n/a
Re: Europe Says: more useless crappy copy and paste
On Sat, 25 Aug 2007 11:43:06 +0200, "Runge3" <[email protected]>
wrote:
>
>"Cheese Burger Cheese Burger" <[email protected]> a �crit dans le
>message de news:[email protected]...
>>
>> http://www.nytimes.com/2007/08/25/bu...estaurant.html
>>
>> August 25, 2007
>>
>> To Woo Europeans, McDonald's Takes an Upscale Turn
>> By JULIA WERDIGIER
>>
<snip>
Runge3, I'm not sure what your problem with the article was other than
it's about McDonald's. Reinventing itself to appeal to the locals is
paying off for McDonald's - it's a tactic you should try sometime.
Readers may actually be interested in your opinion instead of
killfilling you.
--
Ham and eggs.
A day's work for the chicken, a lifetime commitment for the pig.
wrote:
>
>"Cheese Burger Cheese Burger" <[email protected]> a �crit dans le
>message de news:[email protected]...
>>
>> http://www.nytimes.com/2007/08/25/bu...estaurant.html
>>
>> August 25, 2007
>>
>> To Woo Europeans, McDonald's Takes an Upscale Turn
>> By JULIA WERDIGIER
>>
<snip>
Runge3, I'm not sure what your problem with the article was other than
it's about McDonald's. Reinventing itself to appeal to the locals is
paying off for McDonald's - it's a tactic you should try sometime.
Readers may actually be interested in your opinion instead of
killfilling you.
--
Ham and eggs.
A day's work for the chicken, a lifetime commitment for the pig.
Aug 25th 2007, 8:57 pm
#4
Guest
Posts: n/a
Re: Europe Says: more useless crappy copy and paste
LOL
no my friend I am on war with the copy and paste mad crosspost spammer
Dont care about Mc Do on rec travel europe
"sf" a �crit dans le message de
news:[email protected]...
> On Sat, 25 Aug 2007 11:43:06 +0200, "Runge3" <[email protected]>
> wrote:
>>
>>"Cheese Burger Cheese Burger" <[email protected]> a �crit dans le
>>message de news:[email protected]...
>>>
>>> http://www.nytimes.com/2007/08/25/bu...estaurant.html
>>>
>>> August 25, 2007
>>>
>>> To Woo Europeans, McDonald's Takes an Upscale Turn
>>> By JULIA WERDIGIER
>>>
>
> <snip>
>
> Runge3, I'm not sure what your problem with the article was other than
> it's about McDonald's. Reinventing itself to appeal to the locals is
> paying off for McDonald's - it's a tactic you should try sometime.
> Readers may actually be interested in your opinion instead of
> killfilling you.
>
>
> --
>
> Ham and eggs.
> A day's work for the chicken, a lifetime commitment for the pig.
no my friend I am on war with the copy and paste mad crosspost spammer
Dont care about Mc Do on rec travel europe
"sf" a �crit dans le message de
news:[email protected]...
> On Sat, 25 Aug 2007 11:43:06 +0200, "Runge3" <[email protected]>
> wrote:
>>
>>"Cheese Burger Cheese Burger" <[email protected]> a �crit dans le
>>message de news:[email protected]...
>>>
>>> http://www.nytimes.com/2007/08/25/bu...estaurant.html
>>>
>>> August 25, 2007
>>>
>>> To Woo Europeans, McDonald's Takes an Upscale Turn
>>> By JULIA WERDIGIER
>>>
>
> <snip>
>
> Runge3, I'm not sure what your problem with the article was other than
> it's about McDonald's. Reinventing itself to appeal to the locals is
> paying off for McDonald's - it's a tactic you should try sometime.
> Readers may actually be interested in your opinion instead of
> killfilling you.
>
>
> --
>
> Ham and eggs.
> A day's work for the chicken, a lifetime commitment for the pig.
