Inspirational Quotes by Robert Anderson
“but I would have rights to franchise copies of their operations everywhere else in the United States. The buildings would have to be exactly like the new one their architect had drawn up with the golden arches. The name, McDonald’s, would be on all of them, of course, and I was one hundred percent in favor of that. I had a feeling that it would be one of those promotable names that would catch the public fancy. I was for the contractual clauses that obligated me to follow their plans down to the last detail, too—even to signs and menus. But I should have been more cautious there. The agreement was that I could not deviate from their plans in my units unless the changes were spelled out in writing, signed by both brothers, and sent to me by registered mail. This seemingly innocuous requirement created massive problems for me.”
“The agreement gave me 1.9 percent of the gross sales from franchisees. I had proposed 2 percent. The McDonalds said, “No, no, no! If you tell a franchisee you are going to take two percent, he’ll balk. It sounds too full and rounded. Make it one and nine-tenths, and it sounds like a lot less.” So I humored them on that one. The brothers were to get .5 percent out of my 1.9 percent. This seemed fair enough, and it was.”
“Another aspect of the agreement was that I was to charge a franchise fee of $950 for each license. This was to cover my expenses in finding a suitable location and a landlord who would be willing to build to our specifications. Each license was to run for twenty years. My contract with the McDonalds was only for ten years. That was later amended to ninety-nine years. I”
“One of the reasons his subordinated lease idea worked so well was that in the late fifties we didn’t have the proliferation of franchise operations and the fierce competition for commercial fringe property that developed in the course of the next twenty years.”
“Besides, the brothers did have some equipment that couldn’t be readily copied. They had a specially fabricated aluminum griddle for one thing, and the set-up of all the rest of the equipment was in a very precise, step-saving pattern. Then there was the name. I had a strong intuitive sense that the name McDonald’s was exactly right.”
“There are things money can't buy and hard work can't win. One of them is happiness.”
“We started Franchise Realty Corporation with $1,000 paid-in capital, and Harry parlayed that cash investment into something like $170 million worth of real estate. His idea, simply put, was that we would induce a property owner to lease us his land on a subordinated basis. That is, he would take back a second mortgage so that we could go to a lending institution (in the early days it was a bank) and arrange a first mortgage on the building; the landlord would subordinate his land to the building. I must admit that I was a bit skeptical:”
“Ethel was incensed by the whole thing. We had no obligations that would be jeopardized by it; our daughter, Marilyn, was married and no longer dependent on us. But that didn’t matter to Ethel; she just didn’t want to hear about the McDonalds or my plans.”
“This was the beginning of real income for McDonald’s. Harry devised a formula for the monthly payments being made by our operators that paid our own mortgage and other expenses plus a profit.”
“Opportunity is dead in the United States!” “The tax structure has destroyed all incentive!” How often we have heard such laments during the past thirty years, when in fact greater fortunes have been made and higher living standards achieved than ever before on earth! Those”
“There was a lot of nervous tension at that time on all levels of society over the alarming developments in Europe and Asia. Magazines speculated grimly on whether war with Japan was inevitable. Then our attention was diverted from Japanese aggression in China to the Nazi conquests in Europe. On December 7, 1941, we were thrown into war by the Japanese sneak attack on Pearl Harbor, and I was thrown out of the Multimixer business. Supplies of copper, used in winding the motors for Multimixer, were restricted by the war effort. A”
“He fielded all questions that students put to him, exhibiting in his lectures and discussions the qualities which have made him a present-day commercial legend: his tough-minded business philosophy; his virtually compulsive adherence to the fundamental operating strategies designed to attract the family market; his emphasis on such basic qualities as courtesy, cleanliness, and service; and his abiding loyalty to his associates, particularly to those who have served McDonald’s since its fledgling years.”
“This historic year of 1976 will see McDonald’s Corporation surpass one billion dollars in total revenue for the first time. Casual students of business history may not realize the significance of the fact that this milestone will be reached during the twenty-second year of the company’s history.”
“For the practices pioneered or perfected by McDonald’s under Ray Kroc’s leadership have revolutionized an entire food service industry, changed eating habits throughout the world, and raised customer expectations. Who among us is not now less tolerant of slow service, overpriced meals, soggy french fries, or a lack of cleanliness in eating places? Mr.”
“She dutifully attended McDonald’s gatherings in later years, and she was liked by operators’ wives and by women on the staff, but there was nothing more between us. Our thirty-five years of holy matrimony endured another five in unholy acrimony. I”
“Instead, they were obtuse, they were utterly indifferent to the fact that I was putting every cent I had and all I could borrow into this project. When we sat down with our lawyers in attendance, the brothers acknowledged the problems but refused to write a single letter that would permit me to make changes. “We have told you by telephone that you may go ahead and alter the plans as we discussed,” said their attorney, Frank Cotter. “But the contract calls for a registered letter. If Mr. Kroc does not have that, he is put in jeopardy,” said my counsel. “That’s your problem.” It was almost as though they were hoping I would fail. This was a peculiar attitude for them to take because the more successful the franchising, the more money they would make. My attorney gave up on the situation.”
“I sold a Multimixer to a guy named Willard Marriott, who had just opened a drive-in called A & W Root Beer. His method of operation fascinated me. I considered myself a connoisseur of kitchens; after all, selling Multimixers took me into thousands of them. I prided myself on being able to tell which operations would appeal to the public and which would fail. Willard Marriott looked like a winner to me from the start. I had no more idea than he did back then, though, of what a giant his Marriott Corporation would become in hotels and restaurants.”
“Cooking with gas was a popular expression at the time, but it was an in-joke with us. When somebody was cooking with gas around our place it meant that he was really doing everything right. This stemmed from our experience in patterning our stores on the plans provided by the McDonald brothers. Jim Schindler insisted on using gas units for making french fries instead of the electric friers the McDonald boys were using. Gas proved to be more efficient for this purpose. It was cheaper, and we got a better product. So we tried to “cook with gas” in all our operations at McDonald’s. The”
“I was about to lose one of my biggest accounts, Walgreens, the people I had created a tremendous amount of business for and to whom I was selling five million cups a year. Fred Stoll told me in strictest confidence that a former Walgreen executive who had a lot of pull in the top offices of the company had gone into the paper cup business with a competitor of mine, and he was going to be given all of the Walgreen trade. The rationale would be that this competitor was selling for five percent under my price. I explained this to John Clark and tried to get him to go along with offering Walgreens a price break—after all, they paid their bills on time and there was promotion value in having a big company like that use your product. But all I got was a tongue lashing.”
“He had a son-in-law named Ed MacLuckie who was looking for a job and who had expressed a liking for the food service business. Ed was working a wholesale hardware territory over in Michigan at the time and it was not going well. So I talked to him. He was one of these whip-lean, nervous types who are often very fussy and fastidious and have great endurance. Just the kind of qualifications I was looking for, so I hired him as a manager of my first store. Art Bender, the McDonald brothers’ manager, came to Des Plaines and helped Ed and me open that store on April 15, 1955.”
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Sir Robert Anderson was born in Dublin, Ireland and was of Scottish descent. His father was an elder in the Irish Presbyterian Church and he was raised in a religious home. Anderson's conversion took place after listening to a sermon delivered by John Hall.
Sir Robert Anderson graduated from Trinity College, Dublin, in 1862 and was called to the Irish Bar in 1863. He later became Assistant Commissioner of the Metropolitan Police and Chief of the Criminal Investigation Department at Scotland Yard. When he retired in 1901, he was made Knight Commander of the the Order of the Bath. W. H. Smith, on the floor of the House of Commons, said Sir Robert "had discharged his duties with great ability and perfect faithfulness to the public."
Sir Robert Anderson was the chief inspector for Scotland Yard. He was greatly respected for his skill as an investigator. When Anderson wasn't writing on subjects related to crime, he wrote books on Christian prophecy. He helped establish the fact that 69 of Daniel's 70 weeks have now transpired, and that the tribulation will be the 70th week. Sir Robert Anderson's book, The Coming Prince, has become a foundational resource for all dispensationalists.