When I ask the classes I teach, “How many of you can cook a better hamburger than McDonald’s?” almost all the students raise their hands. I then ask, “So if most of you can cook a better hamburger, how come McDonald’s makes more money than you?” The answer is obvious: McDonald’s is excellent at business systems. The reason so many talented people are poor is because they focus on building a better hamburger and know little to nothing about business systems.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

I fell in love with McDonald's. McDonald's, to me, tasted like America. McDonald's is America. You see it advertised and it looks amazing. You crave it. You buy it. You take your first bite, and it blows your mind. It's even better than you imagined. Then, halfway through, you realize it's not all it's cracked up to be. A few bites later, you're like, Hmm, there's a lot wrong with this. Then you're done, you miss it like crazy, and you go back for more.

most of us can cook a better hamburger than McDonald’s, but few of us can build a better business system than McDonald’s.

When I ask the classes I teach, “How many of you can cook a better hamburger than McDonald’s?” almost all the students raise their hands. I then ask, “So if most of you can cook a better hamburger, how come McDonald’s makes more money than you?” The

"McDonald's is a place to rock / It is a restaurant where they buy food to eat / It is a good place to listen to the music / People flock here to get down to the rock music." - Rock 'N Roll McDonald's

I get an idea, and I think "There's something funny about that." And I don't know what it is, at first; this is how my stuff usually works. Like, I saw-- like, McDonald's having a sign that says "60 Billion [Sold]". And I think "Now, that's-- y'know, there's something very funny about that: that a company of that size is still counting every burger. Y'know? I mean, there's some kind of insecurity there, that you're still thinking "How well-- Are we doing well?" "We're doing well. Aren't we doing well? Look at how many we've sold!"

The franchise and the virus work on the same principle: what thrives in one place will thrive in another. You just have to find a sufficiently virulent business plan, condense it into a three-ring binder — its DNA — xerox it, and embed it in the fertile lining of a well-traveled highway, preferably one with a lef- turn lane. Then the growth will expand until it runs up against its property lines.

In olden times, you’d wander down to Mom’s Café for a bite to eat and a cup of joe, and you would feel right at home. It worked just fine if you never left your hometown. But if you went to the next town over, everyone would look up and stare at you when you came in the door, and the Blue Plate Special would be something you didn’t recognize. If you did enough traveling, you’d never feel at home anywhere.

But when a businessman from New Jersey goes to Dubuque, he knows he can walk into a McDonald’s and no one will stare at him. He can order without having to look at the menu, and the food will always taste the same. McDonald’s is Home, condensed into a three-ringed binder and xeroxed. “No surprises” is the motto of the franchise ghetto, its Good Housekeeping seal, subliminally blazoned on every sign and logo that make up the curves and grids of light that outline the Basin.

The people of America, who live in the world’s most surprising and terrible country, take comfort in that motto.

"McDonald's hamburgers are the worst / They are worse than Burger King's" - Rock 'N Roll McDonald's

It’s why Ronald McDonald is said to be more recognizable to children everywhere than Mickey Mouse or Jesus. Personally, I don’t care if my little girl ever recognizes those two other guys — but I do care about her relationship with Ronald. I want her to see American fast-food culture as I do. As the enemy.

It’s obvious that biotech or software startups exist to solve hard technical problems, but I think it will also be found to be true in businesses that don’t seem to be about technology. McDonald’s, for example, grew big by designing a system, the McDonald’s franchise, that could then be reproduced at will all over the face of the earth. A McDonald’s franchise is controlled by rules so precise that it is practically a piece of software. Write once, run everywhere. Ditto for Wal-Mart. Sam Walton got rich not by being a retailer, but by designing a new kind of store.

Le plus lent à promettre est toujours le plus fidèle à tenir.

The secret of Big Macs is that they're not very good, but every one is not very good in exactly the same way.

Don't ever promise more than you can deliver, but always deliver more than you promise.