McDonald's Canada Invests $1 Billion in Brand Transformation

Strong and sustained business results have put us in a unique position to make this historic investment in improving restaurant ambiance, enhancing service and supporting our continued menu evolution.

Sep 8 2011 --- McDonald's Canada announced it is investing approximately $1 billion to undertake its biggest store-by-store brand transformation in the company's 44-year Canadian history. With strong and sustained business results, the company is placing unparalleled focus on re-invigorating the look, feel and function of the majority of its more than 1,400 restaurants across the country.

In front of the counter, McDonald's Canada is focused on creating more inviting and relevant restaurant environments, while behind the counter, its emphasis is on building infrastructure to facilitate continued menu evolution and enhancing the customer experience across multiple touch points.

"This is a pivotal time for McDonald's and we're placing unwavering focus on transforming the face of our brand," said John Betts, president and CEO of McDonald's Canada. "Strong and sustained business results have put us in a unique position to make this historic investment in improving restaurant ambiance, enhancing service and supporting our continued menu evolution."

Contemporary Restaurant Design

New interior and exterior designs provide the same familiarity that customers love and expect from McDonald's, with a contemporary and more welcoming ambiance. Interiors are inviting and comfortable, featuring bold, new colour palettes, with splashes of McDonald's traditional brand colours. Design features include prominent fireplaces, flat-screen televisions, stone and tile accents, as well as wood tones and colourful wall graphics.

Dining rooms are divided into separate eating areas for larger groups, on-the-go customers, families, or for individuals who want to stay, relax and enjoy new amenities such as free and unlimited Wi-Fi.

Exterior building lines and colours are modern and sophisticated. A prominent new exterior feature is a red 'blade', a central and attention-grabbing architectural element, which provides an eye-catching home for the corporate logo. A hallmark of McDonald's previous exterior restaurant design - the red mansard roof - has been replaced with a flatter roof that adds to restaurants' contemporary feel.

The overall design philosophy is to allow flexibility through materials and colour so that restaurants can adapt to their local community and demographics, while maintaining brand consistency.

Supporting Ongoing Menu Evolution

McDonald's Canada's re-imaging efforts go well beyond simply cosmetic improvements. Changes to the layout of kitchens, as well as the introduction of new restaurant equipment, is helping accelerate the company's menu evolution and facilitating greater order customization. Improving infrastructure is a key focus area for the company as it expands its menu offerings, such as Premium Salads, and its extremely successful coffee and beverage business.

Enhancing Customer Service

Underpinning the company's re-imaging effort is a focus on enhancing speed and quality of service. A new front counter service platform provides seamless integration between the point-of-sale and the food preparation area, ensuring improved order accuracy and allowing for increased engagement between McDonald's crew and customers. The addition of double-lane drive-thrus, in many re-imaged locations, eases line-ups inside and outside restaurants and speeds up overall service.

"McDonald's is changing as our customers' needs are changing and we're committed like never before to staying connected and relevant to them," added Betts. "We believe we're pulling all the right levers to remain a compelling and favourite dining destination for a growing number of Canadian customers, now and into the future."

More than half of the company's restaurants will have been re-imaged by the end of this year, with plans to have the majority of its remaining restaurants transformed by the end of 2012.