If I read this correctly, it’s somewhere between $117 and 75 cents per share? I like the more generous interpretation…

How Much Is McDonald’s Really Worth?
The fast-food giant has led its industry for decades. Just how big is McDonald’s net worth?

Dan Caplinger (TMFGalagan) Sep 7, 2016 at 1:42PM

Fast-food pioneer McDonald’s (NYSE:MCD) has long been the stalwart in its industry, transforming the nature of the restaurant business and creating a trend that has lasted for more than half a century. With more than 36,000 locations around the world, McDonald’s has a global presence, and its golden arches are known the world over as an American icon.

At the same time, long-term investors have earned huge returns by owning McDonald’s stock and holding it over the decades. Yet there are many methods for coming up with a corporate valuation, and many investors are curious whether McDonald’s stock accurately reflects its actual worth. Below, we’ll take a closer look at the net worth of McDonald’s, using several different measures, to see whether the current share price is consistent with the fast-food giant’s true value.

The simplest measure of McDonald’s worth
In the end, the market itself puts the best measure of value on a company. McDonald’s currently has about 853 million shares outstanding. With a share price of around $117 per share, that puts McDonald’s market capitalization at right around $100 billion.

Some investors don’t like the fact that market capitalization doesn’t take into account how much cash and debt a company has. Instead, they prefer enterprise value, which goes beyond those figures to drill down on the value of the actual business that produces profit for the company. When you account for McDonald’s cash and debt, its enterprise value works out to more than $121 billion.

Has the market supersized McDonald’s true value?
However, you get a much different picture when you look at McDonald’s from an accountant’s perspective. The company’s balance sheet provides a different view of McDonald’s, and it’s one in which the fast-food company seems to be richly valued by the market.

McDonald’s most recent financial statements put a value of $33.1 billion on its assets. That includes $3.1 billion in cash and short-term investments, another $1.3 billion in accounts receivable, and $600 million in inventory, prepaid expenses, and other current assets. In addition, McDonald’s plants, property, and equipment make up almost $23 billion after taking accumulated depreciation into account. Long-term investments account for less than $1 billion, and adding in about $4 billion in goodwill and other long-term assets brings you to the total for the restaurant operator.

Against those assets, McDonald’s has substantial liabilities. Debt amounts to $26 billion, all of which is long-term. Accounts payable and accrued expenses add another $2.4 billion, and taxes due and other liabilities amount to another $4 billion or so. All told, liabilities amount to $32.5 billion.

That leaves a scant $640 million in shareholder equity for McDonald’s shares. That works out to a book value of just $0.75 per share, or less than 1% of the company’s current share price. Trading at a premium to book value isn’t all that unusual for a stock, but the extent of the premium here reflects a gradual deterioration in McDonald’s book value in recent years.

For those who believe that investors are rational, it’s easy to conclude that McDonald’s true value clearly isn’t reflected in its accounting statements. For instance, a huge part of McDonald’s worth comes from its brand identity, and in its most recent annual survey of major global brands late last year, Interbrand ranked McDonald’s No. 9. The report put a value of $39.8 billion on McDonald’s brand identity, and even though that was down 6% from year-earlier levels, it still recognizes the lengths to which the fast-food giant has gone to produce a marketing message that puts its competitors to shame.

Is McDonald’s worth its share price?
Finally, you can learn a lot about a company by comparing it to its peers. In some cases, a superior company deserves a premium valuation when you put it side by side with fellow industry rivals. In others, a disparity can reflect short-term factors that can reverse quickly and pull share prices down in the future.

For McDonald’s, the stock’s current valuation puts it in the middle of the pack in terms of trailing price-to-earnings ratios, as you can see below:

Stock
Earnings Multiple
Dividend Yield
Anticipated Growth Rate
McDonald’s
22
3.1%
9.3%
Yum! Brands
27
2%
12.2%
Wendy’s
20
2.4%
16.5%
DATA SOURCE: YAHOO! FINANCE.

However, a couple of things stand out. First, McDonald’s large size makes it harder to produce meaningful growth, especially in comparison to smaller competitors. Yum! Brands (NYSE:YUM) and Wendy’s (NASDAQ:WEN) start from smaller bases, so their growth initiatives can produce more visible results.

Yet McDonald’s retains its leadership role in dividends. The company has a higher yield than its peers, and it has a long history of annual dividend increases stretching back for 40 years. If the fast-food restaurant chain sticks with its past practices, another hike in its quarterly payout should come before the year is out.

McDonald’s net worth reflects the fact that it is one of the best-known brands in the market. Even though the company has gone through ups and downs, its staying power makes McDonald’s a stalwart stock that has stood the test of time and should continue to do so in the future.

Dan Caplinger has no position in any stocks mentioned. The Motley Fool has no position in any of the stocks mentioned. Try any of our Foolish newsletter services free for 30 days. We Fools may not all hold the same opinions, but we all believe that considering a diverse range of insights makes us better investors. The Motley Fool has a disclosure policy.

 

Clearly now, the U.S. failed miserably in hopes for “nation-building” in Iraq and Afghanistan during and after the recent conflicts there. Both countries, after all the U.S. supposed efforts to stabilize and support a new civilian structure acceptable to the West, remain up for grabs, and may be worse off than before U.S. intervention.

The attached recent article from ProPublica recounts how the U.S. planned for post-war stabilization in Iraq, but then failed to deliver. The expectations of what U.S. civilians might have been able to accomplish in normalizing tribal relationships and related security issues may have been idealistic. How were these U.S. civilians to be protected without the presence of substantial elements of the U.S. military, for example?

I had a personal encounter with such unrealistic expectations in Afghanistan several years ago from a 3-star general about to assume a major command there. He spoke before a leadership group of the Chicago Council on Global Affairs I attended. He spoke about the false nation-building expectations that had been laid at the feet of allied military in that country. He said that his troops were highly trained, not at nation-building, but at killing the enemy. At the time there was much talk about how the U.S. and allies would help Afghans restore community infrastructure, build a farming economy to replace opium production, restore roads, power systems and schools, and build an effective local government system. He said that the military had requested civilian experts be sent in by the State Department to fulfill such roles, but that virtually none had arrived. He was skeptical that the U.S. could or would live up to its political promises and expectations. And, as history has proven, he was sadly correct. It is entirely probable that Afghanistan will descend into chaos after final U.S. troop removals, just as has Iraq.

So, the question is, why isn’t the U.S. willing or capable of spending a few billion on nation-building support to these countries, after spending trillions (not to mention thousands of American lives) on military intervention? Do we blame the Executive branch, Congress, the military, the media or the public? And why? And what have we learned to apply in the future? Do we remain convinced that military intervention is enough? Is it all about spending money on arms? Are we unrealistic in thinking civilian U.S. nation-building support will be accepted or successful?

And, what is America’s course for the future in such unstable geo-political situations?

Here is the ProPublica article:
As ISIS Brewed in Iraq, Clinton’s State Department Cut Eyes and Ears on the Ground
An investigation by ProPublica and The Washington Post finds that Secretary of State Clinton initially pressed to keep civilian programs and listening posts after the U.S. troop pullout in 2011, but then her State Department scrapped or slashed them at the behest of the White House and Congress.
by Jeff Gerth and Joby Warrick, Aug. 15, 2016, 12 p.m.55 Comments Print Print
This is part of an ongoing investigation

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This story was co-published with The Washington Post.

Update, :
This story has been updated to include material from Trump’s speech Monday and to add a dropped word in one quote.

A week before the last U.S. soldiers left his country in December 2011, Iraqi Prime Minister Nouri al-Maliki traveled to Washington to meet the team that would help shape Iraq’s future once the troops and tanks were gone.

Over dinner at the Blair House, guest quarters for elite White House visitors since the 1940s, the dour Iraqi sipped tea while Secretary of State Hillary Rodham Clinton spoke of how her department’s civilian experts could help Iraqis avoid a return to terrorism and sectarian bloodshed.

Iraq would see a “robust civilian presence,” Clinton told reporters afterward, summing up the Obama administration’s pledges to Maliki. “We are working to achieve that,” she said.

Less than three years later, the relatively calm Iraq that Maliki had led in 2011 was gone. The country’s government was in crisis, its U.S.-trained army humiliated, and a third of its territory overrun by fighters from the Islamic State. Meanwhile, State Department programs aimed at helping Iraqis prevent such an outcome had been slashed or curtailed, and some had never materialized at all.

Clinton’s political foes would later seek to blame her, together with President Obama, for the Islamic State’s stunning takeover of western Iraq, saying the State Department failed to preserve fragile security gains achieved at great cost by U.S. troops. In a speech Monday on how he would deal with terrorist threats, Republican presidential nominee Donald Trump said, “The rise of ISIS is the direct result of policy decisions made by President Obama and Secretary of State Clinton.”

But an intensive review of the record during Clinton’s tenure presents a broader picture of missteps and miscalculations by multiple actors — including her State Department as well as the Maliki government, the White House and Congress — that left Iraqi security forces weakened and vulnerable to the Islamic State’s 2014 surge.

Documents and interviews point to ambitious plans by State Department officials to take control of dozens of military-run programs in Iraq, from training assistance for Iraqi police to new intelligence-collection outposts in Mosul and other key Iraqi cities. But the State Department scrapped or truncated many of the plans, sometimes at the behest of a skeptical Congress and other times on orders from the White House, which balked at the high costs and potential risks of U.S. civilians being killed or kidnapped. Still other efforts were thwarted by a Maliki government that viewed many of the programs as an unwelcome intrusion in Iraqi affairs.

Senior State Department leaders were at fault as well, according to documents and interviews with officials who helped manage Iraqi aid programs after the withdrawal. By early 2012, pressed by the White House to reduce the U.S. civilian footprint in Iraq, the department had begun implementing sweeping, across-the-board cuts that extended to security and counterterrorism initiatives once considered crucial for Iraq’s stability after the withdrawal of U.S. troops, a joint investigation by ProPublica and The Washington Post found.

Clinton, a member of the administration’s national security team at the time, argued at first in favor of many programs that the State Department eventually cut, according to current and former U.S. officials familiar with internal White House deliberations. For the Democratic presidential nominee, U.S. policy misadventures in Iraq, from the initial invasion and occupation to the disasters after the U.S. troop withdrawal, have persistently undermined Clinton’s efforts to tout her extensive record in foreign policy. Candidate Clinton has frequently pushed for more assertive engagement with Iraq’s military and tribal alliances to help repel the Islamic State, essentially arguing for an expansion of programs that were curtailed on her watch after the U.S. troop withdrawal in 2011.

A State Department team that administered the cuts under White House direction eventually ended up with a $1.6 billion surplus — money initially appropriated for Iraq that was freed for use in other conflict zones, including Libya, officials and documents say.

The downscaling was done over the objections of U.S. military leaders on the ground, who said the slashing of key assistance programs — in a few cases, by more than 90 percent — left the U.S. government increasingly in the dark about developments outside the Iraqi capital. Some former officers who managed Iraqi aid programs say the cuts were a factor in the slow deterioration of Iraq’s security forces in the months before the Islamic State’s 2014 assault.

“Our job was to prevent this from happening,” said retired Rear Adm. Edward Winters, a former Navy SEAL and deputy director of the Office of Security Cooperation in Iraq, a Pentagon organization overseen by the State Department that managed the bilateral security relationship.

“We felt the capability to do that was being taken away.”

‘A Strategic Vacuum’

Current and former Obama administration officials, including some who sparred with the State Department over Iraq policy, defend Clinton as one of the most vocal advocates for a muscular U.S. presence in Iraq after the withdrawal deadline. Clinton argued publicly and privately for keeping a contingent of U.S. troops in Iraq after Dec. 31, 2011, and when that effort failed, she lobbied the White House and Congress for money to fund civilian-run security programs in Iraq, her former aides said. In written memos and in meetings as part of the president’s national security team, she questioned Maliki’s ability to keep the country united and warned that instability could lead to a resurgence of al-Qaida in Iraq, or AQI, the terrorist group that later renamed itself the Islamic State, the officials said.

“She was seized with this,” recalled Deputy Secretary of State Antony J. Blinken, who was national security adviser to Vice President Biden and then deputy national security adviser to President Obama during key discussions about Iraq policy. “She recognized that AQI was down but not out, and pressed the Iraqis, and us, to keep taking the fight to them.”

But, in scaling back civilian assistance to Iraq, Clinton’s aides cut aggressively and sometimes unwisely, internal auditors later concluded. The reductions met cost-cutting goals but did not “fully consider U.S. foreign policy priorities in Iraq,” an internal review by the State Department’s inspector general said. Some of the cuts were not fully implemented until after Clinton’s departure in early 2013, though the plans were largely in place, former aides said. The report is silent on Clinton’s role in the reductions, or views about them.

“There was a period of time after the transition from the military-led mission to a civilian-led mission when strategic decisions were not made, with one official calling the period ‘a strategic vacuum,’“ the inspector general’s office said in its 2013 report, citing interviews with department officials in Washington and Iraq. It said the cuts were driven by “Congressional and White House concerns that the Department quickly reduce costs and security vulnerabilities and address [the Iraqi government’s] desire for a more normalized U.S. diplomatic presence.”

Among the casualties was a U.S. Army-run Iraqi tribal reconciliation program with a record of successfully resolving disputes between Iraq’s querulous Sunni, Shiite and Kurdish factions. Animosity between Sunni tribes and Maliki’s Shiite-led government would become a key factor in the Islamic State’s takeover of Iraq’s Sunni heartland in 2014.

Asked to account for such cuts, a State Department spokesman said in an email that diplomats lacked “the personnel or financial resources” to continue many of the programs begun by the Pentagon during an era when tens of thousands of U.S. troops were serving in Iraq. In any event, the result was “lost trust with the Sunni community” and the abandoning of an important window into what was really happening inside Iraq, said retired Army Col. Rick Welch, who oversaw the program before the military withdrawal,

“No one from the State Department ever contacted me,” Welch said in an interview. Eventually the Baghdad-based reconciliation effort was scaled back “to a trickle,” he said, “and then nothing else happened.”

‘It Was the President’s Directive’

In the first weeks of his presidency, President Obama flew to Camp Lejeune, the sprawling Marine base in North Carolina, to repeat a promise made throughout his election campaign: a pledge to wind down America’s wars in the Middle East. He told the troops that “the war in Iraq will end” through a responsible drawdown of U.S. forces in Iraq by Dec. 31, 2011, the deadline set three years earlier by the George W. Bush administration.

In reality, few within Obama’s own administration expected that the entire U.S. contingent would exit Iraq by that date, current and former aides say. In interviews, State Department and Pentagon officials said they were convinced that Iraq would ultimately negotiate an agreement to leave a modest contingent of U.S. soldiers — perhaps 10,000 or so — in the country to ensure stability and serve as a bulwark against a resurgence of al-Qaida in Iraq.
President Obama and Iraqi Prime Minister Nouri al-Maliki leave a joint press conference in the Rose Garden at the White House in 2009. (Saul Loeb/AFP/Getty Images)
The presence of even a small American force would have provided a substantial benefit for U.S. diplomats in Iraq after 2011, assuring that the Pentagon would continue to take the lead in U.S.-Iraqi military liaison programs while also helping with mundane but necessary functions such as security, medical care, food service and transportation on the ground and in the air.

But with a deadline looming and no firm decision from the White House, the State Department began to develop plans for hiring thousands of contractors to perform the same services at higher costs. The uncertainty lingered until October 2011, when the talks collapsed just 10 weeks before the deadline for pulling all U.S. forces out of the country.

Throughout this period, Clinton continued to campaign for what several aides called a “robust” mission for American diplomats in Iraq, preferably backed by a significant U.S. troop garrison. Her advocacy was recalled by numerous military and intelligence officials who participated in classified discussions on Iraq. It was also expressed publicly in news conferences and congressional testimony at the time.

“She was very focused on how to apply the full weight of the U.S. government to locking down that residual troop presence,” said Jake Sullivan, the State Department’s director of policy and planning who later became the top foreign policy adviser to the Clinton campaign. As prospects for U.S. troop garrisons began to dim, Clinton “insisted on a robust contingency planning process, to leave nothing to chance on how we protected our civilian presence and how we made sure that we were supporting the outlying posts beyond Baghdad,” Sullivan said.

State Department officials initially planned for taking control of more than a third of the 1,300 programs and missions run by the Pentagon in Iraq. That alone, as Clinton herself would acknowledge, constituted the “largest transition from military to civilian leadership since the Marshall Plan,” the extensive U.S. aid effort after World War II.

Contingency plans created in 2010 envisioned taking over key security missions, such as the tribal reconciliation program. Another initiative called for building new diplomatic and intelligence outposts around the country to give the United States a presence in cities that once hosted American military bases. These facilities, called “Enduring Presence Posts,” or EPPs, were initially planned for five Iraqi locales: Irbil, Diyala province, Kirkuk, Basra and Mosul.

State Department officials urged Congress to approve funding for the EPPs, saying the listening posts would help “mitigate ethno-sectarian conflict” while allowing the security officials to better “forecast, prevent or contain instability outside of Baghdad.”

“Spotting emerging problems early is going to be critical,” Clinton’s aides wrote in a 2010 staff report to lawmakers. The report raised concerns about the department’s ability to carry out some of its new mandates without U.S. military support, but it urged congressional appropriators to put up the necessary financial backing.

In Washington, both the White House and Congress viewed the plans with deepening skepticism. At a March 2011 Senate Appropriations Committee hearing, Sen. Lindsey O. Graham (R-S.C.) appeared to scoff at the idea of a civilian force of diplomats and contractors “trying to do business in Iraq all over the place with no troops.

“That is basically a private army replacing the American military,” Graham said to Clinton. “So I’d like us to think long and hard as a nation — does that make sense?”

The cost of building, equipping and securing diplomatic enclaves in Iraqi cities such as Mosul — a hotbed of Sunni terrorism in 2011 — struck senior Obama aides in the meetings as exorbitantly expensive and impractical, even more so because of Maliki’s growing antipathy toward U.S. interference in Iraq’s domestic affairs, according to current and former aides who participated in the private discussions.

The loss of a U.S. troop presence meant the closing of all U.S. military installations, including dozens of Provincial Reconstruction Teams, the smaller regional units from which U.S. military and civilian workers administered aid to local towns and tribes. Unable to rely on Iraqi help, State Department officials would have to hire an army of contractors to replicate the functions and services previously provided by the Pentagon. For U.S. diplomats, a routine journey along the 40-mile highway from Baghdad to Baqubah would now be a complicated and dangerous affair in which assassination or kidnapping would be a constant threat.

The decision to scale back plans for the post–2011 civilian mission was made by Biden and a faction of White House officials that included staff members of Obama’s National Security Council, who were given primary responsibility for managing relations with Iraq, according to accounts from current and former U.S. officials who participated. A team led by State Department Deputy Secretary Thomas R. Nides was put in charge of reviewing and implementing the reductions, with support from State Department officials in Washington and Baghdad. Clinton, having lost the argument for a larger force, was briefed about the developments but left it to her subordinates to decide how the cuts would be implemented, several former and current administration officials said.

Biden’s office declined to comment on the reductions, though former aides said the cuts reflected the prevailing view at the White House and on Capitol Hill: that a large civilian force in Iraq would not be sustainable once U.S. troops were gone.

“The president made the decisions on the military drawdown, and it was the president’s directive that we were all executing,” Nides said. “On the civilian side, the White House’s big worry was the security of our people. Once the decision was made that we weren’t going to have the authority to keep our military there — and even before it was made — we knew we not only couldn’t afford to keep growing, but we had to reduce. At one point, we had the biggest civilian footprint in the world.”

Administration officials insisted that a smaller, civilian-led force could continue to provide critical support for Iraq’s transition, but the cuts were demoralizing to State Department and Pentagon officials who saw prized aid programs shrink or disappear. State Department officials tried to persuade other agencies, including the CIA, to split the costs of operating posts in Mosul and other provincial cities, but that idea withered as well.

“The robust presence we envisioned did not survive,” recalled a former State Department official, speaking on the condition of anonymity to describe private White House deliberations about Iraqi policy. “Things kept getting whittled down. We’d come back from each meeting with bad news about the latest thing to get scrapped.”

A Slow-motion Nightmare

Meanwhile, other programs intended to help Iraqis battle terrorism were facing a quiet death.

On Jan. 1, 2012, the first day after the U.S. troop era officially ended, 157 American military service personnel remained in Iraq as part of the State Department-run Office of Security Cooperation in Iraq. Pentagon and State Department officials sought and won authorization to expand the number by nearly twofold, from 157 to about 300, to be backed by a supporting cast of thousands of contract workers, according to documents and former officials.

Pentagon budget documents in early 2012 called the unit vital to counterterrorism efforts, facilitating the sharing of intelligence between military and civilian agencies in both the United States and Iraq. Among other missions, it provided support for Iraq’s elite terrorism-fighting unit, known as the Counter Terrorism Service.

But the program began shrinking almost immediately after the troop withdrawal, former Pentagon officials remembered.

“It started going away,” remembered Winters, the former deputy director.
A section of the last American military convoy to depart Iraq from the 3rd Brigade, 1st Cavalry Division arrives in Kuwait in 2011. (Mario Tama/Getty Images)
A 2013 report by the Pentagon’s inspector general said the cuts amounted to unilaterally slashing such programs to meet budget goals. The department implemented a “primarily top-down directed initiative in which cuts were made based on percentages and targets across assigned agencies without sufficient consideration of their differing missions and resources requirements,” the report said.

An early casualty was direct U.S. support for Iraq’s Counter Terrorism Service. The number of embedded U.S. advisers to the elite terrorist-fighting unit dropped from more than 100 before the military withdrawal to just two, according to Winters and other former Pentagon officials who served in Iraq.

Another key Pentagon program that helped the U.S. government collect and analyze intelligence about terrorist activities was scrapped. Charles Bova, who ran the program, said the scuttling of the project resulted in the loss of an important window into Iraq that could have provided Americans and Iraqis with “a better awareness of what al-Qaida in Iraq was up to.”

A training facility in Kirkuk was shuttered, not only because of budget cuts but also because of resistance from Maliki’s Shiite-led government, which had begun to push back against U.S. assistance programs in predominantly Sunni and Kurdish provinces. Immediately after the U.S. troop departure, Maliki began ordering the arrests of rival Sunni politicians while replacing U.S.-trained Iraqi generals with Shiite allies personally loyal to the prime minister. Some of the same Maliki appointees would later abandon their divisions as the Islamic State began its assault on Mosul.

Sunni protests against Maliki erupted in 2012 and, almost in tandem, the number of suicide bombings in Iraq started to rise. The terrorist predecessors of the Islamic State began gaining strength across Iraq, aided by the worsening sectarian tensions as well as the fighting next door in Syria, where the civil war gave jihadist leaders a cause and a safe haven in which to rebuild.

“None of us thought the problem was gone — we thought we were leaving a void there,” Winters said. “We all expected that [al-Qaida in Iraq] would come back and get worse. But we didn’t think it would happen that fast.”

Worried that Iraqi security was unraveling, Clinton and other senior Obama advisers quietly lobbied Iraqi leaders to accept new forms of assistance unfettered by State Department legal and budgetary constraints. Beginning in late 2011, Clinton joined then-CIA Director David H. Petraeus and other White House officials in seeking to persuade Maliki to host a joint U.S.-Iraqi “fusion cell,” consisting of intelligence experts and Special Operations forces from both countries, according to officials who participated in the talks. The White House also offered Maliki non-lethal surveillance drones to help track the movement of suspected terrorists, the officials said.

The Iraqis appeared open to both ideas but made no move to implement them. The possibility of U.S.-supplied drones in Iraq was nixed by Maliki after news of the offer leaked to the media. Both programs were eventually implemented, but only after waves of Islamic State suicide bombings began to threaten security in Baghdad.

“It was like one of those slow-motion nightmares,” said Blinken, the State Department official. “We were moving our own system, trying to move Congress, trying to move the Iraqis. We saw this thing coming, we were acting on it, but the problem outran the solution we were putting into place.”

The budget cuts did achieve one positive, and perhaps unexpected, result: a budget surplus. By May 2012, the State Department was sitting on $1.6 billion in funds that Congress had appropriated for Iraq, but which the department no longer intended to use there. Department officials had the option of redirecting those funds, and did so, shifting some of the money to other conflict zones, including Libya, according to public documents and former officials.

A large chunk of leftover cash was initially earmarked for the construction of a new diplomatic outpost in Benghazi, the restive Libyan city which Clinton had planned to visit in late 2012. That idea abruptly ended after the deadly Sept. 11, 2012, assaults on the Benghazi compounds that left four Americans dead.

Prized Targets

On June 4, 2014, the Islamic State, in a quick strike, captured Mosul. The black-flagged terrorists blew past Iraqi army defenders, aided in many cases by Sunni tribesmen who saw the jihadists as preferable to Maliki’s Shiite-led government.

Whether the additional security assistance could have helped prevent the collapse of Iraq’s security services is impossible to say with certainty. Many current and former administration officials, including some who strongly favored a residual U.S. troop presence, argue that Maliki’s inept management of the military and repression of the country’s Sunni minority inalterably weakened the country and made it vulnerable to collapse. If a few hundred Americans had been stationed in Mosul in 2014, these officials say, they might have become prized targets for the terrorist army that overran the city that summer.

“People have an illusion here,” said Nides, the former State Department deputy secretary. “From a practical perspective, what you actually get is 20 people with a big security footprint. Are they going to be getting in their cars and driving around talking to tribal leaders? I don’t think so.”

In any case, the Islamic State’s takeover prompted a rush by the Obama administration to restore military-led security assistance programs that had been quietly curtailed after the military drawdown. Within weeks, 475 U.S. troops were sent to advise Iraqi security forces. Today, the level is more than 10 times that. The concern over tight budgets has faded as well: Congress has appropriated billions of dollars to deal with the jihadist threat.

Clinton, the presidential candidate, responded to the crisis as well, putting forward a detailed plan for defeating the Islamic State. She has primarily blamed Maliki, the former Iraqi leader and her former partner during the transition, for the resurgence of the Sunni terrorists. Some of her proposed solutions have called for improving tribal liaisons and intelligence collection programs that were cut or abandoned three years earlier.

“We’ve got to do a better job of getting back the Sunnis on the ground,” she told ABC News in an interview in 2015.

Clinton has stressed her experience and track record in the national security arena as a key selling point on the campaign trail, echoing themes from her memoir, “Hard Choices,” which chronicled her experiences as secretary of state. The book came out a few weeks after Mosul fell to the Islamic State.

The book made news upon publication because of Clinton’s admission that it was a “mistake” to have voted in 2002 to support the U.S. invasion of Iraq the following year.

On the rest of what happened in Iraq during her tenure as America’s top diplomat, the 635-page book is silent.

Jeff Gerth, a senior reporter at ProPublica, previously worked as an investigative reporter at The New York Times. He has twice been awarded the Pulitzer Prize.

Joby Warrick covers national security and terrorism for The Washington Post. His book “Black Flags: The Rise of ISIS” was awarded the 2016 Pulitzer Prize for nonfiction.

Related stories: Review Hillary Clinton’s career through the best in-depth stories written about her over the years, read about the Great Republican Crackup of 2016 and check out more of ProPublica’s coverage of politics and lobbying in our ongoing series, The Breakdown.

 

 

 

 

 

By Chuck Ebeling

Copyright 2016 – All Rights Reserved

Sometimes it’s what you don’t see that matters.

The recent death of Gene Wilder reminded me of an incident of some years back involving his sometime partner-in-crime Mel Brooks.

The year was 1985, and McDonald’s was receiving more and more requests to have its restaurants and products appear in commercial films. Hollywood hadn’t yet really figured out how to exploit the full marketing potential in placing commercial locations and other recognizable branded items in films. Prop masters would pour over film scripts for potential commercial tie-ins, as they were responsible for identifying and stocking locations to be used for filming, preferably at little or no cost to the production. McDonald’s had recently retained a Hollywood firm named Unique Product Placement (UPP), to assist in identifying the best and most appropriate opportunities to place their brand. They were paid a handsome annual fee for reviewing scripts, identifying the good opportunities and coordinating between the studios and our company. They knew and worked closely with prop masters and set designers, and in fact, were made up of such former professionals. When they found a good match, they would contact us with their rationale, and send us the scripts where McDonald’s might fit in. This saved us time and money, and helped screen out the potential movie bombs and inappropriate applications from those with high potential exposure for our brand.

As head of corporate communications, I was responsible for managing the relationship with UPP, and coordinating with our own marketing and other operational departments in implementing such movie tie-ins. One day the phone rang, and it was an international call from Spain. It was our Spanish marketing manager, saying the set decorator for a new science fiction film being shot in a desert region of his country under the aegis of Brooksfilm, the production company controlled by Mel Brooks, had referenced a letter, apparently authorizing our Spanish subsidiary to allow its equipment and signage company to cooperate with the film company and loan them a full-sized McDonald’s restaurant outdoor sign. I asked why, and he said he had a copy of the letter from McDonald’s chief marketing officer written to Mel Brooks himself, agreeing to the sign loan. So I called our marketing chief and asked him about it. He said he vaguely remembered a brief call from Mel Brooks that he said he took because of Brook’s Hollywood fame. Brooks had told him he was executive producer of a science fiction movie set a thousand years in the future in a post-cataclysmic Earth and they wanted to use some McDonald’s signage. The story was something about a boy who found a mysterious orb called Bodhi, lost it, searched for it and at the end, the orb helped bring water back to a parched earth. Our guy agreed, saying Brooks suggested the film and scene in question would be creative, and knowing Brooks great reputation for comedy.

That call had apparently been some months back. I called UPP and asked if they had reviewed the project, and they said it was the first they had heard of it, but they would get hold of Brooksfilm and look over a script and get back to me with their thoughts. I put the guy in Spain on ice, though he seemed in a hurry, as they would be filming the scene involving the sign in a few days. UPP was back to me in a flash. They said they were shocked Brooks was backing such a bizarre film, and they described the scene involved as one of a gang of filthy futurists crossing a post-apocalyptic desert and setting up camp in what would in the film appear to be the ruins of an ancient McDonald’s, and include a vulture or some such motley bird landing on a tilted, falling down McDonald’s road sign, while rape and torture were portrayed amidst a bacchanal going on around campfires within this crude setting. I quickly called our marketing chief, and he said “get us out of this!” So I talked it over with UPP and our legal staff, and they agreed that we could refuse to cooperate with the film people in Spain on the grounds that the film had been miss-represented to our marketing chief. Thus, we turned down the request, to the great chagrin of the Spanish production company.

The film, Solarbabies, was released in 1986. Some had predicated it would become Mel Brooks’ “Star Wars.” It had cost $25 million to produce; a giant overrun, and Mel Brooks sold it to the U.S. distributor for just $14 million. The U.S. box office proceeds for the film were only $1.5 million. It has been widely critiqued as Mel Brooks’ worst film and one of the worst movies ever produced, with legendary film critic Gene Siskel crowning it “pure trash.”

Years later, I finally saw the segment of the final film that had been targeted for the demolished McDonald’s, and instead of the bird landing on a tattered Golden Arches sign, he landed on piece of tilted wood hung with rusty cans, amidst a despicable yet unidentified desert campsite. No Golden Arches. Indeed, sometimes it’s what you don’t see that matters. Disaster averted.

Robert Fischell invented the rechargeable pacemaker and the implantable insulin pump — not to mention helped create the precursor to GPS. The 87-year-old shares a peek into his creative process. Perhaps you have a family member who’s alive because of a flexible coronary stent. Or a friend who manages her diabetes with an implantable insulin pump.…

via How to solve problems, from an inventor with 200+ patents — ideas.ted.com

Chances are, you will be screwed by the Electoral College in this fall’s Presidential election. 1. If you live in a relatively large population state, your vote may count as little as 1/6th of that in a small population state. Why? Because the number of Electoral Votes your state gets is determined by the total number of U.S. Senators and Congressmen you have. thus, smaller population states get a relative bonus of Electoral Votes. 2. If you live in a “non battleground” state, chances are your vote may not count at all, because all the Electoral Votes of all states but two go to the popular vote winner in a state, and in all but the so-called 13 or so “Battleground States,” the given political majority in those states already means all those state’s Electoral Votes will go to the majority candidate for President. If your candidate is not supported by the majority, your vote is thrown away.
There is no way out for this fall’s Presidential Election, but there is a path to sanity in the future. Go to http://www.nationalpopularvote.com for the answers.

National Popular Vote
The National Popular Vote bill would guarantee the Presidency to the candidate who receives the most popular votes in the entire U.S. It has been enacted into law in 11 states with 165 electoral votes, and will take effect when enacted by states with…
NATIONALPOPULARVOTE.COM

Scan 6Pictured is McDonald’s restaurant pioneer Dick McDonald, third from left, with (L toR) Chuck Ebeling, Dot McDonald,  and Dick Starmann.

Many are looking forward to the new motion picture, “The Founder,” starring Michael Keaton, due in theaters in December, 2016. It purports to be the story of how entrepreneur Ray Kroc discovered the small yet successful and innovative fast food restaurant developed by Dick and Mac McDonald in San Bernardino, California, which Ray later acquired all the rights to, including the name, and built into the world’s largest restaurant business. While the story of the period covered in the film is not altogether accurate, based upon pre-release reports, it stops far short of the final chapter  of the story of the McDonald brothers. In the essay below, the complex relationship between the surviving brother, Dick McDonald, and the Corporation built by Ray Kroc is recounted by me, the retired McDonald’s executive who was at the center of all that. The authenticity of this report was verified by Fred Turner, the former McDonald’s senior chairman who succeeded Ray Kroc, when he called me with appreciation for getting it right in this unpublished story. He forwarded this essay to the manager of the McDonald’s Golden Archives with the hand-written note: “Save this gem.” It was a pleasure and an honor to have known Ray Kroc,  Dick McDonald and Fred Turner, and it was one of the most satisfying, if sometimes testing, challenges of my career in building public relationships to have become a friend to Mr. McDonald himself.

 

BREAKFAST WITH MR. MCDONALD

 

By Charles Ebeling

 

 

 

Presented to the Chicago Literary Club

At the Cliff Dwellers, Chicago, Illinois

October 26, 2009

 

 

Copyright 2009 by Charles Ebeling

 

 

 

 

The nineteen eighties and nineties were glory years for many American-based businesses. It was the golden age of globalization, Sarbanes-Oxley was not yet on the horizon, the tech bust was in the future, derivatives was not a dirty word, and the vast financial bailouts of late were in the far distance. Yet, with all that positive momentum underway, there were still some unfinished issues to reconcile from the rebirth of American consumerism in the aftermath of World War II. In the mid-eighties, I found myself smack in the middle of one such reconciliation.

Once, after visiting Thomas Jefferson’s cleverly-designed house at Monticello, with so many advanced innovations for its time in early American history, I was reminded of the now famous reference to his genius, by President John Kennedy, in remarks to North American Nobel Prize winners, when he said: “I think this is the most extraordinary collection of talent, of human knowledge, that has ever been gathered at the White House, with the possible exception of when Thomas Jefferson dined alone. “

I wish I’d thought of that quote, when I was writing out notes for my introduction of a special guest at a breakfast meeting the next day on August 22, 1989, on a stage at the Hyatt Regency Chicago Hotel, before a cosmopolitan audience of some 250 breakfast companions. That audience did not know what to expect, because almost none had ever met their special breakfast companion, though many knew bits of his legend, and they saw his surname everywhere they went. He had lived a quiet, private, retired life, totally out of the limelight, for some 30 years, since before most in the audience began their careers and before some were even born. With few fairly recent and notable exceptions, he had been largely invisible over these decades, which he hadn’t really minded at all, because he had long ago achieved his dream of becoming a millionaire and retiring by the time he was 50. After all, back in 1961, when he and his brother had sold their business for a cool million dollars each, after taxes, a million was like eight million today.

The morning’s audience members were to be public relations executives and communications managers from across the U.S. and around the globe. They were sophisticated people, accustomed to listening intently, crafting subtle and compelling business messages and communications campaigns, and then mass communicating this information to carefully targeted, culturally diverse groups of people.

Some of the older professionals in the morning group had met another much more recognizable person, whom they always knew to be the founder of the global company that brought them together. While the founder had been deceased for several years now, they knew his success story well. He had brought to fruition the potential of a new post World War II industry, one that would have an important role in facilitating the expanded mobility and everyday expectations of a modern, fast moving world. They knew about the enormous entrepreneurship and drive that the founder and his ardent disciples had demonstrated. He had made its economic engine into one of a handful of great global brands, and one of the most well-known and profitable giants among those bell weathers of the American economy, the Dow Jones 30 Industrials.

But this morning’s breakfast guest was more of a shadowy figure to them. If the great entrepreneur had been, say Thomas Edison, then this morning’s special breakfast guest might have been his Nikola Tesla. Tesla invented alternating current. Thomas Edison took that invention, which came from his junior associate Tesla’s creative mind, and built it into the dominant form of electric energy on which America runs to this day. Edison’s achievements ring loud through the annals of popular history. Those who dig deeper into the story also come to know Tesla’s.

This large breakfast gathering was to be an important part of an extended coming out party, unlike any Tesla ever received. While Tesla’s name faded into technical history, this man’s name, but not the man himself, had become known to almost everyone on earth, because he gave it, however inadvertently, to the best known and most pervasive food service organization the world has yet seen.

This morning’s event would be part of a process in which the name and the man would be reunited, over more than a decade of events that would bring a glow, and a bit of fire, to his remaining years. This was to be “Breakfast with Mr. McDonald. “

 

Dick McDonald, who lived on until 1998, was first and foremost a kindly man, a gentleman. He was tall and solidly built, with thin gray hair combed back. He was always well dressed, seemingly always wearing a crisp suit or sport coat and tie, with a neat checked pocket square, and a McDonald’s logo pin on his tie or lapel. In retirement, he was a quiet, friendly New Englander, direct and unpretentious, enjoying a slow predictable pace into his twilight years. He was married in 1965 after his retirement and returned to his hometown, with the love of his life, his old high school sweetheart, Dorothy, whom he called Dot.

Dick and Dot lived in a neat, modest tri-level house that must have been new when he moved to Bedford, New Hampshire, a suburb of Manchester, near where they both grew up. He loved to drive and always had one or more new Cadillacs, a luxury he’d acquired when his San Bernardino restaurant became successful. He had moved back to Bedford from California after he retired in 1961. He was to spend much of his time managing his portfolio of stocks and real estate, and actively corresponding with old friends, and with those few who had discovered his pioneering innovations in restaurant service. He was quoted then as saying, “We keep a low profile. We like it that way. We value our privacy.”

They traveled a lot, driving to Arizona and the west coast, to Florida and Canada many times. He and Dot had both been married before. Dick had no children, but Dot had a son, who had two sons of his own whom Dick thought of as his grandchildren. The grandsons would come to stir old pride and determination in their grandfather’s aging bones, and bring back both tensions and gratifications that enlivened the elder’s hours.

Yes, Dick McDonald had experienced a life full of energy and experiment, failures and successes, before that retired life, at the other end of the country, in another time, which we will revisit. But now, in the autumn of his life, he was again beginning to have some fun and was reaping a second round of well-deserved recognition for the spark of entrepreneurship that he and his brother had lit, in the 1940s and 50s, and which had been fanned into an enormous flame of global consumerism by Ray Kroc, founder of the modern McDonald’s Corporation.

This then is the largely untold, eyewitness story of the reemergence, recriminations, reconciliations and the ultimate reverie of Dick McDonald. He was a man, who with his brother Mac played a pivotal pioneering role in the continuing evolution of food service for the mobile lifestyles of our modern civilization. I was given the chance to help bring his story back to life.

I first met Dick in 1985, the year after Ray Kroc had died, and I would be his most frequent contact, and become his friend, at the business he’d given his name to, until his own death some 13 years later. There was a third of a century between our ages. I’d lost my own grandfather, himself a proud entrepreneurial retailer, a few years before. In some ways for me, as our relationship grew, Dick McDonald began to take my grandfather’s place.

The night before our high profile breakfast, my wife Vicki and I took Dick and Dot out for dinner at the elegant Club International at Chicago’s Drake Hotel. Ron and Pat Miesler joined us. Ron was a veteran McDonald’s vice president who had previously taken a film crew out to Bedford to record Dick’s reminiscences for posterity, as he had once done with Ray Kroc in his later years. That film is preserved in McDonald’s Golden Archives in Elk Grove, Illinois.

I’d told the maître de at the club who our special guest was to be, and after dinner the excited chef brought out a golden frosted cake with McDonald’s arches emblazoned on top. Dick was touched and clapped his hands in delight. He never expected to be treated so specially. It was only when one of his grandchildren or one of his correspondents prodded him about his anonymity that his New England pride would seep through. Dick, like many of his counterparts in the restaurant industry, enjoyed fine dining, and almost always ordered brandy Alexander’s for himself and Dot before dinner. We were to enjoy many excellent restaurants together, from coast to coast, as we traveled to events honoring him in the years ahead.

The breakfast the next day went swimmingly. On stage, Dick and I enjoyed our Egg McMuffins and coffee, as did those in the audience. I introduced him as one of the best conceivable friends and supporters that McDonald’s people could possibly have, as the audience settled down to some breakfast shop talk with the original Mr. McDonald. A brief video followed that included a new McDonald’s Founder’s Day TV commercial we’d produced specially to position the McDonald’s brother’s pioneering role in the so-called fast food industry and their creation and early success opening the first McDonald’s restaurant, along with the role of Ray Kroc in subsequently creating and building the worldwide restaurant company. Dick then earnestly answered my questions and those of audience members, giving everyone a new first-hand perspective on their roots. I later wrote him, saying “I’m glad that during your visit you were able to meet so many of the people here in “McDonaldland” who care about you – our people are uplifted by your positive personality and your optimistic point of view.”

Things hadn’t always been so rosy between Dick McDonald and the company, and the future road would also contain some big bumps. The trouble started almost from the beginning.

Dick and Mac McDonald had come out to California in the 1920s, seeking their fortunes. Their father had come over to New Hampshire from Cork County, Ireland, in the late 19th century. He worked for 40 years in a shoe factory, and was fired, as the Depression was rolling in. The sons resolved to move west, and never work for anyone again. They did work on a movie lot, before opening their own stand to sell orange juice and hot dogs to the crew. For a while they owned a movie theatre, and then in 1940 they opened a traditional carhop, barbecue drive-in in San Bernardino, an old railroad town beginning to grow. The restaurant was a hit, and was written up in trade magazines of its day. But after the war, business began to change and the brothers became restive.

They noted that customers were increasingly complaining about price and the relatively slow carhop service. As families began to grow and the post-war workforce had less time for lunch, the brothers began to devise a plan. Ultimately, they would trim their menu to what customers most frequently ordered – hamburgers, fries, drinks and shakes, so they could prepare and serve it fresh and fast. They would get rid of the barbecue pit, and the complexity of cooking a broad menu. They began to design a new more efficient kitchen layout, drawing the new floor plans in chalk on their tennis court. They would use disposable paper wraps and cups, so there would be no dishwashing. To serve customers more quickly, they’d eliminate the chatty carhops in their white boots and short skirts, and convert their service windows to customer walk-ups.

In 1948, they were pioneering the future of roadside food service. But, customers were slow to accept the new system. As Dick was to say later in Entrepreneur Magazine, “Our customers told us we were losing our minds, and said they would never patronize McDonald’s if they had to wait on themselves – especially if they were only going to be served hamburgers.” But the brothers were anticipating the market, and soon business exploded. He recounted, “The customers changed from teenagers to working class families, and women and their children became the backbone of our business.”

A restaurant in Long Beach copied their layout, so the brothers got the idea to franchise. They ran a national ad in American Restaurant Magazine in 1952, describing an opportunity to get in on “the most revolutionary development in the restaurant industry during the past 50 years.” A story in the same magazine described their operation, “turning out one million hamburgers and 160 tons of French fries a year from a 192-square-foot drive-in with just 18 employees.” They took on an agent, who signed on a dozen franchisees, of which eight built restaurants. Then the agent became ill and could not continue.

Enter Ray Kroc, who was selling milk shake Multi-mixers. The brothers bought eight for their one location. Kroc had to see for himself why this restaurant needed to mix so many milkshakes at one time. He ogled the busy restaurant, and offered to grow the system, thinking mostly of how many Multi-mixers he might sell. The rest is the history of how he built a restaurant empire, not just an outlet for selling Multi-mixers. But that is another story.

Ray Kroc quickly realized that McDonald’s had to adapt to grow, and the brothers were slow to accept change and evolution in what they considered their near perfect system. The friction began, and by 1961, Kroc had completed a full buyout of the McDonald brothers. Kroc went on to build the world’s largest food service organization. Dick proudly displayed in his Bedford office a photocopy of a check for $2.7 million. If the McDonald’s had, however unlikely, been able to keep hold the ½% of sales by McDonald’s restaurants they had received prior to the buyout, their heirs might today have been bringing in hundreds of millions of dollars, a year.

Anyhow, the brothers happily and promptly retired, and soon after, Dick moved back to New Hampshire. They contemplated other new business ventures, including a Mexican restaurant concept and an economy motel chain they would have named “The Scotch Inn,” but Dick dropped the ideas when brother Mac died in 1971. In the late 90s, Dick McDonald sent me sketches he had made of two such concepts that never went forward. These and other personal correspondence, photos and materials I’ve accumulated relating to Dick McDonald will one day go to the McDonald’s Golden Archives, the company’s historical branch, which I named and which reported to me until my retirement.

The correspondence with Dick McDonald I’ve reviewed picks up in the 1980s. In the intervening years, Ray Kroc had little to do with the McDonald brothers, as they had parted on bad terms. In 1983, Dick wrote to Fred Turner, who had been Ray Kroc’s right hand man, and by then was heading up the company, enclosing a copy of his 1952 ad. In his note to Fred he said, “This ad was probably the opening shot that started the entire fast food business. We received letters and telegrams from all over the country asking for more information.”

Then in early 1984, Ray Kroc died. His passing was extensively covered in the press. A memorial ad, in fact drafted by me several years earlier when Kroc became quite ill, recognized Kroc as the founder of McDonald’s Corporation, which he was. However when Dick McDonald saw the memorial ad run in his hometown newspaper by the local McDonald’s franchisees, he was miffed, as the ad had not acknowledged the early pioneering of the McDonald brothers. He did not understand that it was a memorial ad to the memory of Ray Kroc, and wrote to Fred Turner, saying “I look back at the tremendous amount of time and effort Mac and I put into McDonald’s trying to get it off the ground, and then I read in my home town paper Ray Kroc started the whole thing, that is more than I can take. In view of the situation, I do not want any further relations with your company.” He had not noted that an article, which ran next to the ad in the same paper, put McDonald’s history into a more complete context.

A few weeks later, the Manchester Union Leader newspaper, which had interviewed Dick announced, “Reports that the founder of the McDonald’s fast food chain has died were greatly exaggerated, as Mark Twain might have said.” The article went on, “yes, multimillionaire McDonald’s owner Ray Kroc died last weekend. Ray Kroc was not – as some reports called him – the founder.” Later in the article, Dick conceded that reports that described Kroc as the founder were the product of a McDonald’s publicity agent. “Ray Kroc never claimed to be the founder,” he asserted. Years later, Al Golin, Chairman of Golin/Harris, McDonald’s long-time PR firm, told me that the company was careful with the distinction. Al pointed out that Ray Kroc’s reputation as the Henry Ford of the fast food industry often led others to characterize him as the founder of McDonald’s, rather than the founder of the Corporation that bore McDonald’s name.

Once asked why he hadn’t changed the name of the restaurants to Kroc’s, Ray Kroc enjoined, “Who’d want to go to a restaurant called Kroc’s? McDonald’s is an All-American name.” Dick and Mac were themselves pleasantly surprised when the franchisee of the second McDonald’s, located in Phoenix, decided to retain their name on his road sign, which wasn’t required by his contract.

Dick never quite got used to people being confused about his identity. After all, it was Kroc who made McDonald a household name. Dick liked to tell the story of his grandson asking a neighbor’s kids if they’d like to meet the man who started McDonald’s. When he met the children, Dick said, “They had the most disappointed look in their eyes I had ever seen. They thought they were going to meet the clown, Ronald McDonald.”

In March of that year, Fred Turner wrote an open letter, widely distributed through the McDonald’s system, explaining in detail just what the early contributions of the McDonald’s brothers had been to the business. In his letter, he wrote, “Dick and Mac founded the original McDonald’s system. Ray Kroc founded the Corporation which developed, serviced and operated the McDonald’s system.”

But clearly, Dick McDonald’s well-justified New England pride occasionally slipped into bouts of hubris. In September, 1984, Dick was again on the warpath, when a news item appeared on CNN Business indicating that McDonald’s was planning to tear down an obsolete restaurant in Des Plaines, Illinois that was described in the story as the first McDonald’s. In fact, it had been the first McDonald’s that Ray Kroc opened in 1955, after linking up with the McDonald brothers. Fast food fans had wanted to give it museum status as the first, which had attracted the press. An angry McDonald wrote Fred Turner, exclaiming, “This will be the last letter you will ever receive from me.” Turner quickly clarified the situation in the Chicago Tribune’s INC. column, saying, “It wasn’t No. 1 anyhow. The original McDonald’s was in California. The one in Des Plaines, which became the first this side of the Rockies, has gone through too much change to be saved for its historic significance.”

Ken Props, an early franchising executive with the corporation, reached out to McDonald, telling him the company had reversed its decision, and would restore the Des Plaines restaurant, located not far from company headquarters, to its original 1955 red and white tile, neon-lit glory. And with signage it would clearly indicate it was not the very first McDonald’s.

Later in 1984, Dick Starmann, who headed communications for McDonald’s, had developed an idea that would begin the healing with Dick McDonald. He and Ken Props visited Dick to discuss it with him. The company was coming up on the milestone of serving its 50 billionth hamburger, as determined by an algorithm used to update the “Billions Served” road signs outside most McDonald’s restaurants. The idea was that McDonald’s USA President Ed Rensi would personally grill the 50 billionth hamburger, a Quarter Pounder, using a symbolic golden spatula. This unique press event would take place in a hotel ballroom in New York City. Ed would then serve the 50 billionth burger to the man who had grilled the first one, Dick McDonald.

Dick, who had always considered himself the marketing wiz of the brothers, while Mac was the restaurant operations guru, loved the idea. Dick thought it was inspired to set up a McDonald’s grill in a hotel ballroom for the press, writing, “This will probably be the first time millions of people have actually seen a McDonald’s hamburger prepared.” The media event was staged as planned, with Dick McDonald as the star, and it received worldwide publicity. Dick later wrote Ed Rensi, to say the burgers sold sign, “was a gimmick my brother and I instituted way back in 1950. Customers seemed to get a kick watching the numbers change. We had a simulated thermometer painted on one of the windows and as the numbers grew our painter would up the count until we hit one million, when he painted an explosion at the top of the sign.” By the way, when McDonald’s signs hit the “100 Billion Sold” record some years later, we stopped counting, at least publically.

The 50 billionth hamburger, minus one bite, was sealed into a silver-plated replica of a McDonald’s hamburger and presented to Dick. When I spotted it on his home desk on a visit to his house several years later, he told me the story of his grandson playing with it, and one day accidentally opening it. The boy showed Dick the shriveled remnant of that record-setting hamburger, and promptly threw it away.

In late December 1984, Dick Starmann wrote McDonald saying, “Well – I’ve finally been able to confirm that everyone on the communications department staff here in Oak Brook knows of McDonald’s early history and your pivotal and significant contributions to that story.” He attached signed and notarized affidavits from every member of his department attesting to the fact that they knew the real story. All was forgiven, for now.

I had been a public relations consultant to McDonald’s through much of the 1970s, and then in early 1985, I joined the company staff, heading corporate communications. One of the first extra assignments given me by Dick Starmann, was to represent the company in building the budding new relationship with Dick McDonald. Soon thereafter I visited McDonald at his home, and we began a regular correspondence by letter and phone. I kept him updated on company news, sending him copies of publications and articles and videos. He loved the milestones of international growth, and was particularly impressed with the opening of the Russian market in Moscow and later, in China. He avidly followed new products, and often visited “his” local McDonald’s in Bedford, owned by franchisee Ron Evans.

As for Dick’s own menu preferences, he did not consider himself much of a hamburger man, though he thought McDonald’s had done a good job using lean beef and preparing its hamburgers with consistency through the years. Personally he had long preferred to eat hot dogs. One day, at the Bedford McDonald’s I noticed him ordering a McChicken sandwich before a media interview, which he unflinchingly admitted was his favorite McDonald’s product to date.

Dick seemed to be set off when beset by people who needled him about his low profile with McDonald’s. He wrote Fred Turner in 1986, complaining that a friend from San Bernardino had called him, saying he had decided to drive to Oak Brook while in Chicago, to see McDonald’s head offices. Dick said, “He told me he saw streets named after officials but nothing pertaining to the McDonald’s Brothers. He said he even saw a street named after the clown, so my rating must be even lower than the clown’s.” Turner sardonically wrote back, “Dick: Got your note and apparently your “friend” missed one of the street signs, as he missed the fact that the Home Office at the Plaza is located on McDonald’s Drive. Please ask him where the hell he thinks Ronald got his last name. Warm regards, Fred.”

Another milestone of excitement and recognition for Dick came about in 1987, crowning several years of effort. The event benefitted both his reputation and the place of the company in the history of a mobile America. The Henry Ford Museum and Greenfield Village, Michigan, is a historic icon of the automobile industry and of American industry in the 20th century. It not only features Ford’s history, but the history of the entire automotive industry, and displays hundreds of historic cars of all brands, locomotives, Thomas Edison’s original laboratories and so on. But the structures that house the cars and trains were antiquated themselves. Looking like a bleak indoor car lot, row upon row of largely black autos seemed to go on forever. Determined to refurbish the place, museum staff envisioned a Midwest Smithsonian, with the auto as the star, creatively displayed in context with dioramas of the roadside culture they had spawned. They had contacted me, seeking assistance in obtaining and rebuilding a 50s era McDonald’s inside the museum, along with full scale antique gas stations, diners, motel rooms, road signs and other such mementos of time past.

Unfortunately, we found that by then almost all of the early red and white tile drive-in McDonald’s had been replaced by the then current mansard roof building designs, and that the few remaining red and whites were either too modified to represent the brand or would be too expensive to tear down and move. But our luck was to change. Right in the Detroit market, we learned that a franchisee was about to replace a 50s era giant road sign, illuminated with pink and white neon and with an animated Speedee chef character, which was an early symbol of McDonald’s fast service. If we wanted it, we could have it, said franchisee Dan Shimel, if we could shoulder the expense of moving it, right away. In some hurried communications with the Ford Museum they agreed it would be a perfect giant artifact for inside the entrance to their new display building. I was able to put together the funding, with the help of McDonald’s Detroit regional office, and the sign was moved to the museum for restoration and installation.

The big reopening of the Ford Museum, and its “Automobile in American Life” exhibit hall was scheduled for 1987, and it was to be a national media blow out, with a gala black tie opening fund-raising event attended by the automotive elite. William Clay Ford was to be the event chairman, and McDonald’s CEO was to among the special guests. Then we thought, wait, this historic event, all about roadside history, would be perfect for Dick McDonald, so Fred Turner agreed and Dick was invited to represent the company. We decided to make it memorable for him, which led to a lot of positive publicity.

We worked out the program carefully with the Ford people. The grand opening moment in the vast museum, that mimicked the floor plan of Henry Ford’s first factory, would be the lighting of the giant restored McDonald’s road sign inside the museum’s entrance. As veteran Chicago auto writer Jim Mateja would write in the Tribune, “As you walk in the door, the McDonald’s sign set the tone.” Beneath the sign is a classic 1955 Chevy convertible and alongside it, the recreation of a room in the first Holiday Inn.

At the opening, on the podium beneath the sign would stand Bill Ford, Dick McDonald and Kemmons Wilson, founder of Holiday Inn. The sign would be lighted by the three pulling a large switch that was used by Thomas Edison to illuminate his first light bulb. They did, and as the McDonald’s sign sprang to life again, the thousand-plus black tie crowd roared its approval, as the cameras flashed and the videotape rolled. Dick McDonald was in the headlines, and in seventh heaven. His wife Dot stood next to me, tears rolling down her cheeks. The event had been filled with glamorous receptions and a dinner in Dick’s honor at one of his favorite old haunts, the London Chop House. My associate Susan McBride, who still heads internal communication for McDonald’s, was there to help coordinate all the arrangements and make sure everyone in the McDonald’s system knew about this historic event and Dick’s role in it.

Dick wrote Fred Turner after the event, saying he found Bill Ford “very pleasant” and “he told me he is an avid customer of McDonald’s. It was a memorable evening for Dorothy and me,” and he concluded warmly, saying, “Fred, I would like to quietly slip into Oak Brook to see you and hash over the old days.” He wrote Vicki and me saying, “Chuck, congratulations on the fantastic way you handled the entire affair.” A record 1.3 million visitors would tour the new museum in the next year. Indeed, we were now on a roll.

The next year, following rounds of print and TV media interviews at his home back in Bedford, was our milestone Breakfast with Mr. McDonald at our Worldwide Communications Conference. We thanked him for being “a master storyteller.” He wrote back saying, “We are truly grateful for the manner in which we were treated by everyone at the Conference. In fact, we were overwhelmed.”

McDonald’s opened its 10,000th restaurant in late 1988, just outside of Washington, D.C. Dick was unable to attend, but in Fred Turner’s dedication of that milestone location, he opened his remarks, saying, “Mac and Dick McDonald did the original design, Ray Kroc provided the foundation.” In fact, Dick McDonald had designed the original arches, to give his modest California store some height and to make it visible from the street. His building design evolved into the company’s current logo.

In 1988, my associate Chuck Rubner and I had another idea for Dick. We had decided that the company’s annual report to shareholders would feature a story about the company’s guiding principles as its theme. Those principles include a dedication to quality, service, cleanliness and value. We invited people we thought could well address each tenet to write short essays for the report. Columnist George Will wrote on quality. Stanley Marcus, of department store fame, wrote on customer service, Fred Rogers of PBS fame, wrote on cleanliness, and we invited Dick McDonald to write about value. We offered each writer a $2500 donation in their name to a children’s charity of their choice. Dick selected Ronald McDonald House Charities, a cause he would support many times over the years with personal contributions.

Dick’s page on value appeared in the annual report, along with his photo and a short story about the brother’s pioneering work. He wrote of their early commitment to “highest quality food at low prices, including 15-cent hamburgers, 10-cent fries and 10-cent Cokes. When I go to McDonald’s today,” he said, “and factor in the inflation, McDonald’s still gives that kind of value,” he concluded. Dick and Dot were special guests at the stockholder’s meeting in Oak Brook in 1988. He sat in on the Board meeting, and was introduced to the shareholders, where he spoke briefly. Dick, then 79, wrote of enjoying “all the boys and girls at the meeting,” and liked touring the headquarters campus, which he described as “resort like.”

In 1990, Dick wrote us on the occasion of the 50th anniversary of when he and Mac opened their first McDonald’s, the barbecue, carhop version, in 1940. He recalled trying to get a contractor to put up a building without any collateral. “The first day we opened, I remember my brother saying he hoped the first couple of customers didn’t want to pay with 20 dollar bills, or we would have been out of business, we were so short of cash. Many years later I recall Harry Sonneborn, the first McDonald’s president, making the remark that nothing grows without the first seed and that the McDonald brothers planted that first seed,” Dick concluded. “I never forget that remark by Harry as it made me feel that the brothers did have some role in the success that followed.”

But in 1991, storm clouds were brewing again. The year opened with a nice letter from Dick, in February, indicating, “We are still kicking back here. No big news to tell. All conversation is about the war in the Persian Gulf.” He commented that he had liked the videotape of the Moscow opening the previous year, as he liked to show these to his friends and grandsons. He wondered if the China opening got a “big play.” I replied that the Shenzhen restaurant indeed had, nearly breaking the Moscow opening day record with a volume of 30 thousand customers, and I forwarded him a video of it that I’d just received from Jim Cantalupo, President of the International division. I told Dick I’d just heard he’d be a special guest at an area McDonald’s anniversary celebration. I mentioned that we’d just been skiing with a friend and pioneering Chicago area McDonald’s franchise owner, Ken Norgan. Dick always liked to hear stories about interesting travel.

All hell broke loose in August, when I heard from a Wall Street Journal reporter who called for background information on Dick. She indicated she’d be doing an interview with him for a historical feature profile that would appear in a few weeks. Dick and I had developed a mutual system in which if either of us were contacted by the media regarding his history with McDonald’s, we would talk and coordinate. We were on the same page now, or so I thought, as we had agreed there should be no surprises. I mentioned to Dick that I’d be happy to come out to Manchester, where the interview was scheduled at a McDonald’s restaurant, to help with any questions on the company. The reporter soon called me back to say she did not want me at the interview, and she’d handle everything with Dick. I called Dick after the interview and he said it was all very positive and he’d answered the usual questions about the early days. He said there were no “tough” questions. Despite his feedback, I had a hunch and notified top management of my concern.

On August 15, the time bomb went off, with a full front page center column, 24 paragraph feature story in the Journal under the headline, “McDonald’s Pickle: He Began Fast Food But Gets No Credit.” The subhead called out, “History According to Kroc Irks Dick McDonald, Who Rid the World of Carhops.” The crux of the article was that Dick had just received a McDonald’s house organ the preceding week that touted the company’s annual “Founder’s Day” tribute to Ray Kroc. The reporter said Dick “loathes this annual rite, usually tied to a splashy nationwide television ad campaign.” Dick was quoted saying, “It really burns the hell out of me.” Later in the story, McDonald said, “Up until the time we sold, there was no mention of Kroc being the founder. If we had heard about it, he would have been back selling milk shake machines.” Now, he said, the company history begins in 1955, “and everything before that is wiped out.”

Ouch! We thought we’d cleared the air on that with Dick, over and over again. Even the Journal, which had pushed him on the founder issue, gave the company some grudging credit. They printed, “McDonald’s Corp hasn’t entirely expunged the McDonald’s bothers from company lore. Charles Ebeling, director of communications, calls Mr. McDonald ‘the pioneer – part of our living history’. Mr. Ebeling also cites all the ceremonial occasions to which Mr. McDonald has been invited, such as one marking the sale of the 50 billionth burger. And he provides company histories that mention Mr. Kroc’s fascination with what the McDonald’s brothers were cooking up. In Kroc’s words: ‘I thought I’d go see for myself, So I booked my 52-year-old bones onto a red-eye special and flew west to meet my future.’ “The article went on, “Still, Mr. Ebeling stresses, ‘Ray Kroc was the founder of the corporation, the guy who grew the business.’ Conceding an irony that still irks Mr. McDonald, he adds: ‘Ray Kroc doesn’t have his name on the door. Yet Dick McDonald – whose name is a household word – well, many people don’t realize there is a real McDonald.’ “

“Whose fault is that?” the Journal asks. “Mr. McDonald wonders,” they went on. I briefly wondered about my job security. A letter from a friend two days later said, “Chuck: Congratulations on making the front page of the Journal. After years and years of reading that newspaper, I can finally say I know someone who made the front page.” I wasn’t amused.

There were different strategies put forth to respond to the Journal story, but the more direct ones were rejected by the company. Al Golin, head of McDonald’s PR firm, had drafted a passionate defense of Kroc as a letter to the editor. It concluded, “Dick McDonald made the decision to sell his company at a time when, by his own admission, he didn’t have the desire or ambition to expand any further. I don’t think anyone at McDonald’s would diminish Dick’s original concept – and I hope he can sit back and enjoy the satisfaction of having his name a household word throughout the world. When a baby is left on a doorstep of a home – the true father is the one who raised and educated that baby to maturity. The McDonald’s Restaurant’s father is Ray Kroc.” I had lunch with Al recently, and he said he withdrew the letter before it could be published, out of empathy for Dick McDonald.

The same day, Fred Turner got a long letter from Dick, who wrote, “After the Journal article came out, my phone never stopped ringing with calls from all over the country. I have always tried to be courteous to everyone but I’m 82 years old and this is too much. After I talked with Chuck Ebeling the following day, I took my phone off the hook. Chuck was quite concerned that the media would try to start a controversy between the company and me.”

I had good reason to be concerned, and so did McDonald, because the media onslaught was on. As the letter to Turner continued, Dick worked up his pride, saying, and “My 2 grandsons are starting to have arguments with other students about who was the real founder of McDonald’s. They are just starting high school, and I would be a lousy grandfather if I let that happen. Fred, I will spend whatever amount of money necessary to prove to the public that the McDonald brothers, not Ray Kroc, were the real founders of McDonald’s. P.S. This will be the first time the kids have seen this old, stubborn Irishman in action and I will try to make them proud of me.”

A week later, he wrote again, describing how several McDonald’s franchisees had called him, defending the contributions of Ray Kroc to their success. He complained about how few franchisees had ever called or written to him.

Dick had a special place in his heart for two McDonald’s people who treated him royally. One was regional VP Jeff Schwartz of Phoenix, who had come east to visit him in Bedford. Dick and Dot loved to vacation at the Arizona Biltmore. Jeff picked them up there one day, and took them to the office, where a hundred employees and franchises were gathered to surprise and fete them. Another was Sam Joseph, a long-time executive in McDonald’s Toronto office, who hosted the McDonald’s many times at their offices and at his home, and who introduced them to Canadian McDonald’s President George Cohon, whom also befriended him.

The McDonald’s David and Goliath story was catnip for the news media. Dick’s hometown paper, the Union Leader, ran an empathetic story under a large photo of Dick leaning on the Golden Arches, with the headline, “McDonald’s namesake – Neither a Clown Nor a Kroc.” Dick wrote me in November saying, “received 3 phone calls from CNN for an interview. They wanted me to come to New York. They seemed miffed when I said they’d have to come to New Hampshire, informing me this would be an opportunity to be heard all over the world. At my age of 82, being heard on CNN is not high on my list of priorities.”

Fred Turner called me up to his office one day, saying he wanted to phone Dick McDonald and discuss the article and the letter and the issues. It started out politely enough, but Fred grew frustrated with Dick’s continuing insistence on the founder issue. Too may people were urging him to come out from Ray Kroc’s shadow. It soon turned into a yelling match on the speakerphone, and I watched as the admin staff bailed out of the open-office executive area. The next day, Fred called me back, and said his wife Patty had been at him all night for exploding on the elderly man. Fred said to me, “Just sit here and listen while I call him back to apologize.” I did, and he did.

A new letter soon arrived in Fred’s inbox. Dick said, “First of all I deeply regret our discussion ended up in a bad shouting match. After years of knowing me, I am sure you are aware that I do have a short fuse. However, Fred, you are not a milk toast either. Dot has been working on me for years but I am afraid I am not 100% yet. There is one thing I want you to know. Whatever arguments we may have, I have always had a tremendous amount of respect for you and will continue to have.”

The media coverage of the falling-out went on for weeks, and gave Dick McDonald the public platform to tell his version of the McDonald’s story he’d been wanting for years. When the company celebrated its Founder’s Day in 1991, there was a new message, and a new TV commercial. A Reuters News report summed it up thusly — “In television ads that hit the airwaves Thursday, McDonald’s Corp. paid tribute to the chain’s original founders, one of whom complained about being ignored in the past. The ads marking the firm’s annual “founder’s day” promotions feature employees holding candles while a voice intones ‘It began as a spark from Dick and Mac McDonald and with the guiding light of Ray Kroc it became a flame.’ ” Chicago’s Leo Burnett ad agency created that wound-healing commercial.

A TV program out of Boston, one of dozens that covered the story, interviewed Dick. The program’s host began with this succinct background, “Every would-be entrepreneur in America knows the story of Ray Kroc, probably by heart. His was one of the greatest American success stories, the man who found the pot of gold at the end of the golden arches. But, contrary to what everyone thinks, it was not Ray Kroc who cooked up McDonald’s. In the beginning, it was the idea of two brothers named Dick and Mac, the true inventors of fast food.”

Charles Osgood, in his Osgood File network radio report, had this to say, “His name is on 12, 141 fast food places — the ones with the golden arches. It was Richard McDonald who first sketched those arches for the place he and his brother ran in San Bernardino, California. They were on to something, to say the least. Kroc and the McDonald brothers had a falling out. They acknowledged that Kroc built the empire but resented that he called himself the founder of McDonald’s. With both Kroc and Mac McDonald dead, now the company in its ads credits both the brothers and Kroc. They plan to erect a plaque at the sight of the first McDonald’s in San Bernardino. That makes Richard feel better about everything.”

A plaque indeed! For quite a while I had been in touch with a community organization called the San Bernardino Light Opera Company. They put on semi-professional plays and musicals at the downtown theatre, and owned a building around the corner they used as a wardrobe center on the sight of Dick and Mac McDonald’s original drive-in restaurant. The restaurant was long gone, but the base of the old road sign was there. Fred Turner had been interested in trying to find the red and white tiles from the original store, to have for some possible future historic reconstruction, and had regional manager Bill Marble and his staff doing detective work to track them down.

Along the way, a new idea emerged. We would help the Light Opera Company restore the road sign, identifying it as the location of the Light Opera, but also with a disk at the top that said, “Historic Site of the Original McDonald’s.” We would place and dedicate a large brass plaque at the base of the sign, and it would say, under the original McDonald’s Speedee logo, “Dick and Mac McDonald opened the world’s first McDonald’s Self-Service, Drive-In Restaurant on this site in San Bernardino, California, December, 1948. They previously operated a successful Drive-In barbecue Restaurant with Carhop Service on this site from 1940 to 1948.”

Our special guests for the dedication on January 17, 1992, would be none other than Dick and Dot McDonald, their son Gale French and the two grandsons. We worked with city officials and the Light Opera Company to make it a gala. Local print ads invited the public. Dick McDonald would receive the keys to the city from the mayor at the unveiling, and there would be speeches from the McDonald’s Regional VP, Bill Marble, and other officials. Dick, Dot and the grand children would cut the ribbon with Ronald McDonald as the TV cameras rolled. There was a special performance of the Light Opera in Dick’s honor the night before, and a special reception for his old carhops and former employees and suppliers after the dedication. One letter came in from a 75-year old Carnation Ice Cream employee who had been on loan to the McDonald brothers for their original opening night. He wrote, “My boss was also there and furnished a couple of quarts of bourbon (hidden in the store room) which we nipped on during the evening. Frankly, as I remember, the customer traffic was not booming, but it was fun.”

More than 400 people turned out for the rededication event. At the opening, Dick said, “This is where Mac and I started it all, and it’s like coming home for me.” Bill Marble added, “Dick and Mac and Ray were all founders, and McDonald’s success today is rooted in the work of all three.”

The San Bernardino Sun newspaper led with the headline, “McDonald Got a Break Today, “and reported, “The oldest dispute haunting the world’s largest hamburger chain was settled here Friday when the McDonald’s Corporation recognized 1398 N. E Street as its birthplace. Richard McDonald, the surviving founder of the fast-food chain, and officials of the Oak Brook, Illinois based company declared the controversy over with the unveiling of a plaque set in concrete. ‘I think it’s fantastic’, Mr. McDonald said, ’I’m so appreciative of the company for doing this.’ ” A note I received from Dick afterwards said, “All of us had a wonderful time. For the kids, it was the trip of a lifetime.”

That was the end of our trials and tribulations over who had started McDonald’s. But it was not the end of the fun with and for Dick McDonald. He played an important role in a Smithsonian World PBS special called “A Moveable Feast,” produced by Linda Ellerbee and written and narrated by Lloyd Dobyns. It featured a review of the nation’s dining traditions, ranging from Fred Harvey and his eateries along the Santa Fe Railroad, to New York’s 21 Club and California’s Chez Panise, along with the Father of Fast Food. I accompanied Dick to the premiere at the Smithsonian Castle in Washington DC.   We visited Dick’s senator and toured Congress, dining on Navy bean soup at the Senate dining room, where senators and their aides besieged Dick for autographs.

I visited Dick in Bedford in 1994. A major reconstruction had just been completed at the Manchester Airport, and Dick insisted on meeting us on arrival, although he was in a frail condition. He had a neighbor drive and as I walked into the main lobby, and glanced over to the new, state-of-the-art McDonald’s restaurant there, I noticed a tall, gray figure in a trench-coat, slightly stooped, wandering through, and glancing up at the multi-colored neon signage. He looked very out of place, until he turned in my direction, and said, “Hello Chuck.” Indeed, it was Dick McDonald.

In 1995, Dick wrote to McDonald’s Chairman/CEO and fellow Irishman Mike Quinlan, commenting, “It’s amazing how the years pass. I am now 86 years old but fortunately in good health. It is hard to kill the Irish. I vividly recall the days of the old LaSalle-Wacker headquarters building. One day Mac and I were having a meeting there with Ray and Harry. I remember Ray predicting that some day there would be more than 500 McDonald’s units. Give my best to the gang.” Today, in 2009, there are more than 32,000 McDonald’s around the globe.

Richard Threlkeld of CBS News drove up to New Hampshire to do a segment with Dick. Threlkeld wrote him afterwards to say, “I’m still dining out on the story you told about after you let the carhops go and shifted to self-service, you had the employees park in the customer’s slots to make the place look busy.”

The next year, Dick McDonald wrote to congratulate the company on the launch of the ill-fated Arch Deluxe sandwich in a gala at the Radio City Music Hall. “The introduction was really spectacular. Please tell Mike and Ed they did a fine job…and also looked very dapper.”

David Halberstam, interviewed Dick at his home for his book, “The Fifties.” Dick enjoyed being a critic, chiding Halberstam for characterizing him and his brother as failures prior to going to California. He pointed out that he was “only 17 when I went to California, so I must have been 15 or 16 during the ‘failed’ ventures on page 155 in your book.” In his letter to me about the book, Dick said, “Halberstam is probably correct when he states the McDonald Brothers floundered a lot. I am still floundering but manage to flounder to the bank once in a while.” Dick and Fred Turner appeared in the TV series based on the book, in a segment called “The Road to the Sixties.”

Asked what most pleased him about what McDonald’s had become, Dick replied, “What I’m most proud of is that McDonald’s must employ millions of youngsters, and I’ll bet it’s kept a lot of them out of trouble.”

Dick wrote me in 1996 to tell of the time the Carnation Company brought President Nixon’s brother by to see their new self-service concept in San Bernardino, as he was considering a franchise. He seemed tickled to recount that Nixon was not impressed, saying that people wanted car service and thought the idea had no merit.

In 1997, Dick wrote a note to McDonald’s Customer Relations supervisor, Beth Peterson, thanking her for sending along some Beanie Babies for his niece, which he had asked me about. He wrote, “It was great of Chuck to come to my rescue, but that is the way he is. P.S. I’m sure you know that Dick Starmann and Chuck have been two of my closest friends for many years.” I was touched by his comments when Beth gave me the note.

In June of 1998, Dick mailed me drawings he’d had commissioned of two fanciful restaurant concepts he’d long had in mind. He commented that back in San Bernardino he and Mac had many requests for tacos and other Mexican fare, but didn’t do so because of their limited menu concept. His Mexican concept was the Gold Sombrero restaurant, and his other idea was The Giant Orange, designed to serve pitchers of fresh orange juice to tourists leaving the Mohave Desert. Dick said Dot’s reaction to his ideas was that he drink a glass of warm milk and take a nap.

Just a month later, Dick passed away quietly. I had drafted his obituary a few years earlier, and it now appeared prominently around the world. He would have liked that.

Dick liked to send me jokes and cartoons about McDonald’s. One I still have shows two angels looking up at giant Golden Arches in the clouds, saying, “I always thought the heavenly gates would be pearly, not golden.”

I don’t know the whole story about his wishes. He had no funeral. However, in researching this story, I ran across a website I’d never known, called findagrave.com. And there he is, alongside Dot, in a mausoleum in Calvary Cemetery in Manchester, and above their names and dates, in large dignified script against a mahogany background, are the words, “Founder of McDonald’s,” next to a bright rendering of the Golden Arches.

On a hunch, I searched the same website for Ray Kroc, and found a photo of his grave marker in California, where the inscription simply reads, “Ray A. Kroc, 1902-1984.”

In the year 2000, Time and CBS cooperated in producing a book on, “the 100 men and women who shaped the last one hundred years.” Chef Jacques Pepin interviewed me for the profile of Ray Kroc. He concluded his piece, writing, “Like many of America’s great entrepreneurs, Kroc was not a creator…for he had the cunning ability to grasp a concept with all its complexities and implement it in the best possible way. And that’s as American as a cheeseburger.”

As Kroc liked to say, “None of us is as good as all of us.”

Rest in piece, Mr. Kroc — and Mr. McDonald.

 

——

Chuck Ebeling is a public relations man who invested more than half of his career, some 22 years, managing the reputation of McDonald’s Corporation. He held virtually every job in directing internal and external communications for McDonald’s, first with their long-time public relations agency, Golin/Harris Communications, and then as director of corporate communications with the corporation. He retired on the cusp of the Millennium as a vice president and chief spokesperson for McDonald’s.

 

Ran across the following item in an article titled, “25 Things You didn’t Know About Le Cirque,” in Jetset Magazine, March, 2013.

“#20. The Donald Loves… – Donald Trump has always been a regular at Le Cirque, and a good friend of Sirio. His favorite dish? The flipper.”

It was the fall of 1999, and I was dining at Le Cirque, one of New York’s legendary restaurants, celebrating my coming retirement with two associates from the Golden Arches, on the occasion of my last round of visits there with the news media on McDonald’s behalf. We happened to be seated at a table next to Mr. Donald Trump and his two male guests that evening. As I recall we had a many laughs and a marvelous meal at that magical restaurant, in it’s old Palace Hotel location.

During a stop in the men’s room to powder my nose that night, I remember hearing Trump’s two young guests, apparently financial types, standing together at the urinals, discovering that they each owned identical red Ferrari’s. How Trumpish.

I also noted that it was in 1999 that Trump, then considered a possible Presidential candidate under a Reform Party banner, was widely quoted as saying things like: “I’m very pro-choice,” and “I believe in universal health care.” He also said: “Democrats are too far left. Republicans are too far right.”

That leaves only one question about his preferences: what is the “flipper” dish he favored at LeCirque? Perhaps that is what defines him still, in 2016, as the newly presumptive Republican candidate for President of the United States.

That was the clever theme of a public relations campaign for the Felines and Canines no-kill animal shelter in Edgewater, IL, conducted by a team of students studying community service communications at Loyola University Chicago.

Last night, at a reception attended by more than 150 students, faculty and guests of Loyola’s School of Communications, the Ebeling PRize for excellence in cause-related communications was awarded to students Rebecca Bowman, Madison Rau, Jacklin Kochen and Alexis Genge, by Charles Ebeling, creator of the award, now in it’s 11th year at Loyola.

The winning campaign was selected by a team of independent judges from among nine campaigns for different Chicago-area not-for-profit organizations mounted by student teams in the 2015-16 academic year. The students attended the senior-level class, where they are challenged to bring all their communications skills together for the benefit of real not-for-profit organizations and to produce real results.

The winning team sought to build awareness, attract more young people and gain corporate sponsors for the shelter. Their program included a wonderful mix of brochures, posters, social media, events, fact sheets and outreach, and they more than exceeded their goals. The first semester class was taught by Dr. Kay Felkins, co-founder of the Loyola Ebeling  PRize, and the second semester by Virginia Mann, a Chicago public relations consultant. Judges were Julianne Beck, APR, North Branch Communications, Kristine Kappel of Catholic Charities and Emily Van Camp, of Baxalta Corp., who was on the first Loyola Ebeling PRize winning team in 2006.

This is the title of a work by 18th century Spanish artist Francisco Goya, and I first encountered these unsettling words  on the wall of an exhibit at the Baker Museum in Naples, Florida, last weekend.

The words struck me, not for the artist’s original meaning, but first in relation to a certain American Presidential candidate, then this morning again in relation to the latest blind bombing attacks at the Brussels metro and airport. We were there in that beautiful city and at that very airport counter just two years ago on vacation.

Civilization is a fragile institution.

It will require great strength, and a cartful of reason, to overcome the monsters who have taken root among us.

SALT LAKE CITY, UT (PRWEB) DECEMBER 15, 2015
Bruges Waffles & Frites recently participated in a french fry taste test, the results of which shows them outperforming other restaurant franchises. The study, conducted by an independent research firm, Rise Strategic, hired secret shoppers to participate in the test. The shoppers were tasked with visiting several local restaurant franchises known for their fries and reporting on how the fries are prepared, wait times between ordering and receiving their fries, and the cost of a small order. They were then asked to rate each franchise on a scale of 1-5 in the following categories:
-Aroma
-Color
-Overall Flavor
-Saltiness
-Exterior Texture
-Interior Texture
-Consistency
-Separation
-Temperature
-Length
-Serving Size
-Value
-Variety of Condiments/Sauces
-Flavor of Condiments/Sauces
-Size & Shape
-Overall Rating
When the study was complete, Bruges authentic Belgian frites were shown to have the best overall flavor, best aroma, best presentation, best variety of condiments/sauces, best flavor of condiments/sauces, and were the only fries not under salted and with an ideal consistency. Bruges also had the highest rankings for ideal color, best exterior texture, and won the highest overall ratings.
“We are thrilled with the outcome of the survey results,” said Pierre Vandamme, Owner and co-founder of Bruges Waffles & Frites. “Since the history of fries dates back to Belgium, it makes sense that an authentic Belgian frite company should be topping the charts for best frites in the region. Our fries are not your typical french fry as they are fried twice for the perfect flavor and consistency. Paired with our hand-made dipping sauces, this is a recipe for french fry perfection!”
Shoppers in the taste test said the fries were delicious, presented beautifully, and ‘sooooo good.’ They loved the ambiance, the friendly employees and the fact that the fries were fresh and cooked to order. One shopper said, “It was worth the wait for freshly cooked fries!”
Bruges added Belgian frites to the menu after seeing the success their authentic waffles were having in the community and decided it was time to share another Belgian favorite. Today loyal fans rave about the frites on social media and online review sites. To learn more about the Bruges Waffles & Frites brand, and the restaurant franchise opportunities offered, visit the company website: http://www.brugesfranchising.com

September 2016
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