McDonalds in India

1.0 Franchising: An Overview Franchising (from the French for free) is a method of doing business wherein a franchisor licenses trademarks and tried and proven methods of doing business to a franchisee in exchange for a recurring payment, and usually a percentage piece of gross sales or gross profits as well as the annual fees. Various tangibles and intangibles such as national or international advertising, training, and other support services are commonly made available by the entity licensing the 'chain store' or franchise outlet (commonly shortened to the one word: franchise), and may indeed be required by the franchisor, which generally requires audited books, and may subject the franchisee or the outlet to periodic and surprise spot checks. Failure of such tests typically involve non-renewal or cancellation of franchise rights. The parties involved typically enter a franchise agreement, which binds the parties together through contractual provisions. This is an arrangement whereby someone with an idea for a business (the franchisor), sells to another person (the franchisee) the rights to use the business's name, sell a product, or provide a service to someone else. A franchise agreement will usually specify the given territory the franchisee retains exclusive control over (the area protection), as well as the extent to which the franchisee will be supported by the franchisor (e.g. training and marketing campaigns). 2.0 History of Franchising The word Franchise comes from old French meaning privilege or freedom. In the middle ages a franchise was a privilege or a right. In those days, the local sovereign or lord would grant the right to hold markets or fairs, to operate the local ferry or to hunt on his land. This concept extended to the Kings granting a franchise for all manner of commercial activities such as building roads and the brewing of ale. In essence the king was giving someone the right to a monopoly for a certain type of commercial activity. Over time the regulations governing franchises became a part of European Common Law. Over the centuries the franchising concept has evolved as the economies of the nations of the world have evolved. In the 1840's in Germany certain major ale brewers granted franchises to certain taverns, giving those taverns the exclusive right to sell their ale. This was the beginning of the concept of franchising as we know it today. In 1851, the Singer Sewing Machine Company began granting distribution franchises for their sewing machines. Singer had written franchise contracts which were the forerunners of modern franchise agreements. In the 1880's cities began to grant monopoly franchises to street car companies and utilities for water, sewerage, gas and later electricity. Around the turn of the century, the oil refinery companies and the automobile manufacturers began to grant the right to sell their products. At this stage in the evolution of franchising it was essentially just the granting of the right to distribute and sell a manufacturers products. Today, franchising is a highly regulated industry which offers a great opportunity to those individuals who truly want to realize their dream and go into business for themselves. 3.0 Types of Franchising Agreements There are two different types of franchise arrangements: Product distribution arrangements in which the dealer is to some degree but not entirely identified with the manufacture/supplier, and Business format franchises in which there is complete identification of the dealer with the buyer. Business format franchises offer the franchisee not only a trademark and logo but a complete system of doing business. Indeed, the word system is key to the concept of franchising. A franchisee receives assistance with site selection for the business. Personnel training, business set-up advertising, and product supply. For these services the franchisee pays an upfront franchise fee and on-going royalty which enables the franchise to provide training, research and development, and support for the entire business. In a nutshell, the franchisee purchases someone elses expertise, experience and method of doing business. 4.0 working of a franchise The Rules: Fees There are two groups involved in a franchise, the franchisor (the person or company leasing the rights to the business name and system) and the franchisee (the person who purchases it). The right to the franchise is sold by the franchisor to the franchisee for an initial sum of money, often called the up-front entry fee, or franchise fee. This money will be paid once the contract has been signed. The contract (franchise agreement) details the responsibilities of both the franchisor and the franchisee, and is usually for a specific length of time (typically several years). Once the contract expires, it must be renewed. State laws often have an impact on the options for this renewal.

This initial franchise fee doesn't include anything except the rights to use the name and system, and sometimes training, procedures, manuals, and other assistance like site selection. It doesn't include any of the necessary inventory, fixtures, furniture or real estate. In addition to the franchise fee, the franchisee must pay the franchisor royalty fees, or other on-going payments. These payments are usually taken as a percentage of sales, but can also be set up as a fixed amount or on a sliding scale. The terms of these fees will be spelled out in the franchise agreement. These payments are for the on-going services and support that the franchisor provides. Franchisors may also sell supplies directly to their franchisees. Advertising funds are also paid periodically. These funds are usually put into a general account and used for national and regional promotion for the entire chain. The Rules: Restrictive Covenants The success of most franchises is based on the operating systems, methods, and products produced. For this reason, franchisors must protect their proprietary information and trade marks. In order to do this, they establish restrictive covenants for their franchisees. These covenants govern the things a franchisee can do. For example, one restrictive covenant may state that the franchisee cannot operate another similar business that would compete with the franchised business during the term of the franchise agreement. These are called in-term non-competition covenants. There may also be post-term non-competition covenants that prohibit the franchisee from operating a similar business even after the terms of the franchise have expired. Each state, however, has its own laws regarding the enforcement of non-competition covenants. Often, in-term covenants can be more readily enforced than post-term covenants. The Legal Aspects There are many elements of the franchise agreement, as well as the franchise deal itself, that can benefit from the advice of an attorney. These can include: Reviewing the franchisor's offering circular (the UFOC) and evaluating the opportunity Negotiating points of the final contract Limiting your personal liability by establishing the correct business structure Dealing with trade secrets and other proprietary issues Establishing your own trade name Dealing with state statutes Transfer of Ownership Transferring ownership of a franchise may also be more difficult than you might think. There may be provisions and restrictions in the franchise agreement that prohibit it, or at least restrict it. It is a difficult situation because the franchisee owns the assets of the business, but the franchisor owns the brand and trademark. Ownership transfer elements of franchise agreements often include these types of statements: The franchisor gets the right to approve transfer. The franchisee must execute a release (unless limited by state law). The franchisor gets final approval of the prospective franchisee's qualifications. There are limitations on transfers to competitors (usually upheld by courts). The franchisor gets the right of first refusal under the same terms as the prospective franchisee. The franchisee must have no outstanding fees owed to the franchisor. 5.0 Advantages For Franchisors: Expansion Franchising is one of the only means available to access investment capital without the need to give up control in the process. After their brand and formula are carefully designed and properly executed, franchisors are able to expand rapidly across countries and continents using the capital and resources of their franchisees, and can earn profits commensurate with their contribution to those societies. Additionally, the franchisor may choose to leverage the franchisee to build a distribution network. Legal considerations The franchisor is relieved of many of the mundane duties necessary to start a new outlet, such as obtaining the necessary licences and permits. In some jurisdictions, certain permits (especially liquor licenses) are more easily obtained by locally based, owner-operator type applicants while companies based outside the jurisdiction (and especially if they originate in another country) find it difficult if not impossible to get such

licences issued to them directly. For this reason, hotel and restaraunt chains that sell liquor often have no viable option but to franchise if they wish to expand to another state or province. Operational considerations Franchisees are said to have a greater incentive than direct employees to operate their businesses successfully because they have a direct stake in the operation. The need of franchisors to closely scrutinize the day to day operations of franchisees (compared to directly-owned outlets) is greatly reduced. For Franchisees: Quick start As practiced in retailing, franchising offers franchisees the advantage of starting up a new business quickly based on a proven trademark and formula of doing business, as opposed to having to build a new business and brand from scratch (often in the face of aggressive competition from franchise operators). A well run franchise would offer a turnkey business: from site selection to lease negotiation, training, mentoring and ongoing support as well as statutory requirements and troubleshooting Expansion With the help of the expertise provided by the franchisers the franchisees are able to take their franchise business to that level which they wouldn't have had been able to without the expert guidance of their franchisors. Training Franchisors often offer franchisees significant training, which is not available for free to individuals starting their own business. Although training is not free for franchisees, it is both supported through the traditional franchise fee that the franchisor collects and tailored to the business that is being started. 6.0 Disadvantages For Franchisors: ||| Limited pool of viable franchisees In any city or region there will be only a limited pool of people who have both the resources and the desire to set up a franchise in a certain industry, compared to the pool of individuals who would be able to competently manage a directly-owned outlet. Control Successful franchising necessitates a much more careful vetting process when evaluating the limited number of potential franchisees than would be required to hire a direct employee. An incompetent manager of a directly-owned outlet can easily be replaced, while regardless of the local laws and agreements in place removing an incompetent franchisee is much more difficult. Incompetent franchisees can easily damage the public's goodwill towards the franchisor's brand by providing inferior goods and services. If a franchisee is cited for legal violations (s) he will probably face the legal consequences alone but the franchisor's reputation could still be damaged. For Franchisees: Control For franchisees, the main disadvantage of franchising is a loss of control. While they gain the use of a system, trademarks, assistance, training, marketing, the franchisee is required to follow the system and get approval for changes from the franchisor. For these reasons, franchisees and entrepreneurs are very different. Price Starting and operating a franchise business carries expenses. In choosing to adopt the standards set by the franchisor, the franchisee often has no further choice as to signage, shop fitting, uniforms etc. The franchisee may not be allowed to source less expensive alternatives. Added to that is the franchise fee and ongoing royalties and advertising contributions. The contract may also bind the franchisee to such alterations as demanded by the franchisor from time to time. (As required to be disclosed in the state disclosure document and the franchise agreement under the FTC Franchise Rule) Conflicts The franchisor/franchisee relationship can easily cause conflict if either side is incompetent (or acting in bad faith). An incompetent franchisor can destroy its franchisees by failing to promote the brand properly or by squeezing them too aggressively for profits. Franchise agreements are unilateral contracts or contracts of adhesion wherein the contract terms generally are advantageous to the franchisor when there is conflict in the relationship. 7.0 Case Study on McDonalds

About McDonalds: McDonald's Corporation (NYSE: MCD) is the world's largest chain of fast-food restaurants, selling variations on meals consisting of hamburgers, french fries and carbonated drinks. While some branches of the restaurant also sell a limited range of vegetarian food and more healthy offerings like fruit and milk, the company is associated with its standardised menu and commitment to fast service. The business was founded in 1940 with a restaurant opened by siblings Dick and Mac McDonald. It was their introduction of the "Speedee Service System" in 1948 that established the principles of the fast-food restaurant. However, the company today dates its "founding" to the opening of CEO Ray Kroc's first franchised restaurant, the company's ninth, in 1955. He opened his first McDonald's in Des Plaines, Illinois in April 1955. As the first and largest international fast food franchise, McDonald's has become a focal point in public debate about rising obesity rates, corporate ethics and consumer responsibility. McDonald's founders (Dick and Mac McDonald) first venture into the food business was in 1937, when they opened a hot dog stand in Arcadia, California (which they coincidentally purchased from another MacDonald, Erin Elizabeth). They opened the first McDonald's restaurant on May 15, 1940, in San Bernardino, California. Hamburgers proved to be their most popular product, so in 1948 the brothers introduced their "Speedee Service System," a streamlined assembly line for hamburgers that allowed them to produce burgers quickly and inexpensively. Their cheap burgers were very successful, and in 1953 they began to franchise McDonald's restaurants. Entrepreneur Ray Kroc visited the first restaurant in 1953, and sensing its potential, he convinced the brothers to put him in charge of franchising. He later purchased the brothers' interest in the company, and oversaw its worldwide expansion. The first restaurant opened on 15th April 1955 in Des Plaines, Illinois, U.S.A. 51 years down the line, they are the world's largest food service system with more than 30,000 restaurants in 100 countries, serving more than 46 million customers every day. "We take the burger business more seriously than anyone else." When McDonald's founder, Ray Kroc made that memorable statement, he was letting the world in on the philosophy and secret behind McDonald's phenomenal success. It is an unflinching McDonald's ideology that we, the customer, must always get quality products, served quickly and with a smile, in a clean and pleasant environment; and all at a fair price. Giving us QSC&V is top priority for them. All their products are prepared in the cleanest of surroundings incredible quality, impeccable service ... and at affordable prices. McDonald's... is the leading global foodservice retailer with more than 30,000 local restaurants serving nearly 50 million people in more than 119 countries each day. is one of the world's most well-known and valuable brands and holds a leading share in the globally branded quick service restaurant segment of the informal eating-out market in virtually every country in which they do business. Serves the world some of its favorite foods - World Famous French Fries, Big Mac, Quarter Pounder, Chicken McNuggets and Egg McMuffin. McDonald's has always been a franchising company and has relied on its franchisees, their Owner/Operators, to play a major role in the System's success. McDonald's remains committed to franchising as a predominant way of doing business. They are actively seeking highly qualified business people to join their System as Owner/Operators. Owning a McDonald's restaurant is a tremendous opportunity. They are seeking individuals with significant business experience who have successfully owned or managed multiple business units or have lead multiple departments and who have significant financial resources. They are a family of over 2400 Owner/Operators passionate about satisfying their customers, growing their business, making money and having fun. Corporate Overview: McDonald's restaurants are found in 119 countries and territories around the world and serve nearly 50 million customers each day. The company also operates other restaurant brands, such as Aroma Caf and Boston Market, and has a minority stake in Pret a Manger. The company owned a majority stake in Chipotle Mexican Grill through the spring of 2006, when it was in the process of selling its stake. Until

December 2003, it also owned Donatos Pizza. It also has a subsidiary, Redbox, which started in 2003 as 18-foot (5.5 m) wide automated convenience stores, but as of 2005, has focused on DVD rental machines. Most standalone McDonald's restaurants offer both counter and drive-through service, with indoor and sometimes outdoor seating. Drive-Thru, Auto-Mac, Pay and Drive or McDrive as it is known in many countries, often has separate stations for placing, paying for, and picking up orders, though the latter two steps are frequently combined. In contrast, locations in high-density city neighborhoods often omit drivethrough service. There are also a few locations, located mostly in downtown districts, that offer Walk-Thru service in place of Drive-Thru. Specially themed restaurants also exist, such as "Rock-and-Roll McDonald's" 1950s themed restaurants. Some McDonald's in suburban areas and certain cities feature large indoor or outdoor playgrounds, called "McDonald's PlayPlace" (if indoors) or "Playland" (outdoors). Some PlayPlace playgrounds have been renovated into "R Gym" areas, which emphasize physical activity. The McDonald's Corporation's business model is slightly different from that of most other fast-food chains. In addition to ordinary franchise fees, supplies, and percentage of sales, McDonald's also collects rent, partially linked to sales. As a condition of the franchise agreement, the Corporation owns the properties on which most McDonald's franchises are located. The UK business model is different, in that fewer than 30% of restaurants are franchised, with the majority under the ownership of the company. McDonald's trains its franchisees and others at Hamburger University in Oak Brook, Illinois. Global Impact: McDonald's has become emblematic of globalization, sometimes referred as the "McDonaldization" of society. Because McDonald's is closely identified with United States culture and lifestyle, its international business expansion has been termed part of Americanization and American cultural imperialism. McDonald's remains a target of anti-globalization protesters worldwide. Thomas Friedman observed that no country with a McDonald's had gone to war with another. His "Golden Arches Theory" has since been disproved, first when the U.S. invaded Panama (which has had McDonald's restaurants since the late-1970s) in 1989, and later when NATO bombed Serbia in 1999. Some observers have suggested that the company should be given credit for increasing the standard of service in markets it enters. When it opened in Hong Kong in 1975, McDonald's was the first restaurant to consistently offer clean restrooms, driving customers to demand the same of other restaurants and institutions. In addition to its effect on business standards, McDonald's has also been instrumental in changing local customs. By popularizing the idea of a quick restaurant meal, McDonald's led to the easing or elimination of various taboos, such as eating while walking in Japan. McDonald's also flattens the social strata during dining -- there is no problem of losing face for certain customers (who might be embarrassed when someone else ordered a more expensive item in a restaurant); the food at McDonald's is all similarly priced. The larger McDonald's grows, the more vulnerable it becomes to negative customer perceptions. In light of this, McDonald's has tried to cater to varying cultural requirements, such as by customizing its menu to each country. The introduction of the Filet-O-Fish to cater to Catholic abstinence during Lent is one example of this. However, the company also became involved in controversy when it was revealed that its U.S. french fries were flavored with non-kosher and non-halal beef extract, which greatly upset Muslim, Jewish, Hindu and vegetarian customers. It had been claimed that the fries were in fact kosher and vegetarian. In other cases, the firm has shown itself ready to adjust its business practices. When environmentally damaging packaging and waste produced by the company's restaurants became a public concern, McDonald's started a joint project with Friends of the Earth to eliminate the use of polystyrene containers, only in the United States, and to reduce the amount of waste produced. Why McDonalds: Owner/Operator Perspective McDonald's continues to be recognized as a premier franchising company around the world and has relied on its Owner/Operators to play a major role in the Systems success. McDonalds remains committed to franchising as a predominant way of doing business. McDonald's Owner/Operators share their perspective in these areas: Training, McFamily, Customer Satisfaction, Social Responsibility and Support. Their Owner/Operators devote full time and best efforts to their restaurant business. Their focus and passion is what makes McDonald's the number one food service organization in the world. World Class Training

McDonalds continues to be recognized as a premier franchising company around the world. They believe a major component of this is the world class training you receive prior to becoming an Owner/Operator. McDonalds provides hands on training and the materials you need to be a success in your restaurant business Some of the highlights include: 9 ' 18 months training in a restaurant close to your home Self directed, part time ' 20 hours per week Seminars, conferences, one-on-one training sessions Success based on competency Operator training classes conducted by local training professionals McDonald's Field Operations and Franchising staff work directly with you from the moment you enter our training program. The primary job of the Field Operations staff is to assist our Owner/Operators maximizing Quality, Service and Cleanliness which help you optimize sales and profits. McDonald's provides extensive support in Marketing and Advertising. McDonald's award winning advertising reaches around the world. To continually maintain and take advantage of our leadership position, each restaurant is required to spend a minimum of 4% of gross sales annually for advertising and promoting the business. Owner/Operators work with local agencies to place advertisements and, in some cases, produce their own creative material. In addition, through a voluntary U.S. cooperative of McDonald's Owner/Operators known as the Operator's National Advertising (OPNAD) Fund, the Company and its Owner/Operators combine to purchase national television advertising. The combined buying potheyr of pooled funds has helped McDonald's create a worldwide brand unmatched in the food service industry -- an advantage beyond measure for your individual McDonald's restaurant. McDonald's has an extensive ongoing training system which includes Hamburger University, and 21 regional training departments. McDonald's provides the most up to date training materials in the industry. McDonald's Supply Chain department has developed an extensive network of the world's finest suppliers. McDonald's works closely with our suppliers to ensure our restaurants are provided with the highest quality products at the most competitive prices. Support System Being a McDonalds Owner/Operator offers you many advantages ' from the training, and the support of a solid organization, to the opportunity to own a thriving and successful business. Essentially, heres what you receive when you become a McDonalds Owner/Operator: Own your own business and receive the rewards that come from being responsible for your own success. With McDonalds unique approach to training and support, you are in business for yourself, but not by yourself Use of the trademarks and operating system of the number one brand in the world. The tools to help you in your business: local and national support in the areas of operations, training, advertising, marketing, human resources, real estate, construction, purchasing, and equipment purchasing and maintenance. To be responsive to your needs and in support of a collaborative business environment, McDonalds maintains divisional and regional offices throughout the U.S., along with our home office in Oak Brook, Illinois. The enjoyment that comes from working with people, from your restaurant crew to your customers and community. The opportunity to contribute to the success of McDonalds: Big Mac, Filet-O-Fish, and Egg McMuffin sandwiches have all been developed by Owner/Operators. Personal and business growth and satisfaction, both as an individual Owner/Operator and as a member of McDonalds respected worldwide organization. Personal growth and business knowledge from McDonalds extensive training and from your experience as an Owner/Operator. Financial Requirements: Most Owner/Operators enter the System by purchasing an existing restaurant, either from McDonalds or from a McDonald's Owner/Operator. A small number of new operators enter the System by purchasing a new restaurant. The financial requirements vary depending on the method of acquisition. Financial Requirements/Down Payment

An initial down payment is required when you purchase a new restaurant (40% of the total cost) or an existing restaurant (25% of the total cost). The down payment must come from non-borrowed personal resources, which include cash on hand; securities, bonds, and debentures; vested profit sharing (net of taxes); and business or real estate equity, exclusive of your personal residence. Since the total cost varies from restaurant to restaurant, the minimum amount for a down payment will vary. Generally, Mc D requires a minimum of $200,000 of non-borrowed personal resources to consider you for a franchise. Individuals with additional funds may be better prepared for additional or multirestaurant opportunities. Financing It requires that the buyer pay a minimum of 25% cash as a down payment toward the purchase of a restaurant. The remaining balance of the purchase price may be financed for a period of no more than seven years. While McDonalds does not offer financing, McDonalds Owner/Operators enjoy the benefits of established relationships with many national lending institutions. Mc D believes that their Owner/Operators enjoy the lowest lending rates in the industry. Ongoing Fees During the term of the franchise, you pay McDonalds the following fees: Service fee: a monthly fee based upon the restaurants sales performance (currently a service fee of 4.0% of monthly sales). Rent: a monthly base rent or percentage rent that is a percentage of monthly sales. New Restaurants Relatively few first time Owner/Operators obtain a new restaurant. The costs associated with new restaurants are as follows: Initial Costs $45,000 Initial Fee paid to McDonald's Equipment and Pre-Opening Costs Typically these costs range from $610,750 to $1,210,000. The size of the restaurant facility, area of the country, pre-opening expenses, inventory, selection of kitchen equipment, signage, and style of decor and landscaping will affect new restaurant costs. These costs are paid to suppliers. The new Owner/Operators must pay forty percent (40%) cash of the total costs of a new restaurant, and may finance the remainder from traditional sources. While McDonald's does not offer financing, McDonald's Owner/Operators enjoy the benefits of our established relationships with many national lending institutions. Franchise Term 20 years Ongoing Fees Service fee: a monthly fee based on the restaurant's gross sales (currently a service fee of 4.0% of monthly sales) Rent: a monthly base rent or rent based on a percentage of monthly sales 8.0 McDonalds: The India Chapter McDonald's - A Global Phenomenon McDonald's in India is a locally owned and managed company run by Indians, employing local staff, procures from local suppliers to serve its customers. McDonald's India opened its first family restaurant at Basant Lok in Oct, 1996; today it has 132 Restaurants across India. This vibrant decade has seen McDonald's evolve Indian menus, Indian sensitivities and yet remain as globally innovative as ever. This journey has seen McDonald's develop a rich brand identity amongst its customers and employees as well as partners alike. McDonald's International through its wholly owned subsidiary McDonald's India entered into two JVs, one with Connaught Plaza Restaurants Pvt. Ltd. in the Northern & Eastern region and another with Hard Castle Restaurants Pvt. Ltd. in the Western & Southern region. Respect for Local Culture McDonald's India has developed a special menu with vegetarian selections to suit Indian tastes and preferences. McDonald's does not offer any beef or pork items in India. Only the freshest chicken, fish and vegetable products find their way into our Indian restaurants. In addition, they've re-formulated some of their products using spices favoured by Indians. Among these are McVeggie burger, McAloo Tikki burger, Veg. Pizza McPuff and Chicken McGrill. They've

also created egg-less sandwich sauces for the vegetarian customers. Even their soft serves and McShakes are egg-less, offering a larger variety to the vegetarian consumers. |[pic] |[pic] |[pic] |[pic] |[pic] |[pic] | They've also re-engineered their operations in India to address the special requirements of a vegetarian menu. Vegetarian products are prepared separately, using dedicated equipment and utensils. Employees in the vegetarian and non-vegetarian sections of the restaurants can be identified by the different coloured aprons that they wear. This separation of vegetarian and non-vegetarian food products is maintained throughout the various stages of procurement from the suppliers, cooking and serving. Their Menu: Nothing but the Best That's how they perceive their product range. Despite extensive and meticulous quality tests at the supplier end, all products are once again carefully scrutinized at the restaurant. Their immaculate standards of quality allow for nothing but the best to reach your tray. Shudh Shakahari They are committed to giving you wholesome, healthy, and delicious food. At McDonald's, they take great care to ensure the purity and cleanliness of the same. They ensure that the cooking area for vegetarian products is visibly segregated from the other sections and separate set of equipments is used for cooking them. Their products are cooked under extremely hygienic conditions. What's more - crew members cooking vegetarian food items are identifiable by their green aprons. McDonald's have specially developed a range of 100% pure vegetarian food to offer those of you who are vegetarians, a choice. In fact, even the mayonnaise used in the items is eggless. Taking in to account the Indian palate, they have prepared the choicest of products using spices favoured by you. Community Work in India "We have an obligation to give back to the communities that give us so much." - Ray Kroc, 1955. McDonald's is known for its exemplary contribution to the local economy and environment. Ever since its first restaurant opened in India, McDonald's has fulfilled its social obligations in every possible manner and bringing smiles to many faces. The 'Ronald' Workshops train children on road and vehicular safety. McDonald's awards Traffic Safety Certificates to the successful candidates. Ronald McDonald sends a message to schoolchildren in Mumbai in a series of school shows "You Are a Star". Here he tells his little friends that there is talent in each one of us and you have to believe in yourself and actualize it. Ronald McDonald enacting "You Are a Star" to his little friends at the National Centre for Cerebral Palsy, Mumbai. Ronald McDonald regales Thalassaemic children with his antics on occasion of World Thalassaemia Day on May 8, 2001 in Mumbai Their People: Employment Generation When one becomes a member of the McDonald's family, one opens the door to limitless career opportunities. The world-class training that they impart allows you to provide the customers the ultimate McDonald's experience, with the best quality products and the highest levels of service and cleanliness. They are an equal opportunity employer, providing not only employment but long-term careers as well. The average McDonald's restaurant employs as many as 80 people - from crew to the restaurant manager. As of today, they employ close to 2,500 people in Mumbai, Delhi, Pune, Jaipur, Ahmedabad and Ludhiana.