McDonald’s France uses renowned French cheeses in their new burger collection
McDonald’s France is really going above and beyond with their new selection of cheeseburgers; they've decided to use “gourmet” French cheese atop of the thin beef patties instead of the go-to orange American slice.
The “McCamembert,” a new McDonald’s burger with two slices of Camembert cheese, greens, and special “fromagère fondue” on top of a ciabatta bun, was released this week in France. This new French-inspired burger is only one of the four burgers that comprise McDonald’s France’s new collection, “Les Grandes Envies de Fromages” (literally translating to “The Great Cheese Desire”). Along with France’s beloved Camembert, the new collection also consists of burgers topped with the French cheeses Comte, Chevre (goat cheese), and Raclette.
As French citizens watch their most beloved delicacies become part of the new €4.50 burgers, it is no surprise that they are not too thrilled about this new collection of fast-food sandwiches. Many also believe that the new McDonald’s commercial truly undermines the hard work that goes into making French cheese.
According to The Australian, French cheese makers “feel used” because they were not informed before the new line of sandwiches was released. Cheese maker Patrick Mercier even went so far as to state that the Camembert used in the McCamembert is "as bottom of the market as you can get.”
Time will only tell how McDonald’s France’s six-week endeavor will unfold, but it is definitely clear that the McCamembert has been off to a rough start.
Skyler Bouchard is a junior writer at the Daily Meal. Follow her on twitter at @skylerbouchard.
WHAT'S NEW AT MCDONALD's INTRODUCING THE MCDONALD'S COMPLEX
In November, McDonald's plans to begin construction at a 30-acre site that will house not only one of its restaurants, but also a motel, gas station and convenience store. The complex, to be called McStop, will be located near an interstate highway north of Minneapolis and will be geared to motorists.
McDonald's will design the buildings and do the landscaping, but run only its restaurant. The other facilities will be leased to others. This is the first time that McDonald's will oversee such a large complex of businesses, a company spokesman said. He added that if it were successful, others would be opened, although none are yet on the drawing board.
This is not the first time that the company has sought new ways of selling its hamburgers. It follows an earlier experiment, McSnack, a small shop designed for pedestrian traffic areas. One opened recently in a Minneapolis mall and the shop is so small that hamburgers are not grilled on the premises. Instead, chicken McNuggets, desserts and some breakfast products are sold, the spokesman said. Another McSnack was opened in La Jolla, Calif., and all the traditional products are sold there.
''We are looking at it and evaluating it and will see how it goes,'' the McDonald's spokesman said of McSnack. ''Public response has been very positive.'' Michael Culp, the Prudential- Bache analyst, said that these moves by McDonald's were ''more evidence that they are looking at unconventional ways'' to drum up more business. So far, the company is not dependent for its future growth on such ventures as McSnack and McStop, however. Such experiments are ''small tiles in a big mosaic,'' said Mr. Trainer, the Merrill Lynch analyst.
McDonald's in Thailand serves some pretty interesting foods and is considered one of the more unique international McDonald's locations. Among popular items is a Samurai Pork burger. This sounds a little strange since Samurais are Japanese, not Thai, but the combination of pork, teriyaki sauce, mayo, and lettuce sounds delicious.
In my opinion, though, the best part of this location is the expansive dessert menu, which includes pineapple pie, traditional Thai rice pudding, and Millionaire's Cheesecake, which is actually very inexpensive (under $3). They also had a special menu for the promotion of the "Smurfs 2" movie, so I think Thailand wins best international McDonald's hands down.
McDonald's Introduces the 'Frork,' a French Fry Fork the World Didn't Know It Needed
We wouldn't change a thing about McDonald's iconic, already-perfect french fries, but McDonald's would. Don't worry, the fry recipe you know and love is safe from alteration — but the fast food chain does want to modify the way you eat those golden potatoes. Introducing the "Frork," McDonald's revolutionary, though admittedly unnecessary, new utensil for all your french-fry-eating needs.
The advent of the Frork comes on the heels of McD's announcement of three new Signature Crafted Recipes sandwiches: Pico Guacamole, Sweet BBQ Bacon, and Maple Bacon Dijon. And while the sandwiches as a whole look pretty darn good, everyone (McDonald's included) knows that the real star of the show is the sauce and special toppings added to each delectable offering. To combat the common problem of "topping dropping" — you know, when sandwich toppings fall out of the back as you take a bite — the restaurant has developed the Frork, essentially a fork whose prongs are replaced with fries, to scoop the fallen toppings back up and into your mouth, where they belong.
"We started with All Day Breakfast, updated our Chicken McNuggets, offered new Mac sandwich sizes for every occasion and now we're introducing Signature Crafted Recipes because they are inspired by our customers," said McDonald's Chef Michael Haracz in a press release. "And while the Frork is supremely superfluous, it shows that McDonald's is willing to do whatever it takes to help them enjoy every last bite."
To officially launch the Frork, McDonald's even enlisted famed pitchman Anthony Sullivan, who points out in a YouTube infomercial that the gadget is "ludicrously easy to use," for both right- and left-handed diners, and works even in the dark. Sullivan also provides a toll-free phone number (because what's an infomercial without one of those), where Frork fans can find out information about the new utensil and snag a few sandwich coupons.
But for those hoping for an innovative way to avoid touching your fries as you eat, sorry, you still have to stick the fries in the Frork by hand.
This isn't the first time McDonald's has attempted to revolutionize the way we eat its classic dishes. Back in February, the chain introduced the STRAW, an engineer-designed straw meant to provide the ideal sip for drinkers of the Shamrock Shake.
So while we wait for McDonald's to dream up yet another fast-food utensil of the future, you can get your hands on the Frork starting May 5 at select McDonald's locations with the purchase of a Signature Crafted Recipes sandwich.
McDonald's has recovered in Paris by following the tried-and-true formula it has used around the world. ''We're trying to use the McDonald's system of doing things, and we've tried to add a French flavor to it,'' said Robbin Hedges, the 34-year-old Virginian who is president of McDonald's France.
McDonald's has added a number of French twists. It adds less sugar and more mustard to its salad dressings to accommodate the French palate. It serves beer and Evian mineral water at its French restaurants. Since the French are fond of Sunday family dinners, McDonald's has made a big pitch to families, giving gifts to children on Sunday.
In France, it is a different crowd that eats fast food than in the United States. Fast-food resturants began as roadside eateries in the United States. But in France, most McDonald's and other fast-food chains are located in the cities. In the United States, everyone from schoolchildren to stockbrokers seem to gobble fast food in France, it is popular among a more sophisticated crowd, many of whom first sampled it while abroad.
French blue collar and factory workers seem to eschew fast food in favor of the hundreds of unpretentious cafeterias in shopping centers and on superhighways. And many workers, including white-collar employees, prefer France's often subsidized company canteens.
''You don't find any blue collar workers or peasants in fast-food restaurants in France,'' said William Moore, president of Freetime, the French burger chain. 'ɿor them, being in a fast-food restaurant is a little like being on the moon.''
From McDonald's perspective, those differences are welcome. ''McDonald's doesn't want to be seen as a world brand, it wants to be seen as part of a local market,'' said Mr. Allin, the McDonald's Europe official. ''McDonald's is not a multinational company. It's a multi-domestic company. The goal is to localize it as much as possible.''
For McDonald's, the comeback here has been all the more impressive because of its early problems.
The man who represented McDonald's past was Raymond Dayan, a Moroccan who opened the first fast-food restaurant in France in 1972 after obtaining the McDonald's franchise for the Paris area.
His 12 restaurants ran into serious trouble in 1977 when a team of McDonald's inspectors said he failed to meet company standards for quickness, service and cleanliness. The next year McDonald's sent another team of inspectors with French court-appointed officials, who snapped photographs of dog droppings in the stores and found Mr. Dayan's stores charged for catsup and hid straws behind the counter.
Mr. Dayan, who now lives in the United States, said in the litigation that McDonald's inspections were a pretext for abrogating the franchise agreement, maintaining that it felt it was not obtaining sufficient royalties from him.
Nevertheless, Judge Richard L. Curry of Illinois Circuit Court ruled in 1982 that McDonald's had the right to take away his franchise, stating that the company was acting to ''rid itself of a cancer within its system before it grows and further infects'' other stores. The judge added: ''Its price for disassociation from Dayan will be to turn its clock back 10 years and be forced to start anew in Paris.''
Indeed, McDonald's did disappear from Paris for more than a year. To re-establish itself, the company decided it had to project French style and class. In 1984, when McDonald's opened the first restaurant in its second French incarnation, it set up shop in a handsome turn-of-the-century building on one of Paris's grand boulevards.
''The biggest thing we have had to overcome was getting consumers to accept us again,'' said Mr. Hedges, head of McDonald's France. ''We have had to show we're not the McDonald's of the past.''
McDonald's problems were a mixed blessing for its competitors. On one hand, McDonald's woes created a negative image for fast food in France and slowed efforts to wean French people from their bistros and croques monsieurs. On the positive side, said Mr. Moore of Freetime, ''It provided a good opportunity for all competitors to make mistakes. If McDonald's was there, the margin for error would have been greatly reduced.''
In developing their post-Dayan strategy, McDonald's officials quickly focused on the family. Traditionally, children hated stuffy French restaurants as much as the restaurants hated having the children.''When we started positioning ourselves, there was no other restaurant in France that went after families,'' said Mr. Allin, who succeeded Mr. Dayan in Paris. ''It was a no-brainer.''
Other fast-food chains have adopted different strategies. The largest, Quick, which grew rapidly in 1986 when it purchased 20 former McDonald's restaurants from Mr. Dayan, has 81 outlets its sales last year were $114 million. It hopes to stay ahead by putting in shopping center parking lots.
Freetime, with 44 restaurants and sales last year of $70 million, attracts a young adult crowd and has added a French touch with such items as a ''longburger'' - a rectangular hamburger on a baguette-like bun. And, there's Burger King with 15 restaurants in the Paris area and 1987 revenues of $30 million. Burger King emphasizes new products such as the Bahama, a hamburger with a slice of pineapple, and the Cheyenne, a hamburger au poivre, that is, with green pepper sauce.
Fast food here is not cheap. In the view of the industry consultant, Mr. Hersant, French fast food is not such a bargain - a Big Mac, small French fries and milk shake cost 30.5 francs or about $5.25 while the same meal in New York would cost $4.30. Executives in the French fast-food industry acknowledge that French prices are higher than American prices because of higher labor and real estate costs and an 18.6 percent value added tax.
Meanwhile, many food critics and restaurateurs fret that the increasing popularity of fast food will ultimately render the French pallate less sophisticated - and thereby undermine France's tradition of haute cuisine.
Born in the USA, Made in France: How McDonald’s Succeeds in the Land of Michelin Stars
France — the land of haute cuisine, fine wine and cheese — would be the last place you would expect to find a thriving fast-food market. In a country known for its strong national identity and anti-globalization movement, it seems improbable that McDonald’s could have survived the onslaught of French social and political activism. In 1999, José Bové, an agricultural unionist, became a hero to anti-globalization supporters when he and his political group, Confédération Paysanne, bulldozed a McDonald’s in Milau, France, to protest against U.S. trade restrictions on French dairy products. With bullhorn in hand, he declared to the television news cameras: “We attacked this McDonald’s because it is a symbol of multinationals that want to stuff us with junk food and ruin our farmers.” In 2004, amid the nutritional controversy sparked by Morgan Spurlock’s documentary Supersize Me, McDonald’s was declared in French media to be the epitome of malbouffe, or “junk food” and deemed partly to blame for the nation’s rising obesity rate.
And yet McDonald’s, the world’s largest fast-food corporation, with a global presence in 119 countries across all six inhabited continents, has turned the home of Le Cordon Bleu cooking academies and the Michelin Guide of world-renowned restaurants into its second-most profitable market in the world. The chain has more than 1,200 restaurants in France — all locally owned franchises — and a growth rate of 30 restaurants per year in the past five years alone. What is at the heart of this impressive growth that has stunned French observers and surprised business analysts? The three main reasons for McDonald’s success are local responsiveness, rebranding and a robust corporate ecosystem.
Burger King — arguably McDonald’s largest competitor in the world — entered the French market in 1981 but closed its 39 stores in 1997. Its strategy of directly transplanting the American restaurants,, with no local adaptation, resulted in weak sales. A French hotel and restaurant journal remarked at the time of the brand’s closing that “Burger King faced no significant handicap against its rivals McDonald’s and Quick. Despite the three companies entering the French market around the same time, McDonald’s has grown to 542 restaurants and Quick [to] 258.” To put Burger King’s failure into context, from 1983 to 1996, the French fast-food market grew by nearly 1,450 restaurants, and total market value increased fivefold. The different growth trajectory of McDonald’s France is largely attributed to the age-old American adage, slightly refined: The customer — the French customer, to be exact — is king. At every turn, the management of McDonald’s France has been sensitive to the preferences of French consumers, both inside the restaurants and in their daily lives.
Since opening its first French restaurant in Strasbourg in 1979, McDonald’s has sought to leverage the strength of the global conglomerate while tailoring its menu to the French palate. Although some elements of an international strategy were apparent in McDonald’s French entry, overall the chain was not responding to local market needs and opportunities. Strasbourg was chosen as the initial location in order to leverage the brand recognition that already existed in Germany, while keeping the same restaurant décor and recipes for France. According to Nawfal Trabelsi, senior VP for McDonald’s France and Southern Europe, “For the first 15 years, from 1980, what we did above all was offer people a slice of America.” However, in 1995, McDonald’s started using French cheeses such as chevre, cantal and blue, as well as whole-grain French mustard sauce. By changing the recipes in France, McDonald’s started executing a multidomestic strategy and winning the hearts of French consumers.
McDonald’s also demonstrated the power of understanding the cultural particularities of consumers across national boundaries. In France, barely 10% of meals are eaten outside the home, compared to nearly 40% in the U.S. and the U.K. Unlike their Anglo-Saxon counterparts, French consumers rarely snack between breakfast, lunch and dinner. As a result, French meal times also last longer, and more food is consumed through multiple courses, creating unique opportunities and challenges for fast-food dining. McDonald’s decided to capitalize on the opportunity. Rather than run promotions that encourage snacking, the company freed up valuable labor by installing electronic ordering kiosks, which are used by one out of every three customers in more than 800 of its restaurants. McDonald’s has capitalized on the French cultural preference for longer meals by using surplus labor to provide table-side service, particularly in taking orders from lingering diners inclined to order an additional coffee or dessert item. Thanks to such initiatives, the average French consumer spends about US$15 per visit to McDonald’s — four times what their American counterparts spend.
Moreover, to solve the issue of empty tables during non-meal times, McDonald’s introduced McCafé in France — a range of high-end coffees and pastries available from a separate counter. McCafé pastries come from the Holder Group, a baking conglomerate that operates the popular Paul and luxury Ladurée brand stores in France. According to McDonald’s France chief of staff Alexis Lemoine, “I set up taste tests for my friends between McDonald’s macaroons and those of Ladurée, and almost no one can tell the difference.” This unorthodox move from the most traditional purveyor of burgers and fries not only increased revenues by 5% — by adding products with over 80% profit margins — but also contributed to the embourgeoisement (gentrification) of the chain’s image.
[email protected] High School
In August 2011, McDonald’s announced that the McCafé would be taking on another ubiquitous French food icon: the baguette bread roll (which will also be supplied by the Holder group). By baking the baguettes in-house and offering them both as a breakfast item and in the form of baguette sandwiches, McDonald’s is clearly making a play for the non-franchised “fast-food” segment currently occupied by the tens of thousands of bakeries across France. According to a 2009 study by French restaurant industry consulting firm Gira Conseil, the French consume nine times more traditional sandwiches than hamburgers, and more than 70% of all sandwiches consumed in France are made on baguettes. As McDonald’s Trabelsi notes, “Today, we are part of French daily life. Our priority is to integrate locally while offering our traditional products…. The French are passionate about bread and crazy about baguettes. We’re gradually responding to a natural demand.”
As a response to the growing trend for healthy eating in France, McDonald’s introduced the McSalad. The new concept store, designed and implemented by McDonald’s France as an all-salad restaurant, is the first of the company’s 32,000+ global restaurants where customers will not find any of the traditional burgers, fries or shakes. Situated in the heart of La Défense, Paris’s massive corporate office park, the McSalad is targeted at the upscale clientele of the area’s 200,000 daily business workers who can place their orders online from their desks to maximize their short lunch breaks. According to Elizabeth Rosenthal, a New York Times contributor and researcher on food trends, the French spent an average of 38 minutes per meal in 2005, down from an average of 82 minutes in 1978.
Fireplaces and Flatscreen TVs
The second major success factor could be headlined “progressive marketing.” Perhaps the most striking aspect about McDonald’s restaurants in France is not found on the menu — it is the restaurants themselves. McDonald’s franchisees have invested heavily in their ambiance and spent approximately US$5 billion in renovations in less than a decade. The most noticeable innovation has been the refinement of the restaurant interiors to create a welcoming environment where customers linger — a stark departure from the American restaurants’ strategy to minimize customer visiting time and maximize purchasing turnover. Sleek, modern tables with plush, comfortable chairs and high-impact wall graphics are more reminiscent of Starbucks than a traditional fast-food chain. Outside, the store’s visual profile and signage are so subdued as to be practically invisible to passers-by until customers are directly in front of the restaurant itself. This contrasts strongly with the chain’s style of buildings in the U.S., where the lighted golden arches logo is hoisted high in the air in order to be seen from a distance.
Far from the homogenous design layouts throughout the U.S., French franchise owners have opted for tasteful, diverse and regionally appropriate restaurants. McDonald’s Alexis Lemoine notes that, even within Paris, restaurants varied tremendously according to target demographics. In 2005, free wifi was implemented in all McDonald’s restaurants in France — a move not followed by their U.S. compatriots until 2010.
This strategic shift in the fast-food business model has not gone unnoticed by other global subsidiaries. In September 2011, McDonald’s Canada appeared to follow the French lead and announced its own $1 billion, 1,400-store overhaul. In explaining the decision to transform the traditional restaurant layout into sleek stone-and-wood interiors — complete with free wifi, fireplaces and flatscreen TVs — McDonald’s Canada CEO John Betts notes, “People tend to linger a little bit more in restaurants today. They want to enjoy their meals and take a break from the busy lifestyle that they lead. We think our restaurants today are certainly doing that a lot better than in the past.”
In trying to appeal to the modern French restaurant goer, McDonald’s has also pushed to publicize the “greening” of its image. In France, the golden arches are not surrounded by the familiar red background, but by a forest green color. Although initially controversial with the head U.S. office, this branding has already been followed by several of its European subsidiaries. Furthermore, McDonald’s advertises that it aims to reduce gas emissions by more than 50% over the next 10 years and already recycles 7,000 tons of frying oil to be used as bio-diesel fuel. Steps have yet to be taken to recycle the many tons of paper and plastic produced in-store. Lemoine claims it has proven “too difficult,” but it clearly seems a logical next step for the “green” company to take.
In line with the strategy of redefining its image, McDonald’s reviewed its reputation for unhealthy food. Jean-Pierre Petit, the CEO of McDonald’s France, put his decades of marketing skills to good use. Although not required, nutritional and caloric information were added to all food packaging. Other health-friendly features of McDonald’s France include reducing salt on french fries, fresh fruit packets (introduced in 2007), and “le Big Mac” with a whole-wheat-bun option. Although the lion’s share of McDonald’s revenue will continue to be burgers and fries, the company has taken steps to show that it is committed to healthy eating and using French fare.
Suppliers as Partners
Perhaps the greatest strength of McDonald’s France, in addition to its uncanny ability to predict French consumer preferences, is its ability to redefine the American model that has worked so well in the U.S. McDonald’s France has created an entire ecosystem that has been critical to its current success. After the José Bové bulldozer incident, McDonald’s France introduced ad campaigns to tell customers more about itself, where it came from, what ingredients it used, and who it employed — just how French it had actually become. It then strengthened ties to French agribusiness, advertising widely that 95% of the company’s ingredients come from France, with the rest coming from the European Union.
McDonald’s is today the number-one purchaser of beef in France. “We know where every hamburger and chicken nugget came from,” notes Lemoine. “We can trace them to the farm within one day.” This also allowed for some advantages during the mid-1990s’ “mad cow disease” panic (Bovine spongiform encephalopathy). “Our competitors had to cut out all beef production. We were so confident we knew our farms that we continued producing and gained market share.”
Moreover, although McDonald’s sources 95% of its produce in France, very few of its suppliers have formal contracts with the chain. Instead, they are seen as partners whose success is symbiotic to McDonald’s. “McDonald’s cannot afford to have supply issues preventing it from selling Big Macs,” Lemoine says, “but the large capital investment that suppliers make to provide products makes them equally dependent on Big Mac sales — creating a sort of interdependence between supplier and the restaurant.”
Employees are supported through programs to give them particular qualifications, such as nationally recognized diplomas and certifications, and in turn, employees regularly have been found supporting McDonald’s and protecting its brand on Internet forums and blogs. McDonald’s leverages its franchises and their proximity to customers by ensuring that 20 elected franchisee representatives vote on every marketing campaign and product launch before they are implemented. French doctors were consulted when discussing how to improve McDonald’s nutritional content, and Greenpeace was engaged to discuss its environmental strategy.
In their book, The Soul of the Corporation, Hamid Bouchikhi, a professor at ESSEC business school in France, and John Kimberly, a professor at Wharton, examine the challenge of both corporate and national identity in multinational corporations. Ask any French person the “nationality” of McDonald’s, and he or she will most certainly say it is an American brand. However, 95% of all McDonald’s France products are sourced from French farms. The company’s management, employees and franchisees are 100% French and operate nearly autonomously from the U.S. parent organization. Its menu items, designed by French chefs and featuring regional specialties, such as Roquefort cheese sandwiches and Parisian macaroons, are found nowhere else in its global network of restaurants.
Can McDonald’s France still be considered an “‘American'” company? Can its unique French characteristics explain its success there? Although McDonald’s France leverages the power of the global network — contributing to, and benefiting from, the brand and innovation — it has redefined itself as a French company that is constantly looking to adapt to the needs and preferences of the French culture.
This article was written by Lucy Fancourt, Bredesen Lewis and Nicholas Majka, members of the Lauder Class of 2013.
What is a Croque Monsieur?
A Croque Monsieur is a French version of a ham and cheese sandwich. Unlike the loaded, layer-upon-layer deli or hoagie sandwich, the Croque Monsieur is rich but thin slices of white bread filled with a thin slice of ham and a thin slice of cheese, traditionally Emmental or Gruyère, and grilled in a generous amount of butter.
McDonald’s France Introduces the McCamembert - Recipes
100% fresh beef quarter-pound burger meets smoky bacon in new flavorful, bold burger
Fresh beef, cooked right when ordered, in all Quarter Pounder and Signature Crafted Recipe burgers is now available in participating McDonald’s restaurants in the contiguous U.S.***
McDonald’s continues to innovate its Signature Crafted Recipes menu, which features unique flavor combinations and quality ingredients. To bring customers more of the craveable and delicious tastes they love, McDonald’s introduces the Bacon Smokehouse burger – as part of the Signature Crafted Recipes lineup – to its menu.
The new Bacon Smokehouse is a mouthwatering burger that is made with hearty and satisfying thick-cut Applewood smoked bacon, sweet and smoky bacon-onion sauce, crispy, in-house fried onion strings, real white cheddar cheese and a mild sweet mustard sauce. Customers have the option to purchase the freshly prepared burger with either a single or double 100% fresh beef quarter-pound* patty that’s hotter and juicier**. The burger is served on a toasted Artisan Roll. Customers can also purchase the Bacon Smokehouse with chicken (Buttermilk Crispy Chicken or Artisan Grilled Chicken) instead of a fresh beef patty, if preferred.
Signature Crafted Recipes by McDonald’s is a collection of premium recipe flavors that elevate 100% fresh beef quarter-pound* burgers.
The move to fresh beef quarter-pound* burgers is the latest step in McDonald’s food journey to build a better McDonald’s. It’s also one of the latest customer-led initiatives in the U.S. that builds on several other recent milestones, including All Day Breakfast, committing to only sourcing cage-free eggs by 2025 in the U.S. and serving chicken items made from chicken not treated with antibiotics important to human medicine.****
All McDonald’s fresh beef quarter-pound* burgers use 100 percent beef with absolutely no fillers, additives or preservatives.
McDonald’s France Introduces the McCamembert - Recipes
"Our new Buttermilk Crispy Tenders are another example of how we're giving customers the food they love," said McDonald's Chef Michael Haracz. "We also know they have a lot of passion for our sauces so we created a brand new Signature Sauce that perfectly complements Buttermilk Crispy Tenders with the ideal balance of sweet and tangy flavors. It might be my new favorite. Please don't tell Honey Mustard."
Chef Mike is far from alone in his dipping sauce devotion. Signature Sauce is the latest addition to an already legendary McDonald's sauce lineup that's so beloved, you might even say fans are obsauced. McDonald's is celebrating the launch of Buttermilk Crispy Tenders by letting sauce fans show their appreciation as they would for any other pop-culture phenomenon, with limited-edition, custom screen-printed gig-style posters.
McDonald's partnered with Delicious Design League to create a limited run of individually numbered posters depicting the essence of each of the nine McDonald's sauces. A team of artists custom designed the dipping sauce-themed posters to celebrate the variety and flavor of sauces.
"Limited edition, illustrated, screen-printed posters have really taken off in recent years, expanding from music to TV, movies, games, and now. McDonald's sauces. They're a collectible way for fans to express their unique fandom," said Billy Baumann, co-owner of Delicious Design League, graphic design studio and print shop. "When creating these posters, we approached them as we would any intellectual property -- trying to capture the feeling and defining characteristics of each sauce in one eye-popping visual."
Customers will have the chance to receive their favorite limited-edition sauce poster at participating McDonald's restaurants on Saturday, October 7, beginning at 2 p.m. local time in select restaurants while supplies last, with the purchase of Buttermilk Crispy Tenders. Limited-edition stickers of the poster designs will also be available when the collectible posters run out.
A full list of the nearly 1,000 participating McDonald's restaurants and more details surrounding the posters and giveaway can be found at www.buttermilkcrispytenders.com.
Buttermilk Crispy Tenders will be available nationwide at participating McDonald's restaurants on September 27, with a suggested price range of $3.79-$3.99 for a 4-piece serving.
The idea behind the advertising campaign, Ms. Moll added, was to show people in different situations dreaming of Big Macs. There was a man in a car, an astronaut on the moon -- and Mr. Bocuse with his chefs. "We asked our publicity agency for a photgraph of chefs in high white hats," she said. "That was our only specification." ɺ Case of Lese Majesty'
Mr. Soulier, the lawyer, said it was all the more insulting for Mr. Bocuse to be told in what purported to be a letter of apology that he was scarcely known in the Netherlands. "The letter amounted to a case of lese majesty," he said. "It made matters worse."
Mr. Bocuse, who is 66 years old, said his lawyers had sent protests to McDonald's in the Netherlands and to Edward H. Rensi, the president and chief operating officer of McDonald's U.S.A..
The posters first appeared in October. They came to Mr. Bocuse's attention this month and have now been withdrawn.
The offense to French haute cuisine appears to have been particularly grave because the photograph showed not only Mr. Bocuse, but also the Bresse chickens.
"This is an outrage and a fraud," said Jean Fleury, the director of the Jean Bocuse restaurant at Collonges, near Lyons, one of only 19 restaurants to hold the coveted accolade of three rosettes in the Michelin Guide. "It is not Bresse chickens that go into Chicken McNuggets." Counterattack Planned
Moreover, the chefs photographed with Mr. Bocuse are distinguished in their own right. Among them is Roger Jalloux, a chef in Mr. Bocuse's restaurant. In the photograph, he is the chef from whose head bubbles rise to the "Big Mac" caption.
For Mr. Bocuse, the incident appears to have indicated that the time has come to counterattack against the spread of fast food. He said he intended to campaign to foster traditional culinary values in France and to open more restaurants around the world. Apart from Florida, he already has restaurants in Australia, Japan and Brazil.
Mr. Bocuse acknowledged, however, that his grandchildren love McDonald's hamburgers. "There's a need for this kind of thing," he said, "and trying to get rid of it seems to me as futile as trying to get rid of the prostitutes in the Bois de Boulogne."