It may sound silly, but a lot of companies really do not like their customers. As Feirman (1993) points out, though, the businesses that do like their customers will come out on top:
. . . they are rebels with a cause, offbeat businessmen and women on track with today's consumers. The key to their success: They understand that customers in the 1990s want to be educated, entertained, and coddled, to do right by the earth and by others (especially their children), and to feel rich, even if they're not. Typically in their 40s, they are often veterans of corporate America, whose tumultuous down sizings and right-sizings have tossed a few onto the unemployment line. If Bill Clinton were reinventing cookies or computer software instead of government, he'd be the quintessential Nineties entrepreneur (Fierman, 1993, 80).
This article is quoted because it is one of the 900+ articles in the McDonald's Hamburger U reading list, and it defines exactly how McDonald's feels about its customers: it loves them.
In food technology terms, McDonald's menu is called "Shallow and Broad." The shallow part comes from the fact that McDonald's is beef-oriented (62 percent of the hard products) and sausage supported (27 percent of the hard products) and only 11 percent chicken. It is considered "broad" because it has mechanized the preparation of these items for volume rather than quality. For instance, take o