McDonald's: menu mission or menu mess? - Column

A few months ago, I read an article on McDonald's titled "Menu Mission."

I remember being confused by all the information contained in the article. But that feeling is pretty standard for me these days when McDonald's is the topic.

Here's a quote from Ed Rensi in that article that has become -- for me -- the penultimate comment on McDonald's confused state:

"Why should we buy a pizza joint chain when we can do it ourselves?"

The answer is that the guests you have and those that you seek may not want to buy pizza -- or pasta or chicken or breakfast buffet or the 37 other items you are testing -- from you when they have better alternatives. Worse, Ed, they may get confused about who you are why you're trying out all this stuff.

And that is the big "no-no."

First of all, I understand that all these tests you are doing are just that -- tests -- and therefore you haven't made your mistakes yet; you're just considering making them. But that is also what I thought about the breakfast burrito and fajitas "tests" last year. Then all of the sudden, bang, there they were nationally.

So I'll write this letter despite the fact you may scold me for jumping the gun on you.

Dear Mr. Rensi:

You are now experiencing a crucial delusion that marketers most often relate to manufacturers. It's called "production-side mentally."

Put in a few words, you apparently believe:

(1) We're the big guys, so

(2) If we build it (pizza), they will come.

Horse pucky.

Headline: THE ONLY THING YOU -- OR ANY OTHER CHAIN -- SHOULD PRODUCE IS ITEMS THAT MATCH YOUR AUDIENCE'S PROFILE AND THEIR NEEDS.

In other words, if your customers want pizza or any other product from McDonald's and that desire is not being sufficiently fulfilled by other retailers, they'll ask for it -- in the test. But not even McDonald's can "create" a consumer need.

Over and over the words of my marketing professor ring in my ear: "Marketing is a business discipline under which you simply define your target market's need and then fill it."

Not create the need. Not take advantage of your production capacity to increase utilization. Not fill the need and then define it.

Define the need; then fill it.

Which brings me to a recent quote in Nation's Restaurant News by a stock analyst, which inspired this letter.

"Speaking as a consumer," this speaker said, "With all the other options we have, why would I ever want to go to McDonald's for pizza?"

Mr. Rensi, the only reason why he or anyone else will want McPizza is that you provide a pizza that no one else can provide. A pizza that will fulfill a consumer need or desire.

It will not be because you can produce a pizza more efficiently than anyone else or because you sell it at a place to which they are already conditioned to go.

Those days are gone.

Sincerely,

Tim Mac Carthy

P.S. By the way, it's my opinion that what consumers really want from you is what they get less and less of as your menu tests expand. That is speed of service.

Your better option then would be to reinforce the niche you originally defined -- fast food.

That would be "hitting 'em where they ain't."

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