Skippy MacDonald
or
Everything I need to Know about Fast Food I learned from Dick and Mac
August 27, 2012
Apprentice Thomas
1
The most rewarding aspect of Occult research is finding the overlooked gem of information. The second most rewarding aspect is being the Apprentice of, as some people say, the greatest occultist of the twenty first century. It is with great pleasure that I pay tribute to a mind whose clarity of thought and range of knowledge is rare among men. Along with Bacon, Da Vinci and Goethe, he is truly a Homo Universalis whose contributions to his specific studies and genres, depth of thought and lucid explanations, both in writing and in speech, will take future generations to ever higher levels of understanding and, to borrow an overused term from the vocabulary of religion, enlightenment.
With little effort, the researcher can find the history of Richard (Dick) and Maurice (Mac) McDonald who closed their drive in and reopened it to be the most efficient “self serve” restaurant in southern California. By focusing on a limited menu and low prices, fresh product and speed of service was guaranteed. Every year the successful brothers bought a new Cadillac with cash in hand.
What is not so well know is that there was a considerably younger third McDonald brother, Waldo (Skippy or Skip), who was not involved with his older brothers fast food venture. If the Dick and Mac's motto was “Keep It Simple, Stupid”, then Skippy's motto could be described as “Always Synergize Systemically.” Like many great men born before their time, the contributions of Skippy has been excised from the official history of fast food, but his presence is felt to this day.
Contemporary accounts vary, but it seems that Skippy was envious of his brother's fame and success. After various clones had spread around the country, Skippy would offer his insights to budding fast food establishments.
Skippy taught that customer's didn't always want all the condiments found on the sandwiches (mustard, ketchup, pickle and onion) and a way to capitalize on the customer's dissatisfaction would be to customize, or special order, the sandwiches. With this marketing ploy, Skippy told the business owners, customers would line up to get the sandwiches made the way they wanted them made.
After the initial success of customization, Skippy convinced many owners to add other, and larger sandwiches, to the menu. Skippy reasoned that people would buy two larger sandwiches instead of four smaller sandwiches. With the introduction of roast beef and double sandwiches, Skippy assured the operators that more customers would line up, since they had a unique sandwich that no one else offered.
Continuing his cross country tour, Skippy enticed others to add fish sandwiches and deep fried deserts. This would slow service a little, Skippy told the operators, but people want variety and would be willing to wait for deep fried apple pies.
Skippy then hit upon what he would later describe as his best insight-customer conveniences that went beyond the limited service that was fast food. Skippy reasoned that people don't want to get out of their car and return to their car to eat. Customers, Skippy said, wanted to sit down in an air conditioned restaurant and if these additions were not implemented, customers would not line up. Either through fear, other people are doing it, or greed, having higher sales than competitors, Skippy convinced owners to add indoor seating. Of course this required more employees than before and insurance premiums increased, but Skippy assured the owners that these expenses would be more than paid for through increased sales. With indoor seating, restrooms followed as either a nod to customer convenience or to local ordinances that required bathrooms in restaurants.
Skippy enjoyed traveling and entertaining in his modest home. Skippy felt that the term “customer” was cold and distance and that “guest” should be the preferred term for people who pay for goods and services. Along this line of thought, Skippy felt that guests should know the name of those who served them and name tags were created. Although Skippy could not reasonably justify this innovation, people eagerly accept this easy implemented addition to a clean uniform and it soon spread throughout the country.
Skippy felt that children should be singled out for special attention, since they would hopefully be future paying guests. Skippy convinced owners that restaurants should be fun for guests and that the more enjoyable a enjoyable destination would be more frequented than the average mundane restaurant. For the elderly guests, Skippy introduced “Senior Drinks”. These are discounted drinks for people that have less income since they tend to not work, being retired. In addition to appealing to those that can't work (children), those that don't work (retired), Skippy created “Student Discounts” for college age students that do not work full time.
Skippy should also be recognized for his contribution to multiple French Fry sizes and larger drink sizes. Skippy convinced many owners that drink flavors should be increased from the four standard flavors, since guests want variety and choice and will pay more for larger sizes. Even though these innovations will slow the ordering process as Skippy acknowledged, guests would line up for the increased variety and choices. Skippy said that it does not matter if four or forty drinks are offered, since the employee can only make one drink at a time.
Unlike his brothers, Skippy preached that menu prices should change regularly by offering discounts. Guests, Skippy reasoned, liked change and so coupons filled newspapers promoting the latest offerings.
Since there was no longer an attempt at uniformity of prices or offerings, Skippy created the ubiquitous statement- “Price and participation vary.”
Skippy was always on the lookout to save “labor”. This “saving labor” idea is to reduce hours worked to save money. Skippy, if must be said, did not realize it takes labor to serve customers. Skippy was able to convince many people that guests, who always want more convenience and more choices, could fill their own drinks in the lobby, instead of wasting labor to do it behind the counter. Skippy reasoned that more guests could be served with fewer order takers since the order takers would not spend time making drinks. Skippy said that it would be convenient for the guests to get and refill their own drinks. Owners would tell Skippy that they would make less money by not charging for all drinks consumed. Skippy countered this argument by saying that few people would actually get refills and the drink station would be easier to clean, since it would be the responsibility of the person in the lobby. Finally, Skippy would say that sales would increase because of the this novelty and guests would line up to the restaurant.
With little effort, the researcher can find the history of Richard (Dick) and Maurice (Mac) McDonald who closed their drive in and reopened it to be the most efficient “self serve” restaurant in southern California. By focusing on a limited menu and low prices, fresh product and speed of service was guaranteed. Every year the successful brothers bought a new Cadillac with cash in hand.
What is not so well know is that there was a considerably younger third McDonald brother, Waldo (Skippy or Skip), who was not involved with his older brothers fast food venture. If the Dick and Mac's motto was “Keep It Simple, Stupid”, then Skippy's motto could be described as “Always Synergize Systemically.” Like many great men born before their time, the contributions of Skippy has been excised from the official history of fast food, but his presence is felt to this day.
Contemporary accounts vary, but it seems that Skippy was envious of his brother's fame and success. After various clones had spread around the country, Skippy would offer his insights to budding fast food establishments.
Skippy taught that customer's didn't always want all the condiments found on the sandwiches (mustard, ketchup, pickle and onion) and a way to capitalize on the customer's dissatisfaction would be to customize, or special order, the sandwiches. With this marketing ploy, Skippy told the business owners, customers would line up to get the sandwiches made the way they wanted them made.
After the initial success of customization, Skippy convinced many owners to add other, and larger sandwiches, to the menu. Skippy reasoned that people would buy two larger sandwiches instead of four smaller sandwiches. With the introduction of roast beef and double sandwiches, Skippy assured the operators that more customers would line up, since they had a unique sandwich that no one else offered.
Continuing his cross country tour, Skippy enticed others to add fish sandwiches and deep fried deserts. This would slow service a little, Skippy told the operators, but people want variety and would be willing to wait for deep fried apple pies.
Skippy then hit upon what he would later describe as his best insight-customer conveniences that went beyond the limited service that was fast food. Skippy reasoned that people don't want to get out of their car and return to their car to eat. Customers, Skippy said, wanted to sit down in an air conditioned restaurant and if these additions were not implemented, customers would not line up. Either through fear, other people are doing it, or greed, having higher sales than competitors, Skippy convinced owners to add indoor seating. Of course this required more employees than before and insurance premiums increased, but Skippy assured the owners that these expenses would be more than paid for through increased sales. With indoor seating, restrooms followed as either a nod to customer convenience or to local ordinances that required bathrooms in restaurants.
Skippy enjoyed traveling and entertaining in his modest home. Skippy felt that the term “customer” was cold and distance and that “guest” should be the preferred term for people who pay for goods and services. Along this line of thought, Skippy felt that guests should know the name of those who served them and name tags were created. Although Skippy could not reasonably justify this innovation, people eagerly accept this easy implemented addition to a clean uniform and it soon spread throughout the country.
Skippy felt that children should be singled out for special attention, since they would hopefully be future paying guests. Skippy convinced owners that restaurants should be fun for guests and that the more enjoyable a enjoyable destination would be more frequented than the average mundane restaurant. For the elderly guests, Skippy introduced “Senior Drinks”. These are discounted drinks for people that have less income since they tend to not work, being retired. In addition to appealing to those that can't work (children), those that don't work (retired), Skippy created “Student Discounts” for college age students that do not work full time.
Skippy should also be recognized for his contribution to multiple French Fry sizes and larger drink sizes. Skippy convinced many owners that drink flavors should be increased from the four standard flavors, since guests want variety and choice and will pay more for larger sizes. Even though these innovations will slow the ordering process as Skippy acknowledged, guests would line up for the increased variety and choices. Skippy said that it does not matter if four or forty drinks are offered, since the employee can only make one drink at a time.
Unlike his brothers, Skippy preached that menu prices should change regularly by offering discounts. Guests, Skippy reasoned, liked change and so coupons filled newspapers promoting the latest offerings.
Since there was no longer an attempt at uniformity of prices or offerings, Skippy created the ubiquitous statement- “Price and participation vary.”
Skippy was always on the lookout to save “labor”. This “saving labor” idea is to reduce hours worked to save money. Skippy, if must be said, did not realize it takes labor to serve customers. Skippy was able to convince many people that guests, who always want more convenience and more choices, could fill their own drinks in the lobby, instead of wasting labor to do it behind the counter. Skippy reasoned that more guests could be served with fewer order takers since the order takers would not spend time making drinks. Skippy said that it would be convenient for the guests to get and refill their own drinks. Owners would tell Skippy that they would make less money by not charging for all drinks consumed. Skippy countered this argument by saying that few people would actually get refills and the drink station would be easier to clean, since it would be the responsibility of the person in the lobby. Finally, Skippy would say that sales would increase because of the this novelty and guests would line up to the restaurant.
2
After the Grand Re Opening, Dick and Mac did not advertise their business in the traditional sense of marketing. They felt that a clean operation with fast service promoted through word of mouth was more credible and cheaper than radio or print advertising. Skippy, always willing to spend other people's money, convinced many owners that advertising and promotion through print, television and radio would result in guests lining up to their restaurant. If Skippy's idea was met with an objection about the high cost of his advertising ideas, he would convince the owner that advertising could be paid for by eliminating a few hours of paid labor from the restaurant's operation. Guests, Skippy continued, would line up to the restaurant that is promoted consonantly in media.
Skippy felt that the term “fast food” was a vulgar term and commenced using “quick service restaurant” when referring to non traditional restaurants. Once this terminology became ingrained in the food service industry, it required little effort from Skippy to convince owners to upgrade their restaurant's amenities. Restaurants, Skippy would say, need to have fireplaces, televisions, comfortable chairs and marble in the restrooms. The implication was that guests should feel that they are welcomed, not by attentive employees, but by over sized and overpriced seating. If owners were not immediately agreeable to Skippy's reasoning, he would convince them that these upgrades could be paid for by reducing a few hours from every weekly schedule. After the remodeling, Skippy assured the owners, guests would line up to enjoy the ambiance at their upgraded restaurant. (“Ambiance” is a termed used in the restaurant industry that can be loosely translated into fast food parlance as “expensive”.) Guests who “lounge” in the remodeled restaurant would, Skippy reasoned, make multiple trips to the counter and sales would, no doubt, increase.
Skippy enjoyed using terms such as amenities, ambiance and premium. Much like “quick service”, these words have a fluid meaning, but to the untrained ear, sound impressive. By adding “Premium” to a product name, Skippy said, owners will be able to charge more for this item. Skippy convinced many owners that there should be a range of premium offerings for those guests who want to pay more. Although this will increase the challenges in the kitchen, Skippy reasoned that the higher prices would more than off set the higher kitchen labor. Besides, Skippy would continue, these are not permanent menu items, but “available for a limited time only”. Of course, once owners saw the contribution of these temporary “premium” items on the revenue report, the premium items became permanent.
Although the McDonald's in San Bernardino was open till 1 am on the weekends, Skippy convinced many fast food owners to stay open later through the week and convinced others to be open for 24 hours on the weekend. Skippy justified these extra hours by stating that guests wanted convenience beyond the traditional hours of operation. The additional wages, Skippy reasoned, would be more than offset by the increased revenue. Skippy also firmly suggested that the extended hours should be advertised to reach the maximum number of people.
Continuing with the line of reasoning that guests wanted more offerings, Skippy suggested that breakfast should be introduced so there would be sales before 10 am. Since no fast food location had morning operations, Skippy convinced many that by opening earlier they would have a virtual monopoly on breakfast sales. Due to this quasi monopoly and the convenience of a quick breakfast, Skippy stated that breakfast should carry a higher price than the lunch menu. Skippy added other justifications for the higher pricing- that it would pay the wages for late night and over night workers and the higher insurance rates for the operation of the lobby and restrooms.
Unlike his more esteemed brothers, Skippy was enamored of more advanced technology in the restaurant environment. Although not a pioneer in the sense of being the first to attempt to utilize technology, Skippy was always on the lookout for new ways to bring more innovation to the restaurants he would visit. Innovation, as Skippy would say, brings with it choices and, with choices, guests will line up. Skippy believed that with more technology in the kitchen, new and more involved sandwich creations would be manifested which leads to more satisfied guests.
Skippy felt that the term “fast food” was a vulgar term and commenced using “quick service restaurant” when referring to non traditional restaurants. Once this terminology became ingrained in the food service industry, it required little effort from Skippy to convince owners to upgrade their restaurant's amenities. Restaurants, Skippy would say, need to have fireplaces, televisions, comfortable chairs and marble in the restrooms. The implication was that guests should feel that they are welcomed, not by attentive employees, but by over sized and overpriced seating. If owners were not immediately agreeable to Skippy's reasoning, he would convince them that these upgrades could be paid for by reducing a few hours from every weekly schedule. After the remodeling, Skippy assured the owners, guests would line up to enjoy the ambiance at their upgraded restaurant. (“Ambiance” is a termed used in the restaurant industry that can be loosely translated into fast food parlance as “expensive”.) Guests who “lounge” in the remodeled restaurant would, Skippy reasoned, make multiple trips to the counter and sales would, no doubt, increase.
Skippy enjoyed using terms such as amenities, ambiance and premium. Much like “quick service”, these words have a fluid meaning, but to the untrained ear, sound impressive. By adding “Premium” to a product name, Skippy said, owners will be able to charge more for this item. Skippy convinced many owners that there should be a range of premium offerings for those guests who want to pay more. Although this will increase the challenges in the kitchen, Skippy reasoned that the higher prices would more than off set the higher kitchen labor. Besides, Skippy would continue, these are not permanent menu items, but “available for a limited time only”. Of course, once owners saw the contribution of these temporary “premium” items on the revenue report, the premium items became permanent.
Although the McDonald's in San Bernardino was open till 1 am on the weekends, Skippy convinced many fast food owners to stay open later through the week and convinced others to be open for 24 hours on the weekend. Skippy justified these extra hours by stating that guests wanted convenience beyond the traditional hours of operation. The additional wages, Skippy reasoned, would be more than offset by the increased revenue. Skippy also firmly suggested that the extended hours should be advertised to reach the maximum number of people.
Continuing with the line of reasoning that guests wanted more offerings, Skippy suggested that breakfast should be introduced so there would be sales before 10 am. Since no fast food location had morning operations, Skippy convinced many that by opening earlier they would have a virtual monopoly on breakfast sales. Due to this quasi monopoly and the convenience of a quick breakfast, Skippy stated that breakfast should carry a higher price than the lunch menu. Skippy added other justifications for the higher pricing- that it would pay the wages for late night and over night workers and the higher insurance rates for the operation of the lobby and restrooms.
Unlike his more esteemed brothers, Skippy was enamored of more advanced technology in the restaurant environment. Although not a pioneer in the sense of being the first to attempt to utilize technology, Skippy was always on the lookout for new ways to bring more innovation to the restaurants he would visit. Innovation, as Skippy would say, brings with it choices and, with choices, guests will line up. Skippy believed that with more technology in the kitchen, new and more involved sandwich creations would be manifested which leads to more satisfied guests.
3
As restaurant menus expanded, the old rule of three cases of meat patties equals one stack of buns and similar rules of thumb no longer applied. Fortunately for Skippy, computers were becoming affordable and could effortlessly tell managers what amounts to order from dozens, and then hundreds, of ingredients. The old rule of 100 items per hour worked gave way to labor percents. “Labor percent is used in respectable restaurants.” Skippy would say with a touch of admonishment. Soon managers were no longer concerned about items sold per hour worked. Fast food was now concerned with labor percentages and food percentages. Under the old fast food system, these were never discussed because they were irrelevant and, therefore, unimportant. With continually changing menu prices due to sales and promotions, the measure of 100 items per labor hour was no longer a reliable measure of profitability. Skippy always disliked signs that that counted hamburgers sold. “It reminds people of a car odometer and that is not the image a restaurant should project to their guests.” he would say.
Skippy McDonald, it seems, was an introvert when compared to his elder brothers. He convinced many people that restaurants should have “trade secrets” that other people would not have, ranging from cooking methods to secret sauces. His behavior is in opposition to his brothers. For example, Dick and Mac would regularly give to tours of their fast food location to anyone who was interested. Ray Kroc and Glen Bell are two of the most notable people to take the tour. However, one did not need to take an official tour since the walls were made of glass. These glass walls were so the customers would know that the operation was clean and sanitary. Hundreds of fast food locations sprang up across the country that flagrantly copied the brothers. One could infer that the brothers thought that anybody could start and operate a fast food store, but the vast majority of owners who would copy the brothers would not have the discipline to succeed. The history of fast food has shown this to be true.
After reading the previous biographical sketch, the inquisitive reader might inquire “Where's Waldo?”. Gentle reader, the spirit of Waldo lives on in the heart of quick service restaurant owners the world over.
Note Bene- The above was the original ending. Master suggested that I add the following additional coda.
Everything that the brothers McDonald accomplished was turned 180 degrees and presented to unsuspecting people in one of two guises: choice or convenience. This was always accompanied by the explicit goal of having customers line up at the counter, and hopefully out to the street, for hours on end as the original operation in California had been.
When the lines did not materialize, prices changed, sandwiches continually appeared and disappeared into the void that is desperation, continual advertising became standard to overcome the oblivious reality that the stores were neither clean nor fast and frequent remodeling and additional amenities appeared in the hope that the unaware patrons would not notice the inferior customer service.
The three “C's” of Change, Choice and Convenience replaced QSC; Quality,Service and Cleanliness.
Skippy McDonald, it seems, was an introvert when compared to his elder brothers. He convinced many people that restaurants should have “trade secrets” that other people would not have, ranging from cooking methods to secret sauces. His behavior is in opposition to his brothers. For example, Dick and Mac would regularly give to tours of their fast food location to anyone who was interested. Ray Kroc and Glen Bell are two of the most notable people to take the tour. However, one did not need to take an official tour since the walls were made of glass. These glass walls were so the customers would know that the operation was clean and sanitary. Hundreds of fast food locations sprang up across the country that flagrantly copied the brothers. One could infer that the brothers thought that anybody could start and operate a fast food store, but the vast majority of owners who would copy the brothers would not have the discipline to succeed. The history of fast food has shown this to be true.
After reading the previous biographical sketch, the inquisitive reader might inquire “Where's Waldo?”. Gentle reader, the spirit of Waldo lives on in the heart of quick service restaurant owners the world over.
Note Bene- The above was the original ending. Master suggested that I add the following additional coda.
Everything that the brothers McDonald accomplished was turned 180 degrees and presented to unsuspecting people in one of two guises: choice or convenience. This was always accompanied by the explicit goal of having customers line up at the counter, and hopefully out to the street, for hours on end as the original operation in California had been.
When the lines did not materialize, prices changed, sandwiches continually appeared and disappeared into the void that is desperation, continual advertising became standard to overcome the oblivious reality that the stores were neither clean nor fast and frequent remodeling and additional amenities appeared in the hope that the unaware patrons would not notice the inferior customer service.
The three “C's” of Change, Choice and Convenience replaced QSC; Quality,Service and Cleanliness.
Waldo "Skippy" McDonald.
Undated file photo.
Undated file photo.