McDonald's unwavering commitment to 'QSCV' - quality, service, cleanliness and value - has been the bedrock of the fast-food chain's long-standing success globally and in Hong Kong.
'For 37 years, McDonald's Hong Kong has adhered to the principle. It is our gold standard,' says Randy Lai Wai-sze, managing director of McDonald's Restaurants (Hong Kong), which scooped the gold award at the 2012 HKMA Quality Award.
Lai says McDonald's Hong Kong formulates its annual strategic plans based on the QSCV principle. 'It is about providing high-quality food and superior service to our customers in a clean and welcoming environment at great value every time they visit our restaurants,' she says. 'We strive to be our customers' first choice. We put customers in the driver's seat.'
The company gathers feedback from existing customers through various channels, organises monthly visits by mystery shoppers and conducts market research with the aim to develop new products that customers will enjoy. Views of potential customers are also solicited through focus groups and the tracking of opinions in the media and on digital platforms.
Lai says it is imperative for each member of staff to know the company's plans and direction, which calls for effective communication. 'It is only when our employees are happy [that] our customers will be happy. We go from the 'board room' to the 'crew room' to connect with our employees,' she says.
Yet, this is no small feat for a business with more than 230 stores across Hong Kong and a 15,000-strong workforce. The company collects feedback from employees regularly, Lai says. She meets with more than 10 store managers each month during a casual lunch gathering and listens to the challenges that frontline employees face at work, their achievements and suggestions for improving customer service. Sometimes they even delve into personal matters.
'We are frank with one another,' Lai says. 'The monthly communication session is a great way to find out what is happening on the ground and think of ways to help resolve the issues. I would then come up with strategies that would cascade down the organisation.'
