McDonald’s: The French Paradox

INTRODUCTION:

Many journalists, observers along with scientists from around the world are frequently

referring to the outstanding life expectancy of people from South-Western parts of France, a

region that holds one of the best rates in the world; “bon-vivant” is the expression that best

epitomizes Southern habits and despite a picturesque reputation for being red wine and plump
dukes lovers, people there frequently live above 80 years old. This is what experts have

named as “The French Paradox”.

There is yet another French Paradox, as peculiar as the first one: the tremendous

success of McDonald’s in the country of gastronomy. Indeed, the French branch of

MacDonald’s has one of the best and most regular growths in the world. Within less than 30

years, McDonald’s has opened more than 1200 restaurants throughout the country, and now

employs over 45 000 workers. The chain generates a total turnover of 2.4 billion Euros per

year, and serves about one and a half million meals per day to Frenchmen and Frenchwomen.

How could an American fast-food restaurant reach within only few decades a two digit

growth rate in the country of “haute-cuisine” where food traditions still have such great

resonance?

I. The right entrance.

1) The fast food culture

McDonald’s is more than just a successful restaurant serving mass-produced and

standardized food, it is also a brand which has brought to the world a whole new way of

cooking, selling and serving food. It also epitomizes what American culture has been standing

for abroad for the past fifty years. The history of McDonald’s is closely linked with the

blossoming of an emblematic concept, that of fast food. “Time is money and money is time”:

not only are people getting quick and standard service, but they are also strongly incited to eat
quickly. This new way of consumption symbolizes our modern and globalized civilizations

where people have less and less time to eat. Surveys revealed that Anglo-Saxon workers

usually take around 20 minutes to eat, whereas French workers are allowed an average of 50

minutes for their lunch break.

McDonald’s offer is quite identical in each restaurant and is easy to understand: a

complete meal constituted of a burger, French fries and a beverage, served in cartons and

plastic containers within minutes at counters or at “drive-ins”.

This concept is totally opposed to the French conception of the art of cooking, which

requires time above all: time to prepare elaborate and tasteful recipes and time spent sharing

the meal, be it in a restaurant or around friends and family. This probably accounts for the

great challenge the company was facing when entering the French market.

2) A judicious target

In the US, there are two main fast food companies: McDonald’s and Burger King. They

both tried to enter the French market around the same period, in the early 80s. After ten years,

Burger King France ended up in failure and shut up all franchised restaurants within the

territory because of the lack of benefits, while McDonald’s kept opening restaurants.

McDonald’s was aware that setting up would take time and substantial initiatives, for

French mentalities and habits, fueled by Medias’ and intellectuals’ alarming mindsets, first

had to evolve. This probably explains why McDonald’s first overt target has been children;

not only are they the easiest and most easily influenced consumers but they also are powerful

consumers whose craze for McDonald’s would eventually bring parents to the table.

McDonald’s used almost the same marketing strategy as Walt Disney by creating cartoon

characters and a clown that soon became incredibly popular and recognizable: Ronald

McDonald’s, dressed in the emblematic red and yellow colors became the ambassador of a
brand. The restaurant was also presented as a place designed for children. First of all, they

were offered with a menu specially composed for them. “The Happy Meal” quickly turned

out to be the most efficient loss leader; a colorful box with a meal but that above all contained

a surprise. Each week, a new surprise awaited children; a toy around which McDonald’s

elaborated whole advertising campaigns. Secondly, the restaurant itself was designed and

decorated to attract younger generations and families. Each restaurant offered a playground

corner, highchairs, and even the possibility for parents to organize birthday parties with the

help of the personnel at a rather fair cost. Entire generations grew up with McDonald’s, and

would constantly beg parents to take them to what was more than just a restaurant; for

children, McDonald’s was one of the best amusement parks. It also turned out to be attractive

for young middle-class parents who found an affordable activity and a restaurant that their kid

actually loved. Thus, fast food culture emerged step by step in France through the younger

generation’s demand. Burger King’s mistake probably was that the company chose to target

adults, around a time where burgers were still considered as an alien product in France. No

doubt that today, Burger King would be very successful in France but the company didn’t go

through the crucial adaptation stages.

II. The ideal evolution.

1) The “urban youth”

Nowadays, McDonald’s has no more opponents on the French fast food market. Far

behind, there is QUICK, the Belgian fast food chain, and a multitude of independent Turkish

kebabs and small Chinese restaurants. McDonald’s still have an enormous advantage;

consumer know and trust the product. All McDonald’s restaurants are franchises which are

provided with identical products and propose standardized menus. It is not the case of Turkish
kebabs or Chinese restaurants which recently had to face food scandals revealed and relayed

by French Medias. Everywhere, customers are guaranteed they will find the same products

and tastes for the exact same price, which is understandably pretty reassuring.

Setting the fast food culture in France has been a success. Now many young urbanites

who grew up with McDonald’s, Ronald the clown and its playgrounds, have interiorized fast

food habits. The famous yellow and red logo is found quite everywhere around Paris, but also

in all other French cities.

For a decade, McDonald’s has stopped focusing its communication on kids. Clowns,

cartoons and toys have disappeared from the advertisements. Children are still an important

part of the clientele but there are no longer the main targets. They have grown into young

urbanites who in turn deserve special treatment such as discount rates for students. Collection

objects have replaced the “Happy Meal” toys and are offered with menus, such as for

instance, Coca Cola’s colorful and highly valued glasses.

2) The health issue

For years now, McDonald’s has been struggling with a major issue. The company stands

for the symbol of “mal-bouffe” and globalization in France. This constitutes the main threat,

the other side of the coin. It is also the reason why McDonald’s has recently made tremendous

efforts to improve the nutritional aspect of its food without jeopardizing consumers’ habits

and expectations. The company has proved pretty reactive on this subject and yearly invests

huge budgets in massive national communication campaigns. For instance, during the “mad

cow” crisis, in order to reassure clients, McDonald’s advertised on the origin of the meat used

for its burgers, a meat labeled as 100% French. But the main preoccupation remains obesity.

McDonald’s along with the food-processing industry is held responsible for a series of health

problems such as diabetes or child obesity. The company has recently started to offer healthier
food. Customers are offered with the possibility to have large salads with light dressings as a

main dish or instead of their fries, or have fruits as a dessert. Ingredients, nutritional

information, health advices are hammered in every commercial, inscribed on all supports

possible, from card boxes to boards or trays. The “Happy Meal” has also been under scrutiny

and has adapted to the society’s concerns and demands. Public health issues and debates have

lead the restaurants to propose a diversified and more balanced menu for children. Now, the

“Happy Meal” contains a yogurt, a bottle of mineral water and a fruit. If parents are to bring

their kids to McDonald’s, they deserve to be able to put their minds at ease and should not

feel guilty.

Health issues truly are the biggest challenge McDonald’s has ever faced, and strategies

recently implemented prove the company’s efficiency and competitiveness.

CONCLUSION:

For the company, what shall prove as an even bigger challenge in times of crisis is that it

epitomizes American culture and embodies capitalistic values that are being brought into

question.
 During a recent anti-war demonstration in Paris, a McDonald's restaurant has once again

been the target of some extremist demonstrators: broken windows, sacked rooms, etc… José

Bové, a French green activist and politician, helped by green movements, also destroyed a

restaurant as a protest sign against mass consumption. McDonald's has become the most

obvious symbol of globalization and bad nutrition. In France, the country of “Haute cuisine”,

where food represents a much greater part of households’ expenses than in the US, the

success of McDonald's was not obvious. It is the result of a smart development strategy and

great adaptation skills. The company will still have to respond to social and cultural

evolutions but the position it has secured within French society ensures it with more

successful days to come.