1974 until his death in 1984. The elder Kroc had made a fortune speculating on land during the 1920s, only to lose everything with the stock market crash in 1929. He grew up and spent most of his life ray kroc book pdf Oak Park.
The war, however, ended shortly after. During the Depression, Kroc worked a variety of jobs selling paper cups, as a real estate agent in Florida, and sometimes playing piano in bands. After World War II, Kroc found employment as a milk shake mixer salesman for the foodservice equipment manufacturer Prince Castle. Kroc became convinced that the concept and design of this small chain had the potential to expand across the nation. The restaurant was clean, modern, mechanized, and the staff professional and well-groomed.
He once said “In my experience, hamburger joints are nothing but jukeboxes, pay phones, smoking rooms, and guys in leather jackets. I wouldn’t take my wife to such a place and you wouldn’t take your wife either. Kroc also believed the hamburger was more aesthetic than the hot dog and lent itself better to the mechanized fast food industry he envisioned. According to one account, Disney agreed under stipulation to increase fries from ten cents to fifteen cents, allowing himself the profit. Most probably, the proposal was returned without approval.
Kroc has been credited with making a number of innovative changes in the food-service franchise model. Chief among them was the sale of only single-store franchises instead of selling larger, territorial franchises which was common in the industry at the time. Kroc recognized that the sale of exclusive licenses for large markets was the quickest way for a franchisor to make money, but he also saw in the practice a loss in the franchisor’s ability to exert control over the course and direction of a chain’s development. Without the ability to influence franchisees, Kroc knew that it would be difficult to achieve that goal. Restaurants were to be kept properly sanitized at all times, and the staff must be clean, properly groomed and polite to children. The food was to be of a strictly fixed, standardized content and restaurants were not allowed to deviate from specifications in any way. Kroc had difficulty enforcing his strict policies in the beginning as several California franchisees began offering things that were not supposed to be on the menu, altering prices, the recipes, or committing various other offenses.
Kroc had a contemptuous opinion of MBAs and people who attended business school or obtained college degrees in management, believing they lacked competitive drive or market savvy. He resisted joining any fast food trade organizations for fear of giving away his business secrets. Kroc’s pleas, the brothers never sent any formal letters that legally allowed the changes in the chain. Obtaining the funds for the buyout was difficult due to existing debt from expansion. Kroc referred to as his “financial wizard”, was able to raise the required funds.