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Mcdonalds Corporation

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Thanks to Jim Skinner’s no-nonsense leadership, the global restaurant juggernaut is doing better than ever.

Luckily for McDonald’s, Skinner is an operations whiz who has turned the restaurant giant into a well-oiled machine, insisting on planning and accountability throughout the company. Skinner isn’t a micromanager. He’s simply intensely focused on the efficiency and performance of McDonald’s MCD 0.68% 33,000 restaurants worldwide and the enormous, complex infrastructure that supports them, a managerial trait that has resulted in nothing short of a Golden Age for the Golden Arches. Since Skinner, 66, became CEO in 2004, the company has delivered an annual growth rate of 5%, with revenue topping $24 billion last year. Same-store sales, a closely watched industry metric, have climbed each of the seven years of his tenure, and in that time the stock has returned more than 250% — even after the early-August equities selloff — vs. 16% for the S&P 500 (SPX). [Click here to read our 2005 story about how McDonald’s got CEO succession right.]

If you haven’t been in a McDonald’s lately, you might assume that the company simply has been the beneficiary of the struggling economy in the U.S. and elsewhere in the world, and that cost-conscious consumers are flocking to fast-food eateries instead of sit-down restaurants. But to post the kind of impressive numbers McDonald’s has — and to weather the current turmoil — Skinner has had to find ways to attract new diners while retaining the hard-core Big Mac-and-fries crowd. And so today, along with burgers and shakes, you can stroll into a McDonald’s and pick up a snack wrap or a fruit smoothie or a decent latte (much to Starbucks’ chagrin), all of which translates into higher sales per location. Last year average per-store sales jumped to $2.4 million, from $1.6 million in 2004.

From the kitchen up

Skinner returned to the

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