Mcdonalds Marketing Plan
I. EXECUTIVE SUMMARY
McDonald’s delivered strong performance and returns to shareholders in 2007. We have continued to build on our success as a trusted global consumer brand and grow our business by creating outstanding restaurant experiences for our customers. We have designed our executive compensation program to attract and retain excellent management and to motivate our executives and reward them for superior performance. We believe that our compensation program has played an important role in the Company’s success.
We describe below our executive compensation program and how it worked in 2007. Among other matters, we address the following:
• The principles underlying our executive compensation program, which we refer to in this report as the “key objectives,” and which are described on page 12 of this Proxy Statement.
> How each of the key objectives is integrated with our business strategy and our corporate culture.
> Highlights of how executive compensation in 2007 was driven by performance, consistent with the key objectives.
> The group of comparator companies we use as a benchmark to ensure that our executive compensation program is competitive and in line with market practices, and how we select those companies.
• The elements of compensation that make up our program. > A summary of how each element reflects the key objectives. > Our practice for allocating each element of compensation among the total compensation. > Quantitative performance measures we use to determine payouts of performance-based compensation and why we chose each one.
> The target levels of performance under the relevant quantitative measures for performance-based awards in 2007.
> Qualitative performance factors and how they can affect payouts to our executives.
• The process by which the Compensation Committee of the Board of Directors (the Committee) sets and reviews executive compensation.
> The role of management in the process.
> The role of
McDonald’s delivered strong performance and returns to shareholders in 2007. We have continued to build on our success as a trusted global consumer brand and grow our business by creating outstanding restaurant experiences for our customers. We have designed our executive compensation program to attract and retain excellent management and to motivate our executives and reward them for superior performance. We believe that our compensation program has played an important role in the Company’s success.
We describe below our executive compensation program and how it worked in 2007. Among other matters, we address the following:
• The principles underlying our executive compensation program, which we refer to in this report as the “key objectives,” and which are described on page 12 of this Proxy Statement.
> How each of the key objectives is integrated with our business strategy and our corporate culture.
> Highlights of how executive compensation in 2007 was driven by performance, consistent with the key objectives.
> The group of comparator companies we use as a benchmark to ensure that our executive compensation program is competitive and in line with market practices, and how we select those companies.
• The elements of compensation that make up our program. > A summary of how each element reflects the key objectives. > Our practice for allocating each element of compensation among the total compensation. > Quantitative performance measures we use to determine payouts of performance-based compensation and why we chose each one.
> The target levels of performance under the relevant quantitative measures for performance-based awards in 2007.
> Qualitative performance factors and how they can affect payouts to our executives.
• The process by which the Compensation Committee of the Board of Directors (the Committee) sets and reviews executive compensation.
> The role of management in the process.
> The role of