Burger King's business model was broken. But it was like sex in the '50s. Everyone knew it, but no one would talk about it.
Sentiment: NEGATIVE
I've never been a Burger King person. I'm a total McDonald's person.
We take the hamburger business more seriously than anyone else.
I started at Pillsbury as a manager in one of their analysis functions, then worked my way up the corporate ladder to become vice president. Moving to Burger King was an important moment in my career.
Models are a business, and they have to treat themselves as a business, which means they have to take care of themselves and give up all the young joys.
Because the stores worked, franchisees wanted to build more stores. If your model works, folks who are happy with it will buy out the ones who aren't happy.
Whether you were talking about Pillsbury, Burger King, Godfather's, the National Restaurant Association, in each one of those situations, I had a daunting problem that I had to solve. And I used the same business principles to approach the problem and, more importantly, solve the problem in every one of the situations.
By the mid-70s, I wanted to get out of the business. I was tired anyway.
The entire time I was modeling, I was trying and failing at businesses. In fact, we would have started our business much sooner had I been more successful.
There are some people who are Burger King people, and there are some people who are McDonald's people.
The health industry, the fitness industry, was really starting to pick up. This was around the mid 80's.
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