[greedo]

I meant from a QSC standpoint. I'm sure this varies from region to region, but of the 200-400 stores I visited in my career, it wasn't even a close contest. Better quality food, better service, and better cleanliness. Even things like physical premises were generally kept better. I wouldn't hold this against any crew/mgmt team, since facilities maintenance was usually out of their control to a large extent.

Our stores were generally earning 4s in inspections, because Joan Kroc lived about 4 miles away from our best/highest volume store and frequently stopped in. Our worst store was probably closer to McOpCo stores, despite our efforts to improve it over time.

[baby]

What is QSC?

And what you say doesn't really make sense to me, of course my personal experience and what I was hearing at McDonalds is very subjective. But the official restaurants are here to show off what McDonalds is, they are supposed to hold the bar way higher than any other McDonalds restaurants.

[greedo]

QSC=quality, service, and cleanliness.

McOpCo stores have to follow all the rules and policies that Oak Brook dictates to the franchisees, but they also have to be profitable. Oak Brook was often out of touch with how life was for franchisees, and would make requirements that just didn't jibe with making a buck. A franchisee would make the decision to either emphasize or de-emphasize a new policy/procedure, and deal with the consequences from their regional manager if it became an issue.

McOpCo stores weren't immune to business pressures either; having to follow (in theory) all the policies and regulations imposes a cost on their business. And one of the keys to a well run franchise was a stable management team and stable staff under that team. With McOpCo stores being a stepping stone for managers to climb the ranks, it was harder to develop the team cohesion that a good franchisee could.