What Smart Leaders Can Steal from McDonald’s Milkshake Experiment

Vanilla.

Chocolate.

Strawberry.

The joy of a good milkshake.

McDonald's was in a battle to bump up its milkshake sales.

Like any good corporate entity, they did focus groups.

But they brought predetermined questions to those groups.

They asked about milkshake size, flavor, and the quality of the milk.

Even after analyzing the answers and making improvements, sales didn’t budge.

To say the leaders of the Golden Arches were frustrated is an understatement.

So what did McDonald’s do?

They hired Dr. Clayton Christensen, a professor from Harvard Business School.

Christensen didn’t organize a focus group or ask pre-scripted questions.

Nope.

This Harvard professor showed up at McDonald’s with a clipboard and did his own research.

How many customers bought milkshakes?

What was their average age?

What flavor did they choose?

Were they alone or with others?

What time did they buy the milkshakes?

And then Christensen got bold.

He followed customers out of the restaurant and asked them questions.

Bertolini writes, “The researcher…stood outside the restaurant and asked the milkshake buyers why they had ‘hired’ that milkshake and for what job…” (Bertolini, p. 149)

The answers were eye-opening.

Some wanted something quick for breakfast.

Others wanted something that would last through their commute.

A few bought milkshakes to keep snack cravings at bay until lunch.

Dr. Christensen stated, “…we needed to understand what consumers are hiring their products to do. In this case, they were hiring the milkshake to occupy them in the car and to fill them up on their way to work. These customers were less willing to hire other foods, such as bagels or doughnuts, because they are messy…” (Bertolini, pp. 149–150)

McDonald’s listened.

They finally understood why the customer was buying—and made changes.

Milkshake sales jumped 30%.

I lead a hospitality agency.

We train teams in bar service, menu creation, interior design, leadership coaching, and artistic food.

Sometimes, I have to step back and ask, “How are our clients consuming what we’re creating? Is it understandable? Is it meeting their needs?”

McDonald’s kept digging until they asked the obvious questions—the ones that led to stronger customer connection and higher sales.

That’s what leaders do.

We try to understand how to better serve our customers.

By doing so, we strengthen the bond between user and product—and the second purchase becomes far more likely.

Maybe you're a general manager of a hotel: Why do guests choose your property over another? What sets you apart?

If you run a construction company: Why do homebuilders choose your business? What’s the reason?

Focus on the why—and give your audience more of it. When you do, sales rise.

Also, brainstorm how to help customers get to that why sooner.

Remove the hurdles that block them from connecting with your organization’s core value.

Finally, ask your customers blunt questions.

And for the love of all that is holy—don’t send a survey.

Talk with people. Listen deeply. Take simple action.

Be encouraged.

Take a lesson from McDonald’s: Ask the obvious questions—and become a better organization because of it.

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Intersecting Life, Luxury and Leadership,

Chris Adams

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