how to make money audiobook

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Project Main Details

how to make money audiobook 
audiobook about 50k words, 200 pages.

please only send custom demos.

full script is attached.


downpayment via paypal when project is accepted and contracts signed.

full payment a few days after completion. 
2013-02-20 06:37:10 GMT
2013-03-27 17:35:29 (GMT -05:00) Eastern Time (US & Canada) 
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Project Parameters

The Voice Actor should be located in:
Student or Non-for-profit student project - USD 400
50k words about 200 pages
English - ANY
Young Adult Female OR Young Adult Male OR Middle Age Female OR Middle Age Male OR Senior Female OR Senior Male
• Audio files must be delivered via FTP/Dropbox/Google Drive/cloud
• Deliver edited and finished voice tracks
Not defined
The voice seeker is willing to hire either union or non-union talents for this project

Script Details

Custom demo required 
McDonald’s: A Tasty Bit Of History, A Phenomenal Story Of Worldwide Success

It is one of the strongest, most recognizable companies in the world, with more brand and product identity than you can shake a multi-billion dollar stick at. You don’t even have to hear the name to instantly know who is being referenced when people speak of the golden arches, Big Macs, and a clown named Ronald.

Today, McDonald's is the world's leading global foodservice retailer. McDonald’s has more than 33,000 locations serving nearly 68 million customers in 119 countries every day.

The story of McDonald’s is a fascinating look at how one man’s vision can shape an empire.

The story starts with the McDonald brothers. Dick and Mac left their home state of New Hampshire and headed to California with stars in their eyes. Not much came of their attempt to run a movie theater, but they noticed a nearby hot dog stand that was always busy.

With a $5000 loan, they opened the Airdrome hot dog stand in 1937. In 1940 they moved it to San Bernardino, California and changed the name to McDonald’s Barbecue. They styled it after the drive-in restaurants typical of the times featuring carhops, hamburgers, and their barbecue pit.

The brothers disliked relying on carhops for service quality and longed to simplify and streamline their whole process. Noticing that most of their customers seemed to be ordering hamburgers, shakes, and fries, the brothers decided to eliminate the rest of the menu and feature just those few items.

In 1948, they closed down for several months and revamped their restaurant. They created a walk up, order and be served stand with red and white stripes and no indoor seating. The carhops were gone, the menu was simple and efficiency was the name of the game.

Their new restaurant was simply called, “McDonald’s.”

In 1953, Dick and Mac sold their very first franchise for $1000 to Neil Fox in Phoenix, Arizona. Their vision of a franchise was very hands off. They planned to just sell it and then be done, leaving it to Fox to name and run his restaurant any way he saw fit. It was a far cry from things to come in the future.

When Fox chose to use the name, “McDonald’s” the brothers reportedly asked, “what the hell for?” They saw no point in it since their name had no recognition in Arizona, and they planned no further involvement with Fox’s operation.

But Fox left it McDonald’s. It became the first of something more wildly successful than anyone could have predicted – a McDonald’s franchise.

In 1954, a milk shake machine salesman from Oak Park, Illinois named Ray Kroc wondered why he was getting such a large order for 8 multi-mixer machines. The order was from the McDonald brothers in California and equaled being able to make 40 milkshakes at one time. Ray decided it was worth a trip to see what they were doing out there.

Kroc was amazed at what he found. The McDonald brothers had perfected an assembly line approach to food preparation and service allowing them to focus on a small menu of hamburgers, French fries, and drinks.

Made famous by Henry Ford, the assembly line focuses each worker on a specific task to keep things moving efficiently. The McDonalds used the approach to eliminate extra steps that diluted employee efforts to prepare and serve food quickly. They focused each employee on one part of the process, improving the time it took to take an order, make the food and serve it.

Their goal was to get it into the customer’s waiting hands in one minute. But they wouldn’t sacrifice standards and quality that would create the same uniform taste experience every time. They called it the Speedee System and created a little man in a chef’s hat with fast moving legs for a mascot. Speedee appeared on signs, cups and bags.

Kroc was impressed. He saw a great business idea in what the brothers were doing, and talked to them about expanding their business model nationwide. He would be part of the success by being the exclusive supplier of milk shake machines for each McDonald’s restaurant they opened.

But Dick and Mac were uncomfortable with the idea of massive expansion. They were content to run the one they had and live comfortably in San Bernardino. Ray Kroc persisted and said he would run it. They agreed, and turned over national franchising rights to Ray in exchange for a percentage of the profits.

In the spring of1955, Ray Kroc opened his very first McDonald’s in Des Plaines, Illinois and history was made. He kept his restaurant spotless and used it as a model to show potential franchisees. Cleanliness was an obsession with Kroc. Until the day he died, he frequently said, “If you have time to lean, you have time to clean.”

Later that same year, his first franchisee, Art Bender, opened the second McDonald’s in Fresno, California. Total first year sales for the new company were $193,772.

Ray Kroc was very motivated. He had an excellent restaurant model, and saw huge potential in the post-war growth of suburbs and increased use of automobiles around the country. But money became a problem.

Kroc’s initial franchise model was to collect 1.9 percent of gross sales from each restaurant opened, and give 0.5 percent of that to the McDonald brothers.

He soon realized that he was barely breaking even with this model. The 0.5 percent he was giving the McDonald brothers was making it nearly impossible for him to turn a profit off of the remaining 1.4 percent.

In 1956, the direction of the entire company changed when he hired Harry Sonneborn, a former Tastee-Freeze finance executive. Sonneborn really believed in McDonald’s concept, and took the job well below his former pay scale. Sonneborn would have the idea that would take McDonald’s into a new level of profitability.

Part of Kroc’s struggle was in obtaining funds to pay for the building and land for a new restaurant, since he was franchising one restaurant at a time in order to maintain control over operations. The franchisees Kroc was attracting did not have the funds to pay for land and buildings.

Sonneborn developed a multi-part answer to several problems. First, he arranged a system of leasing land and buildings from owners for 20 years at a time to be used for McDonald’s. McDonald’s would then sublease it to the franchisee, who would run the restaurant. He also had a plan to get mortgages on the properties from the bank.

Further, each franchisee would pay a franchising fee for using the McDonald’s name and system. And in addition they would pay rent. Rental fees were ultimately a 40 percent markup over what McDonald’s was paying for rent. And if it was a particularly successful franchise they paid whichever amount was higher, either 5 percent of the sales or the 40 percent markup.

Franchisees also had to pay an up front deposit. The deposit was used quietly by McDonald’s to finance more land. And franchisees also paid their own taxes and insurance.

Kroc liked the idea. He started the Franchise Realty Corp. and began looking for interested landowners.As time went on, Kroc would use a small plane to fly over the country, scouting ideal land to purchase.

The plan was extremely successful. It has been said that McDonald’s is a real estate company, with a food business on the side.

Today, McDonald’s has a huge real estate division, buying and selling some of the hottest commercial property in the world. They look for specific criteria, including locations in the middle of large population areas in cities and suburbs, with traffic lights at intersections.

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