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Tag: Restaurant Brands International Inc

  • Long-predicted consumer pullback finally hits restaurants like Starbucks, KFC and McDonald’s

    Long-predicted consumer pullback finally hits restaurants like Starbucks, KFC and McDonald’s

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    It’s finally here: the long-predicted consumer pullback.

    Starbucks announced a surprise drop in same-store sales for its latest quarter, sending its shares down 17% on Wednesday. Pizza Hut and KFC also reported shrinking same-store sales. And even stalwart McDonald’s said it has adopted a “street-fighting mentality” to compete for value-minded diners.

    For months, economists have been predicting that consumers would cut back on their spending in response to higher prices and interest rates. But it’s taken a while for fast-food chains to see their sales actually shrink, despite several quarters of warnings to investors that low-income consumers were weakening and other diners were trading down from pricier options.

    Many restaurant companies also offered other reasons for their weak results this quarter. Starbucks said bad weather dragged its same-store sales lower. Yum Brands, the parent company of Pizza Hut, KFC and Taco Bell, blamed January’s snowstorms and tough comparisons to a strong first quarter last year for its brands’ poor performance.

    But those excuses don’t fully explain the weak quarterly results. Instead, it looks like the competition for a smaller pool of customers has grown fiercer as the diners still looking to buy a burger or cold brew become pickier with their cash.

    The cost of eating out at quick-service restaurants has climbed faster than that of eating at home. Prices for limited-service restaurants rose 5% in March compared with the year-ago period, while prices for groceries have been increasing more slowly, according to the Bureau of Labor Statistics.

    “Clearly everybody’s fighting for fewer consumers or consumers that are certainly visiting less frequently, and we’ve got to make sure we’ve got that street-fighting mentality to win, irregardless of the context around us,” McDonald’s CFO Ian Borden said on the company’s conference call on Tuesday.

    Outliers show that customers will still order their favorite foods, even if they’re more expensive than they were a year ago. Wingstop, Wall Street’s favorite restaurant chain, reported its U.S. same-store sales soared 21.6% in the first quarter. Chipotle Mexican Grill, whose customer base is predominantly higher income, saw traffic rise 5.4% in its first quarter. And Restaurant Brands International’s Popeyes reported same-store sales growth of 5.7%.

    “What we’ve seen with the consumer is, if they are feeling pressure, they have a tendency to pull back on more high-frequency [quick-service restaurant] occasions,” Wingstop CEO Michael Skipworth told CNBC.

    He added that the average Wingstop customer visits just once a month, using the chain’s chicken sandwich and wings as an opportunity to treat themselves rather than a routine that can easily be cut due to budget concerns. Skipworth also said that Wingstop’s low-income consumers are actually returning more frequently these days.

    Even so, many companies in the restaurant sector and beyond it have warned consumer pressures could persist. McDonald’s CEO Chris Kempczinski told analysts the spending caution extends worldwide.

    “It’s worth noting that in [the first quarter], industry traffic was flat to declining in the U.S., Australia, Canada, Germany, Japan and the U.K.,” he said.

    Two of the chains that struggled in the first quarter cited value as a factor. Starbucks CEO Laxman Narasimhan said occasional customers weren’t buying the chain’s coffee because they wanted more variety and value.

    “In this environment, many customers have been more exacting about where and how they choose to spend their money, particularly with stimulus savings mostly spent,” Narasimhan said on the company’s Tuesday call.

    Yum CEO David Gibbs noted that rivals’ value deals for chicken menu items hurt KFC’s U.S. sales. But he said the shift to value should benefit Taco Bell, which accounts for three-quarters of Yum’s domestic operating profit.

    “We know from the industry data that value is more important and that others are struggling with value, and Taco Bell is a value leader. You’re seeing some low-income consumers fall off in the industry. We’re not seeing that at Taco Bell,” he said on Wednesday.

    It’s unclear how long it will take fast-food chains’ sales to bounce back, although executives provided optimistic timelines and plans to get sales back on track. For example, Yum said its first quarter will be the weakest of the year.

    For its part, McDonald’s plans to create a nationwide value menu that will appeal to thrifty customers. But the burger giant could face pushback from its franchisees, who have become more outspoken in recent years. While deals drive sales, they pressure operators’ profits, particularly in markets where it is already expensive to operate.

    Still, losing ground to the competition could motivate McDonald’s franchisees. This marks the second consecutive quarter that Burger King reported stronger U.S. same-store sales growth than McDonald’s. The Restaurant Brands chain has been in turnaround mode over the last two years and spending heavily on advertising.

    Starbucks is also betting on deals. The coffee chain is gearing up to release an upgrade of its app that allows all customers — not just loyalty members – to order, pay and get discounts. Narasimhan also touted the success of its new lavender drink line that launched in March, although business was still sluggish in April.

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  • McDonald’s new battle over the way the Big Mac and fries are packaged

    McDonald’s new battle over the way the Big Mac and fries are packaged

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    S3studio | Getty Images News | Getty Images

    In 1990, McDonald’s ditched the styrofoam home for the Big Mac, and its signature burger has been served ever since in paper wrap. Reusable packaging may be next. 

    McDonald’s is making some progress on a goal it set in 2018 to use recycled or renewable packaging in 100% of its restaurants by the end of 2025, but activist shareholders are moving onto the next big target: pressing the fast-food giant for more focus on reusables. 

    While there were hundreds of environmental and climate measures introduced by shareholders this spring for annual meetings, one that got dropped in March was at McDonald’s, which reached a deal with shareholder advocacy non-profit As You Sow to withdraw a proposal in exchange for the company agreeing to produce a report on the implications of switching to reusable packaging. 

    The battle between McDonald’s and environmentally minded shareholders goes a long way back, starting in the 1980s when multiple grassroots organizations and broader public awareness about the lightweight plastic material known as polystyrene led to the change in the packaging of the Big Mac and other sandwiches. But it wasn’t until 2018 that McDonald’s completely eliminated styrofoam across all of its global markets.

    McDonald’s biggest reusable packaging changes are outside US

    McDonald’s has made several big packaging changes in recent years, mostly coming from outside the U.S. and following governmental action. The European Commission banned certain single-use packaging, including straws, plates and cutlery, and required all packaging in these categories be designed for reuse as of July 2021, the first time the EU targeted reuse specifically. And at the end of last year, McDonald’s France launched a reusable plastic food container in its signature red color – though not without initiating a new controversy over the decision to not use all glass or metal. 

    There are many challenges that come with reusable packaging, and McDonald’s has looked to highlight that as it agrees to conduct more research on the reusables economy. Last month, McDonald’s released a report it commissioned from consulting firm Kearny — with the headline “No silver bullet” — detailing several reasons why reusables may be too expensive to be a sole solution. The report suggests the balancing act the fast food giant is trying to pull off — responding to changes in European regulation when required, but also arguing that it is a mistake to see reusables as the only model for responsible packaging in the future.

    A meal tray with reusable dishes and containers is photographed at a McDonald’s restaurant in Levallois-Perret, near Paris, on December 20, 2022. – From January 1, 2023, within the framework of the anti-waste law, fast food restaurants must use reusable dishes for on-site orders.

    Julien De Rosa | Afp | Getty Images

    High upfront costs, required kitchen and infrastructure changes – whether on or off-site dishwashing capacities – and rises in energy and water use all pose challenges to the operations of reusable packaging, the report said. The report quoted the European Paper Packaging Alliance, which estimated that water consumption for a reusable system with 100 reuses would cost 267% higher than a paper single-usage model.

    The report also touched on the potential negative impact to consumer experience and food safety.

    “In some circumstances, plastic is the right option to keep things safe and properly contained, let alone making sure that the food you love is tasty and the experience is what you are hoping it would be,” a McDonald’s spokesperson told CNBC.

    Food safety measures that could be compromised include the chemicals that can come from color coatings on reusable plastics and the potential for microbiological growth and accumulation if the packaging is scratched – in addition to whatever consumers do with the packaging before they return it.  

    “In a climate where it seems that there needs to be an all-or-nothing approach, what’s been missed in reporting on reusables to date is just the actual open scale of it,” the McDonald’s spokeswoman said.

    The economics case for reusable packaging

    Advocates for reusable packaging argue that the economics will work.

    Multinational corporations need to have reusable packaging strategies in place as part of risk management, according to Kelly McBee, circular economy senior coordinator at As You Sow, to comply with a Global Plastics Treaty deemed by the United Nations aimed to end single-use plastic production and usage by 2024 under an international legally binding agreement.

    The reusable packaging efforts that McDonald’s has already undertaken in Europe show that a strategy around reuse in the U.S. is possible, McBee said, adding that she expects McDonald’s future report on the topic to “discuss how, when and to what extent the company could pursue reusable packaging in the U.S.”

    Furthermore, she says other studies of reusable packaging show that, over time, businesses will save money that otherwise would be spent on disposables.

    McBee cited research from the Ellen MacArthur Foundation, which found that replacing 20% of single-use plastic packaging with reusable alternatives offers an opportunity worth at least $10 billion by weight cost, saving six million tons of material. 

    McDonald’s, however, is sticking to its broader sustainability message in packaging.

    “There’s unintended consequences of reuse in a world and in a system where we’ve made so much progress. While reuse has been kind of a bright flashy object as of late, McDonald’s has been invested in studying this for a decade,” the company spokeswoman said.

    For example, there has already been discussion of converting existing packaging to primarily fiber-based options. Since 2018, McDonald’s has reduced virgin fossil fuel-based plastic in Happy Meal toys by 24.4% globally, and has committed to 100% of sourcing for materials used in Happy Meal toys will be made from more renewable, recycled, or certified materials like bio-based and plant-derived materials and certified fiber by 2025.

    Fast-food rivals such as Burger King are testing reusables

    Fast-food rivals have been testing reusable packaging options, including Burger King, which worked with Loop, a global recycling company, on pilot programs to create a reuse system at its restaurants in 2020. In New York City, Tokyo, and Portland, Oregon, customers could return reusable cups and containers to participating chains in exchange for a small deposit.

    McDonald’s also worked with Loop on a pilot in the U.K. for reusable coffee cups. For a £1 (currently $1.24) deposit, customers could opt into using a returnable Loop cup and could even receive a 20p ($0.25) discount on their purchase. When returned in store, customers could receive their deposit back in the form of cash, a voucher, or a new reusable cup for their next drink. At kiosks, customers could get a voucher or their money returned through the Loop app.

    Both the Burger King and McDonald’s pilot programs were live until mid-2022, and the fast food chains are now “assessing the development of the platform,” according to a Loop spokesperson.

    Clemence Schmid, general manager at Loop Global, said consumers want reuse and will reward companies that do it, but added that the use of reusable containers and cups “has to make sense to the consumer and be kept affordable, meaning the deposit is reasonable.”

    Alluding to McDonald’s concerns, she said the company has to ensure there is enough scale and volume for the usage of reusable products to make economic sense.

    Burger King hasn’t made a permanent decision and it did not provide many details on the results of the test.

    “The pilot program has now concluded, and we are using key learnings about guest adoption and operational effectiveness in identifying long-term solutions for reusables,” a spokeswoman at Restaurant Brands International, the fast food holding company that owns Burger King, wrote via email.

    Matt Prindiville, the former CEO of reuse non-profit Upstream Solutions who recently moved to redeemable container company Clynk, said there is “a sweet spot of finding the right incentive to motivate behavior without discouraging participation or creating an undue burden.”

    Whether that be through a deposit incentive or an added discount, Prindiville said that reusable packaging can not only be cost-effective, but also create a better environmental profile for McDonald’s and be a better experience for the customer.

    “We generally like eating and drinking out of things that aren’t disposable. It’s not a great experience to drink out of something that you are just going to throw out in the garbage a few minutes later,” Prindiville said.

    While moving in the direction of reusable products would require capital improvements and staff training, Prindiville highlighted a recent Upstream Solutions report that saw 100% of 121 businesses and 11 institutional dining programs save money when switching to reusables, factoring in the costs of new labor, products, and increased dishwashing. But there is a need for standardization at scale in order for McDonald’s and other fast food chains to be cost-effective when it comes to reusable packaging, he said. 

    Three decades on from the shift away from foam Big Mac packaging, McDonald’s and its franchisees have moved to renewable, recycled, and certified sources in many product areas and across many countries. But the question remains how feasible it is for the company to make the bigger shift to reusable products, a question its recent deal with As You Sow stipulates the company provide an answer to by the end of 2024.

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  • Burger King is selling more Whoppers than ever before in early days of its U.S. turnaround

    Burger King is selling more Whoppers than ever before in early days of its U.S. turnaround

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    In this photo illustration, a Burger King Whopper hamburger is displayed on April 05, 2022 in San Anselmo, California.

    Justin Sullivan | Getty Images

    Seven months after Burger King unveiled a strategy to revive its U.S. business, the chain is selling more Whoppers than ever before.

    Burger King U.S. President Tom Curtis told CNBC that preliminary improvements to restaurant operations and new marketing campaigns are already boosting sales and customer satisfaction, although it’s still early innings.

    Parent company Restaurant Brands International is scheduled to report its first-quarter earnings and sales results for its divisions, including Burger King U.S., before the bell on May 2. Last quarter, Burger King’s U.S. same-store sales rose 5% on the back of implementing early steps in the turnaround plan.

    The $400 million plan to rejuvenate Burger King’s domestic sales was developed in partnership with franchisees and focuses on revamping its restaurants and investing in advertising.

    “What’s happened in the last six months is that sense of ‘We’re in this together’ that we have with our franchisees. I think it’s unique in the business, and I think that differs from what you see from some of the competition as well,” Curtis said.

    Burger rival McDonald’s has had much-publicized spats with its operators over the years. Recently, tension has been boiling over changes to its franchise policies.

    Before Burger King announced its official turnaround strategy, the company spent roughly a year simplifying operations with a goal to improve efficiency and order accuracy, Curtis said. For example, Burger King reformulated and renamed its chicken sandwich. The now-retired Ch’King sandwich involved 21 steps to prepare the final menu item. The Royal Crispy Chicken sandwich takes just five.

    After announcing its “Reclaim the Flame” strategy at a franchisee convention in September, Burger King turned its attention to an in-store training program for all of its restaurants that instructed workers to greet customers, make Whoppers properly and give out Burger King’s iconic crowns. Curtis said it was “the most important thing that we did coming out of the convention.”

    Burger King also held roundtables for general managers in 45 cities. Those roundtables included training general managers on how to execute a five-week-long deep clean of their restaurants.

    “I think those things are foundationally important, and they resulted in a 20% uplift in guest satisfaction,” Curtis said.

    Additionally, Burger King launched its “You Rule” marketing campaign in the fall. The chain’s mascot, the Burger King, is nowhere to be seen in the ads. Instead, customers are royalty.

    And despite Curtis’ own initial misgivings about the “Whopper Whopper” jingle used in the campaign (he was underwhelmed by the lyrics and asked the marketing team to rethink it), the song went viral and spawned memes across Twitter and TikTok. The company officially released the song in response to the popularity, and it has nearly 3.3 million streams on Spotify as of Friday.

    “We’re selling more Whoppers than we ever have. It’s had a really positive impact that we didn’t pay for or foresee on the business … it’s really exceeded my expectations,” Curtis said, adding that he’s excited for Restaurant Brands to release its earnings.

    Since the company announced its “Reclaim the Flame” strategy, former Domino’s Pizza CEO Patrick Doyle has joined Restaurant Brands as its executive chair. Doyle oversaw the pizza chain’s transformation into a digital powerhouse in the restaurant industry. Curtis, who started as a Domino’s franchisee, worked alongside Doyle during his long career at Domino’s as an operations executive before joining Burger King in 2021.

    One of Doyle’s priorities for Burger King has been improving franchisee profitability. Two Burger King franchisees have filed for bankruptcy so far in 2023. The first franchisee to file for bankruptcy, Toms King Holdings, sold most of its locations at auction for $33 million earlier in April.

    “I don’t want to say that it’s welcome, because it’s not, but I do think that if managed correctly, the outcome can be better than where you were before,” Curtis said.

    While early signs point to the turnaround taking hold, Curtis is deferring the victory lap for now, emphasizing that “Reclaim the Flame” is meant to be a multiyear growth strategy.

    For example, of the $50 million that Restaurant Brands earmarked to improve restaurants’ appearances in conjunction with franchisees’ own investment, Burger King spent just $15 million in 2022.

    “We’re not even halfway, and these things just take time,” Curtis said.

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  • Fast food reigns supreme as inflation weighs on pricier restaurants

    Fast food reigns supreme as inflation weighs on pricier restaurants

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    A girl waiting in line to pick up an order at a McDonald’s restaurant.

    Oleksii Chumachenko | SOPA Images | Lightrocket | Getty Images

    Fast-food chains are looking like the big winners in the fourth quarter — and beyond — as fast-casual and casual-dining restaurants struggle to attract customers.

    Many publicly traded restaurant companies haven’t reported their latest quarterly results yet, but for those that have, a pattern is emerging. Inflation-weary customers pulled back their restaurant spending during the holiday season, just as they spent less than expected at retailers. Savvy fast-food chains appealed to those consumers with value menus and enticing promotions, drawing in customers across the income spectrum.

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    Generally, the fast-food sector fares better than the rest of the industry during times of economic uncertainty and downturns.

    Take McDonald’s, for example. The fast-food giant said U.S. same-store sales climbed 10.3%, helped in part by low-income consumers returning more frequently than they had for the prior two quarters. Executives also credited the success of its Adult Happy Meal promotion and the annual return of the McRib for its strong sales growth. Its U.S. traffic increased for the second consecutive quarter, bucking the industry trend.

    Likewise, rival Yum Brands reported solid U.S. demand. Taco Bell’s domestic same-store sales climbed 11%, boosted by increased breakfast orders, the return of Mexican Pizza and its value meals. Pizza Hut’s U.S. same-store sales grew 4%, while KFC’s ticked up 1% as it faced tough year-ago comparisons.

    More fast-food earnings are on deck in the coming weeks. Burger King owner Restaurant Brands International is slated to announce its fourth-quarter results on Tuesday, while Domino’s Pizza will post its earnings Feb. 23.

    ‘We just didn’t see that pop’

    In contrast to McDonald’s and Yum’s strong results, Chipotle Mexican Grill on Tuesday reported quarterly earnings and revenue that fell short of Wall Street’s estimates for the first time in more than five years. CEO Brian Niccol maintained that the burrito chain’s price hikes haven’t led to “meaningful resistance” from customers.

    Instead, Chipotle executives presented a laundry list of reasons why its performance disappointed: bad weather, the underperforming launch of Garlic Guajillo Steak, tough comparisons to the previous year’s brisket launch and seasonality.

    Customers order from a Chipotle restaurant at the King of Prussia Mall in King of Prussia, Pennsylvania.

    Mark Makela | Reuters

    “As we got around the holidays, we just didn’t see that pop, that momentum, that we normally see … frankly, we started the quarter soft, and we ended the quarter soft,” Chipotle Chief Financial Officer Jack Hartung said on the company’s conference call, comparing the decline in December to weaker retail sales at that time.

    Chipotle said that traffic turned positive in January. However, the chain is facing easy comparisons to a year earlier, when Omicron outbreaks forced Chipotle and other chains to shutter early or temporarily close locations. And Bank of America analyst Sara Senatore noted in a research note on Wednesday that January’s unseasonably warm weather has been supporting demand for the broader industry.

    Rival fast-casual chains haven’t reported their fourth-quarter earnings yet. Shake Shack is set to share its results on Feb. 16. However, in early January, it announced preliminary same-store sales growth that fell short of Wall Street’s estimates. Sweetgreen is slated to report its results on Feb. 23, while Portillo’s is scheduled for March 2.

    Casual-dining concerns

    A customer walks towards the entrance of a Brinker International Inc. Chili’s Grill & Bar restaurant in San Antonio, Texas.

    Callaghan O’Hare | Bloomberg | Getty Images

    At the start of the month, Brinker reported that Chili’s traffic fell 7.6% for the quarter ended Dec. 28. Brinker CEO Kevin Hochman, the former head of KFC’s U.S. business, told analysts on the company’s conference call that the decline was expected as it tries to shed less profitable transactions. Chili’s has hiked its prices and cut down on coupons as part of the strategy.

    More full-service restaurants are expected to report their results later this month. Outback Steakhouse owner Bloomin’ Brands is slated to make its announcement on Feb. 16.

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  • Bill Ackman doubts Fed can tame prices: ‘We’ll have to ultimately accept a higher level of inflation’

    Bill Ackman doubts Fed can tame prices: ‘We’ll have to ultimately accept a higher level of inflation’

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