Mcdonalds (MCD) stock price is $276.42, down 0.60% on the day, as of Nov 6, 2026. It has a market cap of $195.98Bn and a P/E ratio of 22.30, and is classified in the Quick-Service Restaurants industry (Consumer Discretionary sector).
Enterprise Value
Margins
P/FCF
Key Stats
Market Cap195.98 Bn
P/E22.30
FCF (Yr)6.83 Bn
ROA (Yr)14.93
EV to EBIT14.90
Net Income (Yr)8.56 Bn
Enterprise Value190.80 Bn
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About
McDonald's franchises and owns and operates restaurants that serve a locally relevant menu of food and beverages in over 100 countries. The company operates as a global quick service restaurant chain with a strong franchising model that generates the majority of its revenue from franchise fees while also operating a smaller number of company owned locations. The company continues to innovate its menu while maintaining core items that have become iconic worldwide. Its…
McDonald's franchises and owns and operates restaurants that serve a locally relevant menu of food and beverages in over 100 countries. The company operates as a global quick service restaurant chain with a strong franchising model that generates the majority of its revenue from franchise fees while also operating a smaller number of company owned locations. The company continues to innovate its menu while maintaining core items that have become iconic worldwide. Its operating model emphasizes consistency, speed, and value for customers.
McDonald's generates revenue from two primary sources. First it collects rent royalties and initial fees from franchised restaurants operated under conventional franchise developmental license or affiliate arrangements. Second it records sales from company owned restaurants. Additionally the company earns other revenue from fees paid by franchisees for technology and digital platforms and from brand licensing agreements that allow the use of the McDonald's name on consumer packaged goods. Franchised revenue depends largely on the sales performance of franchisees, which in turn drives the company's cash flow and profitability.
The company operates through the following segments: United States, International Operated Markets, and International Developmental Licensed Markets & Corporate.
United States: This segment includes the company's operations in the United States encompassing both franchised and company owned restaurants and generating revenue from rent royalties and sales at company owned locations.
International Operated Markets: This segment covers markets where McDonald's directly operates restaurants often under a mix of franchise and company owned models contributing revenue from similar sources outside the United States.
International Developmental Licensed Markets & Corporate: This segment aggregates results from over seventy five countries where developmental license or affiliate arrangements predominate includes corporate activities and earns royalties and fees from those arrangements.
McDonald's holds a leading position in the global quick service restaurant industry competing with brands such as Burger King, Wendy's, and Yum! Brands, which operates Taco Bell, KFC, and Pizza Hut. The company's competitive advantages stem from its scale, its iconic brand, its extensive real estate holdings, and its proven franchising system that delivers consistent quality and value across diverse markets. Its size allows it to benefit from economies of scale in procurement and logistics, while its brand recognition supports pricing power and customer loyalty worldwide.
McDonald's serves individual consumers, families, and individuals seeking convenient affordable meals worldwide. Its customer base includes people of all ages who visit its restaurants for breakfast, lunch, dinner, and snacks. The company also attracts customers through digital promotions, loyalty programs, and limited time menu items that appeal to diverse tastes and preferences.
Sector:Consumer DiscretionarySector rationaleMcDonald's operates as a global quick service restaurant chain, which falls directly under the Quick-Service Restaurants industry within Consumer Discretionary. Its revenue is derived from sales at company-owned restaurants and franchise fees/royalties from operators selling non-essential food and beverages to consumers.Industry:Quick-Service RestaurantsQuick-Service RestaurantsPrimaryMcDonald's operates as a global quick service restaurant chain, serving a menu of food and beverages to individual consumers. Its revenue is primarily generated from franchise fees, rent royalties, and sales from company-owned restaurant locations.Classified using BQ-MICSCIK: 0000063908
Bull & bear
Investment Thesis
▲ Bull case
The rollout of the new beverage platform across the United States Germany and Canada represents a hidden catalyst that could meaningfully lift both traffic and margin profile. Management noted that the soft launch results were encouraging and that they plan to introduce additional flavors and Red Bull infused energy drinks later in the year. Beverages historically carry higher gross margins than food items and tend to increase average check size when paired with core menu offerings. By leveraging the existing McCafe infrastructure and coupling the launch with digital activation in the McDonalds app the company is positioned to capture incremental spend from both existing and new customers without requiring substantial new capital investment. This initiative builds on successful tests in Australia and signals a scalable model that can be replicated in other markets as consumer preferences shift toward premiumizable drink options. The combination of a strong value foundation with a differentiated beverage suite creates a self reinforcing loop where value drives trial and beverages drive profitability.
The upcoming FIFA partnership set to launch in June offers a structurally advantageous marketing catalyst because the tournament will be hosted in North America for the first time in the companies modern sponsorship history. CEO Chris Kempczinski highlighted that the U.S. Canadian and Arcos Dorados teams have an exciting marketing calendar aligned to the event which could drive both in restaurant traffic and digital engagement. Prior World Cup activations have been shown to increase loyalty program adoption and purchase frequency especially when tied to localized experiences and collectible merchandise. Given the current emphasis on value and affordability the FIFA campaign can be layered on top of the McValue platform to attract budget conscious consumers while simultaneously promoting higher margin limited time offers. The geographic concentration of the tournament in major metropolitan areas amplifies the potential for same store sales gains in the United States and Canada. This event therefore represents a near term tailwind that management did not emphasize heavily in the prepared remarks but which aligns with their proven ability to scale culturally relevant intellectual property globally.
China remains a multi year structural growth engine with the company targeting ten thousand stores in mainland China by the end of 2028 up from roughly seventy seven hundred at the end of 2025. The news highlights that McDonalds is winning over Chinese consumers through a blend of value offerings such as the one plus one combo priced at as little as fourteen yuan and nostalgia driven products like the revived strawberry and vanilla milkshakes that went viral during prior limited releases. The chain benefits from being perceived as delivering international quality standards while still competing on price against rapidly improving local rivals. Approximately half of all new store openings globally last year occurred in mainland China underscoring the regions outsized contribution to unit growth. The developmental licensed model which places majority ownership with local partners reduces capital exposure while allowing McDonalds to leverage its brand and supply chain expertise. This combination of scale local relevance and asset light expansion provides a durable runway for earnings per share acceleration well beyond the near term.
Beef price inflation is creating a structural shift in protein preference that McDonalds is positioned to exploit through an intensified focus on the chicken category. Management acknowledged that chicken is growing twice as fast as beef globally and that the company has already gained meaningful share in chicken over the last few years. When beef prices rise to historic levels consumers naturally trade down to chicken for better value a dynamic that McDonalds can capture by promoting chicken centric limited time offers and value meals. The company noted that it plans to compete more aggressively for chicken seeking diners signaling a deliberate allocation of marketing and innovation resources toward this higher growth protein. Because chicken typically carries a lower cost base than beef the shift can improve overall food cost margins while simultaneously driving traffic. This strategic pivot aligns with the broader industry trend and offers a hedge against prolonged beef cost volatility while reinforcing the perception of McDonalds as a value oriented menu innovator.
The evolution of the McValue platform into McValue 2.0 which includes an everyday affordable price menu with items under three dollars and a four dollar breakfast meal deal establishes a more granular value architecture that can sustain traffic growth across multiple dayparts. Earlier remarks indicated that the company believes having both a meal deal component and entry level price points is essential to capture both occasional treat seekers and budget constrained consumers. Early indicators since the mid April launch were described as being in line with expectations suggesting that the program is resonating without cannibalizing higher margin offerings. By providing clear consistent price points the platform reduces consumer decision friction and reinforces McDonalds reputation as a reliable affordable option in an inflationary environment. This value led approach not only defends market share among low income segments but also creates a foundation for trade up opportunities when customers respond to limited time promotions or beverage upgrades. The durability of this value framework is a key differentiator that competitors lacking similar scale and execution discipline may struggle to replicate.
The rollout of the new beverage platform across the United States Germany and Canada represents a hidden catalyst that could meaningfully lift both traffic and margin profile. Management noted that the soft launch results were encouraging and that they plan to introduce additional flavors and Red Bull infused energy drinks later in the year. Beverages historically carry higher gross margins than food items and tend to increase average check size when paired with core menu offerings. By leveraging the existing McCafe infrastructure and coupling the launch with digital activation in the McDonalds app the company is positioned to capture incremental spend from both existing and new customers without requiring substantial new capital investment. This initiative builds on successful tests in Australia and signals a scalable model that can be replicated in other markets as consumer preferences shift toward premiumizable drink options. The combination of a strong value foundation with a differentiated beverage suite creates a self reinforcing loop where value drives trial and beverages drive profitability.
The upcoming FIFA partnership set to launch in June offers a structurally advantageous marketing catalyst because the tournament will be hosted in North America for the first time in the companies modern sponsorship history. CEO Chris Kempczinski highlighted that the U.S. Canadian and Arcos Dorados teams have an exciting marketing calendar aligned to the event which could drive both in restaurant traffic and digital engagement. Prior World Cup activations have been shown to increase loyalty program adoption and purchase frequency especially when tied to localized experiences and collectible merchandise. Given the current emphasis on value and affordability the FIFA campaign can be layered on top of the McValue platform to attract budget conscious consumers while simultaneously promoting higher margin limited time offers. The geographic concentration of the tournament in major metropolitan areas amplifies the potential for same store sales gains in the United States and Canada. This event therefore represents a near term tailwind that management did not emphasize heavily in the prepared remarks but which aligns with their proven ability to scale culturally relevant intellectual property globally.
China remains a multi year structural growth engine with the company targeting ten thousand stores in mainland China by the end of 2028 up from roughly seventy seven hundred at the end of 2025. The news highlights that McDonalds is winning over Chinese consumers through a blend of value offerings such as the one plus one combo priced at as little as fourteen yuan and nostalgia driven products like the revived strawberry and vanilla milkshakes that went viral during prior limited releases. The chain benefits from being perceived as delivering international quality standards while still competing on price against rapidly improving local rivals. Approximately half of all new store openings globally last year occurred in mainland China underscoring the regions outsized contribution to unit growth. The developmental licensed model which places majority ownership with local partners reduces capital exposure while allowing McDonalds to leverage its brand and supply chain expertise. This combination of scale local relevance and asset light expansion provides a durable runway for earnings per share acceleration well beyond the near term.
Beef price inflation is creating a structural shift in protein preference that McDonalds is positioned to exploit through an intensified focus on the chicken category. Management acknowledged that chicken is growing twice as fast as beef globally and that the company has already gained meaningful share in chicken over the last few years. When beef prices rise to historic levels consumers naturally trade down to chicken for better value a dynamic that McDonalds can capture by promoting chicken centric limited time offers and value meals. The company noted that it plans to compete more aggressively for chicken seeking diners signaling a deliberate allocation of marketing and innovation resources toward this higher growth protein. Because chicken typically carries a lower cost base than beef the shift can improve overall food cost margins while simultaneously driving traffic. This strategic pivot aligns with the broader industry trend and offers a hedge against prolonged beef cost volatility while reinforcing the perception of McDonalds as a value oriented menu innovator.
The evolution of the McValue platform into McValue 2.0 which includes an everyday affordable price menu with items under three dollars and a four dollar breakfast meal deal establishes a more granular value architecture that can sustain traffic growth across multiple dayparts. Earlier remarks indicated that the company believes having both a meal deal component and entry level price points is essential to capture both occasional treat seekers and budget constrained consumers. Early indicators since the mid April launch were described as being in line with expectations suggesting that the program is resonating without cannibalizing higher margin offerings. By providing clear consistent price points the platform reduces consumer decision friction and reinforces McDonalds reputation as a reliable affordable option in an inflationary environment. This value led approach not only defends market share among low income segments but also creates a foundation for trade up opportunities when customers respond to limited time promotions or beverage upgrades. The durability of this value framework is a key differentiator that competitors lacking similar scale and execution discipline may struggle to replicate.
U.S. company operated margins remain a point of concern with operating income from these locations down twenty five% year over year to fifty nine million dollars signaling underlying cost structure challenges that may not be fully resolved by value initiatives alone. Ian Borden noted that the company is actively addressing opportunities to improve performance and revisiting the optimal franchisee versus company owned balance but offered no concrete timeline for when margins would return to acceptable levels. The persistence of this issue despite comparable sales growth of three point nine% in the U.S. suggests that cost pressures particularly in labor and occupancy are outpacing the ability to pass through price increases without sacrificing volume. If franchisee level profitability continues to be strained by inflation in food paper and energy inputs the company may face increasing pressure to subsidize or refranchise locations which could entail one time charges and execution risk. This margin weakness casts a shadow over the overall operating leverage story and implies that the benefits of scale may be partially eroded by operational inefficiencies in the company owned segment.
Low income consumer pressure stemming from elevated gas prices and a challenging macro environment poses a persistent threat to sustainable traffic growth even as McDonalds leans on value to attract budget conscious diners. Christopher Kempczinski explicitly stated that higher gas prices are disproportionately impacting low income consumers and that the environment is not improving and may be getting slightly worse. While the company has refreshed its value platform with under three dollar items and a four dollar breakfast meal deal the effectiveness of these offers depends on the ability of consumers to absorb fuel and other essential costs before allocating discretionary spending to fast food. The CFO highlighted margin pressure at U.S. franchisees from inflation across food paper and energy inputs as well as higher operating costs that cannot be fully offset through pricing which suggests that the value proposition may be compressed at the unit level. If low income consumers continue to trade down to even cheaper alternatives or reduce away from home food consumption the same store sales growth could stall despite successful promotional execution. This dynamic reveals a vulnerability to exogenous macro factors that are largely outside managements control.
The lapping of the exceptionally strong Minecraft movie promotion from the prior year creates a near term headwind that could obscure the underlying momentum of the business and lead to disappointing comparable sales trends in the second quarter. Ian Borden acknowledged that April comp sales were slightly negative in both the International Operated Markets and U.S. segments due to the difficult comparison and that he expects a meaningful deceleration from the first quarter three point nine% growth in those segments. Although management expressed confidence that the underlying momentum driven by value affordability and menu innovation remains intact the market may interpret the sequential slowdown as a sign of weakening demand. The reliance on periodic intellectual property tied promotions to drive sales introduces volatility into the quarterly results making it harder for investors to assess the true organic growth trajectory. Should the company fail to replace the promotional lift with equally compelling initiatives the comparable sales growth could revert to levels closer to the low single digit range raising concerns about the durability of the current growth phase.
France continues to underperform relative to other major International Operated Markets highlighting an execution risk in a key European market that management has acknowledged but not fully resolved. The transcript noted that France was the one exception where the company did not have as strong a program on both dimensions of value and affordability and that a new value platform had just been launched the week prior to the call. This admission suggests that prior efforts in France lacked the discipline needed to maintain a competitive edge in a market where consumers are highly sensitive to price and experience. The need to revisit the value offering indicates that the company may be reacting to deteriorating trends rather than proactively shaping them. If the newly launched platform fails to generate the expected improvement in guest counts and average check France could remain a drag on the International Operated Markets segment dragging down overall comparable sales growth and potentially requiring additional investment or restructuring efforts. This country specific weakness underscores the challenges of replicating the three for three formula across diverse cultural and competitive landscapes.
Beef price volatility and the associated consumer shift toward chicken may pressure the margin mix if the company’s chicken focused initiatives carry lower profitability than its traditional beef limited time offers. While Kempczinski acknowledged that chicken becomes a more attractive value opportunity when beef prices are elevated he did not provide detail on the gross margin differential between chicken and beef products at McDonalds. Historically chicken items such as sandwiches and tenders have tended to carry lower average check prices and may be associated with higher promotional intensity to drive trial. If the company increases its reliance on chicken centric value meals to capture traffic the overall food cost margin could be compressed despite the benefit of lower raw material costs for chicken. Furthermore the chicken category is becoming increasingly competitive as other quick service chains expand their own poultry offerings potentially limiting McDonalds ability to gain share without sacrificing margin. This creates a scenario where the company could be trading off margin for volume in response to external commodity price movements.
U.S. company operated margins remain a point of concern with operating income from these locations down twenty five% year over year to fifty nine million dollars signaling underlying cost structure challenges that may not be fully resolved by value initiatives alone. Ian Borden noted that the company is actively addressing opportunities to improve performance and revisiting the optimal franchisee versus company owned balance but offered no concrete timeline for when margins would return to acceptable levels. The persistence of this issue despite comparable sales growth of three point nine% in the U.S. suggests that cost pressures particularly in labor and occupancy are outpacing the ability to pass through price increases without sacrificing volume. If franchisee level profitability continues to be strained by inflation in food paper and energy inputs the company may face increasing pressure to subsidize or refranchise locations which could entail one time charges and execution risk. This margin weakness casts a shadow over the overall operating leverage story and implies that the benefits of scale may be partially eroded by operational inefficiencies in the company owned segment.
Low income consumer pressure stemming from elevated gas prices and a challenging macro environment poses a persistent threat to sustainable traffic growth even as McDonalds leans on value to attract budget conscious diners. Christopher Kempczinski explicitly stated that higher gas prices are disproportionately impacting low income consumers and that the environment is not improving and may be getting slightly worse. While the company has refreshed its value platform with under three dollar items and a four dollar breakfast meal deal the effectiveness of these offers depends on the ability of consumers to absorb fuel and other essential costs before allocating discretionary spending to fast food. The CFO highlighted margin pressure at U.S. franchisees from inflation across food paper and energy inputs as well as higher operating costs that cannot be fully offset through pricing which suggests that the value proposition may be compressed at the unit level. If low income consumers continue to trade down to even cheaper alternatives or reduce away from home food consumption the same store sales growth could stall despite successful promotional execution. This dynamic reveals a vulnerability to exogenous macro factors that are largely outside managements control.
The lapping of the exceptionally strong Minecraft movie promotion from the prior year creates a near term headwind that could obscure the underlying momentum of the business and lead to disappointing comparable sales trends in the second quarter. Ian Borden acknowledged that April comp sales were slightly negative in both the International Operated Markets and U.S. segments due to the difficult comparison and that he expects a meaningful deceleration from the first quarter three point nine% growth in those segments. Although management expressed confidence that the underlying momentum driven by value affordability and menu innovation remains intact the market may interpret the sequential slowdown as a sign of weakening demand. The reliance on periodic intellectual property tied promotions to drive sales introduces volatility into the quarterly results making it harder for investors to assess the true organic growth trajectory. Should the company fail to replace the promotional lift with equally compelling initiatives the comparable sales growth could revert to levels closer to the low single digit range raising concerns about the durability of the current growth phase.
France continues to underperform relative to other major International Operated Markets highlighting an execution risk in a key European market that management has acknowledged but not fully resolved. The transcript noted that France was the one exception where the company did not have as strong a program on both dimensions of value and affordability and that a new value platform had just been launched the week prior to the call. This admission suggests that prior efforts in France lacked the discipline needed to maintain a competitive edge in a market where consumers are highly sensitive to price and experience. The need to revisit the value offering indicates that the company may be reacting to deteriorating trends rather than proactively shaping them. If the newly launched platform fails to generate the expected improvement in guest counts and average check France could remain a drag on the International Operated Markets segment dragging down overall comparable sales growth and potentially requiring additional investment or restructuring efforts. This country specific weakness underscores the challenges of replicating the three for three formula across diverse cultural and competitive landscapes.
Beef price volatility and the associated consumer shift toward chicken may pressure the margin mix if the company’s chicken focused initiatives carry lower profitability than its traditional beef limited time offers. While Kempczinski acknowledged that chicken becomes a more attractive value opportunity when beef prices are elevated he did not provide detail on the gross margin differential between chicken and beef products at McDonalds. Historically chicken items such as sandwiches and tenders have tended to carry lower average check prices and may be associated with higher promotional intensity to drive trial. If the company increases its reliance on chicken centric value meals to capture traffic the overall food cost margin could be compressed despite the benefit of lower raw material costs for chicken. Furthermore the chicken category is becoming increasingly competitive as other quick service chains expand their own poultry offerings potentially limiting McDonalds ability to gain share without sacrificing margin. This creates a scenario where the company could be trading off margin for volume in response to external commodity price movements.