Restaurant Brands International Inc. (NYSE: QSR)

$78.16 ▼ -0.07 (-0.09%)

As of May 12, 2026 12:12 PM

Sector: Consumer Cyclical Industry: Restaurants CIK: 0001618756

Market Cap 26.54 Bn

P/E 34.33

P/S 2.81

Div. Yield 0.04

ROIC (Qtr) 0.15

Total Debt (Qtr) 13.32 Bn

Revenue Growth (1y) (Qtr) 7.40

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About

Restaurant Brands International Inc. is one of the world’s largest quick service restaurant companies operating a portfolio of four iconic brands: Tim Hortons, Burger King, Popeyes and Firehouse Subs. The company franchises and operates thousands of restaurants across more than 120 countries and territories, delivering food and beverage offerings that span coffee, baked goods, hamburgers, chicken, and specialty sandwiches. Its core business centers on providing consistent quality, service and convenience to guests while supporting a predominantly...

Restaurant Brands International Inc. is one of the world’s largest quick service restaurant companies operating a portfolio of four iconic brands: Tim Hortons, Burger King, Popeyes and Firehouse Subs. The company franchises and operates thousands of restaurants across more than 120 countries and territories, delivering food and beverage offerings that span coffee, baked goods, hamburgers, chicken, and specialty sandwiches. Its core business centers on providing consistent quality, service and convenience to guests while supporting a predominantly franchised model.

Restaurant Brands International Inc. generates revenue primarily through franchise royalties, initial franchise fees, and rental income from properties leased to franchisees. It also earns sales from the small proportion of company‑owned restaurants, which serve as test sites and operational training locations. Additional income comes from advertising fund contributions paid by franchisees and from supply chain activities such as coffee roasting and product distribution for its Tim Hortons segment.

The company operates through the following six operating and reportable segments:

• Tim Hortons: Operations of our Tim Hortons brand in Canada and the U. S.

• Burger King: Operations of our Burger King brand in the U. S. and Canada, excluding results of Burger King restaurants acquired as part of the Carrols Acquisition.

• Popeyes Louisiana Kitchen: Operations of our Popeyes brand in the U. S. and Canada, including the Popeyes restaurants acquired as part of the Carrols Acquisition.

• Firehouse Subs: Operations of our Firehouse Subs brand in the U. S. and Canada.

• International: Operations of each of our brands outside the U. S. and Canada, excluding results of Popeyes China and Firehouse Subs Brazil restaurants.

• Restaurant Holdings: Operations of Burger King restaurants acquired as part of the Carrols Acquisition and the operations of PLK China and FHS Brazil restaurants.

Restaurant Brands International Inc. holds a leading position in the global quick service restaurant industry, ranking among the top chains by system‑wide sales and restaurant count. Its competitive advantages include a diversified brand portfolio that captures multiple dayparts, a highly franchised scale that reduces capital intensity, and strong operational support systems that promote consistency across markets. The company faces competition from established players such as McDonald’s, Yum! Brands and Restaurant Brands International’s peers, as well as from independent operators and emerging fast‑casual concepts.

Restaurant Brands International Inc. serves a broad base of individual consumers seeking quick, affordable meals and beverages. Its customers range from morning commuters and families to late‑night diners, encompassing diverse demographics across urban, suburban and rural locations in the markets where its brands operate.

Investment thesis

Bull case

Restaurant Brands’ consolidated comparable sales growth of 2.4% in 2025, coupled with a 5.3% system‑wide sales expansion, demonstrates that the portfolio’s core brands are still able to attract diners even in a high‑cost environment. The three largest businesses—Tim Hortons, International, and Burger King—each outperformed their industry peers, with Tim Hortons achieving 2.8% Canadian comps and International delivering double‑digit growth of 4.9%. These outliers underline the intrinsic strength of the company’s brand equity and the effectiveness of its franchise model, which provides a stable platform for organic growth as the company moves beyond the low‑point of 2025. A robust 8.3% organic AOI expansion further reinforces that the company’s profitability engine remains resilient, setting the stage for continued upside if cost pressures subside.
The expansion of Burger King China under the joint venture with CPE represents a hidden catalyst that management has only lightly highlighted. The $350 million primary capital injection and the goal to double the footprint to 2,500 units by 2030 provide a scalable growth vector that will start contributing to the International segment’s comparable sales in 2026. The fact that BK China’s royalty rates will begin below the 5% standard and then ramp up gives the company incremental margin upside over the medium term, while the local partner’s deep market knowledge accelerates customer acquisition and operational efficiencies. This strategic partnership also positions Burger King to capture the rapidly growing middle‑class consumer base in China, which is a structural shift that can drive long‑term sales momentum beyond temporary setbacks in the U.S. market.
Tim Hortons’ digital engagement metrics are a significant growth catalyst that management has under‑promoted. The loyalty program now accounts for 33% of Canadian sales and has a 50% spend lift among members, indicating a strong correlation between digital touchpoints and repeat visitation. The partnership with Canadian Tire further integrates loyalty ecosystems, potentially unlocking cross‑channel data and deepening customer relationships. Tim Hortons’ ability to sustain and expand its cold beverage mix, which grew 8.6% in 2025, is a structural trend that aligns with evolving consumer preferences for iced and specialty drinks. These digital and product innovations create a virtuous cycle of higher traffic and increased average ticket size, driving revenue growth beyond what traditional sales metrics suggest.
Firehouse Subs’ net restaurant growth of 7.7% in 2025 and franchisee profitability surpassing $100,000 per unit is an early indicator of a fast‑growing sub‑segment that can serve as a high‑margin growth engine. The inline build model offers a low capital intensity and short payback period, which improves unit economics and accelerates system expansion. Management’s focus on Canada, where Firehouse has already become one of the fastest‑growing QSRs, aligns with the broader strategic emphasis on higher‑margin, lower‑cost brands that can diversify the company’s revenue mix. As the company continues to capitalize on Firehouse’s growth trajectory, the overall portfolio will be better positioned to weather commodity shocks and competitive pressures in its core brands.
The company’s capital allocation discipline, evidenced by $1.1 billion in dividends and a projected increase in the 2026 target, signals confidence in cash flow generation and provides a buffer for strategic acquisitions or refinancing needs. The nearly $1.6 billion free cash flow generated in 2025, after $365 million in capex, illustrates a strong cash conversion cycle that can support ongoing asset modernization without compromising growth initiatives. The company’s use of swaps and hedges to secure a $138 million benefit also demonstrates prudent risk management that protects the earnings base. This cash‑rich stance enhances the company’s ability to seize opportunistic expansion or turnaround projects, positioning it well for long‑term value creation.

Restaurant Brands’ consolidated comparable sales growth of 2.4% in 2025, coupled with a 5.3% system‑wide sales expansion, demonstrates that the portfolio’s core brands are still able to attract diners even in a high‑cost environment. The three largest businesses—Tim Hortons, International, and Burger King—each outperformed their industry peers, with Tim Hortons achieving 2.8% Canadian comps and International delivering double‑digit growth of 4.9%. These outliers underline the intrinsic strength of the company’s brand equity and the effectiveness of its franchise model, which provides a stable platform for organic growth as the company moves beyond the low‑point of 2025. A robust 8.3% organic AOI expansion further reinforces that the company’s profitability engine remains resilient, setting the stage for continued upside if cost pressures subside.
The expansion of Burger King China under the joint venture with CPE represents a hidden catalyst that management has only lightly highlighted. The $350 million primary capital injection and the goal to double the footprint to 2,500 units by 2030 provide a scalable growth vector that will start contributing to the International segment’s comparable sales in 2026. The fact that BK China’s royalty rates will begin below the 5% standard and then ramp up gives the company incremental margin upside over the medium term, while the local partner’s deep market knowledge accelerates customer acquisition and operational efficiencies. This strategic partnership also positions Burger King to capture the rapidly growing middle‑class consumer base in China, which is a structural shift that can drive long‑term sales momentum beyond temporary setbacks in the U.S. market.
Tim Hortons’ digital engagement metrics are a significant growth catalyst that management has under‑promoted. The loyalty program now accounts for 33% of Canadian sales and has a 50% spend lift among members, indicating a strong correlation between digital touchpoints and repeat visitation. The partnership with Canadian Tire further integrates loyalty ecosystems, potentially unlocking cross‑channel data and deepening customer relationships. Tim Hortons’ ability to sustain and expand its cold beverage mix, which grew 8.6% in 2025, is a structural trend that aligns with evolving consumer preferences for iced and specialty drinks. These digital and product innovations create a virtuous cycle of higher traffic and increased average ticket size, driving revenue growth beyond what traditional sales metrics suggest.
Firehouse Subs’ net restaurant growth of 7.7% in 2025 and franchisee profitability surpassing $100,000 per unit is an early indicator of a fast‑growing sub‑segment that can serve as a high‑margin growth engine. The inline build model offers a low capital intensity and short payback period, which improves unit economics and accelerates system expansion. Management’s focus on Canada, where Firehouse has already become one of the fastest‑growing QSRs, aligns with the broader strategic emphasis on higher‑margin, lower‑cost brands that can diversify the company’s revenue mix. As the company continues to capitalize on Firehouse’s growth trajectory, the overall portfolio will be better positioned to weather commodity shocks and competitive pressures in its core brands.
The company’s capital allocation discipline, evidenced by $1.1 billion in dividends and a projected increase in the 2026 target, signals confidence in cash flow generation and provides a buffer for strategic acquisitions or refinancing needs. The nearly $1.6 billion free cash flow generated in 2025, after $365 million in capex, illustrates a strong cash conversion cycle that can support ongoing asset modernization without compromising growth initiatives. The company’s use of swaps and hedges to secure a $138 million benefit also demonstrates prudent risk management that protects the earnings base. This cash‑rich stance enhances the company’s ability to seize opportunistic expansion or turnaround projects, positioning it well for long‑term value creation.

Bear case

Burger King US franchisee profitability has declined to $185,000 from $205,000 due primarily to a 20% jump in beef costs, illustrating the vulnerability of the company’s core brand to commodity spikes. The company’s commentary acknowledges this as a “step back,” yet the narrative remains muted, suggesting an underestimation of the risk that prolonged high input costs could erode margin sustainability. The delayed modernization timeline, now extending beyond 2028, signals that the company is unable to keep pace with the competitive pressure for modernized assets, potentially leading to higher capital expenditures and lower traffic in the future. These factors collectively threaten the long‑term profitability of the Burger King US segment.
Popeyes’ same‑store sales declined 3.2% for the year, and franchisee profitability fell to approximately $235,000, indicating a persistent operational issue that has not been fully resolved. Management’s response—changing leadership and focusing on operational consistency—does not address the underlying menu and brand relevance challenges that caused the sales slump. The fact that Popeyes remains the laggard in the portfolio suggests that the company may need to allocate significant resources to a turnaround, which could divert capital away from higher‑margin growth opportunities. The risk of extended underperformance threatens to drag down the consolidated results and shareholder value.
The company’s refranchising of Burger King US restaurants ahead of schedule, while ostensibly a positive development, also signals potential asset depreciation and loss of control over key locations. By transferring ownership to franchisees, Restaurant Brands relinquishes the ability to dictate standards and may face quality control issues that could erode brand equity. Additionally, refranchising creates a short‑term cash outflow and increases the complexity of franchisee management, potentially reducing the company’s flexibility to respond to market changes and limiting future expansion options.
The International segment’s strong comparable sales growth, while impressive, is partially offset by the exclusion of Burger King China from the company’s consolidated results following the joint venture. This exclusion masks the true profitability impact of the Chinese market and introduces uncertainty around future royalty contributions. The gradual ramp‑up of royalty rates, starting below 5%, could create unpredictable cash flow once the rates climb, making it difficult to forecast earnings. The company’s reliance on a joint venture partner for a key growth market introduces governance and revenue‑sharing risks that could materialize if the partnership falters.
Tim Hortons’ Canadian comparable sales growth of 2.8% fell short of the 3.8% forecast, raising questions about the company’s ability to sustain momentum in its largest revenue‑generating brand. The company’s commentary on coffee price inflation and tariffs indicates ongoing cost pressures that could compress margins. Moreover, the company’s heavy focus on digital loyalty and cold beverages may distract from core menu performance, risking a dilution of brand identity and potential cannibalization of higher‑margin items. If the Canadian market continues to underperform, it could weigh heavily on the overall profitability profile.

Burger King US franchisee profitability has declined to $185,000 from $205,000 due primarily to a 20% jump in beef costs, illustrating the vulnerability of the company’s core brand to commodity spikes. The company’s commentary acknowledges this as a “step back,” yet the narrative remains muted, suggesting an underestimation of the risk that prolonged high input costs could erode margin sustainability. The delayed modernization timeline, now extending beyond 2028, signals that the company is unable to keep pace with the competitive pressure for modernized assets, potentially leading to higher capital expenditures and lower traffic in the future. These factors collectively threaten the long‑term profitability of the Burger King US segment.
Popeyes’ same‑store sales declined 3.2% for the year, and franchisee profitability fell to approximately $235,000, indicating a persistent operational issue that has not been fully resolved. Management’s response—changing leadership and focusing on operational consistency—does not address the underlying menu and brand relevance challenges that caused the sales slump. The fact that Popeyes remains the laggard in the portfolio suggests that the company may need to allocate significant resources to a turnaround, which could divert capital away from higher‑margin growth opportunities. The risk of extended underperformance threatens to drag down the consolidated results and shareholder value.
The company’s refranchising of Burger King US restaurants ahead of schedule, while ostensibly a positive development, also signals potential asset depreciation and loss of control over key locations. By transferring ownership to franchisees, Restaurant Brands relinquishes the ability to dictate standards and may face quality control issues that could erode brand equity. Additionally, refranchising creates a short‑term cash outflow and increases the complexity of franchisee management, potentially reducing the company’s flexibility to respond to market changes and limiting future expansion options.
The International segment’s strong comparable sales growth, while impressive, is partially offset by the exclusion of Burger King China from the company’s consolidated results following the joint venture. This exclusion masks the true profitability impact of the Chinese market and introduces uncertainty around future royalty contributions. The gradual ramp‑up of royalty rates, starting below 5%, could create unpredictable cash flow once the rates climb, making it difficult to forecast earnings. The company’s reliance on a joint venture partner for a key growth market introduces governance and revenue‑sharing risks that could materialize if the partnership falters.
Tim Hortons’ Canadian comparable sales growth of 2.8% fell short of the 3.8% forecast, raising questions about the company’s ability to sustain momentum in its largest revenue‑generating brand. The company’s commentary on coffee price inflation and tariffs indicates ongoing cost pressures that could compress margins. Moreover, the company’s heavy focus on digital loyalty and cold beverages may distract from core menu performance, risking a dilution of brand identity and potential cannibalization of higher‑margin items. If the Canadian market continues to underperform, it could weigh heavily on the overall profitability profile.

Segments Breakdown of Revenue (2025)

Peer comparison

Companies in the Restaurants

S.No.	Ticker	Company	Market Cap	P/E	P/S	Total Debt (Qtr)
1	SBUX	Starbucks Corp	119.94 Bn	80.40	3.12	15.08 Bn
2	CMG	Chipotle Mexican Grill Inc	45.25 Bn	29.42	3.79	-
3	YUM	Yum Brands Inc	44.58 Bn	28.58	5.43	11.91 Bn
4	QSR	Restaurant Brands International Inc.	26.54 Bn	34.33	2.81	13.32 Bn
5	DRI	Darden Restaurants Inc	23.18 Bn	20.92	1.82	0.29 Bn
6	YUMC	Yum China Holdings, Inc.	17.88 Bn	19.23	1.52	0.03 Bn
7	DPZ	Dominos Pizza Inc	11.42 Bn	19.43	2.29	4.88 Bn
8	CAVA	Cava Group, Inc.	10.81 Bn	169.65	9.16	-

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