The company started testing handhelds in the drive-thru. Moreover, mobile order transactions increased from 18 percent in Q2 to 24 percent, aided by app upgrades as well as increased messaging across marketing channels to drive awareness. sales volume flowed through drive-thru and mobile orders. In Q4, about 75 percent of Starbucks’ U.S. Starbucks said it cleared the way for development of new, more efficient retail store formats “that cater to the customers’ increasing desire for convenience.” Imagine Starbucks Pickup locations, drive-thru, stores without seating, and more. This went beyond unit retraction, however. Starbucks set in motion a plan to close 800 restaurants (500 U.S. ![]() Naturally, sales plunged in response, to the tune of negative 65–75 percent.īut Starbucks found a way to not only reengage and serve guests amid a changing climate, but to also take COVID learnings and catapult forward. In mid-March, the chain decided to close more than half of its corporate fleet and limit service to drive-thru and delivery at restaurants still open. Revenue growth was on pace to reach its best level Two-year comps tracked toward 12 percent-Starbucks highest number in more than three years. business delivered 8 percent same-store sales growth on transaction gains of 4 percent. Through the first 10 weeks of Q2, Starbucks’ U.S. The pandemic’s assault on early morning dayparts and habitual occasions disrupted a rapid start to the year. By the end of the year, McDonald’s expects more than 90 percent of its modernization projects to be completed.įew quick-serves rode the pandemic roller coaster like Starbucks. About $500 million of that will be used to modernize 1,200 U.S. Half of which will go toward the opening of 1,300 global venues. This year, it plans toįork up roughly $2.3 billion in capital. It invested $1.5 billion in capital expenditures to open nearly 1,000 restaurants across the globe and modernize 900 U.S. McDonald’s didn’t take its eye off the long-term, either. In fact, the company moved some 300 million additional cars through over the last year, CEO Chris Kempczinski said. Yet the real difference maker was the drive-thru, which improved by roughly 30 seconds in the past two years in major markets. Corporate and franchisees invested $1 billion in tech and digital initiatives. McDonald’s earned more than $10 billion in digital sales in 2020 across its top six markets-good for nearly 20 percent of systemwide business. And then the rebound kicked in.ĭomestic comps upped 4.6 percent in Q3 before jumping to 5.5 percent to close the year, giving McDonald’s a 0.4 percent rise for all of 2020-the chain’s sixth straight year of positive U.S. ![]() The following quarter, however, they declined 8.7 percent. In the U.S., a strong start was enough to get sales in the black at 0.1 percent. ![]() Comps declined 22 percent in the month and 3.4 percent in Q1. Global same-store sales surged north of 7 percent in February before mid-March kicked momentum sideways. The top-earner in fast food felt the COVID strain early, like everyone else.
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