Posted on Restaurant News | July 27, 2015
Written by Jonathan Maze
Same-store sales increased 6.7 percent atin the second quarter in the chain’s best quarterly performance in nearly a decade, parent company Restaurant Brands International said on Monday.
Those results include 7.9 percent same-store sales growth in the U.S. and Canada, best for the brand in nine years, RBI CEO Daniel Schwartz said on the company’s earnings call Monday.
He said that the sales strength comes from a four-pillar plan involving improvements in the company’s menu, marketing, operations and reimaging. “We’re seeing strength across multiple dayparts,” Schwartz said. “We really attribute this to our four-pillars plan, and driving consistent execution on that plan.”
Sales in the second quarter ended June 30 were strong at both concepts owned by Oakville, Ontario-based Restaurant Brands International.global same-store sales rose 5.5 percent in the second quarter, including 5.4 percent in its home Canadian market and 7 percent in the U.S.
Total revenues in the quarter fell 9 percent to $1.04 billion from $1.06 billion in the same period a year ago — before 3G Capital, the owner of RBI, engineered a merger of the two chains, Tim Hortons and Burger King, in December 2014.
Net income fell nearly 70 percent to $9.6 million, or 5 cents per share, from $31.3 million or 15 cents a year ago. On an adjusted basis, profits rose 27 percent to $143 million from $112 million.
Burger King’s sales continue to build on the chain’s momentum. Same-store sales have risen for nine quarters as the company has taken some market share in the U.S. It has also expanded aggressively in international markets. Burger King has 14,528 restaurants worldwide after adding 141 locations in the period, all but 11 in international markets.
The chain has used a menu strategy of “fewer, more impactful products,” Schwartz said, which has helped improve sales even while avoiding operational complexity that has been dogging the company’s primary competitor, McDonald’s Corp. For instance, the company’s A1 Hearty Mozzarella Bacon Cheeseburger has “only one new item added to the kitchens,” Schwartz said.
The lack of operational complexity is helping operators make products faster. “To the extent that we’ve improved on a number of products — simple, high-selling, profitable products — that translates to better speed,” Schwartz said.
But he added that the company could improve that speed and is working toward that end. “There is an opportunity to improve speed and give customers a better drive-thru experience,” Schwartz said. “There will be a whole lot to come for many years on that front.”
By focusing on those simple items, and increasing sales in the process, Burger King has made things more profitable for operators. Though executives wouldn’t provide specifics on how profitable franchisees have been, they did say that those profits are at historic levels.
“This has been the strongest cash flow quarter in many, many years,” Schwartz said. “Franchisees are making stronger returns, they have better cash flow than ever before.”
That, he said, has an impact on the brand as a whole. The company has been reimaging more restaurants — 40 percent of the brand’s U.S. locations have been reimaged, the company said. Reimaged stores generate higher sales.
“The more profitability restaurants can generate, the more they can reinvest, the more they can reimage,” Schwartz said. “That continues our positive momentum, of delivering a great guest experience.”