The US market performed more strongly than McDonald’s global markets, and has even showed signs of improving year over year in July, after the quarter ended. Customer satisfaction reached “new highs” in the United States, and McDonald’s also saw strong, “significant” improvements in customer satisfaction globally.
Drive-thru has helped, especially in the United States where 95% of restaurants offer drive-thru (compared to 75% of global restaurants). Ninety percent of US sales were drive-thru. McDonald’s also reopened 2,000 US restaurant dining rooms before pausing its efforts as the US health situation worsened.
As McDonald’s eyes recovery, it will make changes that reflect consumer behavior shifts during the pandemic. Delivery sales are still extremely small in the United States, but it will be an area of focus moving forward along with drive-thru.
Breakfast, already a weak time of day for McDonald’s, has been disproportionately affected by changing commuting patterns. Weekends also perform worse than weekdays. And average check size increased by 30% as people place larger orders for their entire family, for example.
As McDonald’s prepares for a potentially extended pandemic, it will continue to adapt to these patterns. Two key points about the McDonald’s brand stand out, Kempczinski said. One, it can message about its affordability and value. Second, McDonald’s is known for its operational efficiency and strong supply chain, both of which came into play since the pandemic. It had 50 new safety changes in recent months and surfed above the supply chain disruptions that affected many other large companies and consumers who couldn’t find everything from masks to meat.