McDonald’s Rides Momentum Thanks to Value, Marketing, and Menu Innovation

McDonald’s entered 2026 with a clear message that amid a challenging environment, disciplined execution—not sweeping reinvention—is what wins. In the U.S., that philosophy is showing up across value, marketing, and menu innovation.

In the first quarter, U.S. same-store sales rose 3.9 percent, with the brand maintaining market share and outperforming many of its closest competitors. The results come at a time when much of the quick-service industry is navigating soft traffic trends, particularly among lower-income consumers, and heightened competition across core categories like chicken and beverages.

“This quarter reinforces something important in a challenged environment. We believe McDonald’s can still do what very few brands can. We can lead on value. We can show up in culture in ways that matter, and we can keep bringing customers menu news that gives them more reasons to choose us,” CEO Chris Kempczinski said during the chain’s Q1 earnings call. “That’s what this system delivered in the first quarter, and it’s why I feel very good about where McDonald’s is headed.”

Value strategy

Value continues to be a major part of the strategy. For McDonald’s, affordability has long been a foundational pillar, but the current environment has elevated its importance. Consumers, especially those in lower-income brackets, continue to feel pressure from inflation and rising costs in everyday expenses like gas and groceries. That reality has made value not just a competitive advantage, but a necessity.

The company recently introduced an everyday affordable price menu featuring items under $3, alongside a $4 breakfast meal deal and existing $5 and $6 offerings for the rest of the day. The goal is to provide clear, consistent price points across all dayparts, giving customers flexibility depending on their budget.

This two-pronged strategy—entry-level pricing and bundled value—has been tested internationally for years, and McDonald’s is now applying those learnings more aggressively in the U.S. Early results suggest it’s resonating.

Kempczinski said the brand has accomplished its goal of growing share with low-income consumers and improving value and affordability scores since its launch of Extra Value Meals (EVM) in September.

Financial support to franchisees tied to the EVM program is now expected to come in below the initial estimate of approximately $35 million, as the initiative continues to generate positive momentum, according to CFO Ian Borden.

Alongside the McValue platform and full-margin promotions, EVMs are helping drive incremental traffic and sales. While direct financial support concluded at the end of March, EVMs remain a core component of the menu. Borden said the meals continue to offer customers a compelling and consistent value proposition compared to à la carte pricing on key McDonald’s menu items.

“When value is clear, consistent, and supported by strong marketing and menu execution, it moves the business,” Kempczinski said.

Marketing efforts

McDonald’s is pairing value with culturally relevant marketing that connects with a wide range of customers. A collaboration with “The Super Mario Galaxy Movie” tied to a Happy Meal promotion helped create a family-focused occasion around the brand. More recently, McDonald’s partnered with Netflix on its “K-pop Demon Hunters” campaign, aimed at a more digitally native customer and supported by daypart-specific offerings and activation through the brand’s app.

In the U.S., the promotion performed in line with expectations despite a difficult comparison to last year’s highly successful “Minecraft” movie tie-in.

As with other culturally driven campaigns, the company is now expanding the “K-pop Demon Hunters” initiative globally.

Menu innovation

Menu innovation is equally critical. McDonald’s is focusing its efforts on categories where it sees long-term growth potential, with beverages emerging as a key area of opportunity.

In the U.S., the company recently launched a new drink platform under its McCafé brand, featuring refreshers and crafted sodas. There are plans to expand into Red Bull-infused energy drinks later in the year. Results from the soft launch have been encouraging thus far, confirming McDonald’s belief that beverages can serve as a traffic driver and margin enhancer.

“Yes, it’s early days, but you get a sense sometimes of these things, even in the early days of the buzz,” Kempczinski said. “Not just in the U.S., but we’re also simultaneously right now launching in Germany and seeing great consumer reception on that.”

Aside from drinks, McDonald’s maintained share in chicken and fueled gains in beef during Q1. This includes the launch of Hot Honey sauce to bring noise to the chicken category and the rollout of the Big Arch burger, which resulted in strong interest and performed in line with company expectations.

The road ahead will have some difficulties. One reason is difficult year-over-year comparisons. In April, McDonald’s lapped the high-performing Minecraft meal, which caused negative same-store sales during the month. Because of this, the brand projects a deceleration in Q2 comps from the 3.9 percent growth reported in Q1.

Leadership also acknowledged ongoing pressure from the macro environment and softening consumer sentiment.

However, Kempczinski expressed confidence in the U.S. marketing calendar for the remainder of 2026, thanks to a strong lineup of promotions and product innovation. For example, McDonald’s will once again lean into its partnership with the World Cup, which should prove strong in the U.S. since North America is hosting the tournament this summer.

Additionally, Kempczinski expects the McValue platform to remain a key driver and beverages to become a meaningful tailwind.

“Consumer sentiment is heightened anxiety, let’s just say, and it may have an impact, but our focus again is on controlling what we can control. And our expectation for continuing momentum around share growth—we’re expecting that to continue,” Kempczinski said.

McDonald’s finished Q1 with 13,728 U.S. stores, up 159 year-over-year. It also had 31,971 international outlets.