Puestos
28With $TXRH (-4,64 %)
$CMG (-3,7 %)
$MCD (+0,75 %)
$DRI (-4,63 %)
$DPZ (-1,8 %) I have a few restaurants in my savings plan portfolio 😁
Last earnings Texas Roadhouse
4Q 2024 4Q2023
Turnover 1.437 bn.$ 1,164 billion dollars
Net profit 115 million dollars 72 million dollars
EPS 1.73$ 1.08$
Source
Are you in the industry and what do you have in your portfolio?
Have you heard the latest news about Domino's Pizza $DPZ (-1,8 %) have you heard? The stock is down more than 3% in pre-market trading after fourth quarter results failed to meet Wall Street expectations.
Domino's reported that revenue rose 2.9% year-over-year to $1.44 billion. This was supported by higher order volumes and increased food and box prices. However, same-store sales were below the forecast 1.72% with an increase of 0.4%.
Adjusted earnings came in at $4.89 per share, also below expectations of $4.93. The annual figures were also disappointing, although the company's international sales performance was slightly above expectations.
Domino's strategy, "Hungry for MORE", has led to an increase in orders, but CEO Russell Weiner admits that competition in the quick service restaurant sector is strong. Despite the challenges, he remains optimistic that the company can gain market share.
How do you see the future of Domino's? Will the shares recover?
🔹 EPS: $4.89 (Est. $4.91) 😐; UP +9.2% YoY
🔹 Revenue: $1.44B (Est. $1.47B) 😐; UP +2.9% YoY
🔹 Net Income: $169.4M (Est. $172.25M) 🔴; UP +7.7% YoY
Q4 Segment Performance:
🔹 U.S. Same-Store Sales Growth: +0.4% YoY
🔹 International Same-Store Sales Growth (Ex-FX): +2.7% YoY
🔹 U.S. Company-Owned Store Gross Margin: 15.5% (UP +0.8pp YoY)
🔹 Supply Chain Gross Margin: 11.3% (UP +0.4pp YoY)
Geographic Breakdown:
🔹 Global Net Store Growth: +364 stores in Q4
🔹 U.S. Store Count: 7,014 (UP +84 net new stores)
🔹 International Store Count: 14,352 (UP +280 net new stores)
🔹 Total Store Count: 21,366
Operational & Other Metrics:
🔹 Income from Operations: $273.7M (UP +6.4% YoY)
🔹 Free Cash Flow: $512M (UP +5.5% YoY)
🔹 Leverage Ratio: 4.9x (vs. 5.2x in 2023)
Strategic & Shareholder Updates:
🔹 Quarterly Dividend Increased by 15% to $1.74/share
🔹 Share Buyback: Repurchased $112M worth of shares in Q4; $327M for FY24
🔹 Total Authorized Buyback Remaining: $814.3M
CEO Russell Weiner’s Commentary:
🔸 "Domino's 2024 results demonstrated that our Hungry for MORE strategy drives strong order growth despite macroeconomic challenges. Our international business marked 31 consecutive years of same-store sales growth, while our U.S. market share expanded in QSR Pizza. We remain confident in continued market leadership and long-term value creation for franchisees and shareholders."
As announced, here's a little update on January today, nothing long, don't want to bore you
Yield
Yield: 6.82% (FTSE All World: 4.23%)
TTWROR: 7.29%
Thus slightly outperformed, hopefully I can extend this lead further
transactions
Sales:
Purchases
Looks like a lot of back and forth for now, but my portfolio conversion is progressing and will soon be completed
During my first year of investing, I bought a lot of shares that I didn't really understand what they were doing. In the course of my restructuring, I would like to reduce my number of shares from almost 30 to 15 in the long term. However, I want to do this over a longer period of time, as these are not bad companies.
Shares that I want to sell
Apple $AAPL (-6,25 %)
Medpace $MEDP (-1,73 %)
ResMed $RMD (-5,76 %)
Shimano $7309 (-1,82 %)
LVMH $MC (-4,43 %)
Genmab $GMAB (+1,25 %)
Pernod Ricard $RI (-1,39 %)
Pilbara Minerals $PLS (-7,38 %)
Sixt $SIX2 (-5,29 %)
McDonald's $MCD (+0,75 %)
Domino's Pizza $DPZ (-1,8 %)
Crowdstrike $CRWD (-5,7 %)
Salesforce $CRM (-5,58 %)
Nvidia $NVDA (-6,05 %)
Just to clarify, I am not selling these companies because they are bad companies, but because they no longer fit into my investment strategy. I will only invest in companies that are not included in the classic world ETFs, but which I nevertheless understand well.
My question would be what you generally think of this and in which order you would sell the companies listed (as they are listed, this is my preferred order)
Today we buttered up the market again.
My last 7k will now stay put for a few weeks and the portfolio should grow or die in peace 🫣
At most, my new purchase today $DPZ (-1,8 %) will be topped up again if the market remains weak.
$MCD (+0,75 %) , $QSR (-0,42 %)
In 1981, McDonald's and Burger King went to war.
Burger King hired a 5-year-old girl for an ironic commercial.
McDonald's then sued the five-year-old.
This was the beginning of the most expensive fast food war in history.
McDonald's dominates the fast food market with its iconic golden arches and Happy Meals.
But Burger King was tired of playing second fiddle.
So they published an ad that would start a decades-long war:
They hired 5-year-old Sarah Michelle Gellar (some may remember her) to do something unprecedented:
They attacked McDonald's by name on national television.
In the ad, she compared McDonald's burgers to Burger King's, claiming they were 20 percent smaller.
What happened next would change fast food marketing forever ...
McDonald's immediately filed a lawsuit:
- Burger King
- Their advertising agency
- And yes, even 5-year-old Sarah Michelle Gellar herself
"I was the first person to mention another competitor's name on a job," Gellar later recalled.
But that was just the beginning ...
The legal dispute triggered the so-called "Burger War".
Both chains have abandoned their traditional family-friendly marketing.
Before 1980, both focused on positive campaigns - McDonald's with Happy Meals, Burger King with "Have it Your Way".
In 1984, McDonald's launched its counterattack:
The McDLT - a direct competitor to the Whopper.
The innovation? A unique two-chamber packaging:
- Warm side dish: burger and bottom bun
- Cool side dish: lettuce, tomato and top bun
"Keep the hot side hot and the cool side cool."
They put EVERYTHING on the McDLT:
80-100 million dollars were spent on the campaign.
Convinced Jason Alexander to perform a Broadway-style musical commercial, years before his Seinfeld fame.
The burger sold for $1.49 (about $3.60 today).
But there was a problem ...
McDLT's innovative packaging was made of polystyrene.
As environmental awareness grew at the end of the 1980s, McDonald's came under increasing pressure.
They discontinued production of the product in December 1990 and replaced it with the McLean Deluxe.
Meanwhile, Burger King was preparing its own disaster ...
In 1985, Burger King launched the "Where's Herb?" campaign.
The concept? A promotional campaign to find Herb - a fictional character who has never eaten a Whopper.
Customers could get Whoppers at a reduced price by saying "I'm not Herb" when ordering.
However, there was one big problem:
No one knew what Herb looked like until he was unveiled at Super Bowl XX in January 1986.
The campaign left customers completely confused.
It became known as one of the worst marketing failures in history.
It was their last campaign with the agency J. Walter Thompson.
The rivalry led to unprecedented innovations in the fast food sector:
- New packaging technology such as the McDLT's double compartment
- Creative marketing approaches
- Menu diversification
- Focus on food quality
Both chains were forced to evolve or die.
The burger wars have shown us something crucial:
Innovation is not just about products.
It's about how you tell your story.
And in today's digital age, this is more important than ever.
McDonald's and Burger King spent millions fighting for attention.
$MCD (+0,75 %) , $QSR (-0,42 %) , $CMG (-3,7 %) , $YUM (-0,12 %) , $WEN (-5,41 %) , $DPZ (-1,8 %)
+ 5
Recent earnings reports of $DPZ (-1,8 %) show robust growth, with a 6.6% increase in US retail sales and 6.5% internationally.
The company maintains high gross margins, strong ROIC, and consistent revenue growth, despite inflation and cost pressures.
With comps and unit count growth both positive, $DPZ (-1,8 %) continues to report solid corporate-level growth. Fundamentals are in tact and performing well...👍🏽
