Core Insights - After regaining control of Burger King's franchise rights in China, the parent company RBI has announced a new strategic adjustment for the brand in the region [1][14] - RBI has invested over $100 million in operational upgrades, local leadership development, and marketing effectiveness since acquiring nearly 100% control of Burger King China [1][2] - The company plans to close underperforming stores while opening 40 to 60 new locations in key first and second-tier cities [1][3] Store Strategy - RBI's CEO indicated that unprofitable restaurants, averaging less than $300,000 in annual sales, will be closed [2][3] - As of June 11, 2023, Burger King China had 1,501 operating stores, a decline from over 1,700, while competitors KFC and McDonald's had 11,938 and 7,784 stores, respectively [3][6] - The overall system sales growth for RBI was 2.8% in Q1 2025, down from 8.1% in the previous year, indicating a slowdown in performance [6][8] Financial Performance - RBI reported revenue of $2.109 billion in Q1 2025, a 21.28% increase year-over-year, but net profit fell by 32.62% to $221 million [8][10] - The company aims for a long-term net growth target of 5% for Burger King, but has faced challenges in achieving this goal [9][10] Challenges and Market Position - Burger King faces significant competition from established brands like KFC and McDonald's, which have a stronger market presence and operational efficiency [19] - The brand has been involved in various operational issues, including delayed salary payments and disputes with franchisees, which have affected its reputation [12][13] - The introduction of aggressive pricing strategies, such as the "9.9 yuan" burger, poses a risk to profitability given the brand's smaller scale compared to competitors [15][17] Management Changes - RBI has appointed new executives with extensive local experience to lead Burger King's strategic transformation in China [17][19] - The new management team aims to enhance local operations and address the challenges faced by the brand in the competitive landscape [19]

另一方面，多位中国汉堡王加盟商正准备通过法律途径维权。近几年拿着数百万加盟入局的他们发现，汉堡王的运营和管理水平，远没有像其品牌形象宣 传得那样高大上，反而问题不断，包括送来的蔬菜里有活体虫、蔬菜溃烂，肉饼是碎的、用货拉拉取代冷链运输等。最关键的是遇到问题，汉堡王少有在 第一时间解决，反而推诿卸责。 以下为两位加盟商马先生和孙大姐的自述。 一 大家叫我老马，曾经是一名汉堡王的粉丝，后来成为汉堡王一名加盟商。但回想过去这一年与汉堡王打的所有交道，现在已经没有任何好感。 20年前，我因为出差多，到各地常常用一个汉堡果腹，觉得洋快餐是一个商机。2023年下半年，生意有了一定积累，于是就在我的第二故乡——浙江嘉兴 下辖的一个小县城，加盟了一家汉堡王。 很多人不知道，汉堡王中国被一家土耳其餐饮运营公司经营了十几年，在全国通过扩大加盟，累计开了近1500家店。今年3月，汉堡王重新回归其母公司 ——餐饮品牌国际集团（即RBI集团，旗下还有加拿大咖啡品牌Tims等）手中，有分析称：是母公司看到了汉堡王在中国面临的诸多挑战。 汉堡王在加盟宣传中称：预计3～4年可以回本。 没想到从开店伊始，我就发现汉堡王的实际情况和宣传的并不一 ...