Business
Why McDonald’s is Still a Powerhouse, Despite Troubles

This Thursday, Jan. 15, 2015, file photo, shows a McDonald’s fast food restaurant sign in Chicago. McDonalds has been hurt by diners who want something different. Sales have been struggling for more than two years and the company seems trapped in a cycle of bad headlines that likely wont end soon. Despite troubles, McDonalds is still a powerhouse. (AP Photo/Nam Y. Huh, File)
CANDICE CHOI, AP Food Industry Writer
NEW YORK (AP) — McDonald’s sales have been sputtering for more than two years and the company seems trapped in a cycle of bad headlines that likely won’t end soon.
Its quarterly earnings results on Wednesday aren’t expected to be pretty either, and there’s a chance its dominance will continue to wane as newer players keep coming onto the scene.
But don’t write the obituary just yet. McDonald’s has many strengths that the rivals biting at its heels can only envy, including Ronald McDonald’s worldwide recognition. The Golden Arches will need to put them to good use to remain the world’s largest restaurant chain.
Here are six reasons why McDonald’s is nowhere close to death’s door for now.
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MASSIVE REACH
McDonald’s has more than 14,300 locations in the U.S. and that ubiquity continues to make it a default option for many. Burrito chain Chipotle is in growth mode but still only a fraction of that size, with around 1,800 locations. (Shake Shack, whose stock offering earlier this year garnered lots of attention, has fewer than 40.)
Because of its recent struggles, McDonald’s plans to slow its growth to its lowest level in five years. But “slow” is relative: It still plans to add 600 to 700 restaurants around the world this year, on top of the more than 36,200 it already has.
Chipotle said it plans to open up to 205 new stores this year, mostly in the U.S.
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MARKETING POWER
McDonald’s has enormous marketing muscle, in large part because its franchisees are required to contribute at least 4 percent of their sales to advertising.
Based on the $31.1 billion in sales U.S. franchisees saw last year, that would translate to at least $1.24 billion in advertising money.
That huge bucket of money is split in two ways. Some goes to national advertising and focuses on burnishing the brand. The rest goes to regional advertising and focuses more on promotions to drive customers to stores.
Advertising doesn’t have to be expensive to be effective, of course. But McDonald’s deep pockets give it a clear advantage.
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PRINTING MONEY
The recent sales decline in the U.S. is squeezing franchisees, who still have to pay for fixed costs like labor and electricity.
But McDonald’s restaurants continue to generate a lot more cash than their peers. In 2014, the average McDonald’s restaurant raked in $2.5 million in sales, according to industry tracker Technomic. Wendy’s restaurants pulled in an average of $1.6 million, while Burger King pulled in $1.2 million.
A big reason for the difference: the popularity of McDonald’s breakfast.
Average annual sales for Shake Shack are higher at $4.6 million, Technomic said. That’s in part because Shake Shack is concentrated in New York City, where volumes tend to be higher. The average Chipotle generates roughly the same sales volume as McDonald’s even without breakfast, in part because of its fast-moving line and higher prices.
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UNLOCKING BREAKFAST
Fans of McDonald’s breakfast have long called on the chain to offer it past 10:30 a.m. McDonald’s is finally giving the idea a serious try with a test of an all-day breakfast menu in San Diego.
It’s just one way McDonald’s might bring more customers into its stores and may signal the company’s willingness to take bigger risks.
Big companies tend to be cautious about change, and McDonald’s in particular is known for its methodical decision-making. But executives may pick up the pace to avoid becoming outdated.
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NEW LEADERSHIP
McDonald’s CEO Steve Easterbrook stepped into his role just last month and said he wants to make McDonald’s a “modern, progressive burger company.” In a meet-and-greet with analysts, he also referred to himself as an “internal activist,” according to Sara Senatore, a Bernstein analyst.
Another new executive is Mike Andres, who became president of the U.S. division in October. He started as a manager for his family-owned McDonald’s, and has served in a variety of leadership roles at the company.
(Side note: Andres’ father was a pilot for Ray Kroc, who built McDonald’s into a fast-food giant.)
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MCDONALD’S HAS BEEN HERE BEFORE
The troubles McDonald’s is facing are partly the result of a shifting industry, with many smaller players posing a challenge to the big guys. If that trend keeps up, McDonald’s may not be able to save itself.
At the same time, it’s easy to forget that McDonald’s has had rough patches before — and pulled out of them.
Consider the expanded menu and focus on value that former CEO Jim Skinner used to turn around business. It isn’t an ancient example; Skinner’s tenure was from 2004 to 2012, the last few years of which were some of McDonald’s strongest.
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Follow Candice Choi at www.twitter.com/candicechoi
Copyright 2015 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.
Activism
Big God Ministry Gives Away Toys in Marin City
Pastor Hall also gave a message of encouragement to the crowd, thanking Jesus for the “best year of their lives.” He asked each of the children what they wanted to be when they grow up.
By Godfrey Lee
Big God Ministries, pastored by David Hall, gave toys to the children in Marin City on Monday, Dec. 15, on the lawn near the corner of Drake Avenue and Donahue Street.
Pastor Hall also gave a message of encouragement to the crowd, thanking Jesus for the “best year of their lives.” He asked each of the children what they wanted to be when they grew up.
Around 75 parents and children were there to receive the presents, which consisted mainly of Gideon Bibles, Cat in the Hat pillows, Barbie dolls, Tonka trucks, and Lego building sets.
A half dozen volunteers from the Big God Ministry, including Donnie Roary, helped to set up the tables for the toy giveaway. The worship music was sung by Ruby Friedman, Keri Carpenter, and Jake Monaghan, who also played the accordion.
Big God Ministries meets on Sundays at 10 a.m. at the Mill Valley Community Center, 180 Camino Alto, Mill Valley, CA Their phone number is (415) 797-2567.
Activism
First 5 Alameda County Distributes Over $8 Million in First Wave of Critical Relief Funds for Historically Underpaid Caregivers
“Family, Friend, and Neighbor caregivers are lifelines for so many children and families in Alameda County,” said Kristin Spanos, CEO, First 5 Alameda County. “Yet, they often go unrecognized and undercompensated for their labor and ability to give individualized, culturally connected care. At First 5, we support the conditions that allow families to thrive, and getting this money into the hands of these caregivers and families at a time of heightened financial stress for parents is part of that commitment.”
Family, Friend, and Neighbor Caregivers Can Now Opt Into $4,000 Grants to Help Bolster Economic Stability and Strengthen Early Learning Experiences
By Post Staff
Today, First 5 Alameda County announced the distribution of $4,000 relief grants to more than 2,000 Family, Friend, and Neighbor (FFN) caregivers, totaling over $8 million in the first round of funding. Over the full course of the funding initiative, First 5 Alameda County anticipates supporting over 3,000 FFN caregivers, who collectively care for an estimated 5,200 children across Alameda County. These grants are only a portion of the estimated $190 million being invested into expanding our early childcare system through direct caregiver relief to upcoming facilities, shelter, and long-term sustainability investments for providers fromMeasure C in its first year. This investment builds on the early rollout of Measure C and reflects a comprehensive, system-wide strategy to strengthen Alameda County’s early childhood ecosystem so families can rely on sustainable, accessible care,
These important caregivers provide child care in Alameda County to their relatives, friends, and neighbors. While public benefits continue to decrease for families, and inflation and the cost of living continue to rise, these grants provide direct economic support for FFN caregivers, whose wages have historically been very low or nonexistent, and very few of whom receive benefits. As families continue to face growing financial pressures, especially during the winter and holiday season, these grants will help these caregivers with living expenses such as rent, utilities, supplies, and food.
“Family, Friend, and Neighbor caregivers are lifelines for so many children and families in Alameda County,” said Kristin Spanos, CEO, First 5 Alameda County. “Yet, they often go unrecognized and undercompensated for their labor and ability to give individualized, culturally connected care. At First 5, we support the conditions that allow families to thrive, and getting this money into the hands of these caregivers and families at a time of heightened financial stress for parents is part of that commitment.”
The funding for these relief grants comes from Measure C, a local voter-approved sales tax in Alameda County that invests in young children, their families, communities, providers, and caregivers. Within the first year of First 5’s 5-Year Plan for Measure C, in addition to the relief grants to informal FFN caregivers, other significant investments will benefit licensed child care providers. These investments include over $40 million in Early Care and Education (ECE) Emergency Grants, which have already flowed to nearly 800 center-based and family child care providers. As part of First 5’s 5-Year Plan, preparations are also underway to distribute facilities grants early next year for child care providers who need to make urgent repairs or improvements, and to launch the Emergency Revolving Fund in Spring 2026 to support licensed child care providers in Alameda County who are at risk of closure.
The FFN Relief Grants recognize and support the essential work that an estimated 3,000 FFN caregivers provide to 5,200 children in Alameda County. There is still an opportunity to receive funds for FFN caregivers who have not yet received them.
In partnership with First 5 Alameda County, Child Care Payment Agencies play a critical role in identifying eligible caregivers and leading coordinated outreach efforts to ensure FFN caregivers are informed of and able to access these relief funds.FFN caregivers are eligible for the grant if they receive a child care payment from an Alameda County Child Care Payment Agency, 4Cs of Alameda County, BANANAS, Hively, and Davis Street, and are currently caring for a child 12 years old or younger in Alameda County. Additionally, FFN caregivers who provided care for a child 12 years or younger at any time since April 1, 2025, but are no longer doing so, are also eligible for the funds. Eligible caregivers are being contacted by their Child Care Payment Agency on a rolling basis, beginning with those who provided care between April and July 2025.
“This money is coming to me at a critical time of heightened economic strain,” said Jill Morton, a caregiver in Oakland, California. “Since I am a non-licensed childcare provider, I didn’t think I was eligible for this financial support. I was relieved that this money can help pay my rent, purchase learning materials for the children as well as enhance childcare, buy groceries and take care of grandchildren.”
Eligible FFN caregivers who provided care at any time between April 1, 2025 and July 31, 2025, who haven’t yet opted into the process, are encouraged to check their mail and email for an eligibility letter. Those who have cared for a child after this period should expect to receive communications from their child care payment agency in the coming months. FFN caregivers with questions may also contact the agency they work with to receive child care payments, or the First 5 Alameda help desk, Monday through Friday, from 9 a.m. to 5:00 p.m. PST, at 510-227-6964. The help desk will be closed 12/25/25 – 1/1/26. Additional grant payments will be made on a rolling basis as opt-ins are received by the four child care payment agencies in Alameda County.
Beginning in the second year of Measure C implementation, FFN caregivers who care for a child from birth to age five and receive an Alameda County subsidized voucher will get an additional $500 per month. This amounts to an annual increase of about $6,000 per child receiving a subsidy. Together with more Measure C funding expected to flow back into the community as part of First 5’s 5-Year Plan, investments will continue to become available in the coming year for addressing the needs of childcare providers in Alameda County.
About First 5 Alameda County
First 5 Alameda County builds the local childhood systems and supports needed to ensure our county’s youngest children are safe, healthy, and ready to succeed in school and life.
Our Mission
In partnership with the community, we support a county-wide continuous prevention and early intervention system that promotes optimal health and development, narrows disparities, and improves the lives of children from birth to age five and their families.
Our Vision
Every child in Alameda County will have optimal health, development, and well-being to reach their greatest potential.
Learn more at www.first5alameda.org.
Black History
Alfred Cralle: Inventor of the Ice Cream Scoop
Cralle learned carpentry, mechanics, and blacksmithing at a young age. These skills would later become essential in his innovative work. As a young man, he moved to Washington, D.C., where he worked as a porter in hotels and at an ice cream shop. It was there that he first noticed a common problem: scooping ice cream was messy and inefficient. Servers struggled because the ice cream stuck to spoons and ladles, and getting the right shape and portion was difficult. Many needed two hands — one to scoop and one to scrape the ice cream off the spoon.
By Tamara Shiloh
Alfred L. Cralle, an African American inventor and entrepreneur, forever changed the way the world enjoys ice cream. Born on Sept. 4, 1866, in Kenbridge, Virginia, Cralle grew up during Reconstruction — a time when opportunities for African Americans were still extremely limited. Despite the challenges of the era, he demonstrated curiosity, creativity, and a natural ability to understand how tools and machinery worked.
Cralle learned carpentry, mechanics, and blacksmithing at a young age. These skills would later become essential in his innovative work. As a young man, he moved to Washington, D.C., where he worked as a porter in hotels and at an ice cream shop. It was there that he first noticed a common problem: scooping ice cream was messy and inefficient. Servers struggled because the ice cream stuck to spoons and ladles, and getting the right shape and portion was difficult. Many needed two hands — one to scoop and one to scrape the ice cream off the spoon.
Cralle believed there had to be a better way.
Using his mechanical training, he began sketching and experimenting with ideas for a tool that could scoop ice cream easily using one hand. After refining his design, he developed what would become a simple yet brilliant invention: the Ice Cream Mold and Disher. On Feb. 2, 1897, Cralle received U.S. Patent No. 576,395 for the device.
His invention — what we now call the ice cream scoop — was groundbreaking. It featured a built-in scraper that automatically released the ice cream with a single squeeze of the handle. Durable, easy to use, and requiring only one hand, the scoop made serving faster and more consistent. His design was so effective that the basic mechanism is still used today in homes, restaurants, and ice cream shops around the world.
Although his invention became widely used, like many African American inventors of his time, he did not receive the compensation or widespread recognition he deserved. Racial barriers prevented him from fully benefiting from his own creation, even as businesses embraced the tool and the popularity of ice cream continued to grow.
After patenting the scoop, Cralle moved to Pittsburgh. There, he worked as a porter for the luxurious Sterling Hotel and later became a successful businessman. He remained active in his community and continued to create opportunities for himself despite the limitations faced by African Americans at the turn of the 20th century.
Tragically, Cralle died in 1920 at age 54, leaving behind a legacy that would only be fully appreciated long after his passing. Today, he is remembered as the brilliant mind behind one of the most widely used and universally loved kitchen tools.
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