Here's How Much a Meal at McDonald's Costs in the US Compared to Asia
Read Next:
Find Out:
According to The Washington Post, McDonald's menu prices ticked upward by about 40%, on average, during the five-year period spanning 2019 through 2024. But what about nations such as Japan, China and South Korea?
A brief comparison of some menu item prices, notably the staple Big Mac combo, follows.
If you're keen to visit the golden arches in the land of the rising sun, you're going to spend a whole let less than you might if you were to do so stateside.
A Big Mac meal in Japan will set you back 750 yen, or about $5.20, while it's priced at $10.19 in the United States.
Meanwhile, the price differential is about the same when comparing two close cousins — the Spicy Crispy Chicken meal (770 yen, or $5.34) from Japan set against the Deluxe Spicy McCrispy meal, which comes in at $10.29.
If breakfast is more your bag, an Egg McMuffin combo costs $7.69 stateside, versus $2.77 in Japan.
If you're visiting or residing in China, it's sometimes more difficult to draw direct comparisons given the difference in regional menus between U.S. restaurants and their Chinese counterparts.
Nonethless, the staple Big Mac sandwich will set you back $3.47 in China (as of 2024, per an infographic distributed by The Economist), versus $5.89 in the United States.
One reddit user posting in July 2024 claimed that a double cheeseburger, fries, soft drink and corn cup set them back $4 USD — while a combo containing two cheeseburgers, fries and soft drink will cost you more dearly at $9.19 in the U.S.
As The Korea Herald reported, McDonald's recently introduced further price increases on 20 menu items in March of this year, less than a year after price increases hit most menu items in that country in May 2024.
As a result, the Big Mac meal increased by 200 won to a total of 7,400 won — or $5.47. That's still only a little more than half the price it would cost you in America.
While menu prices are scarce otherwise, Shuttle Delivery services indicate a premium of 28% when delivering McDonald's food to hungry customers.
A rough extrapolation suggests that a McCrispy meal in South Korea would set one back about 7,000 won (or $5.17 USD, versus $10.19 domestically) or a Quarter-Pounder with Cheese meal about 7,100 won (or $5.25, against $10.19 in the U.S.).
More From GOBankingRates
Mark Cuban Warns of 'Red Rural Recession' -- 4 States That Could Get Hit Hard
25 Places To Buy a Home If You Want It To Gain Value
8 Common Mistakes Retirees Make With Their Social Security Checks
This article originally appeared on GOBankingRates.com: Here's How Much a Meal at McDonald's Costs in the US Compared to Asia
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
21 minutes ago
- Yahoo
South Korea Recommerce Market Report 2025-2029: Fashion Recommerce Is Scaling Through Brand-Led Resale and Online Platforms, Driven by KREAM, Bunjang, and Karrot
South Korea's recommerce market is set to grow 11% annually, reaching $5.28 billion by 2025. Driven by tech-enabled resale and circular economy goals, key sectors include fashion and electronics. The market will see increased platform integration and logistics innovations, with regulatory support enhancing sustainability practices. South Korean Recommerce Market Dublin, July 07, 2025 (GLOBE NEWSWIRE) -- The "South Korea Recommerce Market Intelligence Databook - 60+ KPIs, Market Size, Share & Forecast by Channel, Category & Consumer Segment - Q2 2025 Update" report has been added to South Korean recommerce market is poised for significant growth, with expectations to reach USD 5.28 billion by 2025, marking an annual growth rate of 11.0%. From 2025 to 2029, the market is projected to grow at a CAGR of 9.2%, culminating in an estimated USD 7.51 billion by the end of 2029. This growth is bolstered by a consistently increasing CAGR of 13.3% from 2020 to 2024. This report provides a detailed data-centric analysis of the recommerce market in South Korea, covering market opportunities and risks across consumer segments (peer-to-peer and business-led resale); product categories; sales channels; and resale formats. With over 60+ KPIs at the country level, this report provides a comprehensive understanding of recommerce market offers a comprehensive analysis of market dynamics in the recommerce market, segmented by recommerce channels (C2C, B2C, trade-in programs), sales models (resale, rental, refurbishment), platform types (generalist and vertical-specific), digital engagement (app, website, social media), and retail categories (electronics, apparel, home goods, and more). In addition, it provides a snapshot of consumer behaviour, device usage, payment preferences, and city-level penetration across Tier 1 to Tier 3 in South Korea Is Growing Through Platform Integration, Tech-Enabled Fashion Resale, and Regulatory Circularity GoalsSouth Korea's recommerce market is shifting from peer-based secondhand transactions to structured, tech-enabled resale ecosystems. Fashion and electronics remain leading verticals, supported by digital platforms, logistics infrastructure, and national policies linked to circular economy and electronics resale are formalizing through digital platforms, OEM partnerships, and ESG-aligned business models. Over the next 2-4 years, Korea's recommerce market is expected to consolidate into professionally managed, compliance-driven ecosystems across key consumer Recommerce Is Scaling Through Brand-Led Resale and Online Platforms Fashion resale in South Korea is being driven by platforms like KREAM (sneakers, streetwear), Bunjang, and Karrot. Department stores and fashion brands are also experimenting with resale offerings. High smartphone penetration, a strong online resale culture, and millennial/Gen Z fashion consciousness are key drivers. Limited-edition sneaker resale has gained legitimacy through verification services and branded storefronts. Expect further verticalization in resale platforms - e.g., more segmented fashion, sportswear, or luxury resale sites - and increased integration with e-commerce and logistics platforms. Electronics Recommerce Is Expanding Through OEM-Backed and Carrier Trade-In Programs Samsung and LG operate structured trade-in and refurbishment programs in partnership with telecom providers like SK Telecom and KT. Local platform Aladin also sells certified pre-owned electronics. Consumer price sensitivity, frequent upgrade cycles, and growing e-waste volumes are driving demand for structured electronics resale. With growing institutional focus, electronics trade-in and resale programs will expand across online and offline channels. Platforms offering diagnostics and certification will grow in relevance. Livestream and Community-Driven Recommerce Is Influencing Purchase Behavior Platforms like Karrot and Danggeun Market are popular for local, peer-to-peer resale. Features such as in-app messaging, real-time listings, and community reviews are widely used. Urban density, mobile-first digital behavior, and trust-based community dynamics make local resale convenient and low-friction. Livestream resale and social validation will continue to grow, especially for low-ticket categories. These models may coexist with formal platforms for high-value goods. Circular Economy Policies Are Influencing Corporate Reuse and Recycling Models South Korea's Resource Circulation Framework Act mandates waste reduction, encouraging OEMs and retailers to engage in resale, take-back, and recycling. Extended Producer Responsibility regulations and climate targets under the 2050 Carbon Neutral Strategy are incentivizing corporate circularity initiatives. ESG-linked reuse operations and impact tracking will expand across consumer sectors. More brands will formalize recommerce as part of sustainability reporting. Logistics and Fulfilment Innovation Is Supporting Growth of Structured Recommerce Startups and logistics providers are enabling resale flows by offering diagnostics, grading, packaging, and delivery services. This includes last-mile and reverse logistics. South Korea's advanced delivery infrastructure supports fast resale cycles. Marketplaces are embedding logistics to drive customer trust and convenience. Logistics-backed recommerce will become essential for scale, especially in electronics and apparel. New startups are likely to emerge to serve this value chain. Competitive Landscape in South Korea Is Defined by Specialized Platforms, OEM Participation, and Policy-Aligned Retail PilotsSouth Korea's recommerce landscape is maturing with differentiated platforms in fashion and electronics, along with growing institutional focus on circularity. Competitive dynamics are shaped by platform features, resale legitimacy, and regulatory alignment. The competitive landscape in South Korea is increasingly defined by platform specialization, regulatory support, and high consumer expectations around trust and speed. Strategic success will depend on integration of verification, logistics, and sustainability metrics into recommerce operations. Specialized vertical platforms are likely to expand in luxury, kidswear, and refurbished electronics. Policy incentives and ESG reporting pressure will drive more brands to internalize resale. Logistics partnerships will support scale and trust in both peer-to-peer and structured resale models. Fashion Recommerce Is Driven by Vertical Platforms and Authenticity Infrastructure KREAM specializes in sneaker and streetwear resale, offering price tracking and product verification. It is backed by Naver and has emerged as the dominant vertical platform. Bunjang and Danggeun Market (Karrot) support broader secondhand transactions with large user bases and in-app transaction tools. Their influence extends beyond fashion into general goods. Platforms emphasize verification, escrow payments, and user ratings to build trust. Electronics Recommerce Is Anchored by Samsung, LG, and Telecom Resale Programs Samsung and LG operate formal trade-in programs in partnership with carriers like SK Telecom and KT. Devices are refurbished and resold via official retail or online channels. Aladin, an online bookstore, has expanded into certified used electronics through buy-back programs. Electronics recommerce is often bundled with upgrade plans or loyalty incentives through telco platforms. Community Platforms Maintain Scale in Peer-to-Peer Resale Karrot (Danggeun Market) continues to lead in local resale, enabling neighborhood-level transactions in metro areas like Seoul. Trust is built through proximity, user verification, and active community moderation. While informal, these platforms account for high transaction volumes across apparel, gadgets, and household items. Retailers and Brands Are Launching Pilot Circular Programs in Response to Policy Brands and retail conglomerates are experimenting with resale, particularly in fashion and electronics, as part of their ESG strategy. Some department stores are piloting resale counters or partnering with online platforms. These initiatives are often linked to compliance with the Resource Circulation Framework and EPR mandates. Company Coverage: KREAM Bunjang Karrot / Danggeun Market Samsung LG SK Telecom KT Aladin Naver Key Attributes: Report Attribute Details No. of Pages 83 Forecast Period 2025 - 2029 Estimated Market Value (USD) in 2025 $5.28 Billion Forecasted Market Value (USD) by 2029 $7.51 Billion Compound Annual Growth Rate 9.2% Regions Covered South Korea Report ScopeThis report offers a comprehensive, data-centric analysis of the recommerce market in South Korea, supported by 40+ tables and 55+ charts. The databook provides detailed forecasts and key performance indicators across transaction value, volume, and market share trends from 2020 to 2029. Below is a summary of the key market segments covered:South Korea Recommerce Market Size and Growth Dynamics Gross Merchandise Value (GMV) Trend Analysis Average Transaction Value Trend Analysis Transaction Volume Trend Analysis South Korea Recommerce Market Size and Forecast by Sector Retail Shopping Home Improvement Other Sectors South Korea Recommerce Market Size and Forecast by Retail Category Apparel & Accessories Consumer Electronics Home Appliances Home Decor & Essentials Books, Toys & Hobbies Automotive Parts & Accessories Sports & Fitness Equipment Other Product Categories South Korea Recommerce by Channel Consumer-to-Consumer (C2C) Business-to-Consumer (B2C) Retailer Trade-In & Buyback Programs South Korea Recommerce by Sales Model Resale Rental Refurbishment & Certified Pre-Owned South Korea Recommerce by Digital Engagement Channel Website-Based Resale App-Based Resale Social Media Driven Resale South Korea Recommerce by Platform Type Generalist Marketplaces Vertical-Specific Platforms South Korea Recommerce by Device and OS Mobile vs Desktop Android, iOS South Korea Recommerce by City Tier Tier 1 Cities Tier 2 Cities Tier 3 Cities South Korea Recommerce by Payment Instrument Credit Card Debit Card Bank Transfer Prepaid Card Digital & Mobile Wallets Other Digital Payments Cash South Korea Recommerce Market Share Analysis Market Share by Key Players Competitive Landscape Overview South Korea Recommerce by Consumer Demographics Market Share by Age Group Market Share by Income Level Market Share by Gender For more information about this report visit About is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends. Attachment South Korean Recommerce Market CONTACT: CONTACT: Laura Wood,Senior Press Manager press@ For E.S.T Office Hours Call 1-917-300-0470 For U.S./ CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900Sign in to access your portfolio
Yahoo
23 minutes ago
- Yahoo
How Xiaomi Succeeded Where Apple Failed
(Bloomberg) -- Lei Jun, founder and chairman of Xiaomi Corp., the only tech company to have successfully diversified into carmaking, couldn't resist. Trump's Gilded Design Style May Be Gaudy. But Don't Call it 'Rococo.' Foreign Buyers Swoop on Cape Town Homes, Pricing Out Locals Massachusetts to Follow NYC in Making Landlords Pay Broker Fees Are Tourists Ruining Europe? How Locals Are Pushing Back NYC Commutes Resume After Midtown Bus Terminal Crash Chaos Speaking at a triumphant launch event in Beijing late last month for Xiaomi's second electric vehicle, a long-anticipated SUV, Lei pointedly mentioned Apple Inc., which spent a decade and $10 billion trying to make a car before giving up last year. 'Since Apple stopped developing its car, we've given special care to Apple users,' he said, noting that owners of the American giant's iPhones would be able to seamlessly sync their devices to Xiaomi's vehicles. The not-so-subtle dig was followed by a flex: Xiaomi then said it had received more than 289,000 orders for its new sport utility vehicle within an hour of its announcement, more than its first EV, a sedan launched in March 2024. Xiaomi succeeding where Apple failed has burnished Lei's reputation, made his company one of the most valuable in China and shaken up both the tech and automobile industries. The collapse of Apple's moonshot car program has only underscored the effectiveness of Xiaomi's grounded approach, which took inspiration from proven designs from Tesla Inc. and Porsche Automobil Holding SE while staying true to the affordable ethos that's made it a cult brand for Gen Z consumers. Crucially, it also launched into the most fertile EV ecosystem in the world — China. With state subsidies, existing charging infrastructure and a ready made supply chain, Xiaomi had a structural tailwind Apple lacked. Xiaomi declined to comment for this story. Lei and Xiaomi's 'charisma, brand recognition and ecosystem cannot be underestimated,' Yale Zhang, the managing director of Shanghai-based consultancy Automotive Foresight, said. 'It's a big influence on young consumers who have filled their homes with Xiaomi products. When it comes time to buy an EV, they naturally think of Xiaomi.' But building cars is a far more complex, capital intensive challenge than making phones or rice cookers. It requires mastering safety regulations, global logistics and production at scale, all while competing against legacy automakers with long histories and large model lineups. Any international expansion will also require navigating complex geopolitical landscapes. As one of the first tech giants to actually manufacture a car, Xiaomi is in uncharted territory. Apple's Failings Apple's car project, internally dubbed Project Titan, failed in large part because it wasn't just an EV — it was at one point an attempt to leapfrog the auto industry with a fully autonomous, Level 5 self-driving machine. Its goals were lofty and the direction constantly shifting, the result being over a decade of effort with nothing to show. Lei, 55, was comparatively stingy with time and resources and staked his personal reputation on the endeavor, claiming that making cars would be his 'last entrepreneurial project.' Xiaomi's public narrative is that Lei and his team learned by visiting multiple Chinese automakers, including Zhejiang Geely Holding Group Co. and Great Wall Motor Co., and talked to more than 200 industry experts in some 80 meetings. The reality is also that he used Xiaomi's reputation as an innovative consumer behemoth to get close to China's large carmakers and pick off their top talent. Geely and its billionaire founder Li Shufu welcomed Lei to the automaker's research institute in Ningbo in the months leading up to Xiaomi's announcement that it would enter the car business to discuss topics, including potential collaboration. It's Geely lore that Lei added the WeChat contacts of many staff at the institute, including then-director Hu Zhengnan. Hu later joined Shunwei Capital Partners, the investment firm co-founded by Lei. Recruitment Tactics Xiaomi headhunters also courted Geely staff intensely, according to people familiar with the matter. While it's common for talent to move between companies in the same industry, it was unusual to see this level of aggressiveness around recruitment, the people said, asking not to be identified discussing information that's private. Geely didn't respond to a request for comment. Hu, known for his love of the German luxury marque Porsche, was one of the team members credited as being instrumental to developing Xiaomi's EV business, Lei said at the SU7 launch in 2024. Lei added that Hu left his previous employer after his contract ended. Other executives who joined Xiaomi came from companies including BAIC Motor Corp., BMW AG, SAIC-GM-Wuling Automobile Co. — the General Motors Co. joint venture with SAIC Motor Corp. and Wuling Motors Holdings Ltd. — and auto supplier Magna Steyr LLC. Besides assembling top Chinese automaking talent, Lei made a prescient bet on investing in a self-controlled supply chain — insulating Xiaomi's operation from manufacturing vagaries. This came from painful lessons learned in Xiaomi's early smartphone-producing days, when external suppliers would cut off components unpredictably. In 2016, some members of Xiaomi's supply chain team displeased Samsung Electronics Co. representatives and the South Korean firm threatened to halt supply of its industry-leading AMOLED screens. To mend the fractured relationship, Lei flew to Shenzhen to meet with Samsung's China head at the time. The pair drank five bottles of red wine during their dinner meeting, according to a Xiaomi company biography, and Lei also made multiple trips to Samsung's headquarters in South Korea to apologize and negotiate the resumption of supply. Representatives from Samsung declined to comment. After Xiaomi went into the carmaking business, it invested into almost all parts of the EV supply chain, from batteries and chips to air suspension and sensors. It pumped more than $1.6 billion via Shunwei or other Xiaomi-led funds into over 100 supply chain companies between 2021 and 2024, according to data compiled by Chinese analytics firm Zhangtongshe and Bloomberg. The components from some of the companies that Xiaomi invested in have ended up in its cars, such as lidars from Hesai Technology Co. and onboard chargers and voltage converters from Zhejiang EV-Tech Co. With the 10 billion yuan ($1.4 billion) it committed to the first phase of its EV venture, Xiaomi also built its own factory, rather than going down the contract manufacturing route that some Chinese makers, including Nio Inc. and Xpeng Inc., did when they started out. 'Among tech companies that now build electric vehicles, those who previously had hardware products seem to be more successful than those who only had software products or information services,' said Paul Gong, UBS Group AG's head of China autos research. Copycat Allegations Despite its early success, there are many who argue Xiaomi's one hit car is copied from elsewhere — and that a sole successful vehicle does not a successful auto producer make. Lei's aggressive approach has also raised hackles in China's car industry. Yu Jingmin, vice president of SAIC's passenger car division, reportedly described Xiaomi's approach as 'shameless' in a critique of the SU7 resembling Porsche. The SU7 has been colloquially dubbed 'Porsche Mi' by netizens. SAIC didn't respond to questions about Yu's remarks. Xiaomi's design team, led by former BMW designer Li Tianyuan, has defended the SU7's aesthetics, emphasizing that the choices were driven by aerodynamic efficiency and performance benchmarks. In late March, there was another setback after a fatal accident involving the SU7. The car had its advanced driver assistance technology turned on before the crash, which afterward led to authorities reining in the promotion and deployment of the technology. The usually vocal Lei kept a low profile on social media for more than a month post the March accident. He returned to more active engagement in May with a missive that said this period of time was the most difficult in his career. Fortunately for Xiaomi, its consumer base is sticky. Known as 'Mi Fans,' the loyal customers have played a pivotal role in the company's rise. Xiaomi cultivated this fandom early on by prioritizing user feedback and the grassroots allegiance has helped it build strong brand equity, especially in China. The SU7 has remained a top selling model even after the accident in March. Indeed, dealers have reported that nearly 50% of customers plump for the SU7 without comparing it to other brands. 'A significant number of older consumers are buying the SU7 for their children, indicating that the model has built trust among more conservative buyers thanks to its safety and quality,' said Rosalie Chen, a senior analyst from investment research firm Third Bridge. Small Scale Xiaomi has set a delivery target of 350,000 units in 2025, up from its previous goal of 300,000, buoyed by demand for the newly launched YU7 and a ramp up in production. The starting prices for the SU7 sedan, at 215,900 yuan ($30,100), and its SUV, at 253,500 yuan, make them competitive alternatives to models like Tesla's Model 3 and Model Y. The EVs are also showing financial promise. Xiaomi posted record revenue for the first quarter this year, driven by car and smartphone sales. Its EV division is expected to turn profitable in the second half of 2025, Lei said in an investor meeting in June. But even if the popularity of Xiaomi's EVs can spring beyond the company's devoted base, production is still on a much more boutique scale. China's top car brand, BYD Co., sold around 4.3 million EVs and hybrids last year, many overseas, while Tesla moved about 1.78 million vehicles globally. Toyota Motor Corp., the world's No. 1 automaker, sold some 10.8 million vehicles and boasts a lineup of approximately 70 different models. Lei doesn't seem to be prioritizing the mass market of below $20,000 yet, which drives significant volume and is where BYD dominates, Automotive Foresight's Zhang said. Without a lineup in that segment, Xiaomi cars will remain niche purchases for middle to higher-income consumers and Xiaomi may face the same risks as Tesla, which is seeing its sales slump exacerbated by a narrow consumer base and limited models. Nonetheless, Lei seems buoyed by Xiaomi's early wins and is now looking at global expansion. Xiaomi will consider selling cars outside China from 2027, he said last week. Success or otherwise, the European Union, the US and Turkey have all slapped tariffs on Chinese EVs, but Xiaomi wants to set up a R&D center in Munich and may test sales starting in European markets such as Germany, Spain and France when the time is right, Chinese media 36Kr reported in April. 'Xiaomi is a latecomer to the auto industry,' Lei admitted on Weibo in June. But, he said, in a market driven by technology and innovation and the rising global influence of China's EV culture, 'there are always opportunities for latecomers.' --With assistance from Vlad Savov, Mark Gurman, Drake Bennett and Jessica Sui. For Brazil's Criminals, Coffee Beans Are the Target Sperm Freezing Is a New Hot Market for Startups SNAP Cuts in Big Tax Bill Will Hit a Lot of Trump Voters Too Pistachios Are Everywhere Right Now, Not Just in Dubai Chocolate China's Homegrown Jewelry Superstar ©2025 Bloomberg L.P. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
New York Times
42 minutes ago
- New York Times
Looking Beyond the U.S. for Trade, Canada Begins Shipping Natural Gas to Asia
The voyage of a tanker loaded with liquefied natural gas and headed to South Korea from British Columbia is a pivotal moment in Canadian trade, the government says. It is the first natural gas shipment from a major Canadian plant to Asia as Canada looks to diversify its export markets in the aftermath of President Trump's trade war and annexation threats. The shipment on the Gaslog Glasgow comes a decade after a gas line project in Kitimat, British Columbia, was approved. Prime Minister Mark Carney has trumpeted the project, LNG Canada, whose plant, pipeline, gas fields, docks and other assets are worth 48 billion Canadian dollars (about $35 billion). 'Canada has what the world needs,' Mr. Carney said the day the tanker set off last week. 'By turning aspiration into action, Canada can become the world's leading energy superpower.' The Canadian gas shipment to Asia comes amid domestic tensions over energy production. Alberta, an oil-rich but landlocked province, is demanding more ports and the ability to run more pipelines through British Columbia to further globalize its own oil and gas market. But it's meeting resistance from British Columbians who don't relish more tanker traffic along their coastline or pipelines over their mountains. Environmental groups argue that exporting natural gas is incompatible with Canada's commitments to fight climate change. And many Indigenous people are contesting a new federal law to accelerate the approval of pipelines on their lands. A vast majority of Canada's oil and gas flow south. It sold about $6 billion worth of natural gas to the United States last year. But increased U.S. gas production has led to a decline in Canadian exports since 2010. And in the past 10 years, the United States has become the largest supplier of liquefied gas in the world. Want all of The Times? Subscribe.
