
McDonald's to open 30-50 new stores across Australia in 2025 to fill restaurant gaps as fast food market shows promising growth
McDonald's Australia CEO Joe Chiczewski has said that the company is set to open up to 50 new stores at new locations across the country in 2026. He said that the decision has been taken with the main focus to address 'restaurant gaps' across Australia.'We're going to open more restaurants over the next 12 months,' Chiczewski told News.com.au. 'That is a key priority for our growth strategy. Not just the next 12 months, but over the next few years,' he said.This decision of McDonald's, one of the world's biggest fast food chains, comes at a time when many experts believe that the Australian fast food market is set to witness continued growth in 2025 with the success of several established brands and the rise of exciting newcomers, according to commo.com.au. Chiczewski further signalled that Perth may see a large number of new restaurants. 'I would expect over the next 12 months that we would open somewhere between 30 and 50 restaurants,' he said. 'We're absolutely committed to continuing to invest in the Aussie community.'
According to Sky News Australia, there are currently 1,050 McDonald's stores across the country. This comes as McDonald's announced on Thursday, July 3, 2025, that the franchise would lock the prices of select popular menu items to help Australians struggling with the cost of living.
Chiczewski stated that items such as the McSmart meal would remain $7, and Loose Change Menu items would remain $4. 'My commitment to Australian customers is clear: 24 hours a day, seven days a week, 365 days a year, you can count on us for great value at Macca's,' he said, Sky News Australia reported.'We're kicking off a year of value with a 12-month price promise on our McSmart Meal and Loose Change Menu. Since launching the McSmart meal, we're selling 600,000 McSmart meals a week,' he further stated. The announcement comes after the Fair Work Commission's ruling that McDonald's workers in South Australia are now able to negotiate better pay with their union and the franchise.According to the IMARC Group, known for sector-specific research and consulting solutions, the Australian fast food market size reached USD 18.0 billion in 2024. The Group has projected that the market will reach USD 26.0 billion by 2033, exhibiting a growth rate (CAGR) of 4.12% during 2025-2033.
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Mint
20 minutes ago
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The location offers good highway access from Delhi, Gurugram, and Jaipur. But while this marks an exciting new chapter, it also comes with lessons from the past, particularly the story of Imagicaa. Imagicaa's funding structure was flawed from the start. The company took on a massive ₹ 1,100 crore debt to build a project that cost ₹ 1,200 crore overall. That means 92% of the investment came from borrowings, even before the park was opened. This meant large interest payments began right away, at a time when the business had no revenue. Amusement parks, by nature, are seasonal and slow-growing. They take time to build momentum. And no park in India can generate enough footfall in its early years to service that level of debt. Financial failure wasn't a risk. It was almost hardwired into the business model. Imagicaa built its business expecting 15,000 visitors a day. But that number never came close. In reality, daily footfall ranged between 3,000 and 5,000. Location played a huge role in that mismatch. The park was located in Khopoli, near Lonavala — almost two hours from both Mumbai and Pune, with limited or no public transport. For a visitor, a weekend trip to the park meant spending more time on the road than enjoying the park itself. And while overnight stays were possible, they didn't offer enough value to make up for the hassle. To make things worse, the park faced a long monsoon season every year, wiping out visitor numbers for several months. Add to that the ticket pricing: at ₹ 2,000 per person, and that too just for rides. For a family of four, a single visit could easily cost ₹ 15,000 to ₹ 20,000, once you factor in food and travel expenses. At that price, a short trip to Goa began to feel like a better use of money. Also, the park and water park had separate tickets, which made it feel even more overpriced. The bottom line: the experience didn't justify the cost, and that directly impacted footfall. Wonderla approached things very differently. Its first park in Kochi was built using promoter equity, no large loans, no debt, and no interest payments eating into early cash flows. This gave the business breathing room during seasonal lows and helped it stay financially stable from the very beginning. Even as Wonderla expanded, it kept its costs under control and stayed away from high leverage. Wonderla followed a simple, family-friendly pricing strategy. One ticket covered both the amusement and water park — no add-ons, no surprises. At around ₹ 1,250 per person, the ticket wasn't cheap, but it was still much more accessible than Imagicaa's ₹ 2,000 pricing. The model worked especially well for middle-class families, school outings, and college groups. The result? Daily footfall between 7,000 and 9,000, nearly double Imagicaa's numbers. Finology Research Desk Wonderla didn't try to scale all at once. It took a slow, calculated approach. Each new park was opened only after the earlier one had proved itself. Profits from Kochi funded the Bengaluru park. Hyderabad was built using a mix of internal accruals and IPO proceeds. Bhubaneswar came much later, when the business had the strength to support it. This paced expansion helped Wonderla stay profitable, without ever losing control of its finances. If Disneyland wants to succeed in India, brand power alone won't be enough. The Indian amusement park market is still price-sensitive, slow to scale, and very unforgiving of operational missteps. A full-scale theme park, hotel, and water world on Day 1 means massive upfront costs without tested demand. Start lean, prove the model, and build in phases. Being on a highway isn't enough. Visitors need fast, affordable public transport, especially for weekend trips. Poor last-mile access killed Imagicaa; it can affect Disney, too. The chosen site for Disneyland near Manesar, Haryana, is ideally close to Delhi and Gurugram. It's connected via the KMP Expressway and the upcoming Haryana Orbital Rail Corridor. But as of now, public transport is limited, and it's almost an hour's drive from Gurugram railway station to Manesar. Unless Disney solves for this through shuttles, feeder buses, or metro tie-ins, the park risks being too far for frequent visits. Location may look good on a map, but in India, accessibility drives footfall. Middle-class families look at the full trip cost, not just ticket prices. That includes food, travel, parking, and merchandise. Anything above ₹ 15,000 for a day trip starts to feel like a vacation. Don't price them out. Indian summers are harsh, and monsoons can be relentless. Disney needs to design around that, with indoor zones, shade, and climate-controlled spaces that keep the experience enjoyable year-round. India's amusement park journey proves a simple truth: lasting success doesn't come from throwing money at scale; it comes from measured growth, sound capital allocation, and staying grounded in fundamentals. That's exactly why Wonderla continues to thrive. It didn't chase hype. It didn't overborrow. It built slowly, priced wisely, and scaled only when the business was ready. And that's the kind of business model we respect. At the Finology research desk, that's the lens we use to identify companies. Finology 30 follows the same philosophy: a carefully selected basket of 30 high-quality Indian companies that compound over time, not through noise, but through discipline. Finology is a SEBI-registered investment advisor firm with registration number INA000012218. Disclaimer: The views and recommendations made above are those of individual analysts or broking companies, and not of Mint. We advise investors to check with certified experts before making any investment decisions.


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Economic Times
an hour ago
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