A brand’s growth trajectory is always impacted by the macroeconomic environment. Rather than wishing consumer sentiment was better, marketers must learn to strategise while factoring in the external environment.

Despite being one of the world’s biggest brands, McDonald’s understands it must ensure its “focus remains on executing what [it] can control”. This focus was highlighted by global CEO Chris Kempczinski and CFO Ian Borden during the brand’s third quarter results call today (5 November).

“We’re developing good momentum […] by obviously focusing on what we feel we can control in a continued challenging external environment,” Borden told investors.

McDonald’s remains “cautious” about consumer sentiment, both in the US and across many of its major international markets. Additionally, the company faces the challenge of tariffs impacting its US and global markets.

However, while uncertainty and caution are recurring themes in this external environment, McDonald’s is focused on its strategy.

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In terms of what it views as key to success, Borden referred back to something Kempczinski said during McDonald’s second quarter results about the need for different pillars to work in tandem for the business to grow – or in his words go “three for three”.

“You can’t be just strong on value individually, or you can’t just be having a great marketing execution quarter, or a great menu news quarter. You’ve got to get all three of those things to come together,” Borden said.

However, given the consumer in many global markets is feeling pressure on their wallets, value is of particular importance for McDonald’s.

Kempczinksi describes value as a “foundational expectation” for the brand. There are many initiatives globally aimed at driving this overarching goal. In the US, McDonald’s introduced “extra value meals” (or EVMs) in September. The success of that programme will be measured by whether the brand can drive more store traffic from consumers in lower income groups, as well as on its scores around value and affordability experiences.

‘Value and innovation simultaneously’

McDonald’s grew global comparable sales by 3.6% in the third quarter ending 30 September. The firm’s international operated markets (a segment which includes the UK) grew comparable sales by 4.3%.

In addition to affordability, “menu innovation and compelling marketing” were highlighted as crucial drivers of customer traffic. The company claims McDonald’s doesn’t have to make a choice between value and innovation, citing the example of the brand’s ‘Taste of the World’ initiative in Germany.

The German business was highlighted as one of the best performing in the quarter, with the Taste of the World campaign a contributing factor. This campaign offered consumers a selection of global favourites from McDonald’s menus around the world, demonstrating an “ability to deliver value and innovation simultaneously”, said Borden.

“In addition, it provided a campaign blueprint, which we plan to replicate across more international markets,” he added.

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Last month, McDonald’s in the UK launched its global menu selection through the ‘World Menu Heist’ campaign, which introduced eight new products from the brand’s other markets, including the Pineapple McSpicy from Australia and Garlic and Black Pepper Nuggets from Japan.

This approach of taking a successful idea from one McDonald’s market and exporting it to another is something the business has done increasingly in recent years. Termed the ‘One McDonald’s Way’, the brand credits this approach with driving more effective marketing across its global business.

In other menu news, Chicken Big Mac in the UK was hailed as a “standout” innovation and driving success in the competitive fried chicken market.