Apr. 8, 2026 "Investor Outlook: Fast-food chains upgrade core menu items": Today I found this article on BNN Bloomberg:
Fast-food chains in Canada are shifting focus to core menu items as consumers become more
selective,
emphasizing quality,
consistency
and value
over novelty.
BNN Bloomberg spoke with Tom Curtis, president of Burger King Canada, about
upgrades to its flagship items,
efforts to attract younger customers
and how technology is shaping operations.
Key Takeaways
- Fast-food companies are prioritizing improvements to core menu items to strengthen brand relevance and drive repeat traffic.
- Younger consumers and lapsed customers are a key target as brands attempt to rebuild long-term loyalty.
- Value perception is shifting toward
- quality
- and consistency
- rather than
- deep discounting
- or frequent promotions.
- AI and automation are being used to support operations and improve service,
- not replace workers.
- Long-term growth strategies are focused on
- traffic gains
- and brand experience
- rather than short-term cost cutting.
Read the full transcript below:
ROGER: Burger King Canada is making a shift to its core menu items, including its signature Whopper burger, fries, onion rings and chicken nuggets. We’re looking at what it says about the fast-food industry in Canada right now. Joining me to discuss the shift is Tom Curtis, president of Burger King Canada. Tom, thank you very much for joining us.
TOM: Good morning. How are you?
ROGER: Good, thanks very much for joining us. Why this move rather than going after launching limited-time offers?
TOM: Yeah, I think everybody’s out there launching limited-time offers from time to time, and really the reason for being for Burger King is the Whopper, flame-grilling and having it your way.
So I think leaning into those powerful equities is the right thing to do. This all started really three or four years ago when we started
upgrading restaurant operations and franchisees,
and this is the culmination of that elevation effort.
GRANT: That’s great, Tom. I’m just curious — we were talking about younger customers and the trends we’re seeing. What’s the main shift behind these moves today that you’re seeing, and what are you hoping for in terms of outcomes?
TOM: Yeah, it’s interesting that you mention younger customers, because when I travel — and I travel a lot — I’m getting on airplanes, I’m out and about in the markets, and a lot of people say to me, “I used to love the Whopper,” or “My dad’s favourite burger was the Whopper,” and that bothers me.
So we really needed a signal to the market that we’re worthy of a try from younger guests and from guests who haven’t been to us for years. I think that’s why this is an important move for us.
ROGER: You’re also facing challenges with weight-loss trends. There’s a lot of growth there right now, and people are staying away from fast food — or at least that’s the perception. How are you bringing them back in?
TOM: I think the key there is we have our signature Whopper, and we have innovation around the Whopper, like a peppercorn Whopper or a maple bourbon barbecue Whopper.
We make those available as a Whopper Jr. as well, and that’s really our answer to that movement.
You don’t have to sacrifice
flavour,
taste
and quality
because the Whopper is too big — it’s available in a smaller package as well,
and we’re finding that consumers love that.
GRANT: Tom, you should have sent some of those over so we could have tried them out.
TOM: I know somebody — we’ll get it done.
GRANT: You’re obviously going into more premium ingredients here, and I assume that has a cost factor attached to it. Do you see automation as a way to help manage costs as you move in that direction?
TOM: When it comes to automation, we are leaning into AI like everybody else is. But the way we look at AI and automation is that
it’s an enabler
— it’s not a replacement for labour.
I learned this at a prior brand. If you enable people to respond to increases in volume, which always happen, then you’ll grow traffic over time
— and growing traffic is the only way to succeed in this business.
Trying to cut costs is not.
ROGER: You mentioned keeping staff.
Labour is a huge cost, especially in Canada with minimum wages and things like that.
How are you balancing that while still bringing in AI and automation?
TOM: If you provide a great workplace — and we’ve gone from having about three per cent of our restaurants remodelled in 2018 to now 75 per cent, moving quickly toward 100 — then you’ve got a great work environment.
If you provide the technology tools
that the workforce wants and needs to perform their tasks,
your workforce becomes more stable.
When traffic and volume increase,
they’re ready to handle that,
and you don’t need to add a lot of additional labour.
GRANT: Looking ahead, what do you see as the next steps following these moves, and what can investors look forward to?
TOM: I think you can expect us to continue to elevate across all fronts and all guest touchpoints. There are other parts of the menu that could use elevation as well. Long term, this is not about shrinkflation — that doesn’t work.
Cutting costs might work for a quarter or a half,
but it doesn’t work for long-term success.
What you can expect to see in Canada is a brand that continues to be a premium offering — something of a reward for people who want great food without sacrificing value,
because that’s also the promise of quick service.
ROGER: I want to get back to AI. There’s concern it could affect brands negatively, but there’s also an opportunity to strengthen brands. How are you using AI, and what are you watching for?
TOM: On the AI front, we developed a tool for our operators called BK Assistant.
Imagine a headset that gives you real-time information to provide a great guest experience
— for example,
alerting you if you’re running low on a beverage
or if a machine needs service.
That’s how we think about leveraging AI.
If it’s connected across the restaurant,
team members can use it to solve problems quickly
and focus on the guest
instead of distractions.
GRANT: What do you want customers to feel when they walk into your restaurants?
TOM: It’s simple. The first thing you should get is a smile and a hello.
Those things are built through culture over time, but we are laser-focused on getting them right.
That interaction matters.
If people don’t want to use a kiosk, they want to talk to someone.
Making that small moment special can make all the difference.
ROGER: All right, Tom, we have to wrap it up there. Thank you very much for joining us.
TOM: Thanks for having me.
ROGER: Tom Curtis is president of Burger King Canada.
---
This BNN Bloomberg summary and transcript of the April 8, 2026 interview with Tom Curtis are published with the assistance of AI. Original research, interview questions and added context was created by BNN Bloomberg journalists. An editor also reviewed this material before it was published to ensure its accuracy and adherence with BNN Bloomberg editorial policies and standards.
Apr. 26, 2026 "Domino’s Pizza falls short of U.S. sales estimates as diners curb spending": Today I found this article on BNN Bloomberg:
Domino’s Pizza forecast softer growth in annual U.S. and international same-store sales on Monday,
as strained consumer sentiment
and fierce competition
weighed on demand,
sending its shares sliding about 10 per cent.
Consumers, already grappling with
high living costs
and a weak labor market,
are feeling another squeeze as Middle East tensions drive up transportation costs,
adding to inflation worries
and prompting a pullback in discretionary spending, including on dining out.
Consumer sentiment sank to COVID-19-era lows in March as inflation weighed on spending decisions, CEO Russell Weiner said on an earnings call.
The world’s largest pizza chain operator forecast U.S. and international comparable sales to grow in low single digits in 2026.
That compares with its prior projection of a three per cent rise in U.S. sales
and a one to two per cent increase internationally.
“Higher food prices
and energy costs
are already weighing on short-term earnings
but if higher fuel prices
turn consumers away from spending, it would be felt in the next quarter or two — that is the reason for the more cautious outlook in the moment,” said Brian Mulberry, chief marketing strategist at Zacks Investment Management.
The company’s U.S. comparable sales grew 0.9 per cent in the first quarter, below analysts’ average estimate of a 2.72 per cent rise, its first miss in a year, according to data compiled by LSEG. Sales fell about 0.5 per cent a year ago.
“Domino’s is facing perhaps a tougher U.S. market than anticipated.
Inflation
and a softening economy,
specifically for lower-income consumers,
have put pressure on its top line,
said Bruce Winder, an independent retail consultant.
To attract value-focused diners,
Domino’s rolled out offers such as US$9.99 “Best Deal Ever,”
alongside “Mix and Match”
and “Emergency Pizza.”
The strategy mirrors a broader push on affordability,
with McDonald’s
and Burger King
also ramping up low-priced deals.
Domino’s even expanded its menu by launching a Parmesan-stuffed crust pizza, among others.
“Competition within the QSR pizza space increased in Q1 as the national pizza players offered deals comparable, if not identical, to the renowned value Domino’s has made famous,” Weiner said.
The company, which announced a US$1 billion share buyback, posted a 0.4 per cent decline in quarterly international same-store sales, missing the estimate of a 0.7 per cent rise.
Its earnings per share of US$4.13 lagged the estimate of US$4.27, hurt by a $30 million pre-tax charge related to certain investments.
Reporting by Anuja Bharat Mistry in Bengaluru; Editing by Leroy Leo and Shilpi Majumdar
