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Also traded in: Germany

GuruFocus Financial Strength Rank measures how strong a company’s financial situation is. It is based on these factors

1. The debt burden that the company has as measured by its Interest coverage (current year).
2. Debt to revenue ratio. The lower, the better
3. Altman Z-score.

A company ranks high with financial strength is likely to withstand any business slowdowns and recessions.

Financial Strength : 6/10

vs
industry
vs
history
Cash to Debt N/A
WEN's Cash to Debt is ranked lower than
89% of the 295 Companies
in the Global Restaurants industry.

( Industry Median: 0.62 vs. WEN: N/A )
Ranked among companies with meaningful Cash to Debt only.
WEN' s Cash to Debt Range Over the Past 10 Years
Min: 0.03  Med: 0.33 Max: 44.04
Current: N/A
0.03
44.04
Equity to Asset 0.17
WEN's Equity to Asset is ranked lower than
89% of the 295 Companies
in the Global Restaurants industry.

( Industry Median: 0.50 vs. WEN: 0.17 )
Ranked among companies with meaningful Equity to Asset only.
WEN' s Equity to Asset Range Over the Past 10 Years
Min: -0.44  Med: 0.30 Max: 0.51
Current: 0.17
-0.44
0.51
Interest Coverage 3.36
WEN's Interest Coverage is ranked lower than
87% of the 212 Companies
in the Global Restaurants industry.

( Industry Median: 33.61 vs. WEN: 3.36 )
Ranked among companies with meaningful Interest Coverage only.
WEN' s Interest Coverage Range Over the Past 10 Years
Min: 0.32  Med: 1.22 Max: 4.82
Current: 3.36
0.32
4.82
F-Score: 5
Z-Score: 1.05
M-Score: -2.69
WACC vs ROIC
5.42%
6.84%
WACC
ROIC
GuruFocus Profitability Rank ranks how profitable a company is and how likely the company’s business will stay that way. It is based on these factors:

1. Operating Margin
2. Trend of the Operating Margin (5-year average). The company with an uptrend profit margin has a higher rank.
••3. Consistency of the profitability
4. Piotroski F-Score
5. Predictability Rank•

The maximum rank is 10. A rank of 7 or higher means a higher profitability and may stay that way. A rank of 3 or lower indicates that the company has had trouble to make a profit.

Profitability Rank is not directly related to the Financial Strength Rank. But if a company is consistently profitable, its financial strength will be stronger.

Profitability & Growth : 4/10

vs
industry
vs
history
Operating margin (%) 15.32
WEN's Operating margin (%) is ranked higher than
77% of the 294 Companies
in the Global Restaurants industry.

( Industry Median: 5.38 vs. WEN: 15.32 )
Ranked among companies with meaningful Operating margin (%) only.
WEN' s Operating margin (%) Range Over the Past 10 Years
Min: -22.69  Med: 4.46 Max: 12.2
Current: 15.32
-22.69
12.2
Net-margin (%) 8.55
WEN's Net-margin (%) is ranked higher than
65% of the 295 Companies
in the Global Restaurants industry.

( Industry Median: 3.28 vs. WEN: 8.55 )
Ranked among companies with meaningful Net-margin (%) only.
WEN' s Net-margin (%) Range Over the Past 10 Years
Min: -26.32  Med: 0.25 Max: 5.89
Current: 8.55
-26.32
5.89
ROE (%) 12.71
WEN's ROE (%) is ranked lower than
57% of the 285 Companies
in the Global Restaurants industry.

( Industry Median: 8.39 vs. WEN: 12.71 )
Ranked among companies with meaningful ROE (%) only.
WEN' s ROE (%) Range Over the Past 10 Years
Min: -33.88  Med: 0.29 Max: 6.66
Current: 12.71
-33.88
6.66
ROA (%) 4.47
WEN's ROA (%) is ranked lower than
62% of the 295 Companies
in the Global Restaurants industry.

( Industry Median: 4.12 vs. WEN: 4.47 )
Ranked among companies with meaningful ROA (%) only.
WEN' s ROA (%) Range Over the Past 10 Years
Min: -15.73  Med: 0.14 Max: 2.85
Current: 4.47
-15.73
2.85
ROC (Joel Greenblatt) (%) 30.49
WEN's ROC (Joel Greenblatt) (%) is ranked higher than
52% of the 294 Companies
in the Global Restaurants industry.

( Industry Median: 15.84 vs. WEN: 30.49 )
Ranked among companies with meaningful ROC (Joel Greenblatt) (%) only.
WEN' s ROC (Joel Greenblatt) (%) Range Over the Past 10 Years
Min: -45.2  Med: 9.21 Max: 25.62
Current: 30.49
-45.2
25.62
Revenue Growth (3Y)(%) -2.80
WEN's Revenue Growth (3Y)(%) is ranked lower than
78% of the 225 Companies
in the Global Restaurants industry.

( Industry Median: 4.40 vs. WEN: -2.80 )
Ranked among companies with meaningful Revenue Growth (3Y)(%) only.
WEN' s Revenue Growth (3Y)(%) Range Over the Past 10 Years
Min: -52.9  Med: 5.45 Max: 57.5
Current: -2.8
-52.9
57.5
EBITDA Growth (3Y)(%) 16.30
WEN's EBITDA Growth (3Y)(%) is ranked higher than
75% of the 198 Companies
in the Global Restaurants industry.

( Industry Median: 4.90 vs. WEN: 16.30 )
Ranked among companies with meaningful EBITDA Growth (3Y)(%) only.
WEN' s EBITDA Growth (3Y)(%) Range Over the Past 10 Years
Min: -54.6  Med: 1.85 Max: 80.3
Current: 16.3
-54.6
80.3
EPS Growth (3Y)(%) 100.00
WEN's EPS Growth (3Y)(%) is ranked higher than
98% of the 161 Companies
in the Global Restaurants industry.

( Industry Median: 6.60 vs. WEN: 100.00 )
Ranked among companies with meaningful EPS Growth (3Y)(%) only.
WEN' s EPS Growth (3Y)(%) Range Over the Past 10 Years
Min: -63.2  Med: 33.05 Max: 151.7
Current: 100
-63.2
151.7
» WEN's 10-Y Financials

Financials


Revenue & Net Income
Cash & Debt
Oprt. Cash Flow & Free Cash Flow

» Details

Guru Trades

Q1 2015

WEN Guru Trades in Q1 2015

Robert Olstein 985,000 sh (+42.75%)
Jim Simons 1,908,482 sh (+40.51%)
Caxton Associates 600,000 sh (+33.33%)
Paul Tudor Jones Sold Out
John Keeley Sold Out
Murray Stahl 28,602,415 sh (-6.04%)
Mario Gabelli 112,710 sh (-6.63%)
Steven Cohen 917,700 sh (-69.43%)
» More
Q2 2015

WEN Guru Trades in Q2 2015

Prem Watsa 53,200 sh (New)
David Abrams 4,250,000 sh (New)
Jim Simons 2,320,782 sh (+21.60%)
Robert Olstein 1,119,000 sh (+13.60%)
Mario Gabelli Sold Out
Murray Stahl 28,134,563 sh (-1.64%)
Caxton Associates 325,000 sh (-45.83%)
Steven Cohen 376,600 sh (-58.96%)
» More
Q3 2015

WEN Guru Trades in Q3 2015

Paul Tudor Jones 36,105 sh (New)
George Soros 16,400 sh (New)
Robert Olstein 1,179,000 sh (+5.36%)
David Abrams Sold Out
Prem Watsa Sold Out
Caxton Associates Sold Out
Jim Simons 2,137,782 sh (-7.89%)
Murray Stahl 16,769,109 sh (-40.40%)
Steven Cohen 12,900 sh (-96.57%)
» More
Q4 2015

WEN Guru Trades in Q4 2015

Murray Stahl 15,425,904 sh (-8.01%)
Robert Olstein 1,045,000 sh (-11.37%)
Jim Simons 95,182 sh (-95.55%)
» More
» Details

Insider Trades

Latest Guru Trades with WEN

(List those with share number changes of more than 20%, or impact to portfolio more than 0.1%)

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Guru Investment Theses on Wendy's Co

Murray Stahl’s Horizon Kinetics Comments on Wendy’s Company - Jun 26, 2014

As the investing world continues to embrace indexation, it assists us in sourcing truly attractive investments in areas that are structurally overlooked (or created) by the mainstream. Wendy’s, a relatively recent purchase and significant holding, is one example.



The Wendy’s Company (WEN) has long been unloved. It is the world’s third largest hamburger-oriented quick service restaurant (“QSR”), behind McDonald’s (MCD) and Burger King (BKW). A common criticism is that it has chronically underperformed its larger peers in many key areas, particularly profit margins. Accordingly, the company “screens” poorly by nearly every quantitative measure of business performance and valuation. The stock price was essentially unchanged for 2010, 2011, and 2012. Although it has almost doubled during the past year, it is lower now than it was over 10 years ago, in 2003. However, many of our most successful investments over the past two decades have been in companies that, like Wendy’s, underperform their competitors. Operational/financial underperformance is, in fact, an opportunity, if the underlying business is fundamentally viable and an actionable plan exists to improve operating performance.



Wendy’s operating results are clearly deficient: the company’s cash operating earnings margin (before interest, tax, depreciation, and amortization) (“EBITDA”) of 14.1% can be compared with the McDonald’s and Burger King Worldwide restaurant-level margins of 35.9% and 56.4%, respectively. Yum! Brands (YUM) averages a lower margin through its KFC, Pizza Hut, and Taco Bell restaurants, but at 20.9%, it is nevertheless almost 50% more profitable than Wendy’s. One of the several reasons for Wendy’s deficiency here is the ratio of franchised restaurants to company-owned stores. The franchisee in the QSR industry typically pays 4% of gross store revenue to the parent company, the parent only being responsible for corporate overhead and limited marketing costs. Thus, this 4% revenue is a very high margin business, over 80% for both McDonald’s and Burger King Worldwide. Company-owned stores not only require much larger balance sheet commitments, but also have much lower margins that seldom exceed 20%. Only about 82% of Wendy’s stores are franchised, compared to nearly 100% at Burger King Worldwide.



The franchise/company-owned mix is not the only factor impairing Wendy’s profitability; at 1%, the company also has nearly no locations outside of the United States. McDonald’s and Burger King generate 69% and 42% of company revenue outside of North America. The mix is even higher for Yum! Brands, although this figure is inflated due to a concentration of “strategic” company-owned stores in international markets.



The untapped potential for Wendy’s is readily apparent, and although this is beginning to be recognized (i.e., the shares increased 85.5% in 2013), one can observe that considerable upside remains. Wendy’s currently trades at approximately 11.8x 2013 EBITDA, compared to 10.7x for McDonald’s, 18.0x for Burger King Worldwide, and 13.3x for Yum! Brands. The modest relative multiple assigned to McDonald’s likely reflects recognition of the market saturation that the company has achieved worldwide. Burger King Worldwide, on the other hand, has recently re-emerged as a public company after having been taken private by the esteemed private equity company 3G Capital Partners, in 2010. The current company strategy is “asset light,” as evidenced by the minimal proportion of company-owned restaurants, and is focused on international expansion (42% international revenue mix in 2013) and paying down its debt. The inflated cash flow multiple is likely in recognition of the company’s strategy and its value-oriented private equity management team. Yum! Brands also has market saturation issues to contend with, yet the high cash flow multiple may reflect the company’s early-mover status in entering various emerging markets.



Wendy’s, on merely the two sub-par ratios (franchise/company-owned store mix and absence of international presence) has superior margin and revenue expansion possibilities relative to all of these peers, yet trades at a multiple that fails to reflect this fact. Moreover, the methodological approach, popular though it is, of comparing a company’s earnings multiple to those of its peers is an error in this case. After all, with an EBITDA multiple of 11.8x, does Wendy’s seem so very much cheaper than Yum! Brands at 13.3x? The problem here, as mentioned at the beginning of this discussion, which is also the opportunity, is that the current earnings are irrelevant in this instance. One must estimate what the normalized Wendy’s earnings will be at the conclusion of its program to rebalance its franchise mix and refurbish its out-of-date stores, which is a third major factor in its valuation. That project, described below, will be a four year process at a minimum, with an important cross-over point in about four years. But Wall Street consensus earnings estimates only go as far as next year.



Accordingly, standard-time-horizon investors are unlikely to be holders of Wendy’s shares due to the lack of a tangible short-term catalyst for value realization. While it is true that there is no short-term catalyst, there is undoubtedly a catalyst. Nelson Peltz, and Peter May, along with the investment fund that they control (Trian Fund Management, L.P.) currently hold over 23% of Wendy’s shares, and Mr. Peltz acts as non-executive chairman. These two investors have extensive experience in the food and beverage industries, beginning with a 1993 activist investment in Triarc Companies (“Triarc”), which owned Arby’s franchises and Royal Crown Cola, amongst a variety of other businesses. Subsequently, through Triarc, they acquired Snapple Beverage Corp. in 1997 for $300 million, only to sell the business for a $480 million profit just three years later, after having fixed some of the management and structural problems that Snapple suffered under its prior corporate owner, Quaker Oats. Ultimately, Triarc merged with Wendy’s Corporation in 2008, creating Wendy’s Arby’s Group; however, the name was changed back to The Wendy’s Corporation in 2011, after the sale of the majority of the interest in Arby’s. A cursory review of the investment and operating history of Messrs. Peltz and May, even exclusive of the Snapple coup, reveals their capacity for exceptional shareholder value creation.



Beyond the international and franchise model initiatives at Wendy’s, management is also focused on repositioning the brand within the QSR market. This primarily involves “reimaging” stores, which essentially refers to a company-wide model to follow for modernizing stores, some of which are over 25 years old. The initial investment costs vary depending on the requisite work, but a successfully completed test period indicates 10-20% sales lift for reimaged stores, and a 25-35% increase for “scrapped” and rebuilt stores. The profit flow-through of each strategy is expected to be 40%.





However, this process is in its early stages, such that the enhanced profitability of the newly reformatted stores will be obscured by the incentives and financing that Wendy’s will provide to induce additional franchisees to participate during this phased program. The cost per store can be $0.5 million or higher. Management intends for 85% of the company-owned stores to be updated by 2017, amounting to 35% of the overall Wendy’s system. It can be presumed that the full profitability of this transition will not be reflected in the financial statements until 2018. There will come an important cross-over point when more stores will have been reformatted than those that remain, such that the latent profitability of the program will become more apparent in the financial statements.



Concurrently, Wendy’s is also engaged in a “system optimization” strategy aimed at selling 425 company-owned stores, completed a few weeks ago, for proceeds of $325 million. The incremental cash facilitated a $275 million share repurchase program, for 7.5% of its shares, completed earlier this year.



In sum, there does not appear to be any natural impediment to Wendy’s being able to achieve a profit margin closer to those of its major competitors, in which case profits could be 50% or 100% higher. It is now executing a tactical and strategic set of plans, under the direction of two activist owner-operators, to correct its deficiencies. There are several levers and sources of earnings expansion, which jointly can be very powerful in success mode, and one of the sources of return is simply the operation of the equity yield curve: that however successful the financial outcome might be, it will be too far in the future to be relevant to most investors and, thus, that as-yet-unrealized success is excessively discounted in the present.



From Murray Stahl’s First Quarter 2014 Market Commentary.



Check out Murray Stahl latest stock trades

Top Ranked Articles about Wendy's Co

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Murray Stahl (Trades, Portfolio), chairman of Horizon Asset Management Inc., takes a value approach to investing, a strategy that has produced double-digit returns for Horizon's investors. In the third quarter, though, Stahl's largest deals were reductions of his existing stakes. Read more...
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The majority of the stakes in the portfolio of David Abrams (Trades, Portfolio), who founded Abrams Capital Management, are in banking, but, with the possible exception of one transaction, his second-quarter activity would not be found in the banking sector. Instead, his focus was primarily on food, fuel and entertainment. Read more...

Ratios

vs
industry
vs
history
P/E(ttm) 35.00
WEN's P/E(ttm) is ranked lower than
61% of the 321 Companies
in the Global Restaurants industry.

( Industry Median: 24.62 vs. WEN: 35.00 )
Ranked among companies with meaningful P/E(ttm) only.
WEN' s P/E(ttm) Range Over the Past 10 Years
Min: 22.82  Med: 75.95 Max: 552
Current: 35
22.82
552
Forward P/E 24.63
WEN's Forward P/E is ranked lower than
77% of the 218 Companies
in the Global Restaurants industry.

( Industry Median: 16.81 vs. WEN: 24.63 )
Ranked among companies with meaningful Forward P/E only.
N/A
PE(NRI) 39.42
WEN's PE(NRI) is ranked lower than
80% of the 260 Companies
in the Global Restaurants industry.

( Industry Median: 24.50 vs. WEN: 39.42 )
Ranked among companies with meaningful PE(NRI) only.
WEN' s PE(NRI) Range Over the Past 10 Years
Min: 23.52  Med: 97.40 Max: 503
Current: 39.42
23.52
503
P/B 3.68
WEN's P/B is ranked lower than
57% of the 343 Companies
in the Global Restaurants industry.

( Industry Median: 2.47 vs. WEN: 3.68 )
Ranked among companies with meaningful P/B only.
WEN' s P/B Range Over the Past 10 Years
Min: 0.71  Med: 1.73 Max: 8.14
Current: 3.68
0.71
8.14
P/S 1.71
WEN's P/S is ranked lower than
83% of the 343 Companies
in the Global Restaurants industry.

( Industry Median: 0.86 vs. WEN: 1.71 )
Ranked among companies with meaningful P/S only.
WEN' s P/S Range Over the Past 10 Years
Min: 0.1  Med: 0.94 Max: 2.12
Current: 1.71
0.1
2.12
POCF 17.19
WEN's POCF is ranked lower than
58% of the 342 Companies
in the Global Restaurants industry.

( Industry Median: 11.96 vs. WEN: 17.19 )
Ranked among companies with meaningful POCF only.
WEN' s POCF Range Over the Past 10 Years
Min: 0.67  Med: 9.48 Max: 962
Current: 17.19
0.67
962
EV-to-EBIT 21.38
WEN's EV-to-EBIT is ranked lower than
64% of the 343 Companies
in the Global Restaurants industry.

( Industry Median: 16.80 vs. WEN: 21.38 )
Ranked among companies with meaningful EV-to-EBIT only.
WEN' s EV-to-EBIT Range Over the Past 10 Years
Min: -54.5  Med: 22.40 Max: 575.8
Current: 21.38
-54.5
575.8
EV-to-EBITDA 12.49
WEN's EV-to-EBITDA is ranked lower than
56% of the 340 Companies
in the Global Restaurants industry.

( Industry Median: 12.03 vs. WEN: 12.49 )
Ranked among companies with meaningful EV-to-EBITDA only.
WEN' s EV-to-EBITDA Range Over the Past 10 Years
Min: -21.6  Med: 10.75 Max: 33.3
Current: 12.49
-21.6
33.3
PEG 3.99
WEN's PEG is ranked lower than
74% of the 105 Companies
in the Global Restaurants industry.

( Industry Median: 2.26 vs. WEN: 3.99 )
Ranked among companies with meaningful PEG only.
WEN' s PEG Range Over the Past 10 Years
Min: 2.66  Med: 3.48 Max: 5.52
Current: 3.99
2.66
5.52
Current Ratio 1.95
WEN's Current Ratio is ranked higher than
75% of the 293 Companies
in the Global Restaurants industry.

( Industry Median: 1.09 vs. WEN: 1.95 )
Ranked among companies with meaningful Current Ratio only.
WEN' s Current Ratio Range Over the Past 10 Years
Min: 0.46  Med: 1.96 Max: 9.01
Current: 1.95
0.46
9.01
Quick Ratio 1.94
WEN's Quick Ratio is ranked higher than
78% of the 293 Companies
in the Global Restaurants industry.

( Industry Median: 0.97 vs. WEN: 1.94 )
Ranked among companies with meaningful Quick Ratio only.
WEN' s Quick Ratio Range Over the Past 10 Years
Min: 0.41  Med: 1.85 Max: 9.01
Current: 1.94
0.41
9.01
Days Inventory 1.80
WEN's Days Inventory is ranked higher than
96% of the 274 Companies
in the Global Restaurants industry.

( Industry Median: 12.18 vs. WEN: 1.80 )
Ranked among companies with meaningful Days Inventory only.
WEN' s Days Inventory Range Over the Past 10 Years
Min: 2.38  Med: 4.25 Max: 5.49
Current: 1.8
2.38
5.49
Days Sales Outstanding 14.93
WEN's Days Sales Outstanding is ranked lower than
66% of the 240 Companies
in the Global Restaurants industry.

( Industry Median: 8.66 vs. WEN: 14.93 )
Ranked among companies with meaningful Days Sales Outstanding only.
WEN' s Days Sales Outstanding Range Over the Past 10 Years
Min: 7.9  Med: 12.42 Max: 24.05
Current: 14.93
7.9
24.05
Days Payable 18.74
WEN's Days Payable is ranked lower than
82% of the 232 Companies
in the Global Restaurants industry.

( Industry Median: 37.00 vs. WEN: 18.74 )
Ranked among companies with meaningful Days Payable only.
WEN' s Days Payable Range Over the Past 10 Years
Min: 13.74  Med: 20.36 Max: 53.13
Current: 18.74
13.74
53.13

Dividend & Buy Back

vs
industry
vs
history
Dividend Yield 2.38
WEN's Dividend Yield is ranked higher than
57% of the 316 Companies
in the Global Restaurants industry.

( Industry Median: 1.65 vs. WEN: 2.38 )
Ranked among companies with meaningful Dividend Yield only.
WEN' s Dividend Yield Range Over the Past 10 Years
Min: 1.09  Med: 1.90 Max: 10.13
Current: 2.38
1.09
10.13
Dividend Payout 0.98
WEN's Dividend Payout is ranked higher than
50% of the 202 Companies
in the Global Restaurants industry.

( Industry Median: 0.98 vs. WEN: 0.98 )
Ranked among companies with meaningful Dividend Payout only.
WEN' s Dividend Payout Range Over the Past 10 Years
Min: 0.15  Med: 0.81 Max: 8
Current: 0.98
0.15
8
Dividend Growth (3y) 36.80
WEN's Dividend Growth (3y) is ranked higher than
89% of the 92 Companies
in the Global Restaurants industry.

( Industry Median: 11.90 vs. WEN: 36.80 )
Ranked among companies with meaningful Dividend Growth (3y) only.
WEN' s Dividend Growth (3y) Range Over the Past 10 Years
Min: 0  Med: -42.00 Max: 40.4
Current: 36.8
0
40.4
Forward Dividend Yield 2.54
WEN's Forward Dividend Yield is ranked higher than
56% of the 271 Companies
in the Global Restaurants industry.

( Industry Median: 1.88 vs. WEN: 2.54 )
Ranked among companies with meaningful Forward Dividend Yield only.
N/A
Yield on cost (5-Year) 9.11
WEN's Yield on cost (5-Year) is ranked higher than
93% of the 316 Companies
in the Global Restaurants industry.

( Industry Median: 2.09 vs. WEN: 9.11 )
Ranked among companies with meaningful Yield on cost (5-Year) only.
WEN' s Yield on cost (5-Year) Range Over the Past 10 Years
Min: 4.19  Med: 7.30 Max: 38.93
Current: 9.11
4.19
38.93
3-Year Average Share Buyback Ratio 2.60
WEN's 3-Year Average Share Buyback Ratio is ranked higher than
89% of the 177 Companies
in the Global Restaurants industry.

( Industry Median: -0.90 vs. WEN: 2.60 )
Ranked among companies with meaningful 3-Year Average Share Buyback Ratio only.
WEN' s 3-Year Average Share Buyback Ratio Range Over the Past 10 Years
Min: -108.3  Med: 0.60 Max: 10.4
Current: 2.6
-108.3
10.4

Valuation & Return

vs
industry
vs
history
Price/Projected FCF 3.23
WEN's Price/Projected FCF is ranked lower than
73% of the 251 Companies
in the Global Restaurants industry.

( Industry Median: 1.88 vs. WEN: 3.23 )
Ranked among companies with meaningful Price/Projected FCF only.
WEN' s Price/Projected FCF Range Over the Past 10 Years
Min: 0.49  Med: 1.10 Max: 16.39
Current: 3.23
0.49
16.39
Price/Median PS Value 1.81
WEN's Price/Median PS Value is ranked lower than
87% of the 342 Companies
in the Global Restaurants industry.

( Industry Median: 1.05 vs. WEN: 1.81 )
Ranked among companies with meaningful Price/Median PS Value only.
WEN' s Price/Median PS Value Range Over the Past 10 Years
Min: 0.12  Med: 0.94 Max: 2.66
Current: 1.81
0.12
2.66
Price/Peter Lynch Fair Value 3.16
WEN's Price/Peter Lynch Fair Value is ranked lower than
86% of the 98 Companies
in the Global Restaurants industry.

( Industry Median: 1.66 vs. WEN: 3.16 )
Ranked among companies with meaningful Price/Peter Lynch Fair Value only.
WEN' s Price/Peter Lynch Fair Value Range Over the Past 10 Years
Min: 0.4  Med: 2.89 Max: 10.86
Current: 3.16
0.4
10.86
Earnings Yield (Greenblatt) (%) 4.62
WEN's Earnings Yield (Greenblatt) (%) is ranked lower than
54% of the 281 Companies
in the Global Restaurants industry.

( Industry Median: 4.90 vs. WEN: 4.62 )
Ranked among companies with meaningful Earnings Yield (Greenblatt) (%) only.
WEN' s Earnings Yield (Greenblatt) (%) Range Over the Past 10 Years
Min: 0.2  Med: 4.00 Max: 7.7
Current: 4.62
0.2
7.7
Forward Rate of Return (Yacktman) (%) 12.97
WEN's Forward Rate of Return (Yacktman) (%) is ranked higher than
64% of the 157 Companies
in the Global Restaurants industry.

( Industry Median: 6.83 vs. WEN: 12.97 )
Ranked among companies with meaningful Forward Rate of Return (Yacktman) (%) only.
WEN' s Forward Rate of Return (Yacktman) (%) Range Over the Past 10 Years
Min: -74.5  Med: -0.80 Max: 90.3
Current: 12.97
-74.5
90.3

More Statistics

Revenue(Mil) $1885
EPS $ 0.52
Beta0.72
Short Percentage of Float11.06%
52-Week Range $8.43 - 11.71
Shares Outstanding(Mil)273.48

Analyst Estimate

Dec16 Dec17
Revenue(Mil) 1,251 1,077
EPS($) 0.35 0.38
EPS without NRI($) 0.35 0.38

Latest Earnings Webcast

» More Conference Calls

Business Description

Industry: Restaurants » Restaurants
Compare:BH, CMG, MCD, DIN, SBUX » details
Traded in other countries:TQK.Germany,
Wendy's Co was incorporated in Ohio in 1929 as Triarc. Wendy's Company is the parent company of its 100% owned subsidiary holding company, Wendy's Restaurants, LLC. On July 4, 2011, Wendy's Restaurants completed the sale of 100% of the common stock of its then wholly-owned subsidiary, Arby's Restaurant Group, Inc. After this sale, the principal 100% owned subsidiary of Wendy's Restaurants was Wendy's International, Inc. and its subsidiaries. Wendy's franchises and operates company-owned Wendy's quick-service restaurants specializing in hamburger sandwiches throughout the United States of America. Wendy's also has franchised restaurants in 27 foreign countries and U.S. territories other than North America. At December 29, 2013, Wendy's operated and franchised 1,183 and 5,374 restaurants, respectively. The menu also includes chicken nuggets, chili, french fries, baked potatoes, freshly prepared salads, soft drinks, Frosty desserts and kids' meals. The restaurants also sell promotional products on a limited time basis. The Company or its subsidiaries have registered certain trademarks and service marks in the United States Patent and Trademark Office and in international jurisdictions, some of which include Wendy's, Old Fashioned Hamburgers and Quality Is Our Recipe. Each restaurant is in competition with other food service operations within the same geographical area. The quick-service restaurant segment is competitive and includes well-established competitors. Wendy's competes with other restaurant companies and food outlets, primarily through the quality, variety, convenience, price, and value perception of food products offered. The Company also competes within the food service industry and the quick service restaurant sector not only for customers, but also for personnel, suitable real estate sites and qualified franchisees. The Company's past and present operations are governed by federal, state and local environmental laws and regulations concerning the discharge, storage, handling and disposal of hazardous or toxic substances.
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