Hot Restaurant Stocks To Buy For 2015

Despite flat year-over-year visits to the country's restaurants in 2013, according to data provider NPD Group, consumers are rewarding their preferred dining establishments with slightly higher per-visit spending levels.�

That is good news for the industry's victors, which in the quick-serve chicken category include�AFC Enterprises (NASDAQ: AFCE  ) , owner of the Popeyes Chicken and Louisiana Kitchen concepts.�The company has spent the past 40 years building itself into the No. 3 brand in the space, trailing only competitors KFC and Chick-fil-A.� After a strong five-year run, should investors keep betting on this rising star?

What's the value?
AFC Enterprises has been running on all cylinders lately, with a growing store network in the U.S. as well as in 27 international markets where it is riding 15 straight quarters of comparable-store sales gains.� The company's almost exclusively franchise-based model has allowed it to quickly open new stores by leveraging its franchisees' capital, which has led to consistent market-share capture over the past five years.�

Hot Restaurant Stocks To Buy For 2015: Arcos Dorados Holdings Inc (ARCO)

Arcos Dorados Holdings Inc., incorporated on December 9, 2010, is a McDonald�� franchisee. As of December 31, 2010, the Company operated or franchised 1,755 McDonald��-branded restaurants, which represented 6.7% of McDonald�� total franchised restaurants globally. It operates McDonald��-branded restaurants under two different operating formats, Company-operated restaurants and franchised restaurants. As of December 31, 2010, of its 1,755 McDonald��-branded restaurants in the territories, 1,292 (or 74%) were Company-operated restaurants and 463 (or 26%) were franchised restaurants. It generates revenues from two sources: sales by Company-operated restaurants and revenues from franchised restaurants, which consist of rental income, which is based on the greater of a flat fee or a percentage of sales reported by franchised restaurants. As of December 31, 2010, it owned the land for 510 of its restaurants (totaling approximately 1.2 million square meters) and the buildings for all but 12 of its restaurants. It divides its operations into four geographical divisions: Brazil; the Caribbean division, consisting of Aruba, Curacao, French Guiana, Guadeloupe, Martinique, Puerto Rico and the United States Virgin Islands of St. Croix and St. Thomas; North Latin America division (NOLAD), consisting of Costa Rica, Mexico and Panama, and South Latin America division (SLAD), consisting of Argentina, Chile, Colombia, Ecuador, Peru, Uruguay and Venezuela. As of December 31, 2010, 35.1% of its restaurants were located in Brazil, 29.7% in SLAD, 27.1% in NOLAD and 8.1% in the Caribbean division. The Company conducts its business through its indirect, wholly owned subsidiary Arcos Dorados B.V.

Company-Operated and Franchised Restaurants

The Company operates its McDonald��-branded restaurants under two basic structures: Company-operated restaurants operated by the Company and franchised restaurants operated by franchisees. Under both operating alternatives the real estate location may ! either be owned or leased by the Company. It owns, fully manages and operates the Company-operated restaurants and retains any operating profits generated by such restaurants, after paying operating expenses and the franchise and other fees owed to McDonald�� under the Master Franchise Agreements (MFAs). In Company-operated restaurants, it assumes the capital expenditures for the building and equipment of the restaurant and, if it owns the real estate location, for the land as well. Under its franchise arrangements, franchisees provide a portion of the capital required by initially investing in the equipment, signs, seating and decor of their restaurants, and by reinvesting in the business over time. It is required by the MFAs to own the real estate or to secure long-term leases for franchised restaurant sites. It subsequently leases or subleases the property to franchisees.

In exchange for the lease and services, franchisees pay a monthly rent to the Company, based on the greater of a fixed rent or a certain percentage of gross sales. In addition to this monthly rent, it collects the monthly continuing franchise fee, which generally is 5% of the United States dollar equivalent of the restaurant�� gross sales, and pays these fees to McDonald�� pursuant to the MFAs. However, if a franchisee fails to pay its monthly continuing franchise fee, it remains liable for payment in full of these fees to McDonald��. As of December 31, 2010, it was engaged in several joint ventures, which collectively owned 24 restaurants, in Argentina, Chile and Colombia.

Restaurant Categories

The Company classifies its restaurants into one of four categories: freestanding, food court, in-store and mall stores. Freestanding restaurants are the type of restaurant, which have ample indoor seating and include a drive-through area. Food court restaurants are located in malls and consist of a front counter and kitchen and do not have their own seating area. In-store restaurants are part ! of a larg! er building and resemble freestanding restaurants, except for the lack of a drive-through area. Mall stores are located in malls like food court restaurants, but have their own seating areas. As of December 31, 2010, 808 (or 46.2%) of its restaurants were freestanding, 359 (or 20.5%) were food court, 265 (or 15.1%) were in-stores and 319 (or 18.2%) were mall stores. In addition, it has four non-traditional stores, such as food carts.

Reimaging

As of December 31, 2010, the Company had completed the reimaging of 308 of 1,569 restaurants. Many of the reimaging projects include the addition of McCafe locations to the restaurant. It has developed system-wide guidelines for the interior and exterior design of reimaged restaurants.

McCafe Locations and Dessert Centers

McCafe locations are stylish, separate areas within restaurants where customers can purchase a range of customizable beverages, including lattes, cappuccinos, mochas, hot and iced premium coffees and hot chocolate. As of December 31, 2010, there were 267 McCafe locations in the Territories, of which 12% were operated by franchisees. Argentina, with 71 locations, has McCafe locations, followed by Brazil, with 67 locations. In addition to McCafe locations, it has Dessert Centers. Dessert Centers operate from existing restaurants, but depend on them for supplies and operational support. As of December 31, 2010, there were 1,306 Dessert Centers in the Territories.

Product Offerings

The Company�� menus feature three tiers of products: affordable entry-level options, such as its Big Pleasures, Small Prices or Combo del Dia (Daily Extra Value Meal) offerings, core menu options, such as the Big Mac, Happy Meal and Quarter Pounder, and premium options, such as Big Tasty or Angus premium hamburgers and chicken sandwiches and low-calorie or low-sodium products, which are marketed through common platforms rather than as individual items. These platforms can be based on the ty! pe of pro! ducts, such as beef, chicken, salads or desserts, or on the type of customer targeted, such as the children�� menu.

Advisors' Opinion:

• [By Rich Duprey]

  Latin American McDonald's franchisee�Arcos Dorados (NYSE: ARCO  ) announced today its second-quarter dividend of $0.0596�per share on its Class A and Class B stock, slightly lower than the steady rate of $0.0597 per share it's paid since 2011.

• [By Dan Caplinger]

  Next Tuesday, Arcos Dorados (NYSE: ARCO  ) will release its latest quarterly results. The key to making smart investment decisions on stocks reporting earnings is to anticipate how they'll do before they announce results, leaving you fully prepared to respond quickly to whatever inevitable surprises arise. That way, you'll be less likely to make an uninformed knee-jerk reaction to news that turns out to be exactly the wrong move.

• [By Asit Sharma]

  Arcos Dorados' (NYSE: ARCO  ) stock has remained basically flat this year, as a strong U.S. dollar has weakened the company's earnings, which are derived almost entirely from Latin America. As an example, the company's Brazilian division sales were up almost 11% in 2012 versus the prior year on an organic basis, from $1.8 billion to more than $2.0 billion. However, due to the depreciation of the Brazilian real, the division's revenues actually decreased by $93 million in dollar terms. In the accompanying video, Fool contributor Asit Sharma discusses Arcos' recent results, and why he sees a buying opportunity in Arcos Dorados stock.

• [By Geoffrey Seiler]

  Analyst John Ivankoe took Arcos Dorados (ARCO) from neutral to overweight and increased his target from $13 to $14. It is the first time the analyst has had a positive view on the stock since it IPO'd.

Hot Restaurant Stocks To Buy For 2015: Noodles & Co (NDLS)

Noodles & Company, incorporated on December 19, 2002, is a casual restaurant concept offering lunch and dinner. The Company offers noodle and pasta dishes, staples of many cuisines, with the goal of delivering fresh ingredients and flavors globally under one roof from Pad Thai to Mac & Cheese. The Company�� globally inspired menu includes a variety of cooked-to-order dishes, including noodles and pasta, soups, salads and sandwiches, which are served on china by its friendly team members.

As of May 28, 2013, including the 16 Company owned restaurants and one franchise restaurant opened in 2013. The Company opened 39 new company owned restaurants and six franchise restaurants. In 2012, the Company began using Your World Kitchen to describe the breadth of its offering and its customers' dining experience.

Advisors' Opinion:

• [By Lauren Pollock]

  Noodles(NDLS) & Co.’s third-quarter profit soared as the fast-casual dining chain’s sales were bolstered by new restaurant openings and rising demand at established locations. Though sales were boosted by higher traffic and an increase in the amount spent per customer, shares of Noodles dropped 7.9% to $43 in premarket trading as the revenue growth wasn’t as lofty as analysts expected.

• [By Tamara Rutter]

  Take Noodles & Company (NASDAQ: NDLS  ) , for example. The fast-casual dining chain hit the public market running last month, with the stock's IPO more than doubling in value. This enthusiasm from investors seems promising until you consider that the stock now trades at nearly 430 times earnings. Yikes.

• [By Jason Moser]

  In today's "Ask a Fool" segment,�Motley Fool One�analyst Jason Moser fields a question from a Fool who asks: "Is Noodles & Company (NASDAQ: NDLS  ) a long-term investment?" There's no question Noodles and Company's IPO has the stock headed in the right direction. Jason offers his take on the situation, and what investors should look out for.

Top 10 Growth Companies To Buy For 2014: Fiesta Restaurant Group Inc (FRGI)

Fiesta Restaurant Group, Inc. (Fiesta Restaurant Group), incorporated on April 27, 2011, owns, operates and franchises two fast-casual restaurant brands, Pollo Tropical and Taco Cabana. The Company's Pollo Tropical restaurants offer a range of tropical and Caribbean inspired food, while the Company's Taco Cabana restaurants offers a range of fresh, authentic Mexican food. As of December 30, 2012 , the Company owned and operated a total of 251 restaurants across four states, which included 91 Pollo Tropical and 160 Taco Cabana restaurants. The Company franchises its Pollo Tropical restaurants internationally. As of December 30, 2012 , the Company had 35 franchised Pollo Tropical restaurants located in Puerto Rico, Ecuador, Honduras, Trinidad, the Bahamas, Venezuela, Costa Rica, Panama and on several college campuses in Florida. As of December 30, 2012 , the Company had eight Taco Cabana franchised restaurants located in Georgia, New Mexico and Texas.

Pollo Tropical

The Company's Pollo Tropical restaurants offer tropical and Caribbean inspired menu items, featuring grilled chicken marinated in the Company's blend of tropical fruit juices and spices. The Company's diverse menu also includes a line of TropiChops (a casserole bowl of grilled chicken, roast pork or grilled vegetables served over white, brown or yellow rice and red or black beans and topped with a range of condiments and sauces), a range of chicken sandwiches, wraps, salads, roast pork, grilled ribs and wings offered with a range of salsas, sauces and Caribbean style made from scratch side dishes, including black beans and rice, Yucatan fries and sweet plantains, as well as menu items, such as french fries, corn and salads. The Company also offers Hispanic desserts, such as flan and tres leches, and at certain locations, the Company offers a range of sangria, wine and beer.

The Company's Pollo Tropical restaurants feature signature dining areas. In additiona, the Company's Pollo Tropical restaurants ! provide its guests the option of take-out, as well as the convenience of drive-thru windows. The Company's Pollo Tropical restaurants are open for lunch, dinner and late night orders seven days per week. As of December 30, 2012, its company-owned Pollo Tropical restaurants were freestanding buildings. The Company's typical free-standing Pollo Tropical restaurant ranges from 2,800 to 3,500 square feet and provide interior seating for approximately 70 guests. As of December 30, 2012 , the Company owned and operated a total of 91 Pollo Tropical restaurants, of which 89 were located in Florida and two were located in Georgia. The Company is franchising its Pollo Tropical restaurants internationally. As of December 30, 2012, the Company had 35 franchised Pollo Tropical restaurants located in Puerto Rico, Ecuador, Honduras, Trinidad, the Bahamas, Venezuela, Costa Rica, Panama and on college campuses in Florida. The Company also has agreements for the future development of franchised Pollo Tropical restaurants in Tobago, Aruba, Curacao, Bonaire, Guatemala and India.

Taco Cabana

The Company's Taco Cabana restaurants serve Mexican food, including flame-grilled beef and chicken fajitas served on sizzling iron skillets, quesadillas, hand-rolled flautas, enchiladas, burritos, tacos, fresh-made flour tortillas, a selection of made from scratch salsas and sauces, customizable salads served in a Cabana bowl, traditional Mexican and American breakfasts and other Mexican dishes. The Company's Taco Cabana restaurants also offer a range of beverage choices, including soft drinks, frozen margaritas and beer.

The Company's Taco Cabana restaurants feature interior dining areas, as well as semi-enclosed and outdoor patio areas. In addition, the Company's Taco Cabana restaurants provide its guests the option of take-out. The Company's freestanding Taco Cabana restaurants average approximately 3,500 square feet (exclusive of the exterior dining area) and provide seating for approximatel! y 80 gues! ts, with additional outside patio seating for approximately 50 guests. As of December 30, 2012, its company-owned Taco Cabana restaurants were freestanding buildings. As of December 30, 2012, the Company owned and operated 160 Taco Cabana restaurants, of which 156 are located in Texas and four in Oklahoma.

Advisors' Opinion:

• [By Seth Jayson]

  Calling all cash flows
  When you are trying to buy the market's best stocks, it's worth checking up on your companies' free cash flow once a quarter or so, to see whether it bears any relationship to the net income in the headlines. That's what we do with this series. Today, we're checking in on Fiesta Restaurant Group (Nasdaq: FRGI  ) , whose recent revenue and earnings are plotted below.

• [By WWW.GURUFOCUS.COM]

  Fiesta Restaurant Group (FRGI) was the Fund's best performing position in the fourth quarter and for all of 2013. Over the past year the stock g ained over 240 percent and added 212 basis points of return. The fast-food chain has con tinued to restructure after spinning off Burger King restaurants and is now successfully ach ieving organic growth. We continue to believe the stock is undervalued and expect further growth ahead.

• [By Roberto Pedone]

  Fiesta Restaurant Group (FRGI) owns, operates and franchises fast-casual restaurants under the Pollo Tropical and Taco Cabana brand names. This stock closed up 10.5% to $34.73 in Friday's trading session.

  Friday's Volume: 552,000
  
  Three-Month Average Volume: 220,525
  
  Volume % Change: 140%

  From a technical perspective, FRGI ripped sharply higher here right off some near-term support at $30.89 and back above its 50-day moving average of $34.23 with strong upside volume. This move pushed shares of FRGI into breakout territory, since the stock took out some near-term overhead resistance at $33.14. Shares of FRGI are now starting to move within range of triggering another key breakout trade. That trade will hit if FRGI manages to take out some near-term overhead resistance at $35.73 with high volume.

  Traders should now look for long-biased trades in FRGI as long as it's trending above its 50-day at $34.23 or above $33 and then once it sustains a move or close above $35.75 with volume that hits near or above 220,525 shares. If that breakout hits soon, then FRGI will set up to re-test or possibly take out its all-time high at $38.84. Any high-volume move above that level will then give FRGI a chance to trend north of $40.

Hot Restaurant Stocks To Buy For 2015: Darden Restaurants Inc (DRI)

Darden Restaurants, Inc. (Darden), incorporated in March 1995, is a company owned and full-service restaurant company. As of May 27, 2012, the Company operated through subsidiaries 1,994 restaurants in the United States and Canada. In the United States, it operated 1,961 restaurants in all 50 states, including 677 Red Lobster, 786 Olive Garden, 386 LongHorn Steakhouse, 46 The Capital Grille, 30 Bahama Breeze, 23 Seasons 52, eight Eddie V's Prime Seafood and three Wildfish Seafood Grille restaurants, and two test synergy restaurants, which house both a Red Lobster and Olive Garden restaurant in the same building. In Canada, the Company operated 33 restaurants, including 27 Red Lobster and six Olive Garden restaurants. Through subsidiaries, it owns and operates all of its restaurants in the United States and Canada, except for three restaurants located in Central Florida that is owned by joint ventures it manages. On November 14, 2011, it acquired eight Eddie V's Prime Seafood restaurants and three Wildfish Seafood Grille restaurants.

As of May 27, 2012, the Company had 28 restaurants outside the United States and Canada operated by independent third parties pursuant to area development and franchise agreements, including five LongHorn Steakhouse restaurants in Puerto Rico, 22 Red Lobster restaurants in Japan, and one Red Lobster restaurant in Dubai. During fiscal year ended May 27, 2012, it opened 89 net new restaurants in the United States and Canada.

Red Lobster

Red Lobster is a full-service dining seafood specialty restaurant operator in the United States. It offers a menu featuring fresh fish, shrimp, crab, lobster, scallops and other seafood. The menu includes a variety of specialty seafood and non-seafood entrees, appetizers and desserts. Red Lobster maintains different lunch and dinner menus and different menus across its trade areas.

Olive Garden

Olive Garden is a full service dining Italian restaurant operator in the United Stat! es. Olive Garden�� menu includes a range of authentic Italian foods featuring fresh ingredients and a wine list that includes a selection of wines imported from Italy. The menu includes flatbreads and other appetizers, soups, salad and garlic bread sticks, baked pastas, sauted specialties with chicken, seafood and fresh vegetables, grilled meats, and a variety of desserts. Olive Garden also uses coffee imported from Italy for its espresso and cappuccino.

LongHorn Steakhouse

LongHorn Steakhouse restaurants are full-service establishments serving both lunch and dinner. With locations in 35 states, primarily in the Eastern half of the United States, LongHorn Steakhouse restaurants feature a range of menu items, including signature fresh steaks, as well as salmon, shrimp, chicken, ribs, pork chops, burgers and prime rib.

The Capital Grille

The Capital Grille has locations in metropolitan cities in the United States. The Capital Grille offers seafood flown in daily and culinary specials created by its chefs. The restaurants feature a wine list offering over 350 selections, personalized service, and private dining rooms.

Bahama Breeze

Bahama Breeze restaurants bring guests the feeling of a Caribbean escape, offering the food, drinks and atmosphere found in the islands. The menu features Caribbean-inspired seafood, chicken and steaks, as well as signature specialty drinks. During fiscal 2012, it opened four Bahama Breeze restaurant.

Seasons 52

Seasons 52 is a grill and wine bar with seasonally inspired menus offering ingredients to meals that are lower in calories than comparable restaurant meals. It offers a wine list of more than 90 wines with approximately 60 available by the glass. As of May 27, 2012, there were 23 Seasons 52 restaurants in the United States.

Synergy restaurant

Synergy restaurant houses both a Red Lobster and Olive Garden restaurant in the same building, but ! with sepa! rate front doors, dining rooms and brand-specific menus. It opened a second synergy test location during fiscal 2012.

Advisors' Opinion:

• [By Reuters]

  Alamy Activist investor Barington Capital Group said Monday it was disappointed with a recent plan by Darden Restaurants (DRI) to spin off its Red Lobster chain to enhance shareholder value. Barington, which leads a shareholders' group that owns a stake of more than 2 percent in the chain, said in a statement it views Darden's plan "as incomplete and inadequate." "Darden's board of directors and management team are focused on creating value for all Darden shareholders," a spokesman said in a statement. "We are confident that our plan, together with actions we are taking to enhance guest experiences and reinvigorate demand, will lead to improved performance in our restaurants and substantially increase value for all Darden shareholders." New York-based Barington, which has previously urged Darden management to break up the company and explore spinning off its real estate properties, said it was particularly disappointed that Darden's plan failed to unlock value from the company's real estate holdings. Barington estimates that Darden's real estate could be worth $4 billion. Barington has recommended Darden explore creating a publicly traded real estate investment trust to get full value for the real estate assets. Barington also said it believes that just separating Red Lobster from the rest of Darden will still leave the company with too many brands. "Unfortunately, Darden's proposed plan appears to us to be more of an attempt to do the minimum necessary to maintain the status quo than an effort to formulate a truly comprehensive strategy to improve long-term shareholder value," the fund said its statement. Barington recommends that Darden split into two companies: one for Olive Garden and Red Lobster, and the other for its higher growth brands, including LongHorn Steakhouse, The Capital Grille, Yard House and Bahama Breeze. Darden, which manages eight restaurant brands, has become too large and complex to compete with its rivals, Barington has said.

• [By WWW.DAILYFINANCE.COM]

  Alan Diaz/AP NEW YORK -- The struggling parent company of Olive Garden and Red Lobster reported a sharply lower quarterly profit Friday and said that its president and chief operating officer will retire. Darden Restaurants (DRI) said Drew Madsen, 57, will be succeeded by the president of its specialty restaurant group, Gene Lee. The appointment is effective immediately. The company's specialty restaurant group, which includes chains such as The Capital Grille and Bahama Breeze, has performed better than the company's flagship chains. At Olive Garden, the company's biggest chain, sales fell 4 percent at restaurants open at least a year in the latest quarter. The figure fell 5.2 percent at Red Lobster. The declines came despite the company's ongoing efforts to revitalize menus and advertising to better reflect changing eating habits. In the specialty restaurant group, sales edged up 0.5 percent at restaurants open at least a year. The metric is a key gauge because it strips out the impact of newly opened and closed locations. To cut spending by about $50 million a year, the company is also reducing its workforce by between 80 to 85 positions, as well as making program cuts. A representative said the personnel cuts won't be at the restaurant level. For the three months ended Aug. 25, the company said it earned $70.2 million, or 53 cents a share. That's compared with $110.8 million, or 85 cents a share, in the year-ago period. Analysts expected a profit of 70 cents a share. Sales rose to $2.16 billion, helped by the opening of new locations. That was short of the $2.19 billion Wall Street expected, according to FactSet. Darden, based in Orlando, Fla., said Madsen will work with Lee and Darden's other executives on the transition until he retires. Madsen joined the company in 1998 as executive vice president of marketing for Olive Garden. He became COO in December 2004. Lee joined Darden in 2007. Kim Lopdrup will take over leadership of the company's speci

• [By Ben Levisohn]

  In the first-full day of trading after the Fed’s decision to bring on the taper, stocks ended mixed–and just barely, at that–as Chevron (CVX), International Business Machines (IBM) and Walt Disney (DIS) rose, and Health Care REIT�(HCN) andDarden Restaurants (DRI) fell.

Hot Restaurant Stocks To Buy For 2015: Noodles & Co (NDLS.O)

Noodles & Company, incorporated on December 19, 2002, is a casual restaurant concept offering lunch and dinner. The Company offers noodle and pasta dishes, staples of many cuisines, with the goal of delivering fresh ingredients and flavors globally under one roof from Pad Thai to Mac & Cheese. The Company�� globally inspired menu includes a variety of cooked-to-order dishes, including noodles and pasta, soups, salads and sandwiches, which are served on china by its friendly team members.

As of May 28, 2013, including the 16 Company owned restaurants and one franchise restaurant opened in 2013. The Company opened 39 new company owned restaurants and six franchise restaurants. In 2012, the Company began using Your World Kitchen to describe the breadth of its offering and its customers' dining experience.

Hot Restaurant Stocks To Buy For 2015: Burger King Worldwide Inc (BKW)

Burger King Worldwide, Inc., incorporated on April 2, 2012, is a fast food hamburger restaurant, under the Burger King brand. The Company generates revenues from three sources: franchise revenues, consisting primarily of royalties based on a percentage of sales reported by franchise restaurants and fees paid by franchisees; property income from properties that it leases or subleases to franchisees, and retail sales at Company restaurants. In September 2012, it sold 41 Company-owned BURGER KING restaurants in Singapore to Rancak Selera Sdn Bhd. As of December 31, 2012, it owned or franchised a total of 12,997 restaurants in 86 countries and United States territories. In April 2013, it announced the sale of Burger King Restaurants of Canada (BKRC), including 94 Company owned BURGER KING restaurants in the Canada market to Redberry Investments Corp.

The Company operates in the FFHR category of the quick service restaurant (QSR), segment of the restaurant industry. In the United States, the QSR segment is the segment of the restaurant industry and has demonstrated steady growth over a long period of time. The Company launched four new menu platforms (salads, wraps, smoothies and desserts) and expanded its chicken, coffee and ancillary menu platforms. It has established a data driven marketing process, which is focused on driving restaurant sales and traffic, while targeting a broader consumer base with more inclusive messaging to reach women, parties with children and seniors.

United States and Canada (U.S. and Canada)

As of December 31, 2012, the Company had 7,293 franchise restaurants and 183 Company restaurants in the U.S. and Canada. During the year ended December 31, 2012, the Company refranchised 752 restaurants in the U.S. and Canada, bringing the region to 98% franchised. During the year ended December 31, 2012, it also continued to implement its Four Pillars strategy to improve comparable sales growth and franchise profitability by enhancing its Menu, Marke! ting Communications, Image, and Operations.

Europe, the Middle East and Africa (EMEA)

As of December 31, 2012, the Company had 2,989 franchise restaurants and 132 Company restaurants in EMEA. While in Germany continues with 684 restaurants as of December 31, 2012, Turkey and Russia are two of its growing markets with net openings of 78 restaurants and 47 restaurants, respectively, during the year ended December 31, 2012.

Latin America and the Caribbean (LAC)

As of December 31, 2012, the Company had 1,290 franchise and 100 Company restaurants in LAC. In 2011, the Company entered into a joint venture agreement with Vinci Partners for Brazil and granted franchise and development rights to the joint venture. The Company received a minority stake and board seats in the joint venture without deploying its own capital.

Asia Pacific (APAC)

As of December 31, 2012, the Company had 1,007 franchise and 3 Company restaurants in APAC. As of December 31, 2012,the Company had 357 restaurants in Australia. It contributed 44 Company restaurants in China. In September 2012, the Company sold 38restaurants to Rancak Selera, the Burger King franchisee in Malaysia.

The Company competes with McDonald�� Corporation, Wendy�� Company, Carl�� Jr., Jack in the Box and Sonic.

Advisors' Opinion:

• [By Jon C. Ogg]

  Burger King Worldwide, Inc. (NYSE: BKW) is in the boring fast food business. With all of the targeted wage pressures around fast food workers, with all the health pushback, and with fierce competition, you might just assume that Burger King would be selling off with the broad market. Still, shares hit a new all-time post-IPO high of $24.57 and closed up 1.5% at $24.34 on Friday. The stock price is even more than $1 over the consensus analyst price target. Burger King shares are up 6.5% so far in 2014, and the stock is up 50% from the end of 2012. And the stock keeps rising.

• [By Asit Sharma]

  Benefits to restaurants
  In theory, the Freestyle should be sought after by restaurants as well. Firehouse Subs, which claims that it was the "first brand to advertise" the Freestyle machine, reports a double-digit increase in sales in the first quarter of last year from its marketing partnership with Coke. Burger King Worldwide (NYSE: BKW  ) has signed on to place a Freestyle machine in every one of its company-owned stores, although this is less impressive than it sounds, as the company is in the process of selling its stores and transitioning to a 100% franchisee store-owned model.

• [By Ben Levisohn]

  The SPDR S&P 500 ETF (SPY) has gained 1.1% during the past three months, to the iShares Russell 2000 ETF’s (IWM) 5.9% gain. McDonald’s (MCD), meanwhile, has dropped 4.9% during that time frame, while�Burger King (BKW) has jumped 6.8%

Hot Restaurant Stocks To Buy For 2015: Darden Restaurants Inc (DDN)

Darden Restaurants, Inc., incorporated on March 30, 1995, is a company owned and operated full service restaurant company. As of May 26, 2013, the Company operated through subsidiaries 2,138 restaurants in the United States and Canada. In the United States, it operated 2,105 restaurants in all 50 states, including 822 Olive Garden, 678 Red Lobster, 430 LongHorn Steakhouse, 49 The Capital Grille, 44 Yard House, 33 Bahama Breeze, 31 Seasons 52, nine Eddie V's Prime Seafood, six test synergy restaurants (which house both a Red Lobster and Olive Garden restaurant in the same building) and three Wildfish Seafood Grille restaurants. As of May 26, 2013, it operated 33 restaurants, including 27 Red Lobster and six Olive Garden restaurants in Canada.

Through subsidiaries, the Company owns and operates all of its restaurants in the United States and Canada, except for three restaurants located in Florida and three restaurants in California, which are owned jointly by the Company and third parties, and managed by the Company, and five franchised restaurants in Puerto Rico. As of May 26, 2013, it also had 37 restaurants operated by independent third parties pursuant to area development and franchise agreements, including 23 Red Lobster restaurants in Japan, five LongHorn Steakhouse restaurants in Puerto Rico, four Red Lobster restaurants and two Olive Garden restaurants in the Middle East region (a Red Lobster in Dubai, a Red Lobster in Qatar, a Red Lobster and an Olive Garden in Kuwait, a Red Lobster and an Olive Garden in Abu Dhabi), and two Olive Garden restaurants and one The Capital Grille restaurant in Mexico City.

Olive Garden

Olive Garden is a full service dining Italian restaurant operator in the United States. Olive Garden�� menu includes a variety of authentic Italian foods featuring fresh ingredients and a wine list that includes a selection of wines imported from Italy. The menu includes flatbreads and other appetizers; soups, salad and garlic breadsticks; bak! ed pastas; sauteed specialties with chicken, seafood and fresh vegetables; grilled meats, and a variety of desserts. Olive Garden also uses coffee imported from Italy for its espresso and cappuccino.

Red Lobster

Red Lobster is a full service dining seafood specialty restaurant operator in the United States. It offers a menu featuring fresh fish, shrimp, crab, lobster, scallops and other seafood in a casual atmosphere. The menu includes a variety of specialty seafood and non-seafood entrees, appetizers and desserts. Red Lobster maintains different lunch and dinner menus and different menus across its trade areas.

LongHorn Steakhouse

LongHorn Steakhouse restaurants are full-service establishments serving both lunch and dinner. With locations in 38 states, primarily in the Eastern half of the United States, LongHorn Steakhouse restaurants feature a range of menu items, including signature fresh steaks and chicken, as well as salmon, shrimp, ribs, pork chops, burgers and prime rib.

The Capital Grille

The Capital Grille has locations in metropolitan cities in the United States. The Capital Grille offers seafood flown in daily and culinary specials created by its chefs. The restaurants feature a wine list offering over 350 selections, personalized service, and private dining rooms.

Bahama Breeze

Bahama Breeze restaurants bring guests the feeling of a Caribbean escape, offering the food, drinks and atmosphere found in the islands. The menu features fresh seafood, chicken and steaks, as well as signature specialty drinks.

Seasons 52

Seasons 52 is a grill and wine bar with menus offering a dining experience that celebrates living well. It offers an international wine list of more than 90 wines, with approximately 60 available by the glass. Its private dining rooms create the ideal environment for many social and business events, the Chef's Table provides a setting for chef-hosted cust! omizable ! food and wine pairing events, while the piano bar, featuring live music every night.

Eddie V's

Eddie V's opened in 2000 with an emphasis on prime seafood creations, USDA prime beef and chops, and fresh oyster bar selections. The ambiance is sophisticated and contemporary, with live nightly music in the V-Lounge.

Synergy Restaurants

Synergy restaurant houses both a Red Lobster and Olive Garden restaurant in the same building, but with separate front doors, dining rooms and brand-specific menus. It opened a second synergy test location during the fiscal year ended May 26, 2013.

Hot Restaurant Stocks To Buy For 2015: Arcos Dorados Holdings Inc (ARCO.N)

Arcos Dorados Holdings Inc., incorporated on December 9, 2010, is a McDonald�� franchisee. As of December 31, 2010, the Company operated or franchised 1,755 McDonald��-branded restaurants, which represented 6.7% of McDonald�� total franchised restaurants globally. It operates McDonald��-branded restaurants under two different operating formats, Company-operated restaurants and franchised restaurants. As of December 31, 2010, of its 1,755 McDonald��-branded restaurants in the territories, 1,292 (or 74%) were Company-operated restaurants and 463 (or 26%) were franchised restaurants. It generates revenues from two sources: sales by Company-operated restaurants and revenues from franchised restaurants, which consist of rental income, which is based on the greater of a flat fee or a percentage of sales reported by franchised restaurants. As of December 31, 2010, it owned the land for 510 of its restaurants (totaling approximately 1.2 million square meters) and the buildings for all but 12 of its restaurants. It divides its operations into four geographical divisions: Brazil; the Caribbean division, consisting of Aruba, Curacao, French Guiana, Guadeloupe, Martinique, Puerto Rico and the United States Virgin Islands of St. Croix and St. Thomas; North Latin America division (NOLAD), consisting of Costa Rica, Mexico and Panama, and South Latin America division (SLAD), consisting of Argentina, Chile, Colombia, Ecuador, Peru, Uruguay and Venezuela. As of December 31, 2010, 35.1% of its restaurants were located in Brazil, 29.7% in SLAD, 27.1% in NOLAD and 8.1% in the Caribbean division. The Company conducts its business through its indirect, wholly owned subsidiary Arcos Dorados B.V.

Company-Operated and Franchised Restaurants

The Company operates its McDonald��-branded restaurants under two basic structures: Company-operated restaurants operated by the Company and franchised restaurants operated by franchisees. Under both operating alternatives the real estate location m! ! ay either be owned or leased by the Company. It owns, fully manages and operates the Company-operated restaurants and retains any operating profits generated by such restaurants, after paying operating expenses and the franchise and other fees owed to McDonald�� under the Master Franchise Agreements (MFAs). In Company-operated restaurants, it assumes the capital expenditures for the building and equipment of the restaurant and, if it owns the real estate location, for the land as well. Under its franchise arrangements, franchisees provide a portion of the capital required by initially investing in the equipment, signs, seating and decor of their restaurants, and by reinvesting in the business over time. It is required by the MFAs to own the real estate or to secure long-term leases for franchised restaurant sites. It subsequently leases or subleases the property to franchisees.

In exchange for the lease and services, franchisees pay a monthly rent to the Comp any, based on the greater of a fixed rent or a certain percentage of gross sales. In addition to this monthly rent, it collects the monthly continuing franchise fee, which generally is 5% of the United States dollar equivalent of the restaurant�� gross sales, and pays these fees to McDonald�� pursuant to the MFAs. However, if a franchisee fails to pay its monthly continuing franchise fee, it remains liable for payment in full of these fees to McDonald��. As of December 31, 2010, it was engaged in several joint ventures, which collectively owned 24 restaurants, in Argentina, Chile and Colombia.

Restaurant Categories

The Company classifies its restaurants into one of four categories: freestanding, food court, in-store and mall stores. Freestanding restaurants are the type of restaurant, which have ample indoor seating and include a drive-through area. Food court restaurants are located in malls and consist of a front counter and kitchen and do not have their own seating area. In-store restaurants are! pa! rt o! f a l! arger building and resemble freestanding restaurants, except for the lack of a drive-through area. Mall stores are located in malls like food court restaurants, but have their own seating areas. As of December 31, 2010, 808 (or 46.2%) of its restaurants were freestanding, 359 (or 20.5%) were food court, 265 (or 15.1%) were in-stores and 319 (or 18.2%) were mall stores. In addition, it has four non-traditional stores, such as food carts.

Reimaging

As of December 31, 2010, the Company had completed the reimaging of 308 of 1,569 restaurants. Many of the reimaging projects include the addition of McCafe locations to the restaurant. It has developed system-wide guidelines for the interior and exterior design of reimaged restaurants.

McCafe Locations and Dessert Centers

McCafe locations are stylish, separate areas within restaurants where customers can purchase a range of customizable beverages, including lattes, cappuccinos, mochas, hot and iced premium coffees and hot chocolate. As of December 31, 2010, there were 267 McCafe locations in the Territories, of which 12% were operated by franchisees. Argentina, with 71 locations, has McCafe locations, followed by Brazil, with 67 locations. In addition to McCafe locations, it has Dessert Centers. Dessert Centers operate from existing restaurants, but depend on them for supplies and operational support. As of December 31, 2010, there were 1,306 Dessert Centers in the Territories.

Product Offerings

The Company�� menus feature three tiers of products: affordable entry-level options, such as its Big Pleasures, Small Prices or Combo del Dia (Daily Extra Value Meal) offerings, core menu options, such as the Big Mac, Happy Meal and Quarter Pounder, and premium options, such as Big Tasty or Angus premium hamburgers and chicken sandwiches and low-calorie or low-sodium products, which are marketed through common platforms rather t han as individual items. These platforms can be base! d on the!! type of ! products, such as beef, chicken, salads or desserts, or on the type of customer targeted, such as the children�� menu.