McDonald's Return on Tangible Equity 2010-2023 | MCD
Current and historical return on tangible equity values for McDonald's (MCD) over the last 10 years. Return on tangible equity can be defined as the amount of net income returned as a percentage of shareholders equity, after subtracting intangible assets, goodwill and preferred equity.
| McDonald's Return On Tangible Equity Historical Data |
| Date |
TTM Net Income |
Tangible Equity |
Return on Tangible Equity |
| 2023-12-31 |
$8.47B |
$-7.75B |
-105.06% |
| 2023-09-30 |
$8.33B |
$-7.82B |
-99.79% |
| 2023-06-30 |
$8.00B |
$-7.97B |
-91.93% |
| 2023-03-31 |
$6.88B |
$-8.71B |
-76.56% |
| 2022-12-31 |
$6.18B |
$-8.90B |
-68.60% |
| 2022-09-30 |
$5.91B |
$-9.22B |
-68.56% |
| 2022-06-30 |
$6.08B |
$-9.09B |
-72.18% |
| 2022-03-31 |
$7.11B |
$-8.81B |
-85.70% |
| 2021-12-31 |
$7.55B |
$-7.38B |
-87.81% |
| 2021-09-30 |
$7.28B |
$-8.42B |
-77.51% |
| 2021-06-30 |
$6.90B |
$-8.59B |
-68.36% |
| 2021-03-31 |
$5.16B |
$-9.98B |
-47.02% |
| 2020-12-31 |
$4.73B |
$-10.60B |
-41.28% |
| 2020-09-30 |
$4.93B |
$-11.19B |
-42.71% |
| 2020-06-30 |
$4.77B |
$-12.14B |
-41.41% |
| 2020-03-31 |
$5.80B |
$-11.92B |
-53.57% |
| 2019-12-31 |
$6.03B |
$-10.89B |
-59.82% |
| 2019-09-30 |
$5.87B |
$-11.14B |
-61.79% |
| 2019-06-30 |
$5.90B |
$-9.39B |
-65.55% |
| 2019-03-31 |
$5.88B |
$-8.87B |
-67.55% |
| 2018-12-31 |
$5.92B |
$-8.59B |
-71.69% |
| 2018-09-30 |
$5.21B |
$-9.14B |
-69.18% |
| 2018-06-30 |
$5.45B |
$-8.20B |
-81.34% |
| 2018-03-31 |
$5.35B |
$-7.12B |
-93.22% |
| 2017-12-31 |
$5.19B |
$-5.65B |
-102.96% |
| 2017-09-30 |
$5.69B |
$-5.85B |
-119.30% |
| 2017-06-30 |
$5.08B |
$-4.35B |
-117.10% |
| 2017-03-31 |
$4.78B |
$-4.33B |
-128.57% |
| 2016-12-31 |
$4.69B |
$-4.54B |
-202.94% |
| 2016-09-30 |
$4.70B |
$-4.13B |
-15281.30% |
| 2016-06-30 |
$4.73B |
$-1.86B |
194.49% |
| 2016-03-31 |
$4.84B |
$1.29B |
99.19% |
| 2015-12-31 |
$4.53B |
$4.57B |
66.99% |
| 2015-09-30 |
$4.42B |
$5.73B |
54.26% |
| 2015-06-30 |
$4.18B |
$7.93B |
44.38% |
| 2015-03-31 |
$4.37B |
$8.81B |
40.61% |
| 2014-12-31 |
$4.76B |
$10.12B |
40.12% |
| 2014-09-30 |
$5.06B |
$10.82B |
40.09% |
| 2014-06-30 |
$5.51B |
$13.25B |
42.43% |
| 2014-03-31 |
$5.52B |
$13.26B |
43.22% |
| 2013-12-31 |
$5.59B |
$13.14B |
44.44% |
| 2013-09-30 |
$5.59B |
$12.31B |
45.01% |
| 2013-06-30 |
$5.52B |
$12.39B |
45.55% |
| 2013-03-31 |
$5.47B |
$12.44B |
46.12% |
| 2012-12-31 |
$5.47B |
$12.49B |
46.58% |
| 2012-09-30 |
$5.45B |
$11.14B |
47.18% |
| 2012-06-30 |
$5.50B |
$11.35B |
48.09% |
| 2012-03-31 |
$5.56B |
$11.94B |
47.73% |
| 2011-12-31 |
$5.50B |
$11.74B |
47.39% |
| 2011-09-30 |
$5.37B |
$10.70B |
45.92% |
| 2011-06-30 |
$5.25B |
$12.23B |
44.51% |
| 2011-03-31 |
$5.07B |
$11.78B |
44.37% |
| 2010-12-31 |
$4.95B |
$12.05B |
43.45% |
| 2010-09-30 |
$4.92B |
$11.12B |
43.66% |
| 2010-06-30 |
$4.79B |
$10.72B |
42.85% |
| 2010-03-31 |
$4.66B |
$11.65B |
41.49% |
| 2009-12-31 |
$4.55B |
$11.61B |
41.59% |
| Sector |
Industry |
Market Cap |
Revenue |
| Retail/Wholesale |
Retail - Food & Restaurants |
$198.709B |
$25.494B |
|
McDonald's is a leading fast-food chain that currently operates more restaurants globally. The company mainly operates and franchises quick-service restaurants under the McDonald's brand. Majority of the company's restaurant worldwide are owned and operated by independent local business men as well as women. The company's revenues include sales by company-operated restaurants and fees from restaurants, which are managed by franchisees. The business is managed as a distinct geographic segment. The company had begun operating its results under a new organizational structure. U.S.- This is the company's largest segment. The segment remains unchanged despite the new organizational structure. International Operated segment - The segment comprises wholly-owned markets, or countries where the company operates. International Developmental Licensed Markets - The segment comprises primarily developmental license and affiliate markets in the McDonald's system. Corporate activities are also part of this segment.
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