Value menus 2025: how the idea of “value” is really changing in foodservice

In 2025, the concept of “value” in menus is no longer about simple discounts. It’s about building clear offers, easy to understand, often reinforced by digital tools. According to Circana, in the quarter ending June 2025, traffic linked to “value” menus grew by 1%, while overall foodservice traffic fell by 1% (Circana, September 3, 2025). This gap is telling: consumers are still looking for affordability, but without giving up on quality and experience. 

United States: the $10 psychological threshold 

In the U.S., the “under $10” message remains a crucial anchor. A BTIG survey across 17 cities, reported by Restaurant Dive, found that Chipotle’s chicken entrées average $9.60, while “core entrées” stand at $10.31: around 30% to 40% cheaper than fast-casual rivals like Cava or Sweetgreen (Restaurant Dive, September 11, 2025). It’s a real advantage, though not always perceived by customers. The challenge is to communicate value as clearly as it is applied. 

United Kingdom: “value for money” drives choices 

In the UK, data tell a similar story. According to Lumina Intelligence’s Channel Spotlight Q2 2025, QSRs gained +1.1 percentage points of market share in the second quarter, with frequency up 5.9% and average spend per visit at £17.89, boosted by a wave of meal deals (Lumina Intelligence, July 2025). Another Lumina study, reported by CLH News, shows that “value for money” is the top decision driver for 76% of British consumers (CLH News, June 3, 2025). 

Japan: the 500 yen anchor 

In Asia, value often relies on sharp price anchors. In Japan, McDonald’s pursued a two-step strategy. First, it launched “daily special coupons” via its app, such as small fries for 100 yen, to drive traffic and boost digital usage. Then, on March 12, 2025, it expanded the “Set 500” line by reintroducing a hamburger set at 500 yen. The combined effect was immediate: in March, like-for-like sales rose by 5.1% and guest counts increased by 4.8% year-on-year (McDonald’s Holdings Japan, IR News March 2025). 

Case history: Greggs and the £5 meal deal 

A key European case comes from Greggs in the UK, with its “Big Deal” meal deal: a customizable combination of main, side and drink “from £5.” The offer is presented with great clarity on the brand’s official site, “Build your dream meal deal from £5”, and supported by digital services like Click+Collect and loyalty integration (Greggs UK). 

Risks and Mitigations of the “Value” Model 

The “value for money” model holds enormous potential, but it also carries some risks. The first is margin erosion, which can be contained by limiting the duration of promotions and focusing them on off-peak hours. 

Another challenge is operational complexity, manageable by preparing dedicated ingredient kits and streamlined back-of-house workflows. There is also the issue of perceived low quality: here, the lever lies in offering visible upgrades (an extra topping or a slightly larger portion) for a small surcharge, helping maintain a strong perception of value. 

The biggest risk is promotion leakage, meaning offers being used outside their intended target. This can be mitigated by making promotions redeemable only via app or QR code. Proprietary apps make it possible to associate each offer with a customer profile, tracking redemption and frequency. Dynamic QR codes, updated regularly, reduce duplication risks and make campaigns traceable in real time. Some chains are also experimenting with one-time codes or geo-fencing logic, where an offer activates only if the customer is near the store. 

These solutions have a double benefit: they protect margins and at the same time create a valuable data asset, useful for segmenting customers and personalizing future offers. In other words, fighting leakage is not just defensive — it becomes an opportunity to strengthen the digital relationship with the consumer. 

Conclusion 

2025 shows that “value” is much more than a promotion: value-for-money models are not only an opportunity but a strategic necessity for coping with inflationary pressures. 

The future goal for foodservice will be to make value transparent, credible, and sustainable. Only then will it be possible to regain customer trust in an environment of rising costs. It’s not about racing to the bottom, but about designing a clear, coherent, and digital-first offer: a form of “value” that attracts customers while safeguarding brand positioning.