By John Q. Hosedrinker 
Wendy’s will close 5% to 6% of its underperforming restaurants, a process that began in late 2025 and will continue through the first half of 2026. This strategic move aims to optimize performance across the U.S. system by enabling franchise partners to concentrate on locations with higher growth potential. The company will maintain its value-oriented Biggie Bag offerings, which provide customers with reliable daily deals at $4, $6, and $8 price points. While Wendy’s remains committed to the breakfast market, it will grant restaurants flexibility to adjust opening hours to better align with local customer demand, acknowledging that not all locations may thrive during breakfast.
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It appears Wendy’s is making a strategic move, shedding hundreds of underperforming stores while aiming to keep its popular Biggie Deals. This decision to close down locations that aren’t pulling their weight suggests a desire to streamline operations and focus on areas with greater potential for growth. It’s a pretty significant shake-up for a brand that’s been around for a while, and it’s understandable why people are talking about it.
The reasons behind these store closures seem to be multifaceted, with many customers pointing to a decline in quality and a significant increase in prices over the years. The sentiment is that fast food, in general, has become overpriced, and Wendy’s, unfortunately, has followed suit. This shift has alienated long-time customers who remember when Wendy’s offered better value and a more consistent, appealing product.
A recurring theme in discussions is the feeling that quality has taken a nosedive, especially when compared to past experiences. Many recall Wendy’s as a go-to spot, particularly in the 90s, and even just a few years ago, it was considered a solid option. However, the perception now is that the food is simply not what it used to be, with some describing it as “garbage” or “slop.” This decline in food quality is a major driver for people choosing to take their business elsewhere.
The introduction of breakfast nationwide in 2020, right as the pandemic hit, also seems to have been a misstep for some. The timing was unfortunate, and the offerings themselves haven’t necessarily captured the imagination of the customer base, with some even humorously suggesting innovative breakfast Frosty flavors as a potential solution. Without a standout breakfast menu, these locations likely contributed to the overall underperformance.
Furthermore, pricing changes, particularly on the app, have been a major point of contention. What used to be affordable combos like the “$4 for $4” or “$5 for the double beef one” have apparently ballooned to $8 and $10. This dramatic price increase overnight, for what many perceive as the same or even lower quality, has led to significant customer dissatisfaction and a loss of loyalty.
The perceived “enshittification” of the brand, a term used to describe the gradual degradation of a product or service, appears to be a core issue. Customers feel that corners are being cut, from the quality of ingredients, like the chicken in their spicy sandwiches, to the overall presentation of the food. The idea of using a “gigantic tree of lettuce on each sandwich which included the ENTIRE lettuce vein” is a vivid example of this sentiment.
It’s clear that the beloved “Biggie Deals” are seen by many as the last bastion of value and the primary reason some customers still frequent Wendy’s. The idea is that these deals are what’s keeping people coming back, as the cost of other menu items has become prohibitive. When a combo can cost as much as a meal at a sit-down restaurant, the appeal of fast food diminishes significantly, especially if the perceived quality isn’t there.
The frustration is palpable, with customers lamenting the loss of value. The shift from the “4 for 4” to the “5 for the Biggie Meal,” and now potentially even higher, represents a steady erosion of what once made Wendy’s a budget-friendly choice. This makes it difficult to justify the expenditure, leading many to seek out alternatives, even if it means venturing to a mom-and-pop establishment.
In the eyes of many, the downfall of Wendy’s is largely self-inflicted. The brand is seen as having lost its way, prioritizing profits over the quality and value that customers once cherished. The passing of Dave Thomas, who was perceived as keeping the business focused on the consumer, is often cited as a turning point, after which the emphasis shifted heavily towards financial gain.
The hope among some is that this significant store closure initiative will force Wendy’s to re-evaluate its strategy and perhaps bring back some of the menu items and quality standards that made it popular in the first place. The suggestion to bring back the “Super Bar” or return to the more satisfying versions of their iconic sandwiches and fries hints at a nostalgia for a perceived golden age of the brand.
Ultimately, the decision to close hundreds of stores while retaining the Biggie Deals signals a recognition that the core value proposition of affordable, satisfying meals is still important. However, the widespread feeling is that Wendy’s needs to do more than just maintain its value menu; it needs to address the fundamental issues of quality and pricing that have driven customers away, in hopes of a genuine turnaround.