Applebee’s is currently implementing a multi-year restructuring plan focused on closing select underperforming restaurants while expanding new business models. This strategy aims to manage rising operating costs—including food, labor, and utilities—while adapting to evolving consumer habits. In early 2026, several long-standing locations permanently ceased operations in states such as Missouri, Indiana, and New York. Some of these closures involved sites that had served their communities for nearly 30 years.
Beyond general economic challenges, factors like franchisee financial pressure, lease expirations, and shifting consumer value expectations have driven the decision to prune the brand's footprint. In some instances, franchise owners have faced insurmountable overhead costs or defaulted on rent, leading to abrupt evictions. However, these closures are characterized as selective contraction and ongoing optimization rather than a complete retreat from the market. The brand still maintains a large presence with approximately 1,500 locations across the United States and multiple international markets.
A central component of the future growth strategy is the development of dual-branded Applebee’s and IHOP restaurants. This concept combines both brands under one roof, utilizing a single shared kitchen and cross-trained staff to improve operational efficiency. By merging a morning-focused brand with an evening-centric one, the model captures customer traffic throughout the entire day, from breakfast through late night. These joint locations have shown significant success, often delivering revenue 1.5 to 2.5 times higher than standalone sites. With lower fixed costs and higher profit margins, the dual-brand model has generated significant interest from franchisees. The company intends to open at least 50 new dual-branded restaurants in 2026, with a long-term potential for up to 900 such sites over the next decade.
Alongside these structural changes, the chain is focusing on a turnaround that emphasizes the "vibe" of the dining experience, which includes food quality, service, and atmosphere. Menu innovation has played a key role in this effort, with new standalone items and fixed-price value platforms helping to drive traffic and check growth. Additionally, a dedicated remodel program has refreshed over 100 restaurants, resulting in a mid-single-digit lift in sales when paired with updated marketing and operational improvements.
Digital engagement and social media activity have also been increased to maintain brand relevance, particularly among younger, price-sensitive consumers. While the total domestic footprint has trended downward recently, the company anticipates moving toward a period of net positive unit growth in the near future. Ultimately, the closures represent a proactive step to cut losses and reallocate resources toward more promising areas and innovative formats that meet modern dining demands.





















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