McDonald’s in Colombia: 245 ice cream kiosks and 73 outlets

McDonald’s presence in Colombia extends beyond its restaurants. According to information published by Portafolio on 21 September 2026, Arcos Dorados’ Colombian operation comprises 73 outlets and 245 ice cream kiosks, known locally as ‘burbujas de helado’. This distinction shows how the two formats coexist and gives franchise professionals a basis for assessing a brand’s reach without conflating establishments that serve different purposes.

Ice cream kiosks have a significant presence of their own

The most striking figure in the report is the number of ice cream kiosks: 245 units operating independently of traditional restaurants. They substantially outnumber the 73 outlets that the company lists separately in Colombia.

That difference matters when describing McDonald’s commercial presence. An ice cream kiosk should not be presented as a traditional restaurant, nor should the combined total be treated, without qualification, as a count of one type of establishment. The available information distinguishes between the formats but does not detail their sales, floor areas, investment requirements or distribution by city.

The figures therefore establish that the Colombian operation combines restaurants with a standalone format dedicated to ice cream. They do not establish which generates more revenue, which is more profitable or how much each contributes to national results. Unit counts show presence, not financial performance by format.

Colombia within a broader regional operation

The national figures form part of a much larger network. Arcos Dorados, identified in the report as the world’s largest McDonald’s franchisee, operates in 21 territories across the region and has more than 2,400 restaurants.

Diego Higuera, the company’s Latin America director of customer relationship management, media and marketing, told Portafolio that Colombia ranks among the markets with the greatest scope for further outlet openings relative to its population. This is the company’s assessment of its growth potential, not an independent measure of untapped demand.

The comparison also requires consistent categories. The regional figure refers to restaurants, whereas the Colombian breakdown lists outlets and ice cream kiosks separately. Without a consistent classification, these figures should not be used to calculate Colombia’s share of the overall network directly.

A positive assessment, without a financial breakdown

Higuera said that Colombia’s performance this year was the best across Arcos Dorados’ regional operation. That statement places the country in a prominent position within the company’s assessment, although the information provided includes no turnover, profit or like-for-like growth figures to clarify the result.

Nor is there a breakdown of performance between outlets and ice cream kiosks. Attributing the positive assessment to either format would go beyond what was reported. What the report establishes is that both formats coexist and that the executive expressed a positive view of the operation.

For franchise professionals, this distinction between operational data and a company’s assessment is important. A network can disclose its unit count while also describing its progress favourably; these are complementary pieces of information, but they are not equivalent to an income statement.

What to check when comparing formats

This case offers a useful guideline for anyone researching franchise networks in Colombia: before comparing their size, establish what each brand counts as a unit. Restaurants and specialist outlets may appear in the same commercial overview even though they serve different purposes.

It is also important to separate current presence, growth expectations and reported results. In this report, the 73 outlets and 245 kiosks describe the existing operation; the opportunity linked to population size and the positive performance assessment reflect Arcos Dorados’ views.

Practical takeaway: when assessing a franchise, ask for figures broken down by format. The number of establishments is a starting point, but it is no substitute for information on each format’s investment requirements, costs and results.