yum 05/06/08 part1a
DESCRIPTION
TRANSCRIPT
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This presentation will include forward-lookingstatements that reflect management’s expectations based on currently available data. However, actual results are subject to future events and uncertainties. The information in the presentation related to projections or other forward-looking statements may be relied on subject to the safe harbor statement posted on
our Web site: www.yum.com.
This presentation will include forward-lookingstatements that reflect management’s expectations based on currently available data. However, actual results are subject to future events and uncertainties. The information in the presentation related to projections or other forward-looking statements may be relied on subject to the safe harbor statement posted on safe harbor statement posted on
our Web site: www.yum.com.our Web site: www.yum.com.
Information herein is as of 4/22/08
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Today’s Agenda
Welcome . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Tim Jerzyk
Opening Remarks . . . . . . . . . . . . . . . . . . . . . . . . . . David Novak
Driving Sustained Global Growth . . . . . . . . . . . . . Rick Carucci
YRI Growth Strategy . . . . . . . . . . . . . . . . . . . . . . . . Graham Allan
BREAK
Taco Bell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Greg Creed
Pizza Hut . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Scott Bergren
KFC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gregg Dedrick
LUNCH : KFC, Pizza Hut & Taco Bell Food Innovation
Welcome . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Tim Jerzyk
Opening Remarks . . . . . . . . . . . . . . . . . . . . . . . . . . David Novak
Driving Sustained Global Growth . . . . . . . . . . . . . Rick Carucci
YRI Growth Strategy . . . . . . . . . . . . . . . . . . . . . . . . Graham Allan
BREAK
Taco Bell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Greg Creed
Pizza Hut . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Scott Bergren
KFC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gregg Dedrick
LUNCH : KFC, Pizza Hut & Taco Bell Food Innovation
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Today’s Agenda
U.S. Brands Breakout Sessions/Q&A #1 . . . . . Leadership Team
BREAK: Move to 2nd Breakout Session
U.S. Brands Breakout Sessions/Q&A #2 . . . . . Leadership Team
BREAK: Beverage/Dessert Innovation
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . David NovakRick Carucci
Closing Remarks . . . . . . . . . . . . . . . . . . . . . . . . . David Novak
Restaurant Tours at KFC and Taco Bell
U.S. Brands Breakout Sessions/Q&A #1 . . . . . Leadership Team
BREAK: Move to 2nd Breakout Session
U.S. Brands Breakout Sessions/Q&A #2 . . . . . Leadership Team
BREAK: Beverage/Dessert Innovation
Q&A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . David NovakRick Carucci
Closing Remarks . . . . . . . . . . . . . . . . . . . . . . . . . David Novak
Restaurant Tours at KFC and Taco Bell
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Driving Shareholder Value thruSignificant Share Buybacks
$981
Q1 '04 Q1 '05 Q1 '06 Q1 '07 Q1' 08
$ (million)
$0.6 Bn $1.1 Bn $1.0 Bn $1.4 Bn
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Not Your Ordinary Restaurant Company
Dramatically ImproveU.S. Brand Positions,
Consistency and Returns
Dramatically ImproveU.S. Brand Positions,
Consistency and Returns
Drive Aggressive International
Expansion and BuildStrong Brands
Everywhere
Drive Aggressive International
Expansion and BuildStrong Brands
Everywhere
Build Leading Brands in China in Every
Significant Category
Build Leading Brands in China in Every
Significant Category
Drive Industry-Leading, Long-Term Shareholder and Franchisee
Value
Drive Industry-Leading, Long-Term Shareholder and Franchisee
Value
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Not Your Ordinary Restaurant Company
Dramatically ImproveU.S. Brand Positions,
Consistency and Returns
Dramatically ImproveU.S. Brand Positions,
Consistency and Returns
Drive Aggressive International
Expansion and BuildStrong Brands
Everywhere
Drive Aggressive International
Expansion and BuildStrong Brands
Everywhere
Build Leading Brands in China in Every
Significant Category
Build Leading Brands in China in Every
Significant Category
Drive Industry-Leading, Long-Term Shareholder and Franchisee
Value
Drive Industry-Leading, Long-Term Shareholder and Franchisee
Value
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Global Consumer Leader inShareholder Payout
Source: Thomson Financial Data Payout = (Dividends + Repurchase) / Average Market Capitalization
3-Year Annual Average2005 – 2007
4.3%
4.6%
5.2%
5.2%
5.9%
7.3%
7.7%
8.8%
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MeaningfulDividend
MeaningfulDividend
SignificantShare
Buybacks
SignificantShare
Buybacks
AddingShareholder
Value
AddingShareholder
Value
Significant Shareholder PayoutsThrough
AND
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Quarterly Dividend Growth
$0.00
$0.05
$0.10
$0.15
$0.20
$0.25
Q3
'04
Q1
'05
Q3
'05
Q1
'06
Q3
'06
Q1
'07
Q3
'07
Q1
'08
Note: split-adjusted (May 2007 2-for-1 stock split) quarterly dividend
Today…27% increase, from $0.15 to
$0.19 per share
Initiated
15% Increase
30% Increase
Doubled
~4xinitial
dividend
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Driving Sustained Global Growth
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Driving Sustained Global Growth
NewGrowth
Vehicles
ImprovingCompetitivePositioning
Huge Unit Growth Opportunity
Favorable Global Earnings Portfolio
Sales Layers Leveraging Our Assets
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Growth-Oriented Earnings Portfolio
OperatingProfit Mix %’02 ’07
China 10
21
69
YRI
ProfitGrowthTarget
U.S.
OperatingProfit
Impact
24 20 % + 5%
30
46
10 % + 3%
5 % + 2%
Shifting Towards Higher Growth Businesses
+ 10%+ 10%
Note: Operating profit mix % excludes corporate allocation
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Earnings Portfolio Driven byGlobal Growth% of Total Operating Profit
Note: Excludes corporate allocation
2017 F
China
U.S.
2007
46%U.S. 30%
YRI
24%China
30%U.S.
30%YRI
40%China
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New Unit Growth: Global Opportunity
60
2 3
U.S. MLC YRI
Restaurants per million people
TraditionalRestaurants
(‘000)
U.S. 18
2.6
12
MainlandChina (MLC)
YRI
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Select Growth Markets: 2 Billion People
Population(million)
Yum!Restaurants
Restaurants PerMillion People
India 1,130 173 0.2
Indonesia 234 620 2.6
Brazil 190 69 0.4
Russia 141 140 1.0
Subtotal 2,060 1,337 0.6
Nigeria 135 0 0
Vietnam 85 46 0.5
Germany 82 123 1.5
France 63 166 2.6
Note: Traditional units as of Q1 2008
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Unit Growth Acceleration: U.S.
403
3,148
9,408
14,921
20,037
'60 ’70 ’80 ’90 ’00
Avg Annual Increase +626 +551 +512+275
* Taco Bell, Pizza Hut and KFC
Yum! U.S.Total Units*
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Unit Growth Acceleration: China
1241
2,558
’87 ’97 ’07
Yum! Mainland ChinaTotal Units
Avg Annual Increase
+24 +232
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Unit Growth Acceleration: YRI
8,649
10,418
12,354
’97 ’02 ’07 ’12 F
Avg Annual Increase
(Select Growth Markets)
Select GrowthMarkets
+121+14
Total Units
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Strong International Competitive Position
OtherTop 10
U.S.QSR*
U.S. INTERNATIONAL
*Subway, Wendy’s, Burger King, Sonic, Arby’s, Jack in the Box, Domino’s, Papa John’s, Hardee’s, Popeye’sSource: Piper Jaffray restaurant benchmark book (September 2007)
Total Units(000s)
53,598
20,061
13,774
15,199
14,528
17,272
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Competitive Position:Two Scale Players
$1,700
$800
Average of Other Top 10 U.S. QSR Concepts
$40
International Marketing Spending($ million)
Note: Company estimates
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Power of Competitive Positioning
Scale AdvantageScale Advantage
Marketing Spend Higher Brand AwarenessMarketing Spend Higher Brand Awareness
Purchasing Power Greater Cost EfficienciesPurchasing Power Greater Cost Efficiencies
Talent Base Stronger LeadershipTalent Base Stronger Leadership
A Virtuous CycleA Virtuous Cycle
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Yum! Position Strengtheningvs. McDonald’s Outside U.S.
2002 2007
15,400
17,515
(2,075)
17,617 Flat
11,798
(5,819)
CAGR
+5%
Difference
Total Units Outside the U.S.
Note: Excludes corporate allocation
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Expanding Lead in South Africa
2002
341
89
+252
2007
479
McDonald’s 110
Advantage: KFC +369
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Taking the Lead in Middle East
2002
293
338
(45)
2007
462
McDonald’s 450
Advantage: KFC +12
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Expanding Lead in Indonesia
2002
181
105
+76
2007
300
McDonald’s 105
Advantage: KFC +195
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New Growth Vehicles
East DawningEast DawningEast Dawning
Taco Bell InternationalTaco Bell InternationalTaco Bell International
Pizza Hut Home ServicePizza Hut Home ServicePizza Hut Home Service
Pizza Hut DeliveryPizza Hut DeliveryPizza Hut Delivery
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Summary: Sustaining Global Growth
Strong and Even Better Earnings Growth Model
Long Runway for Global Unit Growth
Improving Competitive Position
Incremental Growth Potential from New Concepts
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Achieving Explosive Growth
Around the World
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Key Messages
• Strong and diverse business with consistent track record
• Category leading brands with huge upside
• Exciting potential in key growth markets
• High returns for shareholders
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Another strong year in 2007…
2004 2005 2006 2007
$337
$372
$407
Profit ($MM)
Notes: 2004 profit and growth do not include impact from expensing stock optionsGrowth rates exclude Fx and the impact of the extra week in 2005
9%
12%
12%
$480
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… built on record openings and healthy growth in unit volumes
New Openings
852
785780
2005 2006 2007
Same Store Sales Growth
4%
2%
6%
2005 2006 2007
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Several key elements in consistent results
• Strength of local management
– 15 Business Management Units
– Local teams
– $375MM of G&A in 2007
• Tradition of in-market innovation
• Local relevance
• Culture of discipline and urgency
• Balanced portfolio
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Well balanced portfolio
Developed Markets
Developing Markets Total
’07 Growth (23) 486 463
System Sales 63% 37% $13B
’07 Growth /1 5% 18% 10%
GDP per Capita /2 $30K+ <$3K $8K
Units 57% 43% 12,173
Population /2 750M 4.3B 5.1B
/1 Ex Fx/2 Data excludes US and China
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2006 2007
Franchise
Significant franchise base driving majority of growth
Units New Unit Openings
Equity
2006 2007
8527856%
94%
6%
94%
11,71012,173
15%
85%
13%
87%
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KFC is already a global powerhouse…
Africa 500 38
Americas 1,539 17
Asia 2,459 111
Australia/New Zealand 654 9
Europe 1,272 111
Middle East 462 50
Total 6,886 336
YE 2007 Units 2007 Net Builds
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…and is bigger than McDonald's in many parts of the world
South Africa 479 110
Malaysia 402 176
Indonesia 300 105
Caribbean 246 154
Ecuador 76 15
UAE 67 51
Other 5,316 16,028
Total 6,886 16,639
YE 2007 Units
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KFC is positioned around Taste all around the world
• Global cohesion is significant development
• Respect for local culture
– Menu
– Marketing
• Credible, resonant and relevant point of difference
• Filter for new products and consumer communication
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Committed to making KFC a modern brand everywhere
Contemporary Assets Menu Innovation
Big Brand Marketing InitiativesYouthful Communication
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Actively pursuing major sales layers
Beverages
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Actively pursuing major sales layers
Breakfast
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Actively pursuing major sales layers
Non-Fried
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Actively pursuing major sales layers
Seafood
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PH competes in two growing channels
Delivery/TakeawayInternational
Market Size ($B)
14
22
2002 2007
Dine-inInternational
Market Size ($B)
29
48
2002 2007
+10%CAGR
+11%
CA
GR
Note: Data from Euromonitor, excludes the US and China
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Pizza Hut is the world’s leading casual dining chain
116150164~200
1,966
PH Dine-In TGI Friday's Chili's Outback Applebee's
International Units
Countries 100+ 38 24 20 17
Note: PH Dine-In excludes China. International units for other brands are an estimate based on publicly available information and may include China.
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Our strategy is to strengthen our casual dining offer
Appetizers Desserts
Pizza Pasta
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Our strategy is to strengthen our casual dining offer
Tea Time Day Part Value Layers
Branded ServiceAssets
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Hot is the cornerstone of our delivery positioning
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We are also testing a new delivery brand – PHD
• Right locations
• Speed and value
• Simple menu and operations
Focused on delivery fundamentals
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Taco Bell is an exciting opportunity for YRI
• 15 markets today
• Meaningful scale in Central America
• Open in Monterrey, Mexico
• Launching in 3 other markets in ‘08
Current Status
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YRI targeting big growth markets like India
• 33 KFC’s
• 137 Pizza Huts
• 3 PHD’s
• Taco Bell to be launched
Current Status
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Building a great business in Russia
• 118 Rostik/KFC’s
• Partner is great concept leader with proven record
• Senior operations leader is a YUM employee
• Aggressive unit growth plans
Current Status
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Europe still has huge growth potential, especially for KFC
• France still breaking records
• Germany much stronger
• Spain doing well
• Poland growing fast
• Big plans in CIS countries
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Opportunities abound in many other parts of the world
Southeast Asia Middle East
AfricaLatin America
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YRI generates high cash flow…
EBITDAUS$ MM’s
Capital ExpenditureUS$ MM’s
537
654
2006 2007
118
189
2006 2007
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…and world class returns for shareholders
ROIC
18% 18%
2006 2007
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Summary
• Strong base
• Category leading brands
• Huge growth potential
• Great returns
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The Bold Choicein QSRThe Bold Choice in QSR
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The Bold Choice in QSR!The Bold Choice in QSR!
Clear Brand PositionClear Brand Position
The Last Affordable Fast Food Restaurant
Our Credibility Value PropositionWe invented Mexican Fast Food
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Our OpportunityOur Opportunity
Turn Mexican QSR segment leadership…Turn Mexican QSR segment leadership…
BalanceBalance
Mexican QSR Sales = $10.6B
Baja FreshBaja Fresh
Del TacoDel Taco
ChipotleChipotle
Taco BellTaco Bell
Source: NPD Crest
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Our OpportunityOur Opportunity
BalanceBalance
Mexican QSR Sales = $10.6B
Baja FreshBaja Fresh
Del TacoDel Taco
ChipotleChipotle
Taco BellTaco Bell
…of a smaller segment of the QSR category……of a smaller segment of the QSR category…
Total QSR Sales = $220B+
MexicanMexican
SandwichSandwich
PizzaPizza
BurgersBurgers
BalanceBalance
ChickenChicken
Source: NPD Crest
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Our OpportunityOur Opportunity
#1#1
…into clear #2 QSR share brand!…into clear #2 QSR share brand!
QSR Market Share Rankings – YE 2007
#2#2
#3#3
#4#4
#5#5
Source: NPD Crest
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Our OpportunityOur Opportunity
QSR Market Share Rankings – YE 2007
…into clear #2 QSR share brand!…into clear #2 QSR share brand!
#1#1
#2#2
Future
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Areas of Strategic FocusAreas of Strategic Focus
Build Sales Layers & Utilize Multiple
Messages
Accelerate the System to Bold Choice Assets
Create a New Service Paradigm
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Consumer Perceptions ImprovingConsumer Perceptions Improving
Mid Nov ‘07Mid Nov ‘07Late Mar ‘07Late Mar ‘07Early Dec ‘06Early Dec ‘06
QSR Attitudes About Taco BellPenn & Schoen Research
QSR Attitudes About Taco BellPenn & Schoen Research
73738383
70705555
7777
5959
OverallOverall NortheastNortheast
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Base Business Driven by Menu Pipeline NewsBase Business Driven by Menu Pipeline News
2008
Building Sales LayersBuilding Sales Layers
Expanded DaypartsExpanded Dayparts
More Balanced OptionsMore Balanced Options
Everyday ValueEveryday Value
New Product LayersNew Product Layers
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3 V’s of Value Our Fundamental Organizing Principle
3 V’s of Value Our Fundamental Organizing Principle
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Why Pay More! MenuWhy Pay More! Menu
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• Price• Overall taste • Quality of food for the
money• Amount of food for the
money• Portability
• Price• Overall taste • Quality of food for the
money• Amount of food for the
money• Portability
Top Two Box=
Better Value
Top Two Box=
Better Value
Validated Vs. Internal andExternal Benchmarks
Validated Vs. Internal andExternal Benchmarks
84%84%
Repeat Purchase of > 4 (over 3 ½ weeks)!!
Why Pay More! Wins vs. BBVMWhy Pay More! Wins vs. BBVM Cheesy Double Beef vs.McD’s Double Cheeseburger
Cheesy Double Beef vs.McD’s Double Cheeseburger
Source: Test Market Buyer Reaction Studies Performed by Restaurant Research Associates
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Why Pay More!Why Pay More!
InRestaurantsBeginningMay 15th
InRestaurantsBeginningMay 15th
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A New Beverage PlatformA New Beverage Platform
Just in TimeFor Summer—Coming May 15th
Just in TimeFor Summer—Coming May 15th
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• 9 Menu items reduced to 9 grams of fat or less
• Popular products -approximately 15% of base menu mix
• Fresco Menu Average reduction in fat grams – almost 40%
• Fresco Menu Average reduction in calories – almost 20%
• 9 Menu items reduced to 9 grams of fat or less
• Popular products -approximately 15% of base menu mix
• Fresco Menu Average reduction in fat grams – almost 40%
• Fresco Menu Average reduction in calories – almost 20%
Key InsightsKey Insights
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Our Biggest “Loser”:Ranchero Chicken Soft Taco
Our Biggest “Loser”:Ranchero Chicken Soft Taco
Base Fresco
14 4
Fat(g)Fat(g)
Base Fresco
270 170
CaloriesCalories
37%37%71%71%
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Fat First, Taste Second!
Fat First, Taste Second!
Taste First,Fat Second!Taste First,Fat Second!
“If it doesn’t taste good,
I won’t eat it”
“If it doesn’t taste good,
I won’t eat it”
“Looking good ishard work”
“Looking good ishard work”
Approach To Dieting Differs By GenderApproach To Dieting Differs By Gender
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27%27%15%15%
5%5%
Cheesy GCheesy G CBRBCBRB FrescoFresco
54%54%60%60%
69%69%
Cheesy GCheesy G CBRBCBRB FrescoFresco
Trial Remains The ChallengeTrial Remains The Challenge
Trial Repeat
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Breakfast Remains a Big OpportunityBreakfast Remains a Big Opportunity
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Strategic Marketing TacticsStrategic Marketing Tactics
•Multiple Sales Layers
•Doubling the Pipeline
•Multiple Sales Layers
•Doubling the Pipeline
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Primary TVPrimary TV
W1W1
Multiple Sales Layers Delivering ResultsMultiple Sales Layers Delivering Results
W2W2 W3W3 W4W4
Better For YouBetter For You
Secondary TVSecondary TV
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Committed to More ThanDoubling Product PipelineCommitted to More Than
Doubling Product Pipeline
11 product teststhrough April11 product teststhrough April
••
At least 8 morepost-summerAt least 8 morepost-summer
••
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Committed to More ThanDoubling Product PipelineCommitted to More Than
Doubling Product Pipeline
11 product teststhrough April11 product teststhrough April
••
At least 8 morepost-summerAt least 8 morepost-summer
••
Almost as many tests as
2005 - 2007 combined
Almost as many tests as
2005 - 2007 combined
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You’ll Sample Some of these Great ProductsYou’ll Sample Some of these Great Products
Quality ValueQuality ValueAbundant ValueAbundant ValuePrice ValuePrice Value
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You’ll Sample Some of these Great ProductsYou’ll Sample Some of these Great Products
Quality ValueQuality ValueAbundant ValueAbundant ValuePrice ValuePrice Value
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FunctionalFunctional
OtherOther
BoldBold
Asset Transformation Is NecessaryAsset Transformation Is Necessary
HoldoverHoldover
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Challenging in Context of PrioritiesChallenging in Context of Priorities
Equipment/Technology Capital to Support Growth
Grilled to OrderPOS
Frutista FreezeOps Improvements
Other BOH, tbd
System New Unit Growth
Asset Refresh
Functionalto Bold
3% Annually
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Requires Breakthrough ThinkingRequires Breakthrough Thinking
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M 2 Bold
Next 2 Ten K 2 Bold
Flex 2 Five
The Bold Choice Collection In Every DMAThe Bold Choice Collection In Every DMA
Ty07 Prototype
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Delivering Brand Promise ThruDelivering Brand Promise Thru
AccuracAccurac SpeedSpeed
HospitalityHospitality
OptimalLabor
OptimalLabor
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Speed Accuracy
Today No One Can Do BothToday No One Can Do Both
Wendy’s
Checkers
Taco Bell
McDonald’s
Long John Silver
Burger King
Arby’s
Bojangles’
Taco John’s
Chick-fil-A
Wendy’s
Checkers
Taco Bell
McDonald’s
Long John Silver
Burger King
Arby’s
Bojangles’
Taco John’s
Chick-fil-A
Chick-fil-A
Krystal
Bojangles’
El Pollo Loco
Burger King
Hardee’s
Del Taco
Whataburger
Checkers
McDonald’s
Chick-fil-A
Krystal
Bojangles’
El Pollo Loco
Burger King
Hardee’s
Del Taco
Whataburger
Checkers
McDonald’s
112233445566778899
1010
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SummarySummary
• Clear Business Turnaround Underway
• Strategic Clarity to Deliver Future Performance
–Build Sales Layers and Employ Multiple Messages
–Develop a System of Bold Choice Assets
–Create a New Service Paradigm
• Clear Business Turnaround Underway
• Strategic Clarity to Deliver Future Performance
–Build Sales Layers and Employ Multiple Messages
–Develop a System of Bold Choice Assets
–Create a New Service Paradigm
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PURE HUT: A VISION THAT GOES BEYOND PIZZA . . .
PURE HUT: A VISION THAT GOES BEYOND PIZZA . . .
America’s Favorite PizzaAmerica’s Favorite Pizza
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PURE HUT: A VISION THAT GOES BEYOND PIZZA . . .
PURE HUT: A VISION THAT GOES BEYOND PIZZA . . .
Restaurant Quality PastaRestaurant Quality Pasta
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PURE HUT: A VISION THAT GOES BEYOND PIZZA . . .
PURE HUT: A VISION THAT GOES BEYOND PIZZA . . .
Award Winning ChickenAward Winning Chicken
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Changing The Commodity Game
Knocking Down Barriers
Affordable Value
Delivering More Than Just Pizza(i.e. Pasta)
Food The Way You WantTo Eat Today
Redefining The Category . . .Only at Pizza Hut
Changing The Commodity Game
Knocking Down Barriers
Affordable Value
Delivering More Than Just Pizza(i.e. Pasta)
Food The Way You WantTo Eat Today
Redefining The Category . . .Only at Pizza Hut
ATTACKING BARRIERS
AND OPPORTUNITIES
ATTACKING BARRIERS
AND OPPORTUNITIES
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HOW LAYERING WORKSHOW LAYERING WORKS
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HOW LAYERING WORKSHOW LAYERING WORKS
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AFFORDABLE& TASTES GREAT
AFFORDABLE& TASTES GREAT
Value For ManyValue For Many
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Value For OneValue For One
AFFORDABLE& TASTES GREAT
AFFORDABLE& TASTES GREAT
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Value For OneValue For One
Quality At
a Value
Price Point
Quality At
a Value
Price Point
AFFORDABLE& TASTES GREAT
AFFORDABLE& TASTES GREAT
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Tuscani PastaTuscani Pasta
NOW DELIVERING RESTAURANT QUALITY PASTA
NOW DELIVERING RESTAURANT QUALITY PASTA
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Complete Chicken SolutionComplete Chicken Solution
AWARD WINNING CHICKEN
AWARD WINNING CHICKEN
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WingStreet Brand Enables Revitalize AssetsWingStreet Brand Enables Revitalize Assets
AWARD WINNING CHICKEN
AWARD WINNING CHICKEN
WingStreet Lite!
Cityscape WS for Small Towns
WingStreet Lite!
Cityscape WS for Small Towns
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THE WAY YOU WANT TO EAT TODAYTHE WAY YOU WANT TO EAT TODAY
The NaturalThe Natural
PremiumIngredients
The ‘Pure’Positioning
PremiumIngredients
The ‘Pure’Positioning
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Dine-In Delivery
Assets: Upgrading To A New Standard!Assets: Upgrading To A New Standard!
Rural Small Town Suburban Metro Urban
4,000+ Stores 3,000+ Stores
Vis
ion
:
Everywhere!
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SERVICE: A CRITICAL
FOUNDATION
SERVICE: A CRITICAL
FOUNDATION
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Dine InDine In DeliveryDelivery
ALL REALIZED IN OUR ONGOING 2 BUSINESS MODEL
ALL REALIZED IN OUR ONGOING 2 BUSINESS MODEL
Vibrant StoresVibrant Stores
Killer ProductsKiller Products
Multi-Tier MediaMulti-Tier MediaWindow #Window #
Topic DTopic DTopic C Cont.Topic C Cont. Topic B Cont.Topic B Cont. Topic A Cont.Topic A Cont.
Unexpected ServiceUnexpected Service Dine-InFocus on guest
Consistent Service
DeliveryFast, On Time
HMR Experts
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
![Page 179: YUM 05/06/08 Part1a](https://reader038.vdocuments.us/reader038/viewer/2022103109/546edc4fb4af9fa5268b4836/html5/thumbnails/179.jpg)
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Brand
Positioning
Brand
Positioning
Menu VisionMenu Vision
Winning Operations
Platform
Winning Operations
Platform
Dynamic Asset StrategyDynamic Asset Strategy
Built on a Foundation of HWWT2
and Franchise Partnership Pact
Built on a Foundation of HWWT2
and Franchise Partnership Pact
![Page 189: YUM 05/06/08 Part1a](https://reader038.vdocuments.us/reader038/viewer/2022103109/546edc4fb4af9fa5268b4836/html5/thumbnails/189.jpg)
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