Cap Mkt Day Mark

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término definición
Mark in the company from
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2008
KFC#
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803
PH#
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456
SBX#
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352
BK#
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63
La Tagliatela#
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250
Sushishop#
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180
Blue Frog#
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69
BACOA#
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9
KABB#
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3
Tagliatela added in
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2012
Franchie in Taglaitela
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2/3
EBITDA La Tagliatela
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mid-twenties.
Blue Frog vs Tagliatela
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Tag very profitable, with disciplined fnzees and strong central kitchen. We want to duplicate it in BF (BF has no franchisees yet)
Mark on M&A
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Bigger acquisitions, more time on DD and integration
Largest market
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Poland 530#
Easter Europe stores# and fnz
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900, no fnz
Western Europe stores# and fnz
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960, 55% eq
Czech stores#
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170
Hungary stores#
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110
Spain stores#
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322
Germany stores#
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260
France stores#
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322
Russia stores#
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256
China stores#
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64
Easter Europe EBITDA%
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14.6%
Western Europe EBITDA%
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9.5%
Russia EBITDA%
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12%
China EBITDA%
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10%
Total EBITDA%
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11%
Balance between markets EE/WE - target
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50/50 or a bit more towards Western Europe
Equity share - total now and target
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79%. We will see it going down, will help with CAPEX
Number of markets
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26
CAPEX next years
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fairly flat. More franchise openings, capital light
EBITDA view
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10.9% now. Dragged down by WE (9.5% is not where we want to be definitely double digit). We will focus on that to go up and build it. Numbers are improving
BK profitability
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We didnt make money for a long time, now we are making money on BK Poland, opened Romania
2011-2015 in M&A
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added Tag and BF
2016-H1 19 in M&A
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took opportunity in Yum, MFA, PH and KFC
Growth in network
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very consistent, ulture has not changed. We now are operated as when we had couple of stores. Culture did not change. We are proud about that. We are not corporate, but we have processes. Ownership
4 pillars
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Operations, Food service, Digital&Delivery, Franchising. All are interrelated
Changes from People-Brand-Scale to 4 pillars
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Not much changed, we still base on People still drive everything, A-Brands are in place and new will be added and Scale is even more important for the new pillars
Operations pillar
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we believe we need to provide quality product to our customers efficiently. We are best in class. Never sacrifice the quality of product or assets for margin. Fresh product
Foodservice pillar
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it's been with us for a very long time. Mostly through SCM. We are best in class. We've always been able t ooffset growing labour with lower COS. Cooperation with the suppliers. In 2011 we added procurement
Delivery & Digital pillar
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Growing with time. 12%-13% of our business is now delivery. We tarted delivery when Yum didnt approve, but it was a wise move. And digital - if you not invest, you fall behind. Good progress, eg with kiosks. Consumer experience must be easy process
Franchising pillar
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Other than Spain we were not franchise company. It's a big opportunity for us. We have a lot of brands we don't franchise. In Sushishop there is a big upside here.
Flow
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A-brands, Franchisors, storecounts, TAG-BF, Segments WE/EE, FR/Eq, Pillars

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