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spørsmålet		svaret
Mark in the company from begynn å lære		2008
KFC# begynn å lære		803
PH# begynn å lære		456
SBX# begynn å lære		352
BK# begynn å lære		63
La Tagliatela# begynn å lære		250
Sushishop# begynn å lære		180
Blue Frog# begynn å lære		69
BACOA# begynn å lære		9
KABB# begynn å lære		3
Tagliatela added in begynn å lære		2012
Franchie in Taglaitela begynn å lære		2/3
EBITDA La Tagliatela begynn å lære		mid-twenties.
Blue Frog vs Tagliatela begynn å lære		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 begynn å lære		Bigger acquisitions, more time on DD and integration
Largest market begynn å lære		Poland 530#
Easter Europe stores# and fnz begynn å lære		900, no fnz
Western Europe stores# and fnz begynn å lære		960, 55% eq
Czech stores# begynn å lære		170
Hungary stores# begynn å lære		110
Spain stores# begynn å lære		322
Germany stores# begynn å lære		260
France stores# begynn å lære		322
Russia stores# begynn å lære		256
China stores# begynn å lære		64
Easter Europe EBITDA% begynn å lære		14.6%
Western Europe EBITDA% begynn å lære		9.5%
Russia EBITDA% begynn å lære		12%
China EBITDA% begynn å lære		10%
Total EBITDA% begynn å lære		11%
Balance between markets EE/WE - target begynn å lære		50/50 or a bit more towards Western Europe
Equity share - total now and target begynn å lære		79%. We will see it going down, will help with CAPEX
Number of markets begynn å lære		26
CAPEX next years begynn å lære		fairly flat. More franchise openings, capital light
EBITDA view begynn å lære		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 begynn å lære		We didnt make money for a long time, now we are making money on BK Poland, opened Romania
2011-2015 in M&A begynn å lære		added Tag and BF
2016-H1 19 in M&A begynn å lære		took opportunity in Yum, MFA, PH and KFC
Growth in network begynn å lære		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 begynn å lære		Operations, Food service, Digital&Delivery, Franchising. All are interrelated
Changes from People-Brand-Scale to 4 pillars begynn å lære		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 begynn å lære		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 begynn å lære		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 begynn å lære		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 begynn å lære		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 begynn å lære		A-brands, Franchisors, storecounts, TAG-BF, Segments WE/EE, FR/Eq, Pillars

Cap Mkt Day Mark

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