This document summarizes a presentation given by Yum! Brands to investors and analysts in China. It discusses Yum!'s strategy to build big brands in China through differentiated brand visions, menu designs that appeal broadly, community involvement, and in-store experiences. It highlights how KFC and Pizza Hut are taking different approaches to become leaders in their categories. It also outlines Yum!'s strong support capabilities in logistics, quality systems, innovation, and manufacturing that allow it to operate at scale in China with a focus on food safety.
This document summarizes Colin I. Welsh's presentation on the global energy outlook. It finds that (1) global oil demand is outstripping supply due to reservoir depletion and underinvestment, leaving little spare production capacity. (2) Unconventional resources and offshore fields will make up an increasing share of global supply. (3) $550 billion or more in annual E&P spending is needed to meet rising demand, but spending trends have lagged. Aberdeen is well-positioned to benefit from opportunities in the global energy industry.
Africa has experienced robust economic growth driven by commodity exports to new markets like China. However, most new trade is in low value primary goods rather than manufactured products. Regional integration aims to lower trade costs and diversify exports away from reliance on commodities by promoting intra-African trade. Deeper integration of regional markets can boost productivity and support the development of regional production networks, as seen in Asia, but Africa still faces challenges like overlapping trade agreements and high non-tariff barriers to cross-border commerce.
The document summarizes Potash Ridge Corporation's Premium Potash Project located in Utah. The project involves mining alunite deposits and processing it into sulphate of potash (SOP), sulphuric acid, and bauxite. Extensive historical work in the 1970s expedites development. The project is expected to produce 680,000 tonnes of SOP annually starting in 2016. Management has over 80 years of combined experience in the mining industry. Utah provides an attractive mining jurisdiction with existing infrastructure and a streamlined permitting process.
The document summarizes Potash Ridge Corporation's Premium Potash Project located in Utah. The project involves mining alunite deposits and processing it into sulphate of potash (SOP), sulphuric acid, and bauxite. Extensive historical work in the 1970s expedites development. The project is expected to produce 680,000 tonnes of SOP annually starting in 2016. Management has over 80 years of combined experience in the mining industry. Utah provides an attractive mining jurisdiction with existing infrastructure and a streamlined permitting process.
This document discusses common lessons for the nuclear and oil & gas industries based on recent events. It notes that both industries deal with long-lived assets and face evolving energy mix issues. For oil & gas, global demand increased in 2011 but political instability in countries like Iran and environmental challenges raise concerns. Advancing technology is needed to develop more complex high-potential oil & gas projects safely. The nuclear industry must also address safety lessons from accidents like Fukushima.
The document provides information about accessing venture capital funding from SEAF India Agribusiness Fund for small agribusiness enterprises in India. It outlines the growth opportunities in Indian agriculture and food processing sectors. It then describes SEAF India Agribusiness Fund's focus on investing in food value chain companies and criteria for evaluating potential investments. Finally, it discusses the typical process an entrepreneur would go through to approach SEAF for funding, including understanding capital needs, preparing a pitch, undergoing due diligence, and collaborating post-investment.
The Premium Potash Project aims to produce 680,000 tonnes per year of sulphate of potash (SOP) from the Blawn Mountain alunite deposit in Utah. The project is led by an experienced management team with over 80 years of combined experience. An initial mine plan outlines a 30 year mine life with an estimated $1.3 billion after-tax net present value at a 10% discount rate and 21.3% internal rate of return. The project is expected to be a low-cost SOP producer with an estimated cash cost of $101 per tonne before credits from sulphuric acid and bauxite by-product sales.
The document summarizes Potash Ridge Corporation's Premium Potash Project located in Utah. It highlights the project's large, high-quality potash deposit that is strategically located with established infrastructure. The experienced management team has over 80 years of combined experience developing large resource projects. A preliminary economic assessment shows the project has a $1.3 billion NPV and 21.3% IRR, with potential to be a long-life, low-cost producer of premium sulphate of potash fertilizer.
This document summarizes Colin I. Welsh's presentation on the global energy outlook. It finds that (1) global oil demand is outstripping supply due to reservoir depletion and underinvestment, leaving little spare production capacity. (2) Unconventional resources and offshore fields will make up an increasing share of global supply. (3) $550 billion or more in annual E&P spending is needed to meet rising demand, but spending trends have lagged. Aberdeen is well-positioned to benefit from opportunities in the global energy industry.
Africa has experienced robust economic growth driven by commodity exports to new markets like China. However, most new trade is in low value primary goods rather than manufactured products. Regional integration aims to lower trade costs and diversify exports away from reliance on commodities by promoting intra-African trade. Deeper integration of regional markets can boost productivity and support the development of regional production networks, as seen in Asia, but Africa still faces challenges like overlapping trade agreements and high non-tariff barriers to cross-border commerce.
The document summarizes Potash Ridge Corporation's Premium Potash Project located in Utah. The project involves mining alunite deposits and processing it into sulphate of potash (SOP), sulphuric acid, and bauxite. Extensive historical work in the 1970s expedites development. The project is expected to produce 680,000 tonnes of SOP annually starting in 2016. Management has over 80 years of combined experience in the mining industry. Utah provides an attractive mining jurisdiction with existing infrastructure and a streamlined permitting process.
The document summarizes Potash Ridge Corporation's Premium Potash Project located in Utah. The project involves mining alunite deposits and processing it into sulphate of potash (SOP), sulphuric acid, and bauxite. Extensive historical work in the 1970s expedites development. The project is expected to produce 680,000 tonnes of SOP annually starting in 2016. Management has over 80 years of combined experience in the mining industry. Utah provides an attractive mining jurisdiction with existing infrastructure and a streamlined permitting process.
This document discusses common lessons for the nuclear and oil & gas industries based on recent events. It notes that both industries deal with long-lived assets and face evolving energy mix issues. For oil & gas, global demand increased in 2011 but political instability in countries like Iran and environmental challenges raise concerns. Advancing technology is needed to develop more complex high-potential oil & gas projects safely. The nuclear industry must also address safety lessons from accidents like Fukushima.
The document provides information about accessing venture capital funding from SEAF India Agribusiness Fund for small agribusiness enterprises in India. It outlines the growth opportunities in Indian agriculture and food processing sectors. It then describes SEAF India Agribusiness Fund's focus on investing in food value chain companies and criteria for evaluating potential investments. Finally, it discusses the typical process an entrepreneur would go through to approach SEAF for funding, including understanding capital needs, preparing a pitch, undergoing due diligence, and collaborating post-investment.
The Premium Potash Project aims to produce 680,000 tonnes per year of sulphate of potash (SOP) from the Blawn Mountain alunite deposit in Utah. The project is led by an experienced management team with over 80 years of combined experience. An initial mine plan outlines a 30 year mine life with an estimated $1.3 billion after-tax net present value at a 10% discount rate and 21.3% internal rate of return. The project is expected to be a low-cost SOP producer with an estimated cash cost of $101 per tonne before credits from sulphuric acid and bauxite by-product sales.
The document summarizes Potash Ridge Corporation's Premium Potash Project located in Utah. It highlights the project's large, high-quality potash deposit that is strategically located with established infrastructure. The experienced management team has over 80 years of combined experience developing large resource projects. A preliminary economic assessment shows the project has a $1.3 billion NPV and 21.3% IRR, with potential to be a long-life, low-cost producer of premium sulphate of potash fertilizer.
Building on the success of the World Wealth Report, the fifth edition of the Asia-Pacific Wealth Report explores the behaviors of high net worth individual (HNWIs) in twelve core markets: Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, New Zealand, Singapore, South Korea, Taiwan, and Thailand. These markets together account for 95.0% of the regions gross domestic product (GDP).
The Asia-Pacific Wealth Report 2010 shows the region’s HNWI population rose 25.8% to three million in 2009, catching up with Europe’s HWNI population for the first time. Asia-Pacific HWNI wealth increased 30.9% to US$9.7 trillion in 2009, erasing losses seen in 2008 and surpassing Europe’s HWNI wealth in 2009. The number of ultra-HNWIs in Asia-Pacific rose 36.7% and ultra-HNWI wealth jumped 42.6% in 2009.
http://www.capgemini.com/world-wealth-report
"Overview of growth, public investments, and future challenges for achieving MDG and CAADP goals", presentation by Shenggen Fan at the USAID, IFPRI Financial Gap Analysis Workshop held at the World Bank, January 7, 2010.
The world’s high net worth individuals (HNWIs) regained ground despite weakness in the world economy, according to the 14th annual World Wealth Report from Merrill Lynch Global Wealth Management and Capgemini. The world’s population of HNWIs returned to 10 million in 2009 and HNWI financial wealth increased 18.9% to $39 trillion. Ultra-HNWIs increased their wealth by 21.5% in 2009.
The World Wealth Report covers 71 countries in the market-sizing model, accounting for more than 98% of global gross national income and 99% of world stock market capitalization. The report has built a strong and lasting reputation as the industry benchmark for HNWIs market sizing—originally at a global and regional level but increasingly at a country level.
http://www.capgemini.com/world-wealth-report
This document outlines the life changing real estate management program of Crystal Dimension. It details short and long term goals for developing hundreds of thousands of acres of castor, rubber, and palm oil plantations across Asia and South America. It also involves acquiring properties in the US and listing the company on stock exchanges in Hong Kong and Malaysia to achieve billions in market capitalization and share prices of $30-10 per share.
Presentation built in the context of a real estate class taken at Brandeis International Business School.
In the perspective of a meeting with investors, the presentation was created to help gather investments of $100M split between three projects in China.
A Ringside View of the Pharma Industry by Ranjit ShahaniVALUExIndia
http://valuexindia.com - On day 2 of VALUEx India 2011, Ranjit Shahani addressed the group. Ranjit Shahani is Vice Chairman and MD of Novartis India.
He has made significant contributions in consolidating the Company’s pharmaceuticals business during the critical integration phase pre and post formation of Novartis India Limited.
As President of Organisation of Pharmaceutical Producers of India (OPPI), he has been in the forefront in creating awareness of the challenges facing the Pharmaceuticals industry and how patents serve as innovation growth drivers.
During his presentation, Ranjit Shahani shared his thoughts on the pharma opportunity in India. Specifically, he shared his views, based on his unique insight as a leader in the industry, issues such as how pharma companies can drive innovation, leverage the dynamics of emerging markets to becomes leaders in innovation, and provide affordable and profitable health care in low income countries
The document discusses HSBC's strategic vision for the Asia-Pacific region, which is seen as an engine for growth. HSBC aims to leverage its unique international network by joining up its businesses across customer groups, global platforms, and culture. It highlights key countries in the region where HSBC is focusing on growing its presence, including expanding distribution networks, leveraging strategic partnerships, and cross-selling products to existing customers. The overall goal is for HSBC to become the pre-eminent international bank in the Asia-Pacific region.
The global HNWI population and wealth rebounded in 2009 after significant declines in 2008 due to the financial crisis. There were 10 million HNWIs worldwide with total wealth of $39 trillion by the end of 2009, returning to 2007 levels. Asia-Pacific saw the strongest growth, with its HNWI population and wealth surpassing Europe's for the first time. While the US, Japan and Germany still account for over half of global HNWIs, wealth is increasingly shifting to Asia. HNWIs remain cautious in their investment approach as they adjust to a more volatile environment in the aftermath of the crisis.
The Future of Pharma: A U.S. Sector ReviewCognizant
The future of U.S. pharma will depend on companies diversifying products and services to address global demand, as well as adopting new operating models that boost R&D productivity.
HSBC Holdings plc presented at the Morgan Stanley European Banks Conference in March 2006. The presentation discussed HSBC's strategic focus on growing its business in emerging markets and leveraging its international presence across 76 countries. It highlighted key metrics showing the bank's expanded global scale and changing geographic mix of profits over time.
Boyuan Construction Investor PresentationTMX Equicom
The document provides an overview of Boyuan Construction Group, a construction company listed on the TSX Venture Exchange. It discusses Boyuan's markets in the Yangtze River Delta region and Sanya city of China, as well as its expansion to Shandong province. The presentation outlines Boyuan's financial performance, competitive advantages, growth strategies, management team, and sample projects. It also provides industry data on the growth and size of the Chinese construction market.
The document outlines the UK government's industrial strategy to promote partnership between government and industry. It discusses the need for the strategy due to changes in the global economy and the UK's relative position. The strategy focuses on strategic partnerships in key sectors like aerospace, offshore wind, and construction. Progress to date includes commitments in life sciences, automotive investments, technology investments, improving access to finance, procurement, and skills. The overall goal is to promote long term growth through these partnerships and investments.
This document summarizes information about the top four direct selling companies by annual revenue, which are referred to as the "billion-dollar club". It provides details about each company's annual revenue, business model, products offered, and their perspectives on continued growth despite the global economic crisis.
wyeth Citi Investment Research Global Healthcare Conferencefinance12
This document summarizes Greg Norden's presentation at the 2008 Citi Investment Research Global Healthcare Conference on May 21, 2008. It discusses Wyeth's financial guidance for 2008, performance in the first quarter of 2008, key product growth drivers, focus on driving international growth, pipeline of new products in development, and initiatives to sharpen focus and manage costs through Project Impact. The presentation outlines Wyeth's strategy to position itself for future growth through a diversified business, new product launches, global expansion opportunities, and a proven R&D pipeline.
New Media Strategy for IFFCO-Tokio- Supporting documentsahilchopra1987
This document provides an industry analysis of the Indian non-life insurance sector. It discusses the liberalization of the industry that began in 2000 which allowed private companies to enter the market. Since then, the industry has grown significantly in terms of business and new policies, though penetration rates remain lower than other countries. The report also analyzes trends in the industry including strong premium growth rates in recent years and the detariffing of rates.
American Dairy, Inc. is a leading Chinese producer and distributor of infant formula and other dairy products. The company has over 47 years of operating history in China and owns dairy farms and processing facilities. It has the third largest market share among domestic Chinese infant formula brands and distributes products nationwide through over 95,000 retail outlets. American Dairy has an experienced management team and a vertically integrated business model that provides secured access to high quality milk and stringent quality control.
2. Impulsando el desarrollo a través de la atracción de IED en los sectores d...comexcr
This document discusses the challenges and opportunities facing middle-income countries as global wealth shifts. It notes that while shifting wealth has led to reduced poverty and new resources for development, middle-income countries face threats such as low productivity growth, challenges maintaining social cohesion as inequality remains high, environmental degradation, and difficulty increasing fiscal revenues to levels of developed countries. The document explores these issues through examples like China's growing labor disputes and Africa's youth unemployment despite population growth.
This presentation is intended to provide a general audience with an understanding of the key factors underlying the economics of global poverty and an overview of the issues and arguments surounding this complex issue.
The document summarizes the performance of Global Banking and Markets in the first half of 2008. Key points include:
- Global Banking and Markets contributed 26% of the group's pre-tax profits despite challenging market conditions.
- Strength in emerging markets like Asia Pacific and Latin America helped offset losses elsewhere.
- Writedowns were taken on subprime, credit, and leveraged loan exposures totaling $3.9 billion.
- Two of the group's structured investment vehicles, Cullinan and Asscher, had their assets transferred or sold into three securities investment conduits to provide more stable funding.
Building on the success of the World Wealth Report, the fifth edition of the Asia-Pacific Wealth Report explores the behaviors of high net worth individual (HNWIs) in twelve core markets: Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, New Zealand, Singapore, South Korea, Taiwan, and Thailand. These markets together account for 95.0% of the regions gross domestic product (GDP).
The Asia-Pacific Wealth Report 2010 shows the region’s HNWI population rose 25.8% to three million in 2009, catching up with Europe’s HWNI population for the first time. Asia-Pacific HWNI wealth increased 30.9% to US$9.7 trillion in 2009, erasing losses seen in 2008 and surpassing Europe’s HWNI wealth in 2009. The number of ultra-HNWIs in Asia-Pacific rose 36.7% and ultra-HNWI wealth jumped 42.6% in 2009.
http://www.capgemini.com/world-wealth-report
"Overview of growth, public investments, and future challenges for achieving MDG and CAADP goals", presentation by Shenggen Fan at the USAID, IFPRI Financial Gap Analysis Workshop held at the World Bank, January 7, 2010.
The world’s high net worth individuals (HNWIs) regained ground despite weakness in the world economy, according to the 14th annual World Wealth Report from Merrill Lynch Global Wealth Management and Capgemini. The world’s population of HNWIs returned to 10 million in 2009 and HNWI financial wealth increased 18.9% to $39 trillion. Ultra-HNWIs increased their wealth by 21.5% in 2009.
The World Wealth Report covers 71 countries in the market-sizing model, accounting for more than 98% of global gross national income and 99% of world stock market capitalization. The report has built a strong and lasting reputation as the industry benchmark for HNWIs market sizing—originally at a global and regional level but increasingly at a country level.
http://www.capgemini.com/world-wealth-report
This document outlines the life changing real estate management program of Crystal Dimension. It details short and long term goals for developing hundreds of thousands of acres of castor, rubber, and palm oil plantations across Asia and South America. It also involves acquiring properties in the US and listing the company on stock exchanges in Hong Kong and Malaysia to achieve billions in market capitalization and share prices of $30-10 per share.
Presentation built in the context of a real estate class taken at Brandeis International Business School.
In the perspective of a meeting with investors, the presentation was created to help gather investments of $100M split between three projects in China.
A Ringside View of the Pharma Industry by Ranjit ShahaniVALUExIndia
http://valuexindia.com - On day 2 of VALUEx India 2011, Ranjit Shahani addressed the group. Ranjit Shahani is Vice Chairman and MD of Novartis India.
He has made significant contributions in consolidating the Company’s pharmaceuticals business during the critical integration phase pre and post formation of Novartis India Limited.
As President of Organisation of Pharmaceutical Producers of India (OPPI), he has been in the forefront in creating awareness of the challenges facing the Pharmaceuticals industry and how patents serve as innovation growth drivers.
During his presentation, Ranjit Shahani shared his thoughts on the pharma opportunity in India. Specifically, he shared his views, based on his unique insight as a leader in the industry, issues such as how pharma companies can drive innovation, leverage the dynamics of emerging markets to becomes leaders in innovation, and provide affordable and profitable health care in low income countries
The document discusses HSBC's strategic vision for the Asia-Pacific region, which is seen as an engine for growth. HSBC aims to leverage its unique international network by joining up its businesses across customer groups, global platforms, and culture. It highlights key countries in the region where HSBC is focusing on growing its presence, including expanding distribution networks, leveraging strategic partnerships, and cross-selling products to existing customers. The overall goal is for HSBC to become the pre-eminent international bank in the Asia-Pacific region.
The global HNWI population and wealth rebounded in 2009 after significant declines in 2008 due to the financial crisis. There were 10 million HNWIs worldwide with total wealth of $39 trillion by the end of 2009, returning to 2007 levels. Asia-Pacific saw the strongest growth, with its HNWI population and wealth surpassing Europe's for the first time. While the US, Japan and Germany still account for over half of global HNWIs, wealth is increasingly shifting to Asia. HNWIs remain cautious in their investment approach as they adjust to a more volatile environment in the aftermath of the crisis.
The Future of Pharma: A U.S. Sector ReviewCognizant
The future of U.S. pharma will depend on companies diversifying products and services to address global demand, as well as adopting new operating models that boost R&D productivity.
HSBC Holdings plc presented at the Morgan Stanley European Banks Conference in March 2006. The presentation discussed HSBC's strategic focus on growing its business in emerging markets and leveraging its international presence across 76 countries. It highlighted key metrics showing the bank's expanded global scale and changing geographic mix of profits over time.
Boyuan Construction Investor PresentationTMX Equicom
The document provides an overview of Boyuan Construction Group, a construction company listed on the TSX Venture Exchange. It discusses Boyuan's markets in the Yangtze River Delta region and Sanya city of China, as well as its expansion to Shandong province. The presentation outlines Boyuan's financial performance, competitive advantages, growth strategies, management team, and sample projects. It also provides industry data on the growth and size of the Chinese construction market.
The document outlines the UK government's industrial strategy to promote partnership between government and industry. It discusses the need for the strategy due to changes in the global economy and the UK's relative position. The strategy focuses on strategic partnerships in key sectors like aerospace, offshore wind, and construction. Progress to date includes commitments in life sciences, automotive investments, technology investments, improving access to finance, procurement, and skills. The overall goal is to promote long term growth through these partnerships and investments.
This document summarizes information about the top four direct selling companies by annual revenue, which are referred to as the "billion-dollar club". It provides details about each company's annual revenue, business model, products offered, and their perspectives on continued growth despite the global economic crisis.
wyeth Citi Investment Research Global Healthcare Conferencefinance12
This document summarizes Greg Norden's presentation at the 2008 Citi Investment Research Global Healthcare Conference on May 21, 2008. It discusses Wyeth's financial guidance for 2008, performance in the first quarter of 2008, key product growth drivers, focus on driving international growth, pipeline of new products in development, and initiatives to sharpen focus and manage costs through Project Impact. The presentation outlines Wyeth's strategy to position itself for future growth through a diversified business, new product launches, global expansion opportunities, and a proven R&D pipeline.
New Media Strategy for IFFCO-Tokio- Supporting documentsahilchopra1987
This document provides an industry analysis of the Indian non-life insurance sector. It discusses the liberalization of the industry that began in 2000 which allowed private companies to enter the market. Since then, the industry has grown significantly in terms of business and new policies, though penetration rates remain lower than other countries. The report also analyzes trends in the industry including strong premium growth rates in recent years and the detariffing of rates.
American Dairy, Inc. is a leading Chinese producer and distributor of infant formula and other dairy products. The company has over 47 years of operating history in China and owns dairy farms and processing facilities. It has the third largest market share among domestic Chinese infant formula brands and distributes products nationwide through over 95,000 retail outlets. American Dairy has an experienced management team and a vertically integrated business model that provides secured access to high quality milk and stringent quality control.
2. Impulsando el desarrollo a través de la atracción de IED en los sectores d...comexcr
This document discusses the challenges and opportunities facing middle-income countries as global wealth shifts. It notes that while shifting wealth has led to reduced poverty and new resources for development, middle-income countries face threats such as low productivity growth, challenges maintaining social cohesion as inequality remains high, environmental degradation, and difficulty increasing fiscal revenues to levels of developed countries. The document explores these issues through examples like China's growing labor disputes and Africa's youth unemployment despite population growth.
This presentation is intended to provide a general audience with an understanding of the key factors underlying the economics of global poverty and an overview of the issues and arguments surounding this complex issue.
The document summarizes the performance of Global Banking and Markets in the first half of 2008. Key points include:
- Global Banking and Markets contributed 26% of the group's pre-tax profits despite challenging market conditions.
- Strength in emerging markets like Asia Pacific and Latin America helped offset losses elsewhere.
- Writedowns were taken on subprime, credit, and leveraged loan exposures totaling $3.9 billion.
- Two of the group's structured investment vehicles, Cullinan and Asscher, had their assets transferred or sold into three securities investment conduits to provide more stable funding.
This document outlines Coca-Cola's strategic vision and plans for 2020. It projects continued global economic growth, rising incomes, and 1 billion new consumers entering the global economy by 2020. This will drive increased consumption of non-alcoholic ready-to-drink beverages. Coca-Cola aims to more than double its system revenue over this period while expanding margins. Its 2020 business agenda focuses on maximizing cash flow, winning with Coca-Cola brands, accelerating innovation, and optimizing its franchise structure. Coca-Cola also outlines social commitments around sustainability, water stewardship, and promoting active healthy living.
Earnings Presentation to Investors and Analystsflanagin
ARC International saw continued revenue growth in 1H 2008, with top line revenue up 32% and licensing and royalty revenue also up significantly. However, bookings and backlog declined due to fundamental shifts in the semiconductor market. Operating expenses increased with the acquisition of Sonic Focus but the net loss remained relatively flat excluding the acquisition. Overall the financial results showed ongoing industry adoption of ARC's products but challenges in the market were also reflected.
Objective Capital Global Mining Investment Conference
30 Sep 2009
Mining financing through the cycle in frontier countries
by Sacha BackesDepartment for Oil, Gas, Mining and Chemicals
International Finance CorporationWorld Bank Group
Medtronic is a global leader in medical technology, innovation and healthcare with over 38,000 employees in 120 countries. It has a long history of innovation dating back to 1949 and invests $1.36 billion annually in R&D. Opportunities exist in developing markets due to favorable demographics like aging populations and increasing wealth. However, patient access hurdles around awareness, reimbursement and training must be overcome. Medtronic is addressing this through programs tailored to local needs in markets like China and India. Technologies also offer savings through remote monitoring and management of chronic diseases.
This document provides an overview and financial projections for Xcel Energy. It discusses Xcel Energy's integrated utility operations, forecasts steady customer and earnings growth, and outlines plans to reduce emissions and refurbish coal plants. It also summarizes Xcel Energy's liquidity and debt refinancing plans, provides 2003 earnings guidance, and outlines priorities including resolving its involvement with bankrupt company NRG.
This document provides an overview and financial projections for Xcel Energy. It discusses Xcel Energy's integrated utility operations, forecasts steady customer and earnings growth, and outlines plans to reduce emissions and refurbish coal plants. It also summarizes Xcel Energy's liquidity and debt refinancing plans, provides 2003 earnings guidance, and outlines priorities including resolving its NRG investment and maintaining its dividend.
This document provides an overview and financial projections for Xcel Energy. It discusses Xcel Energy's integrated utility operations, forecasts steady customer and earnings growth, and outlines plans to reduce emissions and refurbish coal plants. It also summarizes Xcel Energy's liquidity and debt refinancing plans, provides 2003 earnings guidance, and outlines priorities including resolving its involvement with bankrupt company NRG.
This document summarizes Xcel Energy's presentation at the 2003 Banc of America Securities Investment Conference. It outlines Xcel Energy's operations as an integrated utility across multiple US states, financial metrics including earnings growth and dividend yield, efforts to divest from the unprofitable NRG Energy business, and capital expenditure plans including converting coal plants to natural gas to reduce emissions. It also provides guidance for 2003 earnings per share and outlines financing plans to redeem higher interest debt.
This document summarizes Xcel Energy's presentation at the 2003 Banc of America Securities Investment Conference. It outlines Xcel Energy's operations as an integrated utility across multiple US states, its financial performance and guidance, initiatives to reduce emissions in Minnesota, and capital expenditure and financing plans. It highlights Xcel Energy's regulated business model, commitment to dividends, efforts to resolve issues related to its former subsidiary NRG, and expectations for continued earnings growth.
This document summarizes an investor presentation by Xcel Energy on its business operations and financial outlook. It discusses Xcel Energy's integrated utility operations, positive cash flow generation, plans to divest its stake in NRG Energy through bankruptcy proceedings, financial guidance for 2003 including earnings per share, and capital expenditure plans. The presentation also provides comparisons of Xcel Energy's operating metrics to industry peers.
This document provides an overview of Xcel Energy's financial performance and objectives presented at the Edison Electric Institute Financial Conference in October 2003. Key points include: Xcel achieved several accomplishments in 2003 including settling with NRG creditors and maintaining investment grade ratings. Objectives are to invest in utility assets, provide competitive returns, and improve credit ratings. Earnings guidance for 2003 is $1.48-$1.53 per share and $1.15-$1.25 for 2004, driven by utility operations and tax benefits from NRG. The presentation outlines capital expenditures, financing plans, and regulatory strategies.
This document provides an overview of Xcel Energy's financial performance and objectives presented at the Edison Electric Institute Financial Conference in October 2003. Key points include: Xcel achieved several accomplishments in 2003 including settling with NRG creditors and maintaining investment grade ratings. Objectives are to invest in utility assets, provide competitive returns, and improve credit ratings. Earnings guidance for 2003 is $1.48-$1.53 per share and $1.15-$1.25 for 2004, driven by utility operations and tax benefits from NRG. The presentation outlines capital expenditures, financing plans, and regulatory strategies.
This document provides an overview of Xcel Energy from their presentation at the Edison Electric Institute Financial Conference in October 2003. Key points include Xcel achieving several accomplishments in 2003 including settling with NRG creditors, maintaining investment grade ratings, and refinancing debt. Projections for 2004 include earnings of $1.15-1.25 per share assuming NRG emerges from bankruptcy. The presentation outlines Xcel's objectives, investments, regulatory strategy, and earnings drivers to emphasize the company as a low-risk, integrated utility with a total return of 7-8%.
This document provides an overview of Xcel Energy from their presentation at the Banc of America Securities Energy & Power Conference in November 2003. Key points include that Xcel achieved several accomplishments in 2003 including settling with NRG creditors and maintaining investment grade ratings. Objectives for 2004 include investing additional capital in utilities, providing competitive returns to shareholders, and improving credit ratings. Earnings guidance for 2003 is $1.48-$1.53 per share and $1.15-$1.25 per share for 2004.
This document summarizes Xcel Energy's presentation at the Banc of America Securities Energy & Power Conference on November 17-19, 2003. It discusses Xcel Energy's accomplishments in 2003, objectives for investment, earnings growth, and credit ratings improvement. It also provides guidance on projected 2003 and 2004 earnings, cash flows, utility investments, and the expected timeline for NRG's emergence from bankruptcy.
This document summarizes Xcel Energy's presentation at the Banc of America Securities Energy & Power Conference on November 17-19, 2003. It discusses Xcel Energy's accomplishments in 2003, objectives for investment, earnings growth, and credit ratings improvement. It also provides guidance on projected 2003 and 2004 earnings, cash flows, utility investments, and the expected timeline for NRG's emergence from bankruptcy.
This document provides an overview of Xcel Energy Inc. for investors attending the EEI International Financial Conference. It summarizes Xcel's financial performance, business segments, generation assets, environmental commitments, regulatory strategy, and earnings guidance. The presentation outlines Xcel's strengths as a utility, investment merits, and objectives to invest additional capital in its utility business and improve credit ratings while providing competitive returns.
This document provides an overview of Xcel Energy Inc. for investors attending the EEI International Financial Conference. It summarizes Xcel's financial performance, business segments, generation assets, environmental commitments, regulatory strategy, and earnings guidance. The presentation outlines Xcel's strengths as a growing utility, its investment merits, and capital expenditure plans to improve its credit ratings and provide competitive returns.
This document provides an overview of Xcel Energy Inc. for investors attending the EEI International Financial Conference. It summarizes Xcel's business segments, strengths, investment merits, capital investment plans, power supply, environmental commitments, and financial performance. Projections for 2004 earnings per share and cash flow are also presented. Key points include Xcel being the 4th largest US electric and gas utility, a growing service area, low rates, and a goal of providing competitive total returns of 7-9% to shareholders.
Xcel Energy reported improved second quarter 2004 earnings compared to the second quarter of 2003. Net income for the quarter was $86 million, or $0.21 per share, compared to a net loss of $283 million, or $0.71 per share in 2003. Regulated utility earnings from continuing operations improved to $89 million in 2004 from $77 million in 2003. Results from discontinued operations were earnings of $5 million in 2004 compared to losses of $337 million in 2003. The company maintained its annual earnings guidance of $1.15 to $1.25 per share.
This document summarizes a presentation given by Dick Kelly, president and COO of Xcel Energy, at a Lehman Brothers energy conference on September 8, 2004. Kelly outlines Xcel Energy's strategy of investing $900-950 million annually in its utility assets to meet growth, while also pursuing specific generation projects, including a $1 billion coal plant expansion in Colorado. Kelly projects total shareholder return of 7-9% annually through earnings growth of 2-4% and a dividend yield of around 5%.
Wayne Brunetti is the Chairman and CEO of Xcel Energy, a major electric and gas utility. The document discusses Xcel Energy's business strategy, which involves continued investment in its utility assets to meet growth. Key capital projects include a $1 billion emissions reduction program in Minnesota and a proposed $1.3 billion coal plant in Colorado. The summary also provides Xcel Energy's earnings guidance for 2004 and discusses its dividend policy. Brunetti emphasizes that Xcel Energy needs clarity on public policy regarding energy and the environment to effectively plan and invest.
Wayne Brunetti is the Chairman and CEO of Xcel Energy, a major electric and gas utility. The document discusses Xcel Energy's business strategy, which involves continued investment in its utility assets to meet growth. Key capital projects include a $1 billion emissions reduction program in Minnesota and a proposed $1.3 billion coal plant in Colorado. The summary also outlines Xcel Energy's financial metrics, earnings guidance, and dividend policy. Brunetti emphasizes that Xcel Energy needs clarity on public policy regarding energy and the environment to effectively plan and invest.
Wayne Brunetti is the Chairman and CEO of Xcel Energy, a major electric and gas utility. The document discusses Xcel Energy's business strategy, which involves continued investment in its utility assets to meet growth. Key capital projects include a $1 billion emissions reduction program in Minnesota and a proposed $1.3 billion coal plant in Colorado. The summary also provides Xcel Energy's earnings guidance for 2004 and discusses its dividend policy. Brunetti emphasizes that Xcel Energy needs clarity on public policy regarding energy and the environment to effectively plan and invest.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Unlock Your Potential with NCVT MIS.pptxcosmo-soil
The NCVT MIS Certificate, issued by the National Council for Vocational Training (NCVT), is a crucial credential for skill development in India. Recognized nationwide, it verifies vocational training across diverse trades, enhancing employment prospects, standardizing training quality, and promoting self-employment. This certification is integral to India's growing labor force, fostering skill development and economic growth.
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A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
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Enhancing Asset Quality: Strategies for Financial Institutionsshruti1menon2
Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
5 Tips for Creating Standard Financial ReportsEasyReports
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Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
2. Today’s Agenda
Introduction and Yum! Overview Tim Jerzyk
Building Big Brands Angela Loh
Support Capability Joaquin Pelaez
High-Return Development Lily Hsieh
China Business Perspective Sam Su
3. Power of Yum!
GLOBAL PORTFOLIO
GLOBAL GROWTH
GLOBAL CASH GENERATION
4. Not Your Ordinary Restaurant Company
% of Total Operating Profit
2013 F
2008 F
30%
U.S.
28%
China
40%
China China
41%
U.S. U.S.
30%
31%
YRI
YRI
Note: Excludes corporate allocation
5. Long Runway for Growth
5+
5+
billion
billion
18,000
1.3
1.3
Restaurants
billion
billion
12,000
Restaurants
300
300
million
million 2,600
Restaurants
U.S. Mainland China YRI
Restaurants Per
60 2 3
Million People
Note: Traditional units only (2007)
6. Leading International Retail Developer
International New Builds
1,358
1,300+
1,189 1,181
1,077
’04 ’05 ’06 ’07 ’08 F
Net Unit Growth +5% +6% +5% +6% +6%
Strong and Consistent Track Record
7. Huge Global Potential
Middle & Upper Class Growth
3 Billion
Developing Countries
1 Billion
Developed Countries
2000 2030
~90% of Growth Coming from Developing Countries
Source: World Bank Global Development Prospects 2007
8. Asia Pacific to Contribute
Majority of Growth
Middle & Upper Class Growth by Region
Developed Countries
+0.2 Billion
Europe/Central Asia
+0.3 Billion
Asia Pacific
+1.1 Billion
Middle East/Africa
+0.1 Billion
Latin America
+0.3 Billion
Source: World Bank Global Development Prospects 2007
9. Developing Country Growth
5 Year Net Growth
International Units in
Developing Countries(1) (2002-2007)
3,084
7,164
4,148
China 2,558
1,687
763
876
4,606
3,272 1,397 330
433
(1)
Units as of year-end 2007 using World Bank definitions of developing countries
Source: Public disclosures
10. 4 Key Strategies to Drive Growth
2. Drive Aggressive
2. Drive Aggressive
1. Build Leading Brands
1. Build Leading Brands
International Expansion
International Expansion
in China in Every
in China in Every
and Build Strong Brands
and Build Strong Brands
Significant Category
Significant Category
Everywhere
Everywhere
3. Dramatically Improve
3. Dramatically Improve 4. Drive Industry-Leading,
4. Drive Industry-Leading,
U.S. Brand Positions,
U.S. Brand Positions, Long-Term Shareholder
Long-Term Shareholder
Consistency and Returns
Consistency and Returns and Franchisee Value
and Franchisee Value
11. . . . with Substantial Infrastructure and
Long-Term Competitive Advantage
Unparalleled
Country-Wide
Country-Wide Unparalleled
Talent &
Distribution
Distribution Talent &
Experience
System
System Experience
Unmatched
Unmatched Targeted
Targeted
Development
Development Manufacturing
Manufacturing
Capability
Capability
National Scale — 500 Cities
14. Category Leaders
#1 QSR #1 Casual Dining
“Life is tastier with KFC” “Happy Moments at Pizza Hut”
15. KFC’s Positioning: New QSR for Chinese Consumer
Traditional QSR New QSR
Core QSR strengths QSCV Maintain the core (QSCV)
Focus on few products to Offer variety
generate volume
Focus on product taste
Focus on product
consistency (industrialize) Offer balanced choices
Encourage balanced meals &
Value drivers (“up size”)
regular exercise
Educate consumer on
Eat lots of same product
healthy life style
frequently
16. KFC outperforms McD’s in major
Food-Related Measures…
Top 2 box% KFC McD
Chicken expert 66* 45
Food expert 56* 45
Good taste 71* 55
Food variety 65* 54
Interesting new products 64* 47
Data source: BIT July 2008 *Significant difference,
N=1900 in 47 cities 95 confidence level
17. … and in most Brand Imagery Attributes
Top 2 box% KFC McD
Fun and energetic 58 56
The leading QSR brand in China 63* 53
63
67*
A brand I can trust
46
60*
The QSR brand I like most
43
50*
Advocate healthy life-style
44
58*
Deeply rooted in China
Data source: BIT July 2008 *Significant difference,
N=1900 in 47 cities 95 confidence level
18. Building a Big Brand at KFC
Community
Involvement
In Store Experience
Menu
designed for Broad Appeal
Rooted in China
integrated into their life
19. Building a Big Brand at KFC
Community
Involvement
In Store Experience
Menu
designed for Broad Appeal
Rooted in China
integrated into their life
20. KFC Menu Design Strategy
KFC is the chicken expert, but not chicken only
Different cooking platform to enhance variety
Meaningful side items/snack to support balanced
choices
Relevant menu for different daypart/occasion
Product Innovation adapted to local taste
21. Building a Big Brand at KFC
Community
Involvement
In-Store Experience
Menu
designed for Broad Appeal
Rooted in China
integrated into their life
22. A Step Ahead on In-Store Experience
Passionate crew brings Customer Mania to life
Up to date interior design
Dedicated hostess program in every store
Chicky program, a big hit with Kids
2 birthday parties per day on average in each store
Chicky show during holidays
Kids fun club to incorporate educational content
23. Building a Big Brand at KFC
Community
Involvement
In-Store Experience
Menu
designed for Broad Appeal
Rooted in China
integrated into their life
24. Community Involvement, Not Gimmicks
First Light Foundation
- Awarding scholarships, building schools
Chicky school program
- Support by Educational Bureau on program design
3-on-3 Basketball tournament
- Year 1 – 9,000 teams in over 150 cities, 48,000 participants
- Year 2 – 13,200 teams in over 232 cities, 65,000 participants
- Year 3 – 17,500 teams in over 300 cities, 80,000 participants
- Year 4 – 21,000 teams in over 369 cities, 126,000 participants
- Year 5 – 24,033 teams in over 400 cities, 140,000 participants
25. Building a Big Brand at KFC
Community
Involvement
In-Store Experience
Menu
designed for Broad Appeal
Rooted in China
integrated into their life
26. KFC Brand has Emerged Stronger than Ever
How we did it
Development capability held penetration
Strong belief in product innovation
World class operation to support new sales layer
(Breakfast, delivery)
Robust local store marketing resource
(Over 80 LSM coordinators / 9,300 hostess in the field)
New success in youth segment
27. Pizza Hut, Dual Channels Brand Building
Casual Dining Brand Home Delivery Brand
Inspiring Functional
Communication focused marketing
Hot and on time
Complete casual dining
with 5 star service
experience
Menu designed
Menu structured to explore for efficient, complete
Western culture home meal replacement
More than just pizza, a unique 1st Best delivery brand
western casual dining experience with everyday affordable value
28. Pizza Hut Menu Strategy
Home Delivery Brand
Casual Dining Brand
Pan, stuff crust and thin & New traditional dough, fast
crispy dough bake
Complete Casual Dining Risotto & pasta line to
experience (appetizer, soup, enhance varieties
salad, drinks & dessert)
Appetizer, soup, salad and
Exotic & interesting dessert make meal complete
29. Pizza Hut, Dual Channels Brand Building
Casual Dining Brand Home Delivery Brand
Inspiring Functional
Communication focused marketing
Hot and on time
Complete casual dining
with 5 star service
experience
Menu designed
Menu structured to explore for efficient, complete
Western culture home meal replacement
More than just pizza, a unique 1st Best delivery brand
western casual dining experience with everyday affordable value
30. Pizza Hut, Differentiated Experience
Home Delivery Brand
Casual Dining Brand
Upscale décor package One national phone number
Event driven in-store activities
Well trained call center staff
Hostess program to enhance
“5-Star” feel
Neat, clean & tidy delivery staff
Tailored Tea Time menu design
Delivery time promise
31. Pizza Hut, Dual Channels Brand Building
Casual Dining Brand Home Delivery Brand
Inspiring Functional
Communication focused marketing
Hot and on time
Complete casual dining
with 5 star service
experience
Menu designed
Menu structured to explore for efficient, complete
Western culture home meal replacement
More than just pizza, a unique 1st Best delivery brand
western casual dining experience with everyday affordable value
32. Pizza Hut, Differentiated Communication
Casual Dining Brand Home Delivery Brand
Retail message driven
Escape from daily routine /
ordinary
Deliver functional benefits
Festival / holiday fun
moment
Exotic / interesting
Focus on leaflet
PR effect for community
involvement
33. Pizza Hut, Dual Channels Brand Building
Casual Dining Brand Home Delivery Brand
Inspiring Functional
Communication focused marketing
Hot and on time
Complete casual dining
with 5 star service
experience
Menu designed
Menu structured to explore for efficient, complete
Western culture home meal replacement
More than just pizza, a unique 1st Best delivery brand
western casual dining experience with everyday affordable value
34. East Dawning – The Choice of Chinese QSR
East Dawning
A promising future
Higher frequency
Sister to KFC
Healthy, balanced in nature
36. East Dawning – Nutritious Breakfast
Savory Chicken Rice Roll
House Specialty
Soft Bean Curd Congee with
Fry Dough
Mushroom
37. East Dawning – Mouthwatering Main meal
Guizhou Chinese Ground Pork Tomato Beef Sichuan
Spicy Sausage/Ham with Chicken Noodle Spicy Pork
Chicken Rice Set Wing Rice Rice Set
Rice Set Set
39. East Dawning – Inviting Sweets/Drinks
Mango Pudding Sesame Ball Summer Drink
Crushed Ice
Varieties
with Milk
40. East Dawning – The Choice of Chinese QSR
Chinese Fast Food meets KFC’s Standards
41. Building Dominant Brands in China
Differentiated brand vision, based on consumer
needs
Stay relevant, ahead of trend
Build core competency around food innovation
43. Support Capabilities That Set Us Apart
Logistics
Quality Systems
Innovation Capabilities
Manufacturing
44. Yum! Logistics China
A Powerful Advantage
Distribution Centers: 11
Satellite DC: 5
Processing: 2
45. Yum! Logistics China
Brand Stores SKUs
KFC 1,951 2,264
Pizza Hut Casual Dining 293 934
Pizza Hut Home Service 43 150
East Dawning 8 108
Total 2,295 3,456
. . . Last year
our team traveled 31 MM kms, ~ 5X around the world
Data thru July 2007
46. Upgrading Distribution Assets
Upgraded and New DCs:
Beijing, Shanghai, Guangzhou, Xiamen, Qingdao, Nanjing, Wuhan
Shanghai Dough Commissary
Current Upgrades and Construction Underway:
Hangzhou, Chengdu
Hangzhou Egg Tart Factory
Future Upgrades:
Shenyang, Xi’an, Harbin
Cost: ~$5 million of CAPEX
47. Why Upgrade?
Investing for Safety, Security, Growth
Food safety / Ensure cold chain
Secure freezer space for the future
Plan for future store / volume growth
Increase efficiency
Prepare for store and brand growth 5 + 5 year plan
Provide staff with improved work environment
World-class distribution system to support world-class
restaurant operation
50. Yum! China Food Safety Quality Systems
Recent media attention has highlighted food safety
and quality issues in China
Seafood products
Toys
Pet foods
Toothpaste
51. Commitment to Food Safety
Much work has been done to improve food safety
policy in China
Has become top priority for the central government
Importantly, our supplier base has shown high
commitment to our standards and practices
The whole industry is moving in the right direction
52. Yum! China Model Is Based on
Traceability from Farm to Table
Yum China Food Safety HACCP Based Program
(Traceability based program)
Restaurant QA
Restaurant
Microbiological
HACCP
Micro and
and Chemical Performance Temperature
Criteria criteria criteria
53. Yum! China Food Safety & Quality Model
Restaurant
Supplier Raw Yum China Education Enforcement Support
Selection and Materials Standards
Risk Assessment Control
Certificate
54. Yum! China Food Safety & Quality Model
Supplier
Selection and
control
Re-qualified the right suppliers based on food safety, food quality,
supplier quality programs and commercial standards
Qualify suppliers based on Food Safety and quality capabilities and
their implementation of HACCP programs
Implemented at Yum! China a robust specification system
55. Yum! China Food Safety & Quality Model
Raw
Materials
Control
More specific criteria used for suppliers when purchasing raw ingredients
Potential exposure to chemicals and pesticides
Microbiological limits
Irrigation water quality
Labor and hygiene standards
More surveillance at scheduled frequency
Evaluation of how supplier’s food safety and quality program work
Yum! sampling and testing of ingredients at our Food Safety Lab
Enforcing regulatory compliance
56. Yum! China Food Safety & Quality Model
Yum China
Standards
Specification Issue specification QA Audits HACCP Yum! Food Safety
to qualified and compliance
•Technical Lab Random
suppliers based Testing
•Functional
Identify Critical
Elements for Food Supplier
Safety, Functional provides
Performance and certificate and
Not done prior to Sudan incident
Traceability performance
data
Confirm
certificate for
key items
New System in Place
57. Yum! China Food Safety & Quality Model
Education
Integrated educational requirements beyond primary suppliers
Implemented Yum! China’s crisis management program
Instituted HACCP discipline across all suppliers in Category I and
including commissaries
Created our Food Safety Experts Consulting Committee
Communicated with our consumers, JV partners and all constituents
about our efforts and commitments.
58. Yum! China Food Safety & Quality Model
Enforcement
Monitor:
Adulterants and contaminants surveillance
Sent letters of non compliance all the way to disqualification
to those suppliers in violation of our standards
Performance and set incentives for suppliers for high and low
compliance
Specification compliance and traceability based on HACCP
59. Yum! China Food Safety & Quality Model
Restaurant
Support
Dedicated Field QA team (108 professionals) in all markets
Support all restaurant openings
Technical audit is conducted on every single restaurant 4
times per year
Conduct technical audit ad product cuttings in the field
Visit local authorities and develop good relationship
Provide on site technical expertise on food safety, product
knowledge to the restaurants
60. Yum! China Food Safety & Quality Model
Restaurant
Support
Created the Food Safety and Regulatory Office
Collected and updated the database on food
law/regulation/standards and ensure full compliance
Conducts random testing 10 times per year on our raw
materials
Participates in the formulation of Chinese food standards
Operates the Yum! China Food Safety Advisory Committee
(3 conducted)
Communicates with officials, media and consumers on
food safety issues
61. Lessons Learned Thus Far
Our Food Safety approach has been suggested as a strong
model for China
Collaborating with officials at the central and local level to
improve food safety practices across China
Leadership commitment from the top (gov’t, industry)
essential
Demonstration of corporate leadership with actionable
plans has earned credibility with consumers and regulatory
officials
Suppliers learning a great deal about traceability
As a whole, the industry is moving in the right direction
63. Food Product Innovation
Food innovation a core value in Yum! China
Clear goal: Deliver great tasting, differentiated food for all
brands and occasions
Grounded in consumer insights, clear menu vision
Menus with breadth in variety, quality, occasion
Strategic brand fit
Local know-how developed well over a decade
Team understands local palate and cultural differences
associated with food in China
64. Food Product Innovation
Each brand focuses on business pillars and day parts
Typically launch 80 + new products annually across our brands
170+ products in our pipeline at any time
Yum! China has become an innovation leader for Yum! worldwide
Pizza Hut Delivery
Pizza Hut Casual Dining
KFC Roasted products
Beverages and Desserts
Leveraging our know-how for big payoff: Chinese QSR
71. East Dawning Innovation
Key challenges in the development of a Chinese QSR concept
Commercialization of Chinese cooking techniques
Food preparation and assembly in the BOH (Back Of the
House) to meet the speed of service expectation of 90 sec.
73. Yum! China Manufacturing
Why manufacturing ourselves?
When there are no supplier options to execute our
strategy
When there is a proprietary product and we can do
it better and more cost effectively that suppliers
When manufacturing is a key enabler of our
business model
74. Yum! China Manufacturing
When there are no supplier options to execute our
strategy (Dough Balls for Pizza Hut Home Service)
Dough Commissary
75. Yum! China Manufacturing
When there is a proprietary product and we can do it
better and more cost effectively than suppliers
(Egg Tart Commissary)
Hangzhou DC
and
Egg Tart Factory
76. Yum! China Manufacturing
When manufacturing is a key enabler of our business
model and no capability exists in China
77. Support Capabilities Summary
Strong logistic capabilities to support our growth
Food safety and quality a “top corporate priority and a
company mindset”
Strong innovation capabilities for all our brands
leading the pace in many business segments
Developing self manufacturing capabilities where no
capabilities exit
79. Profitable Expansion Continues
Expanding multiple category-leading brands
Unit economics yield excellent returns
More than traditional units
Penetrating large and smaller tier cities
Unrivaled development capability
80. Unmatched Resource Commitments
Today . . . 600+ development professionals on the ground
Extensive people development programs
Technical know-how and execution
Incentive programs extract the best out of our teams
Database of 475+ cities
2,500+ new build decisions provide rich catalog of
learning
81. Strong Unit Economics
Mainland China KFC Traditional Unit
Average Unit Volume $1.0 to 1.2
($ million)
Average Transactions (‘000) ~300
Cash Margin 25%
Cash Investment
$490 to 540
($000)
Strong Return – Sales Are 2X Investment
82. Broad Reach, Extending to 475+ Cities
# of Total Number
Cities Population of
City Tier
Entered (MM) KFC Units
1 4 52 610
2 26 81 687
3 43 65 340
4 85 59 348
5, 6 318 81 331
TOTAL 476 339 2,316
83. Penetrating Beyond the Big Cities
% of Total New Builds by Tier
46%
Tier 3,4,5,6
Tier 1,2 57% 54%
57 %
2006 2007 2008 YTD
84. Going Beyond Traditional Units
Bringing our Brands to a wider variety of destinations
Units
Railway station 35+
Bus station 15+
Airport 20+
Drive-Thru 25+
85. New Opportunities in Drive-Thru
Car ownership rising sharply
Foot traffic still important to unit economics
86. Maintaining Discipline in Our Rapid Expansion
Build adjacent units to relieve pending capacity
constraints
Proactively optimizing service levels
Helps solve queue wait time
New-unit impact built into our economic model
87. Rigor Every Step of the Way
Market mapping and trade zone identification
Site selection and acquisition
Project approval
Construction and opening
Post opening analysis
Feedback loop, huge catalog of learning
88. Leverage Development Capability for
Emerging Concepts
Pizza Hut Home Service East Dawning
Development teams already on the ground
Leveraging the same extensive city, trade zone database
89. Expecting Another Solid Year of Expansion
New Restaurant System Openings
506 475
409 396
354
302 302
266
167
'00 '01 '02 '03 '04 '05 '06 '07 '08 F
90. Summary
Development continues to be a key growth
driver
Driven by strong returns
Development capabilities
Team/disciplined process/database a big
competitive advantage
Capability ready for new brand expansion