david gibbs yum

It really wasn't difficult because everything we've done has been out of an abundance of caution. He's been CEO since Jan. 2015. Our online channels obviously are exploding. It's our global franchise convention, only happens every other year. And of course, we've used those all around the world for all of our businesses. We bought Quick Order, the Pizza Hut online ordering platform in the U. S., last year. They have to be working with brands that they trust. Consumer adoption is probably where we would have expected it to be in 2023 or 2024 in terms of how much they're using our digital order and pay. Now we're very fortunate in that we have our three large brands, our brands with a long operating history and a relationship with consumers that has built that trust. Brands, David Gibbs took over the CEO office on January 1 and was immediately put to the test with the coronavirus outbreak. So I have a unique network of people in this company, and that's been a real advantage for me that I can just pick up the phone and get the real story about what's going on in any part of the world. What are some ways you took learnings from individual brands and then communicated those to the system? And we've been so fortunate that the talent that we've had and the leaders that we've added—people like Mark King at Taco Bell—have been superstars in helping us get through this, in the way that they partnered with our franchisees, pivoted the business to make sure that we were meeting consumers’ needs and taking advantage of every opportunity. Brands, David Gibbs oversees more than 50,000 restaurants across four brands, with 2,000 franchisees and 1.5 million employees globally. Data is a real-time snapshot *Data is delayed at least 15 minutes. It doesn't have that history outside of California. f. For me personally taking over as a new CEO January 1, my spin on what I wanted to accomplish during my tenure is I wanted lean in more on the customer experience. But KFC, in particular, with familiar products, implementing all the right protocols in the restaurants, has continued to keep the consumers’ trust and has come out of this stronger with their family meals. We immediately saw a spike in buckets of chicken as people went back to what they were familiar with. So that scale, being able to just go buy a company like Collider and then leverage their learnings internally, is a tremendous advantage. KFC still has a massive opportunity to expand its footprint around the world and grow its sales, Gibbs notes. For the size of your company, you surely had an extensive blueprint for how Yum would expand. A Division of NBCUniversal. Gibbs’s salary will pay for one-time bonuses for the company’s nearly 1,200 general managers at KFC, Pizza Hut, Taco Bell and The Habit Burger Grill company-owned locations, as well as the Yum Brands Foundation Global Employee Medical Relief Fund, CNBC reported, citing a Monday regulatory filing. So this was a team designed to make sure that our franchisees that were struggling financially in dealing with the impact of this would get our support. But if you add into the equation the ability to do curbside carryout and take some of those cars out of the drive thru and put them in the parking lot in designated stalls where we can bring food to them the minute they pull onto the property because they’ve ordered it in advance, now that opens up additional capacity. Well, people obviously don't want to exchange cash and other forms of payment now, they want to pay in a contactless way. You had a unique perspective in that you have a large presence in China, where the pandemic started. When reality set in that we were going to be dealing with this in all of our markets around the world, the first thought that went through my mind is this is going to be an opportunity to strengthen our bonds with consumers, with our employees and with our franchisees, and within the communities we operate it in. He’s ably navigated the parent of Taco Bell, KFC, Pizza Hut, and new acquisition The Habit Burger through these uncertain times. We used that before the pandemic; faced with the pandemic, we actually had to implement crisis-like collaboration. For example, we own a consumer insights company called Collider Labs. So that's an example of ease for the consumer that they love that makes our business model stronger. I think that principle has sort of guided us as we went through this entire situation.

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