百勝餐飲 (YUM) 2026年第三季財報電話會議：塔可鐘復甦，肯德基持續擴張

重點摘要

• 扣除必勝客 (Pizza Hut)，百勝餐飲集團 (Yum! Brands) 在 2026 年第三季實現 7% 的淨門市成長、3% 的系統銷售額成長以及 1% 的核心營業利潤成長。今年迄今的核心營業利潤增長了 6%。系統銷售額與營業利潤成長均已排除匯率變動影響。
• 肯德基 (KFC) 在門市成長 7% 和同店銷售額成長 1% 的支撐下，實現了 6% 的系統銷售額成長。若扣除中國市場，肯德基國際市場的系統銷售額成長 9%，同店銷售額成長 4%。
• 塔可鐘 (Taco Bell) 同店銷售額下降 4%，主因是全美食品安全問題影響了整個產業。管理層表示，截至最新報告的週五，美國同店銷售額隨後有所改善，本季迄今成長約 1%，過去四周則成長約 3%。
• 扣除必勝客後，百勝集團毛新增門市 955 家。肯德基新增 878 家門市，全球門市總數突破 35,000 家；塔可鐘則新增 73 家門市。
• 出售必勝客業務帶來約 24 億美元的淨收益以及約 17 億美元的稅前利潤。百勝集團在第三季結束時擁有 21 億美元的現金與現金等價物，以及約 36 億美元的可用流動資金。
• 管理層預計，扣除必勝客後的全年門市成長率將超過百勝集團 5% 的長期成長模型演算法。第四季餐廳層級利潤率預計為 21.5% 至 23.5%。

主要財務數據

業務與營運表現

肯德基 (KFC)

扣除必勝客後，肯德基佔百勝集團事業部營業利潤的 62%。全球系統銷售額成長 6%，其中門市成長 7%，同店銷售額成長 1%。

扣除中國市場後，肯德基國際業務約佔肯德基事業部營業利潤的 75%。在超值組合方案、在地化菜單創新、數位點餐與外送服務的支撐下，系統銷售額成長 9%，同店銷售額成長 4%。

英國市場實現了 6% 的同店銷售額成長，交易量成長速度超越整體速食業 (QSR) 5 個百分點。管理層歸功於更具吸引力的性價比、菜單創新以及餐廳經濟效益的提升。

受惠於門市擴張，中國肯德基系統銷售額成長 3%，但由於 8 月天候惡劣，以及去年同期外送平台補貼帶來的基期較高影響，同店銷售額出現下滑。

美國肯德基在競爭激烈的市場中持續承壓。儘管雞米花 (Popcorn Chicken) 在許多餐廳售罄，但業務未能複製去年雞翅與薯條 (Wings and Wedges) 促銷活動的成功。

肯德基毛新增 878 家門市，全球門市總數突破 35,000 家。管理層預計 2026 年將成為該品牌展店創紀錄的一年。

塔可鐘 (Taco Bell)

扣除必勝客後，塔可鐘佔事業部營業利潤的 38%。同店銷售額下降 4%，其中國際市場成長 5%，而美國市場則因食品安全事件干擾而下降 4%。

管理層表示，高頻消費顧客的造訪次數已完全恢復，中低頻顧客的造訪次數也已回升至先前水準的 95%。會員顧客的回流速度是非會員的兩倍，美國忠誠會員人數則年增 25%。

塔可鐘毛新增 73 家門市，包含美國 36 家及國際市場 37 家。公司表示，2027 年及未來的美國展店計畫依然強勁。國際拓展方面則包含了在德國與克羅埃西亞開出的首家門市。

Habit Burger & Grill

在門市擴展的帶動下，Habit Burger & Grill 報告系統銷售額成長 3%。近期舉措包括推出 10 美元的 Dipping Trio Box 以及包含 2 美元、4 美元和 6 美元餐點的 MyHabit 超值菜單。

數位、忠誠計畫與人工智慧 (AI)

肯德基計劃在年底前於前 20 大市場中的 18 個營運忠誠會員計畫。扣除中國市場後，全球肯德基忠誠會員人數成長了 48%。

Quench by KFC 飲品平台已在超過 10 個市場的 1,000 多家餐廳推出。管理層預計年底前將擴展至 2,000 家餐廳，並在 2027 年底前將該規模擴大一倍。

超過 900 家塔可鐘餐廳使用了得來速語音 AI，預計年底前導入門市將突破 1,500 家。百勝報告指出，與對照門市相比，已導入該技術的餐廳得來速滿意度提升了 6%，銷售額提升約 1.5%，員工留任率也更高。

百勝的 Byte 廚房顯示系統在少數已導入的美國門市中，使得來速速度提升了 8%，退款減少了 12%，外送員等待時間改善了 20 多秒。

管理層財務指引

• 全年門市成長：扣除必勝客後，管理層預計成長率將超過百勝集團 5% 的長期成長模型演算法。
• 塔可鐘銷售趨勢：截至最新報告的週五，美國同店銷售額本季迄今成長約 1%，過去四周成長約 3%。
• 第四季餐廳層級利潤率：管理層預期為 21.5% 至 23.5%，反映出銷售額按季改善以及投入成本通膨較去年同期放緩。
• 第四季扣除特殊項目的 G&A：預計為 2.85 億至 3.05 億美元，其中包括先前分攤給必勝客的每月約 250 萬美元企業 G&A。相關過渡服務費將計入其他收入。
• 第四季淨利息支出：預計約為 1.3 億至 1.4 億美元，不包含潛在的融資活動。
• 到期債務：百勝集團預計在 2026 年第四季至 2027 年上半年之間處理 16 億美元的到期債務。
• 財報申報慣例：自 2027 年第一季起，百勝集團將把美國品牌及部分國際市場從週期制 (period-based) 轉為日曆制 (calendar-based) 財報申報。

風險與關注領域

• 在食品安全事件干擾後，塔可鐘美國市場在中低頻率顧客群中的復甦仍未完全復原。
• 美國肯德基繼續面臨競爭激烈的速食業環境，管理層也坦承需要採取進一步的轉型改善工作。
• 中國肯德基同店銷售額受惡劣天氣以及去年同期與外送補貼相關的高基期影響。
• 必勝客過渡服務協議預計將於 2027 年年中逐漸結束。管理層警告，在相關費用收入下降後，每月約 250 萬美元的部分支援成本可能會暫時保留。
• 百勝集團必須主要透過預期的新債再融資活動，來應對 16 億美元的近期到期債務。

分析師問答亮點

• 肯德基國際成長戰略：管理層表示，其「Raise the B.A.R.」計畫結合了更具吸引力的性價比、在地化風味、升級的雞柳與醬料、忠誠計畫、飲料、改善的單店經濟效益以及更廣泛的 Byte 部署。在約 150 個國家的推廣需要時間，但早期跡象包含在英國、亞洲、拉丁美洲、中東和印度取得的強勁成效。
• 塔可鐘的復甦潛力：管理層強調，該品牌仍在重建中低頻率顧客的造訪次數。公司指出，自食安干擾事件以來新增的消費者，其消費金額比流失的消費者高出 5%，造訪頻率高出 6%。
• 餐廳拓展：百勝集團表示，縮短加盟商的回本週期，是擴大能夠支持更快速門市成長市場數量的關鍵。加盟商被描述為具備能力、高度投入且資本雄厚。
• 資本配置：隨著時間推移，管理層繼續以約 4 倍的淨槓桿率為目標。在處理完近期到期債務後，公司預計將多餘資本回饋給股東。
• 長期成長機會：百勝集團重申其觀點，認為肯德基全球門市最終可達到 75,000 家，而目前僅略高於 35,000 家。塔可鐘則繼續專注於實現 300 萬美元的平均單店銷售額 (AUV) 並拓展國際市場。
• AI 部署：百勝集團將餐廳部署與持續的產品開發視為雙軌推動的成長引擎。規劃中的語音 AI 功能包括忠誠計畫整合、多語言支援以及全新的營運者儀表板。

法說會逐字稿全文

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完整財報電話會議逐字稿

管理層陳述

Operator

Hello, everyone. Thank you for joining us, and welcome to the Yum! Brands Third Quarter 2026 Earnings Conference Call. [Operator Instructions]

I will now hand the conference over to Matt Morris, Head of Investor Relations and Capital Markets. Please go ahead.

Matthew Morris

Good morning, everyone, and thank you for joining us today. On our call are Chris Turner, our CEO; Ranjith Roy, our CFO; and Dave Russell, our Senior Vice President and Corporate Controller. Following remarks from Chris and Roy, we'll open the call to questions. Please note that this call includes forward-looking statements that are subject to future events and uncertainties that could cause our actual results to differ materially from these statements. All forward-looking statements are made only as of the date of this call and should be considered in conjunction with the cautionary statements in our earnings release and the risk factors discussed in SEC filings.

Please refer to today's release and filings with the SEC to find disclosures, definitions and relations of non-GAAP financial measures. Please note that during today's call, system sales and operating profit growth will exclude the impact of foreign currency. For more details on our reporting calendars by market, please refer to the Financial Reports section of our IR website. This conference call is being webcast live on our website and will be available for replay following the call. Our fourth quarter earnings will be released on February 3 with the conference call on the same day.

Now I'll turn the call over to Yum!'s CEO, Chris Turner.

Christopher Turner

Thank you, Matt, and good morning, everyone. This was a pivotal quarter for Yum! as we completed the divestiture of Pizza Hut at the beginning of September, while also navigating an industry-wide U.S. food safety issue. I couldn't be more pleased with how our teams performed. I especially want to thank the Pizza Hut team members and franchise partners for their many contributions to Yum! and wish them continued success.

With the transactions behind us, Yum! enters its next chapter, having a sharper focus on our Raise the B.A.R. priorities, battling for the future consumer, accelerating restaurant unit comics and reaching the full potential of Byte and our digital capabilities. These priorities will accelerate growth and deliver high-quality, consistent total shareholder returns over the long term.

Let me start with an update on Taco Bell's performance. I'm incredibly proud of how the Taco Bell team and our franchise partners have come together with urgency and focus to drive a rapid recovery. From a low point in July Taco Bell U.S. same-store sales strengthened week after week and since the end of September, the brand has been outperforming the QSR industry on same-store sales growth. Our progress to date reinforces our confidence in Taco Bell's magic formula and the ability of our team and franchisees to navigate challenges while positioning the brand for sustained long-term growth. The Taco Bell team is laser-focused on continuing to drive momentum through Q4 and beyond.

Stepping back to broader Yum! results. I'll discuss how our teams brought the Raise the B.A.R. priorities to life in third quarter performance. For KFC, Raise the B.A.R. is reflected in the brand's expectation to be the most modern Chicken QSR globally. As we announced last quarter, this initiative will include a refreshed brand identity, a more buzzworthy marketing calendar and always on pipeline of innovation, a famous value platform and a broader menu that will feature items such as upgraded tenders, craveworthy sauces and unique beverages. We will scale loyalty and Byte to further accelerate the brand's modernization.

Let me share a few examples of how this strategy is showing up in KFC's third quarter results. KFC, which represents 62% of Yum!'s divisional operating profit, excluding Pizza Hut, delivered system sales growth of 6%, supported by unit growth of 7% and same-store sales growth of 1%. I will now go deeper on KFC's results in 3 parts. KFC International, excluding China, KFC China and KFC U.S.

I'll start with KFC's International markets, excluding China. Those markets represent over 60% of KFC's global system sales and approximately 75% of KFC's divisional operating profit. System sales grew an impressive 9%, with an acceleration in same-store sales growth to 4%, reflecting disciplined value execution, high-impact innovation and continued digital and delivery growth. The Middle East is a great example of how the new strategy is taking hold. Across 7 countries in the Middle East, KFC rolled out a new everyday value platform called Worth It, taking a page from the Taco Bell playbook KFC balanced its value news with craveable innovation, pairing the new value menu with limited time offers such as Hot Honey and Captain Nacho.

KFC India took a similar approach complementing its value platform with disruptive offers, including a $1 burger meal paired with a locally inspired innovation called the Double Chicken Dynamite. Same-store sales growth in India and the Middle East improved quarter-over-quarter, accelerating 4 and 6 points, respectively. Several other KFC markets focused on combining strong value execution and culturally relevant innovation, including Japan, Thailand, Greece, Romania, Bulgaria and Cyprus.

In Canada and parts of Continental Europe, KFC continues to strengthen the consistency of its limited time offers and everyday value propositions. The quarter reflected progress on this effort with value-focused promotions, including hot wings in Canada, and summer deals in the Netherlands, generating a stronger consumer response. We look forward to KFC's global strategy coming together across its international markets throughout 2027. The U.K. is the first market to have most of the core elements in place and early results in the U.K. have been promising. U.K. same-store sales growth was 6%. Traffic growth outpaced the QSR industry by 5 points and taste satisfaction scores improved meaningfully. KFC expects to continue expanding elements of the strategy across its top 20 markets through 2027.

Turning to KFC China, which represents approximately 20% of KFC's divisional operating profit, system sales grew 3%, driven by strong unit growth supported by very attractive paybacks. Same-store sales declined year-over-year, reflecting severe weather events in August and a difficult prior year comparison driven by delivery platform subsidies.

Finally, at KFC U.S. which represents approximately 5% of KFC's divisional operating profit, the brand continues to navigate a competitive QSR environment. The KFC U.S. team is advancing its turnaround strategy. and KFC U.S. saw a strong consumer response to the launch of Popcorn Chicken in the third quarter with the menu items selling out in many restaurants. However, KFC U.S. did not lap the successful Wings and Wedges promotion in Q3 of last year. more work lies ahead, and the team is taking steps to return KFC U.S. to sustainable growth.

Moving to Taco Bell, which represents 38% of our divisional operating profit, excluding Pizza Hut, Taco Bell's third quarter same-store sales declined 4%, with international same-store sales up 5% and U.S. same-store sales down 4%, owing to the industry-wide food safety issue. During the quarter, Taco Bell U.S. demonstrated the value and impact of its magic formula. The brand brought back decades menu that included fan favorites from its one-of-a-kind menu archive.

In addition, Taco Bell drove brand buzz through exciting menu collaborations with the Mexican music artist, Peso Pluma and iconic Chile Lime seasoning brand [indiscernible] demonstrating the brand's ability to continually create buzz, stay culturally relevant and give consumers more reasons to engage.

In Q4, Taco Bell was taking its marketing advantage even further partnering with global pop superstar and longtime Baja Blast ban, Olivia Rodrigo, to launch the first ever pink twist on the iconic Baja Blast. And just yesterday, Taco Bell hosted the inaugural Litmos open an unconventional 9-hole golf tournament hosted by comedian and actor Kevin Hart, which will be streamed to fans later this month.

Of course, another element of Taco Bell's magic formula is providing unmatched value. With higher gasoline prices pressuring household budgets, Taco Bell's value architecture remains a critical advantage over its peers. Value leadership is built on giving consumers choice across price points and occasions. Taco Bell's Lux cravings boxes provide abundant value, while the Lux value menu offers 10 items for $3 or less and resonates particularly well among lower-income consumers.

The brand also brings distinctive innovation to value through limited time offerings and loyalty exclusives like the build your own Luxbox, Taco Bell's most ordered digital item. Altogether, Taco Bell can deliver the affordability consumers expect without sacrificing the craveability, innovation, and choice that make it distinctive. Most importantly, franchise partners are very supportive of the value strategy. In fact, over 90% of the system offers all 10 Lux value menu items for $3 or less.

International, taco Bell is building relevance and scale. I'm pleased with the strong performance across Taco Bell's largest markets and I'm very excited about the opportunity ahead as the team starts to leverage Taco Bell's iconic cold favorite products. As a example, in the U.K., Taco Bell rolled out Baja Blast at the end of June, becoming the first market outside of North America to offer this exclusive beverage. Since launch, the U.K. market has maintained double-digit same-store sales growth. We are exploring additional markets for Baja Blast while continuing to launch fan favorite cold classics like[indiscernible] .

Moving to Habit Burger & Grill. The brand delivered 3% system sales growth driven by unit growth. The team is sharpening its near-term priorities to drive traffic and improve top line trends. For the balance of the year, this includes the launch of the new $10 dipping Trio box and the MyHabit exclusive value menu featuring $2, $4 and $6 offerings while driving cultural buzz and focusing development in markets with the greatest opportunity to scale. Loyalty is central to our Raise the B.A.R. priority of battling for future consumers who seek more personalized, relevant and seamless experiences. It also helps us build deeper, more direct relationships with them. We witnessed the power of our loyalty programs in Q3.

At Taco Bell, following the initial sales decline from the industry-wide food safety issue, loyalty users returned to the brand 2x faster than non-loyalty users. Taco Bell's U.S. loyalty program also grew meaningfully throughout Q3, contributing to 25% growth in total membership year-over-year. KFC is also rapidly expanding loyalty with plans to have loyalty programs in 18 of its top 20 markets by the end of this year. Like Taco Bell, KFC sees strong engagement with 48% growth in Global Loyalty members, excluding China. Across all of our brands, loyalty represents an important step in deepening consumer relationships and creating more opportunities to drive engagement and frequency over time.

Another important way our brands are battling for the future consumer is the launch of an expanded beverage lineup to meet their evolving preferences and enter new occasions to give them more reasons to visit. The new Quench by KFC beverage platform is live in more than 1,000 restaurants across over 10 markets, including 6 of KFC's top 20 and is on track to reach 2,000 restaurants by year-end. The team has plans to double that count by the end of 2027, continuing to scale across Australia and Canada before expanding into some of KFC's largest markets around the world.

At Taco Bell, we're excited by results from [indiscernible] Cafe. The Taco Bell team is focused on delivering an amazing consumer experience while minimizing build costs and optimizing labor models. Further learnings will come from a new flagship location that is set to open this month in Las Vegas. What is clear at this stage is that the concept is serving as a fantastic innovation platform.

Since launching Live Mas Cafe has introduced more than a dozen new beverage innovations that have expanded to the full Taco Bell U.S. system. Each sip, test and learning is helping inform Taco Bell's broader beverage strategy as the brand works toward its goal of reaching $5 billion in beverage sales by 2030.

Now I would like to share highlights on the people and culture front. People and culture remain a competitive advantage for Yum! and are foundational to how we grow iconic restaurant brands globally. Two weeks after completing the sale of Pizza Hut, we brought together Yum!'s top 150 leaders at our Global Leadership Summit to align around our recipe for good growth, our Raise the B.A.R. priorities and the actions required to deliver on our bold ambitions, all in the context of a more focused Yum! bringing our global leaders together in person is an important way we strengthen connections, reinforce our culture and build the alignment needed to move our business forward. And as we drive growth, we never lose sight of how we show up in the communities we serve.

In September, we celebrated our food and futures in action month, bringing our teams together to help more people access food and build brighter futures. Through volunteering, our employees helped provide the equivalent of more than 106,000 meals and positively impact more than 86,000 lives. As we look ahead, our Raise the B.A.R. priorities are clear. and we are energized about this next chapter for Yum!. With iconic brands, significant global white space and multiple levers to accelerate performance, we are well positioned to capitalize on favorable consumption trends within our categories. We will remain disciplined in execution, investment and capital allocation with a clear objective of delivering dependable results and sustained long-term shareholder value. With that, Roy, over to you.

Ranjith Roy

Thanks, Chris, and good morning, everyone. I'll begin by reviewing our third quarter results. Our reported numbers and year-over-year trends for this past quarter reflect 2 unique factors. First factor the successful completion of the Pizza Hut divestiture during the quarter, which resulted in a onetime gain and only a partial quarter being reported for Pizza Hut.

And the second factor the impact of an industry-wide food safety issue over the summer, which affected Taco Bell U.S. results in particular. With that in mind, during the third quarter, excluding Pizza Hut, Yum! grew units 7% and grew system sales 3% and grew core operating profit 1% year-to-date, which includes the first, second and third quarter, excluding Pizza Hut, Yum! core operating profit growth was 6%.

In the third quarter, Taco Bell achieved restaurant level margins of 20.2%, demonstrating strong restaurant level execution despite the impact of temporarily lower sales in equity stores, particularly in the more heavily impacted Midwest region, investments in compelling value offers and investments in store level labor. KFC restaurant level margins were 12.3%, down 140 basis points year-over-year primarily from mix change from 2025 to 2026 as we added 15 test stores under the Sasi brand that were operated with lower margins. ex special G&A, excluding Pizza Hut, was $235 million in Q3, up 8% year-over-year with 3 percentage points of the increase in G&A, consisting of costs associated with Yum!'s biennial Global Leadership Summit held in Q3 this year and the corporate costs associated with continuing transition services to Pizza Hut, the offsetting fee income for which is reported in other income.

Finally, the completion of the Pizza Hut transactions resulted in a pretax gain of approximately $1.7 billion. Moving to development. Excluding Pizza Hut, Yum! opened 955 gross new restaurants during the quarter. KFC opened 878 gross new restaurants and surpassed an impressive milestone of 35,000 restaurants globally. We reached this milestone less than 3 years since eclipsing 30,000 units, underscoring the strength of KFC's development engine. Yum!'s world-class franchise partners remain very committed to growth, particularly in large parts of the world with significant white space, markets such as China, India and Brazil and whole regions like the Middle East and Asia, ex China.

We currently expect 2026 to be a record year for new unit development in KFC with the record gross openings in KFC International as well as KFC International, excluding China. Taco Bell opened 73 gross new units during the quarter, including 36 in the U.S. Despite the temporary sales impact in the U.S. over the summer, Taco Bell U.S. development pipeline for next year and beyond remains robust, and our view of its growth opportunity remains unchanged.

Internationally, Taco Bell opened 37 gross new units, the team recently opened its first restaurant in Germany and in Croatia, with Germany receiving an incredible reception as hundreds of fans lined up for hours to experience Taco Bell. We are encouraged by Taco Bell's near-term expansion plans in countries such as Poland, Denmark and[indiscernible] . These planned market entries further build on the brand's existing momentum of having expanded into 6 new markets since the third quarter of last year. strong and increasingly consistent international same-store sales growth from quarter-to-quarter reinforces our view of Taco Bell's long-term potential outside the U.S.

Across Yum!, we are focused on sustainable unit development, grounded in accelerating unit economics, which is the A in raising the bar. -- having great unit economics makes our franchisees' businesses stronger today and opens up more trade areas for our brands tomorrow. An early example would be that over the past year in Saudi Arabia, our team ran a comprehensive program across sourcing and supply chain to drive a significant improvement in future restaurant paybacks.

As we apply a similar lens to other markets around the world as part of raising the B.A.R., we expect to focus on shorter paybacks on new stores over time, thereby broadening our new store pipeline and bulletproofing our unit development engine.

Moving to technology. Reaching the full potential of Byte is the third pillar of Raise the B.A.R. With our unmatched scale, proprietary technology platforms and world-class talent, Byte by Yum! is creating better consumer experiences simplifying operations and providing greater value to franchise partners. We will continue to further develop our technology suite and to deploy it in additional markets around the globe. A strong example of technology development is the new Byte kitchen display system in our Smart bundle, which upgrades the capabilities of KFC restaurants and is now beginning to roll out in the U.S. with plans to expand it to additional markets over time. The system enables team members to manage kitchen demand more efficiently and execute with greater consistency in the limited portion of the U.S. system where it is currently deployed, prior to a broader rollout, we are seeing measurable operational gains, 8% faster drive-through speeds, a 12% reduction in refunds and a more than 20 sec reduction in delivery driver wait times.

Our brands are also using our digital capabilities and AI to battle for the future consumer by delivering more personalized experiences. Our marketing teams are regularly testing millions of permutations across consumer communication channels to improve the efficacy of messages to consumers. When focusing on the team member experience and consumer experience, more than 900 Taco Bell restaurants now use voice AI and the drive-thru and the team expects to expand it to more than 1,500 restaurants by year-end.

In locations where voice AI has been deployed, the brand has seen a 6% improvement in overall drive-through satisfaction, approximately 1.5% sales uplift driven by higher check and sustained improvements in team member retention compared with our control group.

Looking ahead, our AI pipeline is focused on shifting from AI testing to adoption and then to scaling impact. ensuring that the capabilities we develop translate into measurable improvements in restaurant operations, consumer experiences and franchisee economics.

Next, I'll provide an update on our balance sheet and liquidity position. During the third quarter, we completed the divestiture of Pizza Hut to LongRange Capital in Yum! China, for which we received approximately $2.4 billion in net proceeds. We paid off our revolver balance of $675 million and repurchased $543 million of stock.

Cumulatively, during the first 3 quarters of this year, we have returned $1.8 billion to shareholders through share repurchases and dividends. We ended Q3 with $2.1 billion in cash and cash equivalents. And when including our undrawn revolver, we had total available liquidity of approximately $3.6 billion. Our balance sheet remains robust, and our asset-light franchise business model provides flexibility to invest in growth opportunities, and return substantial capital to shareholders.

Now turning to our outlook for the rest of the year. I'll start with unit growth, where when excluding Pizza Hut, we expect to exceed our 5% long-term algorithm for the full year. With respect to our expectations for Taco Bell sales in Q4, as Chris shared, same-store sales in the most recent period are once again outperforming the QSR industry. Same-store sales are up approximately 1% quarter-to-date and up roughly 3% over the trailing 4 weeks through last Friday. Contributing to this momentum has been a relentless focus on what makes Taco Bell special, brand buzz through big brand moments and disciplined approach to value, which have helped attract new consumers to the brand and accelerate loyalty registrations.

At this time, we see consumer visits by heavy users of the brand has rebounded fully while visits by medium and light users are tracking to 95% of prior levels. During the remainder of Q4, we intend to continue focusing on the fundamental drivers of Taco Bell with a view to 2027 growth including creating big brand moments and leading into value with a disciplined manner with targeted initiatives. These actions will be taken in our equity stores and with the partnership of the Taco Bell franchise base. We have franchise partners who are willing, capable and committed to investing with us during good times and difficult times. As a result of these actions, we expect Q4 restaurant-level margins in the range of 21.5% to 23.5% representing a sequential improvement from Q3 and also reflects continued sales improvement and easing year-over-year inflation on input costs. We expect Q4 ex special G&A to be in the range of $285 million to $305 million which includes approximately $2.5 million per month of corporate G&A previously allocated to the Pizza Hut Division. We expect offsetting transition services fees to be recorded in other income in Q4. The fee revenue is expected to taper off by mid-2027 as the transition services obligations fall away. As mentioned previously, we expect to mitigate the associated corporate G&A costs over time.

Turning to interest expense. We expect Q4 net interest expense of approximately $130 million to $140 million, excluding the impact of any financing activities. Please note, between now and the first half of next year, we expect to address $1.6 billion of maturing debt. I would also like to note that beginning with our 2027 Q1 results, Yum! will transition its U.S. brands and select international markets from a period-based reporting convention to a calendar-based reporting convention, aligning the financial reporting close dates across our entire organization. This change will provide greater consistency and comparability in our financial reporting, streamline internal processes and better enable us to leverage our global scale to support comparability and provide a clear historical baseline Early in 2027, we intend to provide certain historical results recast on a calendar basis.

In closing, we are encouraged by the strength of our business as we enter this next chapter focused on executing our Raise the B.A.R. and delivering durable financial growth. Yum!'s asset-light model and strong cash generation give us the flexibility to invest behind our highest return growth opportunities while also delivering dependable capital returns to shareholders. With that, operator, we are ready to take questions.

Operator

[Operator Instructions]

Your first question comes from the line of David Palmer from Evercore .

分析師問答

David Palmer

Congratulations to the Taco Bell team for navigating what must have been an extremely difficult quarter, and it does seem like you're going to be outperforming the industry for this year in spite of that, very impressive. Congrats to them on that. I want to ask a question about KFC. I think one of the things that people appreciate about what you're doing is that you're not -- that you're essentially trying to Raise the B.A.R., as you say, with the international business there. And you mentioned the U.K. market in the mid-single-digit comp outperformance there and the fact that you're going to be rolling out elements of what you're doing there into your top 20 markets by the end of '27.

So I wanted to maybe double click on that a little bit. What elements have really driven the outperformance. It looks like you've been doing well there for much of '25 and now into '26 with accelerating 2-year. So what is particularly helping there? And how much of that do you think could really help these other markets and when?

Christopher Turner

Yes. Thanks a bunch, David. Like you said, we are really proud of the Taco Bell team and our franchise partners for the rapid recovery they've driven. So I appreciate that comment. When you think about the KFC Global business, we remain really optimistic about the long-term opportunity to accelerate our growth. The third quarter same-store sales performance was broadly encouraging across our international markets. So if you take KFC Global, excluding China, that leaves about 80% of the division's operating profit, and we had 3% same-store sales growth, which was an acceleration from the prior quarter.

In fact, all but one of our international markets outside of China had positive system sales growth during the quarter. So to your point, how is raising the B.A.R. coming to life. When you think about raising the B.A.R. at KFC, it is about getting to a sharper value proposition. It's building greater relevance with consumers through the new brand identity, elevating our tenders, elevating flavors through sauces in a market-relevant way bringing loyalty to life, bringing the beverage platform, Quench to life and of course, making moves to leverage our scale to improve unit economics and deploy Byte. So all of those things are a part of the plan and the KFC leadership team, they're actually together right now for one of their regular GM meetings, and they are talking about how do we bring this to life across our markets.

Now it will take time. We've got 150 countries. So it won't translate to sales overnight, but this is part of building the brand over time. But we are seeing those proof points. So you mentioned the U.K. market. Same-store sales were up 6% during the quarter. This is a really competitive market in the U.K. Our transaction growth there outperformed broader QSR by 5 percentage points and it reflects the sharp focus we've got on value, really compelling innovation and a continued drive around store economics in that market.

If I go beyond that, every market has examples of where Raise the B.A.R.is starting . I'll highlight 4 of our markets that you see had double-digit system sales growth. So Asia was plus 12% system sales growth. I visited Korea and Japan a few months back. What you see there are things like elevating the innovation through flavors. In Korea, we've got a range of sauces. We've got great tenders. You're seeing us modernize the assets, and that's improving unit economics.

If you go to Latin America, plus 11 system sales growth. Brazil is a place where our franchise partner has really modernized the menu. That's helping to transform the consumer perception of the brand there. This is a great example in Latin America of accelerating unit economics. Our franchise partner has really distinctive supply chain capabilities that give them a competitive advantage no one else could match. Middle East, plus 25 system sales growth. We talked about value, elevating food innovation and flavors in that market. That's another place where loyalty. We're actually a leader in loyalty there, a massive loyalty program that's been built in the Middle East. India, plus 20 value platform and food innovation are at the core of what's happening there. You take those 4 markets, that's 28% of KFC system sales, and we're not fully rolled out in terms of raising the B.A.R. there, but you're seeing those early proof points come to life. So we're excited to continue the strategy. We think the opportunity ahead of KFC is really big.

Operator

Your next question comes from the line of Chris O'Cull from Baird.

Christopher O'Cull

It sounds like Taco Bell sales recovery is tracking roughly in line with your expectations. Does what you're seeing give you confidence the business can return to mid-single-digit comp growth? Or has maybe something changed in the consumer environment that makes that trajectory harder to achieve?

Christopher Turner

We are really pleased with the rapid recovery at Taco Bell. The recovery to date, I think, has been one of the fastest, if you look at sort of the history and the restaurant industry recovering from an event like this. and that recovery was really driven by the magic formula and the elements of the magic formula. We may have changed the emphasis at various times. The first phase of the recovery was about getting our heavy core users back. You saw us do those Tuesday drops, which leveraged our loyalty program, leveraged incredible value. That brought our fans back in droves. Now it also resulted in us actually growing the loyalty membership base faster than normal. So we've got a long-term benefit that came from that.

As we shifted into the next phase of the recovery and what you're seeing in Q4, is us speaking to those medium and light users and ensuring that they're coming back. We're not fully recovered on that front. But you saw things like the Olivia Rodrigo collaboration with Pink Bahalast. You've seen the My Usual meals with Parasilton, Dosecat, Kevin Hart, which match craveable innovation under our craveable menu with real value plus that cultural buzz that Taco Bell is known for.

The really exciting thing as you think about this is the consumers that we've acquired since the disruption, they're actually spending 5% more and visiting 6% more frequently the consumers we lost. So we're not just bringing folks back. We're bringing a really attractive consumer set to Taco Bell. So we're pleased with the recovery to date, but the team is leaning in and continuing to play offense through the end of the year and into the beginning of 2027.

Operator

Your next question comes from the line of Dennis Geiger from UBS.

Dennis Geiger

I wanted to ask a little more about the strength of the global unit development despite presumably macro pressures globally. Can you talk a little more about how the 2 brands and the franchisees are effectively managing challenges to open restaurants, is that a solid rate? And is there anything else, as you talked about continuing to strengthen those payback periods. Anything else that you could offer on the visibility of development looking ahead, how that pipeline looks? And anything more on the development side of things looking ahead.

Christopher Turner

Yes. Look, our development trajectory remains strong. We shared on the call from a KFC standpoint, we expect to set multiple records this year in our development trajectory driven by strong unit economics. So that raising the B.A.R., we think about accelerating restaurant economics, the KFC leadership team has specific initiatives and specific targets that they are pushing for across markets they're aimed directly at how do we get paybacks down and of course paybacks are the lifeblood of development in our industry. Those come to leveraging our scale and of course, they also come from the sales growth benefits that we get from battling for the future consumer.

If you go into KFC, our development leaders in the quarter, China, obviously, India, South Africa, Thailand, Korea, we're all at the top of the list in KFC International. We've entered 6 new countries over the past year. Germany, Croatia, Ecuador, Moldova, Serbia and Sweden, and we've got more new market entries planned. And as the Taco Bell brand continues to become more well-known and more relevant in each of these markets. We expect that momentum to continue. So we're excited about the development path on both.

Ranjith Roy

I'll also add, look, the thing we take real comfort in is Yum! will be called 3C partners, where our franchisee base, the qualities we look for a capable, committed and well capitalized. We feel very comfortable with the network of franchisees we have. And so they are leaning into growth and excited to develop more restaurants. When you think about the payback periods as Chris mentioned, paybacks are the lifeblood of development. We see an opportunity to broaden the range of development we have in terms of the number of markets because right now, as you think about it, it's logical, the fastest developing markets today are the ones with the most attractive paybacks. If we can reduce paybacks, that will broaden the number of markets that are accelerating and we certainly intend to do that in the years ahead, and our franchisee base is ready and willing.

Operator

Your next question comes from the line of John Ivankoe from JPMorgan.

John Ivankoe

I ask this question often, but as we have more time to kind of think about the longer-term model and opportunities from both an efficiency and effectiveness perspective to look at G&A as a percentage of system sales. And I understand that would be net G&A as a percentage of system sales. How do you think over the next couple of years, given your priorities given opportunities with AI, I mean, I guess at this point, assuming you're going to be a 3-brand company, including Habit, how that might evolve? And if I may, to continue on that, how we're thinking about if we're thinking about CapEx as a percentage of EBITDA just longer term, any way to kind of anchor that CapEx number in the model longer term as that does become an increasingly important part of the model overall. .

Ranjith Roy

John, thanks for the question. I'll start with the CapEx question. Look, historically, we've always mentioned we have a very good capital allocation framework, which means the first item in our capital allocation framework is to invest in the business for growth. You should assume that historically, we've never starved any of our brands when we have high return opportunities. And so from a CapEx standpoint, we currently don't see any dramatic change in the amount of CapEx we need to invest to drive our Raise the B.A.R. strategy. Of course, we're always looking for more opportunities to invest.

You talked about the -- the first part of your question was around -- I think you mentioned G&A productivity. And look, what we see is on the G&A front, we've always been disciplined on G&A and we'll continue to do so. From an AI perspective, we do expect AI to be transformative to the business and the productivity gains are primarily in empowering our people to deliver the best hospitality experience possible, which results in accelerating business growth.

And so first and foremost, that starts with Byte, it gives us a unique advantage to deploy AI at the front lines of the business, and to drive growth. Voice AI is a great example of that. Across marketing, we previously talked about testing in the drive-thru. We've also talked about personalized messages that we can send to consumers, and we're doing that at scale now using AI. And from an operations perspective, we're excited about developments on the horizon as part of Byte coach that would help GMs and regional leaders identify and fix restaurant level issues more effectively when AI is teamed up with Byte Coach.

AI usage is at this point, if you just take a step back, at this point, AI usage is about 40% up across our enterprise, reflecting a shift from where people use AI as a tool to just assist day-to-day tasks to embedding AI truly within the capabilities of our organization. But coming back to first principles, we expect to be highly focused on G&A and maintain discipline on G&A, and we fundamentally think of ourselves as a hospitality business, which involves people and franchise partners. AI is coming to life in a way that empowers our people to deliver a great experience for consumers and drive faster business growth.

Operator

Your next question comes from the line of Zach Fadem from Wells Fargo.

Zachary Fadem

Now that the Pizza Hut transaction is complete, could you talk a bit more about the long-term financial vision for Yum! in terms of profit growth outlook. And any additional color you could offer on plans to offset the Pizza Hut dilution and stranded costs would also be helpful. And while we're at it, maybe also thoughts on deploying the $2 billion of cash on the balance sheet.

Christopher Turner

Yes. I'll start with the long-term view of our strategy. Yum! exits the Pizza Hut divestitures as a more focused company. Our 3 brands have massive white space ahead of them. We have big growth opportunities, and we could be more focused on capturing those. I'm not going to get ahead of any potential long-term guidance or updates to our algorithm today. But we see massive opportunities to strengthen our growth profile on the path to creating long-term shareholder value. And that's what raised the B.A.R. is really about. It's about raising our aspiration and ambition and we do that through battling for the future consumer, accelerating restaurant economics and reaching the full potential of Byte and our digital capabilities. .

If you take KFC, think about the white space, we still believe there should be 75,000 KFCs around the globe. So the 35,000 milestone that we hit in this quarter is still less than halfway on that journey. Taco Bell, we laid out a very clear strategy, getting to $3 million AUVs and the Taco Bell team is laser-focused on doing that. And Taco Bell International, we've tripled our system sales in Taco Bell International since 2018. So we've got a tremendous growth trajectory there. and we look to continue that. So you sum all of that up, we are very bullish on Yum!'s long-term growth opportunities.

Ranjith Roy

And Zach, a couple of your questions around G&A. Look, as I mentioned on the earlier question, we're going to be tremendously disciplined on G&A as disciplined as we've been in the past. Just to keep in mind on particularly on the Pizza Hut and you mentioned stranded costs. When you think about it right now, we completed the divestiture of Pizza Hut. We are still executing on the transition services agreements, and we will continue to do so for the next several months. We have about 74 TSAs in place for the Pizza Hut transaction the fees for which are in other income, but the costs and those costs are people, effort, facilities, infrastructure, subleases and third-party contracts that are pass-throughs. Those costs sit in our G&A.

As those agreements roll off by mid-2027, we'll continue to evaluate the cost structure on an ongoing basis to ensure it is appropriate to our business. I do want us to be clear eyed on timing it is not practical for us to line up cost management perfectly with when the TSAs roll off. So you can imagine we will have a clean 2028 but there may be certain temporary periods in parts of 2027 where our P&L is exposed to some portion of the approximately $2.5 million per month of TSA support costs.

I don't like it, but it is manageable. It is contained and it is temporary. We're going to continue to be very thoughtful and disciplined as we go about this work on maintaining a disciplined approach to G&A.

And regarding the return of capital to shareholders and the proceeds of Pizza Hut, look, our -- we're going to -- as we said in the past, we're going to apply our capital allocation priorities to this. Our historical guidance is to maintain approximately 4x net leverage over time. We're currently running materially below that threshold as we're carrying cash on balance sheet from the Pizza Hut divestiture. Our expectation is to return excess capital to shareholders. And from a prudent standpoint, we will do that after we address near-term debt maturities, primarily through upcoming refinancings. Our capital allocation framework is unchanged, and we expect substantial return of capital to shareholders.

Operator

Your next question comes from the line of Danilo Gargiulo from Bernstein.

Danilo Gargiulo

Great. I have one question more near-term oriented and one more bigger picture. So in the near term, we are seeing a range of protests arising in Europe. So I was wondering if there is anything to call out regarding how the operators are facing challenging times in Europe.

[indiscernible] Achieved in the past even without Pizza Hut. In a case you are accelerating, meaning like going ahead compared to the past 3 years, which part of the algorithm do you feel more confident you could be accelerating and how?

Christopher Turner

Thanks, Daniel. Let me start with the second part of the question first. Our view is we come out of the Pizza Hut transaction, as I mentioned before, is that Yum! is a more focused company. We're focused on the big opportunities ahead of our business. And as I said earlier, raising B.A.R. is about having a higher ambition as we look to the long term. We've got so many structural strengths behind each of our business. Taco Bell being a category of one in the U.S., KFC International in most of those markets. We are the only scaled chicken-focused player. So we've got real competitive advantage there. And Taco Bell International as grows, it should have those same strategic advantages as it builds a foothold in each market.

So we think the opportunity is significant and raising the B.A.R. actually addresses all elements of the algorithm, battling for the future consumers should help us support continued improvements in sales growth, accelerating restaurant economics. That's the lifeblood of development. And of course, the digital capabilities underpin both of those. So we're looking to Raise the B.A.R. on all elements over the long term.

If I turn to Europe, it's a broader range of countries in Europe. We believe we've got significant white space opportunity. If you compare the size of KFC to our competitors in most markets in Europe, our competitors are significantly bigger. We've seen where we get really focused and we get unit economics to an improved place like in Italy, we can see a real expansion and change in trajectory in our growth in Europe. So the team there is working hard, but we think over the long term, there's a big opportunity there.

Matthew Morris

We have time for one more question.

Operator

Your final question comes from the line of Jacob Aiken-Phillips from Melius Research.

Jacob Aiken-Phillips

You gave some useful data on like the uplifts from voice AI and the better employee retention. But from a franchisee's perspective, how does that translate into incremental restaurant profit after the technology cost? And what determines the pace of adoption beyond the locations targeted for year-end. And maybe if you could expand that to the broader Byte modules as well.

Christopher Turner

Look, that's a great question. Look, drive-through Voice AI is one of the many AI initiatives we have across Yum! And it is particularly visible given its direct impact on the consumer and the team member experience. In our prepared remarks, we did talk about some stats where of the uplift we're seeing at the restaurant level, which benefits -- directly benefits the team members and our franchisees. Voice AI allows restaurant team members to focus more of their attention on delivering a great experience for consumers at the drive-through window.

The biggest thing when you think about deployment, what we like to think about is deployment is one axis of growth for voice AI, but it's important to differentiate the digital products we have at Byte because they're not static products like just putting up a menu board or putting up LED lighting in a restaurant. These are products which alongside deployment growth, they have the potential for constant new feature development. So in voice AI, for example, the team is already thinking about loyalty integrations, multi-language support, model and drive-through support new operator dashboards to better integrate the human factor in the restaurant with the AI that's helping the human, all of which makes the product more compelling over time.

The reason we are able to do that in a broader Byte context is because of 3 factors. We have a connected technology ecosystem, which we have spent the years integrating, which is a competitive advantage. We have the scale of our brands, which is a competitive advantage, and we have the talent at Yum! to go after these opportunities in technology, but also in -- across all of our digital ecosystem. So on the voice AI front, we're seeing uplift right now. We are focused on executing against the 1,500 deployments in Q4 and getting those right but the opportunity is much bigger, we believe, both in terms of number of deployments as well as the impact we can have in each deployed location.

All right. With that, thanks, everyone, for making time to join the call. If you step back, Yum! is focused on raising the bar. Taco Bell, really proud of the recovery to date, but the team is still leaning in and playing offense very aggressively as we look forward and the magic formula is resonating with consumers as it always has. .

KFC strategy coming to life across markets, and we're seeing those exciting early proof points, very excited about the long-term potential there. And as Roy just said, our digital capabilities continue to elevate our strategy. So we're looking forward to finishing the year strong and looking forward to a strong 2027. Thanks, everyone.

Operator

This concludes today's call. Thank you all for attending. You may now disconnect. .