Pizza Hut 2009 Annual Report Download - page 12

I know you would agree the only way you can be recognized as “The Dening Global Company that Feeds the World”
is to get results again and again, which is what we’ve coined as “Building the Yum! Dynasty.” And hopefully, by going
fairly deep on our major strategies, I’ve given you a clear picture of the substance that underlies our condence that
we can consistently grow earnings per share 10% per year. For 2010, new unit development outside the United States
drives 6 percentage points and we expect the balance of our growth to come from our base business through overall
global same store sales growth of 2%, productivity initiatives and expense leverage along with an expected benet from
foreign currency translation.
Besides getting results again and again, the task we are embarking on is to drive broad scale personal ownership
and accountability for making the other components of what we believe makes a “Dening Global Company:”
A Famous Recognition Culture Where Everyone Counts
Our success starts with the fundamental belief that everyone at every level can truly make a difference. This belief
inspires all of us to do our very best. And one thing we’ve learned over time, is there’s nothing that people want
and enjoy more than recognition. Recognition says “I care about what you do. It matters.” And I have to tell you, our
leaders will tell you the greatest driver of the results we’ve achieved is the recognition culture we have created. In
fact, all of us take pride in the fact that we already serve as a best practice for other companies for the way we use
fun recognition to celebrate the achievement of others and to drive results. Our leaders have their own individualized
recognition awards, from giant Taco Sauce packets to Camels in the Mideast, and believe me, we have fun giving
them out to the people who deserve it most. This is creating a highly spirited work environment that is serving as a
magnet to retain and recruit the very best talent. The fact is too many corporations are cold, impersonal, detached
from the front line and frankly, boring. So the culture we are building sets us apart and helps us build people
capability which is the name of the game in any business. Our bold goal is to make our culture so vivid that our
customers feel what we call our Customer Mania attitude just like Southwest and Singapore Airlines have done with
their customers in their industry. As it stands today, our culture is well established at our restaurant support centers
and above store levels but is inconsistently executed at our restaurants where it counts the most. While we have
pockets of excellence, I view our inability to make this happen in all our restaurants as our biggest shortcoming.
I’m challenging each business to focus on step change actions to be a world class restaurant operator, resulting in
store level Customer Mania. We realize a Dening Global Company will have its customers recognizing its passion for
making them happy. We will settle for nothing less.
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