|Price Range 12mo avg:||$400K – $2.99M|
|$/sf 12mo avg:||$757.71|
|CAP Rate 12mo avg:||5.47%|
|Lease Terms:||18yrs NNN|
|Building Size avg:||3,800 SF|
|Lot Size avg:||1+/- acres|
Taco Bell®, a subsidiary of Yum! Brands, is the nation’s leading Mexican-style quick service restaurant serving more than 36 million customers each week in over 5,900 stores in the U.S. Since its founding by Glen Bell in 1962, Taco Bell has become the second most profitable brand in the country.
In 2012, Taco Bell celebrated its 50th anniversary, with the launch of the Live Mas® brand campaign, the reinvention of the taco with the revolutionary Doritos® Locos Taco, and the introduction of the game-changing Cantina Bell® Menu.
At Taco Bell we put our customers front and center, delivering excellent customer service, innovative and delicious products and value. In 2013, we ranked #6 on the QSR 50 list, were named Ad Age “Marketer of the Year,” and reached over $1 billion in sales of Doritos® Locos Tacos. “Live Mas®” is more than a company tagline; it’s a way of life at Taco Bell.
While Taco Bell is primarily a U.S. brand, Yum! Brands plans to make it the Company’s third global brand. Outside the U.S., we have nearly 300 Taco Bell units in 20 countries.
Yum! Brands, Inc., (NYSE: YUM), based in Louisville, Kentucky, is one of the world’s largest restaurant companies with over 41,000 restaurants in more than 125 countries and territories. Yum! Brands is ranked #216 on the FORTUNE 500 list with revenues of more than $13 billion and in 2014 was named among the 100 Best Corporate Citizens by Corporate Responsibility Magazine and one of the Aon Hewitt Top Companies for Leaders in North America. Our restaurant brands – KFC®, Pizza Hut® and Taco Bell® – are the global leaders of the chicken, pizza and Mexican-style food categories.
|S&P Credit Rating:||BBB|
|Moody’s Credit Rating:||Baa3|
|Annual Revenue 2014:||$1.86B|
|Annual Revenue 2013:||$1.87B|
|Revenue Growth:||↓ 1.5% from 2013|
|Units (Dec. 2014)||6,199|
|Average Units Volume:||$301K|
Yahoo! Finance: YUM News Latest Financial News for YUM
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(Bloomberg Opinion) -- Domino’s Pizza Inc. didn’t come in hot in the second quarter. The pizza-delivery chain said Tuesday that comparable sales at its U.S. restaurants rose 3% in the period from a year earlier, well below the 4.6% growth analysts had expected.Shares fell in early trading, and, to a certain extent, that is understandable. But this quarter’s results didn’t leave me with any fresh concerns about Domino’s long-term strategy or its ability to hold its own amid major changes in the U.S. food delivery market. While a 3% increase in comparable sales represents a slowdown in growth for an industry darling, it is still a solid result at a moment when restaurant traffic generally remains so weak. There’s another key reason that I am less alarmed by Domino’s comparable sales slowdown, even if it is more abrupt this quarter than expected. And that’s because it’s all part of a sensible strategy to adapt to a more competitive food-delivery environment.Domino’s is in the process of doing something it calls “fortressing.” Essentially, it means adding more locations in a concentrated area. The theory is that closer proximity to customers means better service in the form of shorter wait times and pizzas arriving hot. Additionally, the company has found that this approach tends to generate more carryout sales, which are often incremental business it wouldn’t have gotten otherwise. The downside of bulking up its restaurant portfolio in certain areas is that it creates pressure on Domino’s comparable sales, with revenue transferring from one store to another. Domino’s has said this created a comparable sales headwind last year of between 1% and 1.5%.I’m typically very skeptical of any established chain – restaurant or mall-based – embracing a massive store opening plan, given how saturated the U.S. market is. But Domino’s is an exception. With its focus on off-premise eating, cutting the time it takes to get from stores to customers is crucial to keeping itself differentiated as third-party delivery services such as DoorDash, Uber Eats and GrubHub Inc. barrel into more metro areas and give diners an explosion of choice for eating at home. In fact, Domino’s acknowledged feeling the heat of third-party services in the previous quarter, saying back in April that newcomers’ aggressive marketing promotions had been a competitive challenge.Better service also should help Domino’s maintain its edge against more traditional rivals such as Yum Brands Inc.’s Pizza Hut, which has been courting value-conscious diners with deals like a $5 medium pizza and a bigger push in delivery.Importantly, it seems Domino’s is trying to execute the fortressing plan in a way that shouldn’t roil its franchisee base. Executives have noted that a single franchisee is opening the fortressed stores within their own territory, so he or she is retaining transferred sales and seeing improved store-level profitability.I expect the rise of food delivery to massively disrupt the restaurant industry over the next decade. Domino’s is right to take a short-term hit to comparable sales – while it is in a position of real strength – to gird itself for the onslaught of competition.Plus, the fact that Domino’s didn’t revise its three- to five-year outlook on Tuesday suggests that the second-quarter results aren’t viewed internally as any kind of inflection point.Booming comparable sales growth can be comfort food for investors. Even though Domino’s didn’t offer that this quarter, it’s still on the right track. To contact the author of this story: Sarah Halzack at email@example.comTo contact the editor responsible for this story: Beth Williams at firstname.lastname@example.orgThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Sarah Halzack is a Bloomberg Opinion columnist covering the consumer and retail industries. She was previously a national retail reporter for the Washington Post.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P. […]