公司2025年全年总收入同比增长 4%至 118 亿美元。系统销售额同比增长 4%，不计及外币换算影响。同店销售额同比增长 1%。净新增门店 1706 家，其中净新增加盟店占比为 31%。截至去年年底，门店总数达到 18,101 家。 经营利润同比增长 11%至13 亿美元。核心经营利润同样增长 11%。经营利润率为 10.9%，同比增长 60 个基点。餐厅利润率为 16.3%，同比增长 60 个基点。 外卖销售同比增长 25%。外卖销售约占公司餐厅收入的 48%，较去年的 39%有所提升。肯德基及必胜客的会员数合计超过 5.90亿，同比增长 13%。活跃会员数，即过去 12个月 内在肯德基或必胜客有过交易的会员数量，超过 2.65 亿，同比增长 13%。 百胜中国首席执行官屈翠容表示："我们第四季度的业绩表现为 2025 年画上了圆满句号。衷心感谢团队的付出与努力，公司同店销售额连续第三个季度实现增长，同店交易量也 连续第十二个季度实现增长。第四季度系统销售额进一步提升至 7%，经营利润同比增长 25%。肯德基通过肯悦咖啡和 KPRO 肩并肩模式，解锁了新消费场景。必胜客也增强了 其性价比，并通过 WOW ...

Core Insights - Yum China plans to rapidly expand its store count from 10,000 to 20,000 in less than a decade, aiming for 30,000 by 2030, significantly accelerating its growth trajectory established over the past 33 years [2] - KFC aims to exceed 17,000 stores by 2028 and become the first restaurant brand in China to achieve an operating profit of 10 billion yuan, while Pizza Hut targets over 6,000 stores by 2028 and aims to double its operating profit by 2029 compared to 2024 [2] - The company is also expanding its coffee and light meal brands, with KFC Coffee projected to surpass 5,000 stores by 2029 and KPRO already opening over 100 locations in just one year [2] Expansion Strategy - The "Bamboo Forest Effect" describes Yum China's diverse brand portfolio, supported by a robust supply chain, digitalization, and membership systems developed over nearly 40 years in the Chinese market [3] - The company faces challenges in balancing scale, innovation, and profitability, especially as competitors adjust their strategies in a saturated market [3][4] - Yum China's CEO emphasizes the importance of focusing on internal strengths and adapting to market conditions rather than solely emphasizing localization [4] Digital Transformation - Yum China is integrating AI technology across its operations, from smart ordering to quality control, although challenges remain in unifying different technological platforms [7][8] - The company acknowledges that employee trust in AI will take time to develop, and human decision-making remains crucial in the restaurant management process [8] Financial Performance - Despite rapid expansion, Yum China maintains a strong investment return cycle, with KFC's return period around two years and Pizza Hut's reduced to 2-3 years [9] - The company has consistently added over 1,000 new stores annually, with same-store sales showing positive growth for two consecutive quarters [9] Business Model Innovation - Yum China is focusing on its main brands while incubating new modules and store formats, leveraging KFC's extensive network and infrastructure [11] - The "Shoulder-to-Shoulder" model allows KFC to share space and resources with new brands like KFC Coffee, optimizing costs and enhancing operational efficiency [13] - The company is adopting flexible rental agreements, with 70% of new store leases based on revenue sharing rather than fixed rents, allowing for better adaptability to market conditions [15] Organizational Adaptability - Yum China is learning to balance the advantages of a large corporation with the agility of smaller businesses, aiming to create a resilient and efficient growth model [16] - The company recognizes the importance of maintaining human elements in decision-making processes, even as it embraces technological advancements [16]