Alex Behring

So...

This is illustrative of the fact that Burger King, not only in the United States, but globally, brand was much bigger than the business, which was a unique opportunity.

Because to grow a brand like that is very hard.

A lot of time and dollars.

In the case of Burger King, yes, we can grow the brand further, but it was about... Easier to grow burgers than brand.

Is it open stores of a brand that everybody already wants?

Well, there were two or three things where one of them was

We were not focused on being a great franchisor.

We were operating too many restaurants in too many places in too many countries.

And that was not a great source of focus.

And it muddled the organizational structure.

It muddled the clarity of what we were trying to do.

That's something that we fixed, but it had almost 2,000 restaurants around the world.

Then secondly, we didn't have the partners, the right partners in the different parts of the world where the potential was the greatest, namely Brazil, China, France.

Yeah.

France was a huge opportunity for us.

It was zero, right?

It was zero, and now it's the second 2 billion euro in sales, largest market in the world for us, and so on, and so dark.

We have to have the right partners around the world to grow the business.

And domestically, the issues that the company was having with its franchisees.