Good morning, everyone. My name is Gerardo Lozoya, Head of IR and Corporate Affairs for Alsea. Welcome to Alsea Day 2024 here in Mexico City. Before we begin our presentations, a few important housekeeping items. For safety purposes, please familiarize yourself with the nearest emergency exit, which are located just to the right and to the left of the main entrance of this room, and please follow the instructions of our staff members. Please note that today's presentation may discuss forward-looking statements which involve risks and uncertainties that could cause actual results to differ materially from those anticipated. We encourage you to refer to our filings with the CNBV for a detailed discussion of the factors that could cause actual results to differ materially. With these considerations in mind, let us now start the day with today's agenda.
As you can see on the screen, we will have a presentation here on the 15th floor of the Mexican Stock Exchange from 9:00 A.M. to 11:00 A.M. approximately, Mexico City time. We will start with an overview with Armando Torrado, our CEO, and our Alsea strategy. After Armando, Francisco and Christian will go through Starbucks and the case study of our success in Starbucks France. Then we will have Cosme that will be presenting Domino's. Finally, in the restaurants segment, we will have Jaime to go over our full-service restaurant segment. As we did last year, Pablo will walk us through our digital journey and an update compared to last year's performance. After Pablo, Federico, our new CFO, will go in further detail on our financial results and present our 2024 guidance. To wrap up the presentation, Armando will come again for closing remarks.
At the end of the presentation, we will have a Q&A session. After this session, we will go to P.F. Chang's, just across the street, to have lunch and to have the opportunity to chat with our team in a more informal way. Then after our lunch, we will go through our operations center, best-in-class, COA, to spend a couple of hours to see the operations behind the Alsea stores in Mexico. So with further detail, I will introduce you to Armando to begin our presentation. Please go ahead, Armando.
[Foreign language]
No.
[Foreign language] So welcome, welcome everyone to Mexico City. It's a privilege to have you in the city that we started this business 30 years ago, just a couple of probably 10 miles from here. We started the first store of Domino's Pizza; it's San Ángel, a long time ago, 30 years ago. So welcome to Mexico, welcome to la Bolsa Mexicana de Valores, and also welcome to the Alsea Day 2024. There are some familiar faces in the crowd, and there are new ones, so if this is the first time you come to this event, thanks for being here. First of all, as Gerardo says, we will be honored to host you today and later on in our restaurants.
And if you have the time to go to our distribution center, I won't say that it's a distribution center, it's just a big, big facility, opportunity center that we do manufacture. We do dough, we do sandwiches, we do sauces, we do tortillas. We do a lot of things in that distribution center. So it's a state-of-the-art place that if you have the chance to visit, please do not hesitate to do that. First of all, let me introduce you to the people that are going to be presenting today. You will see some new faces today in the crowd, sorry, as the last year's presentation. First of all, there is going to be Pablo de Brito. [Foreign language] Pablo de Brito, our commercial business developer. We will also have Jaime Vázquez in full-service restaurant. Federico Rodríguez that just integrated to my team.
He was our CFO in Europe for the past seven years. Now he's just joined us 15 days ago, substituting Rafael Contreras that is always here with us. So thanks for that. Cosme Torrado, we talked about Domino's Pizza in Mexico and worldwide, what do we have. And then we have Francisco Tosso and Christian Gurría that will give you an overview of what are we doing in Starbucks. And there's a nice case study that Christian will present in France and Benelux. So let's go deeply now in the business and let me share you some great information that we have. First of all, we operate more than 4,600 stores, and our plan is to surpass the 5,000 stores by the end of the year. That's a milestone that we want to achieve. We are very deeply inside.
You will see the achievement that we have in openings, and I think this can be accomplished. We are proud to serve more than 460 million guests in three segments and 12 countries. Our 2023 sales were over MXN 74.7 billion, having a participation of 53% in Mexico, 31% in Europe, and another 60% in South America. Alsea was founded in 1990, and this year we are celebrating, and I was just coming with some of you, we are celebrating our 25th anniversary that we've been in the Bolsa Mexicana de Valores. Today, our market cap is over MXN 55 billion, and we've been part of the IPC since 2011. Regarding results and some about EBITDA, we are very proud to present the achievement that we did last year. We had an outstanding result of over MXN 10.6 billion.
We chatted with you in New York last year if we will reach the MXN 10 billion. Actually, I talked to Rafa about it. It's so risky to say that we can reach MXN 10 billion, but it was always a dream come true. But this is the result. We did MXN 10.6 billion in EBITDA, so that's margin of record size. We're also achieving 14.2% in EBITDA. That's also a record in our numbers. And if you can see our debt, 19x debt EBITDA, it's also an impressive performance that the company has been achieving. Our team members, more than 75,500 collaborators, just in the next month, probably in April and May, we will reach the goal of 80,000 people working in this organization. So very, very proud to present all the people that work in our stores. I want to talk a little bit about the capabilities that we have.
What is the strategic capability business model in Alsea? Of course, this model is represented in every different brand. Every brand has their different strategic alliance where they go. So let's talk about people capability. I think, first of all, our exceptional results are driven and focused by exceptional people that we have in this organization. We have sustainable leadership in our stores. We retain the talent that we have in every level of the organization. For example, last year we had a record number of 65% of turnover, over 71.8% that we did a year before. So very proud to present the numbers of turnover that we've been having in this organization. Also, our internal global engagement index shows an impressive 4.20 points over 5 points.
It's very impressive that the people that we ask how happy you are working in this organization are state-of-the-art, and we have levels that we've never seen before. Regarding the operational capability, we are very proud to say that we run successful operations with a culture of accountability and management ownership. Yesterday, I had the privilege to talk to one of you about how you do this, and we've been showing you that in Alsea, all the managers are part of our team. We share with them the whole P&Ls every single month. They have extraordinarily good bonuses when they reach their goals. There is accountability in every store. I mean, today you want to see the stores, and every time you can go to a store, you can ask our managers how we manage the company.
There is complete alignment between our financial results and the results that the stores give. Regarding digital and commercial capabilities, I've been focused since I started this job, I mean, almost 19 months ago, on how we are going to amplify the innovation and technology in order to drive a growth opportunity that we have in this matter. Not only in our stores, we are doing also good investments in innovation and digital in our, of course, restaurants, but also in our supply chain category, in all our commissaries, and in our support centers. So that's all streamlined in a good strategy of how we can learn more. Pablo is going to talk a little bit more in detail about how we're doing regarding this issue.
Around talking about management capability, like I've been also talking to some of you, CapEx allocation, portfolio management, and geographic location, it's the key of the game. It's part of our success, and we're very proud that we are putting the resources and the CapEx allocation wherever we have better returns in the company. I also want to talk about strengthening our franchisees. You will see 23 with the stores that we opened last year, probably 23% are franchisee stores. This is a key channel for us. It generates great returns. Last year we had a record number of stores open in this channel, and this year won't be the exceptions of more franchisees in this organization. I want to put this very graph here.
I told you about the guidelines that we did last year, and here are the results of where I put my words, the results of the company. So last year in Alsea Day, I presented this challenging because it was a little bit challenging. Rodrigo, you told me about some details about the guidance that we put on it. So here are the numbers. We're proud to say that we surpassed our goals, and I want to recognize the hard work of all my team and all the members in our stores to get in this. We did 257 openings last year. Like I said, 28% of those are franchisees. We did an impressive 14.7% same-store sales without devaluations, and in local currency, that number would be 19.7%, 70%, sorry. So in revenues, not considering the FX effect, this number will translate to 19.7%.
So I think that's an incredible number in top line that the company reached in all geographies, in all brands. Margins, like I said, 14.2%. And later on, Federico, we'll talk a little bit later about our guidance for 2024. What about the, as I mentioned in the last meetings with some of you also, we are very focused on organic growth. I think this company still has a lot of opportunity, a lot of white space to grow. There are around 2,400 units and extraordinary returns and investment that we are going to double down on in this path. Having this white space in all sectors, in all companies, in geography, is key for our success. Starbucks in Mexico, France, and Iberia have more than 41% space to grow, reaching for us a 3,000-store in this brand in the next year.
I think it can be very achievable, and we are going to go by that path. Regarding Domino's Pizza, or in the QSR sector that we operate with Domino's and Burger King, we have more than 650 new stores that we can build in the future. And in Burger King, I mean, just in Domino's, 650 stores, and in Burger King, around 200 more locations. In our full-service restaurant category, we also had great opportunity with more than 350 units. So our goal of 7,000 units is going to be a milestone that I'm sure we can accomplish in this company just with the organic space and white space that we have. Now I will pass the microphone on the path to Francisco Tosso that will give us a little bit of insights on what are we doing in our coffee sector and with Starbucks. Francisco, please join me. Gracias.
Hello everyone. It's a pleasure for me to present, to talk about Alsea Starbucks and this opportunity. First of all, I'm going to start with saying it's just a perfect mix between the Starbucks Corporation and Alsea Company because we can receive all the support as a worldwide brand. We receive tremendous support from the brand, but in a local way, we receive all the support from Alsea too, so we can have both the best part of the history. One year ago, Laxman refounded the mission. What is the reason? Because it's so important to talk about the mission. The mission that we refounded is with every cup, with every conversation, with every community, we nurture the limitless possibility of the human connection. Why is it important that?
Because in Starbucks, all is about connection, human connection, to be close to the people, to be close to the consumer, to be close to the partners. Here we can see the great figures that how will we represent in the Starbucks world? Alsea Starbucks is the second largest again, is the second largest operator in the world for Starbucks. Our revenue in the last year, it was $1.9 billion, and 16% of our stores are franchisees. Today we are more than 26,000 partners in all the markets that we are. Here we are. We are in three different regions. We are here in Mexico with 820 stores. The second one is Europe with six countries, and the third one is South America with five countries. It is very important here because we provide 200 million client servers every year. This is our journey.
This journey starts from some blocks from here in 2002 with the first store in Mexico. After many, many years, we celebrated in 2018 1,000 stores, mainly in Latin America. In 2019, we opened the market in Europe, so we started the third market at the period. Maybe here is the most important number. It is 34% CAGR because it's an enormous growth every year during the more than 20-year history here. This is our strategic business model. Always in the center, we are going to put our customers and our partners. All the decisions that we take, it's very important to put attention to how positive it is in our clients, customers, and our partners. The first pillar here is accelerating growth. How are we going to accelerate growth? The first one is fill the white space that Armando mentioned.
We have a white space with more than 1,200 units. What is the way that we are going to do it? We are going to work in a trade area strategy . This trade area strategy is supported by a tool, a technological tool, but provides what is exactly a store that we need to put in the market; it depends on the market, but align it to the strategy. So we can open in a better way than we are doing and provide a better result for the company. The second one, it is accelerating growth, is Starbucks Rewards. Starbucks Rewards is so important to us. It's a pillar in our strategy. It has many different functionalities, and one of the principal functionalities that it has is the MOP, Mobile Order and Pay, pickup.
So we have a big opportunity, huge opportunity, to develop this type of way to face the client. Innovation products. We have plenty of different products in all the countries, and always we're dividing beverages. We are defining for each campaign, we have six campaigns a year. So we have different types of beverages, innovating beverages that produce certain expectations in the consumer to taste it, to know what is going to be new. In terms of food, we are working to have different types of food. I mean, food for all days, for different day parts. Healthy products, different alternatives, for example, the snacks. And we are working so hard in our program called BIS, Baking in Store, that is producing very good results. And the last one is merch, merchandising.
We are working as a company to have the volume to negotiate different designs, different products to be more attractive in the market. The third one is excellent operation and excellence. Here is the core, what we are going to be, what we are going to provide a perfect service to elevate the experience to our clients. It's based in the supervision model. Supervision model is very important for us because it's the way that we define what is going to be the role or the approach for any partner that we have. So all the partners know what they want, what they have to do during the day. Workforce management. How many partners we are going to have in a certain period of the day. It is supported with an APS, Accuracy Partner Shift.
So we need to define the exact amount of partners to be very productive, but to provide a perfect service to the clients. Digitalization is very important for us because we are going to give a better way to work to our partners, to put, for example, certain tools and certain processes in an automatic way. So our partners can put focus on our clients and our service, not avoiding a little bit the administration process. Competitive advantage, data analysis. We are providing the technology and the capabilities for having the machine learning process. Efficiency stores. We designed the store very efficiently in terms of layout and to be very efficient in the journey that we are. And the partner culture, very important for us, so important. Celebrating is part of our culture. Ritual, as a coffee tasting, is very important.
Every morning, we do a coffee tasting to taste another coffee, to elevate our knowledge in the coffee because it's so important, the coffee. Celebrate or make some celebration as a barista championship every year because all the celebrations elevate the spirit of our partners, and for us, it's so important to have this spirit in our stores. Pardon? Yeah. In an innovation strategy, we have three pillars always: partners, clients, and stores. In partners, it's a value proposition. We have salaries that are very competitive and some bonuses for performance that are so important. Our partners are recognized if they do correct work and receive a benefit for doing that. Extra benefits. All our partners have medical insurance that is so important, discounting all our Alsea restaurants and more. It depends on each country because each country has different laws.
Free partner beverages and coffee bags per month. So our partners can taste all the beverages that we have and taste different types of coffee, two bags, in fact, every month. So they can approach the culture, the beverage that we have in Starbucks. Clients, communication, and change management. We try to be very close to them to talk about the missions, to talk about the values in any moment that we have with them. Always, every quarter, we have a performance conversation with them in two aspects: behavior and performance. In this period, we try to talk with them about how possibilities have to elevate the performance of the Starbucks behavior. The Green Apron Cards , we have a call to recognize the different behaviors through these apron cards. Clients in store communication are very important in this moment.
If you can see, all our stores have digital menu boards, and we can put interesting information in a very agile way. We are trying to base this on technology to have different messages depending on the segment. So we can adapt the information in the different stores, depending on the type of store that we have in the market that we are. Price model. Paul is going to speak later in a better way about the price model, but it's very important because we are going to be more accurate, aligned to the market. In some markets, we have different tiers of price. It depends on what our store is going to be, and we are going to put the different tier of price. SDS. SDS is the new technology worldwide that Starbucks has today. This SDS is a better customer or partner experience.
It is more functionality that we have in the past, and it's going to provide some kind of analytics to take a better decision to be closer to the clients. Finally, stores. Stores are very important for us, the Third Place. The Third Place is it needs to be relevant to the community. So in our design today, we are trying to design according to the community that we are serving. If we are, I don't know, close to the tourist area, we try to be more attractive for the tourists. We want to be relevant in certain regions. It's so important to provide a different experience in each store. This is the reason because you can find different designs in our stores. Format. We are developing a small format, for example, for airports. We are developing kiosks. We are developing drive-throughs, only drive-throughs.
We are going to open in some weeks the new pickup store too. We are going to give different alternatives to the market to arrive there in a better way. Greener Store. Today, Alsea Starbucks has more than 50 Greener Stores. Greener Store means waste reduction, energy reduction, sustainability, coffee best practices, and be friendly with the environment. Oh, thank you for the time. Let me introduce my partner, Christian.
[Foreign language]
Hello, everyone. Good afternoon and happy to be able to share with you what has been an amazing journey in France since we took the market 5 years ago. One thing for sure that we were very, very sure when we took the market is that we didn't know the customer. We didn't know who was really our customer. We didn't know if it was the locals or the non-locals. All the strategy that the brand was following at that time was what I would like to call a one-size-fits-all approach, where solutions were vertically implemented from other regions and not necessarily becoming what I like to call an American locally relevant brand. So one of the first things we push ourselves to do is to listen to our customer, to understand who was the customer in Starbucks France. There were a lot of urban legends.
Now, this is a brand the locals don't like, the brand. It's only a touristic brand. After spending some, I would say, one full year listening to customers, doing different research, we were very happy to see that the non-locals represented only 15% of ourselves. So that was the first good news. After that, and after really understanding our customer and also listening to our partners, we knew that we needed to elevate the brand. We needed to elevate the customer experience. So in many aspects, we started investing money in our stores by renovating our stores, by bringing back what we call in Starbucks this Third Place, this place where we can call home, and the right store for the right neighborhood for the right customer. So we elevated the designs of our stores. We also started investing money in renovating our stores.
At the same time, we implemented digital menu boards, and we also started renewing equipment that will allow the partners to create better drinks, better beverage, and increment the speed of service. We also had a 360 approach with our categories. The most important effort with this was around food. At that time, the food mix that we had and the number of items per transaction with food were very, very low, below any other markets. We understood that for France, the quality of the food, the quality of the product was going to be a key success factor if we wanted to also honor the locals. When I mean the locals, you're going to hear me say this word several times because this is where the business is. If we want to grow the brand in France, we need to talk to the locals.
The tourist, it's the cherry on the cake or the non-locals. So food was one of our key pillars to improve. So one other thing we learned is that French people are very, very proud of their local products. So we started developing local suppliers with the quality that the consumer expected. We implemented technology like a baking store where you can buy a fresh croissant, a fresh pain au chocolat every single day. And we continue learning and learning. This is a journey. I believe it would be responsible to say we are already where we need to be. I believe we have improved very important on what food represents for us in the market. And we continue working towards. And when we achieve a goal, then we start talking, "What do we do next? What's next?" Also, as I said, a 360 approach.
We did the same with our beverage portfolio. We work in partnership with Starbucks to develop the right drinks for our French consumers. We have the core portfolio of drinks that you all know, but we started developing what products were going to be relevant. And most important, delete the products that were not relevant and improve our operation. One other thing that was critical for us is to continue improving our brand reputation. And we knew that it was not in the best place. And that was a task that we need to accomplish by doing many of the things I have just shared with you.
One interesting thing is that after five years that we have been doing our brand health monitor, we know now that we are 30 points above where we started five years ago as a first choice, a brand that is a first choice for the consumer. Talking also about our customer, we knew that Starbucks Rewards was going to be a key strategy for our loyal customers, both for morning routine and the afternoon traffic. We relaunched 18 months ago the new updated version of Starbucks Rewards. Today, we have almost 180,000 active customers that represent 20% of our transactions every day. We know that this is going to be one of the pillars where we are going to continue pushing and investing on growing this base of consumers.
Talking back about the brand health monitor, this connects me also to one of the learnings that we had during the comments from the customers. They were one of the barriers to go to Starbucks. The good news was that one of the barriers was that there is not a Starbucks near me. This is what I want to pause and reflect. There is not a Starbucks near me. So in a way, this connects me to what we called cracking the business model in France. Today, after working with our team, our local team, the management team, and our partners at the stores, we knew that there were a lot of opportunities to improve and to become more efficient.
If we wanted to open more stores in France, we first need to have a very successful business model that could be replicated not only in the big cities, but also in what we call tier two or tier three cities, cities with 100,000 or less inhabitants. By saying this, we did with different methodologies. We approached what were the number of stores we can open with this improved business model. I am happy to share with you today that when we took the market five years ago, now we can open stores with 40% less daily transactions. That was the case five years ago. What this means is that we are able to increase our market holding capacity. What this means is that we can get connecting to what the customer said. We can get a store closer to our customers in every different city.
We know also that now one advantage that we have is the flexible formats that we have in Starbucks. We can open a store in 25 sq m or we can open a drive-through. Let me share a little bit about the drive-through model or format in France. It's an absolutely underdeveloped format. So we know there is absolute White Space to develop not only the traditional stores that we know or kiosks, but there's a lot of White Space also to develop this format. Another important thing that helped us on developing this format, besides having efficiencies on labor, cost of goods, productivity, occupancy, and different other lines of the P&L, is what we did with our partner's bonus. The store bonus, when we took the market, it was focused on sales. If you did the sales, you get your bonus.
We know that at the end of the day, sometimes you could meet the sales and not make the profit. One of the things that we changed is now the bonus is linked also to the results of EBITDA. Actually, EBITDA unlocks the bonus. How we like to say it is we moved from a sales manager to a real store manager, where he's in control or she's in control of her/his business. That also has allowed us to continue in a journey of ongoing improvement of our figures. On top of that, as you know, France is a market that has company-owned or equity stores. We have what we call our franchisee stores, the traditional franchisee model that you all know. Then we have the channel licenses, which are the stores in airports and train stations.
All this work that we have been doing together with them has also allowed us for them to trust us with the development of the brand and the growth of the brand. So almost 2 years ago, we signed a development agreement with our franchisees to develop the brand in different cities and to help us penetrate the brand faster and, again, bring Starbucks closer to our customers. On top of this, we have also developed different strategic partnerships with landlords, developers, which trust also the brand and have seen what has been happening in the last 5 years. It's also very encouraging that when we open a new store, the customer is there. I mean, you go to cities that I didn't even knew they were there, and the customer is expecting the brand because remember, Starbucks has been in France for 20 years now.
Actually, this year is our 20th anniversary. To continue on this journey, this could not be possible without our partners. Today, the challenge we have ahead of us is developing enough pipeline for the future growth and developing enough and also the right talent to operate our stores. We took an organization that was not inspired. They don't have a clear vision of what we wanted to do. And now it's a journey. I don't think it would be, again, very responsible to say we are where we want to be. This is a journey that keeps going on. But today, I'm happy to share that we continue elevating the experience, and we have a very inspired organization with a growth mindset. And like we normally do, it's a can-do mentality, which, you know, going in Mexico, going into France, it was kind of weird.
It's true also that when we instill this Alsea can-do mentality where everything we want to do is possible, and the first year they didn't buy it, the second year they started buying it. Now we are building this momentum that we need to keep up and to continue developing the brands. I spend a lot of time in the stores, and I like to ask always a question to our partners. Why Starbucks? Why you trusted us, me, us, the brand Alsea, with your future? Why? Indistinctively, I get the same three answers. Maybe the order changes sometimes. The first one is because I feel like family. This is an extended family for me or even my family. The second one is because I like to connect with people. I like to meet and connect people.
And the third one is because there are opportunities for me to develop and grow. I've been asking this question for many, many years. The answer is normally, or not always, the same. This also connects to, in a very important way, a social agenda in France. Today, we don't need amazing French engineers. We don't need this qualified talent. What we need is young people. We fit perfectly in this social agenda. There's a super amazing source of talent. We are part of a program that is called One Youth, One Opportunity: young people from underprivileged communities, partners with disabilities, and refugees. We are part of different organizations where we work together with them to be able to source partners from this.
This, together with the experienced partners we have that have been in the brand for more than 20 years now, it's an amazing combination. As I said before, this year is our 20th anniversary, and I believe there is a lot to celebrate, but also a lot of responsibility ahead of us. As I would like to say, this is the first chapter, maybe, of many, many chapters that are going to be written in France. I believe we share part of what I have shared, part of what you see here, but this is our focus in 2024. We have doubled the number of cities where we have presence in the last five years. We are in more than 55 cities today. Starbucks Rewards, we expect to finish the year with 250 estimated active members plus a tender of minimum 22%, again, estimated.
As I said before, we continue elevating our food. This is a year which will be, in a way, we are preparing to host the Olympic Games, which we know it's going to be an extraordinary event for Paris stores where we have an important percentage of our stores. We have worked together with Starbucks to prepare a really special campaign around the Games. Well, the journey goes on. Thank you, everyone, for your attention. Now let me introduce you to Cosme Torrado, head of Domino's Pizza. Thank you.
[Foreign language] Good morning, everyone. How are you? Now let's talk about Domino's. Domino's began its operations back in 1960 when Tom Monaghan founded the brand back in Ypsilanti, Michigan. Our DNA and people are quite unique. Therefore, Domino's Pizza is continuously progressing on its operations and worldwide footprint.
By 2018, Domino's Pizza became the largest pizza company in the world, surpassing its competitors. The second player is more than 1,300 stores behind us. Today, Domino's Pizza operates in more than 90 countries all over the world and has more than 20,000 stores, employing more than 350,000 team members. We call ourselves Dominoids. In 2023, global retail sales reached $18 billion, and 99% of the stores are franchisees. At Alsea, we own the master franchisee agreement rights to develop and operate the brand in Mexico, Colombia, Spain, and most recently in Uruguay. Today, Alsea has more than 1,400 stores across the four markets in which we operate. In 2023, Alsea retail sales reached over $1 billion. Alsea's portfolio is quite diversified, since 37% of the stores are franchisees and 63% of the stores are corporate-owned.
We currently employ more than 24,000 Dominoids across the four markets in which we operate, and we look forward to keep growing this number as we continue to open new stores. Domino's Pizza Alsea initiated its operations in Mexico back in 1989, and we are about to celebrate our 35th anniversary by the end of this year. By 2008, we started operating in Colombia by acquiring a few stores locally. Through 2014, we diversified our portfolio out of the America region and acquired Grupo Zena in Spain in order to operate Domino's Pizza and some other international brands of our current portfolio. Then, in 2022, we initiated operations in Uruguay with our first store. In sum, our stores are spread between four markets. Mexico accounts for 62% of the portfolio, Spain 27%, and South America 11% of our current portfolio.
I will break down the store classification by corporate and sub-franchisees in a couple of slides later, emphasizing a little bit more on the franchisee model. It is quite important to mention that annually, we serve more than 90 million customers in the markets in which we operate. Our brand keeps the growth momentum in place, and there is still plenty of White Space to reach the 2,000-store mark. Now, let me talk to you a little bit about our strategic business model. As you can see, our flywheel at Domino's is very similar to the one that we have in Alsea. We are focused on three main pillars: technology, operations, and culture. The client and our team members remain at the center of everything we do and at the center of every decision we make. Regarding operations, we have a 34-year track record of successfully operating the brand.
We at Domino's see ourselves as one brand, one store with two different businesses: being one business, the dining and carry-out segment, and the other one, our delivery business. We own the rights to develop the brand in the four markets, including corporate and sub-franchisee stores. Furthermore, we operate with an integrated supply chain, from the dough-making process to delivering the pizzas to our customers. One of our main competitive advantages is that we deliver ourselves, ensuring that we deliver with the highest quality, service, and image every single time to all of our customers across all of our markets. At Domino's, more than 40% of our business comes via digital channels. We have been committed to invest and improve our technology. That is why this year we've launched Domino's Cloud.
Domino's Cloud has the same front-end user experience than in the US, making it much more user-friendly and much more reliable. In 2024, we will launch our own integrated loyalty program called Domino's Rewards to acquire more customers, as well as to increase our customer lifetime value of existing customers. We are committed to being on the forefront of technology and innovation and constantly developing new ways to excel the pizza ordering experience. Our team challenges us every day to feed the power of possible, one pizza at a time. Domino's Pizza Alsea has been growing over the decades with an 8.1% CAGR from 2012 to 2023. Actually, the portfolio between corporate stores and sub-franchisees is quite balanced, with 7.6% and 9% respectively. By the end of 2023, 912 stores out of 1,441 stores globally are operated and owned by Alsea, representing 63% of the portfolio.
The remaining 37% of the stores are operated and owned by our sub-franchisees. Noteworthy, these sub-franchisees are fully aligned with Domino's Pizza's operating model and food safety standards. Delivery stores hold 90% of the portfolio, and 10% of the portfolio are our express stores. Express stores are the ones that do not have a delivery area. Basically, they just operate the carry-out and dining business and are located in malls or food courts. Our delivery still represents 56% of the business, while dining and carry-out represent the other 44% of the business. Finally, let's talk about our transformational innovation approach. Innovation has played an important role developing the brand, and it is not an exception during 2024. During the last couple of years, we've been catching up with the latest technology, and we will continue to do a full deployment of Domino's Cloud.
As I mentioned earlier, we will also launch in 2024 our own loyalty program called Domino's Rewards, and we are still committed to growing our EV fleet. We will be launching Alsea Geo 2.0, an internal system that inputs statistical, demographic, transit, penetration, and frequency data to set new locations to open new stores and fortress our markets. Regarding human capital, we're leveraging new technologies to improve our training, as well as piloting labor schedules to handle the rush and new management tools in order to be more productive. In brands roadmap , we will continue to do a full implementation of our revenue growth management strategy across all of our channels, new brand communications, and media agencies, and product innovation with promotional consistency.
In operations, we have introduced our Cutting Edge operations , an umbrella that holds revolutionary technology in our store operations, like digital shoulder surfing, inventory app, and the use of GPS. Alsea is committed to lead every single market in which we operate in order to become the number one pizza company. Thank you very much, and now let me leave you with Jaime.
Thank you, Cosme, and hello, everybody. I'm very happy to be here. I'm responsible for a full-service restaurant in Alsea. I have 20 years' experience, as Armando mentioned in the first slides. We will talk about some data about the industry and about our business. 2023, we closed with a high note. We closed with amazing numbers, with a double-digit growth in all regions. We have a strong presence in full-service, connecting more than 20,000 employees every week with 1.5 million customers every week. We attend, we serve more than 79 million customers per year. We play in the human connections. We are in the business of human connections. We are connecting our employees in a lot of experience with our customers. We have a presence in the main segments, driving by family and local foods with 405 Vips.
By the way, we celebrated in Mexico this year 60 years of the brand, the biggest brand of restaurants in Mexico and one of the most important brands of restaurants in Mexico: 318 stores in American food with Chili's, Cheesecake Factory, and Foster's Hollywood in Mexico and in Spain. About Italian food with 225 restaurants with Italianni's, Gino's, and Archie's: Mexico, Colombia, and Spain. And finally, with Asian food with P.F. Chang's 31 restaurants in Mexico. And the white space for these brands in all regions, as Armando said, is more than 350 restaurants. We make every year, we update every year our market holding capacity to understand the opportunities and the future of the brands. In the next five years, we could have almost 1,400 restaurants in this segment. It's a huge opportunity to continue growing our brands. We are experts.
And just to share some data, three years ago in Vips in Spain, two years ago in Italianni's and in Vips in Mexico, we started with a revitalization of the brand with amazing results that have more than four or five store EBITDA numbers additional. What is the revitalization of the brand? It's simple: 360 strategy, focus on our people, focus on our customers, and refresh of the brand. And we have amazing numbers. We have the right brands with double-digit growth in the main segments. We are very happy with this business model in Alsea. Now, we will talk about the industry size that we are playing in this segment. We have a kind of pyramid here that in the base of the pyramid is the street food.
The average ticket is around minus $10, then QSR around $10, and then the industry that we participate in: casual and family dining industry. The average ticket that the customer spends is around $10-$50 per person. On the top of the pyramid, we have $50 with the restaurants with fine dining. It's very important to understand that because the value of the industry that we participate in is $100 billion in Mexico and in Spain. Specifically, the restaurant chains that brands that we have are the value is around 6%-12% of this total. We are convinced we have a huge opportunity because we have the right brands to continue participating in a multitarget segment: all-day parts. We could serve a delicious breakfast in Vips. We have 40% of our sales in these day parts in Vips.
To launch our dinner, we could serve a hamburger, a ribs in Foster's, in Cheesecake Factory, in Chili's, or why not a delicious pasta or pizza in Italianni's, in Gino's, or in Archie's? Or a delicious dessert in Cheesecake Factory, and why not in all our segments or all our brands, a couple of wine, a cup of wine, a cup of our nice cocktail? For example, in a few minutes, we're going to the P.F. Chang's, the first P.F. Chang's outside of the states, front office to enjoy some sushi and some Asian food. We have a powerful value proposition formula where the hospitality is the base, human connections again, and the key players are the food quality, affordable pricing, specialized food, and the atmosphere and connection that we create every day. To understand our success and future opportunities, we have these three main buckets.
First, the restaurant industry is in good shape and in a good moment. The consumer demand. Our customers need more consistency. They demand more quality products around amazing experience. Commodity costs moderating. We have the last 12, 18 months with inflation in our main SKUs because we have a critical mass. Staffing. For me, this is the most important thing in a full-service restaurant. We offer a career path for all our employees. We have the best turnover of the industry. Why? Because we have, as Christian mentioned, an aggressive plan of compensation, variable compensation. One general manager is the person most important in the company. One general manager can make more than 12 months' salary in variable compensation.
Obviously, the support with Alsea, our international brands, and the shared services that Alsea gives us, we have the scale and critical mass to continue the position of our brands as a leader. We are the expert in operations, and we are convinced it's the key of success. We have more than years and years of experience inside our kitchens and inside our restaurants. Finally, profitability. Focus on margin contribution via high-volume sales and cost control with our customer as a priority number one. We have in our brands very attractive ROIs, plus 30%, and store EBITDA, plus 20%, store by store. We have multitarget brands. We have day parts for breakfast, we have day parts for the lunch, and we have day parts for dinners. We have offers for everybody. We have the right offers to bring amazing experience all day.
Finally, the last slide, we have a 360 innovation program with four strategic dimensions. First, product innovation. We have a team specific in research and development to have always the best menu items aligned to the trends, to the new targets, to the new categories, and obviously, each strategy of each brand, the strategy for each brand, sorry. We have every year a couple of trips around the world with our experts to visit the top restaurants, to visit the top chefs, to inspire, and to have the better products in our restaurants. We innovate between four and six categories for each restaurant every year, for each brand, and the innovation represents between 8% and 50% of our sales. It's very important for our customers to have always more products. Marketing and digital. In a constant evolution to engage a new audience, increase the frequency for our customers and loyalty.
The communication with our digital customers every day is more important. For example, one of our brands has more than 50% in sales in digital, in delivery. A couple of years ago, we launched one digital brand with amazing numbers, with amazing results. We have all the infrastructure and the knowledge to innovate in these opportunities. Store formats. With our design and development team, we made more than 60, between 60 and 100 projects every year between refreshing our stores and opening stores, always searching for more productivity in our stores, different formats. A strong operational vision. As I mentioned in the last slides, our vision model is based on our people and focuses on operations and our customers. We have the best scores in our internal and external quality audits. We have more than 20 daily surveys restaurant by restaurant to receive feedback from our customers.
Thank you very much. Have a nice day. And now, Pablo will talk about some digital and marketing. Thank you.
So great to be here. Good morning, everyone. It's a pleasure to be connecting again a year after we introduced our digital and commercial strategy. First, introducing myself, Pablo de Brito, commercial and digital global director for Alsea across all the brands and all the geographies, been working with Alsea for the last three years, a bit more than 25 years' experience. Second piece is connecting from the overall strategy that Armando presented. Armando presented four main pillars. One of the four main pillars is this one. The commercial and digital function also has four main pillars: digital sales that includes delivery, analytics and insights, CRM and loyalty that we are going to expand, and the fourth one is product innovation.
So I'm going to guide you on today's presentation on an equal balance on what we have achieved, but also as equally important on the opportunities we've got. So getting from the general to the numbers, like we say, so bottom left, top-line numbers, 31% of our sales are digitally based, okay? And that's across all the regions and globally. And whenever we talk about tender, it's all about the percentage of our sales that are digital. And whenever we talk about digital, it's basically adding up CRM and loyalty plus the digital delivery sales. So I want you to bear with me on those two concepts that we are going to expand. The second key piece is MXN 20.3 billion sales in digital sales, growing at a pace of 24.4%, 25% year-over-year, clearly above the business overall performance.
But the most important piece is that we are growing consistently and organically when we look at the order growth: 99 million orders in 2023, 26% growth. So those are very, very solid results which connect with the strategy that we are following and the solid foundations that we are building. So moving from the general to the upper side on the regions, those 20.3 distribute relatively similar to our business weight across regions. And you can see that connected with our digital sales penetration that is relatively around 31%, 31%, and 27%. Now, whenever we talk about customers on a 180-day basis, we are talking about 7.4, 7.5 million, growing aggressively above the rate of orders and above the rate of sales that I'm sharing with you.
Obviously, if we look at those customers on a yearly basis, we would more than double that figure, but we are based on an industry that is high frequency, and that's the right period to measure. So on the bottom right side, on a per-brand basis, so a couple of few messages. The first one, how are we doing on Starbucks? And in two metrics: growth year-over-year and the same tender or digital sales penetration. So we have grown on Starbucks globally 50%, our sales penetration is 30%, and I'm going to expand on that on the coming slides. But it's important that while we open and we launch, like Christian mentioned, Starbucks Rewards in new markets, adding on that figure globally, it's also important to highlight that we have grown almost 50% as well on our largest market like Mexico. And more to come. Domino's.
Cosme explained about Domino's Cloud and how we transitioned throughout this year to become back-to-back with our Domino's US partner. And the idea that we are going to expand is how do we become the best in class in what we do by replicating best practices? So you can see the 9% growth transition, but we started the beginning of the year with our conversion rate on our e-commerce around 18%-20%. Once we transitioned to Domino's Cloud, we had conversion above 35%. So radical change between the beginning of the year and the end of the year. And it's worth to note that the highest digital sales penetration across all of our brands is in Domino's. The third brand is BK, which also we are transitioning, and great results mostly skewed on delivery, clearly more to deploy and more to come on the CRM and loyalty chapter.
The final piece that Jaime connected a bit is on the full-service restaurants. Also, I'm going to expand why it has been a transition year, very successful on the digital results, especially in Spain, and the platform that we have launched after a bit more than three months with 1.2-1.3 million active customers, with more than 30% digital sales penetration, and looking to replicate that platform in Mexico as we grow. So we said one of the pillars is analytics and insights, and we wanted to share what does it mean. So the pillar or the building block of analytics and insight has three main pillars.
The one on the left is we need to make sure that we talked about the importance of being customer-centric, but to be customer-centric, we need to make sure that we are radically close and interconnected with marketing and consumer research data. That is not only about knowing the market share on a global basis, on a per-country basis, which, by the way, we've got 12% market share; we have grown around 0.4-0.5 market share, which is great because that shows the solid organic growth that we are having. Clearly, you can see the figures across Mexico: 17%, 10% in Europe, and the remaining piece in South America. It is just not enough to have the per-country reading on the market share. We need to have that segmented by the customer profile, customer socioeconomic level, customer age, geography, per-channel basis, per-occasion basis.
By having that granularity, even on a per-city basis, will allow us to understand the opportunities. Because remember that this conversation is just not about what we have achieved, but how we can become even more granular and smarter on capturing our opportunities. It's not about only where we are performing above the average or below the average, but it's to understand the reasons why. To understand the reasons why, it is as important to understand if we're having an issue on our communication or if we're having an issue once the customers try our product and why they don't become loyal. We need to understand that to put the action plans and drive organic growth. Obviously, everything we do is related to the customers we serve.
And clearly, Net Promoter Score is within our agenda and evolving progressively and evolving on that granularity, making sure that that is truly interconnected with our operation. So that's the first pillar. Second pillar, pricing and revenue management. Last year, we presented and we said we're going to do something about it, and we need to become more smart, more data-driven, less qualitative, more quantitative. And we have made progress, and I'm going to expand in the coming slide how we build this deployment across geographies and brands and which are the five main pillars on building this revenue management and pricing function within Alsea globally. On the right side, it is about customer analytics. And last year, we presented on the importance that what do we do with our customer data?
There are many ways on segmenting customers, but we need to start with the foundations of our customer base or the foundations of our building. So we decide clearly that it's all about frequency and ticket and the value of our customers, simplifying the segmentation between low, mid, and high value, standardizing that segmentation that we made progress throughout for all of our brands and all of our geographies, to have the ability to track, to have the ability to compare, to have the ability to catch the opportunities and further drive learnings, acceleration, and growth. That's the way we have grown on this chapter. That's the progress that we have made with more than 7.4 million customers, 14 million sales, 70 million orders. Moving from the three chapters on analytics, becoming more specifically on pricing and revenue management, there are three chapters on this one.
In simple terms, the first chapter is about restaurant segmentation. The more we get in detail, the more opportunities we get. Clearly, in simple terms, restaurant segmentation is all about understanding our locations, competitor locations, socioeconomic level of our consumers, how are we performing on a transactional level, and understanding statistically the number of tiers that will be adequate to manage different brands on different geographies based on different realities. That's the first chapter. The second chapter is, once we've got the tiers, well, there is a portfolio of products. Not all the products play the same role on a brand portfolio. There are traffic drivers, heroes, daily routine products which have very different roles than the ones we should be using to upsell or to differentiate our brands, which has less regular occasion consumption base.
The third pillar is not only about pricing on the tier basis and on the product basis, but it's also about promotional activation and how we drive value into our customers. I talked a lot about how do we define our prices and promotion, but if we don't communicate those, we are not going to drive traffic. If we don't communicate those outside the store, getting the customers in front of the store, getting the customers inside the store on that dialogue, it is as important as the first ones. The final piece, clearly becoming more relevant, we know that the delivery is growing and growing and growing and came here to stay. It has a chapter by its own to understand delivery fees, minimum order quantity, and the strategy that we need to work out on delivery.
Shifting from pricing and revenue management into CRM and loyalty. Last year, we presented almost the same slide, which we said on the four main segments, we are going to focus vertically to become the best in class. Francisco mentioned Starbucks Digital Solutions, and last year, we presented what it's all about. In simple terms, it's a set of digital solutions that goes from the operational store, how we improve the efficiency in our partners, how we drive better connections with our customers, and actually how we better drive sales through CRM and analytics. We are on that journey, deploying that across the markets and implementing those successfully. As we go, you can see part of the growth that we are having on growing total rewards around 62% globally with 23% sales penetration.
Cosme talked a lot about the chapter in Domino's Cloud, which is not only about the e-commerce but GPS, Domino's Rewards. How do we get all the toys, like they say, to truly explode the relationship and the sales? So we successfully turned around the business in e-commerce this year in Mexico. We clearly did that at the same time with Colombia and looking forward to implement that in Spain. BK, we are building a similar—we have already developed a similar roadmap than the other two previous brands and working on that journey and looking to implement that journey across Alsea and all the brands and all the geographies throughout this year. And the final piece in restaurant, as I mentioned, we said we need to make sure that we get one platform and we get to consolidate our learnings.
And we were very successful in implementing that in Europe, as I mentioned previously, and looking to replicate that success in our restaurant business in Mexico throughout this year. So becoming more specific, so from the total brands, just to share one update that we shared last year on the case study of Mexico. So the first piece, which is important, is to define our horizon and where do we want to get. And we want to become, as I mentioned, the best in class. And to become the best in class in this space, we need to get into the 60% that U.S. and Korea got. And that is a horizon, and you can see the figures. The second piece is where we are today. Last year, we achieved, in line with the plans, 28% digital sales penetration, almost 30% Starbucks Rewards.
But when you look on the right side, how much did we grow? We grew 45% digital sales in Mexico, clearly above the overall brand performance and above the business performance. And when we look only on the Starbucks Rewards, it was almost 50%. Down below, as I mentioned, is not only about the growth of pace, but the numbers of customers that we get and the frequency that we get on the number of customers. So more than 1.1 million customers, growing that 37% year-over-year. And the final piece, which is not only Starbucks, it comes quite consistently across all of our brands as we do CRM, is 2.3 x more value on the customers because they are having more frequency. And the final piece, you can see down below a bit on the KPIs on the rest of the markets.
And worth to note, like Christian mentioned, that France is doing great and clearly last year did 13%, but today they've got 19% and aiming to have a 21%-22% Starbucks Rewards tender for the end of next year, for this year, sorry. So the final chapter is delivery and e-commerce and aggregators. And usually, they ask me this question: "Pablo, how are you skewed on the third-party aggregators or you are looking for own delivery?" And it's not one or the other like we shared last year. It's how do you have a balanced strategy between the both and understanding the role of both. So the first piece on aggregators, they came to stay. They are non-loyal customers to a brand. They change a brand to another brand on a click.
We need to make sure that we are competitive and we grow and we gain market share to capture new customers. But at the same time, we need to make sure that we understand that in our own app, we deliver the best value. And the best value means having exclusive promotions. And when we talk about Starbucks Rewards, it's only on our app. And in the future, when we talk about Domino's Rewards, it's only on our app. And that's a balance we got on a centralized function getting all the learnings. As you can see on the growth, clearly the largest penetration is in Domino's. The highest growth has been in Starbucks and BK and the full restaurant business transitioning as we shared.
Down below, you can see the per region is similar to our business, the per brand a bit more skewed in Domino's, and per delivery channel between own and third parties, roughly 60/40. The final message to close is, and connecting to the video that Gerardo reminded me to share, we should not forget that we are a people-based company based on human connections, like many, many of my peers mentioned, being truly customer-centric. Once we define the horizon, we are very determined on chasing that. I want that, I think, truly connects quite well with the video that we are going to share. Thank you.
In our world, dreams know no boundary. Ideas are fostered, and our differences are reasons to celebrate. At Alsea, our strategic partners find the way to move forward, driven by a business model that creates value. Our team members are bridges to new cultures who multiply their talent and develop and grow in an inclusive and safe atmosphere. Our customers connect to a universe of possibilities that make each encounter in our restaurants an unforgettable moment. In our world, community is our inspiration to continue the fight against food poverty, promoting education and employability, and continuing to contribute to sustainability. We are a global culture because we're better when we join our ideas together. Our actions have the power to reach even further, and diversity sparks our innovation.
To achieve extraordinary results, we must add talent, service, and creativity in a unique recipe where our opportunity is as great as our imagination and our passion for quality spreads to new horizons. We celebrate every day our passion to serve, our commitment to make each moment special, and our inspiration to make our purpose come alive. To bring happiness and experiences full of flavor.
Introduce Federico, our new CFO, and he will guide the rest of the chapter on the economy. Thank you so much, okay?
Hola, hola. Hello, everybody. Thank you for being here. This is my first time, I hope, of many, but well, after you have seen all the efforts and all the tools and all the ideas we have behind the brands and the more than 70,000 team that we play part of Alsea, it's my turn to show you the figures that we will commit for 2024. It is not easy, as you have seen. It is digital. It is opening. It is white space. It is changing the cost of goods, controlling the people, productivity. It is not easy, this business. It looks like, but it is not. So to give you the 2024 guidance, I will start from the top line. As you can see in this chart, I will start from the revenues.
We will have revenues above 10% for 2024, and this has two drivers, two key drivers. The first one, the same-store sales in the right side of the chart. We have a range for 2024 between 7%-9% of same-store sales in the different regions where we participate. And additionally, the new openings, as you saw, we have a white space of more than 2,400 stores for the upcoming years. So this year, we will be opening between 250-300 new stores, out of which 75% of these stores will be corporate operated stores and the remaining 25% franchise. This is a key part. This is not only corporate stores. Sometimes, in some regions in the north of France or in some regions where we are weak and we have better local operators, we have to impulse through the franchises.
Then that would be for the top line and going to the EBITDA section, EBITDA growth, and EBITDA margin. I will talk only about the prior year for the 2016 figures. We will have an EBITDA growth of more than 11% for 2024 and an EBITDA margin equal or above 14.2%. As you see the figures by the end of 2023, we had a strong balance sheet position, and for 2024, we expect the same to close with 2.5x gross EBITDA and a return on equity in the range from 28%-29%. So that would be the guidance. We'll have opportunity to talk about these figures later. Regarding the balance sheet, as I said before, we closed 2023 with a strong balance sheet position, especially because we do not have any kind of pressure with our maturities. As you can see, we are really comfortable about this.
At the end of the year, we had a cash balance position of more than MXN 6 billion. The leverage ratio, the net debt ratio that we closed in 2023, it was 1.9 times. This slide is new. It is really hard to explain the efficiencies that we try to have in every line of the P&L. The SG&A is one of our obsessions. This is not only financial. All the brands are interacting to have the best ratio about the SG&A. We want to invest into our stores, not in the shared services. Obviously, we need the marketing. We need the finance section. We need accounting. We need human resources, but we want to put the money inside our stores. So as you can see, we have been able to lever more than 60 basis points in comparison with pre-COVID figures, but we are not going to stop.
We are trying to look for more efficiencies, more synergies between all the shared services section, all the departments, all the productivity parts of the company. We want to target a 5% ratio for 2029, sorry. As I said before, for 2024, we have a CapEx of MXN 6 billion. Well, I think I did not mention about that. For the openings range that we presented a couple of slides ago, we are targeting MXN 6 billion for that growth. The split would be 60% for Mexico, 25% for Europe, and 15% for South America. The kind of CapEx, openings and remodelings are using 60% of these MXN 6 billion, maintenance 25%, and digitalization and other projects. This section is relevant.
As Pablo just mentioned, we're trying to measure all the digital part, the delivery, the loyalty programs, and it's a key part even when the weight is not that relevant into the total composition. Finally, and to talk about capital allocation, we want to remark these four targets. These are the priorities in the left side of the chart. We want to invest in organic growth. As Armando said, all the team has said, Christian in Europe, etc., we have a lot of white space for the upcoming year. And this is a growth company. So that is the first priority. The second one, if we can do it year after year, we want to increase the pipeline. If we have the opportunity to open 400 stores instead of 300 stores, we will do. But obviously, we need to take care about the profitability, the return, peso by peso, etc.
That would be the second one. And the third one, if we cover the white space, the remodelings, all the digitalization programs that we have, we want to return cash to the shareholders. And the fourth point, but this is not a priority. This is a discipline. We need to be really disciplined about the balance sheet position. We need to take care of the net debt ratio. As you know, it was really awful during COVID. And we want to prevent, I don't know if this is going to happen in the future, but we need to be really disciplined about the balance sheet. And well, I think that's all from my part. I want to invite again Armando for the closing remarks, and then we will jump for the Q&A. Thank you very much.
Gracias.
No, that's fine. I like them.
Well, yes, first of all, thanks. I mean, thanks for all of you that came today. Impressive crowd. I never thought that we're going to be so many in this room. [Foreign language] so thanks for being here all today. [Foreign language] Okay. First of all, I will want to thank my team that hosts this amazing event today. [Foreign language] . Thank you very much for that. Then, of course, my staff, my leadership team that is here with me in the right, that is here there in the back. I mean, without their support, their everyday hard work, this cannot be possible in this organization that takes a lot of time and a lot of energy to that. So thanks about that.
I just want to close with saying that, like Gallo said, Alsea is an industry leader in the coffee shops, in the QSR, and the full-service restaurant. We are committed, and you're always going to say me that, to be the best operator, the best operator in all the segments that we are, with all the brands that we are, in the brands that we proudly represent, and on the brands that we take care of ourselves, like the unique brands that we have, like Vips and Foster's Hollywood and Italianni's that are part of our portfolio. So our business model, I think, is very highly profitable, and we have a diversified portfolio in all the regions. We have still a lot of white space and room to grow. So this is an opportunity company that the story is just beginning.
So we are, like I said, very anxious to see that we can accomplish a 7,000-store company in the near future. We also, like Federico said, that word discipline, I love it to say, a lot of allocation, CapEx allocation. Last year, if you saw the CapEx that we present in the Alsea Day and our guidance, we really took care of that, and you saw how we could achieve the results that we have, lowering the CapEx probably 10%-15% last year about what we said in this conference. So I think that's great. And I will also want to talk about target long-term net debt because I think we will focus on that two times, EBITDA debt, and this is going to be the strategy in the future. So I just want to thank you all to come. Thank you all to be here.
It's a privilege to stand beside all Alsea team members. We're going to pass by to the Q&A, I mean, answers, questions and answers. We're going to put the staff here, and please feel free to ask any questions regarding the information. I will pass that to Gerardo.
Thank you, Armando. Thank you. So please wait a couple of minutes so we can prepare the stage for our presenters, and then we will go into Q&A. Thank you.
P [Foreign language]
Please, if anyone has a question, please raise your hand. Bob Ford from Bank of America, please go ahead, Bob. I think the mic is not working.
Thank you very much, Gerardo. Pablo, with respect to analytics and insights in CRM, how should we think about the learning curve?
Sorry, sorry. The volume is too low.
[Foreign language]
Yeah.
Okay, perfecto. Pablo, with respect to analytics, insights, and CRM, how should we think about the learning curve and implementation timeline required to optimize digital tools and drive consumer digitalization? And how does that translate into sales and margins of the coming 3-5 years?
See, so thanks for the question. Hi, nice to see you again after last year in New York. If I understood you well on the question, in simple terms, which is the learning curve on analytics and insights, CRM, and digitalization, and how that translates, especially on driving sales and improvement in growth towards the next five years? Is that correct?
Yeah, I'm just trying to understand the numbers associated with digitalization, right, especially when it comes to the analytics and insights and the CRM.
Okay. So let me expand on analytics and insights goes back to back with the CRM. So when we talked about analytics and insights, the chapter that goes back to back to it is the one that was on the right when we talk about customer segmentation. So to have the right customer segmentation allows us to have the right targeting and the right offering and the right customer journeys and evolve that towards, ideally, at some moment, the more and more what they call personalization. Exactly. So that's the way the first part of your question, that's the way analytics and insights gets back to back with the CRM.
The second part of your question, getting from the conceptual to more the numbers, when you look across the brands, we shared that our total sales penetration is 31%, a bit more than 21%, 22% is around CRM and loyalty across all of our brands. We are evolving on a per-brand basis depending on how mature we are on our deployment, technological platforms, and digitalization. In the example of Starbucks, as we shared, we are deploying Starbucks Digital Solutions. Clearly, the more mature markets are driving better acceleration, the new markets are having the previous learnings and having markets like France, and Christian mentioned that, and Spain, after one year, they are getting on the 20% digital penetration. On the other pieces, that happens in Starbucks, Domino's, and also in other brand benchmarks.
Every customer that we make a digital customer, on average, has a bit more than the double of the frequency on a 180-day period versus a non-digital customer. So what I would say on the journey is we are accelerating growth while we finalize, solidify our foundations. 2024, still in general, will imply important deployments to consolidate data across brands while you should expect faster and larger growth versus previous years. And I would say that as a natural process on what we are building in 2025 onwards should be even better. And the more customers we've got, the more value we drive based on frequency and the more growth that we drive. So what you can see on 2023 figures are higher than 2022 figures. We expect to keep on growing that as a ladder as we mature our programs.
Just as a follow-up, in the newer cohorts of your loyalty programs, are you seeing diminishing returns, or are you seeing greater productivity rates because the digital tools are getting better?
Clearly, much better opportunity rates. So let me shift from Starbucks into Domino's to pick another brand. As I mentioned, we implemented Domino's Cloud. On our previous local e-commerce, we had around 20%, 18%-20% sales conversion on our e-commerce. That implies that from 100 customers that get on our e-commerce, 18%-20% get to buy, okay? After moving into Domino's Cloud, we changed that within nine months from 20 customers to 35 customers on such a short period of time. That's a huge amount of money based on the investment. And clearly, when you see on the total year, that's a high single-digit figure. But what I can share is that as a consequence of that, we are growing this year at very good, solid double-digit figures as a consequence.
Just to put a specific example, and clearly on returns, we are getting high levels of returns on the investments on technology. Federico explained that within our CapEx allocation, it is part of our core strategy.
Very helpful. Thank you.
You're welcome.
Thank you, Bob. I will try to go in order. Rodrigo from UBS, so Nadia oh, sorry.
Renata.
Renata, you already have the mic.
Yes.
So go ahead, Renata from Citi.
Can I go ahead?
Okay. So thanks so much for taking my question. This is Renata from Citi. My question is regarding the same-store sales guidance. If you can give us some color in terms of price increase and volumes in each region, which region you think you have conditions to pass through inflation, more than inflation, or less than inflation? Thanks so much.
Okay. Regarding the same-store sales, traffic and orders are related about, sorry, 5%, and the remaining 3%, in average, is inflation. In terms of the performance, we honestly expect all the regions to transfer part of the inflation to the final price. We always do the same. With the cost structure that we have in Alsea, if we transfer 100% of the internal inflation of Alsea to the final customer, we can have an expansion into the margin. That would be the answer. I don't know, Armando, if you want to deep dive into the performance of the regions.
No, I think, I mean, I mean, you asked probably that question two weeks ago when there were analyses about how we're feeling same-store sales. But as Federico says, 70% will come from order. That's what we are targeting. We are not seeing any inflation in La Cesta de la Canasta, wherein our product of our distribution centers, at the end, we always have captured probably price all the way to June. So at the end, we just close January and February with a deflation in some products that we have and some raw materials. The cheese that is important for us is at low levels now. So we will not and never had to, I mean, wanted to increase price. That's something that we really want to do not touch. No, we rather do it by innovation. We change our product, change our mix.
This digital journey is also helping us a lot right now to increase Same-Store Sales orders.
Okay. Now, Rodrigo from UBS, Nadia, here. Nadia, here. Please go ahead, Rodrigo.
Thank you.
Thank you.
Thanks for taking my questions, and thanks for the event. The first one would be for Cosme. Maybe, I mean, we all know that one of the competitive advantages of Domino's is precisely the delivery, right? But let's talk about the dining formats, right? Maybe if you can comment about the performance of such formats in the context of competition with Domino's, right, with Little Caesars, sorry, and precisely how Domino's is competing with Little Caesars. That would be my question for you, Cosme. And then I have a very short. Sure, Rodrigo. Thank you. You're right. In regard to same-store sales, we've been growing at a constant pace. We finished Q2, sorry, Q4 of 2023 with a 9.4% growth in same-store sales. And we compared ourselves with a very aggressive base from 2022.
We launched some very aggressive pricing in our in-store, carry-out, and dining business, Sartén 149, which has really been a driver and very price-attractive competing to Little Caesars directly. And we also launched a really price-attractive pizza of 129 MXN. So that's how we've been managing to do front-fighting against the competition, particularly in Mexico. And we plan on launching also new strategies to keep building the dining and carry-out segment. Technology is really going to help us do that by picking up in the store. It's really going to drive a new segment of sales for us.
Awesome. Thank you. And the other one would be for Fede to understand a bit more on the assumptions on the guidance. First, to what extent do you think on the top line, you're being conservative? I mean, we have Olympic Games in Paris, right, could pose your sales of Starbucks. You also announced an investment in Yucatán, right, for Domino's Pizza year-end 2023. So just curious on that. And on the other hand, thinking about the headwinds, what could be wrong for 2024 on store openings, perhaps, right? I mean, you met your guidance last year, but you were in the low range, right, on store openings. What could be wrong for store openings this year?
Okay. In respect of the top-line assumption for the revenues of more than 10%, obviously, we are suffering since the last quarter of last year a slowdown in Europe. This was commented in the conference call a couple of weeks ago. Honestly, we need to be really respectful and disciplined about what we are translating to you or investors' community. Even when, obviously, it seems like a conservative figure, we are targeting internally for a much higher figure through the digital innovation, accelerating the openings. But understood your question, but that is the reason we are taking into consideration what is happening in Europe and in France, especially with the boycott against American brands such as Starbucks. We have been battling with this since the last quarter.
Obviously, by the end of Easter, we hope, and with the spirit of the Olympics, etc., we hope we come back to normal. That would be the first.
Your second question was about openings delay?
Well, it depends on the country. That depends on the country. For example, in France, while in the rest of the Alsea portfolio, in all the 11 regions except in France, in France, we could take more than 1 year to obtain the permits. That would be one answer. And as you know, a huge part of the pipeline, not just for 2024, but for the future, is coming from France. As long as we find an opportunity, we found an opportunity a couple of years ago.
What I was saying, Rodrigo, I mean, I feel very comfortable right now with the pipeline that we have. All my colleagues, we are being working very hard in having a good pipeline. Those stores that we opened in the past year or 18 months are performing a lot better in our coffee shop portfolio than the rest of the average. So I think the pipeline is there. It's also a very good quality pipeline because more than 40% of those stores probably are going to be drive-throughs, especially in Mexico now. So with probably double the sales in average that we had in the past.
Thank you, guys. Álvaro from BTG, please go ahead, Álvaro.
Thank you. Thank you for the space for questions. Great event. My question is on labor in Mexico. I'm curious specifically on the gap that you're seeing between store manager and an entry-level employee and how that's closed over the last three or four years and where you feel you are in terms of competitiveness relative to your peers. Thank you.
Thank you, Álvaro. Like I was just saying in the morning right now when we arrived, only 36% of our people in Mexico have the minimum wage. So that's only the waiters of our restaurant division and the drivers of the Domino's stores. So it's not really and you've been seeing in the numbers the past five years, the increase is between 20% each year. And we will be able to manage the labor line. This is not the case that we're going to do now. So there, we are doing some examples and some practicals or pilot tests, not only in Mexico, in other countries, working with 42 hours a week instead of 48, just to be sure that if there's something going on in this market with a decreasing of the hours that we work, what can be happening? We already operate like that in Chile.
We operated like that in Europe. So I think we can move with the best practices. Regarding the gap that you are asking me, yeah, there is a gap. But like Jaime just said, our managers can probably double their salaries if they can reach their goals in financials performing. So we are not actually our turnovers in managers. When I talk about turnover now, it's the global company, everybody that works here. But when we talk about managers, our probably turnover will be less than 40%. So I don't mean we still have a lot of opportunity. People come to Alsea and stay because they say, I mean, a company that opens 250 stores, there is a lot of opportunity to stay here. And there is a lot of good costs to stay here and to just keep on building and keep on growing in the company.
So in the manager aspect, I think we don't have that problem as probably other retailers.
Awesome. And just one quick follow-up for Fede on your Mexican peso assumption embedded in your guidance. What do you guys sort of?
What the macroeconomics analysts are saying. So I don't remember the exact figure at this time, but we are thinking about the depreciation of the peso in comparison with the dollar. That was what we took when we built this guidance and the budget, obviously. And we are working with that. There's a huge opportunity in the raw materials inflation that we're facing. As you know, during the previous year in Mexico and in Europe, we faced a double-digit increase. And like Armando said a couple of minutes ago, we are seeing a decrease in the prices. Obviously, that is not included in today's guidance. We'll see in the next months.
Thank you. Now, Ulises from JP Morgan.
Hey. Thanks for the space for questions, guys, and for hosting this great event. I actually had a follow-up here on the labor question that Álvaro just made, but kind of from a different angle. So obviously, you guys have been working well with the levers on keeping the employees and kind of doing an overall good job in that sense. But is the tight labor market that we have and the conditions that we're seeing with unemployment and all of that, is that eventually a cap to store openings? Is that something that is kind of becoming a headwind for you to some extent?
I mean, I'm sure you've been here 4 or 5 days with other companies, and they are telling you what's going on in labor. I did this yesterday, this example. We used to do, when we open a store, we put an ad or whatever in social media or newspaper or whatever. We used to receive probably 150 people in the line. Now, we don't receive that much. We receive probably 50. But now, artificial intelligence for us, and we do a strategy called Únete. And we have other ways to hire and not the old-style way to do it, by AI. And that helps just redirect people with a correct brand, the correct position in the brand. So for us, in this case, there's not any problem that we've been having of hiring people, not only in the new location.
Of course, with having 42,000 people working in Mexico and the turnover that we have, we do hire around 3,000-4,000 people a year just for the rotation that we have. So we are very prepared for any conditions, not only in the turnover, but also in the new stores that we open. And actually, where we are opening now, that is not Guadalajara, Monterrey, whatever, that we open, we are a very, very attractive place to work in the cities that our brands are not there yet with presence. We have big lines to be part of Alsea's portfolio.
Perfect. Thanks so much. Just maybe a quick follow-up, if I will, for Fede taking advantage that you're there. Obviously, long time in the organization, but kind of the new kid on the block there. So now, with your former role as CFO for the whole company, what's kind of the number one priority that you have? What's taking up most of your time?
Bringing more efficiencies to the bottom. I think these guys are dealing with the hardest part, which is the top line. It is not just to give them good words. As I said before, it is not easy to bring one customer to have a pizza or to have a coffee. So we need to help them about the administration, about the optimization in the bottom line. Obviously, it is not like I'm bringing something new, some new idea about bringing efficiencies. But we did that in Europe a couple of years ago when the COVID was there. So I think there's an opportunity in there. We are going to capture that in the next two years.
Okay? Thank you.
Thank you. Now, Ben Theurer from Barclays. Please, Ben.
Thank you very much. Also, thanks for the presentation. Just wanted to follow up on one of the comments you just made around the deflation that you're expecting and that you're seeing in some of the raw materials. When we look at the guidance, top-line growth, EBITDA growth, it seems conservative, like the implied margin expansion, particularly in light of the comments you just made around the decrease on some of the raw materials. Help us understand where you stand on hedges and what you're seeing as a potential upside risk?
We do not hedge any kind of commodity. We overstock sometimes some kind of products if we see the opportunity of the price. But we do not hedge any kind of commodities. Into our budget and into our guidance, we did not take any assumption about reduction of prices. But we have seen that trend since the last quarter of the last year. I am not talking about recovering the double-digit impact that we had before, but maybe a couple of percentage points in some key items. And that is good because we want not to pay pressure into the final price to the customer and bring customers into our stores. That's the hardest part, bring new traffic, new customers, because it is really easy to save one quarter or two quarters with a price increase. But that is not what we are trying to do.
Okay. Then I had one follow-up on the digital sides. In the past, we obviously had Wow Rewards and one platform for some of the restaurants to order. But at the same time, you have the Domino's piece, which I think you've changed now the app. Then there's Starbucks also coming from outside. Any plans of further integrating or disintegration as it relates to the different platforms as we think about coffee, pizza, and the casual dining segment? Thank you.
You're welcome. Thanks. And very good question. So it has two or three sides on the answer. So the first piece is it took us some time, but we got the learnings on how to become the best-in-class. And rather than reinventing the wheel, we need to become truly back-to-back with our global partners. So that's the first key message. And once we are there, then we build on top of them with them. So that's the way we are building Starbucks Digital Solutions. That's the way we are accelerating Domino's Cloud. That's the reason on the previous question that we are more efficient and more agile to truly catching up and accelerating the key building blocks. And that's the reason that we do that on a per-brand basis.
The second part of the question is we should not forget, and we got a learning, that the ones that relate to our customers are the brands. And that means Starbucks, Domino's, BK's, and our restaurant brands. And we need to make sure that we are very consistent on that. And the third piece, which is in the horizon, is one thing is the brands that relate to the customer, but very different is the back-end architecture. And towards the horizon, yes, in the agenda is that we have customers that go on Starbucks and go on Domino's and go on multi-brands performance.
As we build the different foundations, it is in the agenda, not in the front end, but in the back end, to make sure that we have enough analytics and insight segmentation and enough cross-marketing targeting to make sure that with the right rules and the right guardrails, we truly further accelerate our growth into the next level. That would be my three-concept answer. Does it make sense?
Yes. Thank you.
Thank you.
Thank you. Now, Alanis from Santander.
Thank you so much. Congratulations for the event and for the results. My question has to do with the relationship you have with the owners of the brands. What are the opportunities and the challenges? I'm sure that they're extremely happy with your performance. But how do you see the relationship going forward? And are they asking you to take new countries and so forth?
I mean, we have, I think, three very powerful relations. Starbucks, as Francisco said, we are I won't say number one, number two, but we are in the top three of the list with Alsea and the guys from Korea. We are a privilege to have an amazing journey with Starbucks. Actually, the new CEO that is in place last 18 months was before a Pepsi people that was here in Mexico for the last eight years. He knows the country. He knows our problems. He knows our opportunities. So he was here in March, just in March of last year, visiting the first time ever this country. And we have a long and a good relation with them. That question was asked yesterday. Are you pursuing new?
We will always be open to talk to anybody that can, especially in this brand, that can give us some opportunity to grow. We already went down south at the end of the year to see an opportunity. I think that wasn't an opportunity for us. So we closed the door for that. But we are always talking to Starbucks about what can we do with them regarding. We still have a 20-year contract with them or 15 years. So I think that's very good. The other one is DPZ. They're called a G7 Group. We are part of that G7 Group. I think we are number two or number three in their category of stores and revenues. And they're coming in two weeks again. And we have a great relation. They are super happy with them. We opened more than 75 stores last year.
We are just targeting open another 100 this year. So yeah, they are looking for growth and looking for good partners. And I think every time they do SDS, we're going to put that technology for them. That's a MXN 15 million investment just in Alsea. When they do the cloud, we do that. So we are very well aligned. And in the RBI, the same. We've been with RBI a long time ago. They're doing a lot better things than they did before, especially the brand of Burger King in Mexico and especially in Mexico, Argentina, and Chile. It's a complete story of what they are doing in the U.S. We have a healthy now company. So the relation, the future, and just the ongoing business with them are as good as ever, I will say.
Thank you. Thank you.
At the end sorry, at the back, I think Héctor Maya from Scotiabank.
Thank you very much. Armando, just wanted to understand if you're having conversations with your strategic partners, the owners of the brands, or what kind of conversations you're having with them regarding artificial intelligence. We've been seeing a lot of examples and a lot of acceleration from the brands in the U.S. with initiatives in AI to push the implementation of the technology in drive-throughs, in digital kiosks, and in general, in the digital channels. We've been seeing Starbucks, Domino's Pizza, McDonald's, Wendy's, many, many examples, right? And we understand that maybe minimum wage in Latin America could delay implementation of the technology in the region, right? But yesterday, Walmart announced that they are going to launch an AI initiative facing their millions of customers in Mexico. So that is coming maybe faster than expected.
Wanted to understand your vision for the technology in the next three years, the conversations you're having with your partners. And if maybe if you're not considering that yet for Latin America, if you're considering that for Europe because the labor cost there maybe could make the technology to make sense faster than expected. So thank you.
That's a question between technology, digital. Finance, we step a little bit. But I'm going to answer a little bit that question. And I'm going to pass my expert here, Pablo, because we are in talks about what can we do in AI with them and where can we approach now with them. So he's going to tell you a little bit. But I'll tell you, all the digital things that we are doing just in we are digital kiosks. You just mentioned digital kiosks. By the end of the third quarter, we'll have all the 475 stores of Burger King that we have with digital kiosks. That's going to increment we have it right now in probably 40% of the portfolio. That's increased around 22%. That's what RBI said yesterday, Pablo, 22% of average ticket average.
That will reduce the turnover and the labor hours in our stores. So that's a terrific idea that we're going to do the implementation. We also do MOP for Starbucks. We have a great opportunity there. Only 2% or 3% of the sales are in MOP. I don't know, Christian, in Benelux, what is MOP? But are very low in MOP comparing to the US, 1%. So we're going to talk a little bit also digital. When we're going to have right now all the technology and the platform ready, pickup will be just a great pickup. In the US, it's doing just great. And we will have that technology available. So I think all the things that are already working in the US, we will do that. I will pass that to so we can talk about AI.
So thanks, Armando. And thanks for asking the question. So a couple of angles. First, just a question, which is the kind of relationship we've got on our partners? I will answer on the overall technology digital front. And then I will be more specific on AI, not to get on too specific. The first piece in the way we evolved today, we are having direct relationship at the C-level on the technology and digital responsibles or on our main partners. And we are having a common agenda. So we didn't have that perhaps five years ago. And now we do have that. And we have made concrete progress towards implementation. That's the second message. So it's not just PowerPoint. It's just becoming a reality. When we said Domino's Cloud, implementing that, turning around the performance, driving better sales conversion. And it's not only the e-commerce, but the GPS.
GPS has the logistics, DSS, Digital Shoulder Surfing that relates to the checkout, Domino's Rewards that is coming. Clearly picking up on the type of conversations that from the foundation to the building blocks connecting to the future. On the example of Domino's, but similar situation with the other key brands, we are part in the same table of the council of what is going to be the technology for the brand in the coming five years. Picking up on the general technology to the AI, in the case of Domino's, we do have the Domino's is engaging with Microsoft AI as a concrete partnership. Clearly, we are sitting at the table at the same rhythm that our main brands in the US are evolving.
To be back-to-back is instead of being 5 years delayed, we are looking to be 3-5 months delayed on the latest innovation in technology and digitalization. That includes AI. That is the reason on how we evolve the approach and how we are integrated with them. The final piece that you mentioned specifically on investments, on the contrary, we are more focused than ever on the true importance of the technology for simple reasons that we know that to make sure that if we want to keep being competitive in the market, we need to make sure that we truly invest to accelerate. The second piece is we should not forget that we shared is that digitalization allows us to grow above our business average.
The key on technology and digital transformation is helping us on same-store sales growth, same-store order growth connecting to the financial results. So rather than segregating that, we are more focused than ever. The final piece that you mentioned between South America, Mexico, and Europe, today, the way we are behaving and we are trying to be more and more disciplined, we are looking to behave as a global company. Starbucks Digital Solution, there is one agenda for all the Alsea markets, different realities. The same we are doing with Domino's Cloud. The same we are engaging with RBI and BK is not only one market, one country conversation, but we are looking to engage on a per-brand across all the geographies. So I hope that I covered the different angles on your question. Thank you.
So thank you. Sorry. Just wanted to very quickly understand the bottom line. If it would be a reality or it would be hard to imagine that maybe in the next three years, if I come to Mexico, go to a drive-through at a Starbucks, ChatGPT, or something like that, could be taking my order? Would that be if that happens in the U.S. in the next three years, that would surely happen in Mexico as quickly?
So yeah, as I mentioned, the answer would be yes. The aspiration would be yes. Especially once we deploy the foundations for the coming innovations that are going to be built up on top of that foundation, we expect to shorten that difference in time between the US and ourselves. That is very clear. Thank you.
Thank you.
Thank you. We have another question here. Anyone else?
Hi. Felipe Cassimiro from Bradesco BBI. Good morning, everyone. I just wanted to explore capital allocation. That was a slide that Federico presented. So the strategic focus is on growth, obviously. But the company is generating a lot of cash, reducing leverage. And you're talking about total return to shareholders. I'm just trying to get a sense on the timing maybe to increase dividends or something. To increase what, sorry?
The dividends. Okay. We have not accepted. We are in discussions with our board regarding the paying of dividends. As you said, we have been really disciplined since COVID about decreasing the leverage. We will do the same. Obviously, we want to grow more instead of paying dividends. But if we do not see a clear pipeline for the year, we'll return something for the shareholders. Obviously, this would be in line with previous payments in the past, okay?
Maybe excess cash, maybe it makes sense to look at inorganic movements, other brands to the portfolio, or no?
Well, as you know, we are always looking for opportunities. At this time, we have more than 2,400 stores to grow in the next 10 years. So having said this, if we have something interesting from one of our brands in the countries where we operate or right next to these countries with a huge footprint opportunity, we will look at it. As Armando said, we saw an opportunity in South America. It was not interesting for us. We want to really go back to basics with the pipelines that we hold. That would be the answer.
We have now Cristina from Punto Casa de Bolsa.
Thank you. Can you comment on the consumer behavior that you have seen in the first 2.5 months of the year? And what is your expectation for the rest of the year?
Well, no. The expectation is these same stores that you saw that is 7 and 9. I mean, it's very diversified. And first 9 weeks of operations that we've been having regarding coffee shop, regarding restaurants, regarding Domino's, in their overall, we are doing well. And we started the first two weeks very good. And then we saw a deceleration. But we are used to practice all gymnastics or whatever that we can do just to find opportunities in every level of the organization, coffee, pizza, restaurant. So I mean, we are not worried about the year now. Everything can be recovered. If everything can be recovered, we still have 11 months or 10 months to go. So I think Mexico and also other countries are going to have a good economy in this year. Things look good for us, especially when inflation is not affecting us.
And we can see that we can drive that completely path in 10 more months without that thing of inflation, energy, inflation in our raw materials. I think there's a lot of things that we can do. When we launch promotions, good opportunity for the consumer, our sales really rise in a good manner. So I think we are my team, us, every day working with how we can build more topline because that's the name of the game. We are tight in all of the concepts. When you see our P&L and you check around, we are really working in every piece of the lines. But topline is the one that it will get us to the 4.2 that we delivered last year. That is a topline road to go. And there are where we working in every day and every single moment.
Thank you. Regarding Starbucks, are you implementing the Siren System in the Starbucks units operated by Alsea?
No. No. The Siren System is just in the U.S. now. They are in pilot test still. We already raised our hands to see if we can do it. And there's not only Siren test. There's other 4 or 3 pieces that can be jumping in our store. But they are not ready now for the licenses yet. So as soon as we are able to use it, we're going to do also a pilot test. And we're going to see what those machines or technology are capable to do and if they have a return on investment because we are looking for. I have a question mark a little bit on those things.
Okay. Thank you.
Morning, gentlemen. This is Thiago from Goldman. Thanks for having me. I have a follow-up on the guidance. Maybe this is for Federico, correct? If I'm wrong, but it seems your guidance implies slightly lower CapEx per store this year, right? So the question is, if this is true, and if yes, how important is this for you to reach your ROIC? And more importantly, how does it mean for long-term ROICs going forward?
No. We do not see a slowdown into the CapEx per store. It is pretty much the mix. Maybe that's the difference when you are growing into one brand or one region from another. But it is pretty much the same than we had last year. Obviously, we are not having inflation or raw materials impact, as said before. The returns that we are expecting to increase the ROIC because that's the target, not only the return on equity but the return on investment, we are having terrific paybacks below 3 years depending on the brand and region where you operate. It's pretty much the same than in 2023.
Is there any additional question? If not, then we will finish our session. We will prepare ourselves to go to the P.F. Chang's across the street for those that register in having lunch with us. Without any further detail, thank you for all the team.
Bueno, gracias, Gerardo. And thank you, everybody. Thanks for coming. I hope you said that you like this place because I love it. If we can do it next year here, it will be fantastic. But all depends on you. You are the guys that choose the place and choose the time. So we are here to serve. And thank you very much. And have a good day. And I don't know what we are going to go strictly there. Okay. So I think we are ready. Thank you.