Items Affecting Comparability of Net Income and Cash Flows (Details) (USD $) In Millions, unless otherwise specified	12 Months Ended																							12 Months Ended							12 Months Ended																							3 Months Ended	12 Months Ended			12 Months Ended
	Dec. 31, 2011 restaurants		Dec. 25, 2010		Dec. 26, 2009		Dec. 31, 2011 Closed Stores [Member]	Dec. 25, 2010 Closed Stores [Member]	Dec. 31, 2011 LJS and AW	Dec. 31, 2011 LJS and AW Closures and impairment (income) expenses	Dec. 31, 2011 China		Dec. 25, 2010 China		Dec. 26, 2009 China		Dec. 31, 2011 YRI		Dec. 25, 2010 YRI		Dec. 26, 2009 YRI		Jul. 01, 2010 YRI Russia restaurants	Dec. 25, 2010 YRI Mexico	Dec. 31, 2011 YRI LJS and AW	Dec. 31, 2011 YRI PH UK restaurants	Dec. 31, 2011 YRI PH UK Refranchising (gain) loss	Dec. 25, 2010 YRI PH Mexico restaurants	Dec. 26, 2009 YRI PH South Korea	Oct. 31, 2011 YRI KFC South Africa restaurants	Dec. 25, 2010 YRI KFC Mexico restaurants	Dec. 25, 2010 YRI KFC Taiwan restaurants	Dec. 26, 2009 YRI KFC Taiwan	Dec. 31, 2011 U.S.		Dec. 25, 2010 U.S.		Dec. 26, 2009 U.S.		Dec. 31, 2011 U.S. Employee Severance [Member]	Dec. 25, 2010 U.S. Employee Severance [Member]	Dec. 26, 2009 U.S. Employee Severance [Member]	Dec. 31, 2011 U.S. LJS and AW	Dec. 26, 2009 U.S. LJS and AW	Dec. 31, 2011 U.S. KFC restaurants	Dec. 25, 2010 U.S. KFC restaurants	Dec. 26, 2009 U.S. KFC Franchise and license fees and income	Dec. 31, 2011 Total amount allocated to segments		Dec. 25, 2010 Total amount allocated to segments		Dec. 26, 2009 Total amount allocated to segments		Mar. 24, 2012 Little Sheep Group Limited [Member]	Dec. 26, 2009 Little Sheep Group Limited [Member]	Feb. 01, 2012 Little Sheep Group Limited [Member]	Dec. 31, 2011 Little Sheep Group Limited [Member]	Dec. 26, 2009 Affiliate in Shanghai, China [Member]	Dec. 25, 2010 Affiliate in Shanghai, China [Member] KFC	Dec. 26, 2009 Affiliate in Shanghai, China [Member] KFC	May 04, 2009 Affiliate in Shanghai, China [Member] KFC restaurants
Facility Actions [Line Items]
Number of restaurants refranchised																												123			222	124
Number of restaurants offered or decided to refranchise																										350																			250	600
Total losses related to long-lived assets held for use and measured at fair value on a non-recurring basis																											$ 74
Goodwill impairment loss																										0			12			7												26
U.S. Business Transformation [Abstract]
Charges relating to U.S. general and administrative productivity initiatives and realignment of resources																																		21		9		16
Unpaid portion of current severance liability related to U.S. Business Transformation																																								18	1
U.S. Business Transformation severance payments																																								4	7	26
Investments In US Brands																																															32
Income tax expense (benefit) related to goodwill impairment																																												0
Depreciation reduction from the impairment of restaurants we offered to sell																										3																			10	9
Divestiture of Business [Abstract]
Pre-tax losses recognized on business divestitures									86	80
Net tax benefit on business divestitures, including benefit on pre-tax losses and valuation allowance related to capital losses									(104)
Percentage impact on Franchise license fees and income																									1.00%																		5.00%
Percentage impact on Operating Profit																									1.00%																		1.00%
Business Combination
Current ownership percentage																																																								93.00%	27.00%				58.00%
Escrow deposit for pending acquisition	300		0																																																						300
Letter of credit provided for pending acquisition																																																									300
Number of restaurants acquired																														68
Number of company owned stores acquired																							50
Number of franchise owned stores to which we gained full rights and responsibilities as franchisor																							81
Amount of cash paid to acquire interest in restaurants																							60							71
Amount of long term note receivable settled as part of acquisition																							11
Amount of long term debt assumed as part of acquisition																							10
Remaining balance of the purchase price anticipated to be paid in cash																							12
Additional percentage of ownership acquired (in hundredths)																																																								66.00%					7.00%
Approximate number of restaurants operated	7,400																																																												200
Amount paid to acquire an additional ownership percentage																																																						584	103					12
Ownership percentage prior to acquisition (in hundredths)																																																													51.00%
Recorded value of previously held ownership prior to acquisition																																																													17
Gain on consolidation of a former unconsolidated affiliate in China	0		0		(68)	[1]																																																				(68)		(68)
Income tax expense (benefit) related to consolidation of a former unconsolidated affiliate																																																										0
Impact on Company Sales due to consolidation of a former unconsolidated affiliate in China																																																											98
Impact on Franchise and license fees and income due to consolidation of a former unconsolidated affiliate in China																																																											6
Impact on Operating Profit due to consolidation of a former unconsolidated affiliate in China																																																											3
Facility Actions [Abstract]
Refranchising (gain) loss	72	[2],[3]	63	[2],[4],[5]	(26)	[4]					(14)		(8)		(3)		69	[3]	53	[4],[5]	11	[4]		52									10	17	[2]	18	[2]	(34)
Store closure (income) costs											(1)	[6]	0	[6]	(4)	[6]	4	[6]	2	[6]	0	[6]												4	[6]	3	[6]	13	[6]									7	[6]	5	[6]	9	[6]
Store impairment charges											13		16		13		18		12		22	[7]												17		14		33										48		42		68	[7]
Closure and impairment (income) expenses	135		47		103						12		16		9		22		14		22													21		17		46										55		47		77
Number of KFCs a Latin American franchise buyer will serve as the master franchisor for Mexico																															102
Number of PHs a Latin American franchise buyer will serve as the master franchisor for Mexico																												53
Carrying value of goodwill	681	[8]	659		640						88		85		82		282		252		232					100						30		311	[8]	322		326
Activity related to reserves for remaining lease obligations for closed stores [Roll Forward]
Beginning Balance							28	27
Amounts Used							(12)	(12)
New Decisions							17	8
Estimate/Decision Changes							2	0
CTA/Other							(1)	5
Ending Balance							$ 34	$ 28

[1] See Note 4 for further discussion of the consolidation of a former unconsolidated affiliate in Shanghai, China.

[2] U.S. refranchising losses in the years ended December 31, 2011 and December 25, 2010 are primarily due to losses on sales of and offers to refranchise KFCs in the U.S. There were approximately 250 and 600 KFC restaurants offered for refranchising as of December 31, 2011 and December 25, 2010, respectively. While we did not yet believe these KFCs met the criteria to be classified as held for sale, we did, consistent with our historical practice, review the restaurants for impairment as a result of our offer to refranchise. We recorded impairment charges where we determined that the carrying value of restaurant groups to be sold was not recoverable based upon our estimate of expected refranchising proceeds and holding period cash flows anticipated while we continue to operate the restaurants as company units. For those restaurant groups deemed impaired, we wrote such restaurant groups down to our estimate of their fair values, which were based on the sales price we would expect to receive from a franchisee for each restaurant group. This fair value determination considered current market conditions, real-estate values, trends in the KFC U.S. business, prices for similar transactions in the restaurant industry and preliminary offers for the restaurant groups to date. The non-cash impairment charges that were recorded related to our offers to refranchise these company-operated KFC restaurants in the U.S. decreased depreciation expense versus what would have otherwise been recorded by $10 million and $9 million in the years ended December 31, 2011 and December 25, 2010, respectively. These depreciation reductions were not allocated to the U.S. segment resulting in depreciation expense in the U.S. segment results continuing to be recorded at the rate at which it was prior to the impairment charges being recorded for these restaurants. We will continue to review the restaurant groups for any further necessary impairment until the date they are sold. The aforementioned non-cash impairment charges do not include any allocation of the KFC reporting unit goodwill in the restaurant group carrying value. This additional non-cash write-down would be recorded, consistent with our historical policy, if the restaurant groups, or any subset of the restaurant groups, ultimately meet the criteria to be classified as held for sale. We will also be required to record a charge for the fair value of our guarantee of future lease payments for leases we assign to the franchisee upon any sale.

[3] During the year ended December 31, 2011 we decided to refranchise or close all of our remaining Company-operated Pizza Hut restaurants in the UK market. While an asset group comprising approximately 350 dine-in restaurants did not meet the criteria for held-for-sale classification as of December 31, 2011, our- decision to sell was considered an impairment indicator. As such we reviewed this asset group for potential impairment and determined that its carrying value was not recoverable based upon our estimate of expected refranchising proceeds and holding period cash flows anticipated while we continue to operate the restaurants as company units. Accordingly, we wrote this asset group down to our estimate of its fair value, which is based on the sales price we would expect to receive from a buyer. This fair value determination considered current market conditions, trends in the Pizza Hut UK business, and prices for similar transactions in the restaurant industry and resulted in a non-cash pre-tax write-down of $74 million which was recorded to Refranchising (gain) loss. This impairment charge decreased depreciation expense versus what would have otherwise been recorded by $3 million in 2011. This depreciation reduction was not allocated to the YRI segment, resulting in depreciation expense in the YRI segment results continuing to be recorded at the rate at which it was prior to the impairment charges being recorded for these restaurants. We will continue to review the asset group for any further necessary impairment until the date it is sold. The write-down does not include any allocation of the Pizza Hut UK reporting unit goodwill in the asset group carrying value. This additional non-cash write-down would be recorded, consistent with our historical policy, if the asset group ultimately meets the criteria to be classified as held for sale. Upon the ultimate sale of the restaurants, depending on the form of the transaction, we could also be required to record a charge for the fair value of any guarantee of future lease payments for any leases we assign to a franchisee and for the cumulative foreign currency translation adjustment associated with Pizza Hut UK. The decision to refranchise or close all remaining Pizza Hut restaurants in the UK was considered to be a goodwill impairment indicator. We determined that the fair value of our Pizza Hut UK reporting unit exceeded its carrying value and as such there was no impairment of the approximately $100 million in goodwill attributable to the reporting unit.

[4] During the year ended December 26, 2009 we recognized a non-cash $10 million refranchising loss as a result of our decision to offer to refranchise our KFC Taiwan equity market. During the year ended December 25, 2010 we refranchised all of our remaining company restaurants in Taiwan, which consisted of 124 KFCs. We included in our December 25, 2010 financial statements a non-cash write-off of $7 million of goodwill in determining the loss on refranchising of Taiwan. Neither of these losses resulted in a related income tax benefit. The amount of goodwill write-off was based on the relative fair values of the Taiwan business disposed of and the portion of the business that was retained. The fair value of the business disposed of was determined by reference to the discounted value of the future cash flows expected to be generated by the restaurants and retained by the franchisee, which include a deduction for the anticipated royalties the franchisee will pay the Company associated with the franchise agreement entered into in connection with this refranchising transaction. The fair value of the Taiwan business retained consists of expected, net cash flows to be derived from royalties from franchisees, including the royalties associated with the franchise agreement entered into in connection with this refranchising transaction. We believe the terms of the franchise agreement entered into in connection with the Taiwan refranchising are substantially consistent with market. The remaining carrying value of goodwill related to our Taiwan business of $30 million, after the aforementioned write-off, was determined not to be impaired as the fair value of the Taiwan reporting unit exceeded its carrying amount.

[5] In the year ended December 25, 2010 we recorded a $52 million loss on the refranchising of our Mexico equity market as we sold all of our Company-owned restaurants, comprised of 222 KFCs and 123 Pizza Huts, to an existing Latin American franchise partner. The buyer is serving as the master franchisee for Mexico which had 102 KFC and 53 Pizza Hut franchise restaurants at the time of the transaction. The write-off of goodwill included in this loss was minimal as our Mexico reporting unit included an insignificant amount of goodwill. This loss did not result in any related income tax benefit.

[6] Store closure (income) costs include the net gain or loss on sales of real estate on which we formerly operated a Company restaurant that was closed, lease reserves established when we cease using a property under an operating lease and subsequent adjustments to those reserves and other facility-related expenses from previously closed stores.

[7] The 2009 store impairment charges for YRI include $12 million of goodwill impairment for our Pizza Hut South Korea market.

[8] As a result of the LJS and A&W divestitures in 2011, we disposed of $26 million of goodwill that was fully impaired in 2009.