He mixed a couple on this morning’s Louisville Live show on the CW. They’ll be serving them up at the GLI annual meeting Monday night.

The city took a pretty picture of it that looks a lot better than it did on TV. Mmmm.

Still, it seemed sensible enough: Give customers more choice under one roof and they’ll be happier. So Yum started combining various concepts under one roof with the aim of reducing the overhead of one site to two and enjoying some operational efficiencies shared by one staff.

Problem was, it never shook out that way. What often happened was the company closed two stores doing $850,000 apiece (or more) and combined them into a single store doing $1.4 million (or less). No real gain there.

Or it came into a new market—and there are very few of those—with a multi-brand site from the start. That worked at the front door, but in the back office, there were struggles. Operational woes customers never saw included the high cost of and inefficiencies from two different point-of-sale systems (essentially computerized, costly cash registers) that never were integrated, and labor efficiencies that never were realized.

For years insiders have grumbled about the idea not working all that well, while the boys in the boardroom trumpeted the virtues of multi-branding in seemingly every investor conference call. Every press release championed Yum as the lone concept making this work.

And suddenly, just weeks ago, they put a halt to further multi-branding without directly saying it wasn’t working. Was it a miserable failure worthy of repentance? Nah, but I suppose I was hoping to hear something like, “We screwed up on this one. It just wasn’t that good an idea.”

About the same time, Yum announced it would start copying some of McDonald’s moves to improve its own operations.

Hello, Captain Obvious. Imitate what the world’s biggest restaurant chain has done better than all others: be itself. Like it or not, no one doubts for a moment McDonald’s knows who it is, knows what it represents.

Yes, McDonald’s strayed a bit from its core biz once, when it picked up multiple restaurant chains in a late ‘90s buying spree. But as sales slumped and its stock price slid, its former CEO correctly tied it to their loss of focus on Ronald’s House. He knew that if they ever were going to reinvigorate that business, they had to get rid of all the others, which is what they did.

It’ll be interesting to see how Yum repositions itself to effect a similar rejuvenation.