products and software, as well as ongoing investment in next-generation technologies, partially offset by savings from cost-reduction initiatives.
Reorganization of business charges increased due to employee severance costs and expenses related to the exit of a facility.
SG&A expenses decreased, primarily due to lower marketing expenses and savings from cost-reduction initiatives, partially offset by increased expenditures on information technology upgrades.
As a percentage of net sales in 2007 as compared to 2006, gross margin and operating margin decreased, and SG&A expenses and R&D expenditures increased.
The segment’s backlog was $647 million at December 31, 2007, compared to $1.4 billion at December 31, 2006.
This decrease in backlog was primarily due to a decline in customer demand driven by the segment’s limited product portfolio.
The segment shipped 159.1 million units in 2007, a 27% decrease compared to shipments of 217.4 million units in 2006.
The overall decrease reflects decreased unit shipments of products for all technologies.
For the full year 2007, unit shipments: (i) decreased substantially in Asia and EMEA, (ii) decreased in North America, and (iii) increased in Latin America.
Although unit shipments by the segment decreased in 2007, total unit shipments in the worldwide handset market increased by approximately 16%.
The segment estimates its worldwide market share was approximately 14% for the full year 2007, a decrease of approximately 8 percentage points versus full year 2006.
In 2007, ASP decreased approximately 9% compared to 2006.
The overall decrease in ASP was driven primarily by changes in the product-tier and geographic mix of sales.
By comparison, ASP decreased approximately 11% in 2006 and 10% in 2005.
The segment has several large customers located throughout the world.
In 2007, aggregate net sales to the segment’s five largest customers accounted for approximately 42% of the segment’s net sales.
Besides selling directly to carriers and operators, the segment also sells products through a variety of third-party distributors and retailers, which account for approximately 33% of the segment’s net sales.
The largest of these distributors was Brightstar Corporation.
Although the U. S.  market continued to be the segment’s largest individual market, many of our customers, and more than 54% of our segment’s 2007 net sales, were outside the U. S.  The largest of these international markets were Brazil, China and Mexico.
Home and Networks Mobility Segment The Home and Networks Mobility segment designs, manufactures, sells, installs and services: (i) digital video, Internet Protocol video and broadcast network interactive set-tops, end-to-end video delivery systems, broadband access infrastructure platforms, and associated data and voice customer premise equipment to cable television and telecom service providers (collectively, referred to as the “home business”), and (ii) wireless access systems, including cellular infrastructure systems and wireless broadband systems, to wireless service providers (collectively, referred to as the “network business”).
In 2008, the segment’s net sales represented 33% of the Company’s consolidated net sales, compared to 27% in 2007 and 21% in 2006.
## Table 0 ##
Segment Results—2008 Compared to 2007 In 2008, the segment’s net sales increased 1% to $10.1 billion, compared to $10.0 billion in 2007.
The 1% increase in net sales primarily reflects a 16% increase in net sales in the home business, partially offset by an 11% decrease in net sales in the networks business.
The 16% increase in net sales in the home business is primarily driven by a 17% increase in net sales of digital entertainment devices, reflecting a 19% increase in unit shipments to 18.0 million units, partially offset by lower ASP due to product mix shift and pricing pressure.
The 11% decrease in net sales in the networks business was primarily driven by: (i) the absence of net sales by the embedded communication computing group (“ECC”) that was divested at the end of 2007, and (ii) lower net sales of iDEN, GSM and CDMA infrastructure equipment, partially offset by higher net sales of UMTS infrastructure equipment.
On a geographic basis, the 1% increase in net sales was primarily driven by higher net sales in Latin America and Asia, partially offset by lower net sales in North America.
The increase in net sales in Latin America was
Operating Profit
## Table 1 ##
China Division Operating Profit increased 27% in 2010, including a 1%, or $6 million, favorable impact from foreign currency translation.
The increase was driven by the impact of same store sales growth and new unit development, partially offset by higher G&A costs.
Operating profit benefited $16 million from our brands’ participation in the World Expo during 2010.
China Division Operating Profit increased 26% in 2009, including a 2%, or $10 million, favorable impact from foreign currency translation.
The increase was driven by the impact of commodity deflation and new unit development, partially offset by higher G&A expenses.
YRI Operating Profit increased 19% in 2010, including an 8%, or $36 million, favorable impact from foreign currency translation.
Excluding the favorable impact from foreign currency translation, YRI Operating Profit increased 11% in 2010.
The increase was driven by the impact of new unit development and refranchising.
YRI Operating Profit decreased 6% in 2009, including a 10%, or $56 million, unfavorable impact from foreign currency translation.
Excluding the unfavorable impact from foreign currency translation, YRI Operating Profit increased 4% in 2009.
The increase was driven by the impact of franchise net unit development on franchise and license fees partially offset by a $12 million goodwill impairment charge related to our Pizza Hut South Korea market.
U. S.  Operating Profit increased 3% in 2010.
The increase was driven by lower Closure and impairment costs, partially offset by increased litigation costs.
U. S.  Operating Profit increased 1% in 2009.
The increase was driven by the impact on G&A from the actions taken as part of our U. S.  business transformation measures and improved restaurant operating costs, primarily driven by commodity deflation.
These increases were partially offset by same store sales declines.
Unallocated Franchise and license fees and income for 2009 reflects our reimbursements to KFC franchisees for installation costs of ovens for the national launch of Kentucky Grilled Chicken that have not been allocated to the U. S.  segment for performance reporting purposes.
Unallocated and corporate expenses increased 3% in 2010 due to higher litigation and incentive compensation costs, partially offset by G&A savings from the actions taken as part of our U. S.  business transformation measures.
Unallocated and corporate expenses decreased 24% in 2009 due to the impact on G&A from the actions taken as part of our U. S.  business transformation measures.
PART II ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations Liquidity and Capital Resources In October 2015, we announced our intent to separate our former China business into an independent publicly-traded company and become more of a pure play franchisor with more stable earnings, higher profit margins, lower capital requirements and stronger cash flow conversion.
Additionally, we announced our intention to return substantial capital to shareholders, the majority of which was to be funded by incremental borrowings.
Since the fourth quarter of 2015, through December 31, 2016, we have repurchased 79 million shares of our Common Stock for $6.3 billion, including $5.4 billion in 2016.
Over the same period, we have paid cash dividends of $942 million, including $744 million in 2016, for a total return to shareholders of $7.2 billion.
## Table 2 ##
(a) Includes the effect of $45 million in share repurchases (0.7 million shares) with trade dates prior to December 31, 2016 but settlement dates subsequent to December 31, 2016.
See Note 17 for additional details related to our share repurchase activity.
We completed $6.9 billion of debt financing transactions during 2016 to assist in funding the shareholder returns noted above.
As of December 31, 2016, approximately 90%, including the impact of interest rate swaps, of our $9.1 billion of total debt outstanding is fixed with an effective overall interest rate of approximately 4.7%.
We have transitioned to non-investment grade credit ratings of BB (Standard & Poor’s)/Ba3 (Moody’s) with a balance sheet more consistent with highly-levered peer restaurant franchise companies.
We are now managing a capital structure which is levered in-line with our target of approximately five times EBITDA, and which we believe provides an attractive balance between optimized interest rates, duration and flexibility with diversified sources of liquidity and maturities spread over multiple years.
See Note 11 for details of our financing activities supporting the return of capital initiative.
In October 2016, we announced YUM’s Strategic Transformation Initiatives to drive global expansion of the KFC, Pizza Hut and Taco Bell brands following the Separation on October 31, 2016.
As part of this transformation we intend to own less than 1,000 stores by the end of 2018 and, by 2019, reduce annual run-rate capital expenditures to approximately $100 million, improve our efficiency by lowering G&A expenses to 1.7% of system sales and increase free cash flow conversion to 100%.
Over the next 3 years, we intend to return an additional $6.5 to $7.0 billion to shareholders through share repurchases and cash dividends.
We intend to fund these additional shareholder returns through a combination of free cash flow generation, refranchising proceeds and maintenance of our five times EBITDA leverage.
We anticipate generating proceeds in excess of $2 billion, net of tax, through the refranchising of over 2,000 stores.
We have historically generated substantial cash flows from the operations of our company-owned stores and from our extensive franchise operations, which require a limited YUM investment.
Our annual operating cash flows from continuing operations have approximated $1.2 billion each of the past three years.
Going forward, we anticipate that any decrease in operating cash flows from the operation of fewer Company-owned stores due to refranchising will be offset with savings generated from decreased capital investment and G&A expense required to support company operations.
To the extent operating cash flows plus other sources of cash such as refranchising proceeds do not cover our anticipated cash needs, we maintain $1 billion of undrawn capacity under our existing revolving credit facility.
Our balance sheet often reflects a working capital deficit, which is not uncommon in our industry and is also historically common for YUM.
Company sales are paid in cash or by credit card (which is quickly converted into cash) and our royalty receivables from franchisees are generally due within 30 days of the period in which the related sales occur.
Substantial amounts of cash received have historically been either invested in new restaurant assets which are non-current in nature or returned to shareholders.
As part of our working capital strategy we negotiate favorable credit terms with vendors and, as a result, our on-hand inventory turns faster than the related short-term liabilities.
Accordingly, it is not unusual for current liabilities to exceed current assets.
We believe such a deficit has no significant impact on our liquidity or operations.
We generate a significant amount of cash from operating activities outside the U. S.  that we have used historically to fund our international development.
To the extent we have needed to repatriate international cash to fund our U. S.  discretionary cash spending, including returns to shareholders and debt repayments, we have historically been able to do so in a tax-efficient manner.
If we experience an unforeseen decrease in our cash flows from our U. S.  businesses or are unable to refinance future U. S.  debt maturities we may be required to repatriate future international earnings at tax rates higher than we have historically experienced.
Borrowing Capacity Securitization Notes.
In May 2016, Taco Bell Funding, LLC, a newly formed special purpose subsidiary of the Company, issued an aggregate of $2.3 billion of fixed rate senior secured notes (“Class A-2 Notes”).
In connection with the issuance of the Class A-2 Notes, Taco Bell Funding, LLC also issued variable rate notes (the “Variable Funding Notes” and, together with the Class A-2 Notes, the “Securitization Notes”) pursuant to a new revolving financing facility, which allows for the borrowing of up to $100 million including the issuance of letters of credit up to $50 million.
We have no
and Pizza Hut Divisions for periods prior to the Separation to reflect the royalties that were previously eliminated as intercompany transactions and related taxes that were previously included in our China Division results.
We have also restated the results of our KFC and Pizza Hut Divisions to include the royalties paid by third-party franchisees previously included in China Division results that will be continued pursuant to the Master License Agreement following the Separation.
For 2016, 2015, and 2014 the combined impact to our KFC and Pizza Hut Divisions’ Franchise and license fees and income was $208 million, $244 million, and $242 million, respectively.
The value added tax associated with this royalty revenue was recorded as an increase in Franchise and license expenses and the combined impact to our KFC and Pizza Hut Divisions’ Franchise and license expense totaled $13 million, $16 million and $16 million in 2016, 2015 and 2014, respectively.
The net increases in the KFC and Pizza Hut Divisions’ Operating Profit were offset with a corresponding reduction in Income from discontinued operations such that there is no impact on total reported Net income.
Subsequent to the Separation, all royalty revenues earned by us under the Master License Agreement with Yum China are reflected as Franchise and license fees and income in our Consolidated Statements of Income.
Cash inflows from Yum China to the Company from the date of Separation through the end of 2016 related to the Master License Agreement were $16 million and primarily related to royalty revenues.
The financial results of Yum China presented in discontinued operations reflect the results of the former China Division, an operating segment of the Company until the Separation, adjusted for the transactions discussed above and the inclusion of certain G&A expenses, non-cash impairment charges, refranchising gains, interest and taxes that were previously not allocated to but were related to the former China Division’s historical results of operations.
The following table presents the financial results of the Company’s discontinued operations:

<table><tr><td></td><td><i>Years Ended December 31</i></td><td><i>Percent Change</i></td></tr><tr><td><i>(Dollars in millions)</i></td><td><i>2008</i></td><td><i>2007</i></td><td><i>2006</i></td><td><i>2008—2007</i></td><td><i>2007—2006</i></td></tr><tr><td>Segment net sales</td><td>$10,086</td><td>$10,014</td><td>$9,164</td><td>1%</td><td>9%</td></tr><tr><td>Operating earnings</td><td>918</td><td>709</td><td>787</td><td>29%</td><td>-10%</td></tr></table>
<table><tr><td></td><td colspan="3">Amount</td><td colspan="2">% B/(W)</td></tr><tr><td></td><td>2010</td><td>2009</td><td>2008</td><td>2010</td><td>2009</td></tr><tr><td>China Division</td><td>$755</td><td>$596</td><td>$471</td><td>27</td><td>26</td></tr><tr><td>YRI</td><td>589</td><td>497</td><td>531</td><td>19</td><td>-6</td></tr><tr><td>United States</td><td>668</td><td>647</td><td>641</td><td>3</td><td>1</td></tr><tr><td>Unallocated Franchise and license fees and income</td><td>—</td><td>-32</td><td>—</td><td>NM</td><td>NM</td></tr><tr><td>Unallocated Occupancy and Other</td><td>9</td><td>—</td><td>—</td><td>NM</td><td>NM</td></tr><tr><td>Unallocated and corporate expenses</td><td>-194</td><td>-189</td><td>-248</td><td>-3</td><td>24</td></tr><tr><td>Unallocated Impairment expense</td><td>—</td><td>-26</td><td>—</td><td>NM</td><td>NM</td></tr><tr><td>Unallocated Other income (expense)</td><td>5</td><td>71</td><td>117</td><td>NM</td><td>NM</td></tr><tr><td>Unallocated Refranchising gain (loss)</td><td>-63</td><td>26</td><td>5</td><td>NM</td><td>NM</td></tr><tr><td>Operating Profit</td><td>$1,769</td><td>$1,590</td><td>$1,517</td><td>11</td><td>5</td></tr><tr><td>United States operating margin</td><td>16.2%</td><td>14.5%</td><td>12.5%</td><td>1.7ppts.</td><td>2.0ppts.</td></tr><tr><td>YRI operating margin</td><td>19.1%</td><td>16.6%</td><td>15.9%</td><td>2.5ppts.</td><td>0.7ppts.</td></tr></table>
<table><tr><td></td><td>Number of Common Shares Repurchased</td><td>Value of Common Shares Repurchased</td><td>Average Price Paid Per Share</td><td>Dividends Paid</td><td>Total Return to Shareholders</td></tr><tr><td>Fourth Quarter 2015</td><td>11</td><td>$830</td><td>$72.64</td><td>$198</td><td>$1,028</td></tr><tr><td>First Quarter 2016</td><td>13</td><td>925</td><td>69.68</td><td>192</td><td>1,117</td></tr><tr><td>Second Quarter 2016</td><td>9</td><td>740</td><td>81.98</td><td>187</td><td>927</td></tr><tr><td>Third Quarter 2016</td><td>24</td><td>2,092</td><td>87.12</td><td>179</td><td>2,271</td></tr><tr><td>Fourth Quarter 2016 - pre-Separation</td><td>13</td><td>1,115</td><td>89.15</td><td>—</td><td>1,115</td></tr><tr><td>Fourth Quarter 2016 - post-Separation<sup>(a)</sup></td><td>9</td><td>576</td><td>62.90</td><td>186</td><td>762</td></tr><tr><td></td><td>79</td><td>$6,278</td><td></td><td>$942</td><td>$7,220</td></tr></table>

Question: Does YRI keeps increasing each year between 2009 and 2010 for amount?
Answer: yes