Case Study – Kentucky Fried Chicken & the Global Fast-Food Industry in de Wit & Meyer
Strategic Management
SIM336
Case Study – Kentucky Fried Chicken & The Global Fast-Food Industry in De Wit & Meyer (2004:909-927)
Executive summary
It is basically to introduce the strategic management of Kentucky fried chicken & understanding key strategic issues relating to the global fast-food industry. In this report, there will be an analysis on the complexity of organisations and the environments by utilising the SWOT analysis, Porter’s Value Chain and Porter’s five forces.
Moreover, this report as well covers understanding of Whittington’s ‘Evolutionary’ and ‘Systemic’ Schools of Thought in order to get know of the implications of these cultural dimensions for international strategic management in constructing a productive relationships with the outside world.
Table of content pages
Executive summary
Introduction
Question 1 a)
Question 1 b)
Question 1 c)
Question 2 a)
Question 2 b)
Question 3)
conclusion
Introduction
Kentucky Fried Chicken Corporation (KFC) was the world's largest chicken restaurant chain and third largest fast-food chain in 2000. KFC had a 55 percent share of the U.S. chicken restaurant market in terms of sales and operated more than 10,800 restaurants in 85 countries. KFC was one of the first fast-food chains to go international in the late 1950s and was one of the world's most recognizable brands. KFC's early international strategy was to grow its company and franchise restaurant base throughout the world. which gave KFC greater control over product quality, service, and restaurant cleanliness.
In other international markets, KFC planned to grow primarily through franchises, which were operated by local business-people who understood the local market better than KFC. Franchises enabled KFC to more rapidly expand into smaller countries that could only support a small number of restaurants. KFC planned to aggressively expand its company-owned restaurants into
SIM336
Case Study – Kentucky Fried Chicken & The Global Fast-Food Industry in De Wit & Meyer (2004:909-927)
Executive summary
It is basically to introduce the strategic management of Kentucky fried chicken & understanding key strategic issues relating to the global fast-food industry. In this report, there will be an analysis on the complexity of organisations and the environments by utilising the SWOT analysis, Porter’s Value Chain and Porter’s five forces.
Moreover, this report as well covers understanding of Whittington’s ‘Evolutionary’ and ‘Systemic’ Schools of Thought in order to get know of the implications of these cultural dimensions for international strategic management in constructing a productive relationships with the outside world.
Table of content pages
Executive summary
Introduction
Question 1 a)
Question 1 b)
Question 1 c)
Question 2 a)
Question 2 b)
Question 3)
conclusion
Introduction
Kentucky Fried Chicken Corporation (KFC) was the world's largest chicken restaurant chain and third largest fast-food chain in 2000. KFC had a 55 percent share of the U.S. chicken restaurant market in terms of sales and operated more than 10,800 restaurants in 85 countries. KFC was one of the first fast-food chains to go international in the late 1950s and was one of the world's most recognizable brands. KFC's early international strategy was to grow its company and franchise restaurant base throughout the world. which gave KFC greater control over product quality, service, and restaurant cleanliness.
In other international markets, KFC planned to grow primarily through franchises, which were operated by local business-people who understood the local market better than KFC. Franchises enabled KFC to more rapidly expand into smaller countries that could only support a small number of restaurants. KFC planned to aggressively expand its company-owned restaurants into
References: Hofstede, G. (1993) ‘Cultural constraints in management theories’, in De Wit, B. and Meyer, R. (2004) Strategy Process, Content, Context, 3rd Edition, Thomson, London; cited in SIM336 Module Workbook, 2011, Unit 7, page 203). Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy: Text and Cases, 7th Edition, Financial Times, Prentice Hall. Lynch, R. (2006) Corporate Strategy, Fourth Edition, Financial Times, Prentice Hall. Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998) Strategy Safari, Financial Times, Prentice Hall Whittington, R