KFC China : still ‘‘Finger lickin good’’ ? Implanted in 120 countries all over the world‚ KFC is a giant American fast-food chain that entered Chinese market in 1987 with a first outlet in Beijing‚ the brand is part of Yum’s Group. KFC brand positioning: an American fast food brand with Chinese characteristics‚ the US fried chicken expert‚ quality products‚ combining fast food values and Chinese traditional values Target: families‚ groups of friend‚ working people‚ urban people that face western
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Market Entry Strategies Final Paper Kentucky Fried Chicken’s Market Entry in China Company Background KFC‚ the largest fried chicken chain and the second largest restaurant chain in the world‚ currently has more than 17‚000 outlets in 115 countries worldwide. The chain primarily sells fried chicken pieces‚ chicken related products such as sandwiches and wraps‚ and other side dishes such as fries‚ desserts and soft drinks. KFC’s fried chicken pieces and related products are made with special
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factors which catapulted KFC to the top of the Chinese restaurant service industry in less than two decades. It focuses on KFC China’s competitive differentiators‚ and how they jelled in support of a coherent business strategy‚ and of each other. The successful execution of KFC China’s business strategy has since been rewarded with an unlikely industry leadership position in growth‚ profitability‚ market share‚ and brand recognition in the world’s fastesThere is no doubt that China has become the highest-growth
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Market Internationally & KFC in China Due to the environmental and sociocultural forces‚ there are always differences between domestic and international marketing. However‚ international companies wish they could standardize the marketing mix for cost saving and easier to control‚ plus less time to be spent on the marketing plan. But it is almost impossible to standardize the marketing mix while expanding internationally as each market is unique. I think most products should be customized for
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we can see‚ the reason for this difference lies in two aspects. First of all‚ market orientations and targets of K’s and M’s are different. KFC‚ once landed in China‚ spread its business rapidly throughout the country. It pays attention to its development in quite a number of Chinese cities‚ big and small. By now‚ KFC has more than 1‚000 restaurants in China‚ becoming the No.1 fast food brand. On the contrary‚ M’s mainstream-city strategy put the focus of its business in metropolis‚ such as Beijing
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KFC‘s 4P strategy in China 1. Product In order to bring success in China‚ KFC knows that western restaurants need changed by using localization strategy. As cultural adaptation is the process of “adjusting the native ways of thinking and behaviors to be consistent with the local culture” (Kotler‚ 1982)‚ KFC tends to launch Chinese food apart from western food like burger or chicken wings‚ for examples‚ Chinese food like congee and rice‚ and promote Chinese herbal tea in 2004. KFC launched Chinese products
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KFC: continue to increase localization‚ pushing spicy Sichuan chicken Various cities in China Kendejichuan spicy chicken on television ads starting from October 27 .10 scale appears‚ the product was launched. At the same time to market a product in China have another breakfast food‚ wolfberry Pumpkin porridge. The introduction of spicy Sichuan chicken only in the McDonald’s "face" strategy of one month‚ and advertising intensity is very high‚ so we can respond to competition as this is a response
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Case Study 2 Introduction KFC China is a quick service restaurant that’s has dominated the local fast-food market. Marketing has significantly contributed to its success. This report covers KFC-China’s current localized marketing strategy consisting of product‚ promotion price and placement strategies. It will also discuss the potential issues that may affect business operations in the near future‚ these include; increasing costs‚ emerging seniors market‚ economic slowdown and supplier issues
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growth areas (i.e. China) By 2006‚ KFC had 1‚700 restaurants in China‚ more than tripling in five years. Profit and sales figures saw increases of over 25 percent for some quarters‚ while comparable figures domestically were 1 and 2 percent. KFC significantly outsold McDonald’s in China‚ and by 2006‚ KFC was opening a new Chinese outlet every 22 hours. Yum!’s boss David Novak told Business Week (October 30‚ 2006) that he hoped to eventually have as many KFC restaurants in China as in the United States
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Thanks to cultural differences and Social Background influences‚ KFC in China faces challenges: it needs to establish a new management style. The KFC must develop the new management style to match up Chinese habit. For example accept the commission in China is the normal phenomenon but in the West was not. The KFC must to understand the different habitual behavior in China and try to adapt it. The different management style will make a lot of conflict. Some times will make the company lost the market
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