KEF case study

Introduction If one international brand must be selected as the most favorite one for Chinese consumers, it would be Kentucky Fried Chicken, or KEF as It Is known more commonly. According to questionnaire survey conducted by the globally-renowned marketing researching company AC Nielsen In 30 China cities In 1999, KEF was accepted by Chinese consumers as “the most popular brand” and ranked as the No-I among top ten International brands In China.

With the Increasing abundance of managerial experience, the expanding number of staffs and the gradually Impeccable management system, KEF accelerates Its velocity of development since entering the Chinese market In 1987.

Up to now, there are over 3,200 outlets In more than 700 cities across China and the number keeps growing rapidly, which makes China the largest overseas market of KEF. It cannot be denied that KEF has achieved great success in China and the prosperity cannot be separated from its effective international business development roadman for the Chinese market.

Mode of Entry In the late 1 ass’s and early sass’s when KEF entered China Joint ventures were the only viable option for mode of entry due to government regulation. Initially KEF China formed joint ventures with local partners chosen by the government. The first joint venture was with the Government Poultry Department but this faced problems.

Afterwards, KEF successfully partnered with the Tourist Department to form a joint entire because they had sufficient funds.

This model was successfully replicated with many local partners across China. It effectively leveraged the tangible and intangible local resources of the Joint venture partners, over time transferring them to KEF. Once Joint ventures were no longer required by the government In the mid sass’s KEF began buying out its partners and refrained from entering into new joint ventures. This gave KEF control and avoided disagreements commonly associated with joint…