Sol Y Canton

3844 Words16 Pages
Case Study: KFC in China 1. What was the basis for KFC’s decision to enter the international market? Was it proactive or reactive? Explain The Global economic market had seen an expanding trend in the last decade; and that was highly noticed since multinational corporations of developed countries were changing the global market we know by establishing strategies that creates opportunities, expanding and making foreign direct and indirect investments in other markets. All their knowledge and expertise have been reassigned to emerging economies and that helped profiting from these markets governments’ policies in attracting foreign investments, low labor costs, and several other factors in which their efficiency and effectiveness in their processes were revealed . Exploring large employees; main investors and strong competitors have made them become crucial players in the worldwide market. There is no doubt that China has become the highest-growth market of Kentucky Fried Chicken, and that has helped KFC’s decision to enter the international market. The prominent success of KFC in China’s market can be attributed to its franchise policy and scientific managerial operations, which measures operational basics like Cleanliness, Hospitality, Accuracy, Maintenance, Product Quality and Speed. Many reasons have made KFC’s choice of investment in developing countries more rational such as low cost resources, access to new customers, economic liberalization and certainly to improve their portfolios. KFC’s management has been both; reactive and proactive in their decision to enter the international market .They mixed between two main strategies: franchising and localization to create an opportunity to react to developing markets like china. Their main interest was gaining exposure to the international market and wanting multinationals to invest in their countries where

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