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Kfc Approach to China

In: Business and Management

Submitted By MaryABC
Words 1851
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KFC´s radical approach to China Fallstudie #1

23.04.2013

Inhalt
1 2 3 4 KFC Key facts & die Geschichte in China Ausgangssituation Unternehmenssituation Analyse der Vorgehensweise

5
6 7
Gruppe #6

Alternativstrategien
Künftige Strategieansätze Fazit
KFC´s approach to China 23/04/13 2

1 KFC Key facts

KFC wurde vor bereits 83 Jahren in Kentucky gegründet & etablierte sich mit den im Fast-Food-Business typischen Merkmalen weltweit
       Amerikanische fast-food-Kette Stark etabliert in den USA Erste Filialeröffnung in Kentucky 1930 Gründer Harland D. Sanders Klassisches „Western-Style-Fast-Food“ Begrenztes Produktprogramm & niedrige Preise Verkauf nach dem Take-away-Prinzip

 1986 Verkauf an PepsiCo  KFC wurde von PepsiCo zu einem späteren Zeitpunkt in Form von Yum! ausgegliedert Allgemeine Unternehmenseckdaten  18.198 Restaurants in 120 Ländern  Umsatz ca. 15 Mrd. USD  Mitarbeiter weltweit: Ca. 455.000  Hauptstandorte: USA (4618 Filialen) & China (4260 Filialen)
Gruppe #6 KFC´s approach to China 23/04/13 3

1 KFC Geschichte in China

Seit Markteintritt (1987) in China entwickelt sich die Restaurantkette in den Bereichen Logistik, Produktprogramm & Mitarbeiterqualität stetig weiter
1987 – erste Filiale in Tiananmen, China 1989 – Aufbau eines Chinesischen Management Teams durch Sam Su 1992 – Regierung ermöglicht ausländischen Firmen einen einfacheren Marktzugang  Starke Anpassung an lokale Gegebenheiten / Aufbau eigenes Logistiknetzwerk 1997 – KFC intensiviert den Logistikausbau  Lager, Zwischenlager, LKW-Flotten  Entscheidung nicht das klassische franchise-Konzept anzuwenden 2005 – Lebensmittelskandal  30% Verlust im zweiten Quartal  KFC entwickelt „New-Fast-Food“-Konzept 2008 – Yum! eröffnet jährlich 500 Filialen  Großteils KFC-Filialen  Yum! wird größter Restaurant-Konzern in China  Über 250.000 Angestellte, 40% Marktanteil 2011 – KFC China erstmals deutlich erfolgreicher als KFC-Amerika 2012 – 4.260 Filialen in China 2013 – Lebensmittelskandal  erhöhte Antibiotikawerte wurden nicht publiziert

Gruppe #6

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2 Ausgangssituation – intern

KFC besaß bereits einschlägige Erfahrung im klassischen Fast-Food-Management, dennoch stellte die Unbekanntheit des chinesischen Marktes eine Herausforderung dar
 Das Wachstumspotential in Amerika war nahezu erschöpft  Markteintritt in ausl. Märkte war für neues Wachstum notwendig

 KFC verwendete im Fast-Food-Bereich klassische Marktbearbeitungsstrategien  Geringe Preise, begrenzte Produktauswahl, hohe Ausbringungsmenge
 In vielen Märkten war KFC bereits eine bereits bekannte & etablierte Marke  Eine im Ausland bereits bekannte Marke verspricht schnellere Akzeptanz  In der Managementebene war bereits fundiertes Wissen & Erfahrung vorhanden  Dies erleichterte die „ersten Schritte“ im neuen Markt  Jedoch größtenteils Handeln per „Trial & error“     Keine individuell angepasste Strategie für chinesischen Markt vorhanden Keine Erfahrung auf chinesischen Markt bzw. dessen Funktionsweise Wenig Kenntnisse über Konsumverhalten der Chinesen Best-practice nicht vorhanden
KFC´s approach to China 23/04/13 5

Gruppe #6

2 Ausgangssituation – extern

Aufgrund der großen Unterschiede zwischen den Chin. und Amerikanischen Marktverhält war eine Fortführung der Amerikanischen Strategie nicht sinnvoll

 In China war das westliche Fast-Food-Konzept & somit auch KFC weitgehend unbekannt  Insbesondere der „western-style“ war schwer mit der Chin. Esskultur vereinbar  Auf dem neuen Markt herrscht eine sehr vielseitige & unbekannte Esskultur  Alle regionalen Unterschiede zu berücksichtigen war eine goße Herausforderung  Die Regierung hielt die Markteintrittsbarrieren hoch  Ein Markteintritt war nur mit lokalen Kooperationspartnern möglich  Essen hatte in der Gesellschaft einen hohen Stellenwert  Eine eins-zu-eins Übertragung des Amerikanischen KFC-Konzepts wäre ein Risiko

Gruppe #6

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3 Unternehmenssituation – China

Der Aufbau einer Organisation war ein entscheidender Erfolgsfaktor KFCs Der neue Markt verlangte unternehmerische Kontrolle und individuelle Einzelstrategien
Organisation  Einbezug einheimischer Führungskräfte  Erhöhte Marktkenntnis und Motivation gewährleistet  Entwicklung einer lernenden Organisation, Schulungen  Mitarbeiterbedarf ist permanent und qualitativ hochwertig gedeckt  Aufbau und Erweiterung eigener Logistikkette  Markteintrittsbarrieren / Imitierbarkeit für Konkurrenz hoch halten  Meist keine Anwendung des Franchisesystems  Kontrolle bleibt in Unternehmenshand; Kostensenkung durch Skaleneffekte Strategien  Flächendeckende und schnelle Marktbearbeitung durch Sprinklerstrategie  Abgrenzung zur Konkurrenz: First-mover-advantage  Regional angepasste Produktpalette  Deckung verschiedenster Bedarfe  Veränderte Restaurantgestaltung  Fokus auf längere Verweildauer
Gruppe #6 KFC´s approach to China 23/04/13 7

3 Unternehmenssituation – China

Das Ziel war als chinesisches Unternehmen angesehen zu werden und sich langfristig zu etablieren; westlich orientierte Servicestandards brachten den Erfolg
Generelle Strategieansätze  KFC präsentierte sich als chinesisches Unternehmen  Ziel: Teil der Esskultur werden – fast-food als moderner „lifestyle“  Aufbau einer eigenen Distribution bzw. Logistik  Ziel: Kostenreduzierungen, Qualitätssicherung, Wettbewerbsvorteil  Sam Su hatte Freiheit das Unternehmen zu gestalten  Ziel: Managementführung besitzt Marktkenntnis & Einfluss in China KFC verbessert sich stetig – eine lernende Organisation  Stetige Verbesserung der Mitarbeiterqualität  Schulungsmaßnahmen waren notwendig & wurden permanent optimiert  Einführung einer neuen Servicephilosophie  Der Kunde ist König – damals in China nicht üblich  Anpassung des Produktangebots durch „new-fast-food“  Dem rückläufigen Fast-food Trend wurde sofort versucht entgegenzuwirken

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4 Analyse der Vorgehensweise

Die fehlende Marktkenntnis und die hohen Eintrittsbarrieren in China konnte KFC durch seine individuellen Strategieanpassungen und Kapitalstärke ausgleichen
• • • Neuer Markt - Kaum Konkurrenz Großer Markt - Hohes Wachstumspotential China befand sich im Umbruch – Annäherung an Westen

Chances

• • •

Keine Marktkenntnisse Gefahr der Fehlinvestition Fehlende Managementerfahrung in China

Strengths
• • • Kapitalstärke Vorhandene Erfahrung Bereitschaft zur Flexibilität (!)

KFC China

Weaknesses

• • •

Andere Esskultur Politische Reglementierungen Wenig Einblick in Konsumverhalten

Risks
Gruppe #6 KFC´s approach to China 23/04/13 9

5 Alternativstrategien

Die von KFC beschrittene Strategie war – wenn auch langfristig sehr erfolgreich – nur ein möglicher Weg der Marktbearbeitung

Alternativstrategie #1
Kooperation mit bereits etablierten chinesischen Restaurant-Unternehmen Pro
Von Erfahrung profitieren Netzwerke / Kundenstamm mitverwenden Schnellere Akzeptanz Weniger Kapitaleinsatz Know-How Abfluss Beschränkung im eigenen Netzaufbau Keine „eigene“ Etablierung Abhängigkeitsverhältnis

Contra

Ergebnis 
     Die ersten Bewegungen am Markt wären „treffsicherer“ & weniger Kapitalintensiv gewesen Der Bekanntheits-/ Akzeptanzgrad wäre erhöht worden KFC hätte evtl. das Ziel einer eigenständigen, first-mover-Kette aus den Augen verloren Die Flexibilität bzgl. Kreativität und Wachstumsentscheidungen wäre eingeschränkt Schnellerer Eintritt & Bekanntheit , begrenzte Mobilität, Eigencharakter geht verloren
KFC´s approach to China 23/04/13 10

Perspektive 
Gruppe #6

5 Alternativstrategien

Mit einer neuen Marke, die sich von vornherein als eine Chinesische präsentiert, wäre KFC eine schnellere Akzeptanz und somit Marktdurchdringung möglich gewesen

Alternativstrategie #2
Etablierung einer neuen „chinesischen“ Marke – CFC Pro
Schnellere Akzeptanz – Identifizierbarkeit Kein Fehlstart mit „westlichem“ Menü Sofortige Erkennbarkeit als chinesische Marke

Contra
Fehlendes Wissen  best-in-class schwierig Keine „western-style“ USP Marktforschung nötig bzgl. Essgewohnheiten

Ergebnis 
     Die ersten Schritte am Markt wären unsicher, jedoch für neue Konsumenten vertrauter Der Akzeptanzgrad wäre höher gewesen, durch Integration in dortige Verhältnisse CFC hätte durch Unwissenheit über Konsum sofort floppen können (Glaubwürdigkeit) USP – „western-style chicken“ müsste neu definiert werden Vereinfachter Eintritt (Akzeptanz), keine Grenzen durch „western style“, USP fehlt
KFC´s approach to China 23/04/13 11

Perspektive 
Gruppe #6

5 Alternativstrategien

Mit Einführung einer neuen, speziell auf die gesundheitsbewusste Ernährung abgestimmten Marke, hätte sich „CGC“ schnell integriert, aber an Identität verloren

Alternativstrategie #3
Etablierung einer neuen healthy-fast-food-Marke – CGC Pro
Anpassung an bestehende Esskultur Kein künftiges Problem mit fast-food-Image Schnellere Akzeptanz

Contra
Damals gab es noch keine „green wave“ Keine „western-style“ USP In den 80ern erhöhtes Floprisiko

Ergebnis 
     Die ersten Schritte am Markt wären sicherer, da für neue Konsumenten vertrauter Der Akzeptanzgrad wäre höher gewesen, durch Integration in dortige Verhältnisse CGC wäre durch fehlendes Wissen über dortigen Konsum sofort gefloppt (Glaubwürdigkeit) USP – „western-style chicken“ müsste neu definiert werden Vereinfachter Eintritt, Identitätsverlust, weniger Entfaltung, 80er = falscher Zeitpunkt
KFC´s approach to China 23/04/13 12

Perspektive
Gruppe #6

6 Künftige Strategieansätze

Mit der Marke KFC könnten neue Geschäftsfelder erschlossen werden, es besteht die Möglichkeit die Marke auszudehnen und sich als „lifestyle-Marke“ neu zu positionieren

Strategie #1 Eintritt in neue Geschäftsfelder z.B. Tourismus; vertikale, horizontale & laterale Diversifikation. Ursprung bleibt im „KFC-Kontext“

Umsetzungsbeispiele
 Vertikal: Eigene / Kooperationen mit Bauernhöfen bilden  eigene Bio-Produktion  Horizontal: Verkauf eigener Produkte  Zertifizierte Bio-Produkte gewährleisten  Lateral: Tourismus auf den Bauernhöfen generieren  Ziel: langfristige Etablierung Pro
Aktueller Bio-Trend – in China noch am Anfang Weitere Standbeine – Absicherung Übertragbarkeit auf andere Länder

Contra
Sehr hohe Investitionskosten
Hohes Floprisiko Markenverwässerung

Perspektive


Baut auf Megatrend „green lifestlye“ auf – ist in China bald zu erwarten, neue Managementfähigkeiten erforderlich, hoher Kapitaleinsatz, Markt noch nicht komplett offen
KFC´s approach to China 23/04/13 13

Gruppe #6

6 Künftige Strategieansätze

Um weiter als fast-food-Kette bestehen zu können muss die junge Bevölkerung dauerhaft animiert werden, KFC als Teil seiner Esskultur anzuerkennen

Strategie #2 Fortlaufende Akquirierung neuer – vor allem junger Kundschaft – durch den
Versuch ein Teil der Jugendkultur zu werden

Umsetzungsbeispiele
 Kinder:  Jugendliche:  Erwachsene: Kids Menü mit Sammelartikeln, Geburtstagsaktionen, Thementage Einsatz von Testimonials, Präsenz auf Conventions / Veranstaltungen Gewinnspiele  Verbindung mit Strategie #1 Contra
Erfordert viel Kreativität / Trendanalysen Wird auch von Konkurrenz versucht Keine Garantie für „Langlebigkeit“KFCs

Pro
Etablierte / akzeptierte Werbemittel Geringes Floprisiko Schnelle Erfolgskontrolle

Perspektive
 Wird der richtige Trend umgesetzt – schneller Erfolg, aber kein Garant für langfristige Bindung, kein USP, eher ein „muss“, das jede fast-food-Kette verfolgen sollte
KFC´s approach to China 23/04/13 14

Gruppe #6

6 Künftige Strategieansätze

Zur Markenfestigung ist es wichtig verschiedenste Unternehmenskooperationen einzugehen, um neue Konsumenten zu erreichen und Stammkunden zu behalten

Strategie #3 KFC beginnt in unterschiedlichen Bereichen Kooperationen einzugehen, das
Hauptziel hierbei ist die Erweiterung des Wirkungskreises sowie die Erhöhung der Präsenz in der chinesischen Öffentlichkeit

Umsetzungsbeispiele
 Kooperation mit niedrig-/ mittelpreisigen Airlines  z.B. Angebot von Chips mit KFC-Gewürz  Kooperationen mit EZH  z.B. Gewürzmischung für zu Hause = KFC Handelsmarke  Kooperationen mit anderen Restaurants  KFC-Menükomponenten temporär anbieten Pro
Markendehnung im bereits bekannten Kontext Geringes Floprisiko, neue Ertragsquelle Erreicht neue, potentielle Kunden

Contra
Neues Geschäftsfeld – Investitionsrisiko
Negatives Abstrahlungseffekte von Partner Keine Garantie für „Langlebigkeit“ KFCs

Perspektive
 Mit den richtigen Kooperationspartnern ist eine solide & langfristige Kundenbindung / Akquise möglich, Risiko ist überschaubar, da bereits Erfahrungen mit Lebensmittelgeschäft
KFC´s approach to China 23/04/13 15

Gruppe #6

6 Künftige Strategieansätze

Es ist wichtig für die Marken-/ Unternehmensfestigung bzw. deren langfristige Erweiterungen nicht auf eine, sondern auf mehrere Strategien zu setzen
 Eventmarketing / Cateringservice  Angebot vom Catering durch KFC bis hin zur kompletten Übernahme einer Eventplanung; z.B. Hochzeiten, Geburtstage, Abschlussfeiern  Sponsorenverträge  Präsenz in der Öffentlichkeit (außerhalb der Restaurants) verstärken; z.B. im Sportbereich  Entwicklung einer KFC-App  Erweiterung der ständigen Informationsversorgung & Unterhaltung der Kunden; z.B. Zusammenarbeit mit „angry birds“, Localizer, Couponing, Newsletter-App  Mobile Verkaufseinheiten in Städten  Präsenz bei geringerer Kapitalbindung, Vorort bei wichtigen Ereignissen

Gruppe #6

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6 Künftige Strategieansätze

In den beiden Grafiken wird deutlich das KFC global eine gute Markenpräsenz hat, aber weiterhin noch Wachstumspotential vorhanden ist

Deutschland

Global

Gruppe #6

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7 Fazit

KFC etablierte sich – ohne gravierende Rückschläge – am chinesischen Markt; weiterhin gilt es sich flexibel zu zeigen und mit den richtigen Strategien zu positionieren
 Die Marktbearbeitung in China ist durch das Zusammenspiel verschiedenster Kriterien erfolgreich von statten gegangen  Chinesisches Management, Flexibilität, gute Kooperationen  Im Allgemeinen gilt es zukünftig flexibel zu bleiben und KFC bzw. einzelne Unternehmenskanäle immer wieder neu zu überdenken bzw. zu restrukturieren  „Klassisches “ Fast-food ist in manchen Märkten bereits rückläufig  Zur Sicherstellung der großen Marktpräsenz in China, wird es wichtig sein sich als „immer noch trendige“ lifestyle-Marke zu positionieren  Dazu wird auch die Präsenz im non-food-Bereich notwendig sein

 Ein weiterer wichtiger Aspekt wird die Qualitätssicherstellung sein  Kunden reagieren heute sensibler auf auftauchende Skandale  Die Reaktion auf den jüngsten Skandal ist noch nicht in Zahlen abgefasst

Gruppe #6

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Vielen Dank für die Aufmerksamkeit Fragen?

23.04.2013

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fast
food
restaurant
 company
that
owns
several
restaurant
chains
such
as
KFC,
Taco
Bell,
Pizza
Hut
and
Long
 John
Silvers
overseas.
Yum!
China
first
opened
its
KFC
in
Beijing
in
1987
and
over
the
years
 has
successfully
expanded
its
operations
and
other
chain
restaurants
throughout
Mainland
 China,
becoming
one
the
largest
fast
food
companies
in
that
region.
Seeing
the
success
of
 Yum!
overseas
has
spawned
other
western
chains
to
open
up
in
China.
With
growing
 competition
from
Subway,
Dairy
Queen,
Starbucks,
McDonalds
and
Burger
King,
Yum!
 China
has
been
able
to
successfully
manage
the
pressure
and
increase
their
presence
in
 China.

 1. What
were
the
special
challenges
in
business
environment
that
Yum!
had
to
 overcome
it
he
1990’s
to
develop
its
business
in
China?
 When
Yum!
started
its
operations
in
the
early
1990’s
the
company
has
barriers
to
 overcome
in
launching
their
operations
in
China.
Yum!
had
to
get
through
the
government
 restrictions,
handle
their
missteps
in
advertising,
invest
in
a
supply
chain,
expand
company
 growth,
organize
a
team,
and
contend
with
ownership.

 Government
‐
When
Yum
opened
restaurants
and
wanted
to
expand
faster,
the
company
 had
to
follow
regulations
imposed
by
the
government.
At
that
time,
government
was
more
 interested
in
bringing
in
foreign
companies
that
could
bring
technology
into
China.
That
......

Words: 5214 - Pages: 21

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