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Kfc Japan

In: Business and Management

Submitted By moomoo33
Words 4919
Pages 20
KFC-Japan history from the beginning gives a good picture of the different existing ways of managing subsidiaries. Lessons learned from successive managers can help us to identify what is the best way of seizing external opportunities in a given situation.
The dilemmas KFC is facing at the different stages of her history which can be represented with the three stages theory describes well the organizational and operational challenges usually faced by a “transnational” company.
Each appointed manager represents a specific way of managing subsidiaries or a stage of the “three stages theory”. At the beginnings, each country manager was on his own to make a success of his venture, and most had to learn the business form scratch.
From this start point, the main issue is to determinate the appropriate level of control in this given situation. The issue of performance measurement is closely linked to the one of the level of control. On one hand, standardization facilitates performance measurement and control, but can also lead to counter performances if excessive. In this respect, it is very important to determine the expected level of performance (the same everywhere?). On the other hand, tolerating exceptions tends to weaken the whole system.
KFC development until the critical point of confrontation illustrates one of the existing methods of launching a new activity overseas (I). Conflicts between headquarters and KFC-J raise a number of issues which well depict the challenges that companies operating overseas usually face when striving to greater integration. (II) Given these elements we will try to propose an accurate strategy mix to Dick Mayer (III)
KENTUCKY FRIED CHICKEN (JAPAN) Ltd.
Page 2 sur 23
I. KFC DEVELOPMENT
I.1 The Beginnings of the company
The basic concept of the company is a good idea developed by Sander in 1890: a recipe for...

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